The workplace in 2022 is at a turning point. Employee burnout is at an all-time high; employees are switching jobs (and even careers); and employees are seeking work cultures that promote flexibility and well-being. As a result, business managers are trying to improve employee satisfaction among the people they manage through new initiatives that improve retention, like offering new workplace learning opportunities to employees. Qstream fielded a survey of 534 U.S. business managers across organizations in the financial services, technology, healthcare, manufacturing and life sciences industries in the United States to discover: How effective workplace learning programs are currently—and where more work must be done to make them effective and efficient How important workplace learning initiatives are to counter workforce burnout and attract and retain talent If organizations are effectively measuring the impact or effectiveness of their employee learning programs
How can L&D professionals optimally strategize effective learning initiatives? Stay ahead of the game - know what L&D trends to follow in 2022, and which are over and done with.  This report created by L&D expert, Chairman of the Learning and Performance Institute Donald H. Taylor, takes a deep dive into the results of this year’s Global Sentiment Survey and answers the question: "What will be hot in workplace learning in 2022?" This year’s L&D Global Sentiment Survey, the ninth, shows L&D at a turning point, as the result of two forces. One is the demands of organizations, as they emerge from the pandemic, for more training delivery, very often with unchanged or reduced resources for L&D. The other is the need to deal with the emergency measures put in place in 2020 to mitigate the immediate impact of COVID-19.Taylor's report identifies the top digital learning trends of 2022 and what they mean for the future of workplace learning. He explains how these trends differ from region to region, which "hot topics" from the 2021 are cooling down, and how the pandemic has impacted the trends we see within the L&D industry.  More about the Global Sentiment Survey:  The L&D Global Sentiment Survey takes the pulse of the L&D community world-wide, annually. The one-minute online poll asks L&D professionals internationally what they think will be hot in the following year. The question is always the same format: "What will be hot in workplace L&D in [this year]?" Participants are asked to choose what they think will be hot, not what should be hot. Each person votes for 3 of 15 options, presented in random order. There is, in addition, an ‘Other’ option. Aggregated, and examined over time, these answers provide a fascinating look at trends in what people in L&D are thinking. The survey is published each year in February. The annual L&D Global Sentiment Survey, now in its ninth year, attracts responses from thousands of respondents in over 80 countries. More about Donald H. Taylor: Donald H Taylor is a veteran in the fields of learning and development and learning technologies, with experience at every level from design and delivery to chairman of the board.  A recognized commentator and thinker in the fields of workplace learning and supporting technologies, Donald is committed to helping develop the learning and development profession. From 2010 to 2021, he chaired the Learning and Performance Institute, where he continues to head the Advisory Board and Learning Professionals Network. His work over more than 30 years in L&D ranges from training delivery to director and vice-president positions in software companies. Donald has been a company director and shareholder for three companies through start up, growth and acquisition. He now advises a number of EdTech start-ups, and works with Emerge Education, a European seed fund focused on start-ups in this field. He is a graduate of Oxford University and in 2016 was awarded an honorary doctorate by Middlesex University in recognition of his work developing the L&D profession.
Agility has emerged as a foundational element for success in the post-pandemic business environment. It’s the ability to deal with change. To figure out what to do in new situations. To learn and adapt to even the most complex set of challenges. In today’s era of accelerating change, disruption has become commonplace. Organizations need to implement strategies to become more resilient, adaptable, and able to capitalize on new opportunities. In this Idea Brief, you'll discover: How to build a strong learning culture that helps employees become lifelong learners The three qualities integral to learning agility Ways to cultivate learning agility across all levels of your workforce 
In this research partnership between HCI and Cornerstone People Research Lab, we investigate nascent new skilling efforts and patterns of collaboration for skills discovery and the development and delivery of learning programs. Although new skilling is itself new, we’ve found that organizations in which elements of a new-skilling approach are emerging also tend to outperform their peers on a range of talent and business outcomes. These high-performing organizations engage in practices that recommend six action items for building a new skilling approach to learning and development that can better keep pace with the changing needs and priorities of the organization and its people.
In the fall of 2020, we surveyed our customers about diversity, inclusion, and belonging. Our findings reveal that leading organizations are getting increasingly sophisticated in their approach. No longer a side initiative, actions to create inclusive cultures are becoming more holistic, pervasive, strategic, and measurable. But there is much to be done. Our research also reveals opportunities to close gaps between leadership intention and plans and the real-world perspectives and experiences of our people. Where is your organization on this journey? This report will help organizational leaders: Benchmark your organization’s progress on diversity, inclusion, and belonging against other global companies Identify potential gaps between the views and actions of your leadership and the perceptions of your employees that can impact your culture and performance Identify next-level actions your organization can take to close those gaps
How do you prepare for the unknown? Confounded by the complexities of the last 22 months and the impact to the business, leaders need to pay special attention to the emotional impact on their workforce.  How do you support your people going through this process on both the human and business side of the change management equation? It is more critical than ever to be emotionally intelligent and build trust through clear and frequent communication to promote successful implementation of change. This report published by American Management Association (AMA) addresses the human and business strategies needed for managing change today-how it affects your people, your awareness of it and the way to approach it.  L&D professionals exploring techniques for preparing, communicating with, and supporting their management teams to successfully implement change will find this a valuable resource.  
Did you know 80% of employers say that 2020 exposed critical gaps, forcing them to prioritize learner engagement and access to high quality, relevant content? Check out this research report by OpenSesame and Ben Eubanks of Lighthouse Research & Advisory for an in-depth review uncovering expert insights and strategic solutions your organization can utilize to stimulate your learning programs. In this report, you will learn about: How personalizing the learning experience impacts talent development. Creative ways to build a strategy that closes the skills gap and increases learning engagement. Steps you can take to grow the next generation of leaders.
Many diversity and inclusion initiatives are unsuccessful or even counterproductive, especially if they focus on diversity at the expense of inclusion. To be included, an employee should be able to feel that they are valued by their organization, that they belong, that they are included by their co-workers and by their manager, and that they can be their authentic selves while at work. The role of the manager, and of leaders in general, is central to an individual employee’s experience of inclusion. Inclusive leaders will demonstrate a degree of humility, curiosity, openness, empathy, courage, and flexibility. They will be self-aware and use differences between individuals positively. Previous research suggests that inclusive leadership fosters greater employee engagement. Fostering employees’ perceptions of inclusion, in part by inclusive leadership, is important for organizational success. Very little research has investigated the impact of personality on inclusion, or the link between personality and inclusive leadership behaviors. This study attempts to examine the relative importance of personality and other factors on employee perceptions of four aspects of inclusion: The extent to which individuals feel they are included by their co-workers The extent to which they feel they belong to, are ‘at home’ in, and are valued by their organization The extent to which they feel they can be their authentic selves The extent to which they feel their manager behaves in an inclusive way to them Data was collected on 251 people who completed an online survey. Any respondents who were themselves managers or leaders were also asked questions about their own inclusive leadership style.
In July 2021, Gamelearn conducted a survey of over 1,000 HR and L&D professionals. From their answers, we've extracted the top trends in the industry today. What's in this report: Key trends in corporate training, including digital training and self-driven development L&D consulting: the digital training portfolios your clients want and what authoring tools can help you achieve them Top takeaways from the survey you can start applying to your work now
Rachel Cubas-Wilkinson has been instrumental in the design of the Inclusive Leadership Workshop and studied the latest research from Gartner, Harvard Business Review, McKinsey, our own research and more to put together a 3 page report into the current DEI landscape within organizations, focusing on inclusion strategies in leadership. Read more about: The business benefits of inclusion Is inclusion happening yet? Why leaders aren’t getting it right 5 challenges of inclusive leadership Inclusion: 3 ways to get it done and make it work
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