ELE Group, LLC

Journyz

This video discussion made one thing unmistakably clear: our organizations don’t have a reskilling problem — we have a work clarity problem.
<a href="https://www.ele.llc/members/marty-murrillo" target="_blank" rel="noopener">Marty Murrillo</a> captured it in one line:

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“Most reskilling efforts teach courses instead of transferring capability into the flow of work.”
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That distinction matters. Work is shifting daily. AI is reshaping tasks faster than career systems can catch up. Yet the response in many organizations is still: add more learning. Leaders aren’t asking for more learning — they’re asking for capability that shows up in the work tomorrow morning.
<a href="https://www.ele.llc/members/mike-hoyt" target="_blank" rel="noopener">Mike Hoyt</a> named the core issue:

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“Training often misses the work it’s meant to improve.”
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And even before skill-building begins, there’s the human layer. As <a href="https://www.ele.llc/members/susan-c-guest" target="_blank" rel="noopener">Susan Guest</a> reminded us:

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“People can’t learn new skills until their fears about AI are addressed. Mindset comes before reskilling.”
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That combination — unclear work, misaligned learning, and unmanaged fear — is exactly why scaling reskilling feels so complex.

<h3 data-start="2681" data-end="2739">Here’s the shift senior talent leaders are making:</h3>
<h5 data-start="2741" data-end="2796">1. Start with job design, not content design.</h5>
Teams aren’t struggling with skills; they’re struggling with unclear expectations for the work ahead. Reskilling becomes simpler the moment the work becomes clearer.

<h5 data-start="2964" data-end="3027">2. Put managers at the center of capability transfer.</h5>
Not as course recommenders — but as partners in task redesign, strengths alignment, and day-to-day development choices.

<h5 data-start="3149" data-end="3228">3. Treat L&amp;D, OD, and change management as one integrated discipline.</h5>
Reskilling isn’t a “program.” It’s work architecture + behavior change + communication + learning, all happening together.

<h5 data-start="3353" data-end="3399">4. Make simplification the strategy.</h5>
Leaders aren’t looking for another competency model. They’re asking for practical tools that help them navigate shifting work without adding friction.

<h5 data-start="3552" data-end="3604">5. Use strengths to accelerate transition.</h5>
When work evolves, strengths give employees a faster, more confident path into new responsibilities.
The Sprint now moves into design mode, where ELE’s cohort will build manager-ready tools that make reskilling more connected to the work, simpler to navigate, and easier to scale.
If you’re thinking about what this means for your own teams, bring your thoughts to the <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a> — it’s where the next wave of ideas takes shape.


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What’s Next Following this initial ideation, ELE will recruit 4–6 members to participate in our first Solution Sprint—a design-thinking journey to co-create the Reskilling Playbook.

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🔁 <a href="https://docs.google.com/presentation/d/1qFs__kIJsCLH6ynAeNopOsz6PHEpub9ntpAmvuJt588/edit?mc_cid=e7686c688f&amp;mc_eid=621cbc8540&amp;slide=id.p1#slide=id.p1" target="_blank" rel="noopener noreferrer">ELE Solution Exchange Overview</a>

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<img class="aligncenter size-full wp-image-43696" src="https://wp.ele.llc/wp-content/uploads/2025/08/Card-WorkLife-Exchange-Blueprint.jpg" alt="Work/Life Exchange Blueprint" width="1500" height="1071" />
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Kick-off ELE Innovation Sprint: Simplifying Reskilling/Upskilling to Scale

Integrated Talent Management

Future of Work

Digital &amp; AI

talent mobility

dirk.tussing

nick.allen

matthew.eade

upskilling

azizeh.constantinescu

edward.desrosiers

missy.gonzales

colin.hahn

dave.dessart

adrienne.guerrero

marty.murrillo

marsha.love-morrow

continuous learning

reskilling

future skills

Change Readiness

maggie.lowenberg

susan.c.guest

4Q2025

performance enablement

michelle.eide

cindy.pinkstaffmiller

deepa.kartha

ELE Solution Exchange

christine.hass

upskilling strategy

mike.hoyt

reskilling to scale

capability transfer

flow of work learning

manager enablement

strengths-based development

job design

task redesign

AI and talent development

work transformation

mindset for learning

L&amp;D and OD integration

practical talent tools

manager–employee conversations

simplifying talent development

ELE innovation sprint

Froedtert ThedaCare Health

Goal: In this 45-minute breakout, participants will experience a taste of the ELE Work/Life Blueprint and reflect on how design thinking can make reskilling personal, scalable, and business-aligned.

Every HR leader knows reskilling at scale is an enterprise priority—but traditional, one-size-fits-all approaches rarely deliver impact. The Work/Life Exchange Blueprint introduces a five-step, design-thinking framework that makes reskilling personal, practical, and scalable:

1️⃣ Discover — map where energy, skills, and growth opportunities intersect.

2️⃣ Design — generate multiple “what’s next” scenarios, short- and long-term.

3️⃣ Prototype — test small, low-risk skill applications that generate real data.

4️⃣ Exchange — share insights, borrow ideas, and refine through peer feedback.

5️⃣ Blueprint — tell your story, build your support team, and co-create a living plan (not a static PDP).

Grounded in design-thinking principles from Designing Your Work Life by Bill Burnett and Dave Evans, this ELE-built model simplifies reskilling at scale by moving from HR-led programs to frontline-owned growth — turning learning into impact.

📚 Related Reading: <a href="https://www.ele.llc/members/bookshelf/designing-your-work-life" target="_blank" rel="noopener noreferrer">Designing Your Work Life on ELE’s Bookshelf</a>

🔁 <a href="https://docs.google.com/presentation/d/1qFs__kIJsCLH6ynAeNopOsz6PHEpub9ntpAmvuJt588/edit?mc_cid=e7686c688f&amp;mc_eid=621cbc8540&amp;slide=id.p1#slide=id.p1" target="_blank" rel="noopener noreferrer">ELE Executive Innovation Sprints Proposal</a>

What’s Next: Following this initial ideation, on <a href="https://www.ele.llc/events/reskilling-128" target="_blank" rel="noopener noreferrer">November 14th we’ll host a virtual exchange to refine business requirements</a> before recruiting 4–6 members for our first Solution Sprint.

🔄 ELE Executive Innovation Sprint: Simplifying Reskilling/Upskilling to Scale | Turning Upskilling into Impact

Strategy

design thinking

newton.moore

performance improvement

janice.simmons

talent development

CHIE2025

workforce planning

Strategic HR

angelica.janina.stilling

L&amp;D strategy

integrated talent

reskilling at scale

business aligned learning

practical framework

capability gap

skills mapping

The Regis Company

The traditional L&amp;D operating model is obsolete. Simply rolling out more content won't solve the capability gaps driven by rapid technological change. In this crucial keynote, Mike Vaughan delivers critical, data-backed research on the irreversible shift from a content-first to a skills-first learning architecture, driven by AI and comprehensive talent data.

Senior leaders will move beyond generalized trends to understand the specific L&amp;D 3.0 framework necessary for enterprise transformation. You will gain actionable insights on:
<ul>
 	<li>The Skills-First Imperative: Why merely having a skills taxonomy isn't enough. Learn how to leverage AI-driven skills data for proactive talent planning, enabling true talent mobility and a responsive learning ecosystem.</li>
 	<li>From Reactive Training to Proactive Capability: Discover how high-performing L&amp;D functions are using data to anticipate skill needs before they become business-critical gaps, moving L&amp;D from a service center to a strategic capability builder.</li>
 	<li>The Power of AI-Enabled Personalization: Review compelling research that validates the exponential increase in learner engagement and performance when AI is used to deliver personalized and relevant career journeys, not just generic training paths.</li>
 	<li>Measuring Business Impact: Focus on the metrics that matter. Understand how to connect skills development directly to key business outcomes (like customer experience and innovation) to finally prove the strategic ROI of your talent investment.</li>
</ul>
This keynote provides the research and the roadmap to future-proof your L&amp;D strategy, positioning it as the indispensable engine of organizational agility and growth.

How AI is Changing L&D: Research | Skills Data

Analytics

michael.vaughan

organizational agility

skills taxonomy

HR Strategy

Data-Driven L&amp;D

capability building

Strategic L&amp;D

enterprise transformation

skills gap analysis

AI in L&amp;D

AI personalization

skills first architecture

L&amp;D 3.0

talent data

proactive talent planning

learning ecosystem

measuring business impact

ROI of talent

future proofing L&amp;D

Zurich North America

CNA Insurance

Session Focus: Community-source tips for starting from scratch to create a skills database.

As learning leaders, we often find ourselves excited about initiatives like creating skills databases, but do the CEO and other business leaders truly understand the "why" behind it? In this insightful session, a panel of experts shared tips on how to approach this from the ground up while keeping the core business objectives in mind.

Key Takeaways:
1. Clearly define the "why" - link it to core business objectives beyond just HR/talent goals to get leadership buy-in.
2. Focus on the employee experience and career journey to drive engagement with the skills initiative.
3. Take an iterative approach, celebrate small wins, and get broad input - don't aim for perfection from day one.

A poignant quote that resonated: "While for us as HR practitioners and professionals this is really exciting and we get it and we know why it makes sense but does the CEO know, do they care just of marketing or sales like so it is the why are we doing this not just for HR but help the organization like does everyone get it is everyone on board with like the why and the impacts?"

Join us as we dive deep into practical tips shared by leaders who have been through this journey, from establishing a clear purpose aligned with business priorities to managing change effectively. Whether you're just starting out or looking to refine your approach, this session offers valuable insights to create a skills database that truly moves the needle for your organization.

Tips for Starting from Scratch | Creating Skills Databases

evidence-based research

future of work

jean.ryan

career development

career path

organizational readiness

Change Management

geovanny.andino

Learning Agility

strategic alignment

employee engagement

business

skills​

skillsforthefuture

stateofskills

career mobility

future-skill

future of learning

maryann.kennedy

reskill

skill development

paula.y..spears

mary.zolna

skills database

personalization of skills

megan.bickle

skills data

gordon.ritchie

Session Focus: GE Digital case study upskilling HR to make progress with a capability-based talent strategy.

In this insightful session, Megan Bickle, former leader of culture, engagement, and employee listening at companies like Western Digital, Dropbox, and GE Digital, shared GE Digital's pioneering journey to build an integrated capabilities framework from 2013-2017.
The key takeaways were:
1) Build a capability/skills framework aligned to your talent processes like hiring, promotions, learning etc. to enable consistency and data-driven decisions.
2) Get buy-in and involvement from influential leaders and subject matter experts - don't make it just an HR initiative. Constantly sell the value. 
3) Integrate the framework into your culture and employee/manager conversations. Provide a shared skills language.
As Megan stated: "It was really through that lens of how are we growing Talent, how is Talent, what are the capabilities that people are taking with them when they leave new talent that we're bringing in, are they a good fit for their role and how do we grow them"

GE Digital's pioneering work predated much of the modern skills cloud technology. Despite being very labor-intensive upfront, their integrated approach transformed how they hired, developed, promoted, and planned talent needs. It enabled better coaching through a shared language around capabilities.

However, new leadership's lack of buy-in led to its dismantling by 2021 as GE split into three companies. This case study highlights the potential impact but also the challenges of undertaking an integrated capabilities approach in today's skills-based landscape.

Integrated Capabilities Framework | GE Digital Case Study Upskilling HR

integrated talent management

prashant.Bhat

jill.mack

jesse.james

brian.richardson

jennifer.rainey

katie.hoff

capabilities

Session Focus: Tips for creating a skills database with Skills Cloud (Workday)

In this insightful session, panelists shared their real-world experiences implementing skills initiatives like Workday Skills Cloud. Key takeaways included:
1) Data harmonization across different skill source systems like learning platforms and applicant tracking systems is a major challenge that should not be underestimated. Having a unified skills taxonomy/ontology is helpful for scaling skills efforts.
2) Manage expectations by starting small with pilots/proof of concepts rather than overselling an enterprise-wide skills solution upfront. Properly resourcing the skills initiative is critical for success.
3) As one panelist stated: "I think depends on your industry, some Industries have a lot of rapidly changing skills where you need a lot more flexibility. While others maybe things haven't changed as much." The flexibility vs structure required in your skills model should depend on how rapidly skills are evolving in your organization's roles.
Attendees gained valuable tips on getting a skills implementation off the ground, from defining skills and harmonizing data sources, to rightsizing expectations and resources. The panel's insights highlighted both the potential and pitfalls to be aware of when launching a skills cloud platform like Workday's offering.

Tips for Getting Started with Workday Skills Cloud

allyson.carter

julian.malnak

anton.maletich

serena.huang

workday

skills-cloud

rigo.barragan

UL Solutions

Session Focus: A case study capacity study using lean methods to develop a skill matrix analyzing the processes used to do the actual work.


In the session "Creating a Skill Matrix | Identification of Skills Needed To Do the Work", presenter Azizeh Constantinescu shared a case study on how she conducted a capacity analysis that revealed powerful insights into mapping employee skills to the granular work tasks and processes within her organization.

The core takeaway, as quoted in the session, is that "Skills-based organization is really about unlocking skills from jobs and that happens across a number of dimensions - it's not just a talent thing, it's not just a learning thing, it is a business thing."

Through careful observation of work processes and dialogue with employees actually performing the tasks, Aiza was able to deconstruct high-level activities like "conducting product testing" into detailed step-by-step processes. For each granular task step, she mapped out the specific skills an employee would need to have mastery over.

This skills mapping exercise yielded three critical takeaways for participants:
1. Map employee skills directly to the granular tasks and processes involved in the actual work being done, not just high-level job descriptions.
2. Use this granular skills mapping to facilitate knowledge transfer between employees, identify skills gaps, inform training, and enable dynamic staffing of work based on employee skill inventories.
3. Get leaders and stakeholders aligned on consistent skill definitions and taxonomies across the organization to allow true skills transferability and mobility between roles/departments.
By taking a bottoms-up, lean approach to analyzing work at the process level, organizations can "unlock" employee skills from traditional job roles and titles. This enables much more agility in workforce deployment, skills development, and strategic capacity planning aligned to business objectives.

The session provided a compelling case study on how analyzing skills through the lens of actual work processes, rather than just job descriptions, can transform an organization into a truly skills-based operating model.

Creating a Skill Matrix | Identification of Skills Needed To Do the Work

deborah.lenchard

bill.ryan

Skills Needed

Capacity Study

Lean Methods

Reskilling and Upskilling

Corporate Relevance

Competitive Edge

Skills Gaps

Skills Audit

Agile Transformation

Skill Matrix

Re-Calibrating The Focus: Performance Management in an evolved Workplace and Workforce

The traditional performance management process is ripe for an overhaul as the nature of work and workforce expectations evolve rapidly. In the session "Performance Management of the Future", experts explored how HR can realign performance management to drive greater business impact and employee engagement.

Nick Allen highlighted that "the more that you're increasing the effectiveness of Performance Management, the less the effort part even matters." When performance management processes are highly effective at fueling organizational performance, leaders and employees are willing to put in the work.

Three critical strategies were discussed for recalibrating performance management's focus:
1. Make it business-driven - Closely align performance management to each business unit's strategy, key results, and outcomes rather than treating it as just an HR process. Customize the process by job family/function.
2. Make it employee-owned - Incorporate more employee voice through self-evaluations, individualized development plans, and an ongoing dialogue around skills and career growth. Position performance management as a "people process."
3. Make it work-centered - Shift away from a rigid, annualized approach to one that is agile and focused on actual work being done cross-functionally. Create transparency by allowing stakeholders to view others' goals.
By becoming more business-driven, employee-owned, and work-centered, performance management can transform from a burdensome routine into a catalyst for organizational agility, collaboration, and talent development. HR has a critical role in rearchitecting the process and training leaders to make this shift.

Performance Management of the Future

engagement &amp; culture

learning strategy

Engagement &amp; Culture

kacie.walters

aimee.louw

talent management

learning &amp; development

ariel.mcgrew

steve.griffith

internal talent marketplace

skill-based hr

talent review

workforce sustainability

Korn Ferry

Alter Domus

Session Focus: Panel of Talent leaders discussing key areas to focus on for successful integration of skills-based talent practices.
Developing a comprehensive, sustainable skills strategy aligned with business objectives is a critical but complex undertaking for organizations. In this insightful panel discussion, talent leaders shared their experiences and perspectives on key focus areas for successfully integrating skills-based talent practices.
One of the biggest challenges highlighted was finding the right level of granularity when mapping skills. As Anton Maletich pointed out, "The challenge is not only what's the appropriate level of detail to ensure people are thinking about this consistently and that it covers what people would expect to see and then the other piece is if we go to that level of detail are we going to be able to address that right?"
The panelists reinforced three key takeaways for participants:

<ol class="list-decimal pl-8 space-y-2">
 	<li class="whitespace-normal">Align skills development to critical business goals and priorities first, rather than developing skills programs in a vacuum.</li>
 	<li class="whitespace-normal">Start small by focusing on mapping skills for priority roles/areas, get experience, then evolve and scale the skills strategy over time. Don't try to boil the ocean initially.</li>
 	<li class="whitespace-normal">Use skills mapping to identify opportunities for enhanced career mobility by connecting people across roles that require similar skill sets.</li>
</ol>
The session emphasized that a comprehensive skills strategy is an evolutionary journey, not a one-time exercise. Organizations need to be flexible and iterative in their approach, continuously adapting their skills frameworks as business needs change over time. Starting with high-priority roles and aligning to overarching business strategy can help make this complex undertaking more manageable and impactful.

Skills Need a Comprehensive Strategy | Where you can focus first and why?

tomas.ramirez

matt.donovan

power skills

critical thinking

flexibility

teresa.henderson

talent agility

ellen.foley

Skills Need a Comprehensive Strategy

Session Focus: Where is Your Worknet? Skillset, Mindset, Toolset, The Next Rules of Work with Gary Bolles

 It’s no longer about best practices; the world benefits from NEXT Practices.

<img class="alignnone wp-image-37652 lazyautosizes ls-is-cached lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles.jpeg" sizes="779px" srcset="https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles.jpeg 200w, https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles-150x150.jpeg 150w, https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles-60x60.jpeg 60w, https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles-141x141.jpeg 141w" alt="Gary A. Bolles" width="35" height="35" data-src="https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles.jpeg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles.jpeg 200w, https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles-150x150.jpeg 150w, https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles-60x60.jpeg 60w, https://www.learningexecutive.com/wp-content/uploads/2023/01/Gary-A.-Bolles-141x141.jpeg 141w" data-sizes="auto" />  A conversation and Q&amp;A with Gary Bolles, who spent the last year meeting with leaders and organizations across the globe discussing the findings in his book, <a href="https://www.learningexecutive.com/book/next-rules-of-work/?author=gary-bolles">The Next Rules of Work</a>. During his round-the-globe trip, much of it in person, Gary started designing “The Next Rules of Work Plus.” That is what happens when the feedback and questions you receive along the way build upon your body of work.

This session will kick off with a firestarter talk that includes what he learned from real-life applications of his model, followed by a few questions, and then the gates are open to your questions. Gary will be available for 30 minutes or more to your questions.

💥 Watch <a href="https://www.learningexecutive.com/moments/internal-talent-marketplaces-the-tip-of-the-iceberg-skills-based-enterprise/">Internal Talent Marketplaces are the Tip of the Iceberg</a>. “To move to a skill-based enterprise, you need to rewrite all the rules of an organization”–Ravin Jesuthasan. 

<img class="aligncenter wp-image-37731" src="https://wp.ele.llc/wp-content/uploads/2022/12/Next-Rules-of-Work-Gary-Bolles.jpg" alt="Next Rules of Work - Gary Bolles" width="483" height="276" />

&nbsp;

Gary discovered:

✅ Multiple case studies of organizations and municipalities have applied some new rules. He will share a few.

✅ Followers of the “Next Rules” embrace a different mindset. Individual workers contribute creative solutions to complex problems and pursue their responsibilities.

✅ Employees no longer focus only on completing predictable assignments. Modern employees mix and match the stability of a day job, the uncertainty of gig work, and the gamble of launching a start-up.

✅ Managers no longer act as the center of all workplace knowledge. Instead, they’re guides (coaches) who help workers achieve their goals.

✅ Frontline employees act as co-equal teammates – partners in a fluid and flexible business environment.

&nbsp;

About the Author:
Gary A. Bolles, chair of the future of work at Singularity University and a partner at Charette LLC, a San Francisco consulting firm, co-founded eParachute.com – inspired by his father’s best-selling classic, <a href="https://www.learningexecutive.com/book/what-color-is-your-parachute-2022-your-guide-to-a-lifetime-of-meaningful-work-and-career-success/?author=gary-bolles">What Color Is Your Parachute</a>?

If you are looking for skills-based conversation starter tools for frontline managers, the “Flower Exercise” is a popular tool from Gary’s father’s book. <a href="https://content.randomhouse.com/assets/9781607743644/pdfs/Untitled%20Extract%20Pages.pdf" target="_blank" rel="noopener">Click here to download as a PDF</a> excerpt from “What Color Is Your Parachute? 2014” by Richard N. Bolles.

<img class="aligncenter size-full wp-image-37732" src="https://wp.ele.llc/wp-content/uploads/2022/12/Flower-Exercise-What-Color-is-Your-Parachute.jpg" alt="Flower Exercise - What Color is Your Parachute" width="596" height="703" />

&nbsp;

Skills Need a Comprehensive Strategy | Integrating Talent Practices with Gary Bolles

brian.watkins

kery.mortenson

sara.lorenzo

marti.konstant

gary.bolles

bryan.burkhalter

skillset

flex

toolset

Worknet

Session Focus: Community-source tips for starting from scratch to create a skills database.

💥 Does your organization’s workforce have the skills and capabilities needed now and for the future?

As HR leaders, one of your key responsibilities is to ensure that your organization has the right talent with the necessary skills to achieve business objectives.

Tips for starting from scratch
<ul>
 	<li>Start with Why</li>
 	<li>Measure the pieces to understand the whole, then thread them through everything</li>
 	<li>Start small, scale incrementally; don't build what you can’t scale</li>
 	<li>Technology should follow process &amp; strategy, not the other way around</li>
 	<li>It doesn’t take an army, but an intern never hurts</li>
 	<li>“Buy-in” beats brawn; bring employees and leaders into the journey</li>
 	<li>Not just change management, change acceleration</li>
 	<li>It has to be embedded into everything you do and the culture</li>
 	<li>Start with the outcomes and goal in mind</li>
 	<li>Start with data in mind, but don’t start with data</li>
</ul>
&nbsp;

Connecting Job Profiles, Roles, Capabilities, Competencies, and Skills
<blockquote><img class="aligncenter size-large wp-image-39203" src="https://wp.ele.llc/wp-content/uploads/2023/06/FranklinCovey-Research-Developing-a-Skills-Based-Organization-1024x538.jpg" alt="Developing a Skills-Based Organization" width="1024" height="538" /></blockquote>
ELE produces this Learning Circle: Skills Needs a Comprehensive Strategy

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