One question that has the power to keep recruiters up at night: What makes a person choose one job over another? While some recruiters may find that either a high salary or competitive benefits is enough to entice top candidates, others are winning talent with a workplace culture of learning and development (L&D). Eight in
If you’re struggling to entice candidates to your entry-level positions, we’ve got some good news: The Wall Street Journal has done some heavy lifting for you. In a recent article, the WSJ dives deep into entry-level job descriptions — analyzing hundreds of them across roles, sectors, and locations in the U.S. “They reveal,” the WSJ
As AI unlocks new ways of working, it’s only natural that talent development must transform too. After leading two AI-focused sessions — and having many timely conversations — at this year’s Association for Talent Development conference (ATD24), I’m more convinced that every talent leader has an opportunity to help their organizations foster the agility and
There’s a concept called revealed preference, borrowed from economics and marketing. The basic idea is that while people might say they prefer one thing, their actions reveal their preferences in a much more concrete way. Say you ask party guests ahead of time if they’d prefer healthy or sweet snacks, and virtually everyone says they
Sometimes, it doesn’t matter how fantastically designed our learning solutions are because training alone won’t address the root cause of a problem. Training can only solve for problems that specifically relate to a lack of skills or knowledge. In his book Performance Basics, author Joe Willmore estimates that this only accounts for 10% to 15%
Small and midsize businesses (SMBs) are like the welterweights of the business world: With their agility and impact, they often punch above their weight. But they face unique challenges when it comes to hiring. That’s particularly true now that the workplace is changing so rapidly, with everything from the adoption of generative AI to increased
“It’s an old story,” writes the Harvard Business Review in a recent article. “In the corporate world, regulators seek to curb abuses, but some players find ways to circumvent the new rules. So, too, with skills-based hiring. Executives revamp hiring policies, but thousands of hiring managers find ways to think and act the way they
First, there was the Before Times; then, COVID-19 turned the world upside down; then, the Great Reshuffle (also known as the Great Resignation) pushed attrition to record highs; now, many say we’re currently in the Big Stay, a sustained period of lower attrition. But how real is the so-called Big Stay — and perhaps more
Imagine if learning and development (L&D) professionals could get people as excited about learning as they are about, say, the new Taylor Swift album or the third season of Bridgerton. It’s kind of the holy grail of L&D, getting people so hooked on learning that they’re hungry for more. Unfortunately, reality tends to get in
The talent world has all but swooned over skills-based hiring for the past few years. By prioritizing skills, rather than degrees, companies can solve a number of problems: reduce bias, widen talent pools, and address daunting talent shortages. Yet despite the hype, few companies have put the idea into practice. A recent report by the
