In this space we recently cited “high performance culture” as the ultimate strategic imperative. In the age of AI, this is more true than ever, but in today’s usage, this goal is termed “employee engagement.” As a search term, Google reports that it has been trending steadily upward since 2004 with a very sharp spike just over a year ago.
We are in the early stages of a revolution. What does ChatGPT and its ilk portend for the world of corporate training? Will this technology and the others come to upend corporate L&D and compliance training? A better question is: how? So I asked ChatGPT and here are its replies:
How will ChatGPT impact corporate training?
In our last post we discussed the ROI of an internal upskilling investment versus externally-focused hiring. Before we shift back toward outlining the nuts and bolts of internal training, and how your tech tools can help you or hurt you in this effort, we want to offer one more insight that may help you cinch your case to upper management.
The returns from an investment in upskilling your workforce come from multiple directions. The obvious benefit is that in most cases you will fill vacant roles more quickly, sometimes immediately.
In our last post we suggested that certain “soft skills” be incorporated into all your upskilling matrices in order to better appeal to learners’ aspirations. Our thinking is guided by the results of a SHRM survey which identified the soft skills your workforce learners are most eager to develop. To see the complete list, please review that post.
Though the urgency of the challenge is fairly recent, we’ve already heard it a million times: there is an historic need to upskill/reskill the workforce. The good news is most employees are motivated to improve their skills. But that motivation is a double-edged sword.
We usually think of persuasion as an art that addresses emotions. Yes, it’s our emotions that drive our behavior. But which comes first, emotions or our perception of the world around us?
If you’ve read our previous posts, you know that we believe the need for learning to be at an historic high. The knowledge and skill requirements of available jobs far exceed the collective talent of the jobless and underemployed.
A few weeks ago, we posted an example application of the social learning sandbox (SLS) using a copywriting task. The emphasis in our example was on training employees. This week I want to use that example to show how this approach may be used to select job candidates.
The optimist in me wants to believe that if L&D departments had a say in every promotion, luck would have very little to do with who gets promoted. If we were allowed to appropriately assess all candidates’ abilities in a job’s key success factors, only the best-suited would advance.
