AIHR

ELE Group, LLC

Session Focus: Unpack six megatrends that we believe will set the tone for the future of work and influence the expectations from HR and L&amp;D in the future.


In this insightful session, Dr. Dieter Veldsman, Chief HR Scientist at the Academy to Innovate HR, shed light on the seismic shifts reshaping the world of work and the profound implications they hold for the people function. Veldsman identified six megatrends that HR and L&amp;D professionals must be attuned to:

1. Aging populations and evolving labor market dynamics
2. Slower global economic growth and power shift to Asian economies
3. Rising consumer demands for customization and ethical business practices
4. Increasing pressures for climate change adaptation
5. Persistent global skills shortages amid changing workforce composition
6. The transition of AI from a work tool to a work companion

As these tectonic forces reshape organizations, Veldsman underscored three critical takeaways:
1. Be aware of how these trends will impact organizations and necessitate a reinvention of HR's offerings, operating models, and an "ecosystem" approach to meet changing needs.
2. Develop a "T-shaped" skillset blending core competencies like business acumen, data literacy, digital agility, people advocacy, and execution excellence with specialized skills.
3. Cultivate a mindset of courage, curiosity, and critical thinking. As Veldsman urged: "You have to ask the question: what does value look like tomorrow? And if that is what it looks like, what can you start doing today by getting involved in communities and development opportunities?"
In navigating this transformative era, HR and L&amp;D professionals must engage in soul-searching, continuous learning, and advocate for human-centric policies and progress. By embracing these megatrends, expanding their skillsets, and future-proofing their mindsets, they can steer organizations towards enduring value and success.

Megatrends Influencing the People Function of the Future

engagement &amp; culture

evidence-based research

future of work

Future of Work

dirk.tussing

richard.busby

marti.konstant

sustainability

learning &amp; development

AI within HR

evolving workplace

skill for the future

workforce sustainability

global L&amp;D trends

megan.bickle

AI and skills

dieter.veldsman

mega-trends

Session Focus: AI trends


In this session, we unpack six megatrends we believe will set the tone for the future of work and influence the expectations from HR and L&amp;D in the future:

<img class="aligncenter size-full wp-image-39652" src="https://wp.ele.llc/wp-content/uploads/2023/06/AIHR-6-HR-Talent-Development-Megatrends-Future-Of-Work.jpg" alt="6 HR Talent Development Megatrends (AIHR)" width="939" height="509" />

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The future of work holds high stakes for organizations and individuals. Our humanity is being challenged as technological changes, demographic shifts, and climate change threaten our jobs and our sustained existence as human beings. Organizations are adopting new business models to meet the needs of more demanding consumer, and people are experiencing higher levels of burnout, loneliness, and disengagement as they try to find meaning in a world where technology is faster, cheaper, and more intelligent.

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ELE produces this Learning Circle: Reskilling Talent Development.

ELE's <a title="ELE's Idea Exchange" href="/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Zurich North America

Ensuring we have a skilled workforce to meet the demands of the future has always been part of the important work of L&amp;D. But how do we sustain this in a world where the pace of skills disruption is accelerating, and work is becoming more challenging? Teams are hybrid and more dispersed than ever. Sustaining work means investing in people and creating an environment where they can grow and thrive so they are “fit for the future.” It also means that we have leaders that can pave the way for a new world of work.

The Why Behind the What: Sustaining Work

Strategy

teri.hart

career development

career path

upskilling

engagement

strategic alignment

employee engagement

strategy

future-skill

reskill

skill development

workplace sustainability

skill-based hr

state of skills

CHIE2022

Session Focus:
<ul>
 	<li>The Future of Workplace Culture &amp; Experience (chap 7 of Humanity Works)</li>
 	<li>New Job Categories--Trainers, Explainers, Sustainers, Next Practices for How Tech will improve MY JOB!!! (page 55)</li>
</ul>
Essential Forwarding-thinking Skill: Growth Mindset

Book Discussion on Humanity Works: Merging Technologies and People for the Workforce of the Future

As AI technology evolves in the workplace, adopting an agile learning mindset lets each one of us increase control of our career and future. During this interactive book discussion, Tracey &amp; Teri will add the next practices to bring these ideas to life.

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

Future of Work Learning Circle: Workplace Culture & Experience

tracey.wik

culture

growth mindset

Learning Agility

Culture Change

employee experience

workforce development

ele-highlights

Harley-Davidson

An informal conversation followed by an opened Q&amp;A session where Matt shares insight on Harley-Davidson Motor Company’s Four Pillars corporate strategy:

<ol>
 	<li class="thought_leader">Growth, </li>
 	<li class="thought_leader">Leadership Development, </li>
 	<li class="thought_leader">Continuous Improvement &amp; </li>
 	<li class="thought_leader">Sustainability.</li>
</ol>
Matt shares insights on some or all of the following:
<ol>
 	<li>Harley-Davidson (H-D) has a business plan based on four strategic pillars, Growth, Leadership Development, Continues Improvement, and Sustainability.</li>
 	<li>Striving for Continuous Improvement from a learning perspective sounds relatively straight forward. Engaging others to improve continuously can sometimes result in a fatigue factor from continually learning new things. As you think about your success in executing Continuous Improvement, what strategies have you used to ensure that your employees don’t experience learning fatigue?</li>
 	<li>What’s the opinion on all of this “Lean In” conversations about women opting out or not represented at the highest levels of organizations?</li>
 	<li>“Big Data” is all the rage. I’d be curious to learn about how senior executives are leveraging data/analytics. How does data drive Continuous Improvement?</li>
 	<li>What are they learning about their organizations and their opportunities from the data? With your increased investment in leaders &amp; learning during the global transformation, what does success look like from your perspective?</li>
</ol>

Unleashing Workforce Potential @ Harley-Davidson

Leadership

Operations

leadership development

continuous improvement

matt.levatich

workforce potential

In a survey of HR professionals at the recent National SHRM Conference, the BPI group found that increasing employee engagement is one of HR’s most significant challenges for the coming year. These results are hardly a surprise. Organizations are receiving dismal data on the rate of their employee engagement - and it costs them. Gallup calculates that actively disengaged workers cost U.S. businesses $300 billion a year in productivity losses.
In today’s market, organizations can no longer rely on top-down, one-size-fits-all engagement programs. You need to start building employee commitment organically from the bottom up. This approach isn’t about surveys or engagement programs. It’s about empowering employees and managers to work together in a balanced and sustainable way to increase the discretionary effort on strategically-aligned activities.
We invite you to stop measuring employee engagement and start building it. Our presentation will help you move beyond the employee engagement survey to what comes next.

<ul>
 	<li>A fresh and practical perspective on employee engagement that can be quickly implemented within work teams, departments and divisions, as well as the entire organization</li>
 	<li>The role engagement plays in building your organization’s brand, and why you should be very concerned about leadership practices that create disengagement</li>
 	<li>Where to start after the engagement survey results are in</li>
 	<li>The key to creating sustainable employee commitment</li>
 	<li>How you can develop managers to build employee engagement, and empower employees to develop their commitment</li>
 	<li>How to make engagement go viral in your organization</li>
 	<li>Case studies of how other organizations have successfully increased engagement</li>
</ul>

Engagement - Stop Measuring It and Start Building It

Engagement &amp; Culture

retention

data driven leader

robyn.clark

jay.scherer

Froedtert ThedaCare Health

As the healthcare industry continues to navigate change related to healthcare reform and the implementation of electronic health records, healthcare organizations must learn how to remain viable and compete in this rapidly changing environment. To accomplish this, organizations must create a culture of commitment and engagement through a consistent talent management strategy that is aligned with the business goals of the organization.
To help guide the roundtable discussion, our facilitator will cover some or all of the following:

<ul>
 	<li>How &amp; why do organizations create cultural transformations?</li>
 	<li>How do they sustain transformation?</li>
 	<li>How do organizations create talent development strategies that are aligned with overall business strategies?</li>
</ul>

Creating a Culture of Service through Commitment & Engagement

people strategy

lisa.schumacher

john.pandl

jane.shlaes

learning culture

talent management

GE HealthCare

ASTD estimates that ~$125B is spent annually on Learning &amp; Development, yet multiple studies show that only 10-45% gets applied to the workplace. Our goal as learning leaders is to increase the yield on learning and enhance the linkage to positive and sustainable business results.
Bob will share insights on:

<ul>
 	<li>GE Healthcare’s model to deliver consistent business results is called “Halt It &amp; Unlock It.”
<ul>
 	<li>The “Halt-It” is about six ways of reducing learning scrap and</li>
 	<li>The “Unlock-It” it is a metaphor of 4 combination numbers that the best leaders naturally do to drive the most significant impact on learning.</li>
</ul>
</li>
 	<li>The details on “Halt-It” and “Unlock-It” will be revealed in particular during the opening keynote! Below is a short video vignette summarizing the highlights:</li>
</ul>
<center></center>
Bob will share his insight on the impact on program delivery and continuous improvement efforts.

Megatrends Influencing the People Function of the Future

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