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ATD NYC Starts New Year with a Bang

Posted By William Dunmyer, ATD NYC, Monday, February 20, 2017


ATD NYC started 2017 with a bang. The chapter hosted its first-ever Hot Topics Roundtable on January 25, breaking chapter attendance records. (See picture above.)

"We wanted to start the new year with something we've never done before," said Marshall Bergmann, principal organizer of the event. "I'm delighted it struck a chord with existing members and attracted so many new people."

At the event, Talent Development professionals were able to brainstorm and problem-solve around topics of greatest concern to them. Eleven tables were set up in the room, each with a specific topic. When attendees arrived, they chose which table to join based on the topic.

Each table had six-to-eight individuals. An experienced facilitator was assigned to each table, charged with moving the discussion along, encouraging everyone to share their viewpoints, and getting to as many breakthrough ideas as possible. The topics were:

1.     How to Do a Learning-Needs Analysis
2.     Latest Improvements in E-Learning Software (Storyline, Captivate, etc.)
3.     Mastering Facilitation
4.     Media Mastery: Media Planning, Creating, Editing
5.     How to Align Learning with the Business
6.     How to Make Training Fun, but Not Cheesy
7.     What is the Right Future for Performance Management?
8.     How to Build a Brand for Your Learning Organization
9.     How to Bring a Culture of Data and Analytics to Your Learning Organization
10.  Serving a Multi-Generational Workforce
11.  Digital Transformation of HR and Talent Development

The 'Future of Performance Management' discussion was facilitated by Mies de Koning, who works in Leadership and Organizational Development at the New York Public Library. He said his group explored a wide variety of questions and topics, including whether the term 'Performance Management' was limiting. Perhaps the term itself must be rethought, they wondered.

"We had so many interesting ideas that I encouraged the group to reconvene to continue the analysis," Mies said. "We have scheduled a follow-up meeting. We are also thinking of writing up our findings and posting them on the chapter website. Stay tuned for that."

Quite a few attendees were first-timers, attending ATD NYC for the first time. One was Javonne Morrison, who works in Talent Acquisition at Calvin Klein. "It was great to meet others in my profession and gain a better understanding of what they are doing at their companies," Javonne said. "It helps me better myself as a Talent Development professional. I look forward to attending more sessions in the year ahead. Thank you to chapter leaders for putting together such a dynamic and fun event."

Given how popular it was, another Roundtable event is being scheduled, probably for September 7. Watch for an announcement in the spring.


For all upcoming chapter events, please visit the Events Calendar.

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Volunteers Recognized

Posted By William Dunmyer, ATD NYC, Tuesday, December 13, 2016
Updated: Wednesday, December 14, 2016

Volunteers are the life blood of ATD. That's the message that rang out at the ATD NYC Volunteer Recognition event on November 10.

The New York City chapter of the Association for Talent Development (ATD NYC) has always relied on volunteers. But this was the first time the chapter had held a special event honoring them.

Sarah Tennyson, chapter VP of Talent Management, arranged the celebration. "With events like this," she said, "we give people who are so generous with their time and talent a full sense of how much we appreciate them."

Theresa Dinh, outgoing chapter President, opened the proceedings and spoke first. She said in addition to providing recognition, the evening was designed to give volunteers the opportunity to meet one other and learn about each other's work.

Theresa went on to explain how the chapter in 2016 had reversed its approach to volunteering. Previously, chapter leaders would identify the needs of the chapter, then try to find people to meet those needs. Now everything starts with the volunteers themselves. Chapter leaders ask volunteers what they would like to do. They then try to find ways for those individuals to perform those tasks in service to the chapter.

After Theresa's remarks, each volunteer received a handsome certificate in a ceremony.

Finally, there was a speed-networking activity, led by Margaret Clarkson, incoming chapter President. Here's how it worked. Attendees randomly broke themselves into pairs. Each pair was given a topic, which they discussed for five minutes.

After five minutes, everyone moved to a new partner and received a new topic. Some topics were work-related, some were not. Examples: Tell each other about a film you love. Tell each other about a vacation you are planning. Tell each other how you got into Learning & Development.

Your humble author was an enthusiastic speed-networking participant. We all know that chit-chatting with strangers is usually quite awkward and slow-going. With the structure of this exercise, attendees didn't have to search for things to talk about and were able to move around the room much more quickly than would normally be the case. I loved it. I made several new friends in the chapter that I'm sure I will see again both professionally and personally. I hope to see speed-networking at chapter events in the future.

Final note: My volunteer work for the chapter includes writing articles such as this. And I truly appreciate the gratitude shown to me through this celebration.


If you would like to volunteer, please visit the Volunteer section of the chapter website and reach out via email to

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Award-Winning L&D: What Does it Take?

Posted By William Dunmyer, Thursday, September 29, 2016

Sidley Austin has won many Learning & Development awards. Jody Rosen Knower (pictured), who leads the firm's Lawyer Development team, appeared at ATD NYC's Monthly Chapter Event on September 7 to try to explain why. 

In a well-crafted, concise presentation titled, How to Build an Award-Winning L&D Team, Ms. Knower focused on four elements driving her team: Mission, Mindset, Culture, and Focus

Mission: Ms. Knower's team has a mission statement of its own. Not the firm's mission: a separate mission for the L&D team. This is essential, Knower says, because it keeps the team aligned, with a shared line of sight. The team's North Star, if you will. 

Specifically, it enables team members to show judgment. If something is aligned to the mission, it is probably the right thing to do. It also helps frame feedback sessions with internal clients. The mission articulates what the team wants to accomplish. They then periodically ask colleagues: "Are we living up to our mission?" 

Their mission statement is as follows:

To help Sidley lawyers become:
More skilled
More self-confident
More satisfied
More successful
And feel more supported throughout their Sidley careers.

Moving to Mindset, Knower explained that her team looks at its own development through the lens of a "hierarchy of contributions." Teams contribute differently at different stages in their evolution. She depicts this in pyramidal form.


As a team’s experience, knowledge, understanding, skills, and ambition build, contributions should move up the pyramid. 

When it comes to Culture, Knower provided highlights. Example: The team has its own onboarding process. As part of this, Knower has one-on-one time with every new teammate, no matter the rank. At these sessions, she discusses many things, including the team's culture and values. 

On a personal note: As I listened to this part of Knower's presentation, I tried to remember when I had had conversations of any kind with my supervisor's boss. On my last L&D team, my supervisor's boss never expressed interest in meeting with me, my peers, or any of my direct reports. What message does this send about hierarchy, and how does it impact a team's culture? Disturbing questions to contemplate.

Finally, Focus, referring to how the team prioritizes. All potential projects are subjected to a cost-benefit analysis with the help of a grid measuring Impact and Investment.

Every proposal is placed on the grid based on impact and investment (time, resources, difficulty, relationship capital, etc.). Most desirable, of course, are projects that are high-impact and low-investment. More challenging are projects that are high-impact, high-investment. Knower believes every team should green-light one or two of these per year, but choose very carefully. 

Of course such grids are familiar. We've seen them a hundred times. But how many L&D teams actually use them?

You could ask the same about everything Knower discussed. She didn't say anything revolutionary. What sets her team apart is that they actually do the things most of us only talk about. Knower's team implements sensible things, rather than just talking about them -- rather than just teaching about them in Leadership classes. 

It's ironic that we as Learning & Development professionals teach these kinds of practices all the time, but a fair number of us don't live by them -- or don't do so consistently. Knower's visit to ATD NYC inspired me to practice what I preach (and practice what I teach) in a more rigorous way. I'm reasonably confident many other attendees walked away similarly inspired. 


Tags:  L&D Department  Leadership  Learning and Development  Teams 

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Talent Development for Cyborgs

Posted By William Dunmyer, Tuesday, June 21, 2016

Are you a cyborg?

MIT Fellow and Innovation Expert at Big Think Michael Schrage (pictured) says that you are -- even if you do not know it.

Schrage made this intriguing assertion in a far-sighted presentation titled “Big Thinking About Talent Development” at ATD NYC’s Monthly Chapter Event on June 7, with 48 people in attendance.

Here’s a test: Imagine your technology devices (computers, smart phones, etc.) were taken away. How would your productivity be affected? Your ability to work would virtually cease. In the 21st century, we can do little without technology. It’s hard to argue with Schrage. Indeed, we are all cyborgs now.

After making this case, Schrage brainstormed about numerous things, including next-generation tools that will in the years ahead transform us even further into cyborgs and hopefully help us work better. Fitbits, for example, are now worn by many people around their wrists.

Perhaps a Fitbit-type device could monitor your speech at work, knowing when you are speaking without interruption. It could prompt you to switch from pontificating to listening. Given how important listening is for healthy work relations and teamwork, this could be a major aid to organizational development.

Most important from an ATD perspective: What does Talent Development for cyborgs look like, and how does it differ from what we are doing today? Schrage did not try to answer this because, he admitted, he is not sure. He is certain of one thing though: Talent Development would be much more effective if it understood that its clients were cyborgs. 

The 20th-century concept of Talent Development, where humans are conceived of as acting on their own without technology, is useless today, he said. In his words, “It is now meaningless to talk about talent without technology – and vice versa.”

Even though Learning & Development was not discussed in much detail by Schrage, I found myself thinking about it repeatedly in the days after the event. It seems to me that all L&D professionals must take a fresh look at their work from a cyborg perspective. 

I have begun to rethink my own work by asking: For each skill that my team teaches, what are the technology tools that can and/or must be used to bring that skill to maximum productivity? 

If we do not incorporate this into our training, we are giving our learners only half of what they need, leaving them severely shortchanged. A skill without its tools is no skill at all.
Here’s just one example: My team trains health insurance salespeople. The sales process is about 50% talking to the prospect and then 50% completing the enrollment in a fairly elaborate procedure using documents and a website. 

Guess what: My team spends about 95% of training time focused on the talking part and only 5% on the technology and enrollment part. Hello? This is an imbalance I am embarrassed to say that I never quite realized until now.

Here’s a watchword to consider: A skill without thorough training in its tools is no skill at all.

This is a perfect example of how involvement in ATD can help you improve your work. Kudos to ATD NYC for continuing to make Monthly Chapter Events so worthwhile.


Next Monthly Chapter Event is Thursday, July 7. Theodora Levine, Chief Learning Officer for the NYC Area at U.S. Department of Veterans Affairs, will present “Integrated Talent Management: Stories from the Field.”


Click here for info on all upcoming ATD NYC events.

Tags:  FutureWorkplace  Innovation  Learning Technologies  technology 

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Collective Wisdom: Group Coaching Techniques & Demo

Posted By William Dunmyer, Thursday, May 19, 2016
What is group coaching?

And, how does group coaching differ from team coaching and why is this distinction important? 

These were the first questions on the agenda at the lively May 10 gathering of ATD NYC’s Coaching Special Interest Group held at Pfizer Corporate Headquarters.

In a thoughtful presentation packed with content, guest speaker Nina Fiddian-Green simply and elegantly contrasted groups and teams, with some key highlights noted below:

Shares Common Interest and/or Need Shares Common Interest and/or Need
Each person has individual goals around that interest/ need  Team shares common goals around that interest/need
Individuals do not work together 
to pursue common goals 
Team members work together to pursue common goals
Example: Yankee Fans  Example: The Yankees
Example: All new managers in a company Example: All members of one team in a company

With this clarified, group coaching as well as meaningful differences between group and team coaching become obvious. With groups, individuals do not share collective ownership for coaching outcomes and shared goals. With team coaching this dimension is not only relevant, it is crucial. 

Nina also discussed key distinctions between training, facilitating, individual and group coaching; the benefits of group coaching (a key benefit is its scalability in a growing environment of limited coaching budgets) as well as the critical competencies required to be an effective group coach, including knowledge of: 

Systems Theory (particularly Open Systems and how they impact behavior)
Group Dynamics (Bruce Tuckman, et al.)
Adult Learning Theory (Malcolm Knowles, et al.)
Experiential Learning
Facilitation Skills

She stressed that in group and team contexts, there is an exponential increase in the level of coaching skill required. With individual coaching, a dynamic exists between two people: coach and client. In group or team settings, each person in the room has a dynamic with every other person in the room.  Points of intersection and the need to effectively manage these are multiplied tremendously.  Thus, expertise in Group Dynamics and Team Dynamics (Forming, Storming, Norming, etc.) are essential skills.  Green recommends that one never coach more than 15 people at a time, with eight being the optimal number in her view.

A demonstration of group coaching, with four volunteers from the room, highlighted how to leverage individual learning in a group setting. This produced a stimulating discussion to end the night.

“Nina did an outstanding job of highlighting the key components and benefits of group coaching, the differences between group and team coaching, and she facilitated a high-impact demo of the power of group coaching.  Given the growing use of group coaching in organizations, the discussion and demo were a timely addition to the ATDNYC Coaching SIG 2016 agenda.”  Barbara Phillips, ATDNYC Coaching SIG Co-Chair


Speaker’s Bio:
Nina Fiddian-Green is founder of WinningWorth, an executive coaching practice. She also is Adjunct Professor at New York University, teaching Executive and Group Coaching in the M.S. Human Resources Management and Development and Professional Pathways programs. 


Mark Your Calendars: 
The next ATDNYC Coaching SIG event will be July 26th at Pfizer.  We’ll engage in a conversation with representatives from jetBlue and New York Life to learn about their internal coaching programs – another growing trend in the coaching world. All are welcome. See you there!


For more ATD NYC events, visit


Tags:  coaching  coaching SIG  executive coaching 

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3 Signs You Understand BuzzFeed's L&D Culture

Posted By Pauline Lee, Thursday, April 21, 2016

The world of listicles, click-bait headlines, and GIFs has exploded in popularity thanks to BuzzFeed, a global, cross-platform network for news and entertainment. The company has grown tremendously both in popularity and headcount: from 160 people three years ago to more than 1300 employees today. A few years ago Regis Courtemanche joined the BuzzFeed team as Director of Learning and Talent Development to build its learning and development practice from scratch.  


Courtemanche gave an excellent talk on April 5th to 41 L&D and HR professionals at the New York Institute of Technology. This event was hosted by Association for Talent Development’s (ATD) New York City chapter, which represents over 350 talent development practitioners with the common desire to connect and stay on the cutting edge of the talent development industry.  


Here are 3 signs you understand BuzzFeed’s learning and development culture:


1. You are part of the “Bored at Work Network” (non BuzzFeed employees)


Let’s face it, when bored at work, most of us are browsing the web, social media sites, and random articles. BuzzFeed was started as R&D about what’s trending. From there came the listicles and quizzes, and viewership exploded. BuzzFeed topics ranged from popular articles such as “What State Do You Actually Belong In,” and the Brother Orange story.


BuzzFeed’s culture is “crazy and chaotic,” and “the worst thing is being bored,” Courtemanche shared. That has become the heart of their L&D culture – a challenge to engage participants in a non-boring way. To address this, Courtemanche and his team have created trainings that are short, digestible, and timelyones that “don’t suck” and aren’t boring. The main methods are toreplace keyboards with conversations, use less technology, create community in the learning, and use stories. If we all had BuzzFeed’s trainings at our disposal, these strategies would address the boredom at work syndrome. 


2. You would take a course called "BFF to Boss”


The company’s youthfulness is striking: over 90% of its managers are new managers. The company has built a robust 2.5-day management program focusing on management essentials. Many new managers are making the shift from being an individual contributor to managing people, so they learn topics like delegation, feedback, and handling resistance. The company also uses the GROW coaching model.


One of Courtemanche’s key pieces of advice is to build relationships with everyone – this applies to anyone, from the BFF becoming a boss, to the L&D team. Learning is human, and people learn best when feeling connected to others. Courtemanche shared a story of how he helped a dyslexic woman at BuzzFeed on her presentation skills. She subsequently presented at a conference, and delivered an extremely good talk with positive feedback from the audience. Seeing that growth was very rewarding, and he demonstrated that building relationships linked to successful outcomes. 


3. Your life is always in beta, because you’ve tried lots of things and have learned through them


Courtemanche commented, “we don’t know why something goes viral. We just try a lot of stuff.” Creativity and experimentation is embedded into the culture, and BuzzFeed’s L&D group pilots many different learning programs to tests what works – last year they hosted 537 workshops or coaching sessions. “Test and learn, done is better than perfect.”


Baked into the testing is the secret to being innovative. Here’s a chart that Courtemanche shared, explaining BuzzFeed’s perspective on innovation and risk-taking to get to the end product, which involves a lot of testing.



 Inline image 2


Courtemanche ended his talk with explaining that the Holy Grail in L&D is measurement. BuzzFeed measures everything, and Courtemanche encourages us to never divorce learning from business outcomes. BuzzFeed has demonstrated a successful model of L&D to serve a unique and innovative culture, and that everything must be measured to review outcomes. Sound advice to end the insightful discussion.  


Check out the upcoming ATD NYC events to hear from other engaging speakers and companies on talent development topics. 

Tags:  buzzfeed  byte sized learning  cat videos  dog videos  e-Learning  Informal Learning  instructional design  millennials  Social Learning  social media  Talent Management  thought leaders 

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An evening @metmuseum with @sree sreenivasan on “Millennia of Learning at our Fingertips”

Posted By Pauline Lee, Friday, March 25, 2016

Early on Friday evening the Metropolitan Museum of Art graciously opened their doors to the ATD community. I walked into a side entrance away from tourists, and a quick bag and coat check later was whisked down a long hall into the Sacerdote Lecture Hall. The Met’s very own, Sree Sreenivasan, the museum’s first Chief Digital Officer, was giving a talk on “Millennia of Learning at our Fingertips”. The talk started with stories – of how much he had loved working as a professor at Columbia University, how he was crazy to give up that job (and the promise of free tuition for his children – valued at $1.1M), but he did so for an opportunity to work at The Met, a place he loved since childhood under the influence of his grade school teacher. Sree described his job as Chief Digital Officer at the museum as follows – he is responsible for connecting the physical and digital worlds. Simply put, the task is about telling “a million-plus stories about a million-plus pieces of art to a billion-plus people”.


Highlights of Sree’s talk included the following takeaways:


Expertise matters – shown on the screen was an artistically angled picture of The Met viewed from a balcony across the street, taken by one of The Met’s photographers, Eileen Travell. Stunningly, this picture was taken on an iPhone 5. “In a world where everyone’s a photographer, expertise matters.” Sree explained that getting the extra training matters, so the work we do as learning, development and HR experts is important in facilitating this.

Design and content matter – Dark Sky is one of Sree’s four favorite apps (the others are Moves, TripIt, and NYT Now). It’s a weather app that proactively informs you of the upcoming weather at your exact location. Sree emphasizes that that he loves this app because it does one really thing well, and it looks really good. As Sree succinctly stated, good digital tools should be useful, simple and delightful. So, design and content really matter – and in our world, this applies to thoughtful design and good content considerations in learning.

Sree’s Social Media Success Formula: your Facebook posting, tweets, etc. should have as many of these attributes as possible: helpful, useful, timely, informative, relevant, practical, actionable, generous, and credible, to name just a few. Someone mentioned to Sree that your media success should have these attributes. Someone took it up a level to say your life success should exhibit these attributes.

Other top recommended (free) tools and tips:

o   Who Shared My Link – website that helps you find how many times it was shared and which journalists and bloggers shared it.

o – free stock images.

o   Canva – makes beautiful social media pictures.

o   The Skimm – a daily email newsletter that gives you everything you need to start your day. Breaks down the latest news and information with fresh editorial content.


A few of us ended the night exploring The Met and the brand spanking new Met Breuer (pronunciation tip: it rhymes with lawyer) on its opening night. Scattered throughout Sree’s talk were challenges to find certain items at The Met, and we took this challenge seriously. Scavenge-hunting style, we were able to find Paul Revere’s spurs and the “Washington Crossing the Delaware” painting with its complexly-restored frame which was first revealed on The Colbert Report, so it was a perfect ending to a fabulous night at The Met. 


The presentation that was delivered this evening can be found at Sree’s 5 Slides: Thoughts of Social Media can be found These include many of Sree’s recommendations for apps and social media tools. Sree is also hosting the Social Media weekend on June 10-11 in NYC. More information can be found here:

Tags:  communication  Facebook  Instagram  LinkedIn  Social Learning  social media  Sree Sreenivasan  talent development  The Metropolitan Museum of Art  Twitter 

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Member Accomplishments Q1 2015

Posted By Linda Sayre, Wednesday, April 29, 2015

Congratulations to our members for some noteable accomplishments in Q1 2015


Thought Leadership Congratulations for publications to:

Robert Hellmann’s, ATD NYC’s co-VP of Programming and Professional Development, new book, Peak Presentations

Amy Liu Abel and Sherlin W. Nair, are contributors to the Center for Creative Leadership’s Handbook for Coaching in Organizations. Part One, Chapter One: Building a Coaching Culture: The Rise of Coaching in Organizations.


Member articles Congratulations to: 

Rob Hellman in Forbes

Deborah Grayson Riegel in Oprah

John Rogener in CLO.


New Chapter Role Congratulations to:

Caitlin Weaver has become Learning Solutions Manager for RBC Capital Markets;

Deborah Grayson Riegel has been appointed as a lecturer on Management Communications at the Wharton School of the University of Pennsylvania;

Steve Lambert is the new ATD NY Metro’s VP for Talent Management;

Valerie Henderson has become ATD NY Metro Website Content Manager;

Talisa Flatts has become NY Metro’s new Webex Services Manager;

Imran Husain of the Tech Team is offering vital services to the NY Metro Quarterly Newsletter team.


Please let us know of any of your achievements for future issues.

Tags:  accomplishment  membership  Newsletter 

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First Quarterly ATDNYC Newsletter

Posted By Linda Sayre, Wednesday, April 29, 2015

Greetings from the Editor in Chief, Linda Sayre

I am honored to serve as the Editor in Chief of the first ATD NY Metro Quarterly Newsletter, which will be landing in your inbox in just a few days.  This has very much been a team effort, and I would like to share with you the team that put it together

Deborah Grayson Riegel, the VP for Community Relations, has been vitally involved as the newsletter is part of Community Relations,;

Jeff Steiner, VP of Marketing, for designing templates and providing suggestions on process;

Marshall Bergmann, VP for Technology and Imran Husain, member of the Technology Team for extensive technical and design work.

I hope you as members will:

  • Give comments and suggestions for future editions;
  • Contribute to the Quarterly Newsletter with articles and other pieces;
  • Share your good news with us;
  • Let us know what you are writing, blogging, publishing and posting as videos.
  • Join the newsletter team!

We hope the ATD New York Metro Quarterly Newsletter, which is for and about our members, will be a way for you to connect to the chapter and each other.

Please contact me if you have ideas or would like to be involved.  

Editor in Chief

Linda Sayre

Tags:  newsletter 

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Defining and Improving the Employee Experience

Posted By Linda Sayre, Wednesday, April 29, 2015

An Interview with Jeff Steiner, ATD NY Metro VP for Marketing

By Linda Sayre, ATD NY Metro Quarterly Newsletter Editor


LS.  You mentioned that your career goal is to provide thought leadership on the employee experience to help shape the future of work.  What do you mean by the employee experience?

JS:  The employee experience is simply "what it's like" to work for an organization. Understanding this experience has always fascinated me, and I consider improving the status quo employee experience to be essential for driving economic productivity and fostering social prosperity.

From the organizational perspective, I think they’re seeing a yearning from employees for their time devoted to work to be more meaningful in the context of their lives.  In the future, the organizations that can deliver a more fulfilling employee experience will thrive.


LS: Are there patterns or commonalities in what people define as a positive at-work experience?

JS:  Absolutely.  I think this stuff falls into basically three categories:

  • How fairly and justly employees are treated, which includes rewards and other classic “hygiene” factors.
  • The workplace; which includes the work environment and interactions with colleagues.
  • And lastly, the work itself, which can be as simple as feeling engaged by a challenging assignment.


LS: We now have the most inter-generational workforce in history, and there's been a lot said about the youngest generation - Millennials.  As a Millennial, do you find that there are differences in what drives engagement at work?  Or are these things universal?

JS: We know that the research suggests both - there are universal drivers of engagement, but generations may differ in the intensity of each driver and the ways in which these drivers manifest.

Anecdotally, I've found that Millennials do indeed have different expectations for work and the role that work should play in their lives.  For a generation that's been told it can do anything, at least in the U.S., Millennials seek compelling reasons to dedicate their time to any one activity or organization.  Thus, while prior generations may have accepted that work is a sacrifice in order to fulfill their goals outside of it, Millennials expect that work should be fulfilling in and of itself.


LS: I know that you are an avid world traveler, Jeff.  In your experiences abroad, do cultural differences exist in what motivates and engages people at work?  

JS: The short answer is yes – cultural differences can be observed in almost every aspect of work, and engagement is certainly not an exception.  Gallup’s State of the Global Workforce report is a helpful resource for understanding some of those cross-cultural differences.

That said, as the economy becomes increasingly globalized, understanding how employee attitudes and beliefs about work differ across cultures has become a business priority.  Organizations must adapt their employee experience to successfully attract, develop, and retain talent across the globe.


LS: What is the role of the Talent Development professionals in improving and enhancing the employee experience?

JS:  Talent Development professionals are ultimately responsible for providing solutions that improve employee performance.  That's a fairly broad mandate, and I think we're beginning to see Talent Development professionals exploring ways to improve performance beyond traditional learning approaches.  One of those ways researching, understanding, and enhancing the employee experience within their organization.  Thus, by helping the organization to improve its employee experience, Talent Development can improve employee performance and ultimately business outcomes.  


If you want to learn more here are some recommended resources:

-       Drive (Dan Pink)

o      TED Talk

o      Book

-       The Progress Principle (Teresa Amabile)

o      TED Talk

o      Book 

-       The Crisis of Meaning in the Millenial Workforce (Roger Martin)

o      Big Think Video

-       The History of Work (Richard Donkin)

o      Book

-       State of the Global Workplace (Gallup)

o      Report

Tags:  employee engagement  employee experience  newsletter  Talent Management 

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