The Regis Company

<blockquote>"By 2025, a reskilling revolution could unfold, impacting over a billion people globally." -- <a href="https://www.ele.llc/members/michael-vaughan" target="_blank" rel="noopener">Mike Vaughan</a>, The Regis Company</blockquote>
This session provided senior HR talent leaders with a forward-looking perspective on how AI is reshaping the learning and development landscape. The implications are clear: HR leaders are at the forefront of preparing their organizations for this unprecedented shift.

Key Takeaways:
<ol>
 	<li>Distinguish Reskilling from Upskilling:
Reskilling focuses on equipping employees for entirely new roles, while upskilling enhances current competencies. Tailored strategies for both are essential to future-proof your workforce.</li>
 	<li>Leverage AI to Accelerate L&amp;D Processes:
AI tools are already revolutionizing workflows—reducing weeks of work into days by automating tasks like creating learning objectives, content design, and deployment. This allows HR professionals to focus on strategic priorities.</li>
 	<li>Embrace Lifelong Learning:
As the shelf life of knowledge shortens, even seasoned professionals will need to reskill multiple times in their careers. Building a culture of continuous learning is no longer optional—it's imperative.</li>
 	<li>Prepare for Rapid Change:
The speed of AI-driven innovation requires HR leaders to anticipate and address skill gaps proactively. Develop just-in-time training programs and scalable solutions to meet evolving workforce demands.</li>
</ol>
Call to Action:
The reskilling revolution is not just an opportunity—it’s a responsibility. How is your organization equipping employees to thrive in a future defined by change? Share your thoughts in ELE <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">Idea Exchange</a>.

Let’s lead the way in turning these challenges into opportunities for growth and transformation. 💡

Research | Generative AI WILL DISRUPT Talent Development

future of work

Future of Work

Digital &amp; AI

talent development

michael.vaughan

continuous learning

organizational agility

learning and development

CHIE2024

Lifelong Learning

HR leadership

HR Innovation

AI in HR

Strategic HR

Workforce Strategy

Workforce Transformation

Skills Gap

Reskilling Revolution

Upskilling and Reskilling

ELE Group, LLC

Session Focus: Leadership Development and Integrating Talent Practices with a Comprehensive Skills Strategy

 

During this afternoon session at O’Brien Hall, the new home for Marquette Business and leadership innovation programs, we plan to have a robust discussion on the following:
<ol>
 	<li>#disruptivethinking panel: Do organizations need a comprehensive skills framework?
<ul>
 	<li><a href="https://www.learningexecutive.com/influencer/teri-hart">Teri Hart</a>, Zurich Insurance</li>
 	<li><a href="https://www.learningexecutive.com/influencer/dirk-tussing">Dirk Tussing</a>, ELE</li>
 	<li><a href="https://www.learningexecutive.com/influencer/wendy-greeson/">Wendy Greeson</a>, SMS Assist</li>
 	<li><a href="https://www.learningexecutive.com/influencer/robin-hoke/">Robin Hoke</a>, Marquette University</li>
</ul>
</li>
 	<li>Leadership Development Skill Analysis – What Leadership Development Should Look Like in the Hybrid Era?</li>
</ol>
&nbsp;

💥 Your Organization’s Skills Need a Comprehensive Strategy

<img class="wp-image-36364 alignleft lazyautosizes ls-is-cached lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg" sizes="779px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg 381w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-300x300.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-150x150.jpg 150w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-60x60.jpg 60w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-141x141.jpg 141w" alt="Teri Hart" width="25" height="25" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg 381w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-300x300.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-150x150.jpg 150w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-60x60.jpg 60w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-141x141.jpg 141w" data-sizes="auto" />Teri Hart, the author of <a title="Hardwired to Learn" href="https://www.learningexecutive.com/book/hardwired-to-learn-leveraging-the-self-sustaining-power-of-lifelong-learning/?author=teri-hart">Hardwired to Learn</a>, shared insights on <a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy </a>a few years ago for ELE.  During this strategy session, Teri illustrated that we are frequently tasked to build learning solutions to solve business problems. Quite often, these needs appear to be a worthwhile investment. But without the backdrop of strategy, we miss a critical piece of the decision-making framework – the relative value of specific learning needs a decision.

Let’s have Teri help guide a disruptive thinking roundtable panel on how HR functions can drive a Comprehensive Skills Framework to ensure business alignment.

💥 Talent functions that don’t have strategic planning capability are likely not focused on the right work.

Organizations need a dynamic approach to teaching people new skills. We see that integrated talent practices based on skills are rising, and business leaders are talking about skills.

<img class="aligncenter wp-image-37608 lazyautosizes lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" sizes="467px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg 649w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-300x219.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-193x141.jpg 193w" alt="Simplifies Journey to be a Skills-based Enterprise (Ravin Jesuthasan)" width="467" height="341" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg 649w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-300x219.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-193x141.jpg 193w" data-sizes="auto" />

💥 Taking a skills-based approach to building the future workforce (<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/taking-a-skills-based-approach-to-building-the-future-workforce" target="_blank" rel="noopener">McKinsey, Nov 2022</a>)

Unfortunately, i4cp research has found many organizations are merely guessing when it comes to crucial aspects of that equation, especially knowing their employees’ skills and capabilities. When organizations build an employee skills inventory or database, what do they include in the talent profiles?  a common language to describe skills in the organization and enable an agile workforce by using skills as the common currency of the business. It helps integrate talent management processes.

&nbsp;

💥 What Leadership Development Should Look Like in the Hybrid Era

Key findings from <a title="Effective Leadership in a Hybrid World of Work (The Conference Board)" href="https://www.conference-board.org/pdfdownload.cfm?masterProductID=44626" target="_blank" rel="noopener">Effective Leadership in a Hybrid World of Work</a> (Udemy, December 2022) revealed that:
Hybrid work doesn’t fundamentally change what’s required to be an effective leader, but some skills are increasingly essential to manage mixed teams successfully.
Let’s analyze skills for how leaders develop beyond the theory that 70% of learning happens through doing (on-the-job experience), 20% through feedback and greater self-awareness (gained via interactions with others), and 10% through formal training.  Quantitative and qualitative research conducted over the past three years points (2022, HBR: <a href="https://hbr.org/2022/06/what-leadership-development-should-look-like-in-the-hybrid-era">What Leadership Development Should Look Like in the Hybrid Era</a>) to an alternative—a framework for the process that emphasizes three actions:
<ul>
 	<li>Sensemaking, or understanding how the business world and the organization work around you and how others relate to you.</li>
 	<li>Experimenting. or testing ideas picked up in a classroom session, from colleagues, or from personal experience.</li>
 	<li>Self-discovery, or figuring out your own identity in the workplace.</li>
</ul>
&nbsp;

<img class="aligncenter wp-image-37555 lazyautosizes lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png" sizes="227px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png 752w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-220x300.png 220w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-768x1045.png 768w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-104x141.png 104w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR.png 850w" alt="What Leadership Development Should Look Like in the Hybrid Era " width="227" height="310" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png 752w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-220x300.png 220w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-768x1045.png 768w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-104x141.png 104w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR.png 850w" data-sizes="auto" />

ELE’s Wisconsin cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges use the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>

Skills-First Talent Strategy Roundtable @ Marquette University

digital

wisconsin

Integrated Talent Management

Leadership

dirk.tussing

brian.watkins

teri.hart

kacie.walters

ele wisconsin cohort

ann.klitzke

leading remote workers

Culture Change

wendy.greeson

robin.hoke

steve.griffith

carrie.buchwald

L&amp;D trends

HR and learning trends

Hybrid Leadership

Inclusive Workplace

Digital Workplace

Skill-Based Organizations

Performance Consulting

Personalization

kevin.walsh

mark.naidicz

Session Focus: Leadership Development and Integrating Talent Practices with a Comprehensive Skills Strategy

 

During this afternoon session at O’Brien Hall, the new home for Marquette Business and leadership innovation programs, we plan to have a robust discussion on the following:
<ol>
 	<li>#disruptivethinking panel: Do organizations need a comprehensive skills framework?
<ul>
 	<li><a href="https://www.learningexecutive.com/influencer/teri-hart">Teri Hart</a>, Zurich Insurance</li>
 	<li><a href="https://www.learningexecutive.com/influencer/dirk-tussing">Dirk Tussing</a>, ELE</li>
 	<li><a href="https://www.learningexecutive.com/influencer/wendy-greeson/">Wendy Greeson</a>, SMS Assist</li>
 	<li><a href="https://www.learningexecutive.com/influencer/robin-hoke/">Robin Hoke</a>, Marquette University</li>
</ul>
</li>
 	<li>Leadership Development Skill Analysis - What Leadership Development Should Look Like in the Hybrid Era?</li>
</ol>
&nbsp;

💥 Your Organization's Skills Need a Comprehensive Strategy

<img class="wp-image-36364 alignleft" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg" alt="Teri Hart" width="25" height="25" />Teri Hart, the author of <a title="Hardwired to Learn" href="https://www.learningexecutive.com/book/hardwired-to-learn-leveraging-the-self-sustaining-power-of-lifelong-learning/?author=teri-hart">Hardwired to Learn</a>, shared insights on <a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy </a>a few years ago for ELE.  During this strategy session, Teri illustrated that we are frequently tasked to build learning solutions to solve business problems. Quite often, these needs appear to be a worthwhile investment. But without the backdrop of strategy, we miss a critical piece of the decision-making framework – the relative value of specific learning needs a decision.

Let's have Teri help guide a disruptive thinking roundtable panel on how HR functions can drive a Comprehensive Skills Framework to ensure business alignment.

💥 Talent functions that don’t have strategic planning capability are likely not focused on the right work.

Organizations need a dynamic approach to teaching people new skills. We see that integrated talent practices based on skills are rising, and business leaders are talking about skills.

<img class="aligncenter wp-image-37608" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" alt="Simplifies Journey to be a Skills-based Enterprise (Ravin Jesuthasan)" width="467" height="341" />

💥 Taking a skills-based approach to building the future workforce (<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/taking-a-skills-based-approach-to-building-the-future-workforce" target="_blank" rel="noopener">McKinsey, Nov 2022</a>)

Unfortunately, i4cp research has found many organizations are merely guessing when it comes to crucial aspects of that equation, especially knowing their employees' skills and capabilities. When organizations build an employee skills inventory or database, what do they include in the talent profiles?  a common language to describe skills in the organization and enable an agile workforce by using skills as the common currency of the business. It helps integrate talent management processes.

&nbsp;

💥 What Leadership Development Should Look Like in the Hybrid Era

Key findings from <a title="Effective Leadership in a Hybrid World of Work (The Conference Board)" href="https://www.conference-board.org/pdfdownload.cfm?masterProductID=44626" target="_blank" rel="noopener">Effective Leadership in a Hybrid World of Work</a> (Udemy, December 2022) revealed that:
Hybrid work doesn’t fundamentally change what’s required to be an effective leader, but some skills are increasingly essential to manage mixed teams successfully.
Let's analyze skills for how leaders develop beyond the theory that 70% of learning happens through doing (on-the-job experience), 20% through feedback and greater self-awareness (gained via interactions with others), and 10% through formal training.  Quantitative and qualitative research conducted over the past three years points (2022, HBR: <a href="https://hbr.org/2022/06/what-leadership-development-should-look-like-in-the-hybrid-era">What Leadership Development Should Look Like in the Hybrid Era</a>) to an alternative—a framework for the process that emphasizes three actions:
<ul>
 	<li>Sensemaking, or understanding how the business world and the organization work around you and how others relate to you.</li>
 	<li>Experimenting. or testing ideas picked up in a classroom session, from colleagues, or from personal experience.</li>
 	<li>Self-discovery, or figuring out your own identity in the workplace.</li>
</ul>
&nbsp;

<img class="aligncenter wp-image-37555" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png" alt="What Leadership Development Should Look Like in the Hybrid Era " width="227" height="310" />

ELE's Wisconsin cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges use the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
&nbsp;

<hr />

ELE produces this Wisconsin CLO Group.

Wisconsin CLO/CTO Cohort @ Marquette University

single-event

Talent Executives

Wisconsin Cohort

jill.busch

in-person event

megan.joecks

The Interactive Companion to the #1 New York Times Bestselling Book

Design the most important project of all: your life. Based on the wildly popular Stanford course that started the life design movement, this notebook, which has a metallic spiral spine, frosted acetate cover, and elastic bellyband allows you to dig deeper into your curiosities, motivations, and skills; define your goals; and track your progress. Work through innovative option-generating tools and exercises, including:

· A Health/Work/Play/Love Dashboard tool to reflect on your work/life balance
· Questions to help you articulate your Lifeview and Workview and define your life design Compass
· Good Time Journal pages to log your energy and engagement throughout the day
· Fold-out dotted paper for mind mapping to generate new ideas and getting unstuck
· Worksheets to help you ideate alternate Odyssey Plans for different versions of the future you
· Charts for tracking your Life Design Interviews

Whether you’re a recent graduate, mid-career, or contemplating your encore life or retirement—and whether it’s time to make that big move or you’re just interested in making your current situation a little bit better—The Designing Your Life Workbook is your dynamic roadmap to building a joyful, fulfilling life that always holds the possibility of surprise.

The Designing Your Life Workbook: A Framework for Building a Life You Can Thrive In

Login