ATD Footer Logo

Professional Partner Content

Partner Content

Acorn_logo

Adobe-Logo

Canvas_Horizontal_ByInstructure_Color_RGB-1024x300

vital-smarts-crucial-learning-logo

ddi-logo

ELB-Learning_Logo

iSpring_120x120

Lone Rock Leadership Logo

OpenSesame

SIY Global Logo Tagline - SIYG Logo 150x150

Tenor Logo

Tier1 Performance Logo

In a world defined by constant innovation, success requires more than fixed expertise—it demands the ability to adapt in increasingly intelligent and tech-driven environments. To develop teams to meet the nuances of today’s shifting business landscape, many organizations have discovered that customized education programs offer more meaningful, precise benefits specific to these development goals. Wharton Executive Education’s Custom Programming for Organizations is designed to provide tailored learning experiences that address your specific business needs. Here are the top five gains your organization can expect from partnering with Wharton.1. A Tailored Curriculum That Reflects Your NeedsStandardized training programs often cover broad topics that might not align perfectly with your specific industry challenges or business goals. Wharton’s custom programming begins with a deep assessment of your organization’s current position, challenges, and ambitions. Faculty and experts at Wharton work with your leadership to design content that directly addresses your pressing issues and growth opportunities. This tailored approach means that rather than general theories, your team gets targeted insights that are directly applicable to your business, ensuring a learning experience that resonates and is immediately relevant.2. Access to Distinguished Research and ExpertiseWith more than a century of leadership in business education, Wharton brings a rich legacy of research and academic excellence to its custom programs. By engaging with Wharton, your organization gains access to the latest academic insights and methodologies that have been tested in real-world business scenarios. This content-forward experience is not about flashy ideas—it is grounded in evidence-based strategies that have shaped industries. Participants leave with practical tools, frameworks, and an enhanced perspective on problem-solving, which they can apply directly to their operational challenges.3. Collaborative Learning for Practical ApplicationLearning is most effective when it’s interactive and collaborative. Wharton’s programs incorporate a range of learning methods including case studies, simulations, experiential-based learning, coaching, and group discussions. This mix of activities ensures that your team grasps theoretical knowledge and practices applying these insights in a collaborative setting. The process of learning together fosters team cohesion and creates a forum for collective problem-solving. 4. Building a Sustainable Culture of LearningInvesting in a custom learning program is about more than addressing immediate gaps in knowledge. It is an investment in a long-term culture of continuous improvement. Participants experience a shift in mindset that values ongoing learning and adaptability. Over time, this culture enhances individual performance and affects the overall organizational climate. Teams that are encouraged to learn continuously develop stronger internal networks, better adapt to new challenges, and drive innovation from within. This cultural change can lead to improved operational effectiveness and a more agile organization.5. Measurable Impact and Lasting OutcomesOne of the most compelling benefits of a customized program is the ability to track and measure improvements over time. With clearly defined objectives aligned to your organization’s goals, outcomes from Wharton’s custom programming are both actionable and trackable. From enhanced decision-making skills to better team collaboration, the practical outcomes of these programs are designed to create lasting impact. Organizations that have implemented these tailored learning solutions have reported measurable improvements in performance metrics, leadership effectiveness, and even market responsiveness. A clear emphasis on actionable learning ensures that the benefits extend well beyond the confines of the classroom or seminar room.Bringing It All TogetherWharton Executive Education’s Custom Programming for Organizations offers a content-driven, collaborative, and practical approach to corporate learning. By focusing on a tailored curriculum, leveraging distinguished academic research, fostering collaborative learning, building a culture of continuous improvement, and emphasizing measurable outcomes, Wharton helps organizations address their unique challenges head-on.

Tailor-Made Learning: 5 Reasons Custom Programming Makes a Difference

Why do people stay?Talent and development leaders are asking this question with increasing urgency. Traditional incentives—like salary, benefits, and job security—aren’t enough to retain top talent in a workplace transformed by flexibility, rising expectations, and shifting values.What’s emerging in their place is something both timeless and timely: growth.Employees are staying where they feel supported, challenged, and continuously developed. In short, training is becoming one of the most effective retention strategies available today.The Promise of GrowthEmployees are more likely to remain with organizations that invest in their futures. When individuals see clear pathways to develop their skills and advance their careers, they’re not just more engaged; they’re more loyal.In fact, according to a recent Gallup and Workhuman report, 60 percent of employees upskill to perform their current job more effectively, and 51 percent view skill development as an opportunity for personal growth. Strikingly, only 4 percent learn new skills specifically to switch jobs. These numbers reveal a powerful insight: most employees don’t want to leave—they want to learn. When organizations create space for meaningful development, they tap into that desire and foster lasting commitment in return.Learning has evolved from a benefit into a message. One that says: We see your potential, and we’re ready to invest in it.From One-Off to Always-OnThe concept of training as a perk, as something that happens once a quarter or once a year, is quickly becoming outdated. Today’s workforce expects more: on-demand access, customized learning paths, and real alignment between training and real-world impact.Learning shouldn’t feel like a detour from work. It should feel like a natural extension of it.This is where modern educational technology has transformed what’s possible. Learning management systems (LMS) and other edtech platforms now allow organizations to deliver scalable, accessible, and personalized learning experiences that reach people wherever they are—physically and professionally.It’s not about checking boxes. It’s about creating momentum.Training as a Culture BuilderMore than a tool for skill-building, training reinforces organizational culture.When learning is prioritized, it signals that development is a shared value. When it’s celebrated, it becomes contagious. People begin to talk about what they’re learning, share insights with colleagues, and contribute more meaningfully to their teams.This culture of learning supports individual growth and anchors retention. It makes employees feel seen, supported, and part of something purposeful.Reframing the ROIToo often, training is viewed as a cost rather than a contributor to retention. But the economics tell a different story.Replacing a single employee can cost up to twice their annual salary when accounting for recruitment, onboarding, and lost productivity. The human costs—team disruption, institutional knowledge loss, and lowered morale—can be just as significant.Investing in learning helps retain talent, yes. But it also builds organizational agility, deepens leadership pipelines, and enhances performance across the board.Seen through this lens, training isn’t a cost center. It’s a retention engine.Building a Retention-Driven Learning StrategyFor talent leaders looking to make learning their edge in retention, here are a few strategic actions to consider:Start by listening. Ask your workforce what skills they want to develop and why. Then, co-create pathways that reflect their goals and your strategic priorities.Make growth visible. Link learning to advancement opportunities, internal promotions, and project ownership. Show that it leads somewhere.Empower people managers. Provide them with tools and support to guide career conversations and champion learning within their teams.Use data with depth. Go beyond course completions to track engagement, application, and movement. Identify what’s working and iterate.Foster a culture of sharing. Encourage employees to teach others, present insights, and take pride in their development.These actions create momentum—and momentum builds commitment.Where Learning Leads, Retention FollowsPeople stay where they grow. They stay where learning is valued, their development is prioritized, and their aspirations are taken seriously. When woven into the fabric of the employee experience, training doesn’t just build skills. It builds trust. And in today’s competitive talent landscape, trust may be your most valuable asset.

Training Is the New Retention Strategy 

Richard H. Thaler, a behavioral economist, and Cass R. Sunstein, a legal scholar, explained that despite our best intentions, we do not always make the best choices. We tend to rely on habits or biases or take the easy path. Nudges can push us in a certain direction or remind us of things we have forgotten to do.Instructional designers can apply elements of nudge theory to increase engagement in learning activities. The way that you curate the learning environment, notify and remind your audience about learning opportunities, and motivate them to stay engaged can influence what and how they learn. Getting Started First, conduct a training needs analysis. In addition to outlining the curriculum itself, consider what is necessary or timely versus what you will need to remind people about over time. Nudges can be very useful when you want to engage learners before or after a formal training session.Next, consider your target audience. Who is more likely to respond to different types of nudges, and how many nudges will it take to engage them? You can look at analytics for overall engagement trends. Find out what people are interested in, how they like to engage, and what drives their choices. Keep in mind that nudges promote, but do not guarantee, certain types of behavior, so do not expect a 100 percent response rate. Instead, set goals to motivate more people than you would have otherwise. Gamifying Your ApproachGamification, or applying game-based elements to learning activities, can improve the effectiveness of your nudges. Points, badges, leaderboards, and rewards provide additional incentives to engage. Here are some of the ways gamification can help: 1. Make it easy to participate. When you're trying to nudge people toward training, you can “cut through the noise” by lowering the barriers to entry. Present your content in a fun, user-friendly way and make it easy for players to play. For example, use a gamification platform like Arcades™ to curate and create a fun space for playing learning games. Then send notifications whenever new games are added and set up single sign-on (SSO) to make it easier for players to log in. 2. Set social norms. People often make decisions based on what they see other people doing. So, nudge learners by showing them how other people engage with your learning games. For example, leaderboards drive competition, but they also show how many other people are participating. Recurring events like weekly, monthly, or “Beat the Boss” challenges nudge people to engage regularly in your training program. 3. Remind people to learn. Whether people are busy, distracted, or procrastinating, they will forget things. Games offer rich analytics that will help you track engagement and set up well-timed nudges. For example, if you see that people are more likely to play learning games on Friday afternoon, send out a nudge on Friday at lunchtime. To make nudges more effective, keep the messages short, 70 words or less, send them at reasonable intervals, and only send them to the people who will directly benefit from the training event. 4. Support goalsetting. Gamification nudges people to set goals and incentivizes goal-related behavior. For example, you can award badges for playing a certain number of games or extra points to players who complete the training within a specific period. 5. Keep it simple. Learners are less likely to respond to nudges when their training is complex, monotonous, or difficult to navigate. But well-designed games grab attention and provide a fun and engaging learning experience. Not only are short games more likely to drive engagement, they also force you to reduce complexity and focus on what content or skills are most important. The next time you construct a learning experience, consider when and how to give people a nudge. Then use gamification to support a culture of fun and continuous learning that can improve engagement and performance. Interested in learning how to create innovative, interactive e-learning content? ATD’s Articulate Storyline Certificate will show you how to use this powerful tool.

How to Leverage Nudge Theory and Gamification to Motivate Your Learners to Train

When we feel like we’re being micromanaged, there’s usually one of two possible reasons for your coworker’s behaviors:They don’t fully trust you because you aren’t consistently reliable.They are stressed because of pressure being put on them, and they’re transferring that stress to you.Regardless of the reason, however, here are some tips to help you manage the situation:Reflect on Your BehaviorOrganizations are littered with people who think they are high performers and yet are perplexed why they don’t get promoted as quickly as they believe they should. Such employees commonly feel they are being slighted and wronged. And yet most of them have a career-limiting habit that they don’t see or aren’t willing to see.Are you consistent at doing what you say you’ll do, when you say you’ll do it? If trust is what makes or breaks a team, then getting stuff done is the currency of trust. I’d challenge you to dig deep and ask yourself:What’s my role in this?Do I see a pattern of people in my life checking up on me?Am I constantly making excuses for why I can’t finish commitments?Let me be clear—I’m not saying this IS your issue. But I’m not sure that it isn’t either. I don’t say this to try to demean you, but to wake you up to a new view of yourself. We all need this in our lives. I once received feedback that my tendency toward persuasion was abrasive for many of my colleagues. Tough news to hear, but it was vital tough love.Master Your Stories and Bring It UpIt’s better to address the pattern you’re experiencing than continue to suffer through it. But you need to start by checking your emotions; your frustration is likely coming from a story you’re telling yourself that this coworker is micromanaging you. Since the problem of coming up with ugly stories takes place inside your own mind, that’s also where the solution lies. Those who are best at holding Crucial Conversations tell themselves a more balanced story. Instead of asking, “What’s the matter with that person?” they ask, “Why would a reasonable, rational, and decent person do that?”By asking this humanizing question, you should gain a few other possible explanations for the checkups, and you’ll be more effective talking about the issue.Once you’ve checked your story and calmed your emotions, just be candid. Say something like, “Hey Juan, I’ve noticed with the last few assignments I’ve taken on for you that you check in on me almost every day, even though we agreed on a due date. I had every intention to finish by the date we agreed. But when you check in on me, it makes me wonder if you think I will finish on time. Can you help me see your side of things?”Use Checkups and CheckbacksSometimes, the other person is so stressed that their worry drives them to become a nag. They may trust you, but the stakes are so high for them that they want to guarantee nothing goes wrong. While it’s understandable that someone might get to this point (we’ve all acted ineffectively because of stress), it’s also detrimental to others. So, to those who are giving the assignments, you need to know the difference between a checkup and a checkback and use them correctly.Do a checkup when you’re giving the assignment and are nervous or have questions. Say something like, “Since this is such an important project, I’m wondering if we could meet next Wednesday at 10 a.m. to review how it’s going.” In this case, you are in charge of the follow-up.Use a checkback when the task is routine and has been assigned to someone who is experienced and reliable. Now that person is in charge. He or she offers suggestions, “How about we follow up at our next scheduled meeting?” or “The deadline is two weeks from today. Could we meet next Thursday, fifteen minutes before our team meeting, to touch base?”To get results AND maintain healthy relationships, both checkups and checkbacks can be helpful.

What to Do When You Think You’re Being Micromanaged

Artificial intelligence (AI) is evolving rapidly. The danger? Most of our systems are still running on their default settings with flawed data, pre-programmed values, outdated assumptions, and invisible biases woven into the code.As technology continues to accelerate, learning and development (L&D) leaders need to embrace a different kind of leadership that meets the demands of the future of work. We need leaders who are both tech-savvy and people-first. We need inclusive leaders. Inclusive leadership values diversity, encourages collaboration, and fosters an environment where everyone feels empowered to contribute in unique ways. While AI systems learn from the past and are optimized for speed, inclusive leaders learn from feedback and will gradually shape the future. Inclusive leadership requires three essential components:Time to pause, challenge assumptions, and avoid rolling out biases at scaleUnderstanding of how exclusion shows up in data, tools, and organizational cultureAccountability for when automation misses the mark, create systems of oversight, and fix issues transparently before trust erodesThese aren’t just soft skills; they’re survival skills in the age of intelligent systems. Inclusive leadership isn’t just for those with C-suite titles. It’s for everyone bold enough to question whether the current ways of operating the business are harnessing the full potential of a diverse workforce. This might look like asking:Is this resume screening tool filtering out candidates from nontraditional backgrounds?Did we include perspectives from ERG members in the rollout’s design?What assumptions were made in assessing “high potential” at scale?Leading with purpose doesn’t require authority. Culture starts to shift when people at every level challenge automation, audit biases, and demand better conditions with intention.Inclusive Leadership Means Resetting the DefaultsThe thing about default settings is they’re fast, familiar, and almost always designed by someone else. The tools we rely on were trained on historical data. That means the “default” settings often serve the past, not the future. If the past was exclusionary, how can we ensure that we’re not making the future exclusionary, just at a faster rate? Inclusive leaders notice when defaults are outdated, inequitable, or just plain wrong and have the courage to change them.If your organization’s leadership programs aren’t preparing people to lead through ethical uncertainty, tech disruption, and cultural complexity, they’re not future-ready. Here are five ways to lead the change and develop inclusive leaders in the age of AI at your organization:1. Make inclusive leadership the default, not an add-on. Make it the foundation of your leadership development curriculum, not in a bonus module. Do this by incorporating: Case studies on exclusion in AIExercises that uncover unconscious bias in tools and decisionsScenarios that challenge “default” thinking2. Train leaders to spot what’s missing. Help leaders recognize where exclusion shows up in systems, data, and decisions. Arm them with the right questions, including:Who is benefiting from implementing this and who might it harm?Who is being left out and how can we include them?Do we have the tools and systems in place for oversight?3. Build in accountability. Redefine and model what “good” leadership looks like with the following actions:Own unintended impacts from exclusive practices.Create feedback loops with ERGs and cross-functional teams.Lead transparently when automation stumbles.Adjust or remove tools that do more harm than good.4. Make psychological safety a leadership imperative. Train leaders on how to foster environments where teams feel safe questioning automated decisions and voicing concerns. Creating a “speak-up culture” is the foundation for ethical and effective tech use.5. Partner with DEI, tech teams, and legal not in silos. The future of leadership doesn’t live in a single function. When inclusive leadership and ethical AI implementation are developed together, they stop being a few people’s jobs and start becoming everyone’s responsibility.Lead With IntentionAI is changing how we work, but how we lead will determine for whom we innovate, and with what consequences. The future doesn’t need faster leaders; it needs wiser, courageous, self-aware, and empathetic ones. Let’s develop leaders who pause for people, listen for bias, and build for belonging. That’s how we lead beyond the algorithm: with time, understanding, and healthy doses of accountability. And maybe a little less trust in the “default settings.”

Resetting the Defaults: Developing Inclusive Leaders in the Age of AI

If you’ve been following the news in recent weeks, you’ve most likely seen the upheaval of the global financial markets. Many of our 401ks have become 201ks. Much of the turbulence and volatility is due to uncertainty. Uncertainty wreaks havoc. Uncertainty is the ultimate productivity killer (and mood killer). It’s the number 1 cause of workplace stress and anxiety too. When people don’t know what’s coming next, whether it’s a market downturn, a restructuring, or even just a shift in priorities, they often freeze. Fear and ambiguity lead to distraction, disengagement, and second-guessing. Great leaders know that uncertainty is inevitable, and more importantly, they know how to lead through it. Leadership isn’t about waiting for stability, it’s about creating clarity and momentum even when the path ahead is unclear. This week, let’s look at what leaders can do to keep their teams engaged, focused, and moving forward, no matter the circumstances.Reinforce Clarity and PrioritiesWhen uncertainty rises, leaders must double down on clarity. A lack of direction creates hesitation, and hesitation leads to stagnation. The best leaders make sure that their teams know exactly what to focus on, even when things are shifting.One way to do this is by clearly defining Team Key Results (TKRs), the critical outcomes that matter most. In uncertain times, teams often feel overwhelmed by competing priorities. By simplifying the focus to just a few TKRs, you create a stabilizing force that keeps everyone aligned. If everything feels like a priority, nothing actually is. Your job as a leader is to cut through the noise and define what success looks like right now.Communicate More Uncertainty breeds assumptions, and assumptions are dangerous. Without clear communication, team members fill in the blanks with worst-case scenarios. Leaders who proactively communicate early, often, and transparently reduce anxiety and build trust.Leaders provide context, not just commands. Instead of simply assigning tasks, they explain the why behind decisions. People are far more likely to stay engaged when they understand how their work contributes to the bigger picture. Even if you don’t have all the answers, being honest about what you do know (and what you don’t) creates a sense of psychological safety.Create Stability Through RoutineWhen the external environment feels unpredictable, leaders can create internal stability through structured routines. Regular check-ins, weekly progress updates, and consistent team meetings act as anchors, providing a sense of normalcy. These aren’t just about status updates, they’re opportunities to reinforce priorities, celebrate wins, and address roadblocks.Moreover, predictable cadence beats crisis mode. When teams operate in reactive mode, they burn out quickly. Establishing stable processes, whether it’s a structured weekly meeting rhythm or a standard way of handling shifting priorities, allows teams to focus on execution instead of constantly recalibrating.Keep Momentum With Small WinsIn uncertain times, big, long-term goals can feel overwhelming or even impossible. That’s why effective leaders break work down into manageable pieces, creating opportunities for quick wins that build confidence and momentum. Progress (even small progress) creates a sense of control.Ask your team: What’s the next best action we can take? When people feel powerless, action is the antidote. By focusing on what can be accomplished today, this week, or this month, you keep energy high and prevent paralysis.Guide With Resilience and OptimismYour team takes its cues from you. If you show signs of stress, uncertainty, or doubt, they will mirror it. However, if you project confidence, resilience, and optimism, they will follow your lead. Optimism doesn’t mean ignoring challenges; it means acknowledging reality while keeping people focused on solutions. The best leaders create a sense of possibility, showing their teams that uncertainty isn’t a reason to stop moving but an opportunity to adapt and grow.Leading Through UncertaintyUncertainty is a constant in leadership. The best leaders don’t wait for things to settle before taking action—they create clarity, structure, and focus even in the most challenging times. By reinforcing priorities, communicating transparently, maintaining stability, celebrating small wins, and leading with resilience, you can keep your team engaged and moving forward, no matter what’s happening around them.Now, take a moment to reflect: Where does your team need the most clarity right now? The sooner you provide it, the sooner you can turn uncertainty into momentum.

Leading With Clarity in Uncertain Times

Is your organization equipped to handle the rapid changes brought by artificial intelligence (AI) and digital transformation, and how can your team stay agile and responsive while enhancing efficiency? For HR and talent managers, asking these types of questions is crucial to staying ahead of the rapidly changing work environment. It ensures that the organizations we support remain competitive, that our teams are equipped with new and necessary skills, and that the workforce at large can effectively navigate the complexities of change and modernization. Understanding and preparing for how to keep up with the transformative pace of changing technology and modernization is essential for driving organizational success.But what does this really mean for HR and talent managers and where should we start?Enhancing Data LiteracyIn the era of digital transformation, data literacy is no longer a luxury but a necessity. Organizations must implement the right kinds of training programs to enhance data literacy across all levels—regardless of job function and level of seniority. This ensures that everyone, from entry-level employees to top executives, can understand and leverage data effectively by encouraging a culture where decisions are based on data insights rather than intuition (or assumptions)—leading to more accurate and efficient outcomes.Fostering Agile TeamsAgility is key to staying responsive in a rapidly changing environment by improving flexibility and responsiveness. Creating cross-functional teams that bring together diverse skill sets promotes collaboration and innovation, enabling the organization to tackle complex challenges more effectively is a win in the current and evolving work environment. A focus on strengthening agility as a competency can help teams adapt quickly to rapid changes and deliver incremental improvements.Leveraging Generative AIBy automating routine tasks, generative AI can free up human resources professionals for more strategic activities and can provide insights that inform strategic decisions, leading to more effective governance, and better public service delivery. A win for the workforce and the taxpayers, both.Practical Tips for Getting Started Start small and scale: Begin with pilot projects to test how to best use generative AI in specific functional areas. Use the insights gained to scale successful initiatives across the organization.Foster a culture of curiosity and innovation: Encourage employees to test and experiment with generative AI and then share their successes and challenges. This can lead to innovative uses of AI that drive efficiency and productivity.Monitor and measure impact: Establish clear metrics to track the impact on workforce efficiency and decision making and use these metrics to continuously refine and improve change management, technological, and AI initiatives.Enhancing EfficiencyImplementing generative AI can significantly boost workforce efficiency. Organizations that have adopted it report up to a 30 percent increase in productivity due to automation of routine tasks that can save employees an average of 20 hours per month—ultimately allowing teams to redirect the time and energy toward innovation and problem-solving. These improvements enhance operational efficiency and contribute to a more dynamic and responsive organizational culture.A Focus on the FutureIn an era where efficiency, modernization, and cost savings are paramount, leveraging generative AI and fostering a culture of continuous learning and agility can transform any organization. For the public sector, this transformation is particularly critical as it seeks to restructure and redesign new public service models. By embracing data literacy, adopting agile methodologies, and investing in upskilling and reskilling, public sector organizations can drive productivity and deliver more efficient outcomes.As public sector organizations look across the enterprise to innovate and improve, the integration of generative AI and agile practices will be key to building resilient, responsive, and efficient public service models. This approach not only enhances operational efficiency but also fosters a dynamic and forward-thinking organizational culture, ultimately driving better outcomes for the communities they serve.By focusing on these strategies, HR and talent managers can ensure their organizations are well-equipped to navigate the complexities of modernization, remain competitive, and fully leverage the benefits of generative AI as leaders look to redesign the future of public service to become more efficient, cost effective, and meaningful than ever before.

Smart Governance: Redefining the Business of Government With Data Literacy and Agile Teams

A modern intranet is a vital component of any effective culture strategy in today's distributed work landscape. It’s often how new employees first experience a company’s culture (during onboarding), and it remains a key connection point for a growing virtual workforce.When built thoughtfully, your intranet helps communicate core values, encourages open dialogue, and fosters a sense of belonging, all of which are key elements in driving mindsets and behavior. Here’s how to establish your digital ecosystem as a powerful tool for shaping and reinforcing your organization’s culture.Embed Core Values Into the IntranetYour intranet should reflect your organization’s identity and values. It’s more than a functional platform; it should visually and practically integrate the behaviors and principles you want to encourage.Consider dedicating sections of your homepage to highlighting your organization’s values. For example, visually appealing banners or callout boxes can remind employees of the values the organization celebrates, recognizes, and strives to live by. Go a step further by featuring stories of “values in action”—real-life examples of employees who demonstrate these values in meaningful ways. Not only does this make your values tangible, but it also shows your team that living the values is recognized and appreciated.Provide a Leadership Communication HubLeaders play a critical role in shaping and communicating an organization’s cultural vision. An intranet that’s designed to promote leadership visibility and transparency can help drive culture transformation.Creating a dedicated leadership communication hub offers employees direct access to leaders’ thoughts, plans, and visions. This could include regular blog posts, video or podcast updates, or live Q&A sessions that support sharing ideas and asking questions.It’s important to provide spaces for leaders across business units and departments to deliver messaging that reinforces strategic perspective and makes it tangible for their teams. When employees feel they have a direct line to leadership, it builds trust and helps align the entire organization around a shared vision. These communications should be authentic, relatable, and align with the organization’s values. Whether it’s a heartfelt video about the company’s future or a blog post reflecting on recent successes, these touchpoints help reinforce the cultural direction in an approachable way.Foster Community and CollaborationA thriving organizational culture is one where employees feel connected—not just to leadership but to each other. The intranet can be a powerful tool for fostering that sense of community and collaboration.Interactive features, such as discussion forums, virtual team spaces, or recognition walls, allow employees to engage with one another beyond their immediate teams. These features encourage cross-departmental collaboration and provide a space for employees to share their thoughts, challenges, and successes in real time. Doing so creates moments where culture can flourish organically.Recognition walls, for example, can act as a social center where employees highlight peers for outstanding contributions or living the company’s values. This not only boosts morale, but it also reinforces a sense of belonging—critical components of a strong organizational culture.At TiER1, we strive to ensure that our culture is clear throughout our Microsoft365 digital ecosystem in the following ways:Our main intranet home on SharePoint has highlighted pages that articulate our core values and aspirations.Our TiER1 Matters Weekly newsletter includes insights from our president and is published via SharePoint News, so it’s automatically archived and searchable.We use Forms to capture peer-to-peer nominations for our Values in Action Awards, which trigger automated posts to our Viva Engage community.Our Pulsecast Power App provides a mechanism for leaders to publish podcasts around quarterly priorities, personal growth reflections, and “whole-self stories” to create an inclusive environment.We regularly publish key metrics around our business and employee experience leveraging Power BI to reinforce transparency and accountability.Embrace Human-Centered Design and Continuous ImprovementTo truly be a driver of culture transformation, your intranet must be designed with employees at the center. The best intranets are built through a process that considers the needs, behaviors, and pain points of the people who will use it every day. A human-centered design approach ensures that the intranet is intuitive, easy to use, and genuinely helpful.The design process starts with understanding user needs. By collecting feedback from employees, conducting usability tests, and refining features based on real-world use, the intranet becomes more than a static tool—it evolves into a living platform that adapts to users’ needs.Continuous improvement is key. As your organization grows and changes, so will your employees’ needs. Regular updates based on user feedback help ensure that your intranet remains relevant and engaging. Focusing on ongoing refinement creates a dynamic space that reflects the pulse of the organization, evolving alongside your company’s culture.Intranets can be powerful drivers of transformation when they are intentionally designed and continuously improved. After all, culture lives in the interactions between employees, their leaders, and the tools they use to connect with one another. When your digital ecosystem becomes a space where values, communication, and community thrive, you’re not just building a platform—you’re building a culture.

How to Use Your Intranet to Amplify Your Culture

As organizations navigate an evolving landscape, there’s more urgent emphasis on a skills-based workforce. Rapid technological advancements, particularly in AI, are reshaping jobs, necessitating continuous upskilling and reskilling. Businesses embracing skills-based learning will be better positioned to thrive. L&D is at the center of this transformation. Your role is no longer limited to delivering training—it now extends to driving continuous learning, facilitating agile workforce planning, and ensuring employees acquire the right skills at the right time. Let’s explore why a skills-based approach is crucial, plus actionable strategies to stay ahead. Why a Skills-Based Workforce Matters in 2025 The traditional approach of hiring and developing employees based on degrees or job titles is becoming obsolete. Instead, companies are shifting to skills-based hiring and workforce planning to ensure they remain competitive. Key factors driving this shift are: 1. AI & Automation Is Reshaping Jobs While AI automation eliminates some roles, it creates new opportunities that require employees to develop skills in AI collaboration, data literacy, and problem-solving. L&D can help employees reskill and upskill to work with AI-driven systems. 2. Workforce Expectations Have Changed Today’s workforce values continuous learning, career development, and flexibility. A skills-based approach lets L&D offer personalized learning paths, making career progression more transparent and attainable. 3. Business Agility Requires Skills Agility Industries are evolving at an unprecedented pace. Companies that invest in a skills-based learning strategy can quickly identify skill gaps, redeploy talent where needed, and remain agile. Strategies for Building a Skills-Based Workforce 1. Foster a Culture of Continuous Learning To prepare people for future roles, you must embed learning into daily workflows:Promote microlearning in training modules.Encourage peer-to-peer learning and knowledge-sharing.Provide on-demand platform access for employees to learn at their own pace.2. Leverage AI & Adaptive Learning Tech AI-powered learning platforms can help you deliver personalized training experiences that adapt to each employee’s progress. These platforms offer:Real-time feedback and progress trackingPersonalized learning paths based on skills gaps and career goalsAI-driven content recommendations to keep employees engaged3. Align Learning With Business Goals L&D must work closely with HR, leadership, and department heads to ensure training programs align with strategic priorities. Businesses should:Map skills to business objectives to ensure relevance.Develop role-based learning journeys that support career growth.Implement mentorship programs to facilitate hands-on learning.How to Implement a Skills-Based Learning Strategy 1. Develop a Skills Taxonomy A skills taxonomy helps categorize essential competencies needed across the organization. You should:Identify core skills for each role.Use data analytics to track skills progression and workforce trends.Continuously update skill requirements to reflect emerging industry needs.2. Utilize Data to Measure Learning Impact Track learning effectiveness through:Skill proficiency assessments before and after trainingEmployee engagement metrics (course completion rates, feedback surveys etc.)Performance data to measure skill application in real-world tasks 3. Encourage Cross-Functional Learning To futureproof the workforce, you should encourage employees to acquire skills outside their immediate job function. This includes:Offering job rotations or project-based learning opportunitiesCreating cross-functional training programsEncouraging certifications in emerging fieldsFinal Thoughts The transition to a skills-based workforce is no longer optional—it’s a necessity. One thing is clear: Organizations that prioritize skills development today will be the market leaders of tomorrow. 

How to Successfully Adopt a Skills-Based Approach to L&D

When employees attend training sessions, it’s not enough for them to sit passively through a presentation. What people remember and apply later depends largely on their engagement during the session. But how much does this really matter, and how can L&D teams design training that encourages participation?To explore how different approaches to training affect outcomes, Engageli conducted the Active Learning Impact Study.What Is Active Learning?Active learning is a teaching approach that encourages learners to do more than just listen. Instead of absorbing information passively, learners are prompted to participate by answering questions, discussing topics with peers, working through problems, or applying new concepts to real scenarios.For example:In cybersecurity training, learners might work in small groups to identify phishing attempts in real emails.In a sales workshop, they could role-play conversations with customers.In a software onboarding session, learners might walk through real workflows and give feedback.These small actions can make a big difference. They help people stay focused, think critically about the material, and remember what they’ve learned.Active learning becomes more critical in online settings, where it's easy to lose focus or multitask. Without built-in opportunities to interact, learners may tune out. That’s why designing for engagement—starting from the first five minutes of a session—can lead to better outcomes.Four Levels of Active LearningTo understand how different levels of interaction affect outcomes, Engageli tested a four-level model called the Active Learning Journey:Level 0 – Passive: Lecture-based, with learners mainly listening.Level 1 – Connected: Adds basic interaction like questions and polls.Level 2 – Collaborative: Small groups work on tasks or challenges.Level 3 – Transformative: Combines collaboration, interactive tools, and real-time application.The study compared Levels 0, 1, and 3 using similarly sized groups with comparable backgrounds.Measuring Engagement—What Changed?To track learner engagement objectively, we measured both verbal interaction (learner talk time) and nonverbal participation (reactions, chats, polls, and collaborative whiteboard activities). The outcomes showed substantial differences:Learner talk time was 13 times higher at Level 3 than at Level 0.Nonverbal interaction was 16 times higher at Level 3 compared to Level 0.This shows that designing sessions with built-in opportunities for interaction—like group discussions and short polls—makes a big difference in how engaged learners are.Did Engagement Improve Learning?To find out whether increased participation actually led to better outcomes, learners were tested one week after their sessions. The results were clear:At Level 0, participants scored an average of 45 percent.At Level 1, scores improved to 64 percent.At Level 3, scores increased further to 70 percent, representing a 54 percent improvement over passive methods.Interestingly, even though learners in passive sessions felt like they had learned more, their test scores were significantly lower. This gap between perception and actual learning highlights the importance of measuring training effectiveness with real outcomes, not just post-session surveys.How to Add Active Learning to Your TrainingHere are some practical ways to bring active learning into your sessions, whether online or in person:Start every session with a quick activity like a poll, chat question, or short breakout discussion.Use checkpoints such as quizzes or knowledge checks every 10-15 minutes.At least once a session, break learners into small groups to solve a problem or review a case study.Ask learners to explain key concepts to a partner or the full group.Give real-world scenarios related to the learners’ roles.Use a mix of verbal, visual, and hands-on activities, with learners grouped by role or experience level for more relevant discussions.Train instructors on active learning methods and provide tools that support interaction, group work, and real-time feedback.Why Active Learning Matters NowAs more training moves online, engagement is both harder to maintain and more critical. Engageli’s study shows that even small shifts toward active participation can significantly boost learning outcomes.With just a few simple changes—like polls, discussions, or applied scenarios—your sessions can become more effective and memorable.To further explore the data, read the full report on Engageli’s website.