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Her work in talent management, human capital, and intersectional theory has redefined the boundaries of talent potential and company culture. Brown’s presentations awaken and inspire leaders to step forward more proactively on behalf of diversity, and to set a tone that seeks and celebrates inclusion as a core business driver. Brown has spoken at many top conferences and events worldwide, such as the International Diversity Forum in Paris and the inaugural Global D&amp;I Summit in India, as well as the Forum for Workplace Inclusion, the Out & Equal Workplace Summit, Emerging Women, and the Better Man Conference in the United States.":1,"#beyond-diversity":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Rohit Bhargava</a></strong> is on a mission to help the world be more open-minded by teaching anyone how to be a non-obvious thinker. He’s the founder of both the Non-Obvious Company and Ideapress Publishing, as well as the #1 <em ljsid-2=\"\">Wall Street Journal</em> best-selling author of seven books. Bhargava is an expert in trends, marketing, storytelling and building trust—and his insights and signature workshops have been used by the World Bank, NASA, Intel, Disney, Colgate, Swissotel, Coca-Cola, Schwab, Under Armour, NBC Universal, American Express, and hundreds of others large organizations.":1,"#Broaden your horizons and gain new perspective by actively engaging with the perspectives of people from generations, cultures, and genders other than your own.":1,"#Confront and replace systems placed in the past that continue to create barriers to engagement with society.":1,"#Prioritize representation from marginalized voices in conversations and decisions about urban planning.":1,"#Most optimistic views about the future are held by those with reason to be optimistic. Decisions about who will live where, who will receive resources, and how we’ll improve society have routinely excluded marginalized voices, leading to changes benefiting those in the majority. Modern cities have a long history of hostile architecture and urban planning designed to exclude, oppress, and segregate members of marginalized groups to prevent interaction with the larger society. Creating a more diverse, inclusive, and equitable future requires involving the voices of people from all communities and genuinely building upon the input they offer. To help create a better future:":1,"#In the Future":1,"#Understand that the more involved and invested you are, whether as an individual or as an organization, the more you can inspire a similar level of engagement in your community.":1,"#Support and engage with differing opinions to break down biases and encourage understanding.":1,"#Encourage institutions to reckon with past injustice, discrimination, and bias to work toward a more inclusive future.":1,"#Make voting more accessible by removing barriers and exposing those who try to prevent free participation in the election process.":1,"#Government serves as a representation of its population, but too often artificial barriers to voting and voicing opinions skew representation toward the dominant culture. The population percentage of White elected officials within government often exceeds the percentage of the White population, putting an even greater focus on the issues and interests of a demographic that already holds the majority. Building a more inclusive society requires confronting barriers to representation and supporting grassroots advocacy groups looking to make an impact. To support these efforts:":1,"#In Government":1,"#Confront your own biases in how you represent leaders and management. If your marketing and discussion assumes boardrooms are entirely made up of White men, how does that affect perspectives of your organization?":1,"#Become a champion for change within your organization, pushing for better representation and inclusive practices.":1,"#Organizations have higher rates of promoting women during periods of crisis when the risk of failure is higher, creating a “glass cliff” effect that poisons perspectives on diversity.":1,"#Diverse leadership can’t be treated as a “one and done” challenge to be completed and moved past. Continually seek to improve inclusion and broaden perspectives.":1,"#While diversity awareness has grown in recent decades, the majority of leadership roles across industries are still made up of White men, typically cisgender and older. A nondiverse management base leads to one-sided thinking and limited understanding of other perspectives and factors, stunting innovation and growth. By encouraging diversity and inclusion, your organization can draw on a wealth of experiences and information. Consider the following principles for promoting growth of diversity and inclusion in your organization:":1,"#In Leadership":1,"#Adopt a more diverse and inclusive viewpoint so you can develop more innovative and successful concepts that appeal to a wider consumer base.":1,"#Spend money and social capital on finding and supporting marginalized entrepreneurs.":1,"#As part of the larger investment community, ensure teams making financial decisions are diverse and inclusive.":1,"#Learn to frame diversity as a competitive advantage rather than a barrier to overcome, encouraging support for diversity measures and new ventures.":1,"#New businesses and organizations founded by members of marginalized groups, which can serve as important drivers of inclusivity and diversity, often struggle to gain funding and support. A greater focus on supporting new ventures and developing networks for aspiring entrepreneurs can help to break down systemic barriers to success. To make a difference in this process:":1,"#In Entrepreneurship":1,"#Take action, whether you work in the industry or just interact with it, by demanding more inclusive teams and being aware of daily examples of algorithmic bias.":1,"#Algorithms can’t be constructed without bias and aren’t substitutes for human judgement. Avoid discrimination by encouraging transparency surrounding the creation of algorithms and how they’re implemented.":1,"#Create pipelines of talent by mentoring junior professionals from underrepresented groups.":1,"#Fostering greater inclusivity and diversity within tech teams begins with reassessing hiring practices to prioritize a diversity of perspectives and physical traits.":1,"#The technology industry has historically seen poor representation of marginalized groups, with real and observable consequences. Many algorithms, used for faster processing of large customer bases, have been found to have outright biases against marginalized groups. Facial recognition systems often struggle to recognize dark-skinned faces. For decades, seat belts were designed on models of average-sized men, leading to greater injuries among women. Building a more inclusive society is strongly dependent on increased diversity and inclusion within the tech industry to ensure all experiences and perspectives are accounted for. Take into account these principles for making changes:":1,"#In Technology":1,"#Broaden recruiting pools using innovative interview techniques. Aim to cultivate a diversity of voices and experiences.":1,"#In a position of privilege, advocate for colleagues who might benefit from support.":1,"#No leader can plan for everything. Accommodate employees by engaging in candid dialogue and ensuring needs are met.":1,"#Enormous diversity exists within marginalized groups; hiring checklists and quotas devolves into tokenism. Building an inclusive and equitable workplace requires developing an environment where different perspectives and experiences are included, respected, and treated fairly.":1,"#Conversations about diversity in the workplace can often serve as a point of tension centered around tokenism, affirmative action, and exclusionary hiring practices. Great leaders recognize the enormous productive and financial potential in the perspectives and ideas offered by a diverse workforce. Cultivating a collaborative and productive workforce requires understanding personal biases, problematic hiring practices, and gaps in understanding. When working to improve workplace inclusivity and cohesion, remember the following:":1,"#In the Workplace":1,"#As both a personal consumer and when supplying your organization, wield market power responsibly by doing research. Support efforts to improve diversity in retail and encourage awareness among others.":1,"#Reject tokenism in advertising and advocate for authentic representation. Go beyond “feel good” metrics and match words with action.":1,"#Teams designing products and crafting consumer experiences must account for a broader customer identity base. Customer loyalty and support is tied to a sense of belonging, which is often absent for marginalized groups.":1,"#Retail can often be an exclusionary experience for members of marginalized groups. Product design, from hair care to clothes, overwhelmingly reflects a cultural bias toward White skin, traditional gender expectations, and model sizes. Consumers routinely report feeling judged by their skin color, language, and appearance. Creating a more inclusive consumer experience demands an honest reassessment of design approaches and consumer experiences. For example:":1,"#In Retail":1,"#Get involved locally by encouraging and supporting efforts by students or the community to promote diversity and cultural awareness.":1,"#Diversity among educators can have enormous impact on learning rates at all levels of education. Encourage and support change for education facilities within your reach.":1,"#Uncomfortable as conversations about race, sexuality, and equity can be, they provide opportunities for growth, understanding, and empathy.":1,"#Just as in storytelling, the information being taught and who’s teaching come to inform an understanding of the world and the various people within it. Generations of education dominated by a White/European perspective create blind spots in the understanding of other cultures and inform aesthetic tastes in fashion, architecture, and storytelling. Creative artists from marginalized demographics often must blend their work into White-dominant cultural tastes to be deemed legitimate. Creating a more inclusive world requires changing current perspectives; supporting a more inclusive future requires reassessing education to develop better perspectives. Consider the following ideas for contributing to change:":1,"#In Education":1,"#Participate in the subcultures you love and become an awareness advocate for them.":1,"#Broaden your own perspective by stepping out of your comfort zone and experiencing new cultures and experiences. Learn about other cultural traditions and support ambitious intercultural discussions around you.":1,"#Avoiding difficult questions is easier, but change and improvement only occur when culturally inclusive conversations are embraced and supported. Just as in storytelling, the absence of honest discussion invites stereotypes and biases.":1,"#Culture encompasses many shared aspects of our lives, from beliefs and values to language and traditions, and is a major element in our sense of identity. It can also be a point of exclusion when a dominant culture is confronted with another dominant culture or subculture. Many people of marginalized groups, to avoid negative stereotyping and animosity, practice <em ljsid-1=\"\">code switching</em> by changing language, mannerisms, and speech patterns to fit different cultural settings. Creating a more inclusive world requires finding ways for dominant cultures and subcultures to coexist and sometimes blend, and never serve as points of exclusion. Consider the following principles:":1,"#In Culture":1,"#Do your part to change traditional perspectives of family in all situations—media, school curricula, lawmaking—by challenging gender biases and broadening conversations.":1,"#Broaden perspectives and acceptance with conversations about different family structures, encouraging compassion and shared experiences.":1,"#Employees respect organizations that respect them. Support caregivers and parents through parental leave and remote work.":1,"#Change starts at the top. When leaders prioritize workplace commitments over family events—a birthday, parent-teacher conferences, a school play—employees feel beholden to the same expectation. Support families of all kinds by encouraging a healthy work/life balance.":1,"#Traditional workplace policies are often structured around the nuclear family model, which fails to account for the modern realities of biracial marriages, same-sex unions, intentionally childless couples, and others. Parental leave, when offered, largely ignores fathers, stepparents, and adoptive parents, all of whom also undergo the life-changing experience of becoming a parent. The very concept of family shifts and changes over time, and workplaces have a role to play in shaping how society perceives nontraditional family structures. Consider the following ideas for accounting for and encouraging acceptance of family structures different from your own:":1,"#In Family":1,"#Avoid labeling language by focusing on <em ljsid-1=\"\">intersectionality</em>, recognizing that a person can’t be defined by a single label but only through a combination of social identities.":1,"#Welcome candid, respectful conversations about identity. Ignorance of identities isn’t inherently intended to be exclusionary; many people have just never had the opportunity to learn through open dialogue.":1,"#Laws, HR policies, and workplace practices all shape treatment of different identities in society. Challenge norms that don’t account for or marginalize certain identities.":1,"#Develop acceptance and understanding by creating safe opportunities for candid conversations between people with different identities.":1,"#Progress has been made to express acceptance and support for people of all backgrounds and identities, but too often a focus on identity can become a form of labeling, reinforcing the “otherness” of marginalized groups. Increasingly positive, humanized portrayals of shared identities and authentic support can help people develop a sense of acceptance and belonging. Take the following steps to support and respect the diverse identities of everyone around you:":1,"#In Identity":1,"#Be conscious and intentional about the stories you share to avoid perpetuating false information and reinforcing stereotypes.":1,"#Be conscious and intentional about the stories you...":1,"#Broaden your own perspective by seeking out stories for whom you’re not the target audience.":1,"#Change can’t occur without active acknowledgement of entrenched biases in media and the systemic financial barriers that exclude diverse and marginalized storytellers.":1,"#From an early age, the stories we’re told and consume through media shape our understanding of others. The less often representatives of marginalized groups appear, the more ingrained basic stereotypes become, which then inform our actions and relationships. Creating a more inclusive world requires challenging and reinventing traditional approaches to storytelling. Consider the following ideas:":1,"#In Storytelling":1,"#Achieve a more inclusive world and equitable society by going beyond conversation and empowering marginalized perspectives around you.":1,"#Individual members of discrete social spheres—technology, education, government—often feel their struggles are isolated from others. Learn to cross arbitrary lines to find common ground and allies for change.":1,"#Creating a more diverse and inclusive world requires a focus on <em ljsid-1=\"\">intersectionality</em>, recognizing that a person can’t be defined by a single label but only through a combination of social identities.":1,"#The shape society takes is determined by who does the shaping. Greater inclusivity and diversity shapes the future of society and opens new avenues for representation, development, and improvement.":1,"#Diversity in society and the workplace is too often treated as a checklist of representation rather than an opportunity for improvement. Drawing on conversations with hundreds of diversity activists from all levels of society, Rohit Bhargava and Jennifer Brown wrote <strong ljsid-1=\"\">Beyond Diversity</strong> as a guide for taking actionable steps to create a more inclusive world. Whether you have privilege or are a member of a marginalized group, learn to recognize problems around you and the actions you can take to create a more diverse and socially conscious society.":1,"#ISBN: 978-1-64687-051-6":1,"#©2021 by Rohit Bhargava and Jennifer Brown":1,"#by Jennifer Brown, Rohit Bhargava":1,"#12 Non-Obvious Ways to Build a More Inclusive World":1,"#Clicking this link will redirect to relevant products for the Authors Rohit Bhargava.":1,"#Rohit Bhargava":1,"#Clicking this link will redirect to relevant products for the Authors Jennifer Brown.":1,"#Insights Publishing":1,"#HBR’s 10 Must Reads 2025":1,"#Understanding basic accounting will not only help you with business, it will also help you better manage your personal finances. This lesson will give you a basic understanding and confidence around the fundamentals of accounting.":1,"#Accounting 101":1,"#Analyzing Data Using the DASA Model":1,"#Achieving Growth by Building, Buying, or Partnering":1,"#Receiving feedback has a negative connotation associated with anxiety and fear. But feedback can be a powerful way to strengthen commitment, improve performance, and resolve problems with difficult employees.":1,"#Leveraging Feedback to Strengthen Employee Commitment":1,"#Researching and analyzing data isn’t as difficult as it sounds. In fact, you may not realize it, but you analyze data every day. In this lesson, you’ll learn simple strategies to help you gather data, analyze it, and draw conclusions to help you solve problems.":1,"#Leading the PAC: Researching and Presenting Data":1,"#Setting explicit numeric goals can unintentionally reduce individuals’ willingness to adopt more effective strategies. Across 13 studies, including experiments on meal planning and investment decisions, participants who set specific targets were more likely to persist with their initial approach, even when superior alternatives were available, due to biased perceptions of effectiveness. The findings suggest that incorporating structured reflection alongside goal setting can mitigate this bias and improve decision-making outcomes.":1,"#Overly Specific Goals Can Backfire":1,"#The article discusses research which found that splitting work into smaller tasks with breaks can lower stress and help people perform better, especially when the breaks are passive.":1,"#How to Benefit More from Breaks":1,"#Executive summaries from the May-June 2026 issue of Harvard Business Review.":1,"#Executive Summaries May-June 2026":1,"#This article reports on the research “The Lower Boundary of Workplace Mistreatment: Do Small Slights Matter?” by Michal Hodor, Liat Eldor, and Peter Cappelli which was published in Proceedings of the National Academy of Sciences of the United States of America in 2025. The research evaluates the impact on job performance when a yearly job perk, a birthday gift, is delivered late to employees.":1,"#Even Small Slights Hurt Productivity":1,"#Employees are increasingly turning to AI for career advice, emotional support, and even friendship. However, researchers Constance Noonan Hadley of the Institute for Life at Work and Sarah Wright of the University of Canterbury found that despite these interactions, more than half of 1,545 U.S. knowledge workers surveyed felt lonely at work—a factor linked to lower job satisfaction and greater intent to quit. Their research suggests that AI cannot replace the benefits of human connection and may erode collaboration, trust, and social skills over time. The authors recommend taking five measures to prevent those problems: Monitor AI's social impact, establish guidelines for its use, design it to foster human interaction, employ it for organizing social activities, and train employees in healthful AI use.":1,"#Employees Are Relying on AI for Personal Support. That's Risky":1,"#This article focuses on adaptability in leaders by first detailing its three pillars- agility, resilience and foresight- then showing how to incorporate it as well as sharing some common mistakes that undermine it. Empathy and accountability are highlighted as key behaviors when incorporating adaptability, while avoiding vulnerability and not mistaking hard work for growth are included as mistakes to avoid.":1,"#Being Adaptable Isn't Enough. You Have to Demonstrate It":1,"#An interview with Kathy Calvin, President of the United Nations Foundation, is presented. Topics include her views on benefits of talent development programs, her role in talent development such as importance of growing young women in their careers, need to maintain balance in the senior leadership, and leadership lessons learnt by her working as a press secretary for U.S. senator.":1,"#TONY BINGHAM, PAT GALAGAN":1,"#The Best of Three Worlds":1,"#In a world of continuous technological disruption, the ability to attract and retain digital talent can determine a business’s success and failure. In Digital Talent, technology and talent experts Matt Alder and Mervyn Dinnen equip human resources (HR) professionals with the tools they need to succeed. Readers will learn how to assess which skills their organizations need, attract people who have those skills, and keep them engaged to ensure their people, and the entire business, can stay ahead of the competition.":1,"#Mervyn Dinnen, Matt Alder":1,"#Digital Talent":1,"#The article explores how talent development professionals can improve training programs by adopting the psychological principles of behavioral economics. Topics discussed include ride sharing company Uber's strategy for motivating its drivers, the theory of isolation effect developed by Israeli psychologists Daniel Kahneman and Amos Tversky, and the concept of availability heuristic.":1,"#Instructional Design Gone Psycho":1,"#The article presents information on the recommendations for incorporation of sales playbook for improving sales performance in business. Topics discussed include importance of process benchmarking, benefits of using motivational and visual sales tools and role of customer relationship management (CRM). It also discusses the role of sales professionals for building customer relations.":1,"#Sales Playbook":1,"#To improve employee engagement favorability scores and, consequently, lower total employee attrition, the program content also includes several strategies for managers to bolster their teams' engagement levels. For example, program participants receive an exhaustive list of Cornell University-created engagement drivers that facilitators instruct managers to reference during meetings with their direct reports or when the team senses employee engagement dipping. The TD team first informed and ensured buy-in from cross-functional leadership and then announced the program launch in late 2020 for all employees who had become people managers in the previous three months as well as for new managers moving forward.":1,"#431 Results found for <span ljsid-1=\"\">\"JD Dillon\"</span>":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">JD Dillon</a></strong>‘s 20+ year career can be broken down into three phases. First, he worked in operations and HR management with companies like AMC and Disney. He then transitioned into L&amp;D leadership roles with Disney and Kaplan. Now he’s on the technology side of workplace learning and performance as Axonify’s Chief Learning Architect, where he builds products and services used on the job by millions of employees around the world. Dillon is a respected author, keynote speaker, podcaster, and online host with a passion for helping people do their best work every day. He’s also the founder of LearnGeek, through which he publishes a variety of content and advises organizations on their learning, performance, and technology strategies. He graduated from the University of Central Florida with degrees in communications (radio/TV production focus) and marketing and earned an MBA from Kaplan University.":1,"#The shift to new learning methods shouldn’t be disruptive. Use the MLE framework to determine when and where to seamlessly make changes in your current operations and systems. Once engaged, the MLE will continue to strengthen and evolve on its own.":1,"#<em ljsid-0=\"\">Implement and evaluate</em>. Nurture and monitor important stakeholder relationships.":1,"#<em ljsid-0=\"\">Match stakeholders to tactics</em>. Match stakeholder profiles to personalized tactics.":1,"#<em ljsid-0=\"\">Identify your stakeholders</em>. Know who’s needed to bring the plan to life.":1,"#<em ljsid-0=\"\">Clarify your objective</em>. Define a clear goal and match it to a strategy.":1,"#A strong MLE will provide your organization with a competitive edge. Use it along with stakeholder trust to win the “game of influence.” You can do so by follow these steps:":1,"#Mastering the Shift":1,"#The best bet is to use continuous measurement, where metrics are gathered and analyzed as an operational norm.":1,"#<em ljsid-0=\"\">Value</em>. Data must be significant enough for inclusion into decision making processes.":1,"#<em ljsid-0=\"\">Veracity</em>. Data must be trustworthy and free of manipulation.":1,"#<em ljsid-0=\"\">Variety</em>. Different sources of data are needed to create a reliable picture.":1,"#<em ljsid-0=\"\">Velocity</em>. Data must be current enough to inform real-time decision making.":1,"#<em ljsid-0=\"\">Volume</em>. A meaningful amount of data must be collected.":1,"#Reliable metrics help make L&D proactive, validate systems, keep employees and systems future-focused, and boost your organization’s overall “skill economy.” Good data is built on the following five principles:":1,"#The Data Side of the Story":1,"#Collect and analyze as much data as possible to refine and perfect audience personas. Better information enables faster, more efficient learning models that can be created and implemented.":1,"#Monitor tech performance to get the greatest “bang for the buck.” Be sure to assess capabilities annually, at a minimum.":1,"#Select appropriate technology platforms.":1,"#Identify data requirements.":1,"#Design training experiences for specific audiences.":1,"#Start with knowing what outcomes should be achieved.":1,"#Technology is necessary to build a strong MLE and should be applied on a persona-based system. To design a persona-based learning ecosystem:":1,"#Making Technology Decisions":1,"#Match responses to tactics to apply the MLE to any situation.":1,"#<em ljsid-0=\"\">Timeliness</em>. Determine how quickly a solution is needed.":1,"#<em ljsid-0=\"\">Complexity</em>. Decide how challenging the problem is.":1,"#<em ljsid-0=\"\">Criticality</em>. Determine how problematic failure is in regard to the specific issue.":1,"#<em ljsid-0=\"\">Context</em>. Identify where and when your target audience needs help.":1,"#Engage the problem with a specific solution, such as a change in lifting protocols, and provide timely, targeted training. Consider the following aspects as part of any modern learning solution:":1,"#When applying the MLE framework, start with your audience as a first priority and apply results-first solutions. Use audience personas to customize learning experiences. For example, if frequent injuries in a warehouse are an issue, the results-first approach is to set elimination of injury as a goal and identify warehouse workers and managers as the target audience.":1,"#Apply the MLE Framework":1,"#Use a blend of the 3Bs to balance L&D and satisfy a variety of stakeholders.":1,"#<em ljsid-0=\"\">Apply a curation mindset</em>. Maximize current resources and build only when necessary.":1,"#<em ljsid-0=\"\">Dig into compliance requirements</em>. Understand why training and learning requirements exist and apply MLE principles to maintain them.":1,"#<em ljsid-0=\"\">Implement microlearning principles</em>. Break long courses or skill programs into short, stackable sections. Target modules to specific audiences.":1,"#<em ljsid-0=\"\">Assess required training</em>. Take a realistic look at current training systems and procedures. Upgrade default platforms and operations that are less than ideally functional.":1,"#The push and pull layer is built on the following four points:":1,"#“Must do” training is <em ljsid-1=\"\">push</em> training; optional training is <em ljsid-3=\"\">pull</em> training. Both are important to creating a strong MLE. Use the <em ljsid-5=\"\">3B content curation method</em> to gather training and knowledge: <em ljsid-7=\"\">borrow</em> opensource and crowdfunded resources, <em ljsid-9=\"\">buy</em> e-learning and virtual training platforms, and <em ljsid-11=\"\">build</em> knowledge bases.":1,"#Layers 5 and 6: Pull and Push Training":1,"#Coaches provide personalized support at all levels of the workforce, so treat them as indispensable resources.":1,"#<em ljsid-0=\"\">Measure effectiveness</em>. Conduct employee surveys and gather data to determine if coaching is having desired impacts.":1,"#<em ljsid-0=\"\">Introduce technology</em>. If needed, resort to AI coaching tools and technologies to supplement or replace managers.":1,"#<em ljsid-0=\"\">Provide practice opportunities</em>. Use interactive scenarios and role-playing to integrate coaching into learning programs.":1,"#<em ljsid-0=\"\">Identify insight needs</em>. Determine where and how needed data can be gathered and analyzed to plan and facilitate coaching.":1,"#<em ljsid-0=\"\">Establish expectations</em>. Pinpoint what role coaching is to play and who’ll be supported.":1,"#<em ljsid-0=\"\">Assess the coaching culture</em>. Ask employees and stakeholders where coaching is needed, then ask managers how prepared they are to coach. Use the results as a current baseline.":1,"#Build a solid coaching layer with these six elements:":1,"#Effective coaching skills are built on insight, skill, and priority. For insight, coaches need data and feedback. Necessary skills include listening, monitoring, communicating, and building trust. Coaches also need to know how to organize and prioritize goals and time.":1,"#Layer 4: Coaching":1,"#Use reinforcement, along with coaching, at all levels to facilitate decision making.":1,"#<em ljsid-0=\"\">Run experiments</em>. Start small and build up through trial and error.":1,"#<em ljsid-0=\"\">Socialize practice</em>. Gain stakeholder buy-in through transparency and inclusion.":1,"#<em ljsid-0=\"\">Build materials</em>. Develop content and materials to support reinforcement tactics.":1,"#<em ljsid-0=\"\">Select delivery tools</em>. Use virtual reality (VR), simulators, and other platforms for learning.":1,"#<em ljsid-0=\"\">Match personas to tactics</em>. Decide what tactics best fit each audience profile.":1,"#<em ljsid-0=\"\">Outline audience personas</em>. Understand audience availability, technology capability, and environment.":1,"#<em ljsid-0=\"\">Determine skill requirements</em>. Determine what skills employees need to fulfill a one- to three-year plan.":1,"#Build a reinforcement layer with these seven basic steps:":1,"#Reflection and discussion.":1,"#Knowledge checks.":1,"#Virtual simulations.":1,"#Role-play scenarios.":1,"#Learning is wasted unless people remember and use the knowledge they gain. Reinforcement techniques help people remember and employ information. Effective tactics include:":1,"#Layer 3: Reinforcement":1,"#Shared knowledge is more effective when it’s supported by expertise and experience. No matter what the problem, information and expert opinions are needed for solutions.":1,"#<em ljsid-0=\"\">Measure impact</em>. Collect a wide range of metrics to see if support is being used as intended, seems helpful to staff, and positively impacts performance.":1,"#<em ljsid-0=\"\">Install hand-raising tactics</em>. Give employees a place to go when they need help. Be sure that access is well-suited to a specific function. For example, asking a floor salesperson to fill out an online form to get help would be less effective than offering a live-time chat.":1,"#<em ljsid-0=\"\">Involve experts</em>. Match individual projects to knowledgeable “champions.” Check with experts before implementing any tactics or plans.":1,"#<em ljsid-0=\"\">Clarify retention requirements</em>. Be sure that support for employee performance stops short of replacing performance. Offer tools and guidance only when needed.":1,"#<em ljsid-0=\"\">Identify niche uses</em>. Determine if areas of specialized knowledge exist in the workflow chain. If so, build targeted solutions.":1,"#<em ljsid-0=\"\">Identify struggle points</em>. Ask your workers where they struggle on the job and where they need guidance. Match performance tactics with these needs.":1,"#<em ljsid-0=\"\">Assess workflow</em>. Identify points of access for hardware and software that enable on-demand support. Know how these points impact workflow.":1,"#Build a support layer with these seven steps:":1,"#The second layer is the “I need help” part of the MLE framework. Performance support accelerates problem solving, cuts down on formal training needs, and boosts employee confidence.":1,"#Layer 2: Performance":1,"#When problems arise, your first step should be to access all available pertinent information and make it available to stakeholders so that solutions can be found quickly.":1,"#<em ljsid-0=\"\">Scale</em>. Base decisions on an organizational-level perspective.":1,"#<em ljsid-0=\"\">Apply</em>. Screen initial shared knowledge practices with a small audience. Analyze results, and then adapt accordingly on a wider audience.":1,"#<em ljsid-0=\"\">Refine solutions</em>. Combine shared knowledge systems with L&amp;D processes.":1,"#<em ljsid-0=\"\">Determine strategy</em>. Pinpoint the qualitative and quantitative data needed to implement sharing strategies. Be transparent with stakeholders about tracking and using data.":1,"#<em ljsid-0=\"\">Close gaps</em>. Assign roles for maintenance, review, and administration of learning processes. Acquire new tools and technologies as needed to support sharing.":1,"#<em ljsid-0=\"\">Design experience</em>. Imagine how knowledge and resources will be received and used by specific audiences. Create a user experience for each audience.":1,"#<em ljsid-0=\"\">Engage partners</em>. Lean on HR, legal, IT, and all other sectors for support and strategy.":1,"#<em ljsid-0=\"\">Run experiments</em>. Try out new ideas on a small scale. See what fits or fails before scaling up.":1,"#<em ljsid-0=\"\">Evaluate existing technologies</em>. Check every application and device and make a list of which elements need to be upgraded or changed.":1,"#<em ljsid-0=\"\">Assess current practices</em>. Talk to staff and stakeholders. Determine where gaps in information flow can be closed.":1,"#<em ljsid-0=\"\">Install a curator</em>. Start by appointing someone to oversee your L&amp;D knowledge base. The curator’s only job is to ensure that knowledge gets to people who need it when they need it.":1,"#To implement a shared knowledge layer, follow these 11 points:":1,"#The foundation for any successful L&D strategy is the ability to create a “just look it up” layer that’s easily accessible and contains all the tools that staff need to share and apply data and knowledge. Important elements of this layer include shared drives, Wikis, cloud repositories, company websites, and customer feedback platforms.":1,"#Layer 1: Shared Knowledge":1,"#The MLE framework fulfills these needs by building systems on six basic layers: shared knowledge, performance, reinforcement, coaching, pull training, and push training. Integrating these layers creates an infrastructure for proactive learning.":1,"#Helping staff to learn new skills.":1,"#Delivering coaching and feedback.":1,"#Providing practice and reinforcement.":1,"#Enabling the sharing of information.":1,"#Providing training for core job abilities.":1,"#Think of learning as water. In this analogy, an organization’s L&D systems are the plumbing. If the pipes are clogged or leaking, water gets shorted or wasted. The good news is, unlike water, L&D serves a limited number of needs, such as:":1,"#The Proof Is in the Plumbing":1,"#Specific skills, such as those related to specific technologies and systems, fall in and out of fashion, while others based in management skills remain durable. Identify the skills gaps in your organization to identify where to best deploy L&D.":1,"#<em ljsid-0=\"\">Foster agility</em>. Put mechanisms and infrastructure in place to support changes.":1,"#<em ljsid-0=\"\">Drive impact</em>. Learning is a measurable accomplishment and should be treated as such.":1,"#<em ljsid-0=\"\">Provide personal experience</em>. Consider L&amp;D solutions on a personal level. Each stakeholder or staff member requires a unique set of tools.":1,"#<em ljsid-0=\"\">Apply data</em>. Analyze available data to pinpoint where learning increases performance and where future learning can be best applied.":1,"#<em ljsid-0=\"\">Use the full ecosystem</em>. Use a full range of available systems, data, tools, and people to boost L&amp;D. Make learning tools widely accessible.":1,"#<em ljsid-0=\"\">Make learning essential</em>. Frontline workspaces are normally geared to maximize production, but should also integrate learning.":1,"#As an L&D professional, you can apply the following six principles to address changes:":1,"#Down the Rabbit Hole":1,"#All three models can be used in combination with the <em ljsid-1=\"\">Modern Learning Ecosystem</em> (MLE) to meet changing conditions.":1,"#<em ljsid-0=\"\">The five moments of need</em>. Learning occurs when something new is discovered, existing knowledge is increased, knowledge is correctly recalled and used, a problem is solved, or change is met with adaptation.":1,"#<em ljsid-0=\"\">The continuous learning model</em>. Learning is based on the <em ljsid-2=\"\">four Es</em>: education, experience, exposure, and environment. Adapt organizational systems to create a learning culture.":1,"#<em ljsid-0=\"\">The 70-20-10 model</em>. Learning is the result of 70 percent experience, 20 percent personal interactions, and 10 percent formal programs.":1,"#Leaders don’t need new ideas to boost L&D; they should simply consider existing fundamentals from a fresh perspective. Take a minute to revisit these three basic learning models:":1,"#It’s Time for a Remix":1,"#Use continuous measurement and data collection to monitor results. Match goals to shifts in skills, tech, or personnel and close critical gaps.":1,"#Build a learning environment in layers, starting with shared knowledge and capped by integrated training and microlearning.":1,"#Integrate learning into workflow processes and systems. Recognize learning as an important achievement, equal to task completion.":1,"#Build a strong learning ecosystem based on open access, shared knowledge, and continuous adaptation.":1,"#Today’s business world is based on nonstop change and innovation. To thrive in uncertain and sometimes volatile conditions, business leaders need a learning ecosystem that can guide staff through the dynamic changes. In <strong ljsid-1=\"\">The Modern Learning Ecosystem</strong>, JD Dillon offers a step-by-step manual for ramping up learning and development (L&amp;D) strategies. This book is for learning innovators, executives, and managers who want to overcome the disruptions associated with change.":1,"#©2022 by ASTD DBA the Association for Talent Development (ATD)":1,"#A New L&D Mindset for the Ever-Changing Workplace":1,"#In short, it is people - not things - who determine the ultimate fate of any organization because organizations cannot change unless their people change. Leaders seeking to drive organization change typically have leveraged position, reward, and coercive power to mandate changed behavior from the people below them. If your employees are intrinsically motivated to contribute their discretionary effort around a shared aspiration and they are given the autonomy and accountability to achieve that aspiration, they will work tirelessly to delight stakeholders, and your organization will thrive.":1,"#Changing the Way We Change":1,"#The article discusses the trends in learning and development (L&D) sector that can help professionals change the mindsets in the organization for 2016 shared by several experts. Topics mentioned include the comment of social learning guru Harold Jarche on the creativity of the workers, the view of occupational psychologist Gary Luffman on compelling people to master a skill which entice them in becoming better humans not just employees, and the benefits from social mentor of learners.":1,"#ROBERT JEFFERY":1,"#Every Employee Is an Artist":1,"#The article focuses on employee branding firm Universum Global's 2015 \"Generation Z Grows Up,\" a survey on consideration of Generation Zers to join workforce instead of getting college education and how they are welcoming information on learning that companies can offer. Topics include how employees will select employers based upon access to learning, design-thinking being touted in companies including network hardware firm Cisco and creation of people analytics role to use data.":1,"#Jeanne C. Meister":1,"#How to Create Tomorrow's Learning Today":1,"#The article discusses the challenges and opportunities faced by talent development (TD) professionals in the midst of organizational and technological changes. Topics include the growth of millennials assuming leadership roles, the difficulty of the businesses to transform and adapt to technological change and the need to collaborate with the technology suppliers in building an adaptable and agile learning ecosystem.":1,"#Adaptability Is Key in the Future of Work":1,"#The article presents information on the global trends changing the function of learning and development shared by Albert Siu, vice president at the human resource department at clinical research company Parexel International. Siu said that integration of talent management and organization development is one of the trends changing these days. It informs that amalgamation of platforms, people skills, processes, and politics and network-centric development also impact learning and development.":1,"#SHARI FRYER":1},"version":203447}]