Organizations recognize the importance of cultivating a diverse, equitable and inclusive culture where all employees feel a sense of belonging. Research shows that diverse, equitable and inclusive workforces perform better. However, many groups continue to face barriers and discrimination in employment. Many organizations have made substantial progress, but there is still plenty of room for improvement. Companies have implemented DE&I programs and policies, but achieving the desired outcomes of these efforts remains a challenge. In short, a significant opportunity exists to continue driving forward in this area.

COMPLEXITIES

Given the continued scarcity of candidates, it remains challenging to recruit and retain diverse talent, especially at leadership levels. Unconscious biases still come into play during hiring, promotion and day-to-day interactions. Ongoing development opportunities and cultural awareness are needed to mitigate the possible effects of these biases. At times, the lack of representation and inclusion can make underrepresented groups feel isolated or unsupported. While Employee Resource Groups may help, culture change is critical. Pay and opportunity gaps persist despite efforts to close gaps, requiring robust auditing and accountability. Organizations must focus on connecting DE&I efforts to business results by making the case clear and compelling. This is the surefire way to gain top leadership commitment and investment.

CONSEQUENCES

Organizations must make diversity, equity, inclusion and belonging core strategic priorities. This requires commitment from leadership, dedicated resources, and accountability. Organizations that fail to act risk falling behind and failing to attract and retain top talent, especially among younger generations who expect DEI&B commitments. The risk of DEI&B falling off the priority list is dire and organizations simply cannot afford for that to happen.

Even if the attention is being shifted to other areas, efforts to ensure that DEI&B remains a lens through which the company looks must remain in the forefront. Doing so will act as a strategic lever. The work in this area works as a strategic lever since these issues will continue to emerge from within other areas that are on the company’s radar. For example, ensuring that talent development opportunities reach employees in underrepresented, underserved populations. Focusing on DEI&B as a business imperative should persist not only for ethical reasons but also for increasing competitiveness. This can be accomplished through fostering innovation and reflecting market diversity.

BRANDON HALL GROUP POV

Foster an inclusive workplace by making it a business imperative that top leaders can own, and therefore, drive accountability. Communicate regularly on diversity representation and program participation to show commitment and increase accountability. Connect DE&I to business goals and articulate the business case and competitive advantage of a diverse, equitable and inclusive culture.

Empower leaders to make a positive impact on inclusion efforts. Develop leaders to be inclusive, but ensure that leaders at all levels, across the enterprise are part of the training on inclusive leadership. Set diversity goals for leadership roles and develop diverse succession pipelines. Review hiring practices to ensure a diverse slate of candidates is being considered. Require diverse interview panel members and enforce a more objective and standardized interviewing process to reduce unconscious bias and increase the likelihood of more valid hiring decisions. Set an expectation that leaders participate in training on unconscious bias, microaggressions, and cross-cultural communication on an ongoing basis. Build relationships and collaborate with organizations supporting underrepresented groups. Celebrate multicultural differences and promote inclusive behaviors daily.

Measure, measure, measure. Hardwire the collection of data that will inform leaders as to whether progress is being made. Identify outcome metrics that indicate inclusivity, in particular, compensation and benefits equity, and use them as performance metrics tied to the business objectives. Make it a goal to close gender and racial wage gaps. Share diversity metrics and monitor progress as you start to see the needle move.

Embed inclusive leadership principles in business practices such as onboarding and annual business objectives/plans. Encourage leaders to foster inclusion on their teams through communication, recognition, and professional development. Create programs to support the advancement of underrepresented groups through mentoring relationships and sponsorship by leaders. Highlight and reward individuals who demonstrate exceptional skill in promoting diversity, equity and inclusion.

Consider what approach would be most effective given your organizational culture. Research shows that diverse and inclusive workforces perform better. However, many groups continue to face barriers and discrimination in employment. A significant opportunity exists to continue driving forward in this area. Leverage your Diversity Council as an oversight and strategic group determining direction and guidance. Also leverage your Employee Resource Groups as the people who will take the priorities and bring them to life; put them into action. To encourage buy-in and garner the support of the workforce for inclusion efforts, allocate the resources needed to fund and empower these groups.

– Marie Barnes, Principal Analyst, Brandon Hall Group

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The diversity, equity and inclusion movement started as a reaction to injustice. But it really is a business imperative whose ultimate success depends on embedding the values of DE&I holistically across organizations, so everyone accepts differences between people as a strength that drives innovation, collaboration and evolution.

Research by Brandon Hall Group and other organizations shows that DE&I drives better business results. For example:

• Companies with a diversity focus are 2.6 times more successful at retaining their workforce.
• Inclusive teams prove to be 35% more productive.

But the fact is that most employers can’t prove that all the DE&I training and other initiatives they have launched over the past three years are having a positive impact on their organizations. Measurement of DE&I initiatives in general, including assessing the impact DE&I training has on culture change and the business, is not a core competency for most employers.

A 2023 study by Brandon Hall Group, Improving the Business Impact of DE&I: Creating a Culture for Success, shows that:

• 35% of organizations do not measure the impact of DE&I training at all.
• Only 20% said they were good or excellent at measuring DE&I training effectiveness.
• 56% said measuring the impact of DE&I training is their highest priority for improvement.

EI Powered by MPS, a Brandon Hall Group Smartchoice® Preferred Provider, stresses the assessment of learning impact in all training programs, including DE&I.

DE&I training goes beyond equipping a workplace with an array of employees from diverse demographics. It aims to foster an environment of:

• Inclusive communication
• Cultural sensitivity
• Diverse problem-solving
• And unconscious inclusion rather than unconscious bias

This training crucially enables organizations to build a workplace culture free from discrimination, encouraging diversity, equitable treatment, inclusive decision-making and educational efforts to foster understanding.

However, DE&I training must be strategically designed to ensure effectiveness. It must:

• Address the needs and challenges unique to the organization
• Encourage practical applications of DE&I principles
• Incorporate engaging learning formats, emotional intelligence, and humanization to motivate learners and promote active participation

Let’s dig into the methods organizations can employ to create compelling DE&I training and measure its impact on the organization and the business.

6 Ways to Make DE&I Training Effective

DE&I training plays a pivotal role in building an inclusive environment in the workplace. However, organizations must strategically design DE&I training to guarantee effectiveness. The principles and values of DE&I must be embedded across the enterprise. Parameters that can help organizations improve the effectiveness of their DE&I training include:

• Understanding an organization’s culture. Organizations can support the integration of DE&I principles into policies, processes, recruitment, performance evaluations and decision-making. Training content should address the needs and challenges unique to the organization because understanding an organization’s culture creates transformation. Organizations should also encourage employees to apply the concepts they have learned in their everyday work.
• Utilizing practical approaches for inclusion. Organizations should use practical approaches for inclusion, such as combining in-person workshops, online modules, videos, podcasts and webinars, to ensure accessibility and engagement across the diverse workforce.
• Tying learning to the business. Leadership support is vital not only to support the training but also to lead by example. Getting senior leadership to demonstrate their commitment to DE&I can send a powerful message and encourage employees to take DE&I seriously.
• Using engaging learning formats. Interactive videos, simulations, gamification, microlearning, case studies, group discussions, role-playing and experiential exercises are better options than presentations and courses to engage participants and encourage active learning.
• Embracing emotional intelligence in design learning. This is especially useful in today’s high-stress work environment. Focusing on empathy, emotions, and self-awareness not only helps connect meaningfully with the learners but also creates a healthier, happier and more productive workplace.
• Humanizing the learning. When employees are provided with a safe space for open dialogue, questions and discussions, they can better share their perspectives and experiences without fear of judgment or reprisal. Therefore, for DE&I training, the focus should be to create an atmosphere that makes everyone comfortable.

Measuring the Impact of Your DE&I Training

After you build training programs designed to be effective, you must assess whether you have attained your goals. While many organizations still struggle with measuring impact, Brandon Hall Group research shows that high-performing organizations leverage these processes and get strong results:

• Learner feedback. Organizations must regularly seek learner feedback and employ insights to fill in any gaps and inform future training initiatives. This ensures continuous improvement in addressing the needs of learners. There are certain types of feedback that organizations can seek from their learners. These include:
  • Pre- and post-learning surveys. Pre- and post-learning surveys help assess the impact of the training and measure the changes in knowledge, attitudes and behaviors. The comparison of responses from the pre- and post-learning surveys allows organizations to evaluate the effectiveness of the training program and identify areas of improvement.
  • Individual interviews. These help gain personalized and detailed insights from the participants.
  • Focus groups. Focus groups foster group dynamics and can stimulate conversation, encourage participants to build upon each other’s ideas and uncover a range of perspectives and experiences which lead to more nuanced and holistic feedback.
  • Cultural assessments. These assessments help you understand cultural norms and values, facilitate dialogue and collaboration and enhance cultural competence, which helps inform decision-making and track progress.
• Cumulative Results. The compilation of the data from the various forms of feedback can provide insights into the learners’ perceptions such as whether:
  • They have the same access to development and career opportunities
  • More training is required
  • Training is effective in resolving any discrimination in the organization.
• Data Analysis: Analyze the data collected to determine if learners can develop the expected knowledge and if they feel more comfortable approaching workplace diversity after the training. This takes time. However, because DE&I is all about transformation of cultural and individual growth in an organization, it is essential to create an evaluation process that can measure the efficacy of the learning.

Measuring the impact of an organization’s DE&I initiatives will provide strategic insights for short- and long-term outcomes. Collecting and analyzing feedback helps organizations identify the strengths and weaknesses in their DEI training programs and make necessary adjustments.

By taking the time to measure diversity training effectiveness, organizations can enable a continuous improvement cycle that ensures that training initiatives evolve and remain relevant over time. The best results come from continually making improvements — from the leadership down.

Key Takeaways: A Continuous, Systematic Approach

• The workforce — already more diverse than ever before — will become even more diverse in the years ahead. A systematic and continuous approach to DE&I can translate into positive change, creating a workplace culture where employees from different backgrounds, cultures, and personalities can establish a strong sense of belonging.
• DE&I training is the foundation for embedding the concepts, principles and values of diversity, equity and inclusion across the enterprise. By adopting a policy-driven and leadership-backed DE&I training strategy, organizations can build a more engaged, productive and harmonious workforce.
• To ensure that DE&I training meets its objectives, organizations must evaluate its effectiveness through continuous feedback, analysis, and improvements.
• With DE&I training and its accurate measurement, organizations can harness the unique strengths and perspectives of their diverse workforce, translating it into a significant competitive edge.

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Almost three years after diversity, equity, and inclusion (DE&I) exploded into the corporate consciousness, it remains more of a goal or intention than a reality. After the death of George Floyd in 2020, employers were quick to start DE&I awareness programs, launch diversity councils, require unconscious bias training, and create other “programs.” 

But most organizations have failed to embed the principles and values of diversity, equity, and inclusion so they become part of the corporate culture. Brandon Hall Group research shows that 45% of organizations had a fully developed DE&I strategic plan in 2022, with another 31% developing one. 

Inclusive leadership emerged as a critical capability to help organizations adapt to diverse customers, markets, ideas and talent. Brandon Hall Group’s study, How Do You Develop Inclusive Leaders?, revealed that at least 80% of organizations launched some sort of inclusive leadership training at all leadership levels (frontline through C-Suite), though the results so far are mixed. 

Complexities

Training leaders on inclusive leadership is necessary, but it is only the first step in the journey. There are many inclusive leadership behaviors. Some are easy to understand, but demonstrating them consistently is not easy and takes time and commitment from the leader. For many people, becoming more inclusive is a new concept and may not come naturally. Real change is elusive and difficult to measure. Organizations must be able to see a demonstration of inclusive leadership to determine whether they are making progress in building a culture of inclusion. 

Consequences

Becoming a more inclusive leader is potentially one of the biggest challenges of a person’s career. It takes commitment from the individual, but the organization must set an example and expectation through its commitment to DE&I. 

It is difficult to be enthusiastic about the rise of inclusive leadership when, in 57% of organizations, less than one-fifth of high-level leaders are from diverse and traditionally under-represented groups. In addition, when measuring the inclusion of under-represented groups, most organizations focus on measuring demographic diversity rather than equity in engagement scores, performance ratings, recognition, participation in cross-functional team projects, or participation in various forms of training. 

Employers that want more inclusive leaders must place more emphasis on embedding the principles of DE&I and inclusive leadership across the enterprise in a variety of ways. This is a work in progress for most organizations. 

Critical Questions

Organizations that want to develop more inclusive leaders as a strategy toward becoming more diverse, equitable, and inclusive must consider several questions. They include: 

• What are our greatest barriers to having a more inclusive culture? 
• Do our leaders consistently demonstrate the values of our organization? 
• Do we have leaders with the interest and ability to truly tap into the talents and motivations of their teams to collaborate, empower and inspire rather than wield their authority? 
• Do we have leaders who consistently demonstrate their commitment to diversity, equity, and inclusion and will challenge the status quo when necessary? 
• Do we have leaders who actively seek to understand those around them — including people from different cultures and backgrounds — and listen, empathize, and adapt to their points of view? 
• Are there particular strategies or behaviors that are in the most serious need of attention? 

Driving Inclusion: 3 Key Behaviors of Inclusive Leadership

Demonstrated Commitment

You will know a leader is committed to driving an environment of inclusion when they have the courage and confidence to speak up when they see exclusion and are willing to challenge the status quo.

In addition, leaders committed to inclusion are willing to hold their direct reports accountable for learning about DE&I and being inclusive with their own teams. Inclusive leaders will also get involved — and encourage the involvement of others — in activities such as ERGs, diversity council, and community outreach efforts and just simply illustrate their willingness to embrace and engage everyone for who they are and the talents and experiences they bring.

How can you measure this? First of all, just observe. But you can also do 360s and ask for anonymous feedback from people the leader works with about changes they have seen. The best thing about demonstrated commitment is that it tends to be contagious. When leaders show their resolve, it gives others permission or incentive to do the same.

Demonstrated Bias Awareness

It’s one thing to advocate for inclusion. But when leaders challenge their own biases and encourage others to be aware of preconceptions, that brings inclusive leadership to a higher level.

It is important for us to consistently evaluate our preconceptions, be transparent about them and ask questions and explore issues that might influence those biases or preconceptions. When a leader says, “I think I may not have a full understanding, can you help me? or “I think I may have a blind spot here; what am I missing?” It sets an example for others to be curious and educate themselves. This can go a long way toward building a culture of inclusion and openness.

Demonstrated Empathy

This is an extension of the demonstration of bias awareness, but important to point out on its own. Employees aren’t looking for their leaders to listen and understand their experience as an intellectual or check-the-box exercise. They want leaders who can really understand others and give them a sense of feeling heard and belonging. When leaders show humility and empathy, it makes them more approachable and builds trust.

Demonstrating commitment to inclusion and being transparent about biases are both important, but demonstrating empathy, humility, and understanding fosters an inclusive culture that makes organizations stronger.

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Brandon Hall Group, the leading independent HCM research and analyst firm, is launching a study on March 28 to understand whether employers are poised to make substantive progress in their approach to diversity, equity and inclusion (DE&I).

“Realizing business impact from DE&I is difficult unless employers build a culture in which all employees feel valued and included and have equal opportunity to do meaningful work, learn, grow and thrive in the organization. This requires a strategic, organization-wide approach,” said Rachel Cooke, Chief Operating Officer of Brandon Hall Group.

To participate in this study, go to https://www.research.net/r/TSLDJYT.

Respondents will receive summary results of the research six to eight weeks after the survey launches and will get immediate download access to the Brandon Hall Group report, High-Performance Diversity, Equity and Inclusion: A Framework for Success.

“While interest has been high in improving DE&I, many organizations take a programmatic approach rather than a strategic, comprehensive one that gradually improves the culture over time and drives business impact,” said Claude Werder, Senior VP and Principal HCM Analyst at Brandon Hall Group. “This research asks respondents to indicate the specific strategies they are using and the competencies present in their organization that can drive DE&I success. This will enable us to understand what is working, what’s not and provide strategies for improvement.”

The quantitative research will be complemented by 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 make the business case for new approaches to creating a culture of diversity, equity and inclusion.

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 30 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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Boca Raton, FL — Sept. 9, 2022

Brandon Hall Group, the leading independent HCM research and analyst firm, is launching its annual HCM Outlook study on Sept. 13 to understand the priorities of organizations in the coming year and how hybrid work, economic uncertainty, the “Great Resignation” and other disruptors will impact goals and objectives.

The study focuses on investment (in time and money) in Learning and Development, Talent Management, Leadership Development, Talent Acquisition, Human Resources, Diversity, Equity and Inclusion (DE&I), Future of Work/Digital Transformation and Metaverses.
The research will also identify trends regarding how:

• The evolution of the hybrid workplace is impacting the approach to human capital management strategies and priorities
• The ongoing talent retention crisis is shaping trends in hiring and developing talent
• Organizations plan to address the impact of inflation and other economic variables and the possibility of a recession in 2023

To participate in this study, go to https://www.research.net/r/F6THZT3. Participants will receive summary results of the research six to eight weeks after the survey launch and will get immediate download access to the Brandon Hall Group research summary eBook, Learning and the Future of Work.

“We believe HR and business leaders are at a critical crossroads,” said Brandon Hall Group CEO Mike Cooke. “They are adapting to an emerging workforce, an evolving hybrid work environment, social, political and economic volatility and more critical technology choices than ever before. It’s not overly dramatic to say that the strategies deployed in 2023 could impact critical business outcomes for the rest of the decade.”

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 their use of technology to drive talent outcomes.

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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Being an ally is not an identity, but rather an action or series of actions taken by someone who is not a member of an underrepresented group to actively promote a culture of inclusion. Allies leverage their credibility to create a workplace where everyone can thrive. They can greatly accelerate creation of a DE&I culture.

This is important because while DE&I is a business imperative for most employers, according to Brandon Hall Group research, many organizations struggle to embed the principles across the enterprise.

In the emerging hybrid work environment, establishing widespread allyship becomes more complex. Technology is a critical enabler. 

On Sept. 13, NovoEd and Brandon Hall Group offer a webinar that explores how HR and learning organizations can use allyship and collaborative learning technology to align employees around complex goals. The session will demonstrate how to build networks of allyship to develop people into the types of employees who can embody and enact a company’s vision and culture.

Allies make a difference by encouraging, by noticing barriers and by actively sponsoring people to progress in their careers. It requires someone who has power, privilege or a voice to speak up, support and make changes for those who haven’t gotten there yet.  Allyship requires standing up and changing the way things work. Those who practice allyship realize that lifting others is rewarding.

This webinar focuses on inclusive leadership and allyship programs as deployed at Visa, General Mills and Walgreens. These programs are examples of how to develop and deploy complex learning initiatives that change the effectiveness of people and transform cultures by creating internal alignment at scale.

Dr. Kristin Lee, Virtual Learning Manager at NextUp, Amberly Santana, Senior Learning Experience Designer at NovoEd, and Claude Werder, Senior VP and Principal HCM Analyst for Brandon Hall Group, will provide insights and research to unlock the secrets for increasing allyship and cultivating inclusive leaders. Attendees will leave the webinar with:

• Models and approaches to building inclusive leaders and allies
• How to improve the impact of your DE&I initiatives
• Best practices and decision-making strategies for balancing learning science, psychological safety, learner engagement strategies and your organization’s culture

Please join us Tuesday, Sept. 13, at 1 pm 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. 

The post Building an Inclusive Workplace Through the Power of Allyship appeared first on BrandonHallGroup.

Diversity, equity and inclusion (DE&I) is a business imperative for most employers, Brandon Hall Group research shows. But many organizations struggle to embed the principles across the enterprise.

Building diverse workplaces and inclusive company cultures requires a combination of executive alignment and people development, starting with individual contributors.

Allyship — when people in an organization actively promote the culture of inclusion – can greatly accelerate creation of a DE&I culture. 

On Sept. 13, NovoEd and Brandon Hall Group offer a webinar that explores how HR and learning organizations can use allyship and collaborative learning technology to align employees around complex goals. The session will demonstrate how to build networks of allyship to develop people into the types of employees who can embody and enact a company’s vision and culture.

An ally is someone who is not a member of an underrepresented group but who takes action to support that group. Allies utilize their credibility to create a workplace where everyone can thrive. For example:

• White male executives can be allies to women of color who want to reach the same position in their careers. 
• Cisgender employees can be allies to colleagues from the LGBTQI+ community. 
• People from privileged backgrounds can be allies to those who lack the same economic stability and opportunities. 

This webinar focuses on inclusive leadership and allyship programs as deployed at Visa, General Mills and Walgreens. These programs are examples of how to develop and deploy complex learning initiatives that change the effectiveness of people and transform cultures by creating internal alignment at scale.

Dr. Kristin Lee, Virtual Learning Manager at NextUp, Amberly Santana, Senior Learning Experience Designer at NovoEd, and Claude Werder, Senior VP and Principal HCM Analyst for Brandon Hall Group, will provide insights and research to unlock the secrets for increasing allyship and cultivating inclusive leaders. Attendees will leave the webinar with:

• Models and approaches to building inclusive leaders and allies
• How to improve the impact of your DE&I initiatives
• Best practices and decision-making strategies for balancing learning science, psychological safety, learner engagement strategies and your organization’s culture

Please join us Tuesday, Sept. 13, at 1 pm 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.

-Claude Werder, Senior VP and Principal HCM Analyst, Brandon Hall Group

The post Allyship: Using Peer Networks and Social Learning to Build an Inclusive Workplace appeared first on BrandonHallGroup.

As environmental and climate issues become increasingly pressing and polarizing, companies will be under mounting pressure to demonstrate how their business practices are socially responsible and sustainable.

No employer will be spared from scrutiny — by investors, consumers or the workforce — on how their actions impact the world. 

This means corporate learning organizations will be front and center. Everyone — from C-suiters to frontline employees — will need to understand how their organization, supply chain and business practices are impacting society and what they can do to make them more sustainable and responsible. 

Sustainability is part of the larger ESG movement; it stands for environmental, social, and corporate governance and involves evaluating the extent to which a corporation works on behalf of social goals that go beyond maximizing profits.

Brandon Hall Group Smartchoice® Preferred Provider NovoEd understands the importance of sustainability. Its collaborative learning platform provides organizations with the ability to weave knowledge, context and community together to drive understanding and action. This is critical because organizations must create common goals around sustainability and get buy-in for policies and behaviors that drive the culture change required. 

Employers can’t just follow a checklist from a consultant to hit sustainability goals because few have done it. There aren’t cookie-cutter best practices. Building a culture of sustainability requires impactful, immersive, peer-oriented learning that compels all stakeholders to discuss, debate and collaborate to drive meaningful change. 

It’s not enough for individuals to learn about sustainability. They must accept it as their responsibility as part of their commitment to the organization. And they must understand how to put it into practice every day. The same is necessary for more familiar strategies such as diversity, equity, and inclusion, coaching, and mentoring. Acceptance and change must occur across the enterprise.

Brandon Hall Group research shows that 55% of organizations believe social and collaborative learning technologies are important to address future-of-work requirements, and sustainability is certainly one of them. 

Recently I talked to two organizations that have established employee resource groups around sustainability. Their missions include creating diverse virtual networks across all levels of the organization to learn about sustainability and build a culture focused on improving commitment and action. 

These organizations have the right idea. Driving sustainability will require a compilation of technical know-how and influence up, down, and across the enterprise to execute on broad strategic initiatives. This is an undertaking best done from the ground up because today’s individual contributors and junior leaders will be the ones delivering the mandate over the next decades.

The best way to build that culture is through social and collaborative learning experiences that integrate hard skills with soft skills, culture, expectations and cross-functional innovation.

-Claude Werder, Senior VP and Principal HCM Analyst, Brandon Hall Group

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The overarching theme for businesses over the past few years has been clear: We need skills. Companies are shifting entire strategies in an effort to add new skills as well as upskill and reskill the existing workforce. The kinds of skills they are after are what they would consider “critical” skills — the skills that make the entire workforce more agile, innovative and resilient. These include:

• Emotional intelligence
• Critical thinking
• Collaboration
• Adaptability
• Valuing Diversity

And while organizations agree they need to develop these skills and more, many are challenged by just how to do that. These skills do not always translate well in a classroom setting. Simply reading about them isn’t enough, either. A critical element when it comes to upskilling and reskilling is giving learners the ability to practice and apply the skills they have gained in a learning program. Brandon Hall Group Research shows that companies that provide opportunities to practice and apply knowledge, as well as methods to reinforce learning have much more impactful learning approaches. 

To help companies create these kinds of effective learning experiences, Brandon Hall Group Smartchoice® Silver Preferred Provider OpenSesame now offers Blended Learning Collections, powered by TED@Work. The basis for the courses in these collections are dynamic TED talks from a trusted brand known to engage learners. These TED talks are paired with TED’s Ideas into Action framework, which guides learners in reflection and practical application. The courses in each collection have been specifically curated to align with crucial business objectives, including resilience, collaboration, diversity and hybrid work. Learners can take the courses on their own and use the Ideas into Action framework to reflect on the main idea and apply it to a real-world problem in their personal or work life. Each collection also includes a Discuss Anywhere Kit: resources and a framework anyone in the organization can use to lead a group learning experience with a TED course. The resources include a facilitator guide and a customizable presentation for group learning.

With TED Blended Learning Collections, businesses have all of the tools they need to create a powerful learning experience, where learners will retain the knowledge and continue to apply it in their work. Organizations that have utilized the Blended Learning Collections have reported numerous immediate benefits, including:      

• A complete, targeted learning path with minimal effort from L&D. Each collection includes 20 pre-curated courses aligned with specific skills, meaning learners are getting the material they need.
• Insights from a known, respected third-party source. Many of these skills tackle sensitive subjects. Utilizing material from outside experts reduces the burden on leaders, managers and coaches.
• An emphasis on discussion and collaboration, both critical elements of learning. The courses are designed to promote behavior and culture change by democratizing and scaling group discussion, support resilience and help retain talent.

OpenSesame’s Blended Learning Collections are a unique approach to tackling the kind of skills that are both the most critical for businesses, and the most difficult to properly develop. To learn more and experience the power of TED learning you can book a demo here.

– David Wentworth, Principal Analyst, Brandon Hall Group

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However, fewer organizations indicate that critical characteristics , such as inclusiveness, are demonstrated to a high or very high extent. 

While most organizations say their programs produce committed and engaged leaders, slightly more than half (55%) say high-potentials deliver stronger bottom-line results due to development programs; less than half (48%) said the high-potentials receive the level of development they want. 

In survey research, it is rare to get unanimous or near-unanimous agreement on any question. But when it comes to identifying and developing high-potentials, 97% of organizations believe change is needed. 

The improvement strategies research respondents cited most often include: 

• Better career pathing 
• Increasing the use of development opportunities such as team projects, job rotations and action learning 
• Increasing communication and transparency about the high-potential development and succession processes 

While those all are worthy initiatives, they don’t address all the systemic weaknesses of high-potential development programs. For example, most organizations believe high-potential selection is biased and that the diversity of the talent pipeline is lacking. 

• Which experiences are most valuable for understanding the potential of these employees to move into more responsible roles? 
• How do we build a talent pipeline that represents the diversity of our workforce and customer base? 
• What do high-potential employees value that will motivate them to remain committed to the organization? 

Which experiences are most valuable for understanding the potential of these employees to move into more responsible roles? 

How do we build a talent pipeline that represents the diversity of our workforce and customer base? 

What do high-potential employees value that will motivate them to remain committed to the organization? 

Here are five essential strategies to improve development of high-potential talent. 

1. Commit to Increasing the Diversity of the Talent Pipeline 

Employers must fully commit to having a pipeline of diverse talent so they have future leaders who can be representative of an increasingly diverse workforce. That is not happening now, as less than half (47%) of organizations plan to increase the diversity of the leadership pipeline over the next one to two years, according to Brandon Hall group’s latest Leadership Development Benchmarking Study. 

Organizations must stop talking about diversity, equity and inclusion and act. The current and future workforces are the most diverse in history, not only in terms of demographic categories but also in their experience, education and opinions. It’s well-documented that diversity and inclusion drive innovation, which businesses must rely on to survive and thrive in an uncertain future. 

2. Be Inclusive in Getting Feedback on High-Potentials’ Progress 

Only about one-third of employers use multi-person feedback to analyze the readiness of high-potentials to move into new roles. Most rely on talent reviews and manager observation.

Understanding the readiness of people for new roles is not easy. People come across differently to others based on situations and their experiences and points of view. It’s important that decision-makers get a 360-degree view — or as close to it as they can – of how high-potentials present themselves to those they work with. 

When executive and leadership coaches work with a client, most will use a behavioral assessment to gain insights into the leader. But they also value conducting confidential interviews with people the leader works with. 

Because many organizations believe their high-potential identification and development processes are biased, they should go beyond talent reviews, manager observations and even assessments to talk to people who are impacted by high-potentials. 

3. Provide More Practical Experiences for High-Potentials 

Most organizations (73%) said they plan to improve targeted development opportunities to aid high-potentials. This includes team projects, job rotations and action learning. 

However, there are only so many of those opportunities to go around, especially in smaller organizations. And sometimes high-potentials need to practice new behaviors and strategies in safe places where there are no real-life consequences. 

That is why simulations — used by few organizations — are a great tool. Simulation technologies have made great strides and are far more affordable than they used to be. They enable organizations to scale practical experiences to see how high-potentials react and perform in new, unfamiliar or difficult situations. They can be used for individuals or cohorts so evaluators can see how high-potentials collaborate and innovate in teams. 

We also urge employers to give high-potentials more authority or responsibility in their current roles. This affirms their standing as someone being groomed for new opportunities and provides new experiences on an ongoing basis. 

Organizations can also offer rewards or incentives to high-potentials who assume new responsibilities or reach new goals. High-potentials want to see that they valued. The combination of intrinsic and extrinsic motivation can be compelling. 

4. Embrace Coaching and Mentoring 

On average, 75% of organizations identify 15% or less of their employees as high-potentials, our research shows. That is a small enough population to enable many organizations to provide coaches or mentors to high-potentials. This can be done using internal coaches and mentors program — assuming they receive proper training — or through external coaches or mentors. 

In addition, organizations can help themselves by training high-potentials to become coaches and mentors as the grow and develop as leaders. About six in 10 organizations (58%) believe they should invest more in developing high-potentials as coaches and mentors 

5. Emphasize Wellness and Work/Life Balance 

Leadership can be difficult and stressful. Successful leaders must understand how to work hard, smart and stay healthy, both physically and emotionally. Therefore, part of the development process for high-potentials should include a focus on wellness and the importance of work/life balance. Only 26% of organizations plan to do this now. 

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