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Nick Lover is a learning and development professional with nine years of experience in adult learning and instructional design. He’s always looking for ways to shake up learning and find new ways to teach his audience. He currently works as the digital learning manager for Bell Partners Inc., a multi-family housing investment and management company based in Greensboro, North Carolina.

Nicholas Lover

Unfortunately, there aren’t many automated tools that allow you to opt out of specific sections of training without a labor-intensive manual process.

Custom Learning Plans: Leveraging Technology to Personalize Learning

Dr. Marissa Nichols is the senior associate athletics director for student-athlete development and director of the Cameron Institute at the University of California, Berkeley. With more than 13 years of visionary and strategic leadership in higher education and intercollegiate athletics, she is a nationally recognized expert in student-athlete development, program evaluation, and data-driven innovation.As the founding director of the Cameron Institute—a $19 million endowed initiative—Dr. Nichols and her team have built a nationally acclaimed model for holistic student-athlete development, delivering tailored interventions and fostering leadership excellence. She also serves as the sport supervisor for Cal men’s and women’s track and field and cross-country programs.A Division I First-Team All-American and NCAA Woman of the Year finalist, Dr. Nichols earned her PhD in higher education leadership and MEd in guidance counseling from the University of Nevada, Las Vegas. As a practitioner-scholar, she has published research on student-athlete performance and delivered more than 40 presentations at national conferences. Dr. Nichols holds several certifications, including a Wiley DiSC facilitator and Certified ROI Professional, and is actively pursuing the Certified Professional in Talent Development (CPTD®).Dr. Nichols has held four inaugural roles across three institutions (UNLV, Boston University, and Cal), advancing professional standards through her work with the N4A and as a Steve McDonnell Professional Development Institute faculty member. In her consulting role, partnered with the ROI Institute, she enables organizations to achieve measurable success. Guided by values of meaningful contributions, clarity, courage, growth, and excellence—with love at the center—Dr. Nichols enjoys meditation, tennis, piano, and adventures near and far with her partner.

Marissa Nichols

Nicholas Stark is a seasoned Talent Development Manager and Coaching Professional, working within the federal government since 2011. During this tenure, Nicholas has led the Talent Development service line, and established and managed highly successful programs for Interns, New Hires, and Supervisors. He is also responsible for managing a training budget and a Learning Management System. Nicholas became the first ICF ACC Certified Coach in his office and earned his Certified Professional Co-Active Coach (CPCC) credential with the Co-Active Training Institute (CTI).Nicholas holds an undergraduate degree from Hamilton College, and two Master’s Degrees, from Pennsylvania State University and The George Washington University. He is a member of the International Coaching Federation and the Association for Talent Development (ATD) and an active member of the Federal Coaching Network. Nicholas lives in Washington, DC with his wife and daughter, and enjoys cycling, travelling and reading Icelandic mysteries in his free time.

Nick Stark

8.4 trillion dollars.That's how Jean-Marc Laouchez quantified the impact of the talent crunch on today's organizations. Laouchez leads the Korn Ferry Institute and the Korn Ferry Academy, and recently delivered the opening keynote at Degreed’s annual innovator’s conference, LENS.So how best to make sense of such a staggering figure?Insight #1: People are your number 1 capital.In his welcome message at LENS, Degreed CEO Chris McCarthy reminded leaders that "technology and products can always move faster than organizational change."There is still a disconnect between what learning and development (L&D) leaders communicate as a top priority to the CEO (investing in people) and what the board/shareholders prioritize (investing in technology). \[4\] That there is disparity between how these two stakeholder groups view strategic priorities is unsurprising. In fact, even in high-performing companies, it's estimated that less than 30% of employees correctly identify organizational strategy. \[5\]The advantage of clearly communicating to all audiences that "people are the #1 asset" is that this clarity empowers employees to move quickly and confidently in alignment with goals. In their book, Talent Wins, Charan et al. go further to emphasize that executives and boards must recognize that talent, even more than strategy, is what generates value. \[1\] Laouchez laid out a clear plan of action that challenges organizations to pursue change by understanding how to "maximize internal talent to capture future value." \[4\]Insight #2: Define and develop the right skills, for the right jobs, for the right talent.Laouchez shared a study that Korn Ferry conducted with the World's Most Admired Companies (WMACs), where less than half of those organizations felt their talent had the right skills and capabilities to execute strategy. \[3\] This finding aligns with PwC's 21st Century CEO Survey where "80% of CEOs say they’re worried and 38% are extremely concerned about availability of digital skills in their country." \[9\] The conversation around the skills gap is complicated by the argument that employers should focus on increased wages—oversimplifying the problem to one of supply-and-demand driven primarily by the price of labor. Gartner's Marcus Chiu explains that for the many employers who are already willing to pay more, this solution is fraught with diminishing returns. \[2\]So what happens when there's a high supply of workers? The LinkedIn Workforce Report for September 2018 analyzes migration trends between major U.S. cities and which cities present the largest skill gaps. Interestingly, although Austin, TX gained the most workers in September 2018, this city also ranked among the top 10 cities with the largest skill shortages. \[6\] This suggests that an influx of workers is not always enough to solve the mismatch between the skills workers have and the skills employers need.It is worth noting that "more than one-half of employees rated opportunities to use their skills and abilities at work as a very important contributor to their job satisfaction." \[10\] This signals a shared value: Both workers and employers want to match skills to roles. Everyone now has access to the millions of courses, books, articles, videos, apps, podcasts, social networks, and other learning content. Key to building the skills needed to win is for employers to connect that content to skills, and then connect those skills to jobs.Insight #3: Make learning work by balancing outcomes, capabilities, and purpose.Culture—this is what ties it all together. A digital learning strategy that connects content to skills and skills to jobs must be anchored in a strong culture. If the digital building blocks for a highly-skilled workforce are firmly set on the cornerstone of a talent-first agenda, the organizational culture can thrive. \[1\] A culture of continuous learning is a competitive advantage, and is key to attracting talent—especially Millennials. \[8\] Laouchez outlined a three-point framework for how employers can drive a strong learning culture \[4\]:● Purpose: Come and work with us, and be who you are.● Capabilities: Do what you are good at, or do what you like, and master it.● Outcomes: We are going to put the needed resources behind you to achieve the desired results.Technology alone is not the magic bullet. In this paradigm, technology is an enabler—one that helps drive a disproportionate return on talent. This framework is also about nurturing trust between the organization and its talent to capture future value. Shane O'Leary references Daniel Coyle to explain that organizations like IDEO, Google, and Pixar integrate purpose and profit because they "build a common purpose, share vulnerability, and create psychological safety." \[3\] \[7\] Another way to build trust is to reward the talent that generates outsize value for the organization. Developing a roster of top-skilled talent is not just about the talent at the top. Further, those value creators can be many positions distanced from the CEO. \[1\] A flash of genius almost never sparks in alignment with organization hierarchies, but instead comes "from a volume of random ideas by lots of different people with different perspectives." \[3\]Want to learn more? Check out this pathway that includes the sources cited throughout the post.\*\*\*Charan, R., Barton, D., & Carey, D. C. (2018). Talent wins: The new playbook for putting people first. Boston, MA: Harvard Business Review Press.Chiu, M. (2018, June 4). Can US Employers Close the Skills Gap With Higher Wages Alone? Probably Not. Retrieved from https://www.cebglobal.com/talentdaily/can-us-employers-close-the-skills-gap-with-higher-wages-alone/COYLE, D. (2017). CULTURE CODE: The hidden language of highly successful groups. S.l.: BANTAM.Laouchez, J. (2018, October 4). L&D Strategy: How to Win the Battle Between People and Profits. Keynote speech presented at LENS 2018 in New York, New York.Leppert, J., & Kotter, J. (2014, June 9). When CEOs Talk Strategy, 70% Of The Company Doesn't Get It. Retrieved from https://www.forbes.com/sites/johnkotter/2013/07/09/heres-why-ceo-strategies-fall-on-deaf-ears/#240067ed3663LinkedIn. (2018, September 11).LinkedIn Workforce Report | Atlanta | September 2018. Retrieved from https://economicgraph.linkedin.com/resources/linkedin-workforce-report-september-2018O'Leary, S. (2018, July 8). The surprising reason why IDEO, Pixar & Google prioritise 'psychological safety' to win the battle for better ideas... Retrieved from https://www.linkedin.com/pulse/surprising-reason-why-ideo-pixar-google-prioritise-safety-o-leary/?lipi=urn:li:page:d\_flagship3\_profile\_view\_base\_recent\_activity\_details\_all;sdxb2rg3S8mRhNOmIoT35A==&licu=urn:li:control:d\_flagship3\_profile\_view\_base\_recent\_activity\_details\_all-linkPalmer, K., & Blake, D. (2018). The expertise economy: How the smartest companies use learning to engage, compete, and succeed. Boston, MA: Nicholas Brealey Publishing.PricewaterhouseCoopers. (2018, January 22). Key findings on talent: 21st CEO Survey. Retrieved from https://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2018/gx/deep-dives/talent.htmlSHRM. (2016, November 16). 2016 Employee Job Satisfaction and Engagement: Revitalizing a Changing Workforce. Retrieved from SHRM.

What the World's Most Admired Companies Are Extremely Concerned About

May 2016 - The Public Manager

Learning Is Changing

With 10,000 Baby Boomers reaching retirement age each day from 2011 until 2030, organizations will spend at least the next decade facing a looming threat of departing talent. Additionally, as a study of federal employees found that nearly two-thirds of retirement-eligible federal government employees did not help train a new employee to replace them before they retired, there is great concern that not enough organizations have a plan in place for ensuring sufficient knowledge transfer in the wake of departing employees. In other words, not enough organizations have a succession planning process.ATD’s research report Succession Planning: Ensuring Continued Excellence confirms this. The report found that just 35 percent of organizations have a formalized succession planning process. The report defines succession planning as the process organizations use to identify the key positions, candidates, and employees needed to meet short- and long-term challenges, as well as the process of developing and advancing selected employees in the succession pipeline. Fifty-three percent of organizations, meanwhile, did not have a formal succession planning process in place.According to the report, the top reason for adopting a formal succession planning process, cited by 89 percent of respondents whose organizations use succession planning, is to identify and prepare future leaders. Other top reasons are creating opportunities for internal advancement (72 percent) and ensuring business continuity (also 72 percent).When ATD last conducted research on this topic in 2010, it found that just 14 percent of respondents thought their organization’s succession planning process was highly effective. In 2018, Succession Planning reports that 34 percent of respondents said their organization’s succession planning process was effective to a high or very high extent. While it is good news that a higher percentage of organizations have an effective succession planning process, there remains a great need for more organizations to implement formal succession planning processes of their own. Among organizations with no formal succession planning process, nearly half (47 percent) have plans to create one.Talent development professionals interested in improving or beginning a succession planning process in their organization should consider the methods they use to develop candidates. Mentoring and coaching is the most popular method organizations use to develop succession candidates—83 percent of organizations use this practice. Nearly three-quarters (72 percent) of organizations use formal learning to develop succession candidates, and nearly as many (70 percent) use stretch assignments, which are assignments beyond the employee’s current skill level. Succession Planning found that these three methods were significantly linked to succession planning effectiveness.Succession Planning also recommends that organizations measure the results of their succession planning efforts. The report found that organizations that measured these results (through metrics such as the number of positions filled by succession candidates, the number of candidates in the succession pipeline, or retention rates of succession candidates) had significantly higher succession planning effectiveness scores than organizations that did not use these methods.Learn MoreThe full Succession Planning report is available for purchase at www.td.org/succession. ATD members can visit that same link to download the whitepaper for free.ATD also has some member-only 10-Minute Case Studies about succession planning processes organizations have implemented. Freese and Nichols: Establishing a Pipeline of C-Suite Talent describes how an organization developed a succession planning process to fill positions caused by the impending retirements of the company’s CEO and chief operating officer.Another case study, Haworth: Developing Aspiring Leaders, describes how a company developed a leadership development program to maintain its goal of filling at least 70 percent of its open positions with internal candidates. ATD members can read these and other 10-Minute Case Studies for free.

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