Impacting Organizational Capability Flashcards
Domain 3
1
Q
What is the difference between a Vision statement and a Mission statement
A
Vision focuses on future goals. Mission states a purpose and a direction
2
Q
What is a Value statement?
A
Value statements focus on the value that TD will bring to the organisation
3
Q
What is the difference between a strategic goal, an objective, and an action plan
A
A strategic goal targets a broad accompliment. Objectives are tasks that outline how to accomplish stratigic goals. Action plans include logistics such as timeline, resources, and success metrics.
4
Q
What are the 4 steps of Budget Management
A
Analysis and Research; Planning; Budget Review; Budget Management
5
Q
What is the difference between a partnership and consulting
A
Partnership is an ongoing role. Consulting will have a defined start and end date with an agreed process or goal.
6
Q
What kind of business relationship is described by continuous engagement?
A
Partnership.
7
Q
What kind of business relationship is described as short term problem solving to facilitate change?
A
Consulting
8
Q
What ideology did Edgar Schein introduce to consulting theory?
A
Consultants should focus on adapting a solution to fit the goals of the organisation rather than delivering a standardized approach
9
Q
What was W. Edwards Deming’s popular 4 part model for continuous improvement?
A
PDCA - Plan, Do, Check , Act
10
Q
What is the difference between the consultant roles of the Facilitator and the Other Pair of Hands
A
A Facilitator takes a neutral position with the main goal of drawing out solutions from the group. The Other Pair of Hands actively contrubutes to a solution where the client takes charge of the outcome.
11
Q
What is the difference between the consultant roles of the Expert and the Process Consultant.
A
The Expert is an authority who provides direction and advice whereas the Process Consultant analyzes business activites, engaging longer and more in depth than other roles.
12
Q
What are 5 ways to gain credibility?
A
Be proactive, focus on organizational success, apply business acumen, participate & communicate, deliver value
13
Q
In the Consulting Process, what is the “Assessing the Need” phase also called?
A
The Contracting Phase
14
Q
Besides developing a relationship with the client, what should be established in the Assessing the Need Phase
A
Expedctations, goals, deliverables, and outcomes
15
Q
What are the 5 steps to the Consulting Process
A
Assessing the need, Understanding the Issue, Present Findings and Interpretations, Develop and Implement a solution, complete the project and evaluate the results.
16
Q
What are some advantages to surveys?
A
Inexpensive, easy to tally, easy to participate, both qualitative and quantitative
17
Q
What are some disadvantages to surveys?
A
Constructing questions and measurements must be done carefully, wording up to interpretation, low response, limited free expression
18
Q
What are some advantages to Interviews
A
Rich detail, ability to probe, can be virtual or in-person, closely followed interview guides provide consistent data
19
Q
What are some disadvantages to Interviews?
A
Time consuming, resource intensive, careful sample selection, interviewer must stay neutral
20
Q
What are some advantages to Focus Groups?
A
Collect non-verbal data, multiple individuals at once, more ideas generated
21
Q
What are some disadvantages to Focus Groups?
A
Time and resource intensive, more verbal members may dominate or influence data
22
Q
What are some advantages to Observations
A
Creates step-by-step output, job conditions provide context, realistic picture of tasks
23
Q
What are some disadvantages to Observations?
A
Hawthorne Effect (being observed alters behavior), difficult to separate sections, only captures behaviour and not reasoning
24
Q
What are some advantages to self-assessment?
A
Access to candid data, foundational information
25
What are some disadvantages to Self-Assessments?
Potential bias, must be supported by other methods
26
What are some advantages to Extant Data collection?
source of hard data, ability to interpret trends, consisten measurements
27
What are some disadvantages to Extant Data collection?
may not be exactly what is required, no control of the collection tools or the assessment of their validity
28
What Partnership skill is defined by identifying and ultimately interlacing boundaries to increase collaboration?
Michael Tushman's "Boundary Spanning"
29
What is a Workforce Plan
It identifies critical roles then, compares the gap between the skills needed and the skills of the current population
30
What are three key things to know about your stakeholder before you plan your course of action to gain agreement, support, and buy-in?
Understand their role, assess their opinions of the project, and examine their priorities.
31
What are some advanced signs of potential barriers?
Slow to give approvals or information, changing direction, asking to omit information, hidden motives
32
What is the difference between Expressive and Receptive Influencers
Expressive influencers send information. Receptive Influencers collect or solicit information.
33
What are ways of using Expressive Influencers?
Telling, Selling, Negotiating, and Enlisting
34
What are ways of using Receptive Influencers?
Inquiring, Listening, Attuning, Facilitating
35
What are three ways to address resistance?
Create a safe space to express disagreement, show other options, ensure the cause of the problem has been identified
36
How can you prevent barriers?
Anticipate objections, use data, demonstrate organizational aligment, identify proper stakeholders, engage with all levels, build long-term relationships, utilize informal communication channels
37
What are some possible outputs of an Organizational Development Plan?
Communications Plan, role-and-responsibility matrix, training plan, training curriculum, implementation plan, risk management plan, evaluation plan, change management plan
38
How is Systems Thinking important to an Organizational Development Plan?
Systems thinking creates a holistic picture by examining relationships between components of the organization rather than in isolation
39
How is Open Systems Theory important to Organizational Development planning?
Open Systems Theory examines the flow of information, pinpointing inputs, throughputs, and outputs to determine possible futures and responses.
40
How is Complexity Theory important to Organisational Development planning?
Complexity Theory views the organization at the edge of chaos, constantly self-organizing, and continuously reinventing itself through routine experimentation and innovation
41
How is Chaos Theory important to Organizational Development planning?
Chaos Theory acknowledge that underlying patterns cause a butterlfy effect signifying that outcomes have sensitive dependence on initial conditions
42
How is Social Network Theory imporant to Organizational Development planning?
Social Network Theory examines interaction of groups and indivudias as actors within a network of nodes (relationships)
43
How is Action Research important to Organizational Development Theory?
Action Research is transformational change through taking action, doing research, and continuous critical reflection
44
What is another name for Action Research?
Participatory Research
45
What are the three steps of Kurt Lewin's Force field analysis?
Unfreezing old behavior, moving to a new behavior, freezing the new behavior
46
What is the Transition Model proposed by William Bridges?
Change is situational and transition is a psychological process of letting go through the phases: ending, neutral zone, and beginning.
47
What is the diffence between transformation and transactional change as per the W. Warner Burke - George H. Litwin model?
Transformational change is a culture shift directed towards leadership, mission, strategy, and organization. Transactional Change shifts climate by targeting practices, structure, and systems
48
What is the "7 S's" planned change model of Nadler and Tushman?
Strategy, Structure, Systems, Shared values, Skills, Style, Staff
49
Peter Senge challenged the top-down, hero-leader model of change with what kind of proposed approach?
He proposed small, incremental changes through 5 disciplines of organizational learning
50
What makes the PROSCI ADKAR model stand out against many planned change models
ADKAR examines change on the individual level rather than on organizational milestones.
51
What is Marvin Weisboard's Six Boxes model used for?
This model is a diagnostic tool to help leadership think systematically when identifying organizational problems.
52
Other than an Organizational Chart, what are tools you can use to identify and visualise organizational relationships?
Stakeholder Analysis, Environmental Scan, Network Diagram
53
How does a Growth Mindset encourage Learning Culture?
The growth mindset places value on deliberate practice as essential to developing skills, viewing failures as learning.
54
What is the difference bewteen "training culture" and "learning culture"?
Training culture views learning as business cost, tactical, nice-to-have. Learning culture means learning is a busines driver and a strategic must-have
55
Why might teams fail at collaboration?
Teams fail when they see collaboration as an activity rather than a skill and do not provide the chance to develop
56
What are some ways TDs can help develop collaboration skills?
Introducing new processes, resolving conflict, providing constructive feedback, decision making, new technology
57
What are 4 characteristics of a good Engagement Plan?
Realistic engagement goals, coaching managers and holding them accountable, investment of time and resources, and continuous measurement
58
What is the most common way of deignign a hybrid approach to measuring employee engagement?
An external vendor would do one large scale invesitgation and analysis and internal teams would run smaller ongoing exercises.
59
What are common mistakes to avoid when measuering employee engagement?
Poorly constructed collection tools, no plan on how to use the data, concerns around anonymity, failure to follow through or communicate results, poorly aligned questions
60
What are some barriers to aligning engangement stratetgy business strategy where employee engagement is viewed as a performance indicatory?
Not demonstrating the link between engagement and business outcomes in order to secure time, money, and resources to execute
61
What are some barriers to creating an engaged employee culture centered on a core purpose where values take precident?
Measureing engagement periodically or infequently. Treating engagement as a stand alone project. Being profit driven and not mission driven.
62
What are some barriers to creating successful formal employee engagement programs?
Treating engagement as an afterthought or as an addition to another initiative
63
What is a barrier to creating an engaged organization where communication is open and transparent?
Communicating on a need to know basis. Not providing adequte opportunity to employees to provide feedback.
64
What is a barrier to engaging employees through collaboration and inclusion?
Narrow focus on perfomance and rigid working schedules as well as redundant or siloed responsibilities
65
What are some barriers to creating a regular cadence for follow-up on employee engagement?
No plan for using results. Poor collection tools. Long delays in communicating results. No support for managers and leaders to act on results.
66
What are some barriers to leaders building engagement as one of their performance measures?
Not providing guidance to managers about their role. Not enabling employees to innovate daily tasks
67
What are some barriers to demonstrating that employee engagment impacts business performance?
Lack of standard success criteria for engagement. No resources to track outcomes. Lack of data to link engagement outcomes to business outcomes
68
Why is doing a Job Analysis important for creating a Talent Development Strategy
Job Analysis will determine competencies needed by laying the framework of the the Task Analysis
69
When creating an Executive Summary for your Talent Development Strategy, what should you start with?
An executive summary should always start with the conclusions.
70
By saying "Internal Talent Development is a low-cost, customized provider of learning solutions." what kind of statement are you making?
You are makin a Value Proposition by stating cost benefit and the organizational need you are fulfilling.
71
When constructing a Talent Development Strategy, what is a SWOT analysis used for?
A SWOT analysis is used to determine Strenghts, Weaknesses, Opportunities, and Threats
72
What kind of analysis is good for anticipating change to a Talent Development Strategy?
A SWOT analysis will highlight Opportunities and Threats and make the organisation more agile to change
73
What is another name for a Cause and Effect diagram?
A Fishbone diagram
74
How do you make a Cause and Effect diagram to anticipate problems or constraints?
Start with your "effects" and list all possible causes for each; then categorise the causes.
75
When anticipating constraints, what are the 5 Whys best used for?
By asking "Why?" five times, you can tease out root causes
76
How can you use a Force Field analysis to predict problems?
A Force Field analysis will tell you factors influencing movement towards and away from your goals
77
How would you use the Nominal Group technique to predict barriers?
Each participant would brainstorm possible scenarios and then the group will refine this through convergent opinion
78
How can you use Pareto charts to assess a problem management strategy.
A Pareto chart will help determine which problems to solve and in what order.
79
When forcasting potential problems, what do you need to start Scenario planning?
First, you look at trends and uncertainties so you can plan possible future challenges
80
How can you avoid role uncertainty on a project?
Ensure that you have a well defined team charter that defines where the decision-making authority is
81
What can you do when your project seems to be lacking support?
Make sure that your project is well aligned with TD and organizational objectives and ensure you have a key custoemr who visibly supports it
82
What is the best practice to avoid resource constraints on a project?
Never start a project before the resources have been comitted
83
How TD professionals best navigate unreasonable deadlines?
Negotiate with leadership for either more realistic timelines or a reduced project scope
84
What can be done in advance of a project lauch that could limit missed deadlines
Planning extra time for unexpected work can ensure quality devliverables
85
What is a possible answer to technology challenges during TD projects?
If platform limitations arise, the vendor can be engaged to plan additional resources or customizations, now or in the future
86
What Instructional Design technique can be used to write effective market objectives for TD programs?
Mager's ABCD process translates well to identify: audience, behavior, condition, and degree
87
What communication technique can be used to ensure marketing messages are well understood by the organization?
You can use the 6Cs to write clear, correct, complete, consice, coherent, and courteous messaging
88
What are three categories of communication stragegies that can be used to distribute TD marketing messaging?
Communication channels fall into areas of: written word, social media, and interpersonal interactions
89
What is one benefit of an effective TD marketing strategy that is not related to increased participation in learning activities?
Effective TD marketing is directly related to the credibility and perceived importance of TD which positively impacts retention and acquisition
90
How can you generate interst in Life Long Learning among employees who may be content in jobs they feel they have mastered?
By giving employees the autonomy to choose their devlopment plans based on their own interests and enforcing accountability.
91
In Human Performance Improvement, how is Target Job defined?
Target Job is the job whose performance is being analysed
92
In Human Performance Improvement, how is Key Performer defined?
The Key Performer is an employee who delivers above average results
93
In Human Performance Improvement, how is a Stakeholder defined?
A stakeholder is a person or group who has interest in and can influence results of the project
94
In Human Performance Improvement, how is a Sandard Performer defined?
As standard performer meets all or most of the job requirements
95
In Human Performance Improvement, how is the Client defined?
Clients are the goal owners
96
What are the 5 CYCLYCAL steps of the ATD HPI model?
Business Analysis, Performance/Key Performance Analysis, Influence Analysis, Solution Selection, Solution Planning/Implementation
97
What are the 2 CONTINUOUS steps of the ATD HPI model?
Evaluation/Results and Manage Change Influences
98
Gilbert's Behaviour Engineering model assigns six types of influences into which two categories?
Environmental (Information, Resources, Incentive/Consequences) and Individual (Knowledge/Skills, Capacity, Motivation)
99
What are the axies in the matrix for Rummler-Brache's Nine Box Model?
The three levels of performance (job/performer, process, organization) and the three performance needs (goals, design, management)
100
What are the three forms of analysis in the Harless Front End Analysis model?
Business Analysis, Performance Analysis, Cause Analyisis
101
What are the four steps of the Harless Front-End Analysis?
Project alignment, analysis of new performance, analysis of existing performance, planning integrated initiaitves
102
What is a key difference between the ATD HPI model and the International Society for Performance Improvement's HPT model
ATD HPI places more imporance on Change Management whereas the HPT model only places CM in the implementation phase
103
What is the key tool used to execute the analysis in Mager and Pipe's Model
The Mager and Pipe model uses a flowchart to understand problem importance and the outcomes of solving it
104
In what way does the Holloway-Mankin Performance DNA model frame HPI differently from other models?
The Perfomance DNA model is an affirmative approach focusing mostly on Key Performance the barriers to attaining it
105
What are the three principles of Performance Management?
A Results-based, Systematic Approach; Focus on Outcomes not Behavior; Organizations as Systems
106
Why is a Results-Based, Sytematic Approach important at the onset of a Performance Improvement initiative?
Never assume the client has correctly identified the problem without first linking performance gaps to organizational goals yourself
107
Why are processes (behaviours) less ideal than outcomes when analyzing performance?
Not all behaviours are observable and outcomes are more easily detectable
108
Why is Systems Thinking critical when considering performance improvement solutions to implement?
Predicting the effect of a change on seemingly unrelated parts of the system can be difficult or easily overlooked
109
What is "compensating feedback"?
In Systems Theory, compensating feedback is when solutions cause unintended consequences that offset change benefits
110
Why might Performance Improvement initiatives cause employees to feel hesitant or apprehensive?
Disruptive change and diminish the ability to envision the future with certainty
111
Before conducting a Performance Analysis, what is included in a Business Analysis?
The Business Analysis includes information about possible customers, suppliers, competitors, and regulations
112
What are the three core elements of a Performance Analysis?
Identify the gap between Key and Standard Performance, the differecne between how those outcomes are produced, and locating the enablers and barriers
113
What model can be used to analyze the "retraining" and "driving" forces of change?
Lewin's Force Field model is a common way to compare enablers (driving forces) and barriers (retraining forces)
114
Name the seven categores of Performance Influencers
Workplace/Structure, Work Process, Management/Organization support, Technology/Information,HR/Selection, L&D, Personal Motivation
115
What category of Performance Influencers do these enablers belong to: ergonomics, safety reviews, access to adequate tools
Workplace and Structure
116
What category of Performance Influencers do these enablers belong to: process improvement, Lean Six Sigma, flowcharts
Work Process
117
What category of Performance Influencers do these enablers belong to: reorginazation, union involvement, cross-department reviews
Management and Organization support
118
What category of Performance Influencers do these enablers belong to: knowledge management platform, digital automation, accessibility of data
Technology and Information Resources
119
What category of Performance Influencers do these enablers belong to: employee assistance programs, work-life balance, relocation
HR and Selection
120
What category of Performance Influencers do these enablers belong to: coaching, job-shadowing, conference attendance
Learning and Development
121
What category of Performance Influencers do these enablers belong to: rewards, recognition, employee surveys
Personal Motivation
122
What category of Performance Influencers do these barriers belong to: distracting work space, inaccessible tools, unsafe conditions
Workplace and Structure
123
What category of Performance Influencers do these barriers belong to: redundanices, error-free vs rework ratio, multiple handoffs
Work Process
124
What category of Performance Influencers do these barriers belong to: weak accountability, resource competition, external interference
Management and Organization support
125
What category of Performance Influencers do these barriers belong to: weak data standards, inability to transfer data from system to system, inaccesible data
Technology and Information Resources
126
What category of Performance Influencers do these barriers belong to: poor talent match, misaligned interview questions, lack of onboarding
HR and Selection
127
What category of Performance Influencers do these barriers belong to: no on-the-job support, lack of task feedback, inability to ask expert advice
Learning and Development
128
What category of Performance Influencers do these barriers belong to: no value in organisational goals, competing priorities, undercompensation
Personal Motivation
129
What is another name for the Multivoting decision making technique?
Nominal Group Technique
130
What is the outcome of the Multivoting decision making technique?
A rank-ordered list created by brainstorming, clarifying, and rankins a broad range of responses
131
What Decision Making tools can be used to illustrate which influences have the greatest effect on the business?
Affinity Diagrams and Interrelationship Diagraphs
132
What goes into making a Countermeasure Matrix for making performance improvement decisions?
One to three solutions for barriers (countermeasures) are ranked by cost, time, and anticipated benifit
133
When do the 5 Moments of Learning occur?
When action is required (Apply), when learning how (Learn New), expanding knowledge (Learn More), when problems arise (Solve), when learning a new way (Change)
134
How can Systems Thinking help challenge an established view of Human Performance and expand perspective?
Humans understand reality as a model but all models fall short of fully representing reality
135
What are the three main dimensions of global culture that Performance Improvement should consider?
Economic (e.g. pricing, ability to spend), Social (e.g.: norms, customs), Traditions (e.g.: holidays, festivals)
136
Organizations learn on 4 levels. What are they?
Individual Learning, Team Learning, Organizational Learning, Inter-Organizational Learning
137
What level of Organizational Learning carries the most risk to group knowledge retention?
Individal learning could represent knowledge or skill isolated from the organization and may be lost if the employee leaves
138
When individuals share new skills and knowledge in Team Learning, what are the three common outcomes?
Insight into complex issues, Coordinated innovation, Networking with other teams
139
What outputs does Organisational Learning produce?
Organisational Learning produces subdevided knowledge related to the business mission for all departments
140
What benefits can a business expect from Inter-Organisational?
Reduced time/expense, faster learning, increased innovation
141
What is the one human factor of learning that cannot be improved by training?
Desire
142
What are the three Intrinsic Factors of learning?
Knowledge, Skill, Desire
143
What are the three Extrinsic Factors of learning?
Environment, Opportunity
144
Why is it a good idea to plan for small attainable acheivments in a Change Management Plan?
According to Kotter's Change Model, nothing motivates more than success.
145
What are the 8 steps in Kotter's Change Model?
Create the Sense of Urgency, Form a Powerful Coalition, Create a Vision, Communicate the Vision, Remove Obstacles, Create Short-Term Wins, Build on the Change, Anchor the Change
146
In the Bridges Change Model, where should change start?
Change should start with "Ending" (of the former process) before moving through the "Neutral Zone" to the new "Begining"
147
What are the four P's of the Bridges Change Model?
Purpose for change, Picture of the outcome, Plan for navigation, Part each employee plays
148
Individual may experince the Kubler-Ross Stages of Grief during change. What are they?
Denial, Anger, Bargaining, Depression, Acceptance
149
What is the 4-D Model proposed by Appreciative Inquiry when envisioning change?
Discovery (what is), Dream (what might be), Design (what should be), Destiny (what will be)
150
List the 6 phases of the ATD Change Model.
Challenge the Current State, Harmonize and Align Leadership, Activate Commitment, Nuture and Formalize a Design, Guide Implementation, Evaluate and Institutionalize
151
When picking an initial Data Analytic project to launch a business partnership, what two things should you consider to make an impactful first impression?
Choose an analyic project that: (a.) is a quick win (b.) uncovers an insight with business outomces
152
What are 5 clear steps to approach data collection and organization?
Define the Question, Set Clear Measurements, Collect Data, Analyze the Data, Interpret results
153
What are the 3 dimensions used to frame a Stakeholder Analysis
You can analyze Hierarchy, Function (Department), or Decision Making Authority
154
Name five common mistakes made during data analysis
Assuming (or jumping to) conclusions, unconcious bias, overemphasizing the mean, sampling errors, mitigating confounding factors (Hawthorne effect, placebo effect)
155
"20% of employees over 50 would like more leadership opportunities" is an example of what kind of data comparision?
This is a crosstabulation because it records the frequency of respondents with specific characteristics
156
What are four questions you can ask when selecting the analysis results to explore and share?
Is the result benefitial? Answer the original question? Explore all options? Address possible objections?
157
How can percentages, statistics, benchmarks, and quotes be used to craft a story?
Percentages create narrative. Statistics provide context. Benchmarks create comparissons. Quotes interpret the results.
158
What role does crosstabulation play in telling a data story?
Crosstabs compares the answers of two or more questions in a pictoral format.
159
What are five attributes of a Data Driven Organization?
Strong culture, Experiments and learns from failures, influenced by technology, future focused, agile
160
What kind of data visualisation would you use to display relationships?
bubble chart, scatter chart
161
What kind of data visualisation would you use to display comparisons?
bars and columns, timeline, linechart, scatter plot
162
What kind of data visualisation would you use to display distribution of multiple variables?
heat map, bubble chart
163
What kind of data visualisation would you use to display connections?
relationship map, connection map, heat map, Venn diagram
164
What kind of data visualisation would you use to display composition of the whole?
pie chart, stacked bar chart
165
What kind of data visualisation would you use to display location?
maps, building diagrams, processes
166
What kind of data visualisation would you use to display the distribution of a single variable?
columns, histogram, scatter chart
167
What is a PEST analysis when preparing TD organizations for Future Readiness?
It examines the external influences of Politics, Economy, Social issues, and Technology
168
How is the reimagining of performance management impacting future readiness?
Performance Management is being decoupled from development plans so that employee development can focus on future skills needs
169
If future readiness involved workplace digitization, why should TD be involved?
The goal of workplace digitization is to improve perfomance and TD should be strusted advisors in the process
170
What does the democritization of the workplace mean for the future of TD?
Digital landscapes make the spread of information nearly impossible and attemping to restrict access to knowledge will be seen as exclusive and demotivating
171
What is the importance of Analytics for the workplace of the future?
The need for analytics is widely predicted as a top priority organizational skill to develop however most companies assess themselves as ill-prepared.
172
What is the implication of Reputation for the workplace of the future?
Top reputations attract top talent; top talent may even accept less pay for a reputable organization.
173
What is the implication of Employees Working from Everywhere for the workplace of the future?
Employees reporting from home will need skills for working virtually and tools self-management of productivity.
174
What is the implication of emerging marketplace Ecosystems for the workplace of the future?
As dynamic markets create integrated ecosystems, the shift towards contingent employees require new learning solutions
175
What is the implication of Agile Teams coming to the workplace of the future?
Agile teams will need skills to be self-directed and manage their own performance.
176
What is the implication for having Learning Happening Where the Work Is as part of the workplace of the future?
Continuous learning will mean creatively embedding EPSS and other perfomance support tools so they can be accessed immediately.
177
What is the implication of a Connected Word in the workplace of the future?
The 24 hour work day requires new skills and unique perfomance solutions for small teams working globally
178
What is the implication of the need for Leadership Skills in the workplace of the future?
Progression to democritazastion and agile teams means leaders must become more entreprenurial
179
What are the implications of Leaderhip Gaps in the workplace of the future?
While succession planning is a constant consideration, leadership development must be prepared to accommodate the incoming generational culture
180
How can be future ready teams be designed for speed, agility, and adaptability?
Organisations must shift from rigid hierarchies to flexible networks of smaller teams.
181
What are 6 activities you can do to prepare for the future?
Ask questions about the future, observe generational differences, heed forecasts, watch for indirect effects, challenge the data, encourgage disussion
182
How will Changing Demographics effect the workforce of the future?
Succession planning is key as younger generations will need to be brought up to speed quickly
183
How will the Criticality of Finding and Retaining Talent effect the workforce of the future?
Sourcing skilled talent is becoming harder, powerful onboarding is key to retention as an impactful first impression
184
How will the Motivation of Job Flexibility effect the workforce of the future?
TD professionals should be prepared for worforces seeking shifted hours, sabbaticals, and result-only work environments
185
How will Robots with Real Jobs effect the workforce of the future?
While some humans may have to learn to work FOR robots, others will be freed up to learn other more interesting skills
186
How will Innovation as the Norm effect the workforce of the future?
TD must demystify innovation and provide tools to enable the organization
187
How will Freelancing as a Way of Life effect the workforce of the future?
As 40% of the working population, consultants and contractors will need different learning tools and learning plans.
