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Labor Department Leverages Tech to Serve VETS

Mika J. Cross | June 14, 2017 | Article

Connectivity technologies strengthen DOL VETS distributed workforce, culturally speaking, and enable it to provide better service.

Training's Role in Government Cybersecurity

Roxy Torres | April 18, 2017 | Article

As the executive director of the Mississippi Department of Information Technology, Craig Orgeron makes sure agencies have the cybersecurity tools they need.

OPM Looks to the Future

Michele Rhoades | October 30, 2015 | Video

On September 10, 2015 Beth Cobert, acting director of the U.S. Office of Personnel Management addressed the Government Workforce Learning Innovations Conference about the challenges faced by today's government managers and employees and the future of the federal workforce.  

The Role of Learning & Development in Talent Management

ATD 2014 Session: M208
Mark Allen | May 05, 2014 | Video

The emerging discipline of talent management is an important issue for organizations all over the world. The talent management functions of workforce planning, talent acquisition, development, deployment, engagement, and retention are important issues for any organization in any industry. The learning and development function has played a vital role in talent development, but the rest of the talent management functions are typically handled by other parts of the organization. In this session, we will explore the ways that learning and development can assist with all of the talent management functions beyond the obvious development function. Using numerous real-world examples, the speaker will present case studies discussing how many organizations are using their learning and development function or corporate university to contribute to the execution of all of the talent management functions.

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.

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