Talent Management

Leadership starts with defining priorities, but doesn't stop there. In prior columns, I've talked about the gap between setting a goal and achieving it. To close the execution gap, organizations must practice four disciplines.

In the world of training and development, there is a lack of focus on the body in the performance equation. Once it’s acknowledged that energy is every company’s most important resource, suddenly the body becomes business-relevant, as all energy driving b

If you work with kiddie cereals and yogurt for a living, it pays to have a sense of humor and a sweet tooth. If you're responsible for educating 27,000 employees worldwide, it also pays to have a flexible attitude and a committed plan for training and de

Although major learning-and-development shifts occur, surprisingly they are rapidly accepted, assimilated and accommodated, often with relative ease, finally emerging as new operating norms. Happily, in the process there is evidently a hidden hand or disc

The rules for corporate and individual performance are changing. Your employees need to develop new competencies to adapt effectively to their emerging environments, and they will develop these skills and concepts through innovative systems and delivery m

Organizations around the world continue efforts to maximize the productivity of their employees in the face of competitive, legislative and socioeconomic change. More and more, senior learning professionals are being asked to enhance employee performance

CLOs are pressured to justify their investments in learning. A CLO always has to answer the CEO’s questions: Why should we invest in this learning program, and how will it help us execute our strategy? And how can we measure the return on this investment?

Verizon is the largest provider of wire-line and wireless communications in the United States, with 139 million access lines and 36 million wireless customers. The company has more than 167,000 employees with over 80,000 in critical field-service position

One sign of the increasing impact and scope of corporate learning today is that CLOs are starting to focus on risk-mitigation strategies. Budgets are being scrutinized, and learning executives are being asked to show a clear return on investment. With inc

In the dot-com days, many companies were willing to invest more to get more. Companies would invest in changing a process to improve customer satisfaction, even if it took more labor hours. They would purchase more capable technology, even if it cost more

Since the middle of the 20th century, the developed world has experienced a substantial shift from manufacturing-based economies to a global services- and knowledge-driven economy. Along with this shift has come a shift in valuation for large enterprises.

More and more companies are turning to an outsourcing strategy for functions that do not directly contribute to mission-critical strategies that drive the success of the business.

Corporate learning has always been the poor relation of all the management disciplines. Some corporations simply don’t believe in it, preferring to buy knowledge and skills when needed. Others have a large training department for internal courses and a si

Donald Kirkpatrick single-handedly delivered to the training and development community a way to formally evaluate an organization’s investment in learning way back in 1959. His four-level model has stood the test of time as being the cornerstone approach