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Dr. Mark S. Majors is a counseling psychologist with extensive psychometric experience that includes data analysis on the 1994 Strong Interest Inventory and the MBTI® Form M, as well as the development of the IRT scoring. He was coauthor for the MBTI® Form Q Manual. Mark is the developer of the Majors Personality Type Indicator, Majors Elements of Personality and the Majors Occupational Environment Measure, available at Leader’s Beacon.

Mark S. Majors 

How is a method of understanding personality differences developed in the early 1900s still relevant today? Personality types provide insights into the mental process for disseminating information about physical surroundings and mental concepts.

Why Personality Type Is More Relevant Than Ever

Mark is a facilitator, trainer and executive coach who has been working with clients world-wide since 1995.  Specializing in sales and leadership development, team development and managing personal change, Mark’s thirty five years of corporate experience includes being a thrice certified professional coach.  Mark has coached executives, sales professionals and leaders in the transportation, information technology, communications and financial services industries to name just a few. Mark is an acclaimed professional facilitator, speaker with five patents pending in the field of organizational culture transformation Mark established a sales training curriculum for professional hires coming into IBM’s Global Services organization.  This required hiring and training a team of instructors and staff to deliver an expanded and accelerated new hire curriculum that trained 1200 professionals annually. This resulted in over $55 million dollars of incremental revenue to the North America organization alone. He was also was the Leadership Portfolio Executive supporting IBM’s Global Services organization.  This entailed identifying, selecting and marketing a robust portfolio of educational offerings in the leadership and relationship fields and becoming certified as an executive coach with a number of IBM C-suite executive clients. As Client Relationship Manager for a leadership development organization, Mr. Meredith delivered an executive development curriculum for a number of different organizations companies including BellSouth, American Express Financial Services, Boeing - McDonnell Douglas, Emory University and the American Cancer Society. He also provided executive development for a number of senior executives ensuring that a multi-million dollar worldwide training budget was prudently invested and executed for over fifty-five thousand employees of a large IT services provider.   Mark was chosen by a large outsourcing provider to facilitate a major culture change initiative for over two hundred leaders and three thousand employees spread over seventeen states. Results to-date includes customer satisfaction improving seven points and employee morale increasing ten percent A graduate of San Jose State University, Mark is a certified Hay McBer executive coach and certified by the Coaches Training Institute. Mark stays busy with community and charitable activities as well as running a successful consulting and coaching practice located in the metropolitan Atlanta Georgia area.

Mark Meredith

Bridging the Skills Gap: Using Learning Opportunities to Address Current and Future Talent Needs examines the current and future skills gaps organizations are facing, as described by 356 talent development professionals. The 2024 skills gap whitepaper marks the eighth iteration the Association for Talent Development (formerly the American Society for Training & Development) has published.New this year is a section that focuses on the training needs of 522 working Americans, which provides insight into the thoughts of general employees in addition to TD professionals. Case studies, interviews, and examples from three organizations that have successfully addressed the skills gaps they face are also included. The whitepaper concludes with an action plan and resources for TD professionals.Key findings:74% of TD professionals said they had a current skills gap in their organization.75% of TD professionals said they expected a future skills gap in their organization.48% of TD professionals said managers, supervisors, and team leaders had a major skills gap in their organization.58% of TD professionals were recruiting for key skills.

Bridging the Skills Gap: Using Learning Opportunities to Address Current and Future Talent Needs

Mary Camuto ’s first book, Make the Most of Your Workday: Be More Productive, Engaged, and Satisfied as You Conquer the Chaos at Work, has been published by Career Press. While Mary did not plan to specialize in chaos, this subject became a major focus when the American Management Association asked her to facilitate a popular course in 2004 called “Managing Chaos: Tools to set Priorities and Make Decisions Under Pressure.”Mary helps her clients build the connection between an organization’s goals and its culture, leader, and employee training. Her experience working at both the organization and individual levels has formed the basis for her approach to training and also for writing an empowering book for individuals. Make the Most of Your Workday was written to help any individual who longs for a better workday. This book will also benefit teams and leaders through collective strategies, tools, and common language to improve engagement and eliminate some chaos.Mary founded MC Consulting, a firm specializing in leadership and organization development, training design, and group facilitation services in 2002. Her clients have included individuals, teams, executives in the energy, telecommunications, and healthcare industries as well as nonprofit, legal, local, federal government organizations and government contractors. Mary has designed course material and facilitates for the American Management Association. She is passionate about helping organizations connect the dots between their results and collaborative work cultures, accountability, training, and development. Mary is also dedicated to helping individuals to take charge of their own workday happiness.

Mary Camuto 

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.

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