Engaged Workforce

Agile and social models are changing performance management, rewards, coaching, goal-setting and development. How you engage with your workforce will directly correlate with how to maximize the productivity of employees whilst giving the best possible opportunities for development.

The Mentorship Manual

Three organizations share their unique approaches to mentorship programs.

By Marta Chmielowicz

Mentorship has long been considered a powerful way to build trust and connection, expand knowledge, and enable high performing employees to reach their full potential. That is why it is a critical element of Digital Realty’s leadership development strategy, particularly as the company transitions following an acquisition.

Continue reading →

2021 Baker’s Dozen Customer Satisfaction Ratings: Learning & Development

View this year’s top ranked learning and development providers in the industry.

By The Editors

HRO Today’s Baker’s Dozen Customer Satisfaction Ratings™ are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey which we distribute to buyers directly through our own mailing lists and indirectly through service providers. Once collected, response data for all providers with a statistically significant sample size are loaded into the HRO Today database for analysis.

Continue reading →

Going Digital

The shift to digital learning comes with its challenges. Here’s how organizations can be prepared.

By Nikki Edwards

It seems hard to believe that a year has passed since the first pandemic lockdown when organizations saw in-person training cease and scrambled to get learning content online. While some businesses chose to postpone their training plans in the hope the pandemic would soon be over, others were forced to continue through digital platforms. Within three months, it became clear that the pandemic and its effects would loom long and digital learning would be the primary method of training and developing employees.

Continue reading →

The Full Spectrum

Strategies organizations can implement to build a more equitable culture of continuous learning.

By Nancy Hammervik

Reskilling and upskilling employees drives business success, but these investments won’t reach their full potential until they are accessible to all workers. An individual’s success is influenced by their ability to participate in the full spectrum of learning opportunities an employer provides.

Continue reading →

Solving the Leadership Development Crisis

Combining micro-learning with micro-actions can deliver a coaching experience to all leadership levels.

By Kevin Kruse

The state of leadership development can be summed up in two statements from researchers at Gallup. First, their research shows that over 70% of the variance in employee engagement is tied back to the manager. And secondly, their Senior Practice Expert Vibhas Ratanjee says, “Leadership development might be one of the most significant loss-making ventures in modern business.”

Continue reading →

Six Pillars of Learning

A learning experience platform can maximize learning engagement to prepare organizations for the future of work.

By Lars Hyland

The last year has proved challenging for employers worldwide. Uncertainty about what the future of work means for organizations and their employees has made employee engagement more important—and in many cases, more difficult—than ever before. This alongside rapidly evolving technology and the shift to remote working confronts HR teams with a real dilemma: How can organizations keep employees engaged from afar during turbulent times?

Continue reading →

Alignment is Powerful

Two organizations share how reinforcing positive behaviors and company values through recognition helps drive employee engagement.

By Debbie Bolla

Recognition is a proven lever that drives employee engagement and company culture. In fact, according to Achievers’ 2021 Engagement and Retention Report, 85% of employees report that when they are recognized, they are motivated to work harder. Such is the case for CAA Club Group (CCG).

Continue reading →



撰稿人:Marta Chmielowicz

新冠疫情的暴发和过去一年的技术进步带来了对数字教育和技能培训 的需求,以适应当今的数字经济时代。企业和员工都必须更加注重认识和提高这些技能,以便在动态和快速发展的商业环境中保持竞争力。

Continue reading →


从建立人才招聘实践的基础,到推出新的绩效管理系统,马诺伊·库马尔·乔杜里(Manoj Kumar Chaudhary)改变了雪绒花金融服务公司(Edelweiss Financial Services)的人力资源。

撰稿人:Marta Chmielowicz

马诺杰·库马尔·乔杜里(Manoj Kumar Chaudhary)仅用了六年时间,就从一名初入职场的新人晋升为雪绒花金融服务公司(Edelweiss Financial Services)的公共市场人力资源主管。他见证了该组织的巨大成长,组织的管理资产(AUM)从₹100crore增长到约₹40000 CRE。

Continue reading →

Putting Skills First

Microsoft and LinkedIn are working to help employees and organisations acquire digital skills.

By Marta Chmielowicz

The COVID-19 pandemic and technological advancements of the past year have ushered in a need for education and skills to function in today’s digital economy. Employers and employees alike must increasingly identify and develop these skills in order to remain competitive in a dynamic and fast-moving business climate.

Continue reading →