A skills-based workforce provides a more agile, inclusive, and scalable approach—one that empowers employees, enhances workforce planning, and drives business success. But simply having a skills taxonomy isn’t enough.

By Jessica Billiet on 27 Mar, 2025

By Jennifer Moss on 24 Mar, 2025

A well-crafted strategy is about making intentional choices that position organizations for long-term success. A thoughtful approach defines where you’re going and lays out a clear, adaptive path forward that everyone within the organization can understand. Great strategy goes beyond planning—it’s about centering people, creating alignment across the organization, and developing resilient and responsive plans. Here’s how organizations can bring strategic alignment and planning into focus.The Key Elements of a High-Impact Strategic PlanA successful strategic plan engages stakeholders, translates complexity into clarity, and provides actionable steps forward. Based on insights from diverse industries, high-impact strategies tend to include these foundational elements:Clear insight: Effective strategy starts with a clear understanding of the organization’s current reality. Leveraging data and insights from both internal and external sources reveals opportunities and pinpoints challenges, building a strong foundation for decisions.Stakeholder engagement: Building a strategic plan is as important as the strategy itself. Engaging a range of perspectives across the organization supports buy-in and ensures that diverse needs and ideas are represented. A shared commitment emerges naturally when the process includes the voices of those affected.Clarity (not certainty): A great plan is clear, accessible, and memorable even amid the ever-increasing velocity of change affecting the business environment. While strategies often include detailed steps, the essence should be easy to communicate and inspire everyone involved, serving as a guide that motivates people to act even in the face of adversity and business challenges.Purposeful prioritization: Successful strategies provide focus, helping leaders and teams prioritize what matters most. With clear priorities, leaders can make informed decisions about where to direct resources and energy—guiding what to pursue and what to pause.Adjustability: Strategy is not a one-time event. A dynamic plan is regularly refreshed, keeping it relevant and aligned with the organization’s evolving landscape and goals.A Framework to Establish a Foundation for ActivationStrategic alignment and planning aren’t one-size-fits-all. Every organization’s journey is unique, requiring a tailored approach that meets specific needs—whether through targeted prioritization, collaborative strategy development, or a comprehensive, multi-year planning effort.A strategy succeeds when it’s embraced by the people who carry it forward. The best strategies are developed with an eye toward activation—doing so will transform the strategy from ideas on paper into actions that drive progress. Use the following strategic planning framework to establish the foundation for successful activation:1. Assess: Begin with data collection, interviews, and a thorough assessment to establish a baseline understanding. This stage reveals valuable insights and identifies critical factors needed to move forward.2. Envision: Strategy gains momentum when leaders collaborate to define a shared vision for the future. Through structured visioning sessions, organizations can establish a clear, mid-term outcome that anchors the strategic plan.3. Align on priorities: With a vision in place, it’s time to set priorities, create a change narrative, and establish metrics for success. Tools like strategic dashboards can provide ongoing visibility into progress and impact.4. Activate: Effective activation includes planning for communication, ensuring teams understand and support the strategy, and assessing readiness for change. This is the point at which strategy transitions into action.How to Elevate People-Centered Strategy at Your OrganizationA strategic approach that resonates with people at all levels creates authentic and meaningful alignment. Organizations can elevate human-centered strategy through the following methods:Collaborative workshops: Bringing stakeholders together to co-create clarity accelerates alignment and enhances buy-in. Visual tools, design sprints, and collaborative frameworks are effective for simplifying complex ideas and building consensus.Narrative and visualization: Translating strategy into compelling, accessible visuals and stories makes it easier for everyone to connect with the purpose behind the plan. Design assets and storytelling transform strategy from abstract ideas into inspiring, relatable messages.Develop buy-in from the start: Strategic plans reach their full potential only when followed by actionable, continuous alignment. Ensuring there’s support for ongoing execution and a willingness to adapt over time helps keep momentum alive.Consider an example from the healthcare sector, where a major professional association faced declining membership and financial strain. With new leadership in place, the organization sought a strategy that would stabilize its operations and enable growth. By conducting a thorough assessment, gathering input from stakeholders, and developing a comprehensive four-year plan, the organization transformed its trajectory. The results were clear: a 33 percent increase in revenue over three years, improved engagement, and renewed alignment around a shared vision. With a thoughtful strategy and commitment to people-driven activation, the association strengthened its role and impact in the healthcare industry.A successful strategy is one that people believe in and are motivated to carry forward. When leaders commit to creating clear, inclusive, and adaptable strategies, they set the stage for lasting impact. By centering on people and creating alignment across every level, organizations can build a resilient foundation for sustainable growth and transformation—driven by strategy, supported by people.

By Katie Camargo on 21 Mar, 2025

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How can companies reignite employee engagement to drive success today and meet the challenges of tomorrow? Here are three key tips to get started.

By Sean D’Arcy on 20 Mar, 2025

Among the most challenging recent workplace trends affecting talent retention is revenge quitting—when employees abruptly resign out of frustration or retaliation. But why is it becoming more common?Employees today value connection, work-life balance, and flexibility—and they know it’s possible to find those things in a workplace. When their current role denies them these basic benefits, frustration builds. Add in factors like mounting stress and return-to-office mandates, and the balance between what employees give to a job and what they receive in return tilts negatively, making revenge quitting a more attractive exit strategy for many.The impact on organizations is significant, from impossible workloads and spiraling performance to costly turnover and cultural instability. But here’s the good news: L&D has the power to create a culture that avoids these destructive patterns. Here are four strategies to prevent revenge quitting and build a more engaged workforce.1. Get Serious About Supporting Employee Well-BeingLeadership has never been more demanding. According to DDI’s Global Leadership Forecast 2025, 71 percent of leaders report higher stress levels since stepping into their current roles, and 40 percent have considered quitting leadership to improve their well-being. However, leaders in supportive work environments are:10 times more likely to excel in their roles.3 times less likely to experience chronic stress.2 times more likely to have energy at the end of the workday.DDI also found that only 30 percent of leaders feel they have enough time to execute their responsibilities effectively, making workload a major source of stress. While stress may seem inevitable, organizations can take meaningful steps to improve employee well-being. Start by creating work-life balance initiatives that lighten workloads, offering flexible work arrangements where possible, and providing stress management training. Finally, establish processes that help leaders balance priorities, delegate tasks, and focus on what truly matters.Improving well-being isn’t just a nice-to-have—it’s essential for retention and cultivating the environment your workforce needs and expects.2. Create a Culture of Respect and FeedbackIn a startling finding, DDI found that only 29 percent of leaders trust their manager to do what’s right. In the context of such low trust, patterns like revenge quitting suddenly seem less surprising. But while trust is complex, regular feedback can be a powerful way to strengthen it. Employees who receive feedback are 9 times more likely to trust their manager.Trust begins with open, two-way communication, and L&D must equip leaders to give and receive feedback effectively. Transparency around company goals and decisions further strengthens trust, helping employees feel connected to a greater purpose. By making feedback a regular practice and prioritizing transparency, organizations create a culture where employees feel heard, respected, and invested in the company’s success.3. Train Leaders to Be Effective CoachesManagers play a critical role in preventing revenge quitting, but only if they’re effective coaches. High-potential leaders and individual contributors are 2.7 times more likely to leave in the next year if their manager lacks coaching skills, according to DDI. But when managers excel at coaching, leaders are twice as likely to want more, and 9 times more likely to build trust. Regular one-on-one check-ins give employees dedicated time to discuss their wins, challenges, resource needs, and career growth while receiving direct coaching from their managers. Managers must lead with emotional intelligence to help employees feel understood, validated, and engaged—making them far less likely to revenge quit.4. Provide Development OpportunitiesHigh-potential leaders and individual contributors crave opportunities to learn and excel. In fact, DDI found that they are 3.7 times more likely to leave if their manager doesn’t regularly provide growth opportunities and 3.1 times more likely to leave if their advancement is too slow. Yet, when managers actively support employee development, trust skyrockets, and employees are 11 times more likely to trust their manager.This signals a mandate for L&D leadership. They must reinforce continuous development through opportunities like internal mobility programs, mentorship opportunities, and high-potential programs to prepare future leaders. Employees who envision a clear path for growth are more likely to stay, contribute, and thrive.ConclusionThe rise of revenge quitting signals a pressing need for L&D professionals to rethink not only engagement and retention strategies but company culture, too. When employees feel undervalued, unheard, or stagnant, they start looking elsewhere.The long-term benefits of preventing revenge quitting far outweigh the initial effort: a healthier workforce, more engaged leaders, greater performance, and a sustainable talent pipeline that makes for a resilient organization.

By Matt Paese on 19 Mar, 2025

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Even if you are not in a formal mentoring or coaching role, you can use coaching and mentoring skills.

By Angela Rogers on 19 Mar, 2025