Himanshu Palsule, the recently brought-on CEO (Jan 4, 2022) immediately addressed that issue by announcing the release of the Cornerstone Talent Experience Platform (TXP) which goes beyond just packaging all of the various offerings but is instead the foundation that ties it all together – the AI-enabled intelligent tech fabric that forms the foundation of CSOD’s market-leading solution.

Speaking of AI, I asked Himanshu about his reaction to the recent White House AI-ethical guidelines report and he replied that they have put their AI ethical use and communication front and center long before any top-down oversight was thought about – this is backed by BHG’s own research and previous experiences with Cornerstone.

Next up was Karthik Suri, Chief Product Officer who outlined the driving philosophy of CSOD’s R&D – a willingness to always change and a need to be faster than the disruption that is always occurring in the employee development market. He also believes strongly in a human-centric design, another point of agreement with BHG’s research and POV. 

Many of the remaining presentations expanded on how this new unified platform could solve specific business issues but the main takeaway is that CSOD differentiates itself, as it always has, by rock-solid architecture (that is now shared across all of its offerings) and a unified experience. A tagline I heard was “better together through connectivity” and I think that perfectly encapsulates the keystone of any successful automated HCM system – letting machines speed up repeated processes so that humans can be relied upon to create more meaningful, valuable workplaces.

The post Cornerstone Convergence 2022: All the Pieces Coming Together appeared first on BrandonHallGroup.

The tool is simple and intuitive, starting by walking you through the current state of your candidate experience to see whether the processes and technology used for candidates treat all candidates equally and if there is a proper split between those tasks that should be automated and those that require a human touch.

Brandon Hall Group research found that organizations were much more likely to use automation in TA for sourcing and screening than for onboarding. However, more successful organizations look to find advantages in automation throughout the candidate lifecycle, and there are plenty of instances in all stages of TA where technology can play a large role in creating a more authentic candidate experience. This is often done by allowing more human interaction by freeing up your internal TA staff from repetitive, mundane tasks.

The interactive worksheet allows you to see the processes and uses of technology that are more common in low-performing companies, and compare them with high-performers, to help give a greater understanding of those activities that are more often correlated with overall business success. 

Another area that you will see highlighted on the interactive worksheet is in the integration of TA technology with other HCM systems. Again, this is especially important for onboarding. Onboarding has traditionally been a standalone process and that has affected their ability to make better, data-driven decisions because the right data is being blocked by a lack of integration with other systems.

HireRoad then can show how organizations that take a more personalized, humanistic approach to the candidate experience have created success for not only their TA teams but their organization as a whole. A great candidate experience is important for every organization because it does more than fill seats faster, it creates an impression that carries on for that candidate throughout their entire journey, whether they become an employee or not. A strategic, long-view approach to the candidate experience might be just what your organization is lacking – it’s probably time to find out. 

The post Benchmarking Your Own Organization’s Candidate Experience appeared first on BrandonHallGroup.

Changing a brand name is a daunting proposition for any company, let alone one that has more than a decade of brand recognition. Luckily, most people familiar with eLearning Brothers have been referring to them in shorthand as ELB for years. Well, now it is official. eLearning Brothers has rebranded as ELB Learning.

This rebrand comes as ELB Learning completes the latest in a series of numerous acquisitions, including Origin Learning, Rehearsal, and CoreAxis. The growth has been massive and incredibly fast, rapidly changing the scope of what ELB Learning brings to its clients. Considering all these moves, the rebranding makes a lot of sense. Despite being a relatively broad term, having a name that focuses on eLearning alone belies the breadth of ELB Learning’s offerings. To be fair, the “Brothers” piece of the old brand had begun to seem “folksy” in light of ELB Learning’s true scale and capabilities.

ELB Learning is now providing clients with technology and support for any facet of their learning ecosystem. And unlike many acquisition-active companies, they have done a great job of keeping the people who best know each of their solutions in place, ensuring clients are getting the best expertise and experience. ELB Learning has turned itself into a true one-stop shop, offering solutions such as content authoring, gamification and VR tools, off-the-shelf content, and the Rockstar learning platform. They can also build custom content, guide learning strategy, or augment the skills and capacity of their clients’ L&D teams.

Brandon Hall Group’s recent Next Generation Learning Technology Ecosystem study found there are several critical elements buyers are looking for from learning technology and solution providers, including:

• Better data and analytics
• More user friendly for both learners and admins
• Aligned with business needs
• Better user interfaces

ELB Learning’s breadth and depth of offerings help make sure they can deliver on each of these and more, creating the right fit within any organization’s learning environment. Brandon Hall Group is excited to be hosting a webinar with three key players within the ELB learning team: 

• John Blackmon – CTO of ELB
• Richard Lowenthal – COO of The Game Agency
• Geoff Curless, SVP, Sales – Learning solutions for ELB

This webinar will explore some of the findings of Brandon Hall Group’s recent study, Building the Next Generation Learning Technology Ecosystem, as well as strategies for bringing the right technologies together to support newer, more effective learning strategies. 

–David Wentworth, Principal Learning Analyst, Brandon Hall Group
@davidmwentworth

The post eLearning Brothers Is Now ELB Learning appeared first on BrandonHallGroup.

Digital coaching platform CoachHub, founded just four years ago, continues its fast and effective global expansion.

The company, a Brandon Hall Group Preferred Provider, was founded in Germany and did not enter the U.S. market until 2021 but projects that the U.S. will be its top market by 2023. 

Meanwhile, over the past six months, CoachHub acquired MoovOne, a digital coaching pioneer and French market leader, and the coaching arm of Austrian consultancy Klaiton.

Aided by more than $130 million in global investment, CoachHub now has over 3,500 certified business coaches — adding more than 1,000 in the past six months — in 70 countries on six continents. Coaching is available in over 60 languages and serves more than 500 customers, with 60+ (and growing) in the U.S.

Digital corporate coaching is a hot market and expanding rapidly. CoachHub is quickly building its brand against established incumbents with its focus on creating a personalized, measurable and scalable coaching program that helps employees grow as people and inspire as leaders.

As employers realize the importance of developing great leaders at all levels of the organization, digital coaching is a scalable approach to building a culture of continuous learning. Brandon Hall Group research shows that companies with a consistent approach to developing leaders are 3.8 times more likely to say their leadership development is effective. Coaches can help leaders improve in all the most important strategic and people-focused competencies. Our research shows these competencies include:

People Competencies

• Emotional intelligence
• Constructive feedback
• Building trust
• Leading during disruption
• Inclusiveness
• Collaboration
• Managing conflict
• Empathy

Strategic Competencies

• Managing change
• Strategic thinking
• Performance management
• Decision-making
• Accountability
• Agility
• Business acumen
• Financial management

Through its Coaching Lab, an in-house team of behavioral scientists, and its Science Board, which converts scientific evidence into coaching impact, CoachHub is focused on ensuring digital coaches meet the highest standards. These experts use their knowledge and experience to provide coaches with ongoing training. 

Other enhancements over the past several months include:

• Adding microlearning to supplement coaching
• More client-by-client customization of the coaching experience, which was an innovation of the newly acquired MoovOne
• Expanded partnerships, including one with Harvard Business Review
• Additional research and enhancement focused on all three personas involved in the coaching experience:
  • Coachee
  • Coach
  • Corporate buyer, usually the HR team

While we see other digital coaching brands commoditizing coaching, CoachHub understands that their success depends on the quality of their coaches and the science behind it.

Digital coaching is growing because so many companies are undergoing transformation on many levels, including their business models, leadership, competencies and culture. Such massive transformation can attract resistance. CoachHub believes digital coaching is the most scalable — yet personalized and contextualized — way to support and sustain this transformation. Its company leaders are committed to investing in all aspects of the business to optimize coaching and help organizations thrive.

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

The post CoachHub Expands Quickly Through Acquisition and Innovation appeared first on BrandonHallGroup.

But it’s not just about gaining a foothold in a marketplace that would otherwise take years to establish. As an organization, Skillslive is heavily focused on the “service” part of “software as a service.” Though Docebo’s software has always been seen as intuitive and relatively easy to implement, the marketplace often needs just a bit more help than some providers are willing or able to provide.

Rather than abandon client services altogether, as many others have, Docebo wants to build on its well-established customer-friendly approach. With their focus on consulting, integration and implementation, the Skillslive acquisition shows not just a commitment to the APAC, but a strong commitment by Docebo to working in partnership with clients. Docebo doesn’t want to simply provide software but just the right kinds of software in the right deployments to meet each client’s unique needs.

It’s akin to ordering a piece of furniture. For many providers, the furniture arrives at your door disassembled with no instructions. You are just supposed to understand how to put it together. The opportunity Docebo sees is to deliver the furniture and walk through the assembly with the customer, piecing it together in a way that best fits the room in which it is going.

It’s a promising development that a learning technology provider can simultaneously expand its global reach and increase its customer service. Typically, as providers grow, so does their distance from the customer — and their needs. In fact, a big driver for the acquisition is to be able to drive success for existing and new customers in the region more quickly. The acquisition of Skillslive displays a lot of growth across many fronts for Docebo.

The post Docebo Bolsters Its Commitment to Service and the APAC Region with Skillslive Acquisition appeared first on BrandonHallGroup.

Boca Raton, FL — March 18, 2022

Brandon Hall Group, the leading independent HCM research and analyst firm, is launching a survey to study how organizations are re-imagining leader development so more of their employees are prepared when given opportunities to lead.

“Employers in every vertical are flattening their structures with deeply collaborative, cross-functional teams,” Brandon Hall Group Senior Vice President and Principal HCM Analyst Claude Werder said. “That means development must happen across all levels of the organization.”

Brandon Hall Group’s new research initiative, Creating a Leadership Development Program for Every Employee, will focus on how people, processes and technology can be leveraged to re-imagine learning to develop more future-ready leaders.

“Our previous research shows that employers are prioritizing leader training for frontline and team leaders and individual contributors over more senior leaders,” Brandon Hall Group CEO Mike Cooke said. “The next step is understanding what this emerging trend in Leadership Development looks like.”

Brandon Hall Group will ask research respondents to identify how their LD efforts are evolving to build a culture of strong leadership across the organization. Brandon Hall Group will also create models and frameworks to help organizations improve their approach to realizing the business benefits of developing more people capable of leading to drive business growth.

“Employers that are more successful in expanding the pool of ready leaders are more likely to drive organizational agility, reach business goals and retain top talent,” Werder said.

The data from this research will fuel the development of research reports and tools — such as self-assessment tools, models and frameworks — to help organizations improve essential worker hiring strategies.

To participate in this study, go to https://www.research.net/r/P6RHYKJ. 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 Research Summary, How to Develop More Great Leaders.

— About Brandon Hall Group Inc.

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 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/Workforce Management for corporate organizations and HCM solution providers.

To learn more, visit www.brandonhall.com.

The post Brandon Hall Group Studying How to Re-imagine Leadership Development for All Employees appeared first on BrandonHallGroup.

Companies seek many things when it comes to sales enablement. But essentially, they need the tools and training that will help Sales teams perform better and more consistently, as well as create loyalty-building customer experiences. In addition to the challenges presented by the pandemic environment, there are many perennial sales enablement challenges facing companies. 

• Salespeople are too busy for training; they have too many other priorities. 
• Salespeople think they already know the material, so they don’t want to participate. 
• Sales training has a bad reputation, so employees avoid it. 
• Training systems are hard to use. 
• None of the content seems relevant.

When Sales teams are not supported with the right tools and training, there are multiple implications. First and foremost, key sales performance indicators such as deal size, pipeline, time to close, etc., begin to fall off. Next, top talent begins to look for better opportunities elsewhere. It is also difficult to recover from the attrition because it takes too long to get new hires up to speed. The entire sales enablement process starts with onboarding. Brandon Hall Group’s Strategic Onboarding Study found that product training is the most important onboarding element, viewed as highly important or critical by 74% of companies. Then, there are new product launches where companies need to teach new and existing salespeople about the products, ensuring everyone is fluent on the messaging. Another big part of sales enablement is the management of the content and tools available to the salespeople. 

CRITICAL QUESTIONS 

• Do we have a strategy for meeting new sales training requirements? 
• Are we leveraging tools and technologies that fit training within the workflow of our sales professionals? 
• Is our current sales training approach keeping pace with changes among products, customers and competitors? 
• Do we have a solid Sales onboarding program that gets new hires up and selling quickly? 

The pandemic forced many companies to manage learning in a hybrid environment where some learners are on-site and others are remote. This caused numerous challenges logistically, as in-person learning was put on hold and people are often not working with synchronous schedules. 

Key strategies for onboarding and training Sales teams: 

Set expectations and build excitement. Onboarding is all about acculturation, so it’s important to put your best foot forward. Make sure the program is well organized and learners know what to expect. 

Bite-sized, consumable pieces. In this environment, retention is key. Leverage things such as two- or three-minute explainers from subject matter experts or clips of successful moments from actual recorded sales calls. 

Leverage asynchronous content. It can be difficult to get hybrid teams together at the same time in the same place. Asynchronous, on-demand learning keeps people up to speed, giving them what they need when they need it. 

Equity, inclusion and connection. Things such as user-generated video capture help new team members become introduced and included in the team. Ensuring everyone has the same information keeps the team aligned. 

Diversify training elements. Mixing it up is the best approach. Too much of the same thing will make engagement drop off. Alternate new elements to keep the experience fresh.

Strategies for fostering and sustaining knowledge sharing among Sales teams: 

Ask the Experts. When team members are on the job and need answers, allow them to ask the experts rather than search through training materials. 

Get Answers. Allow for rating and reviewing expert answers so the best ones can be leveraged as training assets. 

Create New Knowledge Assets. Exchanges between learners and coaches can be used as enablement assets that enrich formal learning modules (courses) and knowledge library items. 

Track and Reward. As learners and experts work together to create best practices, recognize top performers and learning experts with a tracking and reward system. 

Capture and Upload. Use video capture (mobile recording device, smartphone, etc.) to create Sales learning content, then update content to a shared knowledge library. 

Validate through Peer-Review. Validate Sales content created by teammates through an informal peer-review process, then edit, curate and publish content to the knowledge library.

Key Takeaways

• Sales teams require agile, accessible training. They are too busy to focus on scheduling training and making time for it. 
• It’s in the best interest of salespeople and the business to limit the amount of time they are away from the job for training. Salespeople aren’t earning when they are in training and neither is the organization. 
• Sales teams learn best from one another so connect them. Few groups appreciate shared best practices as much as Sales teams. 
• Artificial intelligence is critical for scaling Sales coaching and enablement. At an enterprise scale, it can be impossible to manually review every sales interaction to identify success and challenges. AI can pinpoint coachable moments and good examples quickly. 
• Sales professionals respond to incentives. In most cases, their employment structure is centered around performance. Injecting incentives into training fits the natural way they work. 
• Sales performance is one of the easiest things to measure. For other forms of training, it can be difficult to gauge the impact. But when it comes to sales, the company is already tracking and measuring performance and the data is usually readily available. It makes it much easier to see the impact of training. 

The post Boosting Sales Enablement appeared first on BrandonHallGroup.

In our world of work, change is constant. That means learning must be constant, too. 

For years, we’ve have been talking about creating a culture of continuous learning and learning in the flow of work. But employers and employees still struggle to make continuous learning a reality. Too often, employees still view learning as an activity separate from their job. Instead, they must believe that learning is their job.

“The real challenge today is to stay relevant; to learn how to learn,” said Bob Rosen, CEO of The Healthy Leader, a Brandon Hall Group Excellence Award-winning consultancy that helps organizations grow, adapt and thrive in the new era of work. 

“Curiosity, imagination and creativity are the core drivers to 21^st-century learning,” he said. “Just like Google’s search engine, our mind needs to continuously refresh itself. With a Google mind, new insights are created, which expands our possibilities.”

Rosen’s vision is a great way to look at continuous learning; always refreshing your mind and gaining insights through a variety of resources. The responsibility for accomplishing that falls on both employees and the organization. 

For employees, it starts with embracing a growth mindset; the belief that learning anything new is possible and that intelligence and talent are merely the foundation. With a mindset of curiosity, you open yourself to discovery.

But facing heavy workloads and tight deadlines, employees are often drawn into a production trap where they don’t believe they have time to learn because they have too much to do. It’s a self-limiting paradigm that hurts employees’ — and employer’s — ability to grow. 

Employees must think more like entrepreneurs, Rosen said. “Entrepreneurs ask a lot of questions to a lot of different people. They shape their future rather than trying to predict it. They throw themselves into a sea of unknowns and challenge themselves to swim out. They imagine possibilities before they exist.”

Employers must enable that level of curiosity by balancing productivity demands with providing employees time to learn and reflect.

Organizations must also provide a variety of ways to learn. They have long been wedded to live instructor-led learning (ILT), which is often quickly forgotten and pulls learners away from work. Even during the pandemic, learning has shifted to virtual ILT, which still takes employees away from work and remains susceptible to erosion unless it is regularly reinforced, which is rarely the case.

It’s hard to blame employees for seeing learning as a hindrance rather than an opportunity. There is good news, though: Brandon Hall Group research shows more employers realize immersive and experiential approaches to learning are more effective because they enable employees to apply what they learn, work in teams and collaborate. This needs to be balanced with tools that allow employees to learn when, where and how they need it, such as:

• On-demand, how-to videos
• Microlearning
• Mobile delivery
• Ability to chat in the flow of work with peers who can offer guidance

Without a balance of immersive, learning-by-doing and on-demand learning tools, employers are erecting barriers to employees embracing a growth mindset. They can’t be curious, agile and seek more insight if they don’t have the resources — and freedom — to do it.

Employers must encourage, and employees must embrace, making curiosity a part of the daily routine.

“Channel your inner childhood curiosity,” Rosen recommended. “Remember those younger days when learning was fun and having an ‘ah-ha’ moment made a light go off in your head. Activate the search engine of your mind. Realize you are learning, unlearning and relearning every day. Learn how to learn again — and enjoy it!”

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

The post Enable Curiosity to Propel Continuous Learning appeared first on BrandonHallGroup.

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Highlights

eBooks

How to Find and Attract Underrepresented Talent in a Hyper-Competitive Hiring Market (eBook)

Every day, there is a new story about the difficulty of recruiting and hiring in the current talent market. Adding to that challenge is the need for organizations to create more diverse talent pools at the top of the funnel and make sure they are moving through the pipeline at the same rate as everyone else. Utilizing the latest Brandon Hall Group research, this eBook will examine how to identify and source diverse talent in a way that gives you a competitive advantage over an increasingly expansive competitive landscape.

Other eBooks from Brandon Hall Group:

• Orchestrating Enterprise Learning Technologies: Extracting Value Greater than the Sum of the Its Parts (eBook)
• How Well Do You Know Your Learners? It Could be Less than You Think. (eBook)
• Curriculum Mapping: Aligning Learning with Business Objectives (eBook)

Webinars

How to Fix Your Sales Learning & Enablement in 2022

In Brandon Hall Group’s recent study, COVID-19: Impact on Workplace Practices, 84% of companies say the pandemic negatively impacted sales effectiveness. At the same time, generating sales and revenue was ranked as the most critical business transition as companies emerge from the pandemic. Watch this webinar replay with David Wentworth, Principal Learning Analyst at Brandon Hall Group, and Jake Miller, Senior Product Marketing Manager at Allego, as they look at what an evolved sales enablement approach looks like, and how to implement it on your team to meet today’s dynamically changing needs.

Other Webinars from Brandon Hall Group in December:

·      Mining for Gold in Your LMS Data (Webinar)

·      Is Your Learning Driving Performance? (Webinar)

·      Developing Potential: The Future of Engagement and Learning (Webinar)

Upcoming: Looking Ahead: How to Development an Effective L&D in 2022

Wednesday, Jan. 19, 11 a.m.-noon EST

We will review the key lessons from 2021 and discuss how to develop an effective L&D strategy in 2022. Register at https://brandonhall.com/webinars.php.

Podcasts

Learn more about innovative, cutting-edge HCM topics on HCMx Radio, a podcast focusing that weaves current market research, HR technology and industry leaders into each episode.

Subscribe to HCMX podcasts on iTunes.

Case Studies added to Brandon Hall Group’s Member Center in December:

• Comerica Bank’s Multi-Tiered Training Flattens Layers, Increases Manager Control (2021 Case Study)
• Google’s Gamified Threat Model Colony Has Engineers Working Together to Fight Threats (2021 Case Study)
• Cornerstone’s DisasterReady.Org Enables Lifelong Education — One Learner at a Time (2021 Case Study)
• Kraft Heinz’s Learner-centric Ownerversity Develops Growth Mindset in Employees (2021 Case Study)
• Kraft Heinz Interactive Onboarding Redesigned to Get New Hires Up to Speed at Better Pace (2021 Case Study)
• Juniper’s 90-second Microlearnings Result in 100% Completion Rate (2021 Case Study)    
• Jardines Shifts Training from ‘Select Few’ to ‘Learning for the Important Many’ (2021 Case Study)
• IBM’s TA App Integrates Learning, Data to Provide Real-Time Guidance (2021 Case Study)
• Dell Transitions Traditional ILT to Effective, Engaging VILT (2021 Case Study)
• Igloo University Removes Barriers, Significantly Increasing Consumption (2021 Case Study)
• Liberian Electricity, Tata Train Trainers on the Job to Increase Sustainability (2021 Case Study)
• IBM’s Open P-TECH Closes STEM Gap by Providing Free Online Learning (2021 Case Study)
• Dell’s Custom-Designed Course Delivers Key Experiential Learning Outcomes (2021 Case Study)
• Solution Provider Profile: Ramco (2021)
• Employee Engagement at Enerjisa Üretim Rises Due to Agile Moves During Pandemic (2021 Case Study)
• Jardines Partners with Hyper Island to Equip Global Workforce with Digital Capabilities (2021 Case Study)
• Sysmex Boosts Customer Engagement, Loyalty with Global Rollout of LXP (2021 Case Study)
• GitLab’s Manager Challenge Program Improves Learner Output, Business Results (2021 Case Study)
• IBM’s Learning Sprints Raise Skills, Maintain Continuous Learning for Sales (2021 Case Study)
• Kibar’s ‘We Have Power’ LD Program Sees Turnover Rate Drop from 26% to 4% (2021 Case Study)
• Isbank Involves All Stakeholders, Helping Mobile Sales Team Succeed Despite Pandemic (2021 Case Study)
• Garanti BBVA’s Blended Learning Program Meets Training Needs for New Data Team Roles (2021 Case Study)

Published Research by Practice
In Brandon Hall Group’s Member Center

Diversity, Equity and Inclusion

• Research Note: ‘You Have to Be Willing to Change the Culture’
• CFA Institute, Blue Ocean Brain Create People-focused, Data-driven ABCs of Inclusion (2021 Case Study)

Learning and Development

• Solution Provider Profile: Course Merchant (2021)
• Comerica Bank’s Multi-Tiered Training Flattens Layers, Increases Manager Control (2021 Case Study)
• Google’s Gamified Threat Model Colony Has Engineers Working Together to Fight Threats (2021 Case Study)
• Cornerstone’s DisasterReady.Org Enables Lifelong Education — One Learner at a Time (2021 Case Study)
• Kraft Heinz’s Learner-centric Ownerversity Develops Growth Mindset in Employees (2021 Case Study)
• Kraft Heinz Interactive Onboarding Redesigned to Get New Hires Up to Speed at Better Pace (2021 Case Study)
• Juniper’s 90-second Microlearnings Result in 100% Completion Rate (2021 Case Study)
• Jardines Shifts Training from ‘Select Few’ to ‘Learning for the Important Many’ (2021 Case Study)
• Dell Transitions Traditional ILT to Effective, Engaging VILT (2021 Case Study)
• Igloo University Removes Barriers, Significantly Increasing Consumption (2021 Case Study)
• Liberian Electricity, Tata Train Trainers on the Job to Increase Sustainability (2021 Case Study)
• IBM’s Open P-TECH Closes STEM Gap by Providing Free Online Learning (2021 Case Study)
• Solution Provider Profile: Ramco (2021)
• Jardines Partners with Hyper Island to Equip Global Workforce with Digital Capabilities (2021 Case Study)
• Sysmex Boosts Customer Engagement, Loyalty with Global Rollout of LXP (2021 Case Study)
• GitLab’s Manager Challenge Program Improves Learner Output, Business Results (2021 Case Study)
• IBM’s Learning Sprints Raise Skills, Maintain Continuous Learning for Sales (2021 Case Study)
• Kibar’s ‘We Have Power’ LD Program Sees Turnover Rate Drop from 26% to 4% (2021 Case Study)
• Garanti BBVA’s Blended Learning Program Meets Training Needs for New Data Team Roles (2021 Case Study)
• Curriculum Mapping: Aligning Learning with Business Objectives (eBook)
• Orchestrating Enterprise Learning Technologies: Extracting Value Greater than the Sum of Its Parts (eBook)
• Executive Interview: The Healthy Leader
• Solution Provider Profile: Course Container (2021)
• Solution Provider Profile: SHIFT (2021)
• Solution Provider Profile: PwC ProEdge (2021)
• Solution Provider Profile: BrainCert (2021)
• Solution Provider Profile: NIIT (2021)
• Solution Provider Profile: Pluralsight (2021)
• Solution Provider Profile: Bluewater (2021)
• Mining for Gold in Your LMS Data (Webinar)
• Solution Provider Profile: True Office Learning (2021)
• Solution Provider Profile: CGS (2021)
• Solution Provider Profile: Cognizant (2021)
• Solution Provider Profile: Growth Engineering (2021)
• Solution Provider Profile: Cypher Learning (2021)
• Building the Business Case for Using Video for Learning (Business Builder)
• Developing Potential: The Future of Engagement and Learning (Webinar)
• Is Your Learning Driving Performance? (Webinar)
• How to Fix Your Sales Learning & Enablement in 2022 (Webinar)

Leadership Development

• Isbank Involves All Stakeholders, Helping Mobile Sales Team Succeed Despite Pandemic (2021 Case Study)
• Solution Provider Profile: LEADx (2021)

Talent Acquisition

• How Well Do You Know Your Learners? It Could be Less than You Think. (eBook)
• Solution Provider Profile: Shiftboard (2021)
• Solution Provider Profile: SHL (2021)
• Solution Provider Profile: Knowledge Anywhere (2021)

Talent Management

• EIBM’s TA App Integrates Learning, Data to Provide Real-Time Guidance (2021 Case Study)
• Dell’s Custom-Designed Course Delivers Key Experiential Learning Outcomes (2021 Case Study)
• Employee Engagement at Enerjisa Üretim Rises Due to Agile Moves During Pandemic (2021 Case Study)
• Solution Provider Profile: Wanido (2021)

Workforce Management/HR

• Creating an Integrated and Unified Workforce Management Strategy (Self-Assessment Tool)

The post Brandon Hall Group Research, December 2021 appeared first on BrandonHallGroup.

UKG will no longer be ranked on the Great Place to Work lists, but it won’t stop the great work UKG does in offering a world-class culture to their team.  UKG will continue to apply for other awards to recognize their extraordinary culture. For Great Place to Work, it will be business as usual.

Brandon Hall Group research has shown that taking on only operational challenges of the workforce simply isn’t enough. Organizations must create a culture where employees experience a meaningful and inspiring life-work journey and feel proud of their accomplishments. UKG’s “Our Purpose is People” motto and philosophy are well-aligned with the needs of organizations around the world to improve their employee experience.

The Great Place to Work team will bring an unmatched level of experience and expertise that will take the UKG technology suite and services to another level of functionality by enhancing the actionable insights that can be delivered and guiding customers in building truly great workplaces for their employees. UKG will offer Great Place to Work tools and benchmarks to current customers, leveraging Great Place to Work’s global research and methodology.

UKG also plans to embed elements of Great Place to Work insights into UKG’s solutions to assist their customers in the improvement of organizational health, elevate the life-work journey, and give an even greater voice to the employee.

“Today marks a pivotal moment for UKG, as we welcome Great Place to Work into our family. We are determined to raise the bar on how HCM technology can help organizations and their people thrive,” said Chris Todd, president at UKG. “We believe that the future of HCM software goes beyond offering exceptional HR, payroll, and workforce management solutions that improve workplace efficiency and promote compliance. The time has come for companies to expect more from their HCM providers, and we plan to lead the charge.”

The acquisition of Great Place to Work by UKG reflects the company’s commitment to evolve technology to meet the rapidly changing world of work.

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

– Cliff Stevenson, Principal Analyst, Talent Acquisition & Workforce Management, Brandon Hall Group

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

The post UKG Acquires Great Place to Work® appeared first on BrandonHallGroup.