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Brandon Hall Group, the leading independent HCM research and analyst firm, launched a study on March 7 to gain insight into how organizations are currently leveraging ChatGPT and their plans for future use. 

“ChatGPT is an exciting and somewhat mysterious new technology. Launched in November 2022, ChatGPT has taken people’s attention by storm and organizations are scrambling to understand how this new bot will be used in their organization. Other technologies are also competing in this new area of AI including LLaMA (Meta), LaMDA (Google), PaLM (Google), GLaM (Google), Megatron-Turing NLG (Microsoft and NVIDIA), Gopher (DeepMind) andBard (Decision through Holistic Inelligence).

There are unlimited possibilities for using this technology in HR. Many questions arise for HR in implementing this bold new technology. This research effort will explore how HR organizations contemplate the use of the technology and the opportunities and challenges they face now and into the future.” said Michael Rochelle, Chief Strategy Officer and Principal HCM Analyst.  

Brandon Hall Group’s research initiative seeks to uncover the following about ChatGPT:

• Familiarity, Perception, Acceptance, and Expectation
• Advantages and Challenges
• Ethical considerations
• Use cases
• Current and future requirements for HR technology

To participate in this study, go to Brandon Hall Group ChatGPT Research. Participants will receive summary results of the research six to eight weeks after the survey launch. 

“The urgency of implementing this breakthrough technology is evident for HR organizations. This is a game changer for the digitalization of HR,” said Brandon Hall Group CEO Mike Cooke. 

This quantitative research will be complemented with qualitative interviews. The data and insights will fuel the development of research reports and tools — such as self-assessment tools, models and frameworks — to help organizations improve talent retention efforts.

About Brandon Hall Group:

Brandon Hall Group is the only professional development company that offers data, research, insights and certification to Learning and Talent executives and organizations. The best minds in Human Capital Management (HCM) choose Brandon Hall Group to help them create future-proof employee development plans for the new era. 

For over 28 years, we have empowered, recognized and certified excellence in organizations around the world influencing the development of over 10 million employees and executives. Our HCM Excellence Awards program was the first to recognize organizations for learning and talent and is the gold standard, known as the “Academy Awards of Human Capital Management.”

Our cloud-based platform delivers evidence-based insights in the areas of Learning and Development, Talent Management, Leadership Development, Diversity and Inclusion, Talent Acquisition and HR for corporate organizations and HCM solution providers.

To learn more, visit www.brandonhall.com.

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What makes Quorbit an especially shrewd acquisition is that their solution is tailor-made for today’s VUCA (Volatile, Uncertain, Complex, Ambiguous) world of work. For the last few years, organizations have been reeling from external forces that have shortened the scope of their planning. Quorbit extends the reach of workforce planning deeper into the future, by creating data-based workforce plans that remain agile enough to accommodate a chaotic world.

The importance of creating evidence-based long-term workforce plans right now is at an all-time high. Many organizations simply do not have the capabilities needed for scenario planning, which recent Brandon Hall Group research shows. The Predicting the Future Needs of the Workforce Through Advanced Analytics studyshowed that 64% of organizations only use HR data for observing and reporting, not creating future plans or modeling “what if” scenarios. To make valid predictions, more organizations will need to invest in the people and technology that allow for scenario modeling and trend analyses that are required in these volatile times.

Another differentiator for Quorbit is their expertise in working with frontline or hourly workers. This expertise allows organizations to give frontline or essential workers the same employee experience as their non-frontline colleagues, while still providing the necessary services that we all rely on.

Brandon Hall Group will be attending UKG’s Aspire conference next week and will have more details regarding this acquisition and other future activities from UKG – a constant leader in the world of HCM innovation.  

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First, let’s start with what we mean by “organizational culture”. A lot of times the term organizational culture is used to talk about the broad sense of how an organization gets things done. Organizations can be high-energy, traditional (“stuck in their ways”), extremely laid back, etc. In fact, Brandon Hall Group has identified 4 common overarching organizational cultural types, and while it is not an all-encompassing list it may be helpful to determine which of these archetypes your organization falls under (if any):

• Collaborative culture: Open and friendly place to work where people share a lot of themselves. Leaders are incentivized to be mentors or support roles. Group loyalty and sense of tradition are strong. The organization places a premium on teamwork, participation and consensus.
• Creating culture: A dynamic, entrepreneurial and creative place to work. Innovation and risk-taking are embraced by employees and leaders. A commitment to experimentation and thinking differently are incented within the organization. Leaders strive to be on the cutting edge. Individual initiative and freedom are encouraged.
• Controlling culture: A highly-structured and formal place to work. Rules and procedures govern behavior. Maintaining a smooth-running organization is incented. Stability, performance and efficient operations are the long-term goals. Success is based on dependable delivery, smooth scheduling, and low cost. Management supports security and predictability.
• Competing culture: A results-driven organization focused on job completion. People are competitive and goal-oriented. Leaders are demanding, hard-driving, and productive. The emphasis on winning is incented in the organization. Success means market share and penetration. Competitive pricing and market leadership are important.

Now it should be noted that this is just the broad type of culture your organization may have. The true differentiator for your organization is in identifying what makes your organization a desirable place for people to work – why they want to be hired and why they stay. In this way, culture ties directly to the employer value proposition (EVP), although this is not the entire definition of culture.

Your unique culture is the values, norms, language, and sense of history that creates bonds between co-workers and can foster innovation, a sense of belonging, and a connection to the larger community. Of course, the flip side of that coin exists also – some cultures are not aligned with the customer or employee base, are incompatible with the organization’s stated goals, or are even toxic to the people working. 
It is important to start any workplace culture transformation project by measuring your current culture, and then determining what your ideal future state would look like. Cultural change requires defining what culture is at your organization, understanding the metrics and data, and how the organization plans to make meaningful changes that better the employee experience. That is why the first step is to understand what makes up your workplace culture so you can be more intentional with it. 

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isolved recently released its On-Demand Pay option, a tool that addresses this previously overlooked part of total well-being. On-Demand Pay does as its name implies, giving employees access to their pay immediately but without the cumbersome pay cards or digital wallets that often go along with these types of solutions.

Instead, employees can access their pay to avoid overdraft fees, late fees or any of the common stressors associated with timed payments. Brandon Hall Group research shows that a significant stressor in remote work is managing work/life balance. Finances are the biggest part of that stress package. Research also shows that employees with increased financial stress are nearly four times as likely to be distracted at work. 

On the flip side, having a strong well-being package, with direct tools that your employees can use to reduce stress (as opposed to third-party resources), is shown to tie to improvements in employee engagement (81% of organizations reporting that correlation), retention rate (67%), and burnout rate (48%). 

A lot of recent media attention has been focused on lower engagement rates among all employees, and that is at least somewhat reflective of increased amounts of financial stress brought on by higher costs of living. “Companies, particularly ones in the quick-service restaurant, transportation, healthcare and other frontline operations, have been hit particularly hard by the financial snowball their employees are experiencing – first from the pandemic, then from inflation and now rising interest rates,” said James Norwood, EVP and Chief Strategy Officer at isolved. 

Making the right tools available to employees gives them not just a sense of control, but actual, real control over their day-to-day finances. That sense of agency can go a long way toward creating a more equitable, less-stressful work life, something everyone could use right now. 

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Organizations are increasingly trying to provide contextualized experiences to their employees, especially when it comes to learning. To drive adoption and engagement, L&D teams want to create more personalized learning experiences, but they are often challenged by scale. It can be difficult to avoid a “one-size-fits-all” feel in a large, complex or extended enterprise. 

This is why Meridian Knowledge Solutions has built its LMS as a multi-tenancy platform. Multi-tenancy is an approach to software that allows there to be several, seemingly different instances of the application that all originate from the original, central platform. 

There are many reasons this approach is so appealing for learning technology. If an organization wants their sales team to have a different look and feel to their learning environment than the support center, in the past they may have purchased two separate systems. This is expensive and presents a lot of duplicative effort for both IT and the L&D team. With multi-tenancy, each group can have the portal they want, driven by the central LMS.

As organizations get larger and more complex, multi-tenancy becomes even more important. Different business units, geographies, and brands almost always need to have unique user experiences for their teams. Managing multiple platforms in a large organization can be chaotic. If the organization’s learning needs extend beyond internal employees to external audiences like partners, resellers, customers, or franchisees, those unique experiences become critical. Each of these audiences has needs that are vastly different from both employee audiences and each other. Meridian also works with several government-related entities leveraging multi-tenancy to create different learning portals for complex agencies at the local, state and federal levels.

In any learning environment, the biggest challenge organizations face is reporting and analytics. In Brandon Hall Group’s research, it is the number one feature companies say they are looking for in new learning technology. It is also seen as the number one challenge with extended enterprise learning. This is because as organizations get more complex and deploy more disparate technology platforms, it becomes nearly impossible to consolidate and analyze all the data. In a multi-tenancy environment, the data is all flowing into one place and is far easier to manage.If your organization is looking to create, deliver and manage multiple learning environments, it is important to consider a provider like Meridian that has experience delivering multi-tenancy at a variety of scales and industries. 

– David Wentworth, Principal Analyst, Brandon Hall Group

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One of the biggest challenges facing Learning and Development teams today is an inability to properly measure learning’s impact on the business. Brandon Hall Group research has found that the number one reason why companies look to either switch learning technology or learning technology providers is to get better data and analytics capabilities. Additionally, data analysis is the number one skill L&D teams say they need to be successful in the future.

Proper measurement is critical. L&D teams that cannot move beyond simple completion rates and smile sheets are doomed to continue operating in the dark. A look at the top three challenges facing learning’s effectiveness (according to Brandon Hall Group’s State of Learning Practices study) reflects this problem:

1. Not enough time
2. Inability to measure learning’s impact on business performance
3. Inability to measure learning’s impact on individual performance

That same study found that the number two L&D priority for achieving business goals is improving learning analytics. It all adds up to a critical situation where organizations recognize how important good analysis is, yet struggle to do it.

Brandon Hall Group Smartchoice® Platinum Preferred Provider ELB Learning has a host of different learning technology products, all of which feature measurement and analytics as key elements of what they do. For a specific example, ELB learning touts the Lectora authoring tool. Some organizations may not think of an authoring tool when they think of analytics, but that is a huge part of the overall problem. Measurement and analytics are seen as an endpoint for the process of learning, something to be considered once everything has been built and delivered. This is why so many companies default to holding up completion rates as proof of success.

Using a tool like Lectora allows L&D teams to build the kind of trackable metrics that demonstrate progress right into the content. This is achieved via the xAPI data format. Instead of only tracking launches, completions and test scores, xAPI allows for the collection of any kind of learning experience, whether it occurs online or offline. Without xAPI, it is next to impossible to track what is occurring within any given learning interaction. This kind of data provides invaluable insight into what is working and what isn’t when it comes to learning. It means programs can be tweaked or changed as needed, rather than starting over from scratch.

Additionally, the “noun, verb, object” xAPI statements mean tracking can take place wherever learning does, not just within an LMS, this means Lectora content is fully trackable regardless of how learners access it. Having multiple data points around how learners interact with content gives deeper insight when analyzed along with other data such as sales, performance management and more. The xAPI standard has been around for a while, but organizations are still just beginning to discover its potential. Lectora makes it simple to publish in xAPI and begin the journey to a more mature learning measurement approach.

– David Wentworth, Principal Analyst, Brandon Hall Group

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Boca Raton, FL — Sep 14, 2022

Brandon Hall Group, the leading independent HCM research and analyst firm, is launching a study on September 20 to understand how and why employers are currently using the performance review, and what the best practices are for the future of the performance review.

This research will look at the performance review process at high-performing organizations and what is driving them to change their processes, and what those changes will look like.

Brandon Hall Group’s research initiative, The Current and Future State of the Performance Review focuses on how:

• Whether organizations primarily use performance reviews as measurements of past performance or indicators of future potential
• What challenges organizations are facing in developing impactful performance reviews
• How organizations are using technology to create better performance review experiences

To participate in this study, click here. Participants will receive summary results of the survey six to eight weeks after the survey launch and will get immediate download access to Brandon Hall Group’s strategy brief, Six Ways to Make Performance Management More Relevant.

This quantitative research will be complemented with qualitative interviews to create an understanding of the methods and techniques high-performing organizations are using to receive maximum value from the performance review process. The data and insights will lead to the development of research reports and tools — such as self-assessment tools, models, and frameworks — to help organizations improve the way they design and deliver performance reviews.

“Organizations are taking a new look at their performance review processes,” said Cliff Stevenson, Principal Analyst at Brandon Hall Group, “Organizations want to be able to make the best people decisions they can.  The focus of this research is to understand what organizations are doing now, and how they are changing their process moving forward.”

About Brandon Hall Group:

Brandon Hall Group is the only professional development company that offers data, research, insights, and certification to HR, Learning, and Talent executives and organizations. The best minds in Human Capital Management (HCM) choose Brandon Hall Group to help them create future-proof employee development plans for the new era. 

For over 28 years, we have empowered, recognized, and certified excellence in organizations around the world influencing the development of over 10 million employees and executives. Our HCM Excellence Awards was the first to recognize organizations for learning and talent and is the gold standard, known as the “Academy Awards of Human Capital Management.”

Our cloud-based platform delivers evidence-based insights in the areas of Learning and Development, Talent Management, Leadership Development, Diversity and Inclusion, Talent Acquisition, and HR for corporate organizations and HCM solution providers.

To learn more, visit www.brandonhall.com.

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While organizations invest a lot of resources into their brand, brand awareness and standards often aren’t as big a priority for the organization at large outside of sales and marketing. The development and dissemination of the right brand are critical to the success of the business, but few groups or teams are specifically focused on doing so — and that’s a problem. The entire organization should be involved in promoting the brand and building trust.  According to research from Accenture, lack of trust costs global brands $2.5 trillion per year — $756 billion is lost by companies in the U.S. alone. 

Brandon Hall Group Smartchoice® Gold Preferred Provider Absorb sees the LMS as a unique opportunity to help establish and sustain clear brand standards, both inside and outside the organization. An LMS that is built for both internal employees, as well as the extended enterprise (customers, resellers, franchisees, etc.), helps drive consistency. 

For employees, the LMS environment itself should exhibit the brand while at the same time providing consistent, standardized training on brand and messaging. Using the LMS as a single source of truth for branding keeps the message from getting disjointed or diluted coming from multiple sources. The training can ensure a clear understanding of the brand across all employees and provide training on how to position the brand in the market. It can also help train employees to be brand ambassadors.

For the extended enterprise, an LMS plays an even more important role in brand consistency and awareness since the audiences are not employees. For partner and reseller audiences, training via the LMS helps grow brand equity and loyalty.  Using the LMS to train partners, resellers and especially customers provides an opportunity to build brand awareness and loyalty via a consistently high-quality, on-brand experience. This kind of training augments the capabilities of the organization’s corporate communication efforts, amplifying the brand. The LMS is also an effective way to quickly disseminate any updates to the branding or messaging to a wide variety of audiences simultaneously.

One area where brand consistency is critical is among franchisees. Absorb works with many organizations operating in this model, and they leverage the LMS to ensure each location is living up to the customers’ expectations of the brand, regardless of who owns it. You can see just how Absorb gets it done with their client A&W Canada in this case study.

Absorb’s clients leverage the platform’s ability to provide customized experiences for each audience to ensure that employees, customers, and partners are all getting the branded experience that is right for them. Absorb LMS equips administrators with the tools to customize lessons to a team’s needs, including documents, videos, live webinars, and more. These delivery formats can help learners digest elements of the organization’s brand, internally for employees and externally for partners, franchises, members, etc. And the Absorb LMS helps administrators understand if those trainings are effective. Advanced tracking tools, customizable dashboards, integrations, and analytics will help you measure your ROI and monitor trainee progress. 

Ultimately, a strong brand is dependent on consistency. Building that brand consistency into the LMS experience ensures that the organization can have tight control over what that brand is and how it is leveraged.

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As employers adjust to the ever-evolving future of work, learning is more critical to business success than ever before. But the return on an organization’s investment in learning can’t be optimized unless learning professionals become more strategic and more closely aligned with business leaders.

We will explore this important topic during a Sept. 20 webinar featuring top leaders from CommLab India, ranked among the world’s leading eLearning development companies.

Learning professionals must shed their reliance on formal learning and become strategists who leverage a wide range of options to arm the emerging workforce with the competencies needed to help the business and grow their careers.

The learning strategist of tomorrow must be proficient in strategy, leadership, interpersonal relationships and technical skills while excelling in organizational competencies ranging from performance consulting to talent structure modeling, neuroscience application and technology leadership, just to name a few. Here is the full set of professional and competencies from Brandon Hall Group’s Certified Learning Strategist program.

In the webinar, RK Prasad, CEO and co-founder of CommLab India, and the company’s chief learning architect, Howard B. Lewis, will provide solutions to the age-old quandary: how does L&D truly become a strategic business partner? You will leave with:

• Competencies that learning professionals must embrace to provide strategic solutions to critical business problems

• Examples of the results that are possible through strategic learning-business partnerships
• Strategic scenarios that attendees can respond to

Learning professionals at all career stages — from entry-level instructional designers to senior leaders — must have a deep understanding of the organizations they serve and develop skills to be true partners with the business. 

Please join us Tuesday, Sept. 20 at 11 am ET. If you aren’t sure you can make it, register anyway and we will provide a recording and the webinar slides to use when it suits you. 

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