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Jeff Howard is a Senior Marketing Manager working in the growing field of AI voice. 

Jeff Howard

WellSaid Labs is a developer of art text-to-speech technology that creates life-like synthetic voices, from the voices of real people.

How to Evaluate AI Voice Platforms

As you manage your learning management system (LMS), your performance management system, and the various content authoring or upskilling platforms that comprise your HR tech stack, your mind might start to turn toward consolidation—and rightly

Consolidating Your HR Tech Stack? Here Are 3 Pitfalls to Watch Out For

ATD has published posts on topics related to modernizing the federal workforce and how leaders should rethink training and development. No matter what institution or organizational structure you work in, there is always one common denominator when it comes to change—policy.Indeed, it is critical to understand what policies are in place to enable or restrict change, innovation, and in some cases, progress. Leading the way in recent news, the Department of the Air Force (DAF) has implemented DAF Instruction (DAFI) 36-2685. The rollout of this instruction will help provide structure to the Enlisted Airmanship Continuum (EAC) to prepare both Airmen and Guardians (US Space Force (USSF)) for progressively demanding roles. This sort of policy looks at a career holistically and enables personnel to become lifelong learners, which has been a buzzword in recent years, but there have been few clear pathways to achieve it. The other key to success is ensuring that personnel have strong career planning—from accessions through retirement. The EAC does this for DAF personnel, providing foundational competency plans to take them from Basic Military Training (BMT) through Chief Master Sergeant Leadership Academy and beyond.This policy introduces military education prerequisites to ensure personnel have the right building blocks before advancing to the next level. For example, by 2025, completing the Junior Enlisted Foundations Course (JEFC) will be mandatory before attending Airman Leadership School (ALS). This sort of progression safeguards against anyone just “ticking boxes.” Instead, people are gaining the skills and competencies they need to thrive at every step.Additionally, the DAF is embracing the future of military education through technologies. Distance learning programs, for instance, are now designed to match the rigor of in-resident schools, making high-quality training accessible no matter where airmen are stationed. Programs like the Enlisted-to-AFIT initiative (think: graduate-level STEM education) and Education with Industry (EWI) are also pushing the envelope, immersing personnel in cutting-edge technical and strategic experiences that go beyond traditional classroom learning.No matter the organization—military, government, or civilian workforce—providing clear pathways for success is essential for driving both individual and institutional growth. Continuums of learning, like the one outlined in DAFI 36-2685, highlight how development should be transparent, easy to follow, and scalable to meet the diverse needs of all personnel.This is particularly critical for members of the Reserve and Guard, who often face unique challenges in accessing education and training. By ensuring they receive appropriate credit for their achievements and offering flexible, clearly mapped pathways, organizations empower all team members to stay engaged, build on their experiences, and move seamlessly toward their goals.Bottom line: When learning is accessible and inclusive, it benefits not just the individual but the entire organization—fostering readiness, innovation, and a culture of excellence.

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