Articles by Matthew J. Daniel

The prevailing belief of “having a learning culture” may be driving inequity.

Talent development’s focus on chasing 30,000 skills is enabling it to ignore other problems.

Scaling up an internal talent pipeline is not an easy feat. But a strategic approach and proven practices can set up your business for long-term success.

Here's what L&D can learn from Netflix on driving learner behavior with data.

With half as many available workers to job openings, bullish companies are using robust talent development programs to hire the best people.

As the role of CDOs evolves, collaborating with CLOs provides a greater opportunity to develop a more diverse and inclusive workforce.

Whether intended or not, many of the learning systems, programs and resources that are put in place by L&D are not equally accessible to everyone across the board, especially those who are on the front line.

When it comes to talent mobility, a real-life “talent concierge” can beat out any algorithm.

As a new normal emerges, it is apparent that ruling out the strategies that don't work is just as important as identifying the ones that succeed. Taking a similar approach to skills data — by looking at skills in decline as well as those on the rise — will better prepare all of us for the future of work.

The heavy focus on short-term ROI and the delivery of narrow skill sets oft-evangelized in L&D circles may well be the source of the "skills shortage" industries face today. Approaching training from a durable-skills-first perspective empowers talent to make dynamic, longer-term contributions to an organization.

No matter how much learning in the flow of work we enable, there will always be limits. The flow of work will never allow enough space for the future of work.