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Joy Rives is a senior product marketer at Cornerstone, where she supports go-to-market strategy. Drawing on her background as an educator, she has built a career in marketing and communications spanning the tech, nonprofit, corporate, and education sectors. 

Joy Rives

State and local governments are at a turning point. As retirements accelerate and job demands shift due to technology, organizations have a critical opportunity to modernize workforce strategies. Nearly half of government employees plan to retire within the next five years, making it more important than ever to build a workforce that can adapt to changing demands.At the same time, public service work is evolving. Many roles now require digital literacy, data analysis, and problem-solving skills, yet only 28 percent of government employees believe they have access to the professional development needed to keep up.Traditional hiring models—focused on degrees and years of experience—are struggling to meet these demands. That’s why more organizations are shifting toward skills-based workforce strategies, which prioritize skills over rigid job descriptions. Research has shown that skills-based hiring expands the talent pool and improves job matching, helping organizations find qualified candidates—including those from nontraditional career paths.Why Skills-Based Strategies Are Gaining MomentumMore state and local governments are adopting skills-based strategies to strengthen their workforce and keep pace with shifting job demands. And it’s a good time to do it. As private sector hiring slows, government organizations have a window of opportunity to attract skilled workers who may not have previously considered public service roles. Removing degree requirements can significantly expand applicant pools, making it easier to find qualified candidates.It’s also a necessary time to act. Artificial intelligence (AI) and automation are reshaping how work gets done, with McKinsey estimating that up to 30 percent of tasks across many occupations could be automated or augmented. This shift highlights the growing need for employees with skills in AI oversight, data analysis, and digital tools—capabilities that will be critical for government organizations to fulfill their missions effectively.From Job-Based Hiring to Skills-Based MobilityFilling vacancies isn’t the only workforce challenge—keeping skilled employees engaged and ensuring institutional knowledge isn’t lost to retirements is just as important. Yet many government organizations struggle to offer clear career growth opportunities beyond traditional promotion tracks, leading employees to seek advancement elsewhere.A skills-based approach to career mobility helps organizations tap into existing talent instead of relying on external hiring for every vacancy. By mapping employees’ skills to future roles and offering structured development pathways, organizations can improve retention, reduce hiring costs, and fill critical roles faster.Closing the Skills GapTo make skills-based hiring and internal mobility successful, organizations must also address gaps in workforce training. Many government employees lack access to upskilling opportunities, making it difficult to keep pace with evolving job demands.Cybersecurity remains a major concern. A 2024 Deloitte-NASCIO study found that only 19 percent of government organizations feel confident in their cybersecurity workforce’s readiness, exposing critical vulnerabilities.Data literacy is another growing need. As organizations rely more on data-driven decision making, they must ensure employees have the training to use analytics and AI tools effectively.Some organizations are responding by expanding access to flexible, self-directed learning. The Denver Public Library, for example, introduced self-paced training programs that allow employees to develop skills in technology, community engagement, and leadership—helping them grow their careers while staying responsive to evolving public service needs.Government organizations will also need to expand learning experiences. To truly close the skills gap, they will need to provide hands-on learning experiences, such as interactive labs and real-world skill-building programs, that ensure employees can apply what they’ve learned in practical settings.The Future of Workforce Agility in GovernmentSkills-based workforce strategies are helping state and local governments become more adaptable, ensuring that hiring, training, and career progression are aligned with evolving workforce needs. By focusing on skills rather than traditional job descriptions, organizations are improving retention, strengthening leadership pipelines, and preparing employees for the challenges ahead.This shift isn’t just about filling vacancies—it’s about building a future-ready workforce that can deliver on the mission of public service, today and in the years to come.

Building Workforce Agility in State and Local Government

Kimberli Jeter leverages the power of networks to help individuals, organizations, and communities thrive. Powered by her network, she’s succeeded in a 30+ year career that spans 6 continents and bridges multiple generations, cultures, communities, sectors, and industries. One-time strangers became lifelines and lifelong friends. her network is for life and is a source of joy, inspiration, and strength. Follow Kimberli on LinkedIn to learn tips and strategies to build your own network filled with people who want you to succeed and thrive in life. Three keys to successful networking: curiosity, generosity, and gratitude.

Kimberli Jeter | River Wolf Group

We are fortunate to work with some of the leading facilitators in the worldwide talent development community. Our facilitators bring a wealth of experience and insight to their classrooms. We’re spotlighting their stories here.Meet Amy P Kelly!What is your favorite motivational quote?"Rejoice Always!”How many years have you been a facilitator? Did you find the career path, or did it find you?I think the first time I stepped into my facilitator role was as the oldest of three girls in my family. Big sisters get the opportunity to support the learning of their siblings – both the good learning and the mischievous. In my career, I started training and facilitating about 25 years ago. The path found me. I enjoyed being a resource to aid in the success of my colleagues and the organizations, and once I was offered a formal training role it was a fit for the purpose in life.What is something you wish you knew before becoming a facilitator?I wish I knew not to be afraid of not having the answers. I used to think I was not a good facilitator if I couldn’t answer every question. That was a wasted fear and was a barrier to the process of learning discovery with the first groups I facilitated. Preparation is a necessity but knowing all the answers is ridiculous. The root of the word facilitate means “to make easy” and turning my focus to ease the path for others in the growth journey helped develop more of a growth mindset. It enhanced my own effectiveness and joy in the process while enabling me to more fully be the partner in learning and development I intend.What is your go-to facilitation tool?My newest resource is a book by four facilitators from ATD. I love “Facilitation in Action” by Carrie Addington, Jared Douglas, Nikki O’Keefe, and Darryl Wyles. It combined their different styles, experiences, and tips to bring the best authentic facilitation out of anyone’s unique facilitation gifts. I am an explorer, so I am always testing new apps, games, and methodologies for facilitation.How has hybrid learning changed how you facilitate?I believe facilitators are business and learning artists. We get to use all the resources available to create the best environments for people to learn and grow. I love hybrid learning and how it supports variety, accessibility, and learning strategy toward the best outcomes.What is your best piece of advice for anyone looking to become a facilitator?Prepared and be yourself.What is your favorite part about being a facilitator?Seeing people expand their belief in themselves and what is possible through their gifts and talents.What is your favorite way to unwind after work?I like to sit by the river and think.How have your facilitation skills/training aided you in other aspects of your personal or professional life?I listen more and prioritize being present to be in service to others. Facilitation made me a better wife, mother, sister, friend, and community member. It helps you expand your vision for what is possible and partner with others to do the same in pursuit of their dreams.

“Listen more and prioritize being present to be in service to others.”

A Practical Summary Map of the Sales Process.In aligning Sales Training Processes, we want to take a look at several areas that show "how" sales organizations can be operated with top efficiency. In our earlier post, Aligning the Sales Process, we discussed "Tangible Action Items". Here is what the tangible action item list looks like in detail. Tangible Action ItemsStrong Internal and External Marketing SupportSales Training Education: Product Knowledge, Industry Information, Competitive Strategy,A good automated Customer Relationship Management System (CRM)A defined lead generation system qualifying Inside and Outside prospect leadsA lead follow up system shared by Marketing and the Field Sales teamA sales person "scorecard" that prioritizes and measures activity performanceProspecting Development outlineDashboard - A dashboard to show your current position in the sales processProspect Closing OutlineLet's dissect each one of these action items as it relates to Sales Training.Internal Marketing has 5 main variables that impact external marketing support. When designing training programs for support personnel they should be taught the specifics and business objectives that impact: Job Satisfaction, Organizational Commitment, Trust, Loyalty and Internal Communication. Your training can overall objective will center on attracting, developing, motivating and retaining qualified employees and customers that come from sales efforts.Sales Training Education: 1. Product Knowledge, 2. Industry Information, 3. Competitive Strategy. Out of this trilogy comes the opportunity for the sales professional to become educated on communication skills when presenting products and services. Enthusiasm is elevated from the confidence of knowing accurate information that can solve problem for prospects. Overcoming objections can easily be done by education from facts, statistics, credibility statements, and an explanation of practical use of product and industry data. Competitive data will help the prospect become comfortable with an analysis that shows the representative has shown leverage in the cost factors of earning the business.According to Wikipedia.org - A reliable, automated CRM, is a broadly recognized, widely-implemented strategy for managing and nurturing a company's interactions with clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes - principally sales activities, but also those for marketing, customer service and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. When an implementation is effective, people, processes, and technology work in synergy to increase profitability, and reduce operational costs.A strong, well difined Lead Generation System will help your Sales Force to access new leads for selling to new buyers. According to Businessknowhow.com, there are 5 steps you should consider when setting up a lead generation system: 1. Find out why people buy from you. 2. Create a "special report". 3. Develop a direct response advertisement 4. Set up an auto response system 5. Set up a "Follow Up" Response System.A Lead Follow Up System -Lead Follow-Up: According to Michael Hatch, senior vice president, marketing and sales for a2z Inc, the next time you cash your paycheck, throw 80 percent of it in the trash. Granted, it's unlikely you would ever do that. But consider this numbing statistic, as reported by Sales and Marketing Management magazine: Eighty percent of all sales leads are never followed up. Ever.The Scorecard - According RiverHeightsConsutlting, aA Salesperson Scorecard looks like this:Have your our calendar is filled with appointments for you as well as appointments you have set for others on your team (Specialists, Management, important suppliers).You must have a multi-step strategy with time milestones set for all of your key accounts and products on demand.Prospecting Development Outline - Align the prospect development functions for prospect research, and prospect management. The objective is to have a stronger campaign prospect pipeline, improved system for trackingactivities,solicitation strategies,training tools andresources thatidentify qualifiedprospects.Dashboards - A dashboard showing your current performance and positioning in the sales process. - We have provided a great set of excel spreadsheet visuals for you from chandoo.org.Prospect Closing Outline - According to SalesMark.com, Here is a good set of guideline standards.1. Opening - a single paragraph tothank people that provided the opportunity forthe proposal. The last sentence of the paragraph should list the primary value the prospect will receive by making the proposed investment.2. Background - Companiesdon't need you to provide them with a chronological history or a bunch of unnecessary facts. The bulk of this section should focus on selected facts concerning the specific business functions or departments that your solution will impact.3. Current Situation - In this section you lay out the prospect's business problems and the impact of the problems.in painful detail. Your goal should be to invoke your prospect's negative emotions (fear, frustration, pain, etc.).4. Desired Results - Your goal for this section should be to invoke your prospect's positive emotions (relief, joy, satisfaction, etc.) by helping your prospect visualize the "desired state" for their business.5. Business Impact - Justify the acquisition. What impact will your solution have on your prospect's business? How will their operations and financial results change for the better?6. Decision Criteria - If you don't have a comprehensive list of the criteria that your prospect will use to make their decision, you probably shouldn't be writing a proposal. List all of their decision criteria here._7. Decision Process, Time Frame, and Budge_t -The purpose of including this information in the proposal is to make sure you and your prospect share the same expectations.8. Next Steps - There should be specific next steps (and related time frames) that are expected to take place after you submit your proposal. List them here to make sure that you and your prospect are "on the same page".9. Closing - Close with a final paragraph that summarizes why your offering is the best solution for your prospect, plus a positive statement of expectation

How to Map Sales Alignment

 When organizations roll out virtual meeting and presentation tools to their sales team, they think the problem is technology. Teach them to use WebEx, GoToMeeting, or Adobe Connect, and set them out to sell. It seldom works. The biggest barrier to selling virtually isn’t technological, it’s mental. Here are the three biggest reasons sales people hate selling “by webinar” and what you can do about it.They feel like something’s being taken away, and salespeople HATE that.They are missing out on what they like best about selling, so they resist change.Technology isn’t their core competence and it’s a really good excuse. Let’s take a quick look at each of these barriers to implementation, and some tips for overcoming them. They Feel Like Something’s Being Taken Away  If you ask most salespeople why they’re being asked to use online presentation tools, the answers are usually negative: “They won’t let us travel.” “They are increasing our territory but shrinking our budget.” “They don’t want us to ever meet our customers face to face.” Salespeople often look at online presentation tools as making the best of a bad situation, rather than as a competitive advantage. That’s no recipe for acceptance. It’s important that sales people understand what the tools can do, instead of simply what they can’t. These tools actually allow you to: See more clients in a day. (Have you ever tried to get to more than one client site a day in a Chicago winter?) React just in time. (It’s easier to fire up an instant meeting and solve a problem than try to find time on each other’s’ calendars.) Have richer conversations than a simple phone call. (Using the webcam lets you read body language, and being able to actually see exactly what your client is looking at reduces stress and misunderstandings.) The problem is that most sales people have never really seen these tools modeled before having those tools thrust upon them. Some 80 percent of WebEx users present for the first time with innocent victims on the other end, and 85 percent of users use only 20 percent of the features. If you don’t want to use a tool, don’t know what it can do for you and you don’t know how to use it, why would you graciously adopt it? They Are Afraid They’re Missing Out on What They Like Best About Selling If you ask sales people what they like best about their jobs, it almost always comes down to personal connection with their clients. They are, to at least some degree, “people people.” Virtual communication can feel impersonal. By taking advantage of the interactive nature of the tools, especially webcams and screen sharing and control, you can enhance the richness of the communication. Use of webcams is often resisted because sales people find it too complicated or leaders feel that their people aren’t technical. But after a couple of times, sales people realize how low-stress it really is. And if you aren’t at least as tech-savvy as your customers (many of whom use these tools every day) you may be damaging your credibility. There’s also the small issue of lifestyle; some sales people love the travel and personal schmoozing. It’s true that a virtual meeting isn’t as glamorous as meeting for coffee or dinner. If you take away part of a job that gives you joy, you’re going to get resistance.  I find when they sell more and get the “President’s Club” trips, it will take the sting out of that. Technology Isn’t a Core Competence and Makes a Really Good Excuse The human brain doesn’t deal well with stress. If we think about all we ask of our sales people—actively listen, probe, read body language and buying signals—it’s an awful lot. Now if we add the stress of using tools they don’t want to use (and aren’t comfortable using), something’s gotta give. That’s why most virtual demos turn into one-way data dumps rather than good sales conversations and they use the tools to their bare minimum.  The good news, though, is it only takes a little training and practice (and practice is the piece that’s usually missing) to develop the muscle memory it takes to use a tool without it being a distraction. It only takes half a dozen times to use a presentation tool for that muscle memory to kick in, but if the first time you use WebEx is with a customer on the other end, and a deal on the line, do you expect sales people to be at the top of their games? Getting the most from sales people hasn’t changed much since the first rug was sold in the bazaar. Getting them to use new tools and change the way they work hasn’t either. If they don’t want it and don’t like it, they won’t use it. Your investment in presentation technology can be wasted. How are you and your organization preparing your sales people for the new world of work in a virtual and global environment? Share your best practices in the Comments section. Join us at ATD 2015 International Conference and Exposition, Sunday, May 17, Session SU213 -5 Ways to Help Your Sales People do Great Virtual Demos and Sales Calls.

3 Reasons Sales People Hate Selling Virtually

No matter how economically successful you are or want to be, no matter how busy you are at work, no matter what mission-critical strategic initiative you are charged with, no matter where you are on the org chart…remember to enjoy your family and friends. Positional leaders and managers demonstrate through their actions what they expect from their employees and teams. If you wonder why only 70 percent of the American workforce is not engaged at work, per Gallup's comprehensive survey, one reason may be because employees don't feel their managers care about anything except work. Why would any employee follow that type of leader? I know that I wouldn’t. If managers are tired and haggard and seem to care about only work, employees become tired, haggard, and uncaring about work. Granted, there are times when everyone must give 150 percent to meet a deadline. But those should be the exception, not the rule. Here is the rule: life is 100 percent. Work should be a percentage of that 100 percent; non-work should be a percentage of that 100 percent, and time spent with family (however you define it) should be a large percentage of that 100 percent. If you are a manager with younger children, let your employees see you leave early on occasion to watch your child’s soccer game. Encourage them to leave early for their kid’s game too. If you are a Baby Boomer leader with kids in grad school or graduating from trade school, make sure your employees know how proud you are of your kids. Celebrate their achievements. Celebrate the achievements of your employees’ families too. Be happy with them as they plan the trip to their kid’s graduation from boot camp or rejoice that their favorite uncle just turned 90. Follow the leader means: “What I do as a leader, you will follow.” Employees want to follow human beings, not project managers. If I’m a proud parent and encourage you to be a proud parent, you’ll see me as a human being. So, lead a balanced life. Encourage your team members to lead balanced lives also. Spending time with family is a life-enhancing, life-renewing activity—directly for those involved, and indirectly by those who share in each other's happiness. What Does Balanced Look Like? My daughter is a professional, an athlete, a composer, singer, and plays guitar. She is one of those women who leads a balanced life, making time for everything she is passionate about. Last night, after flying nearly 3,000 miles from one of our offices to another, and then driving 600 miles to meet clients and colleagues all over northern California, I drove to San Francisco to hear my daughter debut a musical partnership. In the audience, besides me and a zillion of her friends were her dad, whose professional schedule is even busier than mine, her brother and cousin, and her boss, who was out for a night of music and to show support to one of the company's key contributors. It struck me that after her set, she hugged each member of her family and then went straight over and hugged her boss. The ROI of Balance At our regular weekly Skype meeting, my team was delighted that I was proud and happy. They gave me kudos for the extra energy I had to spend after my grueling travel schedule to get to San Francisco in time. And, they gave me a bit of good-natured ribbing about being a little too old to close clubs. I could sense in them a certain pride that their boss made the extra effort to spend an important evening celebrating her daughter. Of equal importance, I’ll bet anything that at my daughter's office today, there is an equally tired boss and a super-happy employee. Happiness and gloominess are both contagious emotions—but happy employees are more engaged than those with little joy in their lives. If we make living balanced lives part of our organizational culture, the delight we share quite organically translates into higher engagement. If we're serious about changing the ratio of engaged to non-engaged employees, demonstrating and encouraging balanced lives is a great way to start.

The Manager's ROI of a Balanced Life

The worldwide talent development community is diverse. Our members bring a wealth of experience and insight to their work. We're spotlighting their stories.Ben Wilker has been a member of ATD since 2017. Here's his story in his own words.Tell us a little bit about yourself.My name is Ben Wilker and I am a learning and development consultant for Holmes Murphy & Associates. I have been in the learning and development/training field for about nine years now. I started at a call center in the Quad Cities working inbound customer care for a prescription benefits manager. From there I moved into the training role, facilitating a seven-week agent training program. From there I earned a certification in soft skills facilitation, and eventually moved on to other clients in the building. After that I moved on to the financial world working for an Iowa credit union as a trainer, where I developed a manager-level training where none existed prior. After a time there, I moved on to the Holmes Murphy organization, where I have spent the last year building e-learning curriculum, hosting several enterprise-wide training sessions, and training newly onboarded employees how to use our day-to-day systems.What challenges have you had to overcome in your career?One of my main challenges has come in the form of catering to learning styles that differ vastly from my own. I struggled greatly with those who learn best from tying emotional experiences to their learnings to enhance their retention of their materials.What’s the most valuable thing you’ve gained or experienced during your membership with ATD?The opportunity to work with like-minded individuals who are struggling with the same issues that I am. It has really helped me grow as a professional to also attend the monthly events that are hosted by my local chapter as well as the national courses.Could you share any professional tips, specific to talent development, that you have picked up along the way?While professionalism is a key part of everything that we do, you must remember that you are talking to people, and that you are one as well. The trick is to obtain the balance that allows you to connect with your learners as a person, which creates a safe environment to learn from you, but also still establish yourself as the expert.What’s a common misconception you see when it comes to talent development?One major misconception is that you have to be a “trainer” to train. As any good trainer knows, the desired effect of learning is not just the transference of knowledge, but also giving the learner the ability to teach others the same material.Do you have any advice for people looking to further their careers?Do not live within your job title or description! Always be looking for opportunities to expand your knowledge in ways that you may not have considered.What is your personal definition of talent development?Talent development is showing others how to use the abilities they possess in a way they have never considered.How do you stay motivated?My family motivates me. Knowing that I am providing for them gives me immense satisfaction and joy.How do you find meaning in your work?Because I work within the Information Technology department, every piece of content that I produce has the potential to impact the organization. For example, if I create content on how to create and troubleshoot a webinar and my directions are inaccurate, poorly written, or nonsensical, it could be very detrimental. Because of my poor execution of my materials, I could lose business for the company, create a negative view for the client, and possibly impact the lives our insurance covers.

"Connect With Your Learners as a Person"

Juggling competing demands is the norm for most women today. Primary household and caregiving responsibilities remain squarely on the To Do List, and when a career is added to the mix, the recipe for stress is realized, especially when most workplaces remain inflexible, with limited family policies, and unrealistic expectations of 24/7 availability.What’s the answer?According to positive psychology authority Beth Cabrera, the answer is: pursue well-being.In her new book, Beyond Happy: Women, Work, and Well-Being, Cabrera takes apart the myth of “work-life balance,” calling it an impossible goal. What balances one day doesn’t necessarily balance the next. That’s why Cabrera notes that pursuing well-being leads to more positive outcomes for everyone.Beyond Happy identifies two dimensions that contribute to well-being: feeling good and doing good. And Cabrera provides simple, practical examples of what these dimensions look like in real life. Combining a decade of research with examples from the lives of women, Cabrera offers tried-and-true strategies that anyone can use to experience greater joy and find more meaning in life. And her relatable writing style makes this book enjoyable to read:_“I used to be a big multitasker. I’d eat lunch while preparing a presentation, check email while talking on the phone, chop carrots while watching the news … and read the latest article on work-life conflict while standing in line at the grocery store.“On the rare occasion when I was only doing one thing, my mind was usually doing something else. I would plan my day while walking the dog or driving to work. I would think about what I should blog about, what phone calls to make, or what to cook for dinner. Now I try to stay present in these moments. I’ve found that if I set aside a specific time in my day for planning, it helps me stay in the here and now at other times. I also practice mindfulness when I’m waiting for someone or am stuck in traffic. These are occasions that used to really frustrate me, but now I take a deep breath and try to appreciate a minute of calm. I feel grateful for a moment of being rather than doing.”_Beyond Happy is published by ATD Press. Watch this short video featuring Beth Cabrera, or read a [sample chapter](http://files.astd.org/Publication-Attachments/111524/Beyond Happy_samplechapter.pdf) from the book. Follow the conversation on Twitter with #beyondhappy, or the author @bethcabrera.

Beyond Happy: Tried and true strategies to experience greater joy and find more meaning in life

Presents articles that focus on finding joy in work. Trend among professionals to seek more fulfillment in their work and personal lives and become less interested in careers and high salaries; Incorporation of joy into the business philosophy of the owners of Ben & Jerry's Homemade Inc.; Work hours of Japanese employees; Findings of a study on how happiness influences advancement within organizations.

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