Cultural competency — knowing oneself and having a genuine curiosity to know others on a deeper level — is much bigger than what we’re doing in our organizations. It extends to our societies and communities.
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When asking learners for feedback, says General Motors’ Chris Bower, the idea is not just to focus on the content, but on your learners’ context.
Knowledge discrimination has tremendously negative impacts, says author Peter Smith — not just on individuals, but on society.
Intersectionality is key to breaking down barriers, increasing trust and fostering open, honest communication that supports all employees. This, in turn, leads to tangible business benefits.
Client organizations and suppliers must make a concerted effort that involves commitment, communication, credibility, clarity, cadence and collaboration.
Aisha Ghori Ozaki, Allstate’s manager of inclusive diversity, talks about the company’s treatment of inclusive diversity as a core value.
What if the best way to retain employees is to prepare them for their next job?
Learning the new language of the labor market means recognizing that skill gaps are unique to specific industries, regions and moments in time — and tapping new forms of data to help track and close those gaps.
It’s the key to developing a winning team.
Some responsibility for L&D has shifted from employer to worker.
Looking at talent through the lens of potential rather than simply managing performance may be more beneficial to businesses.
Learning is an investment that continues to deliver a return over time in ways that are often difficult to see on a balance sheet.
Organizations are failing their people by creating — and losing — an imaginary war for talent.
Talent development is becoming more core to business strategy.
Challenges for learning are among the greatest in the executive suite.
Digital badges can be one way to help L&D leaders meet the expectations of Gen Z.