Boca Raton, FL — March 13, 2023

Brandon Hall Group, the leading independent HCM research and analyst firm, is launching a study on March 14 to gain insight into how organizations are working through reductions in their workforce. 

“Reductions in the workforce have become a reality for many organizations during these turbulent times. The impact of these reductions will have short- and long-term effects on their workforce. This survey explores the extent of reductions in the workforce, and their impact on employees, managers and the organization,” said Michael Rochelle, Chief Strategy Officer and Principal HCM Analyst.  

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

• Timing of reductions
• Assistance to laid-off employees
• Impact on remaining managers and employees
• Impact on organization
• Future workforce considerations

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

“The urgency of addressing a workforce reduction’s impact on the viability of an organization is a top priority for HR organizations. If not handled properly, a reduction will permanently impact an organization’s ability to attract and retain talent,” 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 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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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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Ignite Growth: Personalized Learning for Professional Development 

Often the biggest challenge is just getting started. But even once the shift to personalization is underway, there are many other challenges that companies face, including:

• Managers do not play a large enough role in learning.
• The culture is built on event-based learning.
• The right technology ecosystem is not in place.
• There is a lack of understanding of neuroscience or neurocognitive learning principles.
• Companies don’t have a good handle on what our learners need.

To help companies get started on the right foot, Brandon Hall Group has partnered with Smartchoice® Platinum Preferred Provider Docebo to provide access to a personalization Self-Assessment Tool. The tool was developed by analyzing the results of the recent Building Personalized Learning Across the Organization survey and conducting interviews with L&D leaders who are having success with personalization.

L&D teams can evaluate their current environment and compare their results to those of high-performing organizations to see where they may need to prioritize their efforts. To get started, download the Self-Assessment Tool here.

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Degreed, a global learning technology provider and a pioneer in the LXP industry, announced the acquisition of Learn In, a talent academy platform. The acquisition brings David Blake back to Degreed as CEO.

Learn In assists organizations in leveraging talent academies through a platform suite. Learn In has a singular focus on offering a unique approach to skill development, as well as providing organizations with the scale to customize learning for individuals and teams. Learn In’s platform supports the need for laser-sharp skills that drive breakthrough business outcomes at the learner’s moment of need.

Learn In and Degreed now have all the resources needed under one roof for building a highly skilled talent pool in any organization. These resources can also support the development of competencies within the talent pool, which requires a specialized, more long-term approach to learning.

Degreed plus Learn In will expand an organization’s capabilities to offer multiple development options for their talent. Whether an individual is trying to advance their personal and professional goals or a team is looking to take its performance to another level to meet growing business needs, Degreed plus Learn In offers an innovative platform combination to uniquely support the breadth and depth of talent development in any organization.

David Blake’s return will undoubtedly steer Degreed back to its roots and focus on a mission to offer world-class competency skill development capabilities to organizations around the globe. The two organizations have been there from the beginning in their respective fields — Degreed in the LXP market and now Learn In in talent academies. Together, the organizations will supply products to help their clients meet their talent needs at scale while laying the foundation for a highly innovative roadmap in the learning technology space.

“It has been my lifelong mission to ‘jailbreak the degree’ by making skills the currency of the future of work and truly reflect the ways that people actually learn in the real world. More than ever, organizations need to equip their people with the right skills to not only do their jobs today but get ready for tomorrow. That requires deep skill-building, something that Degreed and Learn In together can achieve for our clients.

The combination of Degreed and Learn In is the natural progression to provide innovation and product technology for our customers. We know businesses that develop effective ways to grow their employees’ skills are the ones who succeed in their business goals — our How the Workforce Learns research has shown that businesses with positive learning cultures have healthier, more engaged, better performing and more adaptable workforces,” David Blake, CEO and Co-founder of Degreed.

Degreed has always talked about “Changing the world through Learning” and supporting a culture of lifelong continuous learning in organizations. Degreed believes without question that learning is critical to attracting, developing and retaining talent in an organization. Learn In shares this vision of creating a learning-focused organizational culture that embodies growing the depth and breadth of competencies and skills in the workforce.

The future for these companies is bright and the impact they will have on their clients is even brighter. This will be a combination to keep an eye on. Big things are about to happen!

–Michael Rochelle, Chief Strategy Officer and Principal HCM Analyst, Brandon Hall Group

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Cornerstone OnDemand announced it has entered into a definitive agreement with Skillsoft to acquire SumTotal, a learning and talent management software provider for approximately $200 million in a cash transaction.

The acquisition comes less than a month after the completion of Cornerstone’s acquisition of EdCast, an innovative learning experience platform. The deal is expected to close sometime in the second half of this year.

“The additional depth of SumTotal, particularly in high-consequence vertical markets, is an ideal complement to Cornerstone, CEO Himanshu Palsule said in a press release.

The acquisition fits well into a broader context of Cornerstone’s growth strategy.  Cornerstone is a pioneer in the learning and talent market. The SumTotal acquisition is a continuation of Cornerstone’s solidification as a market leader in the learning and talent technology space which comes on the heels of the Saba and Edcast acquisitions.  In particular, the acquisition of EdCast enables Cornerstone to accelerate its strategy for offering platform-agnostic innovation — across learning, skills, content, and mobility experiences.   In summary, the acquisition of SumTotal expands Cornerstone’s market reach and vertical expertise.  Cornerstone will also have a broader base of customers that can access its innovative technologies — a critical step in the company’s continued growth. 

Brandon Hall Group research shows that highly regulated industries are 31% more likely than other industries to say new technology is needed to develop highly engaging learning for the hybrid workforce. 

SumTotal, which has been owned by Skillsoft since 2014, offers a talent development suite that enables a learning-centric, comprehensive talent development strategy covering the entire employee lifecycle. 

SumTotal, in improving its functionalities in recent years, has done what Brandon Hall Group has advocated for years — connecting all talent processes in multiple ways. In doing so, it has designed an elegant user experience that is hyper-intuitive and highly configurable.

SumTotal’s Talent Development solution orchestrates the development of employee career paths by preparing managers for performance management discussions, establishing compensation models and succession planning throughout the employee lifecycle. The combination of onboarding, a robust LMS and talent management capabilities, on top of career planning/pathing and individual development plans, allows for a complete people development execution.“

The acquisition of SumTotal continues to underscore the fundamental growth thesis we see for Cornerstone as a leading talent management SaaS platform provider,” Clearlake Capital Group officials said in a press release. “We are excited to continue building on Cornerstone’s industry reputation for providing innovative software solutions to our customers through acquisitions and organic initiatives.”

–Michael Rochelle, Chief Strategy Officer and Principal HCM Analyst
–Claude Werder, Senior VP and Principal HCM Analyst, Brandon Hall Group

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Skillsoft’s sale of SumTotal to Cornerstone is a strategic move aimed at furthering its position as an enterprise workforce upskilling organization.  On June 13, Skillsoft announced it agreed to sell SumTotal, a provider of human capital management software, to Cornerstone for approximately $200 million in cash. 

We met with the Skillsoft team and had an in-depth conversation regarding their thoughts on the acquisition. 

Skillsoft’s point of view on this divestiture is that it is highly strategic to bolstering its position as a partner of choice for driving workforce transformation through upskilling and reskilling.  Skillsoft is further focusing on providing this transformation through differentiated learning experiences which requires leveraging its unique content and platform capabilities.  Skillsoft points out that key steps in continuing their efforts to offer a world-class learning experience include:

• Continuing growth in the content portfolio, embracing emerging subject matter areas such as ESG, while ensuring the regular refresh and localization of existing content;
• Expanding technical capabilities that  deliver cutting-edge learning experiences with an unparalleled level of interactivity;
• Maintaining partnerships with LMS providers and exploring opportunities for new partners to deliver Skillsoft content; and
• Investing in  new capabilities, like Codecademy, and developing other cutting-edge partners such as learning lab providers

Skillsoft believes that delivering learning experiences that drive business outcomes is what their customers want and expect from them. The divestiture provides Skillsoft with the opportunity to maintain focus on its core business and strengthen its position in the marketplace.

The Skillsoft team emphasized that their message to the market is not separate conversations about content or technology.   What the Skillsoft team wants to talk about is how their approach to learning improves business outcomes that transform the workforce transformation through upskilling and reskilling.

Skillsoft will continue to offer highly curated content but will also expand into more highly interactive learning journeys through unique course offerings, learning labs and live session training. Focusing on all of these new and exciting areas for developing unique learning experiences is part of the decision to divest SumTotal acquisition.

Apratim Purakayastha, Group Chief Technology Officer for Skillsoft, made a very important distinction in describing their core messaging to the market “we are an enterprise workforce reskilling organization … this is what makes us a partner of choice for our clients”. AP went on to say that a key differentiator in the market for them is that they are not an LMS provider offering third-party content but rather an organization that develops original content at scale delivered through world-class technology. Offering immersive experiences is a primary focus for Skillsoft going forward and that can only be achieved by creating unique content and technology that is delivered in a blended learning experience.  Codecademy was quickly pointed out by the Skillsoft team as an example of the unique blended experience of content and technology.

We asked the Skillsoft team how the journey continues post-SumTotal and the answer was “more focus” on providing unique offerings such as Skill Benchmark Assessments. With hundreds of new assessments released last month, these assessments are not your ordinary offerings. They serve as organizational benchmarks for companies.  For example, a learner can be tested on what they know and — leveraging AI offered through Percipio — a “hyper-personalized” learning path will be created for the learner.  Skillsoft is also committed to offering more interactive content libraries to improve the learner experience.

Skillsoft will continue to look at its build, buy, and partner activities to advance its core strategy of being an enterprise workforce reskilling organization.  In particular, the build strategy will include:

• Further investments in immersive learning experiences that blend live, on-demand, and hands-on learning strategies and developing additional Skill Benchmark Assessments
• Further investments in Percipio as a cornerstone to delivering differentiated learning experiences, Percipio will remain well invested by Skillsoft (Percipio was completely developed internally) and a central element of its business strategy

Here is a recap of other strategic transactions that Skillsoft will be leveraging going forward:

• In June 2021, Skillsoft acquired Pluma, an online coaching platform that is being integrated into Percipio. This marked Skillsoft’s first foray into individual coaching as a strategy for upskilling and reskilling, a strong move considering Brandon Hall Group’s research shows that employers believe coaching is the most important strategy to improve drive workforce learning.

• In late 2021, Skillsoft announced the acquisition, finalized in April, of Codeacademy, an online learning platform for technical skills. It offers interactive, self-paced courses and hands-on learning in 14 programming languages across multiple domains and can rapidly expand to deliver new skills at scale. It added to Skillsoft a worldwide community of more than 85 million learners.

“All of these efforts are to maintain focus on driving value in the core assets and markets served by Skillsoft,” according to Mark Onisk, Chief Content Officer for Skillsoft.

Brandon Hall Group research shows that organizations must have a deeper understanding of employees’ capabilities and offer a rich blend of learning experiences to upskill and reskill workforces to thrive in the future of work. Skillsoft is clearly supporting this need with their core strategy.

The sale is expected to close in the second half of this year and both Cornerstone and SumTotal will conduct business as usual until then.

-Michael Rochelle, Chief Strategy Officer and Principal HCM Analyst
-Claude Werder, Senior VP and Principal HCM Analyst, Brandon Hall Group

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CEOs and learning professionals agree that upskilling and reskilling their workforce at scale and at the speed of business is paramount. The strategy around upskilling and reskilling is to develop an organization’s workforce capabilities and abilities while improving the learning agility of the organization as a whole. The focus area is to build a variety of skills, including hard, soft and digital. 

Organizations seek new and innovative ways to close the skills gaps within their workforce. Those that invested in upskilling and reskilling programs not only improved their learning but improved employee engagement, retention, mobility and promotability. A high degree of competency in a workforce positions an organization to tackle the challenges and opportunities presented by the future of work. The future of work requires employees to be at their peak levels of knowledge and skills to perform their roles and deliver breakthrough performance in ever-changing work conditions. The ability to significantly increase the capabilities of a workforce means blending knowledge and skills to position employees to adapt to future work needs. 

To achieve the goal of workforce readiness for the future of work, organizations must evolve from the traditional competency and skills models to a capabilities-model approach. A focus on development of organizational capabilities rather than individual competency and skill progression requires fostering connections among employees to stimulate thinking and generate new ideas. A capabilities-model approach opens the door for organizations to tap into the full potential of their workforce and positions them to meet and exceed their business objectives. 

Progressive organizations are now moving toward rethinking their corporate university settings and academy models. Many corporate universities do not provide opportunities for learners to interact peer-to-peer and coach-to-mentor to develop the requisite talent capabilities to perform work at its highest level. 

Most corporate academy models focus on traditional skills training and knowledge-sharing through a subject matter expertise-only delivery methodology. New academy models that focus on building workforce capabilities focus on creating an inviting environment that puts the learner experience first. The learning processes leveraged in these new academies draw from a culture of continuous, lifelong learning rather than training for today. These new academy models look at capabilities development as an investment in the complete set of competencies and skills employees need to do their job today and tomorrow. 

High-performing organizations are investing in learning environments where learners can gain knowledge, share ideas and develop their capabilities as a community. An important distinguishing feature of these academies is their emphasis on creating a digital learning experience. They provide the opportunity to be immersed in a wealth of knowledge — not just from courses but from peers and experts. The academy that focuses on capabilities rather than individual competency and skill sets creates a much stronger alignment between learning and business outcomes and learning and individual performance support.

Academies built around workforce capabilities improvement promote and foster the integration of key business objectives with learning. Traditional training programs that focus on individual skill development fall short. The focus of this new academy strategy is to provide innovative learning experiences that leverage learning content developed inside and outside the organization, sourced by the learners and experts alike and supported through social and collaborative mentoring and coaching within the organization. The academy that focuses on capabilities moves away from being merely a repository of content and creates an immersive learning environment where employees feel they are learning what they need to know to do their jobs and advance in their professions.

A critical element for creating a successful academy is the use of advanced learning technology. NovoEd’s collaborative learning platform is a leader in that space in supporting capabilities-focused academies. NovoEd’s platform enables organizations to develop and deliver high-impact multimodal learning to improve the learner experience, build modern capabilities across the workforce and achieve breakthrough performance for the organization. NovoEd provides a cutting-edge approach to developing workforce capabilities through “practice and application, coaching and mentorship, and group collaboration.”

NovoEd has a long-standing level of success with organizations around the globe, supporting their need to connect learners with peers, coaches, mentors, subject matter experts and leaders in a highly immersive and interactive digital learning environment. Organizations that partner with NovoEd achieve a demonstrable impact on developing enterprise-wide capabilities in their workforce and achieving significant improvements in business performance.

Michael Rochelle, Chief Strategy Officer and Principal HCM Analyst, Brandon Hall Group

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Brandon Hall Group has studied this space extensively and we believe that the acquisition will significantly enhance Cornerstone’s presence in the learning and talent software market. The need for integrated learning and talent software-as-a-service (SaaS) solutions is extremely important to the transformation of the learner experience and talent development.

Cornerstone and EdCast will provide their clients with learning and talent technology opportunities to create a more powerful learning experience that will unlock the full potential of employees. The foundation to this approach is potent content development and delivery targeting skills development through a unified technological platform designed to support learning in a performance-driven environment for employees.

Brandon Hall Group agrees that the learning and talent technology landscape is fragmented. Technology decisions for organizations are becoming daunting. This new partnership will open the door for organizations to decide on a single-source provider for learning and talent technology. The Cornerstone and EdCast combination is a look into the future of next-generation learning and talent technology. The partnership will instantly show learners how to get connected to their learning to drive their personal and professional growth experiences, and provides a streamlined approach for organizations to provide personalized learning and talent development at scale.

Both organizations are industry leaders in the learning and talent software solutions space. They are well known for their creativity and innovative approaches to delivering personalized learning and supporting talent development in the most complex environments. EdCast’s platform brings to the table an enhanced approach to skills-based learning powered by artificial intelligence. Cornerstone brings an adaptable, scalable and highly flexible technological infrastructure that can be leveraged by an organization irrespective of size or vertical.

The combination of the two companies transforms both customers bases and opens new opportunities to drive breakthrough results in developing their employees and scaling their organizations.

This is just another example of Cornerstone continuing its efforts to drive the reshaping of the learning and talent technology market. The acquisition of EdCast is an underscoring of the growth strategy of Cornerstone to be a market-leading SaaS platform provider. 

Cornerstone has a hybrid growth strategy combining organic growth and a new number of key acquisitions. A highlight of organic growth was its announcement of Cornerstone Xplor, a ground-breaking technological innovation to combine learning with skills-based assessments.

Xplor and the acquisition of EdCast illustrate Cornerstone’s well-balanced growth strategy and its main goal of ensuring its customers have access to world-class technology quickly and efficiently.

There clearly will be great synergies for the respective client bases of each company. For clients that are only using one of the companies, the opportunities to supercharge their approach to learning and talent development will be immediate and impactful. Organizations facing decision-making challenges around acquiring separate technologies and then knitting them together, especially in the LMS/PXP arena, now have a new and exciting choice.

Cornerstone now more than ever can address the needs of organizations to integrate skills development with learning progression. The technological stacking of EdCast and CSOD sets a new bar in the technology market space for this all-important organizational need.

We have seen a wide spectrum of acquisitions take place in the HCM space over the years. Many would argue that more than a few acquisitions did not live up to their expectations or the jury is still out. Acquisitions are challenging for a number of reasons, particularly for clients of the respective companies. This acquisition is the exception. There is a clear and understandable valuable proposition for current and future Cornerstone clients with the addition of EdCast. The value proposition goes beyond the obvious technological prowess that the acquisition brings. These two companies have extraordinary histories in the space and clearly have demonstrated an unbridled commitment to their clients and the technology landscape.

We are optimistic and enthusiastic about the acquisition and we see great possibilities for the future advancement of learning and talent within any organization that leverages this new and exciting relationship.

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At the UKG Connections analyst summit, the company provided a bright and shining way forward after a tumultuous year for many organizations. UKG unveiled a solid company strategy and a set of solutions to address the real challenges organizations will face in the year ahead. The theme was about working together and leading transformation in times of uncertainty. UKG clearly demonstrated that its approach to the market and helping customers is the top priority. What was very refreshing was the amount of time and attention devoted to providing a look into UKG’s culture and how it drives how they engage customers and build solutions. Because of the current environment, HR organizations report that finding great technological partners is its number-one priority and we believe UKG is that partner. 

UKG calls its philosophy “life-work tech” and it’s a game-changer.

“Life-work tech” is the idea that the line between life and work no longer exists. Employees will operate in an overlapping world of work and life to achieve their personal and professional goals. UKG has found new ways that technology can help to manage this balance.

UKG continues to drive innovation through its technologically advanced platform. What is genius about the platform is the delicate balance struck between technological prowess and a clean, intuitive look and feel that invites administrators and employees to use it. UKG has a broad HCM reach with its platform, including providing unique sentiment analysis, candidate matching and skills extraction. Now, through leveraging internal and external data sources coupled with its UKG Dimensions workforce management (WFM) product, the ability to capture the complete “voice” of the employee is possible — a breakthrough in better understanding the needs of every employee. This technological innovation will assist organizations in improving their workforce forecasting, recruitment, development and retention needs, and streamlining employee transactions. UKG’s functionality set is specifically designed to help organizations manage a complex hybrid working environment.

UKG’s product and service portfolio uniquely help its customers transform static data collection and analytics processes into predictive modeling. UKG customers have access to one of the most innovative people analytics approaches in the market. UKG enables customers to proactively see the future and anticipate workforce needs rather than just analyzing the past and reacting to whatever comes next. 

The world right now is in a constant state of flux and organizations are trying to cope with the uncertainty this state of flux has on their business and employee experiences. Organizations realize that they can’t go it alone and creating long-term mutually beneficial partnerships with key providers is a critical step to success. We believe UKG is not just an industry-leading technology provider but a great partner that organizations can rely on to help meet the future needs of work.

– Michael Rochelle, Chief Strategy Officer and Principal HCM Analyst, Brandon Hall Group

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Organizations are under tremendous pressure to develop their people as quickly as possible to meet the very changing and extremely challenging environment of work, but very few have developed the road map for success. Brandon Hall Group research points out that one in three organizations believe they are prepared to develop the skills they will need in the future. Work is complicated, difficult, volatile and fast-moving. It is nearly impossible for a learning team that is currently too busy, distracted and spread too thin to use traditional approaches to developing and delivering learning to be completely effective and efficient.   

What should learning teams do?

The answer is to transform current thinking and approaches to upskilling and reskilling the workforce. The learning development and delivery process must be more agile, flexible, adaptable and learner-focused. Employees need localized learning that can be consumed in the flow of work. Learning organizations should quickly deploy learning that is intuitive, highly relevant and easily accessible. Learning teams must retool their people, re-imagine their processes and reevaluate their technology to ensure they are addressing the needs of the employee to improve and/or acquire new skills. Right now, for many employees, learning feels siloed, removed and disjointed from what they need. The result is uninspired learners who don’t develop into high-performing employees.

Learning teams must put their organizations in a position to win the hearts and minds of their employees with outstanding learning. Most employees want to learn but feel they are not provided the opportunity to do so properly. Each employee has their own unique way to learn. Learning teams must create and deliver personalized learning for every employee at the speed and scale of business. Learning teams should employ the latest techniques and technology to develop fast, easily deployed, scalable and contextualized learning experiences for any workforce scenario. A better learner experience improves the process of skills acquisition which ultimately improves an employee’s performance. We all agree that improving employee and organizational performance is the end goal of all learning.

In summary, learning teams should focus on the following to overcome the challenges of upskilling and reskilling at scale:

1. Ensure tight alignment between business goals and learning outcomes.
2. Employ neuro- and cognitive-science principles.
3. Reward and recognize learning.
4. Managers and supervisors must play critical roles.
5. Adopt more agile learning development processes.
6. Deploy a state-of-the-art learning technology ecosystem.

To learn more about upskilling and reskilling, check out our recent speaking engagement on this topic at Inkling’s Illuminate 2021 Virtual Conference where we had the opportunity to be a keynote speaker. You’ll hear great insights and practical strategies on this important topic. 

–Michael Rochelle, Chief Strategy Officer and Principal HCM Analyst, Brandon Hall Group

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