Google Ad #1 - desktop - 728x90

Google Ad #3 - desktop - 728x90

Google Ad #1 - mobile - 300x200

Google Ad #3 - mobile - 300x200

ATD_Half_Page

Googel Ad #1 - Side Bar - Content pages

ATD Footer Logo

Michael Arena of Amazon Web Services Joins ATD’s 2021 Board of Directors

Michael Arena of Amazon Web Services Joins ATD’s Board of Directors

Michael Arena is vice president of Talent Development at Amazon Web Services. Contact him at arenamic@amazon.com.

Michael Arena

我们生活在一个万物互联的时代。任何产业的发展都离不开技术的支持，人才发展也绝对不会例外。2020年疫情的爆发对于技术的发展更是起到了一次推进。如今的后疫情时代注定是数字化转型加速的时代。埃森哲在其《2020中国企业数字转型指数研究报告》中指出，去年仅有11%的受访企业凭借完备的数字能力，在疫情中应对有方，甚至转危为机，成为了数字化转型领军者。都说数字化转型始于人，但想要最终取得成功，“技术”是不可避免的话题。在当今社会，了解并能够选择适合的技术，有针对性的应用到人才发展项目中，是对于所有人才发展从业者的考验。基于此，ATD中国将本年度峰会主题与技术相关联：技术助力腾飞。我们深知，对于人才的发展、技术的应用等都是全球的普遍性问题，且各国各地都存在着优秀的实践。ATD此次特别邀请到六位国际嘉宾，为本届中国峰会带来主题演讲。这六位嘉宾的演讲角度各不相同，且互为补充。对于全球数字化整体发展的认识作为未来学家，战略数字顾问的David Shing将跨界前来，为参会者揭示数字化发展的大趋势。作为人才发展从业者，我们清楚地认识到很少有技术是专程为人才发展而诞生。因此，我们需要了解数字化发展的大趋势，从中抓取到适合我们自身行业的发展方向。对于人才发展行业的认识了解过全球性的数字化趋势，接下来一起聚焦到我们的人才发展行业。本次，ATD总裁兼首席执行官将结合目前动荡发展的社会与人才发展领域的快速变化，与从业者们探讨全球人才发展行业的未来。将理论认知与实际相结合经历行业性趋势的分析，参会者们一定更想要将理论与实际相结合。具体怎样才能良好的运用技术，实现自己公司内部的人才发展？亚马逊云科技（AWS），人才与发展副总裁Michael Arena将为大家总结他的工作策略。人才发展是一条双行道在作为人才发展人士的我们不断探求更新的技术与学习方式时，不要忘记被培养的群体特征与诉求。全球知名学者，ATD新版能力模型一书的作者之一Patricia McLagan将与我们探讨“智慧学习者”这一话题。具体学习技术的介绍除以上主题演讲内容外，ATD特别邀请到国际知名的两位主题内容专家由浅入深的为大家介绍具体的学习技术的应用。除以上六位主题演讲嘉宾的内容外，更多演讲信息已陆续在官网上公布，欢迎大家点击此处进行查看。或许“技术”一词早已出现早许多活动、课程当中，如何在多样信息中提取精华，直接找到关键？本年度的中国峰会将带领各位知其然，更知其所以然。本年度ATD中国峰会将以混合式学习形式展开，在特别打造的虚拟学习平台与北上深三地的线下活动形结合的学习中，为大家营造“**用技术谈技术，用技术学技术”**的体验。

ATD2021中国峰会“六大”主题演讲内容正式公布

Winter 2018 - CTDO Magazine

Chief Talent Officer Michael Arena is helping build adaptability into General Motors’ workforce.

GM’s Internal Disruption Engine

Winter 2022 - CTDO Magazine

Social connections and productivity in remote work are waning—that's where an adaptive hybrid model can help.

Don't Leave Connections to Chance

E-Learning Investments UpAccording to new research from Elearning! Magazine Group, investment in e-learning increased to $4.9 million annually, up 9 percent over 2013. Meanwhile, the overall enterprise learning budget averaged $6.4 million—a slight increase from 2013’s $6.2 million annually, per respondent.To uncover current e-learning practices, toolsets, and future purchasing plans, Elearning! Magazine Group, which includes Elearning! and Government Elearning! Magazines, executed a 38-question survey of executives from corporate business, government, and educational institutions from January to April 2014.The E-Learning User Study found that e-learning, virtual training, and blended learning continue to grow in adoption. Almost two-thirds (61 percent) of training hours are being deployed outside the traditional instructor-led classroom. And 48 percent of training hours are deployed via e-learning, blended, or virtual classroom options—holding steady over 2013.Respondents use a full range of tools and solutions. The highest rate of growth (over installed base) among learning and talent management systems are LMS-cloud (28 percent) and peer evaluation (29 percent) tools. The survey found that cloud-based solutions are impacting the deployment of enterprise solutions, with LCMS usage down 40 percent and LMS Enterprise use down 22 percent.For e-learning tools, the most highly used solutions remain:e-learning development tools (75 percent)web conferencing tools (71 percent)project management tools (55 percent)assessment and testing tools (53 percent)content development services (53 percent).From a planned purchase perspective, the top priorities have shifted to engagement-oriented solutions: mobile learning at (35 percent); video solutions (31 percent), gamification (23 percent), and virtual classroom (27 percent).To learn more, read the full user study at www.2elearning.com/research/item/55597-e-learning-user-study-2014.Will MOOCs Kill the Classroom Star?In a new research paper, Christian Terwiesch, professor of operations and information management at Wharton, and Karl Ulrich, vice dean of innovation at the school, examine the impact that massive open online courses (MOOCs) will have on business schools and MBA programs. In their study — titled, “Will Video Kill the Classroom Star? The Threat and Opportunity of MOOCs for Full-Time MBA Programs” — they identify three possible scenarios that business schools face not just as a result of MOOCs, but also because of the technology embedded in them. In an interview with Knowledge@Wharton, Terwiesch and Ulrich discuss their findings.An edited transcript of the interview appears at http://knowledge.wharton.upenn.edu/article/moocs-mba-programs-opportunities-threats.Virtual Teams Prominent and ProductiveMore than half of the productivity of a significant portion (41 percent) of workers depends directly on virtual teams, according to the 2014 Virtual Teams Survey Report. Produced by RW3 CultureWizard, an intercultural global business consultancy specializing in business skill development for corporate employees, the report also finds that 77 percent of workers have colleagues from other cultures on their teams, and 40 percent of all workers spend between almost half to all of their time working on multicultural virtual teams.According to Charlene Solomon, President of RW3, "Almost everyone who works in global business is on a virtual team."  She says, "These teams confront unique challenges because the lack of face-to-face contact intensifies the impact of cultural differences between members."A high majority (81 percent) of survey respondents feel that virtual teams produce better business results than co-located teams. However, they also report that lack of face-to-face contact creates challenges that affect trust (64 percent), decision making (55 percent), managing conflict (54 percent), and expressing opinions (53 percent)."What makes these challenges particularly acute is that many are unprepared for them," says Michael Schell, CEO RW3 LLC. "Organizations assume that virtual teams are easier because email, telephones, and web technologies make them ubiquitous and easy to create. Only 21 percent of virtual team members receive any training to be effective on an intercultural team, leaving virtual team members facing challenges they're unprepared for."Schell continues, "The economic impact on productivity represented by these virtual team challenges is incalculable, but significant, and relatively simple to improve." Solomon adds, "Some 38 percent of the survey respondents were team leaders, underscoring the importance of virtual teamwork as a developmental arena for future leaders."Nearly 3,000 managers from more than 100 countries—and a range of industries—participated in RW3's biennial survey, the third since 2010. The entire study is available at info@rw-3.com.  New Gamification InfographicFind more education infographics on e-Learning Infographics.

Tech Headlines for August 2014

September 2021 - TD Magazine

Tap into the science of executive function to get to the root of an employee’s underperformance.

Problem Behaviors Aren’t Always Surface-Level Issues

An author, entrepreneur, and award-winning educator, Michael Delman is a pioneer and leader in the area of executive function coaching. He has served as CEO and founder of Beyond BookSmart, an executive function coaching company, since 2006. In 2020, the company expanded with a second division, WorkSmart Coaching, that solely focuses on executive function coaching for adults.Delman has been featured in The Times of London, CBS Boston affiliate WBZ TV, and dozens of media outlets across the US. In 2018, he published his first book, Your Kid’s Gonna Be Okay: Building the Executive Function Skills Your Child Needs in the Age of Attention, which earned critical acclaim.Delman also has released his second book, Your Trail Map for Success: Mastering Executive Function Skills in Challenging Times, which is catered to adults seeking to become more effective and successful in their personal and professional lives. He brings his unique combination of business acumen and an educator’s perspective to his visionary work. His passion is helping people discover their strengths, develop their confidence, and become more effective at whatever challenges they face.

Michael Delman

Dr. Mike Chetta is managing partner at Talent Metrics Consulting and has been a human capital management consultant for almost 15 years. He completed his PhD in Applied Organizational Psychology from Hofstra University and a Master’s in Business Administration and Management from Dowling College. He is also the director of the MS in Industrial-Organizational Psychology program at the University of Central Florida (in addition to holding a lecturer position).In his career, Mike has worked for large Fortune 500 organizations managing client relationships, providing actionable analytics, and impacting the design of global employee surveys. His efforts in corporate centers of excellence directly partnered with senior level executives has ensured alignment of metrics across organizations and geared towards the company’s overall strategy. Mike’s areas of expertise and current research include Artificial Intelligence in selection/assessment, survey design and implementation, employee engagement, customer loyalty, linkage research, and statistical analyses.

Michael Chetta, PhD

Over the years, the role of the corporate strategist has increased in scope and complexity beyond simple annual planning. McKinsey recently surveyed nearly 350 senior strategists, representing 25 industries from all parts of the globe, to understand the extraordinary diversity of responsibilities. Several important facets of the strategist’s role emerged from the research, such as reallocating corporate resources, building strategic capabilities at key places in the organization, identifying business-development opportunities, and generating proprietary insights on the basis of external forces at work and long-term market trends. A number of these roles are more appropriate for some strategists and organizations than for others. But the core notion of stretching and choosing is relevant for all. McKinsey’s research uncovered that each of the strategists roles or responsibilities revolved around one of three core areas:generating insightsenacting and enabling strategic decisionsowning specific value levers. More important, the analysis yielded five archetypes in which the strategist’s role becomes more than the sum of its parts. McKinsey analysts Michael Birshan, Emma Gibbs, and Kurt Strovink, report on these findings in the article, "Rethinking the Role of the Strategist."Architect. These strategists, 40 percent of the executives McKinsey surveyed, make the most of their talent for “using fact-based analysis to spot industry shifts and to understand their own companies’ sources of competitive advantage as a foundation for clear, differentiated strategies.” The authors explain that organic growth and driving business performance is a core concern of the architect role. “By monitoring competitors, these strategists can challenge their own organizations to set ambitious targets and reach them,” the article states.  Mobilizer. An additional 20 percent of CSOs surveyed by McKinsey fall into a mobilizer role. According to the analysis, these leaders are focused on “developing the strategic muscle of their companies, building capabilities, and delivering special projects.” In addition, chief strategists in this model focus on ensuring that strategy meetings are truly strategic. The authors describe how leaders in this role “ask the right questions, scrutinize critical assumptions, and ensure that their companies are learning organizations.”  Visionary. Only 14 percent of strategists in the McKinsey study fall into the visionary role. Not surprising, a key strength of visionaries (is trend forecasting, which at its simplest involves scanning the landscape for trends and shocks that may create opportunities or risks for the business. McKinsey found that “the best visionaries are using the advent of big data to create unique perspectives on where the next growth pocket will come from and, specifically, on what will be needed to serve it.”  Surveyor. Similar to visionaries, surveyors (also 14 percent of strategists in the McKinsey study) spot trends but focus more on long-range topics that have the potential to change the way an industry operates. For example, surveyors look for “potential disruptions and quickly advise their businesses on the impact and opportunity such shifts could produce.” According to the article, “these are the people with their eyes on the furthest horizon.”  Fund manager. Finally, there are the fund managers, who accounted for 12 percent of strategists in the McKinsey study. These leaders emphasize reallocating resources and optimizing the corporate portfolio of their businesses. “Focusing on performance, they are dynamic in their approach, thus encouraging their organizations to enter and exit businesses and to nurture and prune their existing portfolios,” state the authors.  The complexity of today’s strategic landscape places a premium on good strategy—and just as crafting strategy requires tough choices, so does shaping the role of the strategist. The good news, according to McKinsey’s research, is that "strategists have a range of powerful options for adding value to their organizations."Read more insights from the study in the full article, "Rethinking the Role of the Strategist."

Search Results For "Michael Arena"

Compare Courses