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Triggers: Becoming the Person We Want to Be

Marshall Goldsmith | December 14, 2015 | Webcast

Marshall Goldsmith is the world’s authority in helping successful leaders achieve positive, lasting behavior. In this fast-paced, interactive webcast, he will share his insights on why we don’t become the person we want to be—why change is so difficult for all of us.

Personalized Learning: Overcoming the Learning and Development Engagement Problem

Cheryl Lasse, Stuart Rogers | August 06, 2015 | Webcast

Two daunting trends—the increasing skills gap and the lack of employee engagement—are affecting the perception of learning and development (L&D) in organizations. Employees, managers, and executives are becoming increasingly disengaged from the L&D department and its offerings. It’s time to turn it around!

Learning at the Speed of Business: SAP Leads in the Cloud

Jenny Dearborn | December 30, 2014 | Article

The award-winning learning professionals at SAP are using the cloud to advance the company’s talent development initiatives.

Federal Agency Finds Success In Group Mentoring Program

Mindy Zasloff, Mary Ellen Okurowski | June 15, 2012 | Article

The National Security Agency (NSA) started three innovative group mentoring programs to adapt to the diverse, fast-paced, and different ways employees need to work together and share corporate knowledge. As the federal population ages—The Washington Post estimates that 60 percent of federal managers and supervisors will be eligible to retire in the next few years—it will leave an especially challenging opportunity for senior leaders to share their legacy. Newly hired Gen Y’s and X’ers have worked in groups and learned from each other as a natural part of their growing-up process. New approaches to mentoring—such as group mentoring—are worth considering. Early success in a pilot group mentoring program in a single-skill community led to a formal program and spawned two other adoptions.

Talent Management Is the New Buzzword

Larry Israelite | February 01, 2010 | Article

In the early 1990s, I worked in the "educational services" department of a very large computer company. We delivered a lot of training to both customers and employees. At the end of each quarter, we would gather for a pep rally, at which time our vice president would discuss our performance. The key metric wa...

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