Talent Management

Driving learning and development for a federal workforce of 2.1 million employees is no easy task, but innovation and online learning is helping the OPM’s chief learning officer do just that.  Driving learning and development for a federal workforce of 2.1 million employees is no easy task, but innovation and online learning is helping the OPM’s chief learning officer do just that.   

‘I’ll do it tomorrow.’ It’s an age-old phrase that kills productivity and performance but can be conquered with the right motivation approach.

Despite unemployment and underemployment, members of Gen Y say they’re prepared for the workforce and feel confident about their future.

Employers continue to devote resources to help employees attain advanced degrees, but critics argue they’re wasting their time and money.

Gen Y job hops for experience, not money, which means learning leaders have the power to keep them happy and employed.

When organizational beliefs, values and norms are part of a company’s learning strategy, they’re sustainable for the long haul.

To make the case for soft skills training, learning leaders may have to embed it with more readily accepted hard skills development.

Gen Y job candidates are often stereotyped as lacking the soft skills needed for success. Research shows this isn’t always the case.

Fiat Chrysler Automobiles Inc. revs the engine on college tuition programs by offering 118,000 dealership employees tuition up front.

Do you know what behaviors employees expect from leaders? Perceptions about what makes leaders successful can inform development and talent management strategy.

Millennials continue to filter into their first jobs, but not all are succeeding. Here’s how learning leaders can help.

Made up of communities, cohorts and pairs, this is not the blended learning you know so well. It’s a different breed, one focused on people, that today’s companies likely need.

Great Place to Work CEO Michael Bush talks about where the workforce’s youngest members want to work and learn — and it’s not where you think.

Any global leader may face culturally motivated development issues.

Fewer organizations are outsourcing learning. But those that do are by and large satisfied with the products and services they receive.