Em nossa análise Tudo ou nada do ano passado, destacamos a ascensão da aprendizagem baseada em habilidades e a personalização orientada pela IA. Particularmente este ano, a IA está ganhando velocidade, e nós também conferimos métricas abrangentes de desenvolvimento e monitoramento de liderança que mostram os impactos positivos que o desenvolvimento da força de trabalho tem sobre os negócios.

Em 2025, os líderes de aprendizagem mais sagazes estão apostando firme no upskilling com o auxílio da IA, estratégias de aprendizagem alinhadas aos negócios e desenvolvimento centrado no ser humano. Ao mesmo tempo, a mentalidade “quanto mais, melhor” — que normalmente cria uma enxurrada de conteúdos educativos aleatórios — tem perdido força dia após dia.

Quais tendências valem a pena adotar e quais devem ser deixadas de lado? Veja neste artigo o que está com tudo e o que não está com nada.

O que está com tudo? T&D turbinado com IA

A IA está revolucionando o cenário de T&D por completo, do planejamento geral da força de trabalho a experiências individuais de aprendizagem para colaboradores de linha de frente. Sabe por quê? Pela promessa de oferecer mais eficiência no upskilling, mais engajamento e evolução contínua da força de trabalho, sempre em sintonia com as necessidades dos negócios.

Organizações inovadoras estão usando a IA para:

• Identificar lacunas de aprendizagem e otimizar estratégias de gestão de talentos para sanar essas lacunas.
• Criar programas de T&D alinhados aos negócios usando dados de habilidades, análises da força de trabalho e previsão da necessidade de talentos, tudo com orientação da IA.
• Implementar estratégias de aprendizagem em toda a força de trabalho para ter mais velocidade na criação de conteúdos, recomendações mais inteligentes, coaching personalizado para os colaboradores e muito mais.

“Após 20 anos da revolução no modo de desenvolver conhecimentos e habilidades, tudo no campo da aprendizagem está mudando novamente”, analisa Max Wessel, co-CEO da Degreed. “Com os benefícios da inteligência artificial, pela primeira vez podemos vislumbrar como é colocar o maior instrutor do mundo ao alcance de cada aprendiz… Em cada setor, cada empresa e cada colaborador, as possibilidades são praticamente infinitas”, pontua.

Ao turbinar o desenvolvimento dos colaboradores com IA, cada um aprende exatamente o que precisa conforme suas próprias habilidades, metas e prioridades da empresa. As organizações estão percebendo que a curadoria é fundamental para que a aprendizagem seja eficaz — uma postura bem diferente do mero acúmulo de conteúdos. Com essa mudança de mentalidade, elas estão utilizando a IA para dar destaque a conteúdos, criar trilhas alinhadas a habilidades e oferecer coaching aos colaboradores de forma individual, garantindo que os aprendizes encontrem materiais relevantes e de alta qualidade, sem a frustração gerada por buscas infinitas.

O que não está com nada? Ignorar o lado humano do trabalho

A IA deixou de ser um conceito futurista. Ela já está revolucionando o planejamento e a aprendizagem da força de trabalho. Contudo, vale ressaltar que ela não está substituindo a força de trabalho. CLOs visionários estão combinando a IA e o know-how humano para garantir que os colaboradores tenham as habilidades necessárias para impulsionar os negócios.

Tecnologia centrada no ser humano

As empresas estão indo além dos sistemas de gestão de aprendizagem (LMSs, na sigla em inglês) para criar ecossistemas de aprendizagem holísticos que, além de ir ao encontro dos colaboradores, os estimula a embarcar no desenvolvimento contínuo. Em vez de treinamentos isolados e uma avalanche de informações, as organizações estão investindo em soluções que reforçam a aprendizagem ao longo do tempo, priorizando o engajamento, o rastreamento de habilidades e as aplicações reais em vez de meras taxas de conclusão.

As estratégias modernas de aprendizagem enfatizam a conexão humana por meio da microaprendizagem, coaching e compartilhamento de conhecimentos entre pares. Os líderes estão fomentando o engajamento com programas estruturados, como as Academias da Degreed, ciclos de mentoria e discussões conduzidas por pares, provando que a aprendizagem social é fundamental para a retenção de habilidades e o crescimento a longo prazo.

Aprendizagem em grupos e turmas

A aprendizagem colaborativa estimula a autorresponsabilidade, discussões mais profundas e aplicações práticas dos conhecimentos. Os colaboradores retêm mais os aprendizados quando aprendem com colegas. A aprendizagem baseada em turmas promove a solução de problemas, o compartilhamento de conhecimento e o networking, transformando-se em um componente excepcional em qualquer estratégia inovadora e abrangente de T&D.

Foco nas soft skills

Com as pessoas aproveitando a IA para executar tarefas mais complexas, as soft skills — aquelas que só os humanos têm — são mais valiosas do que nunca. Os líderes de aprendizagem mais perspicazes estão investindo em soft skills como adaptabilidade, inteligência emocional, pensamento crítico, comunicação e desenvolvimento de uma mentalidade de crescimento.

O que está com tudo? Aprendizagem baseada em habilidades para fazer a diferença

Os diplomas universitários até podem abrir portas, mas são as habilidades que fazem os negócios acontecer. Cada vez mais, vemos organizações deixando de lado as credenciais tradicionais para adotar uma metodologia de aprendizagem baseada em habilidades, garantindo que os colaboradores desenvolvam as competências necessárias para o sucesso no mundo real. Em vez do mero preenchimento de requisitos, as empresas estão investindo em programas de upskilling alinhados aos objetivos dos negócios, fazendo com que a aprendizagem seja mais relevante, personalizada e impactante.

Essa postura beneficia tanto os colaboradores quanto as empresas. Afinal, os colaboradores podem demonstrar suas habilidades além de um currículo, e as empresas podem tomar decisões de contratação e desenvolvimento mais certeiras. Com o rastreamento de habilidades com IA e as trilhas dinâmicas de aprendizagem, as equipes de T&D estão abandonando modelos ultrapassados de qualificação e migrando para estratégias ágeis com foco em habilidades que preparam a força de trabalho para os desafios que estão por vir.

O que não está com nada? Ignorar o desenvolvimento de liderança

Liderança não é um atributo imutável. Trata-se de um conjunto de habilidades que precisa ser constantemente refinado. Os próximos líderes precisam de experiência no mundo real, prática em processos decisórios e treinamento de soft skills — algo bem diferente de um cursinho rápido sobre gestão.

Muitas organizações ainda tratam o desenvolvimento de liderança como um evento pontual, oferecendo um treinamento em gestão ou uma imersão em liderança, com a expectativa de resultados no longo prazo. Em vez de confiar apenas em cursos formais, organizações de alto impacto oferecem uma gama de oportunidades de desenvolvimento tanto para quem já é líder quanto para quem deseja alcançar esse posto.

Como qualquer outra habilidade, a boa liderança demanda aprendizagem contínua, coaching e mentoria. Ela exige experiência prática e feedback em tempo real, a fim de ajudar as pessoas a se adaptar ao dinamismo dos negócios.

O que está com tudo? Correlacionar os investimentos ao sucesso

Líderes de aprendizagem que correlacionam os investimentos em T&D com resultados nos negócios garantem a conquista de orçamento — e protegem sua influência. Quem não faz isso sempre será visto como um centro de custo.

Se você estiver tentando demonstrar como a aprendizagem contribui para pontos como produtividade, inovação, retenção de colaboradores e crescimento geral da empresa, as métricas tradicionais de T&D deixam a desejar. Organizações avançadas estão investindo em análises de habilidades e monitoramento de desempenho, priorizando dados claros que vinculam iniciativas de educação a resultados importantes para os negócios.

O que não está com nada? Enxurradas de conteúdos educativos aleatórios

Nem todas as experiências de aprendizagem são criadas da mesma forma. Enxurradas de conteúdos educativos aleatórios — acervos enormes e desorganizados de artigos, vídeos, PDFs, anotações, entre outras possibilidades — costumam ser mais cansativas do que úteis. À primeira vista, tudo isso pode parecer uma mina de ouro de conhecimentos, mas a falta de estrutura, curadoria e contexto pode gerar insights vagos.

Sem uma orientação ou progressão lógica, essas coletâneas inspiram buscas frustrantes em vez de experiências de aprendizagem eficazes.

Sua empresa está pronta para o futuro?

Hoje, o suprassumo da inovação em aprendizagem é o foco em habilidades, tanto para colaboradores quanto para líderes. O ser humano movimenta tudo com o auxílio da IA, e a mensuração alcançou uma abrangência inédita, a fim de garantir o impulsionamento do sucesso dos negócios.

Sua empresa já está pronta? Vamos descobrir juntos. Agende hoje mesmo uma demonstração personalizada com um especialista da Degreed.

The post Tudo ou nada? O que está valendo ou não para líderes de aprendizagem em 2025 appeared first on Degreed.

This is the second post in a series on building skills for Diversity, Equity, & Inclusion (DEI). See the first.

DEI skills—such as critical thinking, cultural intelligence, and psychological safety—are no longer optional; they’re essential to a thriving, resilient organization that can adapt to rapid change.

By developing DEI skills, leaders and employees can create inclusive environments where diverse perspectives thrive, fostering a culture of belonging that boosts resilience, engagement, and innovation. Key DEI skills bridge the gap between rapid technological advancements and the human connection needed for collaboration—and they might just prove essential in helping your organization meet its most important objectives. 

Organizations looking to navigate periods of significant change need DEI skills to remain agile and resilient. Navigating change means more than responding to technology shifts; it’s about ensuring your people are equipped to thrive in an inclusive, fast-paced environment.

As periods of change become the norm, prioritizing DEI skills is key for organizations to stay competitive and agile. Whether it’s enhancing knowledge sharing or building resilient teams, focusing on DEI skills is the path to a truly adaptive, inclusive, and thriving workplace.

The Leader’s Role in DEI Skill Development

Leaders in particular play a crucial role in championing DEI skills. Why? Leaders empower individuals and managers to support inclusive practices and create a culture of belonging that drives engagement, grit, and resilience at a time when people need it most. Executive Leaders can prioritize DEI skills to foster an environment where psychological safety and diverse perspectives drive growth.

Engaging managers and leaders in DEI skill conversations begins with equipping them to act as skill coaches, fostering open dialogue and modeling inclusive behaviors. This process involves providing targeted training and tools to help leaders recognize and mitigate bias, facilitate psychological safety, and encourage diverse perspectives within their teams.

By embedding DEI into regular performance discussions and aligning it with business goals, managers can actively support their teams’ growth while driving a culture of inclusion and belonging.

Choosing DEI Skills to Prioritize at Your Organization

As you assess which DEI skills need attention at your organization, let’s explore a few examples to get you started.

Remember that skills should be measurable and developable.

You might be tempted to choose skills like compassion or empathy. These are important, but under scrutiny they’re revealed as inherent human traits. In other words, how can an employee get better at empathy? On the contrary, DEI skills allow for the evaluation of proficiency and improvement over time. To find out more on this, take a deeper dive into skills vs. competencies.  

Key DEI skills and the benefits they offer include:

• Critical Thinking. This helps employees recognize and address biases, question assumptions, and make fair, reasoned decisions that align with inclusive values. It helps them understand how best to utilize and evaluate AI tools. It’s not only about problem-solving; it’s essential for uncovering and addressing unconscious biases in decision-making and enabling fairer, more inclusive practices.

• Psychological Safety. This is about creating an environment where individuals feel secure sharing ideas without fear of judgment, and it’s vital to inclusion. Psychological safety builds trust and encourages diverse perspectives, allowing innovation to flourish while creating a foundation of trust and respect. Psychological safety is pertinent to all levels of an organization.

• Resilience. This is the ability to adapt to challenges and recover from setbacks. It supports employees as they navigate change, including shifts toward greater equity and inclusion. Resilience is about equipping teams to thrive even during difficult times, which is essential for fostering a workforce that remains engaged and supportive.

• Cross-Cultural Agility.  This is about understanding and adapting to diverse perspectives in a way that drives better team collaboration. It helps individuals work productively across different backgrounds, enhancing communication and collaboration.

• Inclusive Communication. This involves learning techniques to actively listen, mitigate biases, and foster open dialogue. Inclusive communication allows for better understanding among team members and creates an environment where all voices are heard and valued.

• Equitable Decision-Making. This involves systematically ensuring fairness in processes like hiring or promotions through choices that are both inclusive and unbiased. Equitable decision-making lays the groundwork for fair practices that help attract and retain a diverse workforce.

Each of these skills is developable, actionable, and measurable. The important action is identifying skills to develop that are essential to DEI  as well as accomplishing your company’s goals.

How to Develop DEI Skills Aligned with Company Goals

Rather than viewing DEI as a standalone initiative, savvy organizations will recognize that DEI skills are directly tied to broader business objectives—for example, boosting innovation, increasing employee engagement, or improving customer satisfaction.

Step No. 1: Identify DEI skills that align with business goals.

Start by identifying a few essential DEI skills that align with your company’s strategic objectives. For example, if your goal is to foster innovation, focus on skills like creativity and cultural awareness, which support diverse thinking and collaboration. If the goal is to improve team resilience during times of change, prioritize skills like psychological safety and adaptability.

Step No. 2: Define clear outcomes for skill development.

It’s essential to clearly define what success looks like. Do you need employees to gain deep proficiency in one area, or is a broader understanding of multiple skills more valuable? Asking for both breadth and depth can lead to burnout, so keep the focus on a few key skills and make sure progress is measurable. This specificity will also help you track progress and make adjustments as needed.

Step No. 3: Take action with small, scalable steps.

Don’t wait for perfect data or a lengthy approval process to get started. Quick wins like engaging employees in discussions about skills or launching targeted training programs can build momentum. Analyzing employee skill profiles, for instance—to identify gaps in psychological safety or cultural awareness—might quickly help you pinpoint where to start. This in turn could help make your overall implementation process more responsive and agile.

Step No. 4: Provide targeted resources and training.

Asking employees to develop DEI skills without adequate resources is a recipe for failure. Ensure they have access to workshops, peer-to-peer learning groups, stretch assignments, and learning content that supports their growth. Be wary of blanket training programs, as these often lack the focus necessary to address specific skill gaps. Instead, opt for tailored learning experiences that address your organization’s unique needs.

A Note About Creating Lasting, Measurable Mentorship Programs

A mentorship program is a wonderful tool in the DEI toolbox. But if it’s your only tool, you’ve made a mistake. While many mentorship programs created during the DEI push of 2020 had good intentions, they often lacked long-term sustainability. To create lasting impact, mentorship initiatives must have clear goals and ongoing support. 

Leaders should be accountable for fostering inclusive cultures and providing mentorship aligned with measurable outcomes. Specific skills tied to a program can help define clear goals. By establishing structured, goal-oriented mentorship that complements other DEI initiatives, organizations can sustain DEI momentum and build a stronger, more inclusive talent pipeline.

The Measurable Impact of DEI Skills

Organizations that invest in DEI skills are building a foundation for sustained performance and adaptability, creating a workforce that’s not only more diverse but also more agile, innovative, and resilient. Integrating DEI skills into company strategy isn’t just about “checking a box.” It’s about making an investment in the long-term health and competitiveness of your organization. 

With the right DEI skills in place, your organization is better equipped to navigate change, embrace diverse perspectives, and drive lasting progress.

Degreed Professional Services

Hali Linn is a Learning Strategy Consultant on the Degreed Professional Services team.

Degreed Professional Services partners with business leaders and learning pros to explore learning strategies, technology goals, and questions. Book a free and private consultation.

The post DEI Skills in Action: A Step-by-Step Guide to Driving Change appeared first on Degreed.

Watching the Olympics every four years was a big event in my family. But it wasn’t until 2023 that I even considered I’d have a chance to participate in anything remotely related to an Olympic event. That’s when I learned organizers of the 2024 games in Paris had created opportunities not only for elite athletes, but also for the rest of us—including amateur long distance runners like me.

The Marathon Pour Tous, or Marathon for All, sounded incredible. Amateur athletes could run the same course as the elites on an original and historic 26.2-mile loop linking Paris and Versailles—winding from the Hôtel de Ville through nine city districts to the Esplanade des Invalides—a path traveled by Parisian mothers during the French Revolution who marched for food amid famine. 

But there was one big catch. I literally had to win a lottery to get into the race. The chance to participate came down to a series of lucky draws—and winning a spot took me dozens of tries over several months.

After I crossed the finish line early Sunday morning with more than 20,000 other runners from around the world, clocking in with a respectable time of 5 hours and 32 minutes, I reflected on this journey and kept coming back to one simple yet powerful concept—being persistent and showing up.

Is being persistent a skill?

“Keep showing up” were the words two-time Olympian Des Linden said after winning the 2018 Boston marathon, when she was asked how she stayed motivated after years of narrowly missing a chance to ascend to the top of the podium. “Every day I make the choice to show up and see what I’ve got and to try and be better. Keep showing up.”

Winston Churchill said that “Success is stumbling from failure to failure with no loss of enthusiasm.”

Hellen Keller said that “A bend in the road is not the end of the road, unless you fail to make the turn.”

While the notion of being persistent as a buildable capability might seem a bit fuzzy, research suggests it’s a skill people can develop—in their work and in their personal lives—by shifting their attitudes and dialing in their points of view. 

Writing in Inc., author and motivation expert Jeff Haden cites a wealth of research explaining that persistence derives from decision-making. Data came from who else but long distance runners, specifically 200 participants in 155-mile multistage desert ultra-marathons.

Evidence emerged showing a causal relationship between the participants’ coping strategies and whether they finished their races. As Haden notes, some of the runners “used what the researchers called ‘adaptive coping strategies.’ Instead of seeing suffering as happening to them, they decided to see their extreme discomfort as a challenge: As something they chose. (Which, of course, they had.) Or finding ways to ignore or distract themselves from the pain.”

On the flip side, Haden notes, “some participants fell prey to ‘maladaptive coping strategies.’ Like feeling scared by the discomfort and pain they experienced. Or seeing a certain level of pain as a clear signal to stop. (Which, to be fair, seems a reasonable response.) 

“The bottom line? A single occurrence of a maladaptive coping strategy tripled the chances a participant would drop out of a race.”

Persistence: My Ticket to France

I couldn’t just sign up for the Marathon Pour Tous and get a race bib. Nobody could. Would-be participants had to complete running challenges tracked by an official app that entered them into the selection lotteries.

I downloaded the app, synced it to my Garmin watch, and began participating in as many challenges as I could. Over the span of 20 months, I completed a whopping 55 challenges.

All that effort got me into 55 lotteries—and I didn’t win any of them. But I never gave up. What I didn’t know was each completed challenge gave me another entry into one final draw.

Finally, in April, at the last possible moment, I received the email I’d been hoping for—and it was time to start training for THE marathon.

The Rigors of Getting Ready

My training regimen included five days of running each week, with a mix of long runs, hill tempos, track sprints, and easy runs based on heart rate. As marathon prep demands, my training at times got rigorous, pushing my weekly cumulative distance to 50 miles during peak weeks. I paid close attention to my overall health, weight training twice a week and monitoring my body composition.

One of the more challenging aspects was adjusting to the time zone and preparing for a night race. My group’s start time was 10:10 p.m., meaning I would be running until around 3 a.m. This required careful planning around sleep, nutrition, and hydration, especially considering the physical toll of long-distance travel and jet lag.

Crossing the Finish Line

I was blown away by the crowds and spectators! In some places, they were eight to ten people thick, and their cheers felt deafening. There were definitely places along the route where I struggled, but hearing people shout “Allez, Lynn!” (French for “Go, Lynn!”) helped me stay excited, and I forget how much it hurt to run a hilly, 26-mile race. 

Finishing the race, my fifth marathon since I began running 14 years ago, reaffirmed my strong belief that the key to training for and running a long distance event—like so many things in life—is being persistent.

With dedication and the support of my loved ones, I worked to meet a goal that sometimes seemed out of reach.

The road to this marathon was not straightforward. It was filled with setbacks and moments of doubt. Some days, I didn’t feel like running, but I reminded myself of my objective.

Being persistent is a skill that has not only made me a better runner but also a more resilient person. 

Persistence can turn your dreams into reality.

The post Being Persistent: How I Crossed an Olympic Finish Line appeared first on Degreed.

With no margin for error, we kept calm, evaluated our options, and chose the least awful exit plan. I slowly backed over the unexploded mine, steering in reverse along my original tire tracks while paying the utmost attention to every minutiae. We got lucky that day.

Years later, after I’d left Iraq and Kuwait and transitioned out of the military, I worked in instructional design. Our team was hosting a highly visible internal training webinar. We had senior leaders watching, presenting, and attending. But shortly after the event began, technical difficulties brought the whole thing to a halt.

A sense of panic spread. But I fell back on my training and went into troubleshooting mode. I knew how to stay calm under fire, a skill I’d honed on the battlefield.

We got that webinar back online. Getting myself to a point in my career where I could succeed in the private sector wasn’t so easy, however. For former service members like myself, the path to civilian employment is often fraught with uncertainty at nearly every step.

We all can do more to help veterans—business and L&D leaders alike.

Transitioning from military work and life to civilian work and life is a challenge faced by 200,000 military personnel who leave the U.S. armed services annually. That equates to nearly 550 people every day.

An alphabet soup of federal agencies including The Department of Veterans Affairs, and The Department of Defense provide a wealth of support through 45 government programs.

“Helping veterans overcome challenges to transitioning to civilian life—such as unemployment, homelessness, mental health issues, and disability-related issues—is essential,” according to the U.S. Government Accounting Office (GAO). “However, agencies could improve some of these supports and services.”

In some cases, lackluster outreach, stifled collaboration, deficient monitoring and data, and ambiguous goals hamper the success of the federal assistance programs, according to the GAO.

In addition, a wide range of state programs and nonprofit groups including the Veterans of Foreign Wars (VFW) provide similar services. For many former service members, admirable initiatives like Civilian Ready, Veterans Transition Support, and Fourblock are lifelines to a new life chapter.

Like any newly-hired employee—whether it’s someone fresh out of college or already in the civilian workforce who’s coming from another company—newly-hired, transitioning veterans need support. They’re acclimating to not only civilian sector norms but also an unfamiliar company culture as well as the unique expectations of their new workplaces. 

As company culture champions, business leaders and L&D pros are well positioned to help vets acclimate. And they’re increasingly recognizing the benefits of hiring former service members.

Still, business leaders and L&D pros can do more.

Military skills are transferable skills.

For the tens of thousands of veterans facing the uncertainty of what’s next, it’s important to understand that identifying transferable skills, and then explaining how they’re transferable, is critical to career reinvention.

If you’re in L&D, there’s a big insight for you in that statement.

For starters, L&D leaders can lend support to their HR colleagues and promote an expanded, skills-first approach to hiring veterans.

As the analysts at McKinsey & Co. recently noted, “Traditional ways of hiring make it harder for many service members to land civilian jobs.”

However, “A hiring strategy that focuses on expanding the pool of potential talent can help communities by creating more and better job opportunities for a broader, diverse pool of workers. It can also provide upward mobility for millions of workers—including veterans—at a crucial time for the U.S. economy.”

Perhaps more importantly, L&D can create focused learning experiences that help former military members refine, expand, and apply the transferable skills they bring. The more L&D works with veterans, the more businesses will realize former service members are highly trainable. Why? If there’s one thing the military does well and a lot of, it’s train. We were constantly training. In modern day civilian terms, we were constantly upskilling and reskilling.

By embracing skills-first employee learning, companies “can build skills and retrain their existing workforces to prepare people for new roles,” McKinsey said. “Retention improves when workers find more opportunities to advance internally. Skills-based practices have a greater impact when they’re implemented across the whole talent journey, including in sourcing, hiring, and career development.”

Leaving the military wasn’t the only decision I faced.

When I separated from the U.S. Air Force, Security Forces with an honorable discharge in 2008, I had obtained the rank of E-6, or Technical Sergeant. It’s part of a grouping of ranks referred to as Non-Commissioned Officers (NCOs) who are also leaders. Along the way, I attended some of the world’s best leadership academies.

During my 10 years in the service, I led teams in daily state-side operations as well as combat operations in Iraq during the 2003 U.S.-led offensive. I also completed two tours in Kuwait. All told, I completed seven overseas tours including six in the span of three years.

Air Force Security Forces are responsible for safeguarding base entry points, flightlines including runways and tarmacs, aircraft, conventional and nuclear munitions, and all the people and other physical resources on a base. During my tours, we also provided off-base buffer zone patrols, convoy escorts and security to and from Kuwait City International Airport. 

In the second half of my military career, I taught basic and advanced ground combat tactics at the U.S. Air Force Security Forces Academy in San Antonio, Texas. 

As I approached my seven-year mark, I thought about my future. Would I reenlist? If I did separate, what would I do? I considered a civilian police force or private security, but realized I was doing those things already.

My outlook evolved when someone asked me what I was passionate about. It was an easy question to answer. I’d always loved any kind of technology. And in my final years in the Air Force, I had also found a passion for teaching. That’s when I was introduced to the field of educational technology. I decided to make edtech, which married my passions, a big part of my future.

I would have loved more guidance early on.

My out-processing included a few classes on resume writing. They covered the differences between military and civilian writing, “business professional” and “business casual” dress, and common pitfalls to avoid like jargon or swearing.

While there were some good tips, those classes left a lot to be desired. I found some resume writing services in the private sector, but they were beyond my personal price range. Fortunately, I had a network of accomplished civilians around me who helped tweak my resume from military to civilian speak.

I also knew I needed formal education. That was (and all too often remains) the currency upon which talent is hired. I already had two associate degrees, one in criminal justice and another in technology and military science. But I knew those wouldn’t be enough. Indeed, I didn’t think a bachelor’s degree would even be enough, so I set my sights on a master’s degree.

Within three years I earned a bachelor’s degree in occupational education, focusing on criminal administration, and a master’s degree in educational technology. Ironically, this is where I began to learn that a degree was just a ticket to ride.

Civilian work challenges roiled me.

I quickly realized culture was the biggest difference between military and private sector employment.

In the military, I was in a position of leadership, so I was expected to speak clearly and directly to avoid misunderstandings and confusion.

After the military, I continually received feedback that I was too direct, which came off as harsh. I was shutting down conversations before they had a chance to get started, because I was quick to share my opinions when asked. My input wasn’t always well received. It was considered brash and authoritative and closed off to counterpoints. I had to soften my approach.

Then came the challenge of explaining my military experiences during civilian job interviews. Clearly connecting my ability to shoot at long ranges and clear buildings in urban environments to designing elearning and hosting webinars was unsurprisingly difficult.

I wouldn’t realize until years later that the biggest obstacle I faced during my transition was overcoming silent stereotypes of the military. Many civilian recruiters and hiring managers considered officers educated leaders and relegated enlisted personnel to less educated, less refined order takers. In my experience as an enlisted, noncommissioned officer, that equated to less desirable.

I don’t entirely blame recruiters or hiring managers for the misperception. It’s a byproduct of simply not having much if any experience with former military members. After all, less than 1% of all U.S. adults are active-duty service members and, in 2022, only about 6% of the U.S. adult population was veterans.

I had to learn to tell my transferable skills story.

On the day I drove over that mine, we headed off base in the afternoon, crossed some open desert into nearby oil fields, and traveled toward an old, abandoned police outpost. There wasn’t anything special about our Humvee. It wasn’t armored, and we probably had the doors off to counter the heat of the day.

I caught a glimpse of something dark shaped like a large dinner plate in the sand. But by the time I saw it, it was too late. We had to assume it was not random ordnance. How deep we were into the minefield was anyone’s guess. 

And so, we had a decision to make. Drive forward? Turn around? Retrace our tracks and drive over the mine again?

To be a good leader, you also have to be a good follower. You need to work with others to overcome challenges like we did that day in the desert.

As my civilian career progressed—as I made more connections, had more job interviews, and got more feedback along the way—I realized that talking about my skills in ways that highlighted how transferable they were made a huge difference.

Every advanced combat and specialty school I ever attended wasn’t really about advanced tactics. Obviously, we learned new things and practiced those new tactics, but it was more about leadership. Can you lead, whether formally or informally, under harsh and stressful conditions, with little to no sleep, food or water for days on end?

To lead and operate as part of a team requires discipline and an unwavering work ethic. To survive in an environment where anything that can go wrong can and usually will go wrong demands problem-solving and adaptability. Communication and decision-making are equally critical.

More and more, I extrapolated transferable skills from my experiences. 

Veterans, learn to tell your skills story.

Explain how your military skills translate to the civilian sector,  because they are 100% transferrable and relevant.

Part of that story will be written on a resume, and there are so many more options to help with that than there were 15 years ago, from Microsoft Word templates and generative AI tools to thought leadership posts on LinkedIn and even professional resume writers.

Just like in the military, train and get feedback. Use LinkedIn to find veteran groups and other veterans, and don’t be shy about asking for help. Connect with anyone who will listen as you practice sharing your transferable skills story out loud. Ask people to pay attention to your tone and the phrases you use. Military people like you sometimes have a way of speaking you might not always be aware of.

Hiring managers, listen below the surface.

Think more broadly about who you’re evaluating for new positions. Past experiences can serve as valuable indications of future performance. When evaluating former military personnel, or anyone for that matter, think about what people’s past experiences can tell you about their infinite potential.

I can do more than drive a vehicle in and out of a minefield. That was luck. But I can remain calm in a high-pressure situation. I can think critically and formulate a plan of action on my feet. I can consider options based on their merits, adapt, and act. I can lead.

Decipher those types of skills and you’ll find the talent you’re looking for. Remember, you can teach business practices, specific product knowledge, and PowerPoint. But you can’t teach potential, tenacity, or unwavering commitment.

Think about the value in someone capable of following orders and executing a plan. Whether the person was a commissioned officer or a noncommissioned officer, or even a lower rank, they have experiences and resilience forged in some of the toughest environments imaginable, and that doesn’t always mean hostile combat.

L&D pros, create space for trial and error.

People gain knowledge by consuming content—courses, articles, books, podcasts, lectures, and more. They’re always learning.

Workers gain skills by taking their newly-acquired knowledge and putting it into practice.

My favorite illustration of this dynamic goes like this: Who would you prefer perform your operation? The recent med school grad or the hand with 10 years surgical experience? They’re both doctors, so what’s the difference? The difference is skills acquired and honed through practice.

People build skills through practical application guided by a supervisor, a mentor, or a more knowledgeable, seasoned expert. Apply that to your instructional designs. Develop experiences alongside your instruction and create space for learners to try, make mistakes, fail, and then try again. That’s when knowledge is transferred and begins to morph into a skill.

As an instructional designer, instructor, and learning consultant, I witnessed the most significant changes when my students put knowledge into practice. Asynchronous learning opportunities can disseminate a lot of information, but it’s workshops and academies that drive meaningful behavior change and skill building.

Veterans are accustomed to upskilling and reskilling on the job. A new assignment? An entirely new career field? Unlike many businesses, the armed services makes time during work hours for people to reengineer themselves. As a result, the veterans at your workplace might be uniquely positioned to embrace upskilling—and even help you think through and design experiential learning programs at your organization.

Remember, we’re all more than just one thing.

Sometimes it’s hard to believe I’ve been out of the military for longer than I was in. While that time is firmly in my past by more than 15 years, it’s shaped who I am as a person, dad, partner, friend, and professional.

If there’s one thing my career journey has taught me, from the military to marketing, it’s that we’re all more than our degrees. We’re more than our skills. We’re more than our failures. We’re more than our successes.

We’re tenacious creatures capable of immense growth and adaptability.

When learning leaders believe this about their people, especially veterans who might need some extra support, there’s no stopping them.

Degreed Content Manager Tom Schultz contributed to this blog post.

The post Veterans in Civilian Roles: A Business Challenge and Big L&D Opportunity appeared first on Degreed.

Why? Social interaction encouraged attendance and engagement. The approach saved the Dallas-based residential management firm (a Degreed client) tens of thousands of dollars. (And earlier this year, the company’s L&D team won Learning Innovator of the Year Gold at the first annual Degreed Visionary Awards.)

How does your workforce learn?

Chances are your people are like workers across the globe, which means they embrace a wide variety of learning resources, situations, modalities, and options. It’s quite certain many of them, like the people at Associa, rank among the 75% worldwide who, we’ve found, gravitate toward some form of social engagement.

What motivates your employees to grow professionally?

Good news! More than anything else, they’re likely motivated to learn in order to perform better for your company, according to the latest Degreed research.

These are just some of the key insights bursting from the latest installment of our semi-annual How the Workforce Learns report. It’s a comprehensive, multinational look at the prevailing attitudes and behaviors compelling people to develop.

Building on those insights, the report doubles as a guide focused on how business and L&D leaders like you can use strategies and technologies to meet critical learning needs.

We’ve found L&D can drive business impact in four key ways:

• Access, by ensuring learning tools that facilitate growth in the flow of work are available to everyone.
• Motivation, so you’re inspiring people to learn in meaningful — and effective — ways.
• Variety, by providing employees with every chance to learn in their favorite ways.
• Collaboration, so learning becomes social, so comradery breaks silos.

In addition — and for the first time — we’ve included tips for how you can use generative artificial intelligence (AI) to quickly elevate your L&D initiatives.

“This is a critical time in learning and development,” the report acknowledges, noting that today’s rate of technological change is outpacing the workforce’s ability to learn and upskill, exacerbating the skills gap at an unprecedented pace. “Smart L&D leaders know their companies — in order to succeed — must strategically align employee skill building with core business objectives.”

Access: What Does the Report Say?

We want you to download the full report, of course, so we’re not going to give everything away. But suffice it to say, it explores the importance of a democratized approach to learning.

The report covers how you can:

• Assess how well your organization is democratizing learning.
• Strive to make learning 100% accessible.
• Help your people pay for learning opportunities.

Motivation: The Key to Engagement

Let’s pull back the curtain and consider this much: We found people are, first and foremost, motivated to perform and contribute.

Find out how you can:

• Use learning to connect their motivations to the big picture and your company’s key objectives.
• Use new, on-the-job learning opportunities to further inspire employees.
• Figure out how to share learning success stories.

Variety: The Grease in the Gears

For talent development to remain appealing and help meet development imperatives, it’s important learning takes many forms — classes, videos, mentorships and more. Why? People like to learn in a wide range of ways.

Find out how you can: 

• Understand your critical learning needs
• Adjust your strategy to help meet those needs
• Embrace variety

Collaboration: Social Learning People Love

When learning with others, people especially appreciate a small group or a one-on-one session with a colleague or peer.

Find out how you can:

• Promote collaboration
• Use technology to facilitate collaborative experiences
• Make managers collaborative learning champions

Find out more:

In today’s world of work, in which the demands on your company can seem endless, making L&D a strategic partner is critical. Take a deeper dive into the report and put learning at the heart of your business.

The post How the Workforce Learns: Our 2023 Report on Driving Business Impact Through L&D appeared first on Degreed.

In fact, you might not be able to wait days or weeks. Why? Lack of support is driving many people already working in DEIB enablement to look for new jobs.

“There’s an emotional toll, and that’s exacerbated when you have inadequate resources and support, or when the job is tokenizing,” Paulette Granberry Russell, president of the National Association of Diversity Officers in Higher Education, recently told Inside Higher Ed.

The good news is L&D — starting today — can play a huge part in helping the business deliver DEIB programs that are supported, meaningful and impactful.

You can help your organization get it right by understanding, embracing and developing specific workplace skills across your organization that drive DEIB success.

Enabling DEIB in the Workplace

Getting DEIB right takes a thoughtful approach. And you can put talent development right at the core.

“Focusing on DEIB in the workplace isn’t new, but where many companies struggle is thinking that DEIB is simply about a diverse representation of employees,” according to Degreed Chief People Officer Janice Burns. “Representation is an input and a first step in inclusion. But without the practices and the conditions where people feel included, the representation falls flat.”

DEIB initiatives fail when they don’t overcome people’s fears, don’t have specific goals, lack shared accountability, and the list goes on.

And if you’re failing to retain the DEIB pros currently on your staff, “The important thing is making sure that people come into the roles adequately prepared, and that those who are developing those roles understand what it takes to not only realistically set goals, but also support that individual in pursuing them,” noted Granbery Russell.

While the Degreed LXP isn’t a DEIB training solution, we recognize the role it can play in helping L&D promote skill development and reduce bias in support of DEIB business initiatives. And DEIB is something many of us here have taken a personal interest in, by joining Business Resource Groups (BRGs), by engaging in learning and dialogue and more.

Moreover, DEIB is a topic we studied in collaboration with RedThread Research in our report Creating a DEIB Culture: The Skills Every Employee Needs.

When we started our study, we discovered there wasn’t a set standard to prioritize DEIB in the workplace. Some methods of DEIB training aren’t effective. Often, but not always, current training focuses on the legality of DEIB in the workplace, and it’s oftentimes mandatory. Yet, there aren’t any substantial results to show this positively impacts underrepresented populations.

L&D, Skills and DEIB

Embracing skills can be an effective way to create a more DEIB-focused workplace culture. Specifically, learning and applying skills critical to creating and maintaining a strong DEIB culture. 

What are these skills? Most organizations haven’t identified the skills necessary to develop a strong DEIB culture. 

Our research found:

• For senior leaders — Interpersonal skills are most important, reflecting the amount of interpersonal work required by the leaders to drive DEIB in the workplace
• For managers — Skills like curiosity and influence that allow them to remain open to new ideas, drive and monitor change, and navigate social complexity are vital.
• For individuals —  Authenticity and skills dealing with influence and pattern-recognition are key. 

When we explored what skills matter for DEIB, we knew the answer would differ for each level of responsibility across each organization. But understanding which skills are most important for all employees to have (and which are key for certain roles), can be an effective way to help drive change in your DEIB culture. 

It’s not enough to talk about DEIB in the workplace. Skills are needed to bring DEIB to life.

Want to learn more? 

By showing you the skills your organization has and needs, Degreed can help you easily build a learning strategy that connects employee development to business goals — and empower your managers to upskill teams in support of high priority goals. Find out how Degreed Intelligence can help you make smarter investments in your people.

Got questions? Contact a Degreed representative today.

# # #

The post Making Skills The Great Equalizer: L&D Enables DEIB appeared first on Degreed.

In one study, 87% of companies reported seeing or expecting a skills gap in their organization. When employees and employers understand and embrace lifelong learning, they’re in a better position to weather the rapid change sweeping across workplaces globally. Employees invested in lifelong learning can keep their skills up-to-date and build job security. But they’re not the only ones to benefit. Organizations can also see big returns when they invest in L&D with a long-term view. 

Indeed, supporting a culture of continuous learning is a key to innovation and growth. 

What is lifelong learning? 

Among its many distinctive traits, lifelong learning — unlike a mandated curriculum or required compliance training — is employee-motivated. It happens when people pursue learning on their own for personal or professional reasons, and it includes formal and informal education. 

Lifelong learners are looking to not just pass a test but to gain personal fulfillment. They’re driven to learn about topics and skills that interest them and will serve their goals. That might look like:

• Learning a new skill online; for example, cooking a different type of cuisine or programming a computer using web tutorials and YouTube videos.
• Participating in formal continuing education or certification programs
• Completing employer-provided training courses 
• Learning on the job from more experienced coworkers
• Pursuing a formal degree through a university or other degree-granting program

If you want to create a positive learning culture, keep an open mind about what constitutes learning.

Why You Should Make Ongoing Learning a Top Priority

If iifelong learning is important to your employees, make it important to you too. Continuous learning is a source of personal fulfillment. When employees can pursue passions, hobbies and skills that feed their interests, they feel empowered at work and more engaged. In turn, their quality of life improves and they become more apt to take on their own career development and grow within your organization.

That’s not all, though. Supporting ongoing learning gives you as an employer a competitive edge. Here’s how:

Build a competent, dedicated workforce.

Advances in technology and the new normal of hybrid or remote workplaces mean employee skills must constantly evolve. Helping people learn ensures they’re competent in their current jobs and prepared for the next step. What’s more, our own research shows businesses with positive learning cultures have more engaged, productive and adaptable workforces. Embrace continuous learning in your company culture to build a happier, more productive team.

Boost recruitment and retention. 

Creating a culture of lifelong learning helps you attract and retain top talent. The shift to more remote work has radically changed work priorities and habits. Employers have seen record turnover as people are free to pursue a wider pool of job opportunities. 

So what are people looking for from their ideal employer? One study of people who recently left a job found one of the top reasons for quitting was a lack of opportunities for learning and growth. Top talent seeks employers that prioritize professional growth and gives people a chance to own their own development. 

3 Ways to Build a Culture of Continuous Learning

Lifelong learning is employee-driven and focused on individual interests. But that doesn’t mean employers and L&D teams can’t have influence. As a learning leader, you have a unique opportunity to support employees in their pursuits. You can build a culture of learning in three ways: 

1. Start with the right platform.

Invest in a learning experience platform (LXP) that offers a wide range of learning options and lets people learn anytime and anywhere. Instead of only offering prescribed courses and set curricula, provide a library of learning resources employees can access to fit the range of their needs and interests. The Degreed LXP has been proven to boost learning ROI by making learning available to all your employees instantly — accelerating upskilling across your workforce.

2. Make learning a part of the employee experience.

Even when learning is a priority, employees can get overwhelmed with daily work tasks that bump it down the list of things to get done. Make it easy for people to take advantage of learning by ensuring that it’s part of their day-to-day workflow:

• Build in time for learning during the workday so people aren’t left trying to fit it in after hours. Don’t make it a burden on their work-life balance.
• Encourage employees to set learning goals as well as performance goals, so they see you value their development as much as their contributions.
• Recognize and reward learning accomplishments. Even simple rewards like gift cards or certificates can motivate behavior.
• Set up times at work when employees can come together to collaborate and help each other learn.

Also, demonstrate your dedication to learning by scheduling it while employees are on the clock.

3. Offer personalized learning.

Motivate people by tailoring their learning options to their needs and interests. Your learning platform can use employees’ talent profiles to suggest relevant courses and learning paths. It’s also a good idea to ask employees directly about their goals to inform their learning paths. Encourage them to share their interests and future job goals to get more personalized recommendations. Keep employees’ interest in learning high by giving them content that’s relevant to their jobs and in line with their interests.

Lifelong learning benefits everyone.

Keeping people’s skills current is a big challenge, but meeting that challenge head-on will keep your company on the leading edge of business as the workplace continues to evolve. Take steps now to build a workplace that attracts lifelong learners and helps them thrive. 

Degreed gives you the insights and tools to support critical upskilling and reskilling and ensure an engaged and dedicated workforce.

Want to learn more? Schedule a personalized Degreed demo today.

The post How (and Why) to Build a Culture of Lifelong Learning appeared first on Degreed.

That was the belief — and reality — that sent learning leaders at PointClickCare in search of new ways for people to drive their own learning. The late-stage Toronto-based startup, which provides cloud-based software for managing skilled nursing, senior living, home health and acute care, was in the midst of a fierce war for workers. To recruit staff and stay competitive, it needed to meet the high professional development expectations of top talent.

Moreover, “we were hearing from our leadership that — to stay on top of technology and innovation — every single person in the company had to be vested in a growth mindset, continuously upskilling and reskilling,” said Cindy Plunkett, Director of Learning Design and Development.

In our latest Degreed case study, we explore how PointClickCare partnered with Degreed to boost recruitment and retention and build skills.

Powering L&D

Helping the company stay competitive, people embraced content on a wide range of topics, exploring leadership, communication and project management and technical skills including React, MySQL and Docker and Kubernetes. Importantly, people feel engaged in their development as they ​​own and drive their learning, share recommendations and develop skills for current and future roles

Degreed has helped PointClickCare positively shape its employer brand, Plunkett said. “Part of our value proposition for recruitment that’s now baked in is how much we value and invest in each employee’s growth and development. We are about transparency. Growth is open to everyone.”

By integrating Degreed Experiential Learning with the company’s talent acquisition platform, PointClickCare tackled employee retention, providing people full visibility into internal growth opportunities through a continually updated talent marketplace.

There’s a lot more. Check out our full case study to see how PointClickCare uses Degreed to:

• Explore key industry topics
• Personalize learning
• Give people experiential learning opportunities
• Support career mobility
• Advance women in the workplace

“We needed a mindset that learning is something you’re doing every day in communities of practice whether you’re recognizing it or not,” Plunkett said. “You’re sharing learning and you’re learning. We couldn’t do that with an LMS. We needed to be able to clearly see what our skills were across the organization, allow people to upskill and give leaders line of sight into the skills on their teams.”

Read the full story.

Download the case study to learn more about how PointClickCare aligned learning with business objectives.

Or reach out to a Degreed representative to learn how you can advance learning at your organization.

The post PointClickCare Meets Demands on L&D & Engages Top Talent with Degreed appeared first on Degreed.

Like a delicious jus, hollandaise or demi-glace, learning can be your “secret sauce” to employee engagement.

Employee engagement has played a big role in recruiting and retention throughout the pandemic. To increase engagement, companies have enhanced benefits and perks, embraced flexible work schedules, expanded paid time off, focused on mental health programs and held events that cultivate workplace relationships.

And they’ve embraced learning. When you create a positive learning culture and invest in your people’s ongoing development, they feel greater ownership of their careers and increased alignment with your company. In other words, when you put effort into developing your employees, they invest back.

“Learning creates opportunities to obtain and enhance skill sets, knowledge and capabilities,” said Ben Cardenas, Sr. Manager of Enterprise Learning & Talent at Harbor Freight Tools. I contacted several learning leaders to get their views on engagement and the role learning can play.

“Developing these components in a learning environment enables the employee (learner) to practice in a safe space what they have acquired and or enhanced,” Cardnesa added. “When the employee applies the learning experience back into the workplace, it enables them to contribute to work that is meaningful to them, which in turn helps the employee feel included in the organization and the process.”

So how can you use learning to keep your people engaged?

1. Create a meaningful onboarding plan.

Consider what information you would want to know during your first day, week, month and 90 days. Then think through the best ways to build learning experiences that deliver that key information. What stakeholders would you want to include to share that information in a new-hire welcome series? What items would be on your critical learning agenda? What information should be self-paced and online versus instructor-led, whether it’s presented in person or virtually?

• Prior to onboarding, curate a learning pathway employees can use to familiarize themselves with your company’s vision, mission, values and organizational structure. It’s a great way to showcase your positive learning culture.
• During onboarding, fuse online asynchronous learning with face-to-face (or screen-to-screen) learning. Include job aids or quick reference videos.
• After onboarding, continue providing learning opportunities for new-hires to build their skills and acquaint themselves with their job responsibilities. 

Throughout the onboarding process, encourage new hires to build relationships, ask questions to gather information and set up time with their managers to align and calibrate on key priorities.

2. Infuse learning into your one-on-ones. 

People managers are a key population in your company and can make sure learning is a priority. Managers are your front line for making sure employees have opportunities to talk about learning on a regular basis; managers can build learning opportunities into day-to-day conversations. 

One-on-ones can also be an opportunity for managers to help your people  learn and reflect, because they can ask guiding questions and create a psychologically safe environment where employees can fail forward. 

What went well? What didn’t go well? What might you want to change next time? Asking some basic guiding questions can turn your managers into coaches.

3. Include learning goals in performance reviews and your company’s talent management process.

Performance conversations are a powerful moment in an employee’s journey and an opportunity to check in and evaluate progress. What better moment to build in goals related to learning that reinforce your company’s commitment to learning?

Learning goals can vary depending on the resources at your disposal. Are there stretch assignments your employees can work on? Are there key skills and capabilities your employees can build? Are there-in-house or external courses they can take to get those skills? Engaged employees will appreciate opportunities to learn and grow.

These strategies can set your employees up for success, especially if you make them available from Day One.

“The link between learning and engagement isn’t a foregone conclusion,” said Kristen Fyfe-Mills, Director of Employee Development and Engagement at Farmer Focus. “The learning experiences need to be well-designed and relevant to work and growth — for the learner and the organization.”

Onboarding provides a first impression of your company to new-hires now on the payroll and a great opportunity to build a positive learning culture. Include content that shows how committed your company is to talent development. 

“Learning helps create space for curiosity and conversation,” said Lisa Dubler, a career coach at General Assembly. “This can often lead to breaking down silos and having people more engaged and invested in their work.”

A recent LinkedIn Learning report suggests extending engagement across the entire employee journey. When you emphasize learning in performance reviews and get managers “bought in” to your learning culture, you can make learning fun and relevant, ensure their experiences at your company are meaningful and generate real return on your L&D investments. 

Like a great chef, your company can mix up a great combination of flavors that make your employee engagement strategy sweet, savory and delectable. 

The post Cooked to Perfection: Learning Elevates the Employee Engagement Recipe appeared first on Degreed.

A majority of Gen Z U.S. workers ranked learning new skills as the third-most important driver when evaluating new job opportunities, behind health insurance and disability benefits, reads a 2021 Gallup survey. And Degreed research found nearly half of workers around the world said they are more likely to leave their employer if they don’t see a commitment to upskilling and reskilling.

Whether it’s the desire to try something new or the knowledge that the workforce is changing, workers are ready and willing to acquire new skills. They’re seeking out companies with a culture focusing on workforce learning — and ditching those that don’t.  

How to Create a Lifelong Learning Culture

Companies with cultures that prioritize learning, development and career growth will reap the benefits of a happy and loyal workforce.

Employers that excel at internal mobility retain employees for an average of 5.4 years, nearly twice as long as companies that struggle with it. Even those employees who’ve plateaued in their current role tend to stay loyal to their employer if they’re encouraged to forge new internal paths.

“Professional development has become a top priority for workers when determining their interest in or loyalty to a company,” says Janice Burns, Chief People Officer at Degreed. “Specifically, workers are yearning for more educational options that align with their professional purpose and growth. Companies that provide these types of benefits will attract, engage and retain the best workers.”

There are a few steps L&D professionals should take in order to develop and sustain a successful culture of learning: 

• Get leadership on board. It’s one thing to want more development opportunities for your workforce, but it’s another thing to actually implement them. For your L&D program to truly succeed, you need adoption and buy-in at the highest level. Come to your meetings armed with data to support the ROI of a learning experience platform (LXP) and a plan for how you’ll roll it out at your organization. 
• Don’t try to be everything for everybody. Your employees have diverse interests and differing career goals, and your learning content should be just as varied. Aim for an intersection between what workers want and what will best meet your business’s needs when planning your learning strategy.
• Commit to a continuous culture of learning. A positive learning culture is more than just offering disparate classes a few times a year or promoting employees here and there. Instead, invest in a learning experience platform (LXP) like Degreed that operates on an open ecosystem, where workers can learn anytime and anywhere and track it on their profiles. Employees and their managers can see their skill development, view internal opportunities such as a new job or a stretch assignment, and work on the skills they need to succeed. 
• Offer employee training incentives: While workers may say they want educational opportunities, mounting to-dos can make learning less of a priority. By offering rewards for completed programs, such as a gift card or the ability to earn certifications, you’ll give your workers the extra push needed to grow their skills. 

The Business Benefits of a Learning-Focused Workplace

Not only will upping the education ante at your organization lead to attraction and retention, it’ll help grow your bottom line. In our research report, How the Workforce Learns, workers who rated their company learning cultures as positive are 166 percent more likely to say their companies grew revenue faster than their competitors. 

It’s clear that in order to attract and keep top talent, companies must implement and promote a positive learning environment. By getting the right buy-in, determining the best learning model, and partnering with the right learning experience platform, you’ll keep your current workers happy and widen your candidate pool. 

Trying to Keep Your Best Talent?

Degreed clients can achieve up to five times reduction of attrition in key roles. Read about all the findings in The Total Economic Impact Of Degreed study conducted by Forrester Consulting. Download it today.

The post How a Positive Learning Culture Can Impact Attrition and Attraction appeared first on Degreed.