Whether you’re ready for it or not, the future of work is now. The new way of work is multigenerational, multi-geographical, multi-cultural, and location-agnostic and device-independent. Workteam and organizational structures have morphed into more matrixed (vs. hierarchical) arrangements. And people have different expectations of how, where and what they use to get their jobs done.

Everyone loves a good spreadsheet. But if you have more than a few hundred employees, tracking performance, training, and succession with them is the stuff of nightmares. Our clients shared their reasons for making the switch from spreadsheet to software. Which one tops your list?

Need to reduce recruiting costs in your organization? This executive brief provides several ideas on how to reduce those costs while still driving exceptional business by employing creative recruiting strategies and combining them with the right technology.

Organizations need to define, attract, and develop critical talent. This paper outlines a 12 step methodology for building critical talent pipelines and provides insights into strategy and initiatives.

Companies are using workforce analytics to find better candidates, cut costs and stamp out inefficiencies.

Leading With Excellence: Mindful Leadership Training and Exceptional Organizations

Go Mobile?

Use of virtual recruiting to source, qualify and hire is escalating as technologies and the need for qualified talent evolve.  It's no longer enough to find the best talent locally; the recruiting landscape is now national and global. Find out how and why more recruiters are using virtual career fairs to supplement—and even replace—traditional and not-so-traditional recruiting vehicles.  This report summarizes The Recruiting Scope's survey of HR recruiters.

The economic recession caused workforce trauma and changed employment tactics from a best employee for the job approach to best employee for the big picture or for the immediate bottom line.

Today, more than ever, talent management is an important component of an organization’s success. To help HR professionals and other business leaders succeed in evolving their approach to talent management, we have developed The Talent Management Cookbook. We have designed this report to read like a typical cookbook and have provided “recipes” for the core “entrées” necessary for an updated talent management approach.

Our world is changing dramatically – how we live, how we work, and how we perform. In order to keep up, learning must also change and evolve — sometimes dramatically. Brandon Hall Group’s latest research on Relationship Centered Learning found that organizations that have begun to embrace more adaptive learning models, which focus on leveraging relationships and communities to drive continuous learning, often deliver better business results.

During the last two years we have seen how knowledge management and leadership development via learning are being incorporated more frequently as strategies to increase organizational agility. Additionally, learning organizations that act as strategic enablers for the business are more focused on connecting people to people and content through knowledge management and social technology.              

The era of big data promises to make employee learning faster, better and cheaper, provided organizations invest in the skill sets and critical thinking needed to grapple with sophisticated data analytics.

Executive coaching has shaken off its remedial reputation to become a dominant development medium for top brass. Here’s how learning leaders can maximize its value.

Managing talent at the speed of change

As a progressive leader in talent management, you have undoubtedly noticed that there has been continuous volatility and change in your world. To survive in this new normal, organizations must do things differently when it comes to their people. Our guidebook offers a path forward, an opportunity to move beyond best practices and create a business-changing talent strategy.

Access exclusive content to learn:

The middle level of an organization is often viewed as the most critical. Companies can use tools such as personality and skill assessments to measure the traits that help to make a midlevel manager successful.

The traditional performance review is becoming a relic. Today’s organizations thrive on agility and alignment. The process of measuring employee performance should do the same.

There’s a premium for post-military leadership across business and government organizations nationwide. Military leaders represent some of the best-trained, experienced and mission-driven professionals in the civilian workforce. In this issue of the Authentic Leadership Series, Michelle Maldonado talks with Edwin “Eddie” Maldonado, Administrative Services Manager for the VA Roseberg Healthcare System, retired U.S.

This white paper builds on information presented in the 2011 and 2012 edition of The Modern Learning Organization: A Path Forward. The 2014 LearningElite white paper “The High Performance Learning Function” describes the LearningElite benchmarking program with supporting research aimed to shed light on how the LearningElite model functions to demonstrate the impact of the learning function in organizations.

The 2013 Diversity Value Index Executive Summary details the process that led to the creation of the Diversity Value Index. This summary provides insight into the two areas of the DVI program, the Diversity Value Index Framework and the Diversity Action Core. The summary provides information related to the 2013 DVI program, including an overview of the diversity executive board, the DVI score card, and highlights of best practices across the D&I function reported in the 2013 Diversity Value Index report.

The largest single expense associated with training is the cost of instructors  whether full-time staff or contractors. Therefore, it is vital to thoroughly comprehend these instructors’ true and complete costs, how to accurately compare staff and contract instructors, and when and how to use each of them effectively. The importance of this comprehension is heightened by the frequency of contractor use, and the numerous misconceptions about outsourcing contract instructors.

HR tech vendors are rolling out platforms that allow employees to collaborate more efficiently — and companies are putting them to good use.

Learning evaluation, metrics and measurement are not where they need to be, but some companies have made progress.

Social media has become a fixture in our lives. Look no further than 1 billion Facebook users, 175 million professionals on LinkedIn and 72 hours of video uploaded to YouTube each minute.  So how can Chief Learning Officers harness the collaborative nature of these platforms? The key is to match the tool with the challenge at hand.

Providing employees with the resources they need to perform may be enough to keep them satisfied. It may not be enough to keep them engaged, however.

Most organizations look forward to a learning technology transition with a mixture of dread and optimism. It is often a great opportunity to increase learning capabilities, and create a better learning environment. But, organizations also question if they can make a solid business case for the change. Will the transition impact business processes or mission critical learning needs? Will the new technology create governing challenges or highlight gaps in data structures?

Saba has created a comprehensive request for proposal (RFP) template to help you evaluate learning management systems and greatly simplify creating your next RFP.

In this installment of the Authentic Leadership Series, we explore the value of self-awareness as an essential leadership component for transformation either as an individual leader or for an organization. Licensed clinical psychologist and Potential Selves President Dr. David Yudis recently shared insights he honed while also leading as vice president of global learning and enterprise executive development at The Walt Disney Co.

Talent leaders can earn that coveted seat at the table by adding teeth to executive-level succession planning.