Training Industry Magazine - Spring 2022 - 39
and succession processes to
address this will not be able to
achieve their
diversity, equity and
inclusion (DEI) goals because they
lack development equity: Equitable
access for underrepresented groups
to career-enhancing development
opportunities.
When over
in
an
70%
of
organization
sponsors
the
are
same gender or race as their
protégés, it perpetuates a cycle
of exclusion. Many organizations
base selections for prime
learning and development (L&D)
opportunities on nominations
from leadership, rather than
objective and consistent review
of a candidate's performance.
This actively curtails leadership
development opportunities for
those who don't have the right
connections, negatively affecting
their potential impact within
the organization.
processes for bias and structuring
programs in the right way are
key levers to achieve more
development equity.
You Can't Manage
What You Don't
Measure
Talent Challenges in
the Future of Work
There was already considerable
competition for diverse leaders
before the pandemic, but the lack
of an inclusive cultural climate in
some organizations
led
to
the
isolation of many diverse employees.
Whether by design, unintentional or
self-imposed, these employees were
often minimized as contributors and
their upward mobility stalled.
Recognizing that
this current shift is
about humanity and
how best to support
everyone in your
organization is how
you will find success.
We know from experience with pay
equity efforts that accountability
is key, and that starts with metrics.
For development equity, the key
is to benchmark the percentage
of female and underrepresented
minority leaders who are gaining
access to high-quality leadership
development opportunities. If you
don't establish a starting point, you
won't be able to set milestones,
goals and an actionable plan to
move your organization forward.
Once baseline data is established,
auditing nomination and selection
Now there's an even smaller pool
of diverse leadership talent at
exactly the time when broader,
diverse leadership pools are more
important than ever before. In
many cases, the pools of favored
leadership prospects reflect the
leadership models and skill sets
organizations prioritized prior
to 2020. Yet market needs and
expectations - and thus the
capabilities needed for effective
leadership in the future of work -
are rapidly shifting.
These " future-ready " leaders
must possess the agility needed
for business transformation, the
empathy needed to ensure the
well-being of employees both
physically and virtually, and a focus
on DEI not just as a concept, but
as a proactive strategy to ensure
an organization's foundation and
resulting structures and culture
make diversity efforts sustainable.
It's a difficult combination to find.
Which means organizations need
to shift resources from a focus
on talent acquisition to more
focus on developing internal
talent. And that brings us back to
development equity and the need
for an honest assessment of how
well an organization is prepared
to ensure that achieving equity in
L&D is not just a paper commitment
TRAINING INDUSTRY MAGAZINE - SPRING 2022 I WWW.TRAININGINDUSTRY.COM/MAGAZINE
Benchmarking:
Organizations must hold
themselves accountable by
measuring how development
opportunities are distributed
across multiple identity
categories. Only with a solid
understanding of current
practices can you move
toward truly equitable access
for all employees.
Nomination and
selection processes:
Examine subjectivity in your
own processes, solicit and
incorporate opinions from a
diverse network of individuals
and identify quantitative
components to add for more
process objectivity.
Program structure:
L&D opportunities need
real-world relevance that
participants can apply to solve
critical business challenges.
Stretch assignments can be
leveraged into upward mobility
for people not previously
under consideration for
advancement.
| 39
https://www.coqual.org/wp-content/uploads/2020/09/CoqualTheSponsorDividend_KeyFindingsCombined090720.pdf
https://www.coqual.org/wp-content/uploads/2020/09/CoqualTheSponsorDividend_KeyFindingsCombined090720.pdf
https://www.linkedin.com/pulse/office-didnt-work-most-black-employees-heres-how-we-can-fairchild/
https://www.linkedin.com/pulse/office-didnt-work-most-black-employees-heres-how-we-can-fairchild/
https://www.trainingindustry.com/magazine
Training Industry Magazine - Spring 2022
Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2022
Putting the Learner First
Table of Contents
From Change Management to Resiliency
What to Consider When Evaluating EdTech Products
Prioritizing the Employee Experience
Relentless Engagement: Creating a Path for Inclusion Across the Employee Life Cycle
Learning in the Blended Workplace: Design Ideas for a Distributed Workforce
Enable Expert Performance With Adaptive Learning
Taking the Virtual Route to Leadership Training
Culture’s Influence on Global and Remote Learning
The 5 Paradoxes of Leading in a Hybrid Workplace
3 Steps For Successful Remote Onboarding
The Future of Work Requires Development Equity
Making the Leap: Correlation to Causation
L&D’s Role in Developing Company Culture
Better Selling Starts with Better Business Acumen
Corporate Gender Responsibility: A New Paradigm for Engaging and Developing Women
The Burnout Revolution
How Sam's Club Is Training and Retaining Current and Future Leaders
Reclaiming Development
Mindset Strategies for Business Growth in 2022
Pluralsight and Go1 Partner to Address the Growing Global Tech Skills Shortage
Company News
Training Industry Magazine - Spring 2022 - Intro
Training Industry Magazine - Spring 2022 - Cover1
Training Industry Magazine - Spring 2022 - Cover2
Training Industry Magazine - Spring 2022 - CT1
Training Industry Magazine - Spring 2022 - CT2
Training Industry Magazine - Spring 2022 - Putting the Learner First
Training Industry Magazine - Spring 2022 - 4
Training Industry Magazine - Spring 2022 - 5
Training Industry Magazine - Spring 2022 - Table of Contents
Training Industry Magazine - Spring 2022 - 7
Training Industry Magazine - Spring 2022 - 8
Training Industry Magazine - Spring 2022 - From Change Management to Resiliency
Training Industry Magazine - Spring 2022 - 10
Training Industry Magazine - Spring 2022 - What to Consider When Evaluating EdTech Products
Training Industry Magazine - Spring 2022 - 12
Training Industry Magazine - Spring 2022 - Prioritizing the Employee Experience
Training Industry Magazine - Spring 2022 - 14
Training Industry Magazine - Spring 2022 - Relentless Engagement: Creating a Path for Inclusion Across the Employee Life Cycle
Training Industry Magazine - Spring 2022 - Learning in the Blended Workplace: Design Ideas for a Distributed Workforce
Training Industry Magazine - Spring 2022 - 17
Training Industry Magazine - Spring 2022 - 18
Training Industry Magazine - Spring 2022 - 19
Training Industry Magazine - Spring 2022 - 20
Training Industry Magazine - Spring 2022 - Enable Expert Performance With Adaptive Learning
Training Industry Magazine - Spring 2022 - 22
Training Industry Magazine - Spring 2022 - 23
Training Industry Magazine - Spring 2022 - Taking the Virtual Route to Leadership Training
Training Industry Magazine - Spring 2022 - 25
Training Industry Magazine - Spring 2022 - 26
Training Industry Magazine - Spring 2022 - 27
Training Industry Magazine - Spring 2022 - Culture’s Influence on Global and Remote Learning
Training Industry Magazine - Spring 2022 - 29
Training Industry Magazine - Spring 2022 - 30
Training Industry Magazine - Spring 2022 - 31
Training Industry Magazine - Spring 2022 - The 5 Paradoxes of Leading in a Hybrid Workplace
Training Industry Magazine - Spring 2022 - 33
Training Industry Magazine - Spring 2022 - 34
Training Industry Magazine - Spring 2022 - 35
Training Industry Magazine - Spring 2022 - 3 Steps For Successful Remote Onboarding
Training Industry Magazine - Spring 2022 - 37
Training Industry Magazine - Spring 2022 - The Future of Work Requires Development Equity
Training Industry Magazine - Spring 2022 - 39
Training Industry Magazine - Spring 2022 - 40
Training Industry Magazine - Spring 2022 - 41
Training Industry Magazine - Spring 2022 - Making the Leap: Correlation to Causation
Training Industry Magazine - Spring 2022 - 43
Training Industry Magazine - Spring 2022 - 44
Training Industry Magazine - Spring 2022 - 45
Training Industry Magazine - Spring 2022 - L&D’s Role in Developing Company Culture
Training Industry Magazine - Spring 2022 - 47
Training Industry Magazine - Spring 2022 - 48
Training Industry Magazine - Spring 2022 - 49
Training Industry Magazine - Spring 2022 - Better Selling Starts with Better Business Acumen
Training Industry Magazine - Spring 2022 - 51
Training Industry Magazine - Spring 2022 - 52
Training Industry Magazine - Spring 2022 - 53
Training Industry Magazine - Spring 2022 - Corporate Gender Responsibility: A New Paradigm for Engaging and Developing Women
Training Industry Magazine - Spring 2022 - 55
Training Industry Magazine - Spring 2022 - 56
Training Industry Magazine - Spring 2022 - 57
Training Industry Magazine - Spring 2022 - The Burnout Revolution
Training Industry Magazine - Spring 2022 - 59
Training Industry Magazine - Spring 2022 - How Sam's Club Is Training and Retaining Current and Future Leaders
Training Industry Magazine - Spring 2022 - 61
Training Industry Magazine - Spring 2022 - 62
Training Industry Magazine - Spring 2022 - Reclaiming Development
Training Industry Magazine - Spring 2022 - 64
Training Industry Magazine - Spring 2022 - Mindset Strategies for Business Growth in 2022
Training Industry Magazine - Spring 2022 - Pluralsight and Go1 Partner to Address the Growing Global Tech Skills Shortage
Training Industry Magazine - Spring 2022 - Cover3
Training Industry Magazine - Spring 2022 - Cover4
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