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Rick Levin is the CEO of Coursera. In 2013, he completed a 20-year term as president of Yale University, during which time he played an integral role in growing the university’s programs, resources, and reputation internationally. He was named to the Yale faculty in 1974 and spent the next two decades teaching, conducting research, serving on committees, and working in administration at the university. Rick served on President Obama’s Council of Advisors for Science and Technology. He is a director of American Express and C3 Energy. He is a fellow of the American Academy of Sciences and the American Philosophical Society. Rick received his bachelor's degree in history from Stanford University and studied politics and philosophy at Oxford University, where he earned a bachelor of letters degree. In 1974, Rick received a PhD from Yale University and holds honorary degrees from Harvard, Princeton, Oxford, and Peking Universities.

Rick Levin

Corporate learning is constantly evolving. A rapidly changing economy and a new Millennial workforce are putting new pressures and expectations on learning and development (L&D). As L&D moves to the center stage of corporate strategy, there are also new opportunities. The most successful corporate learning programs will be those that provide accessible, flexible, and relevant content for employees at all career levels and stages.
In this webcast, three experts discuss the shifts in work and learning, and the challenges and opportunities for L&D leaders in this new landscape. The webcast will include topics such as the:

democratization of learning in the corporate environment
science and mechanics of learning
importance of corporate learning in the changing economy and the role companies like Coursera play in this revolution.


Revolutionizing Corporate Learning

Whether taking short-term risks to build long-term financial stability or learning from aspirant brands, businesses of all sizes and industries have been looking to professional sports leagues like the NHL for inspiration to help grow their organizations and teams.
During this live webinar, the OverDrive Professional team will be joined by Norm O’Reilly and Rick Burton, the authors of the recently published book Business the NHL Way: Lessons from the Fastest Game on Ice. Rick and Norm will share their stories and lessons from studying the NHL and how businesses and professionals can learn from the league and its leadership.
Join us to discover how brand enhancement, product extensions, championing DEI, and embracing technological change can contribute to your company’s growth in 2023 and beyond. The OverDrive Professional team will share how innovative companies implement programs to champion organizational values and culture that drive their businesses. Highlighting examples:

How company culture influences the bottom line
The challenges of creating a strong culture in today’s rapidly changing workplace
How tools like a digital library support a strong culture and values 


Lessons on How Culture and Values Drive Performance with the Authors of Business the NHL Way

Lisa Kahle-Piasecki is an associate professor of management at Tiffin University and has served as director of the Center for Teaching Excellence and chair of the management and marketing areas.Lisa completed a PhD at the University of Toledo, with an area of concentration in human performance improvement, which is the study and ethical practice of improving productivity and competence in organizations. A performance improvement and talent development specialist, Lisa is a follower of systems theory and uses a systematic approach in solving performance problems. She is actively engaged in research and is a frequent presenter at both international and U.S. conferences. Her current research interests include performance solutions such as mentoring for performance improvement. She spent a summer living and teaching in Costa Rica, and has additional international teaching experience. She is on the board of directors of the Greater Toledo Chapter of the Association for Talent Development.

Lisa Kahle-Piasecki, APTD

If you aren’t rethinking your sales talent strategy in 2022, you could be putting yourself at a competitive disadvantage. Finding great sales talent in today’s tight labor market can be a time-consuming, expensive venture—to add to the challenge, top talent is constantly being targeted and recruited. In the last two years, more people have changed jobs than at almost any other time in modern history—with the pandemic-driven remote workforce accelerating this trend. Consider these statistics:Forty percent of workers globally say they might leave their jobs in the near future (McKinsey).Turnover rates for sales roles are nearly three times higher than any other line of business (HubSpot).The average cost to replace a single sales rep is 1.5–2-times the rep’s salary, and it takes 6.2 months on average to fill an open sales role, costing organizations hundreds of millions of dollars in lost revenue potential (Hire Velocity).The good news is that there are steps you can take to proactively address these challenges. Attract the next rock star seller and retain your most valuable talent by exploring these problems and their solutions:Lack of career advancementBetween April 2021 and April 2022, the number 1 reason (41 percent) people quit their jobs was due to a lack of career development and advancement.How to address it: Discuss career aspirations with your direct reports early and often—for new hires and tenured employees. This is not a one-and-done conversation and should involve both sales leadership and HR. Take the time to understand their career goals, and set up regular one-on-one meetings to discuss their paths and progress towards those goals. It will motivate new hires early on to strive for greater achievement and re-engage your tenured sellers knowing they have an upward trajectory.CompensationAnother top-rated reason employees stated they quit a job in the last year was due to inadequate compensation. With hundreds of thousands of sales jobs currently unfilled, there is significant competition for top talent. Employers are willing to pay more to attract the right talent.How to address it: Evaluate and benchmark your compensation structure to ensure you are remaining competitive in attracting new talent—especially if you haven’t done this in the last two years. Consider the level of tenure, expertise, and geography of the seller as these factors will influence the competitiveness of the offer you’re making. If you are unable to increase base pay to compete with other companies, consider other nonfinancial incentives as part of the overall benefits package like flexible hours, tuition reimbursement, or additional PTO.**Uncaring and uninspiring leaders (workplace culture)**In a recent McKinsey survey, 35 percent of respondents listed uncaring leaders as one of the top reasons they left an organization.How to address it: A great corporate culture combined with a competitive compensation strategy is a recipe for any healthy sales organization to thrive. However, one without the other is doomed to fail. Focus on building a culture of trust, accountability, and recognition. When you help sales reps realize their full potential and reward behaviors that drive success, you will make it harder for them to leave.Make wellness and work-life balance a priority, and don’t shy away from those conversations. Today’s employees want to know their leader cares about them; so instead of focusing only on deal reviews and pipelines during one-on-one meetings, take a few minutes to talk about their well-being and take appropriate actions if burnout or other life challenges are hindering their success.Absence of meaningful workNearly 70 percent of people say they define their purpose through work with seven out of 10 employees reflecting on their purpose because of the COVID-19 pandemic (McKinsey). As younger generations of talent enter the labor force, doing meaningful work ranks high among their ideals, and if they don’t feel a sense of meaning in the work they’re doing, they won’t stay long.How to address it: Build a supportive and reliable community within your sales organization that emphasizes meaning and purpose. Focus on your mission, vision, and values, and help connect the dots to your sellers’ definition of purpose and personal career aspirations. Create a culture that fosters diversity in talent, experience, background, and ideas and that engages all levels within the organization. Focus on the business challenges your solutions solve. Document and share how you’ve helped individuals or businesses achieve a specific outcome. If a seller never sees the result of their sales efforts, it’s difficult to see the greater purpose of what they are doing.Looking for ways to improve sales outcomes?Turn knowledge into action through high-impact sales performance frameworks.

4 Reasons Your Sales Talent Is Leaving and What You Can Do About It 

A little over a year ago, LinkedIn launched its AI-powered coaching chatbot. You can ask it for advice on workplace issues, and it will help with suggestions on how to build skills, tackle issues, or move your career forward. Could this be the future for coaching at scale?The prospect of deploying an AI-powered virtual coach that could support thousands of employees simultaneously with their workplace challenges and aspirations is an attractive one. Imagine the savings on coaching and the benefits for employees of having access to a coach, round the clock, to respond to their every need almost instantly.Can AI replace a human coach?For incoming, younger employees, this may be just what they’re looking for: A recent survey found 66 percent of 25–34 year-olds would rather talk to AI about their problems than a loved one.And it’s easy to see why. With the power of generative AI, a chatbot can communicate with empathy. People report that the experience feels just like texting with an actual human, leading to concerns that we are rapidly becoming too attached to or dependent on these AI companions.The potential of providing this kind of support to employees is not without risk. While the interactions feel real, we must remember that the chatbot has been trained to mimic empathy. It knows what an empathic response to challenges and vulnerability sounds like and gives a seemingly appropriate reply. But it lacks genuine human empathy. It doesn’t actually care like a person may.Unlike a human coach, AI can’t think, feel, or relate to a person. No matter how sophisticated its language model, a coaching chatbot lacks the nuances of personal connection—and it cannot draw on a lifetime of emotional intelligence to offer support. Without that vital human connection, AI cannot effectively deliver workplace coaching.What are the benefits of AI in the coaching process?Where AI can significantly enhance coaching is by automating some logistical aspects, such as coaching provision and mechanics, making it easier and more efficient to build strong, effective coaching relationships. For example, AI can analyze hundreds of data points to match an employee with a suitable coach, increasing the likelihood that the two individuals will work well together, rather than leaving it to chance or asking an employee to choose from a list of coach bios.AI can then manage administrative tasks, such as scheduling calls, taking notes, and curating personalized content and learning materials from the vast quantity of resources organizations provide to their employees. This helps employees take post-coaching action and removes the administrative burden of managing the relationship, driving greater engagement and improving ROI.When deploying coaching at scale across all levels of the organization, AI platforms can minimize administrative overhead for learning and development (L&D) teams while delivering a seamless, engaging employee experience.AI also has the potential to analyze data from across an organization’s HRIS, recognizing patterns and identifying employees who could benefit most from coaching. For example, AI can detect factors that increase the probability that key employees could become flight risks, thereby creating an opportunity to intervene with career development resources before they decide to leave the organization. What’s next?It’s inevitable that AI will advance exponentially, potentially even creating life-like avatars that mimic human interaction. Until we have artificial general intelligence (where machines can truly think like humans), behind those lines of code, AI-powered coaching misses the spark of humanity that makes coaching so effective.Learn how you can offer scalable, personalized career coaching—that’s powered by people and technology—to employees at all levels of your business within your budget. 

What Is the Future for AI in Coaching?

What is Demo Day?

This free, half-day event offers you the opportunity to see live demos from five leading learning tech solutions. Each 30-minute demo allows you to see the solution in action, ask questions, and request additional information. Selecting new technologies for your organization is a tough decision and a big investment. Let ATD Demo Day help you learn about the benefits of a variety of options at once.

Who is it for?
Anyone who is currently searching for innovative solutions, interested in transforming their L&D workflow with generative AI, or scaling and automating enterprise training programs.

Demo Day Agenda: (All times below are Eastern Standard Time)

11:55-12:00 pm  ATD Introduction & Welcome:
12:00-12:30 pm  Use Generative AI to Multiply Talent Management’s Impact (Strategy AI)
12:45-1:15 pm    How Siemens Healthineers Automates Instructor-Led Training (Administrate)
1:30-2:00 pm      Content Chaos Cripples AI: Level Up Your Content IQ Now (Xyleme)
2:15-2:45 pm      “Boost!” Sales with Comprehensive Online Learning (Porter Henry)

Session Descriptions:
 
 
12:00-12:30 pm
Use Generative AI to Multiply Talent Management’s Impact
Strategy AI is an industry-leading artificial intelligence platform that empowers talent management teams with private, secure, and powerful AI tools to deliver personalized training to employees within their daily workflow. Discover how to leverage AI to dramatically enhance the value delivered by your team.
Join this session to:

Learn how to use generative AI to deliver a superior learning experience.
Explore how AI can transform the L&D process, freeing up 75% of your time.
Understand how you can deliver AI in the normal flow of work: via Workday, SharePoint, etc.


Speaker: Andrew Leong-Fern, Founder and CEO, Strategy AI
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12:45-1:15 pm
How Siemens Healthineers Automates Instructor-Led Training
Instructor-led training is far more difficult to manage than elearning. You have to manage special equipment, facilities, instructors, staff, and more. Siemens Healthineers uses Administrate to automate instructor-led training across their global training network. In this demo, John Peebles, Administrate CEO shows you exactly how this works and demos powerful automations.
During this session you will:

Understand how Siemens Healthineers automated training management.
Learn the real ROI for automating training management.
Discover why an LMS can’t deliver this sort of automation.


Speaker: John Peebles, CEO, Admininstrate
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1:30-2:00 pm
Content Chaos Cripples AI: Level Up Your Content IQ Now
Is your content ready for AI? AI’s potential to boost efficiency and productivity is portrayed as a silver bullet for content teams. What is getting lost in all the hype is the realization that to fully harness the power of AI, organizations must wrangle their content chaos. Leaving content unstructured and inconsistent only causes further chaos that cripples AI systems. Mitigate the risk of AI hallucination—AI is only as smart as your content!
Join this session to:

Learn how content components can enable AI to curate targeted content for your audiences at the right time and place.
Evaluate ways to retain full governance, versioning, and tracking capabilities to make your content AI-ready.
Uncover AI processes of generation, retrieval, analysis, and assistance centered around learning content.

Speakers: Chris Kocher, Senior Solutions Architect, Xyleme and Kathy Bernardino, Enterprise Account Executive, Xyleme
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2:15-2:45 p.m.
“Boost!” Sales with Comprehensive Online Learning
Everyone is exploring options for online blended learning these days. How do you make this purchase decision confidently and mitigate the risks of online training? This session will explore and pros and cons of blended learning and preview SalesAbility “Boost!”, a new sales training program for sales newbies and veterans alike. “Boost!” is based on years of validated customer research with over 70 top global sales organizations and, unlike many other programs, is easy and straightforward to administer.
Join this session to:

Discover why simpler yet comprehensive online sales training is the best option.
Explore why selling your solution’s “total value” outweighs traditional product benefits training.
Identify how and why cost-effective “Boost!” training is supported by Sales and Coaching Playbooks.


Speaker: Will Voelkel, Senior Sales Consultant, Porter Henry & Company, Inc.
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ATD DEMO DAY: Emerging Technologies in L&D

According to a recent McKinsey report, one in four women are now considering leaving the workforce. Meanwhile, diverse employees have been disproportionately impacted by the COVID-19 pandemic and repeat instances of racial violence this year. Without a clear strategy for the retention and elevation of diverse talent, companies are at risk of backsliding.
To tackle these unique challenges, a new-paradigm approach is needed. In this session, Guts & Grace Leadership Founder and CEO LeeAnn Mallorie shares wisdom from more than 15 years of coaching the only woman leader on executive and technical teams. She introduces a training approach based on neuroscience and mindfulness that supports the organic advancement of women and diverse leaders in the workplace and helps to drive stakeholder-centered innovation.
In this session you will learn about:

How early-career survival strategies, developed to combat real or perceived workplace discrimination, can hold underrepresented leaders back from advancing successfully to the most senior levels
Why the solution to executive burnout among female and diverse talent must go deeper than wellness and self-care techniques
An integrated training approach that directly and sustainably addresses the root cause of challenges like lack of executive presence, disengagement, tactical versus strategic thinking, low confidence, and burnout


Elevating Women and Diverse Talent: The One Critical Strategy Most Companies Miss

They're creating computer code, carting food and passengers around in their own cars, and popping in monthly for a project meeting. What's their story? Are these occasional workers underemployed, unable to secure a salaried job? Are they Millennials and Generation Z-ers sampling different occupations before they commit to a career? Or Baby Boomers making some extra cash to supplement their retirement savings?They could be any of those―or none of them. Meet the gig workers, a burgeoning population in the labor force that is changing the way company leaders look at workforce planning and the way people view work."As individuals have entered the workforce and evolved, they are asking for more flexibility," says Kurt Heikkinen, president and CEO of staffing company Montage. And, as access to health insurance has become increasingly separate from full-time employment, "workers have really gained a sense of freedom. They look at [their careers] as a series of gigs, a series of projects and experiences, as opposed to a long-term career at a given employer."Figure 1: Gig Workers Look Like the Broader WorkforceThe following charts illustrate the demographics of self-identified gig workers compared with those of the entire U.S. workforce. Source: Morning Consult.But these aren't the typical temp staffers of yore―the "Kelly Girl" secretaries and Manpower workers who filled in for office staff when an employer had a hole in the schedule. Nor are they limited to the classic freelancers in creative fields―writers, editors, musicians, and graphic artists. Nowadays, gig workers run the gamut, from Uber drivers to IT technicians to travel nurses. And they are an integral and growing part of the knowledge economy.Many businesses have embraced this pipeline of on-demand talent. Yet, despite all the promise of the gig economy, it is a work in progress. The rules are still being written as companies and workers alike adjust to new ways of getting work done.Two Types of Gig WorkersGig work itself is not new. "People have always worked this way," but the prevalence and types of gig jobs have changed over the years, says Diane Mulcahy, author of The Gig Economy: The Complete Guide to Getting Better Work, Taking More Time Off, and Financing the Life You Want (Amacom, 2016). "This kind of work is growing at a rapid rate," she says, particularly in white-collar jobs and the tech economy.There are two types of gig workers, Mulcahy says: first, those who are searching for full-time work and need to make some cash and contacts while they job-hunt and, second, those who simply don't want or need full-time employment.The latter group includes a lot of younger people, for whom the idea of a 40-years-and-you-get-a-gold-watch kind of job is something their grandparents did. They aren't attracted to what they see as an outdated model of sticking with one company―or even one profession―for an extended time. But this group also includes retired or semi-retired people who may or may not need the money but who want to stay engaged and active regardless. And there are also mid-career folks who want the flexibility and freedom of doing what they want more or less when they want, drawing on years of experience to cherry-pick appealing projects.In the United States, more than 40 percent of workers are employed in "alternative work arrangements," such as contingent, part-time, or gig work, according to Deloitte's 2018 Global Human Capital Trends study. In a 2016 Adobe survey, 56 percent of office workers predicted that everyone will do some gig work in the future. Asked to look ahead to 2020, 28 percent of business leaders and chief human resource officers said they anticipated an increase in gig workers, the Deloitte study found."The vast majority [of gig workers] are folks who easily could go get [traditional full-time] jobs somewhere," says Lori Williams, vice president of fulfillment at Gigster, a software developer that has 80 employees on staff and works with 1,000 gig workers. "They've chosen this lifestyle."The top benefit of the arrangement for them is autonomy. They have greater control over their schedule and they can avoid routine annoyances such as bad managers, office politics, and interminable staff meetings. They also might learn new skills and gain valuable experience at a temporary stint, ultimately giving them the tools to advance in other gigs or in staff jobs.Employers, too, enjoy the perks of an open relationship, gaining access to skills and talent without having to commit to a full-time hire. And managers can supplement staff with gigsters who have the talent and knowledge not only to advance a project, but to teach regular employees new skills."It's really [about] how can we continue to scale as an organization?" says Vlasta Dusil, senior vice president of HR for computer technology company SAP's Cloud Business Group. "We talk about diversity, with gender, with different generations. In our view, this is another way of looking at diversity."Growing PainsStill, there are some drawbacks―for both sides. The "flexible schedule" so many people crave can lead to them being underemployed. The gig worker might also miss out on the advantages that come from committing to one employer. Among those advantages is professional development."How are these people going to train and develop and grow?" says Jennifer Graham-Johnson, SHRM-SCP, recently retired chief HR officer at WestRock Co., a paper and packaging products manufacturer."I do worry we are going to have a group of people who are . . . unable to advance" if they ever decide they want full-time employment because they haven't had the opportunity to develop their skills and knowledge through training and classes.Then there's the issue of employee benefits.Gig workers don't get health insurance, paid time off, or 401(k) contributions from employers. Offering them the same perks that staff members get could set an employer up for legal challenges and negate savings typically associated with hiring gig workers.It could also harm recruiting efforts. After all, good benefits are one of the selling points companies use to attract full-time talent. Why would people want to join your team as full-time employees if they can enjoy the freedom and flexibility of gig work and get the same benefits as regular employees?The bigger issue may be that offering the same benefits to contractors and regular staff could get the company in trouble with the IRS, which has a 20-point test to determine whether workers are independent contractors or employees entitled to the employer-paid share of FICA taxes. Microsoft and other employers have had to pay millions of dollars in back taxes and damages after being sued by workers who said they were paid like independent contractors but treated like employees.Figure 2: What Motivates Gig Workers? Source: Shiftgig, Profile of a Gig Worker, 2018.Playing Catch-UpGovernment and businesses are lagging on other fronts related to the gig economy, too. Banks, for example, might be skittish about lending money to a potential homeowner who doesn't hold a permanent job. And gig workers don't get unemployment benefits, COBRA, or worker’s compensation.Companies can help fill the gaps. One way is to offer voluntary benefits that are fully paid for by the worker but administered by the employer. E-commerce website Etsy, for example, has partnered with Stride Health to act as a health insurance broker for the people who create the art, jewelry, and other items sold on Etsy.Still, the gig economy is clearly moving faster than the institutions that deal with these workers."I don't think we've caught up to this type of worker," says Arthur Tacchino, chief innovation officer at the compliance technology company SyncStream Solutions. "The workforce is changing. So how are the coverage, insurance, and benefits going to evolve to fit the newer kind of workforce we are seeing?" There's no clear to answer that, Tacchino says."Regulators and courts are trying to apply 20th-century law onto a 21st-century problem," says Richard Meneghello, an employment attorney and partner at Fisher Phillips. "Our hope is that once people realize it's not just a passing fad, regulators and legislators will get more serious."One agency trying to change with the times is the Securities and Exchange Commission, which is taking a fresh look at compensation for gig workers. The agency is considering revising its rules to make it easier for people who are classified as independent contractors to receive stock awards from the companies that employ them, the New York Times reported.While governments and financial institutions adjust, the market for gig workers is maturing, fueled by technology platforms that help both sides of the work arrangement find each other. Online labor platforms such as Upwork, Gigster, TaskRabbit, and Freelancer are not only empowering the gig economy, but revolutionizing the way workers and companies connect."The technology is making the whole market more efficient," says Marion McGovern, author of Thriving in the Gig Economy (Career Press, 2017) and co-founder and former CEO of M Squared Consulting.Upwork, for example, connects computer-industry freelancers in 170 countries to employers who need their services, charging the worker a fee of 5 percent to 20 percent of the job's pay. ShiftPixy and others hire workers (paying the employer share of payroll taxes and taking care of other compliance issues), then "lend" them to clients in the hospitality and restaurant industries. The company has an app that allows people to broadcast their availability and apply for certain shifts in their communities.As Uber was creating its digital platform for drivers, the job market for gig work was exploding, says Scott Absher, ShiftPixy's CEO. "People are looking for ways to recobble their income," and these platforms make that more efficient, he says.Managing the GigSo how do today's people managers handle gig workers, follow the law, and head off potential tensions with full-time staff? Some tips:Decide who will drive the decision-making on hiring. A simple procurement process may be enough to fill an open gig for an IT techie, while a speechwriter for a CEO will likely require input from the chief executive.Pay people promptly. "I can't tell you how many companies are on 60- to 90-day schedules" for contracts, McGovern says. But individuals expect to be paid faster and more often.Know the law—and do not treat gigsters like employees. In fact, don't even use the word "hire" to describe the working arrangement, advised Rebecca Cenni-Leventhal, founder and CEO of staffing and recruitment firm Atrium. People who work gigs are "engaged," not hired, she cautioned.Protect confidential company information. This is especially important when using outside contractors for a business dealing with sensitive client information, such as health data and Social Security numbers.Let your own staffers gig―even at your company. Since many workers crave the opportunity to learn something new, offer full-time staffers the chance to develop by giving them a gig in-house.Keep staffers and gigsters separate, when warranted. "Having [gig workers] participate in regular team meetings or asking them for regular updates and reporting is not wise," says Cenni-Leventhal, as that may cause them to be viewed as employees rather than independent contractors. "Inviting them to one holiday party isn't too much of a risk, but when you start having them participate in team-building activities and attending company functions, it can get tricky."Make your gig workers feel welcome and valued. "Make sure you afford them the correct level of respect," McGovern says. "This is someone who is going to add to the team, bringing in skills or knowledge and experience to help the effort."On top of that, she adds, it's important to recognize the dignity of their career choice. After all, it's a work arrangement more business leaders can expect to manage in the coming years.Copyright 2019, SHRM. This article is reprinted from www.shrm.org with permission from SHRM. All rights reserved.

Gig Workers Challenge Old Order

Most talent management approaches fall short of the mark when it comes to improved strategy execution and organizational effectiveness. We spend way too much time and energy focusing on individual talent and capability, ignoring the more important issues of organizational talent and capability.
Where should we start when improving talent processes? Leaders responsible for talent-related initiatives only have so much time and energy. If we don’t focus primarily on the issues that matter most for business success, we run a very high risk that our managers and leaders won’t be engaged in what we want them to do. Even worse, the business results could suffer, increasing the chances of cutbacks in budget dollars and wholescale de-emphasizing of talent development while people focus exclusively on righting the ship of business performance.
This webcast will introduce you to a systems approach to measuring and maximizing the impact of talent management. Based on his August 2016 TD at Work, "Measuring and Maximizing the Impact of Talent Development," presenter Alec Levenson presents a framework and step-by-step approach to improve the impact of talent management and development.
 

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