6 questions on the future of L&D with Microsoft’s learning leader

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by Jennifer Colletta

Learning and development have become one of the cornerstones of many companies’ response to the COVID-19 pandemic, as organizations seek to arm their employees with the skills needed to navigate the frequent change and disruptions, while also preparing them for ongoing digital transformation. In order for such efforts to be sustainable, companies must have a true commitment to fostering a learning culture, says Joe Whittinghill, corporate vice president of talent, learning and insights at Microsoft.

Whittinghill has spent more than two decades with the tech giant, including the last five helming its learning initiatives. His work was influential in the development of the Microsoft Learning Center and the creation of Microsoft’s Leadership Principles—a driving force in the company’s cultural transformation. Whittinghill recently sat down with HRE to talk about the role of learning in culture, particularly at a time of rapid reinvention.

HRE: What were L&D leaders at Microsoft spending most of their energy on prior to the pandemic? And how did the pandemic shift those priorities?

Whittinghill: At Microsoft, we have long been focused on creating a culture of “learn-it-alls” by developing a personalized learning journey with cutting-edge learning and development, content, platforms and services. Our approach to learning has moved rapidly to be grounded in neuroscience, and more fully understanding how the brain functions, to truly enable our best work and best lives. While the pandemic hasn’t drastically changed our overall approach, it has certainly accelerated it. What has changed is the move to fully virtual, both real-time and asynchronous, and the development and optimization of these durable capabilities within our portfolio of available learning methods. Now more than ever, we’re looking at bringing new ways of learning to our employees and ensuring that we continue to prioritize a learning culture by offering time and space for learning.

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Two issues CIOs need to watch out for in 2021

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by Bruno Aziza

January is a month CIOs often use to look back on the past year to build plans for the next. 2020 was a year like no other, and when Data Executives reflect on the “tech-celeration” their company experienced, they could find it challenging to prioritize opportunities for 2021 and beyond.

There is a lot to look forward to in 2021:

  • CIO budgets are expected to rise by at least 4% this year according to SiliconAngle and Enterprise Technology Research (ETR).
  • Almost 92% of companies report that the pace of investment in Data and AI will continue to accelerate, and
  • This year is the “no turning back year” for Chief Data Officer (CDOs): 65% of companies now have one, according to the latest Big Data and AI Executive Survey.

Still, a lot needs to be solved: over 3/4 of executives admit they have not succeeded in building a data-driven organization and while investment in Big Data and AI remains high for 99% of them, results continue to lag.

In this post, I examine two phenomena that could make or break the future of CIOs. One is a favorable one. The other, a distracting one. I’ve labelled them the “Organizational Shuffle” and “VendorSpeak”. Let’s dive in! Continue reading →

3 tips for managing long-term remote work in 2021

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By: Jen Colletta

With more organizations making remote work permanent, here are a few things to keep in mind.

Remote work was one of the biggest HR stories of 2020—and it’s not looking like the headlines will be much different this year. As the pandemic rages on, many employers are keeping their workers at home for the time being, and potentially permanently, creating new priorities for HR leaders as we head into 2021.

When organizations had to quickly pivot to remote work early last year, HR leaders scrambled to ensure workers had the proper technology, revamp processes to support business operations and create new ways for employees to collaborate. Now, HR is tasked with making such strategies sustainable for the long term. As part of our look ahead to HR’s role in 2021, we recently spoke with several HR leaders about what the initial shift to remote work showed and how HR can take these lessons into this year. Here’s what they had to say:

Rely on your data. Organizations that were most successful in transitioning to remote work in 2020 were those that embarked on comprehensive data collection and analysis about their work forces, says George Penn, vice president, advisory in the Gartner HR practice. That approach enabled employers to “understand employee situations, preferences and engagement drivers to rapidly adapt their strategies in the areas of wellness, inclusion, performance and rewards.” Those organizations were then better prepared to enact “responsive and dynamic programs,” Penn says, a model that will prove vital in 2021. Read more here.

Invest in the tech to support remote processes. Modern Hire CEO Karin Borchert predicts that remote and hybrid work will likely “stick around long after the pandemic is over.” As such, now is the time, if employers haven’t, to ensure technologies are in place to support management, engagement and performance evaluation. Hiring should also be a particular focus for technology selection, she says. “Because of the success large enterprises saw with recruiting, hiring and on boarding new employees, they will likely keep their hiring processes 100% virtual post-pandemic, as technology allowed them to make smarter hiring decisions in a way that in-person interviews could not compete with.” Read more here.

Are you remote-first, or remote-friendly? Long-term remote work can only be successful if all employees are remote, as allowing some, but not all, employees to work from home could impact business efficiency, productivity and culture, says Job van der Voort, CEO and co-founder of HR tech provider Remote. So, employers need to approach 2021 with a remote-first mindset, focused on providing employees the tools, resources and support for successful remote work. Read more here.

Source: HRExecutive

To see the future more clearly, find your blind spots

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by Eric J. McNulty

After being bombarded with disruption in 2020, executives can better prepare for the next crisis by considering new perspectives.

It was the year we saw it all. And 2020 was also the year we didn’t see it all coming. Wildfires. Floods. So many storms in the Atlantic that meteorologists had to resort to the Greek alphabet to name them. Global protests over racial and economic inequality. And, of course, the pandemic.

What is surprising is that we were surprised. In a recent PwC study, 69 percent of responding organizations had experienced a crisis in the past five years and 95 percent expected to face one. We all watched Australia aflame in the months before the pandemic. California, too. It was only three years ago that multiple storms rattled the Gulf Coast in the United States in rapid succession. And climate watchers had been predicting that there will be more of these severe weather events in the future.

And the pandemic? Severe Acute Respiratory Syndrome (SARS) in 2003, H1N1 influenza in 2009–10, Middle East Respiratory Syndrome (MERS), first reported in 2012, and the Ebola outbreak in 2014–16 foreshadowed that a deadly, global, infectious disease outbreak was overdue. I warned about MERS, and public health risks in general, in this publication in 2013. It was not the most shared article of that year. Not by a long shot.

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Still Adjusting to Remote Working? I’ve Been Doing It for 20 Years.

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by Eric Hanson

For the past ten years, I’ve been fortunate enough to work remotely and managed teams who do the same for over two decades. As a result I was prepared for 2020’s exodus from the office. I made the important decision to live in Northern California, away from the major tech hubs of San Francisco and not once did I feel like my career path was stifled. In fact, I was promoted to my current role as CMO while working from home. Based on my experience, I’ve outlined three key things for other business leaders to consider as we approach this post-pandemic economy.

Successfully running hybrid teams 

While we’re all remote now, the New Year is expected to usher in a more hybrid work setting. Many employees will remain at home, some in the office, and others will choose to do a bit of both. Either way, the office won’t look like it did in February. My team has discovered new ways of working this year, especially as parents are dealing with challenges we never thought possible. Solutions involve offering flexible hours or a part-time schedule for parents, while they assist their children who are distance learning. No matter the situation, being flexible and empathetic is critical.

Supporting the personal growth of your employees is also one way to ensure the longevity of your team. There’s no reason that career-path exercises of the past can’t remain intact while everyone is remote. Make sure you’re still facilitating career development discussions on a regular basis. Share clear feedback, kudos and areas for growth the way you would in person. In the end, everyone involved will feel more excited, rewarded and challenged in their roles.

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