Training Industry Magazine - Spring 2022 - 40

but a blueprint for progress and a
catalyst for organizational change.
L&D Professionals Driving
Sustainable Success
The drivers of that change will be the
human resources and L&D professionals
who are responsible for an organization's
greatest resource in the future of work:
its people. As I continue to see more
members of the C-suite invest in L&D
opportunities to meet the demands
of the future of work, I'm also seeing a
greater recognition of the importance of
providing those same opportunities to
more people within an organization.
We've entered an era of transition -
from remote work environments where
professional and personal boundaries
blurred to hybrid environments where
employees and leaders must learn to
navigate the new challenges related
to working in a distributed office. From
hierarchical leadership towers to flatter
leadership strata, where the responsibility
for organizational leadership is shared.
From employer-defined culture and
brand priorities to employee-led calls
for authenticity, transparency and better
representation of real-world diversity.
Shifting legacy mentalities in an
organization is challenging. The hardest
part for you as an L&D professional
will be to take a step back and apply
an objective eye to the processes -
informal or formal - that are in place in
your organization. Harder still may be
the realization that you need an outside
observer to provide insights into areas
where unrecognized biases exist.
The good news is that this heightened
awareness and subsequent reflection
and reaction will lead us to greater, more
meaningful diversity through a new
" Learning Economy. " The future of work
in this new economy will be defined by
companies who are able to leverage
technology to deliver development
training - without compromising quality
- in ways that are more impactful and
equitable than ever before.
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.
In other good news, this heightened
awareness is also leading to an increased
appreciation for some of the leadership
capabilities needed to position
organizations at the forefront of the future
of work. There's been a noteworthy rise
in the number of HR professionals on
corporate boards of directors. Not
only does this bolster the shift toward
a human-centric approach to business,
but it increases the opportunities for HR
and L&D professionals to garner support
for initiatives that may have struggled to
progress in the past.
Naturally, L&D professionals are wellversed
in the vagaries of progress. You
know that the future of work is not a
point in time; it's always waiting around
the corner from the next big shift in
workplace paradigms or approaches.
Recognizing that this current shift is
about humanity and how best to support
everyone in your organization is how you
will find success. development equity is
critical to that support, but it is also part of
a larger conversation and examination of
what is at the heart of your organization's
view of its employees.
To shift focus and fear away from The Great
Resignation and toward the promise of
a great revival, it's important to develop
a strategic and equitable approach to
preparing a future-ready team of leaders
across all levels of your organization.
Not only does it demonstrate respect
for your employees' goals, it allows
you to find and strengthen the parallels
with your organization's goals. That, in
turn, inspires everyone to not only be
productive, contributing members of
your team, but to confidently embrace
the challenges and opportunities of the
future of work as you move through
them together.
Stephen Bailey is the co-founder and CEO
of ExecOnline, an enterprise platform
company that partners with top business
schools to deliver online leadership
development programs that connect
all leaders to their future potential.
Email Stephen.
Key Takeaways
Development equity is equitable
access for underrepresented groups
to
career-enhancing development
opportunities. Intentions aside, many
organizations lack formalized and/
or objective L&D processes for highperforming
individuals.
The events of the past two years
have culminated in increased
demonstrations of employee influence.
Some, like The Great Resignation, have
greatly increased competition for
talent. All have highlighted the need to
prioritize investing in employees and
demonstrating a strategic path for
career advancement.
We're entering a new learning
economy defined by companies
providing
high-quality,
high-impact
L&D experiences like never before. HR
and L&D professionals are uniquely
positioned to be key drivers in the
growth and sustainable success of
their organizations in the future of work.
| 40
https://fortune.com/2021/10/08/who-should-be-on-a-board-of-directors-hr-professional/?utm_source=email&utm_medium=newsletter&utm_campaign=the-modern-board&utm_content=2021112321pm&tpcc=nlmodernboard https://fortune.com/2021/10/08/who-should-be-on-a-board-of-directors-hr-professional/?utm_source=email&utm_medium=newsletter&utm_campaign=the-modern-board&utm_content=2021112321pm&tpcc=nlmodernboard

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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