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Why the Amazon Learning Strategy Makes Perfect Business Sense

The news that Amazon plans to spend over $700 million to offer training to 100,000 workers made global headlines. In today’s historically tight labor market, this talent strategy makes perfect sense.  Not only will Amazon position itself as an employer who offers opportunities for professional development, but it will also build a workforce of highly skilled talent. […]

Why the Amazon Learning Strategy Makes Perfect Business Sense

The news that Amazon plans to spend over $700 million to offer training to 100,000 workers made global headlines. In today’s historically tight labor market, this talent strategy makes perfect sense.  Not only will Amazon position itself as an employer who offers opportunities for professional development, but it will also build a workforce of highly skilled talent.

I regularly speak of the current “HR Perfect Storm,” and Amazon’s approach of combining learning and talent processes is akin to battening down the hatches. By interweaving these processes, organizations stand a better chance of weathering the storm. The good news is that developing an essential learning and talent strategy to combat this market storm is not difficult.

For starters, here are three easy steps that will help HR establish a basic framework for a learning and talent strategy.

1. Assess

It is easy to fall into the trap of assuming that everyone in an organization is on the same page. In my experience, this is rarely the case. To redress this disconnect, begin by examining the factors that influence the way employees view the company learning programs. It is critical to know where everyone stands to understand how best to move forward. Leverage a Survey Monkey questionnaire or similar tool to assess your team or stakeholders. Within the poll, make sure to have a narrow scope and use standard terms for clarity. I find that tenure and individual roles within the organization contribute to varying perspectives when assessed.

2. Align

The next step is the most important. Recently I had the pleasure of helping several leading organizations align their talent and learning strategy. What I learned from these experiences is that companies must take special care to define the parameters of common terms for any talent development plan. Start by reusing the survey/questionnaire but in a group setting where respondents can only submit one answer. Listen carefully as the dialogue during this time is gold and generates highly valuable insight to begin the process of alignment. Once the team can honestly assess their current state, calibration starts.

3. Execute

After the alignment exercise, it’s time to determine how best to proceed. Utilize the alignment discussions to identify one or two themes to focus your efforts. Look for areas that will establish a solid footing for your strategy, not necessarily the most visible or exciting. Don’t try to change everything all at once. Two areas that I see as the most fundamental and most significant indicators of success are governance and change management.

I also encourage organizations to leverage the Skillsoft Organizational Maturity Index. This framework offers a practical methodology for aligning learning, talent, and workforce management. It is an invaluable framework designed to assist the HR function pivot in the right direction to drive tangible business impact. By utilizing the maturity index, an organization can assess their progress and understand the milestones that demonstrate advancement to the next stage. Skillsoft provides a complimentary online assessment that diagnoses a company’s present stage and offers a playbook of recommendations to ascend to the next phase.

The key takeaway is that the intent for aligning your learning and talent strategies is to be deliberate in your outcomes. Organizations in 2019 cannot afford to be “coincidental” in their learning and talent strategies.

For more HR and talent development insight, please check out my weekly deliberations on my web site: www.brentcolescott.com.

3 Simple Ways to Increase Employee Engagement

Over the past seven years, I have worked for four different organizations. Each experience was unique, yet they all shared one thing: how it felt to be an employee. Regardless of what role you perform or what industry you operate in, every employee goes through a hiring, reviewing and managing process. […]

3 Simple Ways to Increase Employee Engagement

Over the past seven years, I have worked for four different organizations. Each experience was unique, yet they all shared one thing: how it felt to be an employee. Regardless of what role you perform or what industry you operate in, every employee goes through a hiring, reviewing and managing process.

The software utilized to accomplish this, Human Capital Management (HCM), facilitates all aspects of what it feels like to work in for particular company. Called “Hire to retire,” HCM is the software that covers everything from processing online job applications, time and attendance, paying employees, performance reviews, and implementation of learning and development.

Most HCM vendors work tirelessly to stay ahead of the curve. They are listening to their clients, adding features and functionality and, continuously enhancing the software.  However, while these upgrades mean HCMs are now more sophisticated than ever, it falls upon organizations to determine how best to engage their employees.  What measures are they taking to keep their employees invested in the long haul?

How do you keep employees engaged?

The current rate of employee engagement is, according to the latest Gallup research, at 34%, tying its highest level since Gallup first began reporting the figures back in 2000. Conversely, the percentage who are least engaged is now at its lowest level. While all this is excellent news for both employers and employees, it illustrates that over half of your workforce is “not engaged.” Therefore, although they are showing up and performing their jobs, organizations should be aware that it’s highly unlikely for unengaged employees to stick around and go the distance.

However, organizations can leverage their HCM to start to shift the needle and actively engage a higher number of their employees. While there are many ways to accomplish this, the following are the top three approaches for organizations to increase employee engagement and demonstrate tangible results.

1. Understand your people

Most interview processes are tedious and excruciating. Whether it’s over the phone, video, in-person, a demonstration, an interview follows a basic pattern of question after question. Then, boom, once hired, the questions stop. Why? Why don’t organizations want to learn more about their people? People’s opinions change, goals change, needs change and careers change. The things learned early on, may no longer apply.

Therefore it is critical companies continue beyond the interview stage to learn about their employees. Find out what are their strengths, desires, and goals.

Ask employees the following:

  • Where do you want to be in five years?
  • Do you like the idea of being a manager?
  • Is there someone you’ve met at the company that you’d like to shadow or better understand their responsibilities?
  • What skills do you want to increase?
  • What did you like to do in your last company?

2. Provide continuous feedback

Provide continuous feedback

 

The annual performance review is rightly almost a thing of the past. At SumTotal, we conduct the 30×30. Every month I have a comprehensive evaluation with my manager, where we discuss everything that happened over the previous four weeks.  We also hold a weekly 1:1 and meet twice a week as a team. Outside of these designated times, if I have a question or need guidance, I will call or message her.

My colleagues are another source of feedback.  We speak about talk tracks, tactics, overcoming objections… really anything. As a remote worker, feeling part of a team is challenging. However, these daily interactions offer the support and closeness I need to grow and succeed.

3. Be transparent and authentic

We all want to be in “the know.” As a member of a large sales organization, I want to know why certain things are happening. Why is marketing doing this, why are operations doing that? While these are all very straightforward requests, the reality is most that organizations lack transparency. Getting the answers to these questions is almost impossible. When employers adopt this type of secretive approach with their employees, it results in disengaged and disconnected workers.

Management makes all the decisions and doesn’t ask us for feedback. Management rules top-down and doesn’t care about the floor employees. The day shift had to pick up all the pieces.

Here are some recent comments I found on Glassdoor that illustrate this disconnect. “Management makes all the decisions and doesn’t ask us for feedback. Management rules top-down and doesn’t care about the floor employees. The day shift had to pick up all the pieces.”

Being open is especially important when a manager has to deliver bad news.

In a previous job, my manager had the unenviable task of informing the team that due to a company merger, some of us would lose our jobs. However, the professional and candid way she handled it ensured we all were in the loop and therefore could prepare for the fallout in advance.

Another reason for transparency and authenticity is that they are the perfect antidote to the rumor mill.  Gossip spreads fast in organizations and can be very dangerous. We live in a digital world where one single piece of misinformation, one bit of hearsay can spread like wildfire, and suddenly there is a mass exodus from an organization. Keeping employees informed is critical.

It is great to hear the number of employees who feel engaged is improving. However, HR must continue to exploit their HCM to continue the drive forward.  One recent study put the cost of disengaged employees at between $450 and $550 billion a year. We can all agree that such phenomenal figures demand our attention. If companies have the technology to engage their workers actively, then it is in everyone’s interest that they do so.

Let HR Drive Agility in Your Workforce

In the last 15 years, almost a third of corporations on the Dow Jones Industrial Average were replaced. Failure to adapt was one of the critical contributing factors to their demise. The frenetic pace of change is a massive concern for all enterprises, and how your organization handles this challenge will determine whether or not your business is sustainable. […]

Let HR Drive Agility in Your Workforce

In the last 15 years, almost a third of corporations on the Dow Jones Industrial Average were replaced. Failure to adapt was one of the critical contributing factors to their demise. The frenetic pace of change is a massive concern for all enterprises, and how your organization handles this challenge will determine whether or not your business is sustainable.

Central to any organization’s business sustainability is implementing a talent strategy that enables growth in an ever-shifting workplace environment. Business leaders already know that many former industry giants are failing in this rapidly changing marketplace. The key to reducing vulnerability and becoming “fail-proof” is through retention and maximization of talent.

In other words, HR’s fundamental role is now critically aligned with business strategy. A recent Market Cap survey of 1,600 global organizations found that the percent of C-Suite members who discuss talent management related strategy and issues with investors has increased to nearly 70%.

Simply recognizing HR’s critical role is not sufficient. HR must be allowed to build a culture where individuals are trained and ready to tackle change. One that empowers employees to take ownership of their development so they can acquire new skills sets. It also needs to provide employees with limitless career opportunities.

HR must be allowed to:

#1 Make talent a top priority

Leading organizations focused on business sustainability must hire the right talent with an intuitive and customizable requisition process; screening, interview and application tools; and the ability to search and manage pools of external and internal employee candidates. It’s not about “headcount,” it’s about the right heads, sitting in the right chairs. As any experienced HR leader knows, that requires tremendous organization and a frictionless recruitment process.

#2 Promote from within 

We know it is less expensive to upskill an existing employee than to find someone new, and employees are making it clear that they want employers who offer career opportunities. Watch Derek Blake, Sr. Director of Global Learning at PSAV, explain how they are deploying career functionality to plan their future workforce.

#3 Develop the skills your organization really needs 

Before embarking on any learning initiative, it is essential first to understand the skills needed both now and the skills required to take your organization into the future. Complete an inventory of the scope of the skills your employees currently possess – this includes those skills they have but do not utilize in their current capacity – and share the findings with the key stakeholders to develop an accurate picture of the necessary skills.

No one understands people like HR

Morné Swart, Vice President of Global Product Strategy & Transformational Leader, SumTotal, recently published Why Leading Organizations Need HR to Drive Business Sustainability. This free eBook provides a game plan to:

  • Position HR at the helm of business sustainability by being an expert in the boardroom
  • Explain why digital transformation has changed talent management and what it means for your organization long-term
  • Gain more in-depth knowledge of why innovation, automation, and adaptation are the keys to a robust talent management and business sustainability strategy
  • Make talent development the top priority for decision-makers within your organization
  • Empower your people to take control of their careers and fully engage with their roles

Highlights from EMEA Perspectives 2019

 

As we finally draw breath after another hugely successful EMEA Perspectives, I’d like to take this opportunity to reflect on last week’s event. It was our biggest customer event to date – we had a record number of attendees -and I’m delighted to say that the day held true to my predictions. […]

 

Highlights from EMEA Perspectives 2019

As we finally draw breath after another hugely successful EMEA Perspectives, I’d like to take this opportunity to reflect on last week’s event. It was our biggest customer event to date – we had a record number of attendees -and I’m delighted to say that the day held true to my predictions.

Our SumTotal breakout sessions proved to be popular – it was standing room only as we discussed several topics, including talent development in the employee lifecycle, the SumTotal Organisational Maturity Index, the latest and greatest product releases for 2019 and finally the benefits of using the SumTotal mobile app. These are exciting times for HR professionals as the changing nature and makeup of the work landscape sees our role shift and move to the center of an organisation.

Other highlights of the event include: Ron Hovsepian, Skillsoft’s Executive Chairman, kicked off the day with a comprehensive overview of SumTotal’s operating strategy for the coming months. As the lines between talent and learning blur, SumTotal customers are ideally positioned to navigate through this new terrain, and we are here to help you with every step. Further reinforcing our position as content agnostic SumTotal has added new platform relationships like LinkedIn Learning and Udacity to our growing library of content aggregation partners. Customers now have access to an even broader range of content across numerous domains. SumTotal is also continuing to promote the idea of learning in the flow of work, and to this end, we have enhanced our mobile and consumption experience with enhancements to capabilities and functions that include push notifications and the ability to launch content outside the learning management system (LMS). In addition, new partnerships like that with IBM Watson Talent means customers can expect to see a frictionless journey from recruitment through to onboarding and development at your fingertips.

Morné Swart, VP of Global Product Strategy, talked about the three D’s – digitisation, digitalisation, and digital transformation. He spoke eloquently and passionately about the fact that everyone is embracing people development and while executives are in agreement of the theme, often CEOs and CHROs disagree on how to accomplish this objective. He encouraged everyone to own their organisation’s story that to let Glassdoor and other recruitment resources become the voice for your brand is not a good idea or strategy. Morné stressed that with the UK enjoying its lowest unemployment rate since 1973, attracting and retaining the desired talent is going to get more difficult, which is why it is imperative that companies look to develop internally. Develop intelligently, mindful of the current challenges employees face daily.

Employees today are overwhelmed.

Sheri Zee, Skillsoft’s SVP of Talent and Culture,  took the audience on a journey through the Skillsoft employee experience and how Skillsoft and SumTotal are working to #MakeWorkMatter. How? Everything from employee spotlights, employee recognition cards, social media campaigns, and video clips are all components of an overall strategy designed to improve company culture.  We use the SumTotal onboarding module for recruits, and while we got rid of the annual review, SumTotal uses the 30 x 30 continuous feedback model on its employees.

Our keynote speaker, Shivvy Jervis, was phenomenal. While on the one hand, Shivvy shared her excitement and passion for all things tech, she did ultimately remind us that humans will always play the central role in the workplace. Given that she spends her time travelling the world following the latest technology trends, here is her list of the top four technology areas to have on your radar:

  • Emotive AI: this is referring to the bots or avatars who will help people complete tasks with a human touch. Already such digital humans exist in the form of Xinhua’s AI anchor and Sophie Air New Zealand’s digital customer service rep.
  • Next Gen Data: Currently, 80% of data is dark or unknown. This figure will change as the flood gates open, giving organisations access to untold amounts of data for analysis and application.
  • How will we interact with the future workplace: We can expect to see more virtual reality, a more immersive workplace, and the use of augmented reality to boost engagement.
  • Digital identity: 42% of security breaches stem from within the organisation. With the average cost of a data breach hovering around the £3 million, companies want to change this abysmal figure. Expect to see the introduction of biometrics as the first line of defence. Shivvy spoke of examples like a heartbeat ID or a brainwave ID.
Shivvy’s prediction about the new jobs of the future.

Torsten Schuhardt, the Learning and Development manager for JYSK, part of the Dänisches Bettenlager group, gave a candid account of moving from instruction-led-training (ILT) to online learning. Making this transition even more challenging is that JYSK operates in retail where most of the employees will access this learning on their own devices and on their own time. However, despite these obstacles, the transition is a success with an estimated €430,000 in cost savings. Additionally, they now have a way to identify talent and prospective leaders, so it’s a win-win.

Torsten talking about training retail talent.

As the CEO of Fosway Group, Europe’s leading HR industry analyst, we’ve all come to expect rich and in-depth insights from David Wilson. He didn’t disappoint. He showcased Fosway’s latest findings illustrating just how ill-prepared most organisations are for the modern workforce. He also reminded everyone just how much technology is impacting HR and why everyone in the industry needs to be aware of artificial intelligence and robotic process automation (RPA), and how each is changing the profession. David also gave his predictions for the top three ways technology will be adopted in an organisation:

  • Predictive analytics
  • Chabots
  • AI-led candidate recruiting

 

I want to thank everyone who joined us at the Royal Lancaster and look forward to seeing you all again in 2020.

Unlocking the People Potential in your Organisation

Ahead of his webinar with us later this month, David Wilson, CEO of Fosway Group, Europe’s #1 HR industry analyst, joins us to share his thoughts on the importance of talent and people development today. […]

Ahead of his webinar with us later this month, David Wilson, CEO of Fosway Group, Europe’s #1 HR industry analyst, joins us to share his thoughts on the importance of talent and people development today.

The editor for Wired Magazine David Rowan, is often quoted as saying that: “The world will never move this slowly ever again.”

This captures the experience of many of us at both an individual and an organisational level. A sense of technology and work moving faster and faster; being impacted by advances in technology, how we work and who we work with as well, whilst changes in demographics mean we now have a much more diverse workforce.

From our research, here is just a snapshot of the serious change impacting organisations like yours.

The dynamics around organisations are changing:

  • Employees with the right skills are in intense demand – 54%
  • Employees’ wellbeing is critical to becoming an employer of choice – 46%
  • Employees work where skills are in demand rather than because of company loyalty – 42%
  • Employees’ performance management is based on a continuous review process – 42%
  • Employees are sourced globally – 39%
  • Employees work in flatter organisational structure – 33%

The nature of work is changing:

  • Employees use technology for more and more virtual working – 68%
  • Collaboration and social media tools are key to working – 55%
  • Employees use self-service to do their work and maintain their data – 50%
  • Employees experience more virtual and augmented technologies at work – 46%
  • Employees work primarily using mobile devices – 44%
  • Employees are connected to work 24/7 – 41%

Nearly half of our research respondents confirmed that an aging workforce is a growing trend in their organisation and 45% highlighted that their teams are becoming increasingly diverse.

When this is combined with the increasing speed and impact of technology, organisational success and agility becomes not just about harnessing the energies of newer entrants to work, but also about maximising those with more mature careers.

Expectations about what keeps and attracts employees is becoming more obvious

When we asked HR professionals to rate the importance of what might make them an employer of choice it’s the personal growth of employees that looms largest:

  • Personal and professional development – 69%
  • Career progression – 64%
  • Utilises latest technologies – 63%
  • Flexible working – 62%
  • Progressive & dynamic organisational culture – 58%
  • Strong vision, values and purpose of organisation – 57%

But when asked if their systems area a good fit for the modern workforce, the resounding answer is NO!

Nearly 70% of organisations from our latest research in association with SumTotal, the findings of which we will release in the coming weeks, say their systems are not fit for the modern workforce. And when we look more closely at talent management, only 9% believe their solutions fully meet expectations.

Without wishing to understate this, there appears to be a crisis in talent management today. 91% of organisations are not able to deliver the sort of experience that enables them to attract and retain the best people in the modern economy.

Do you think your HR systems are ready for the modern workforce? How well do your talent management systems meet the expectations of today's modern workforce?

 

 

And with 47% of organisations declaring they either have no systems in place or just use Excel spreadsheets, the scale of the under-investment in people becomes abundantly clear.

But the opportunities are immense.

What consistently stands out from this, and Fosway’s ongoing research, is the importance placed on individual growth and learning. Whether it is in the priorities for improvement in the organisation’s Employee Value Proposition (EVP) or the biggest differentiator of an organisation’s EVP to their existing and prospective talent – learning consistently tops the bill.

What part of your talent and people development approach do your employees value the most?

As you can see here, the word cloud built from the free text responses to the survey question ‘What part of your talent and people development approach do your employees value the most’ tells the story perfectly.

And against a consistent message from business leaders themselves – there is no reason not to act. The writing is on the wall with a skills crisis looming.

There are simply not enough people with the right skills available. So, what is clear is that you need to grow and develop those people yourself if your organisation is to keep pace with the speed of modern business.

And the great part is that investing in that proposition actually creates a virtuous circle in your organisation, because the opportunity to learn and develop is the #1 reason people want to join your organisation – or leave it if those opportunities are not available.

The war for talent is wide open to those who invest in their people relationship strategies

But in a world where successful organisations need to attract, stimulate and keep employees who love to learn. What a great coincidence that that is the reason why the best talent wants to join your organisation.

Talent is attracted to those who develop and grow the careers of its people.

Which means there has never been a better time to invest in your people development story. Not only will it help you bridge the skills gaps, and help you retain your talent, it will also help you attract the best too… And with the bar sadly set so low, as our research shows, it’s easier than you might have thought to a leader in talent today – and unlock the people potential of your organisation for tomorrow.

I’ll be hosting a webinar in association with SumTotal Systems which explores ‘Unlocking the People Potential in your Organisation’. Register today.

 

You can follow David via @dwil23 and Fosway on @fosway for more insight and analysis on HR, talent and learning.

 

5 Talent Development Challenges for HR in 2019

The US is experiencing historically low unemployment numbers. Deloitte and The Manufacturing Institute 2018 Skills Gap Study, found that 2.4 million jobs will likely go unfilled over the next decade and that over the next decade more than $2.5 trillion in manufacturing GDP is in jeopardy. […]

5 Talent Development Challenges for HR in 2019

The US is experiencing historically low unemployment numbers. Deloitte and The Manufacturing Institute 2018 Skills Gap Study, found that 2.4 million jobs will likely go unfilled over the next decade and that over the next decade more than $2.5 trillion in manufacturing GDP is in jeopardy. Furthermore, more than 90% of CHROs believe that competition for critical talent will only get more competitive over the next twelve months.

I could go on: however, the point is talent development is now a strategic imperative. Organizations, if they are to succeed, must establish a new approach to employee recruitment, development and retention. While there is nothing new about this sentiment, what is perhaps novel is that ownership for this objective will now fall to HR. That although in many ways executives and senior leadership may prioritize and drive the talent development strategy, the task of executing on such planning belongs to HR.

Facing such a behemoth task HR must consider these five critical areas to deliver on this target.

1. Company Culture

What may surprise some is that an employee’s rating of “culture and values” is 4.9 times more predictive of a company recommendation than salary and benefits.  Companies who have a clear vision for their culture and who work strategically to foster it produce happy employees who want to share their experience. Identity is a powerful thing. A clear sense of company culture allows an organization to say “this is who we are,” and bolsters loyalty and contentment amongst employees. It is also imperative for attracting new employees. As my blog, Why Employer Branding is Just as Important as the Company Brand, demonstrates, candidates are increasingly researching a company before they apply for a job. It is also worth noting that from a potential employee’s perspective, an essential part of an organization’s culture is what learning and development opportunities exist. In fact, 94% of employees surveyed said they would stay at a company longer if it invests in their careers.

2. Upskill

“It’s not a nicety; it’s almost a business imperative,” said Bill Pelster, a principal at professional services firm Deloitte Consulting LLP, of the importance of reskilling workers. Employees want professional development and organizations need a pool of talent from which to draw the rapidly emerging skillsets necessary to succeed in the modern economy. It’s a win-win. Plus, developing internal talent costs one-sixth the price of hiring an external candidate, and they gain the same skills as an external new hire in 9 to 12 months.

Focusing on upskilling and reskilling enables organizations to address the skills shortage with precision. Given the pace of change with AI, automation and digital transformation, the shelf life of skills has shortened considerably, placing enormous pressure on organizations to bridge the widening skills gap. Businesses must be ready to invest in L&D with a proactive approach to address this growing problem. The right solutions offer a comprehensive view of the people and their skills which make up the workforce, allowing businesses to close skills gaps, map succession plans and prepare for the coming waves of digital transformation.

3. Diversity & Inclusion (D&I)

In Diversity in the Workplace: Good for People, Good for Business we addressed the issue of the business case for changing the demographics of the workplace to reflect the changing demographics of our community, our industry and our world. While homogenous teams were once thought to be easier to manage, the similarities amongst members created biased patterns of problem-solving and often led to groupthink. Today organizations are diversifying to advance company culture and spur innovation. Recruitment policies must align with D&I efforts. Organizations need to ensure they are taking measures to broaden the talent pool.

4. Consumer-Grade Technology

Most leading HR departments are already utilizing technology to redefine the employee experience particularly as it regards L&D opportunities. However, introducing online learning capabilities is not sufficient. Employees expect the simplicity they’ve grown accustomed to from today’s app-centric consumer solutions with their intuitive user experience. Therefore, it is essential that any learning platform selected must be visually appealing, intuitive and easy to use. However, it’s not just about aesthetics. When choosing a learning management system, HR must ensure it offers sophisticated data collection and analytics that give HR leaders and L&D professionals the ability to:

  • Improve their grasp on employee engagement
  • More accurately perceive company culture
  • Register workforce skills and plan for talent advancements & succession
  • Understand the real impact of learning on business outcomes.

5. Employee Retention

Attracting new talent is just one piece of the puzzle. Another piece is making sure employees stay. Onboarding, or rather effective onboarding, plays a critical role in ensuring new hires do not leave within the first year. It’s also the ideal opportunity to introduce the new employee to the culture, value and expectations of the organization and sets the stage for learning and career growth for each employee. I believe onboarding is most successful when it is personalized to provide employees with the mentoring, goal setting and resources they need to be successful in their day-to-day role. In a move, I highly recommend, some organizations are taking onboarding a step further and continuing to deliver guidance and support as employees move from one position to the next.

I also believe forward-looking companies are overhauling how an employee receives performance reviews. Most have abandoned the traditional annual performance review system and replaced it with more frequent and regular interaction between the manager and employees. Included in these “reviews” are topics such as timely reviews, development and goal setting objectives, further contributing towards the value and giving the employee a sense of purpose.

There is no better time than the present to prioritize your organization’s talent development strategy. Want to learn more about how to accomplish this objective?  Read our newest whitepaper, Talent Agility in an Emerging Workforce, by Morne Swart, SumTotal’s VP of Global Product Strategy and Transformational Leader.