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Figure out if ELE is for you. Straight answers on what ELE is, who it’s built for, and how contributing members actually work together. Still have a question? Contact us.

Advocate Aurora Healthcare

Session Focus: How Advocate Aurora Health provides essential skills for non-leadership roles to develop, gain resources, grow professionally, and extend their networks to strengthen them for their next promotion.

&nbsp;

This session provided valuable insights into leveraging cohort-based programs to strengthen resilience, inclusivity, and sustained development among high-potential employees.
<blockquote>"The strength of a network can go up over time, even as skills might depreciate. Building that network in cohort formation is incredibly valuable." This quote from <a href="https://www.ele.llc/members/alan-todd" target="_blank" rel="noopener">Alan Todd</a> underscores the sustainable impact of network-building in talent development.</blockquote>
By connecting employees in meaningful, collaborative ways, cohort-based learning enables participants to grow within a network that reinforces retention and long-term engagement, helping your organization build a resilient workforce.

Key Takeaways for HR Talent Leaders:

1. Long-term Network Building and Sustainable Development
A well-structured cohort program offers lasting benefits by creating a supportive professional network. This network becomes a resource participants rely on for ongoing resilience, even as specific skills evolve or shift with industry needs.

2. Inclusion and Structure in Leadership Development
Designing cohort criteria with clear DEI goals, such as a diversity target, ensures a broad range of talent benefits from career growth opportunities. This intentional approach can transform your pipeline by embedding inclusivity into development and enabling underrepresented talent to access leadership pathways.

3. Empowering Mentors and Facilitators as Part of Their Development
Encouraging mentorship and facilitation as developmental opportunities can boost engagement among potential mentors. When framed as a professional growth tool, mentoring becomes a valuable skill for those who support the cohort, enriching their careers and strengthening their connection to the organization.

By focusing on these strategies, senior HR leaders can make cohort programs a cornerstone of a resilient, inclusive, and engaged workforce that’s well-prepared for future challenges.

HiPo Development | Designing Cohort Learning to Scale

evidence-based research

Engagement &amp; Culture

Leadership

Peer-to-Peer Learning

jean.ryan

learning design

cohort learning

career development

collaborative learning

learning culture

early career

mentoring

edward.desrosiers

jesse.james

flow of work

mary.mcnevin

Learning Agility

hipo

high potential

employee experience

kelly.stallbaum

diego.frausto

Semi-synchronous Collaborative Peer-Learning

Scalable Global Cohorts

tamora.martin

alan.todd

thomas.fons

Designing Cohort Learning to Scale

Session Focus: How Advocate Aurora Health provides essential skills for non-leadership roles to develop, gain resources, grow professionally, and extend their networks to strengthen them for their next promotion.


&nbsp;

? Cohort-based collaborative learning and coaching are the hottest topics in L&amp;D right now

During the Covid-19 pandemic, collaborative learning and coaching are rising for many organizations.

Many ELE member companies are sharing best and next practices and validated with the Global L&amp;D Trends Research presented at our May 2022 Exchange. Technology and semi-synchronous learning design help scale with cohorts ranging from 6-8 to more than 1,000.

By benchmarking with your peers, this seven-week series explains the basic concepts and principles for cohort-based learning at scale. 

For many of us, the journey starts with providing in-person classroom training (synchronous), e-learning (asynchronous), or blended learning.

? An emerging next practice for designing cohort learning to scale is semi-synchronous collaborative peer learning. Learning solutions become instructorless and easier to scale when well thought out and done right.
<blockquote>Wes Kao is a long-time believer in “cohort-based” learning programs. Cohort-based learning involves a group of students—a cohort—all moving through a syllabus together at the same time. Cohort-based learning is the opposite of asynchronous, mass online open courses, (MOOCs) where students move at their own pace through course content.

Kao said that cohort-based courses are far more engaging for learners than MOOCs, which have been criticized for low enrollment and completion rates. Over the past decade, cohort-based classes have risen in popularity, addressing common complaints about MOOCs.

Cohort-based classes offer live feedback from a teacher and courses with set start and end dates. In real-time, groups of students are able to hold each other accountable, push each other to experiment with class material, and challenge each other’s ideas.

Source: <a href="https://www.dailydot.com/unclick/maven-wes-kao-interview" target="_blank" rel="noopener">Wes Kao, co-founder of Maven, Interview</a></blockquote>
1️⃣ First, we will explore
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>How to cultivate a sense of safety and belonging</li>
 	<li>Why you should put learners, not instructors, at the center of your learning experience</li>
 	<li>How to accelerate knowledge sharing and peer facilitation</li>
</ul>
</li>
</ul>
2️⃣ Next, we will share a cohort-based solution designed to help team members in non-leadership roles develop essential skills, gain resources, grow professionally, &amp; extend their networks to strengthen them in their current roles &amp; for career advancement.

3️⃣ A strategic transformation for many organizations is creating Learning 4.0 Mindset Shifts to help reinforce skills, facilitate feedback, increase collaboration, and share expertise across teams. Through a collaborative ecosystem of tech-savvy peer-to-peer and expert assessments, employees actively engage in the mastery of skill development.

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Navistar-Learning-4.0-Midset-Shifts.png" alt="Learning 4.0 Mindset Shifts " width="1250" height="612" />

<hr />

We are interested in diving deeper into cohort-based learning solutions and finding success using some or all of the eight principles:
<ol>
 	<li>Well-designed social interactions</li>
 	<li>A sense of safety and belonging</li>
 	<li>Real people engaging authentically</li>
 	<li>Opportunities for individual reflection</li>
 	<li>Knowledge sharing and peer facilitation</li>
 	<li>Arguing (constructively) together</li>
 	<li>Learners, not instructors, at the center</li>
 	<li>Human stories expertly told</li>
</ol>
Pre-read: <a href="https://cohort.nomadiclearning.com/cohort-based-learning-report">Cohort-Based Learning at Scale – Eight Principles for Success</a> (Nomadic, 2022)

ELE Produces this Learning Circle: Designing Cohort Learning to Scale

single-event

Team Leaders

Your Teams

Learning Circles

online event

ELE Group, LLC

This Insight is the Q&amp;A segment of a webinar on Career Agility with Marti Konstant, ’95, presented by the Chicago Booth Alumni Club of Chicago, and including special guests Jessica Wong, '00, and Ram Sarabu, '09.

The results of the attendee poll, which was taken live during the webinar: 20% of attendees were looking for a new job pre-COVID; 6% had lost their job post-COVID; 0% were furloughed; 16% are thinking about looking for a new role; 30% are actively looking for a new role, and 28% were happy where they are and not planning to move.

Special offers and ways to stay in touch with Marti Konstant directly:
• Purchase Marti’s book, <a href="https://www.amazon.com/dp/B07C7V7T9S" target="_blank" rel="noopener">Activate Your Agile Career: How Responding to Change Will Inspire Your Life's Work</a>
• Access bonus materials at <a href="https://www.martikonstant.com/resources/" target="_blank" rel="noopener">https://www.martikonstant.com/resources/</a>
• Connect with Marti on LinkedIn <a href="https://www.linkedin.com/in/martikonstant/" target="_blank" rel="noopener">@martikonstant</a>
• Follow the AgilityThink Instagram Account for models, diagrams, agility sketches at <a href="https://www.instagram.com/agilitythink/" target="_blank" rel="noopener">https://www.instagram.com/agilitythink/</a>

Career Agility with Marti Konstant

future of work

Future of Work

talent mobility

career path

marti.konstant

talent development

agility

In this panel discussion we will explore two trends: Developing frontline workers &amp; apprenticeships.

Research by i4cp and the Aspen Institute's UpSkill America found that while 89% of organizations currently offer development opportunities to frontline workers, the vast majority of organizations (73%) either don't track or report on the number of frontline workers who take advantage of these development opportunities. And yet, when frontline workers take advantage of development opportunities, it has a high correlation to the market performance of the organization.

As recently reported in CLO magazine, apprenticeships help people upgrade their skills and keep pace with the demands of the 21st century. Today, in part thanks to strong cooperation between labor and management, 87 percent of apprentices find employment after completing their programs, and their average starting wage is more than $50,000. Over the course of their lifetimes, workers who complete an apprenticeship may earn hundreds of thousands of dollars more than their peers who do not.

According to the Department of Labor, apprenticeships produce highly skilled employees. Once established, apprenticeship programs also reduce turnover rates, increase productivity, and enhance safety in the workplace thanks to training curriculums that are specifically created to meet the organization’s needs.

To help guide the roundtable discussion, our facilitator will focus the panelists on some or all of the following discussion points...
<ol>
 	<li>The major challenge to upskilling frontline workers is the large gap between strong employer intent and weaker follow-through (73% don’t know how many frontline workers take advantage of development). This is significant because when these workers take advantage of development, it has a positive impact on market performance.</li>
 	<li>Frontline worker development has the strongest impact on market performance when it's tied to two distinct advancement initiatives.1) advancing the corporate social responsibility aims of the company &amp; 2) providing career advancement/upward mobility opportunities to frontline workers.</li>
 	<li>The importance of manager involvement</li>
</ol>

UpSkilling America through Developing Frontline Workers & Apprenticeships

Strategy

lisa.schumacher

bala.swaminathan

jenny.murnane

internship

upskilling

apprenticeships

Walgreens

As the Chicago job market improves, employees have more choices on where to work. In turn, companies often have to work harder to attract and retain top talent. Offering employees the opportunity to complete their bachelor’s and master’s degrees right onsite at the workplace can help companies differentiate themselves, and invest in their employees.

Walgreens and Fifth Third have partnered with DePaul University to offer their employees degree programs that can be completed onsite at their workplaces.

To help guide this discussion, we will encourage Walgreens and Fifth Third to share:
<ul>
 	<li>What do you see as the benefits of offing onsite degree programs?</li>
 	<li>How did make the business case for offering degree programs onsite?</li>
 	<li>How do degree programs fit into your overall talent development offerings/strategy?</li>
 	<li>How did you get employees to participate in the program?</li>
 	<li>Any early feedback from participants?</li>
</ul>

Leveraging Degree Programs to Attract and Retain Top Talent

Integrated Talent Management

retention

sal.venegas

dara.crowfoot

McDonald's Corporation

At McDonald’s we are committed to helping employees further their education and achieve their dreams.

To help anyone who works at a company-owned or independently franchised restaurant, we created Archways to Opportunity, a comprehensive education strategy with multiple programs that give people an opportunity to grow and learn – no matter where they are on their journey.

Whether that means helping them finish high school, earn an Associate’s or Bachelor’s degree or even learn English, our approach is to provide programs that meet people where they are today so they can achieve their goals tomorrow.

Programs are available to McDonald’s employees and the employees of participating independent franchisees. Here are just a few ways Archways to Opportunity can help employees on the path to success:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Improve English skills</li>
 	<li>Earn a high school diploma</li>
 	<li>Work toward a college degree</li>
 	<li>Get help making an education plan for success</li>
</ul>
</li>
</ul>
Since the launch in April 2015, we are proud to report that more than 5,000 restaurant employees in the U.S. have enrolled in the program. These numbers exceeded our expectations for the first year, and we’re aggressively working to do even more in 2016. Learn more about our progress by reading our Archways to Opportunity Progress Report <a href="http://www.archwaystoopportunity.com/ProgressReport.pdf">here</a>

McDonald's Archways to Opportunity

YEP Nation

Negative media is impacting our society and youth in many ways from vulgar music to extremely violent video games. For example, have you ever pulled into a parking lot or gas station with young children in the car and up comes an SUV with a concrete shaking, “nuclear powered” sound system blasting curse words every second. QUICK!! ROLL UP THE WINDOWS!! Now the same SUV playing the song “Happy” at the same volume would result in you and the kids breaking out and SINGING ALONG.

We all know of the youth initiative STEM (Science, Technology, Engineering, Math). Many youth are creative in nature and may not be inclined to be a “programmer or engineer”. We are adding the A (Arts) to STEM to generate STEAM! Our program directs youth to the Creative Arts field which is a fast growing “Big Money” field for sure. In the training space, they are learning what it takes to create engaging screen content for corporate on-line training programs. We take screens that are initially done in PowerPoint and enhance them using Graphics, 2D/3D Animation and Video to increase effectiveness. In some cases, the youth give the “professionals” great ideas for screen elements! At the same time, we are growing an Army Of Good (AOG) where the same youth will create “positive media” ranging from Music and Video, to 3D Animation and gaming.

As we are engaging youth at new schools, we are seeing training concepts that can be applied to corporate training programs ranging from “Instant Gratification” to “Peer Connectivity” where youth in different cities can bond for a common good. The YEP Project Team develops training and communications programs for businesses—we are NOT a 501c3 organization and fund the organization developing projects for companies. The youth learn how to use the same applications that are used to create the Video, Graphics and 2D/3D elements needed for engaging screen content. They then create their own various positive media programs. As they become proficient in the applications, they may participate directly in corporate project development. At an early age they learn the principals of Project Management, Content Development, and how to treat a Customer. In the Creative Media space many go on to become entrepreneurs and have clients of their own!

YEP Project: Engaging Youth in the Creative Arts Field

ed.prentice

How will the workforce of 2020 differ from that of today? How should learning &amp; talent development organizations evolve to address these needs? What mix of services should they provide compared to today? Should they relate to the business in different ways? Will learning &amp; talent development organizations require different capabilities?
The authors of a recent book on The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow's Employees Today, Meister and Willyerd explore how employees will expect five principles to resonate strongly in their future workplaces:

<ul>
 	<li> Collaboration – This calls for interwoven work, internally and externally.</li>
 	<li>Authenticity – Core values and transparency demonstrate genuineness.</li>
 	<li>Personalization – Employees want tailor-made career paths.</li>
 	<li>Innovation – In a changing world, new thinking enables sustainability.</li>
 	<li>Social connection – No one is an island. The future workplace will be based on</li>
</ul>
The purpose of this engaging roundtable is to share how various companies are planning innovative methods for learning &amp; talent development groups to modify their services and offerings to meet the needs of the future workforce in the upcoming decade.

To help guide the roundtable discussion, our facilitator will cover some or all of the following:
<ul>
 	<li>How is the workforce shifting? (For example, Meister and Willyerd provide a "Top Five" list we will consider)</li>
 	<li>Given these shifts, what roles will businesses look to Learning and Talent Development organizations to serve in the future?</li>
 	<li>Given these shifts, what additional, perhaps unrecognized opportunities will Learning, and Talent Development organizations have to serve their businesses?</li>
 	<li>What changes are Learning and Talent Development organizations making to prepare?</li>
 	<li>What changes should we be making?</li>
</ul>

Preparing for Workforce 2020 … How Should Learning & Talent Development Respond Today?

rebekah.kowalski

Baxter

This session provides an opportunity to hear about the journey that McDonald's and Baxter have taken in starting and growing their mentoring programs. Senior managers from both organizations will share what's worked, what needed to change, and how they are adjusting their mentoring programs to meet current employee development opportunities. There will also be time set aside for both networking and participant questions and answers.

Baxter & McDonald's Sharing e-Mentoring for First-time Users Workshop

tim.aleck

According to the U.S. Department of Labor Quick Stats on Women Workers, 2008,

<blockquote>
“the largest percentage of employed Asian and white women (46% and 41%, respectively) worked in management, professional, and related occupations.
For both black and Hispanic women, it was sales and office occupations—32% and 33%, respectively.”</blockquote>
When looking at these statistics and your workplace, we explored:

<ul>
 	<li>What are the qualities of women leaders?</li>
 	<li>Are there leadership qualities unique to women?</li>
 	<li>Do Women face unique challenges as they advance in their organizations?</li>
</ul>

WOMEN & LEADERSHIP Book Discussion (Chicago)

kami.bond

As the world’s leading global risk broker and the largest reinsurer, Aon employs over 37,000 people in 120 different countries worldwide. Aon’s Leadership Model, one of its three core initiatives, strives to provide a consistent, calibrated leadership standard designed to guide talent development and evaluate performance.

The Leadership Model charges employees with five challenges:
<ol>
 	<li>Deliver Distinctive Client Value,</li>
 	<li>Develop Unmatched Teams,</li>
 	<li>Build Differentiated Capability Through Innovation,</li>
 	<li>Deliver Business Results with Excellence,</li>
 	<li>Live Our Values</li>
</ol>
To help ensure consistency within its development practices and ensure its staff is up to its leadership model's challenges, Aon identified mentoring as a core development strategy.

Aon partnered with Triple Creek Associates to implement Momentum through Mentoring (MTM), a web-based mentoring process. They began in 2006 with a pilot program of 179 mentees and 340 mentors across three domestic programs. After initial pilot success, Aon is currently working throughout 2008 to expand the program to all U.S. business units and programs in Canada, the United Kingdom, Australia, and Brazil. The 2009 rollout focuses on exposing web-based mentoring to all Aon business units worldwide. Currently, there are over 700 mentees and 1000 mentors in the program.

Initial survey results, along with anecdotal feedback, were overwhelmingly positive and helped provide the business case for expanding the program throughout Aon. Specific results will be shared during the presentation.

By establishing clear ownership, Aon was able to ensure that the following five critical success factors were leveraged into strengths:
<ul>
 	<li>Securing and sustaining senior stakeholder support</li>
 	<li>Developing the right user mindset among mentees and mentors; that is, setting proper expectations for the process and expected results</li>
 	<li>Integrating mentoring with other development initiatives</li>
 	<li>Expanding mentoring momentum by leveraging early results into program promotion and expansion</li>
 	<li>Measuring program success to demonstrate the program's positive impacts and continue to support the business case for mentoring.</li>
</ul>

Aon's Mentoring For Talent Development

Coaching

talethea.best

When you read this book, you will learn the seven principles of agile careerists. Having the tools to navigate the work terrain in a flexible manner will enhance your life while generating value for your employers.

Activate Your Agile Career: How Responding to Change Will Inspire Your Life's Work

corinne@innovatingresults.com

dani.petrie1

nancy.dome

shonda.cromwell-rashad

lauren.marder

How has your answer changed since childhood to the often-asked question “What do you want to be when you grow up?”

For most, the answers tend to begin with excited seven-year-olds confidently and excitedly screaming out things like, “A basketball player!” or “A fireman!” or “A cook!” and then ten to fifteen years later those same kids are shrugging their shoulders while saying, “Not sure. Maybe something in accounting?”

What happened? (Besides only growing to five foot eight and not being able to even reach the net when you jump.)

When did we lose the courage to find our true calling and not just settle for what makes sense in today’s workforce, or what our parents pushed us toward?

Career Courage is meant to help you conquer your fears, shedding misguided ideas, and muster the strength to let go of a safe job and stage your next act. Whether you’re a college grad contemplating choices, a seasoned professional seeking new directions, or a stay-at-home mom preparing to reenter the workplace, this invaluable guidebook poses tough questions about motivation, confidence, character, risk tolerance, and more.

The answers will power your journey forward as you learn to:
<ul>
 	<li>Clarify what really matters</li>
 	<li>Express your point of view</li>
 	<li>Build strong relationships and a robust network</li>
 	<li>Think like an entrepreneur</li>
 	<li>Prioritize a truly fulfilling life</li>
 	<li>And more!</li>
</ul>
&nbsp;

Starting or changing careers can be a scary, soul-searching process. Career Courage will give you the strength and guidance you need to break free from your fears and find fulfillment in the workforce.

Career Courage: Discover Your Passion, Step Out of Your Comfort Zone, and Create the Success You Want

career mobility

katie.kelley

Why is my daughter drifting from God? Why can’t I explain my life choices to my parents? When will my son get a real job?

Within the last several decades, the world has shifted dramatically. We need better Generational IQ, so we can respond to the changes but not be terrified by them.

Generational IQ: Christianity Isn't Dying, Millennials Aren't the Problem, and the Future Is Bright

Millennials

haydn.shaw

genz

The new edition of the bestselling employee development classic includes advice on engagement and retention in today's more flexible employment environment and a new chapter on creating a career development culture in your organization.

Study after study confirms that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results. But most managers feel they just don't have time for it. This book offers a better way: frequent, short conversations with employees about themselves, their goals, and the business that can be integrated seamlessly into the normal course of business.

Help Them Grow or Watch Them Go: Career Conversations Organizations Need and Employees Want

coaching

heather.tunison

helping managers

beverly.kaye

laura.sandera

“The most important business—and parenting—book of the year.” —Forbes
Shortlisted for the Financial Times/McKinsey Business Book of the Year Award
Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you’ll never catch up to the people who got a head start. But a closer look at research on the world’s top performers, from professional athletes to Nobel laureates, shows that early specialization is the exception, not the rule.
David Epstein examined the world’s most successful athletes, artists, musicians, inventors, forecasters, and scientists. He discovered that in most fields—especially those that are complex and unpredictable—generalists, not specialists, are primed to excel. Generalists often find their path late, and they juggle many interests rather than focusing on one. They’re also more creative, more agile, and able to make connections their more specialized peers can’t see.

Provocative, rigorous, and engrossing, Range makes a compelling case for actively cultivating inefficiency. Failing a test is the best way to learn. Frequent quitters end up with the most fulfilling careers. The most impactful inventors cross domains rather than deepening their knowledge in a single area. As experts silo themselves further while computers master more of the skills once reserved for highly focused humans, people who think broadly and embrace diverse experiences and perspectives will increasingly thrive.

Range: Why Generalists Triumph in a Specialized World

jb.mckoy

Updated with new findings on Gen Z!
With five generations in the workplace at once, there’s bound to be some sticking points.

Sticking Points: How to Get 5 Generations Working Together in the 12 Places They Come Apart

Diversity initiatives are falling short. This book shows leaders how to develop the skills needed to build sustainably inclusive organizations using a tested, research-based model developed by the global organizational consulting firm Korn Ferry.

According to the journal Human Resource Management, companies are spending over $8 billion a year on diversity programs. Yet today, the senior leadership teams at Fortune 500 companies are far from mirroring the diversity of their workforce and its customers. Andrés Tapia and Alina Polonskaia, senior leaders at Korn Ferry, argue that to build sustainable diversity and inclusion, organizations need to have inclusive leaders at all levels.

In this book, Tapia and Polonskaia draw on Korn Ferry's massive database of 3 million leadership assessments to reveal the essential qualities of inclusive leaders. They discuss the personality traits these leaders share and detail how to develop what they call the five disciplines of inclusive leadership: building interpersonal trust, integrating diverse perspectives, optimizing talent, applying an adaptive mindset, and achieving transformation.

Tapia and Polonskaia also outline the competencies behind each discipline, describe individual and organizational exemplars of inclusive leadership, and show how the five disciplines enable leaders to unleash the power of all people and to build both structurally and behaviorally inclusive organizations. This book will help leaders foster the skills to deal with today's complex challenges and create a more inclusive, sustainable, and prosperous future for all of us.

The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us

transformation

growth mindset

chuck.adams

diversity &amp; inclusion

andres.tapia

trust

Equitable and Inclusive

cultural transformation

evidence-based stategy

diversity

DEIB

george.jifas

teresa.henderson

tanya.hinton

This book offers a new model for creating inclusive organizations and illuminates diversity's vital role in developing solutions to the critical social, environmental, and leadership challenges we face.

While many companies focus on DEI efforts, we must take inclusion to the next level. Our massive social, economic, and environmental challenges can only be solved when organizations and institutions embrace complete inclusion. This book gives organizations practical steps for increasing diversity to enhance their capacity to solve global challenges.

Andres T. Tapia and Fayruz Kirtzman, senior client partners at international consulting powerhouse Korn Ferry, draw on Korn Ferry'sthe company's extensive research to outline five disciplines of inclusive organizations. These are the ability to:
<ol>
 	<li>Managing the risk</li>
 	<li>Exploring the awareness</li>
 	<li>Maximizing the talent systems</li>
 	<li>Mastering the logistics</li>
 	<li>Seeing the marketplace</li>
</ol>
&nbsp;

Based on metrics and proven solutions, this book provides useful strategies for building inclusive organizations. It reveals how such organizations can generate greater innovation, drive business results, optimize talent, and work towards greater social and environmental justice.

The 5 Disciplines of Inclusive Organizations: How Diverse and Equitable Enterprises Will Transform the World

ana.bedard

organizational development

organizational effectiveness

ariana.paz

organizational capability

Your next mid- to senior-level management position may be closer than you think. An outstanding resume and superior interview skills are just the beginning. You will need to set yourself apart from hundreds or even thousands of other well-qualified applicants. Tools like social networking and web-based data mining have leveled the playing field and fundamentally changed the way companies source and hire candidates. Learn how companies use the latest technologies from a professional who has designed and implemented selection programs for dozens of organizations – from start-ups to the Fortune 500.

The Million Dollar Race

kirk.hallowell

middle-manager

In today’s challenging job market, as recent grads face a shifting economic landscape and seek work that pays and inspires, as workers are laid off mid-career, and as people search for an inspiring work-life change, the time-tested advice of What Color Is Your Parachute? is needed more than ever.

This new edition has been fully revised for 2022 by Vanderbilt University Career Center director Katharine Brooks, EdD, with modern advice on the job-hunt strategies that are working today, such as building an online resume, making the most of social media tools, and acing virtual interviews. Building on the wisdom of original author Richard N. Bolles, this edition updates the famed Flower Exercise (which walks job seekers through the seven ways of thinking about themselves) and demystifies the entire job-search process, from writing resumes to interviewing and networking.

With the unique and authoritative guidance of What Color Is Your Parachute? job-hunters and career changers will have all the tools to discover—and land—their dream job.

&nbsp;

“One of the first job-hunting books on the market. It is still arguably the best. And it is indisputably the most popular.”—Fast Company

What Color Is Your Parachute? 2022: Your Guide to a Lifetime of Meaningful Work and Career Success

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