Lydia DishmanFast Company
Lydia Dishman is Fast Company’s senior editor for growth and engagement. She has also written for CBS Moneywatch, Fortune, The Guardian, Popular Science, and the New York Times, among others.
Many workers yearn to grow and advance in their careers, yet don’t have an understanding of how to develop their skills and experience for a role with more responsibility. Learning and development can help not only by showing the many possibilities, but also with vision to help employees find the learning and development path that will enable the most fulfilling growth according to their own interests. What can organizations do to deploy coaching in a way that helps not only with short-term goals but also the long arc of a worker’s career?
From Day One is a Recertification Provider for SHRM and HRCI. This session is eligible for 3 credits from both organizations. The Activity IDs will be sent to attendees after the conclusion of the session.
Partner, Head of Assessment, and Head of Products, Data & Insights Lab
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Too often, excellent employees get stalled in their careers. A chief of talent and diversity casts light on the causes and solutions, as well as the most critical skills needed for the future and the best approaches for remote and hybrid workers.
Kathryn Coleman, PhD, SVP and Chief Talent and Diversity Officer, 3M
Romesh Ratnesar, Opinion Editor, Bloomberg
Navigating the realm of talent development presents a formidable challenge: aligning an individual’s career aspirations with tailored development opportunities that empower them to acquire the essential skills. In this session, Dror Yaacobi, VP of Global HR at Similar Web, and Omer Glass, Co-founder & CEO of Growthspace, will unveil the success story of “Similar Coach,” a groundbreaking development program designed to seamlessly connect career trajectories with comprehensive talent development initiatives on a large scale, benefiting hundreds of Similar Web employees through the innovative Growthspace platform. We’ll delve into the intricate workings of this platform, demonstrating how it empowers employees to chart their future career paths, gain insights into the requisite skill sets, and pinpoint areas of focus. Remarkably, it achieves this by pairing individuals with domain-specific experts who guide them through a transformative five-session development sprint.
Omer Glass, CEO, GrowthSpace
Dror Yaacobi, VP of Global HR, SimilarWeb
At a time of renewed focus on productivity, how can managers become more equitable in evaluating their workers? Research has shown that managers don’t give the same actionable feedback and advice to women and marginalized employees than they do to men and white employees. How can managers be trained to be more inclusive in their give-and-take with diverse teams of employees, including older workers?
Gordon Trujillo, VP, Enterprise Learning & Development, DaVita
Carly Porter, Global VP, Citi Markets Learning Advisory, Citigroup
Heather Tinsley-Fix, Senior Advisor, Financial Resilience, AARP
Shivani Dhir, Assistant Dean of Digital Learning, New York University Tandon School of Engineering
Matt Poepsel, PhD, VP, Enterprise Solutions, The Predictive Index
Lydia Dishman, Senior Editor, Growth and Engagement, Fast Company
Fully 78% of recent job changers in a survey cited “lack of career advancement and PD opportunities” as their primary reason for leaving their company. And yet, people leaders often see abysmally low engagement – 10% or less — in the upskilling programs they work hard to implement. Are employees gaslighting their companies? Why the disconnect between what workers say they want and what they actually do when it comes to upskilling? In this virtual session, we’ll explore some of the most common myths about upskilling. We’ll unpack employee motivation and identify the barriers that prevent people from engaging, explain why most PD budgets go wasted, outline more human expectations for L&D leaders, discuss what learning technology can do – and what it can’t – and even answer the thorny question of whether you can prove ROI on upskilling programs.
Steve Gilman, CEO, OneRange
In today's fast-paced and ever-changing business landscape, organizations face the challenge of continuously upskilling, reskilling, and supporting the career growth of their employees. This interactive workshop, led by an experienced Solution Consultant from Coursera, will explore strategies and solutions to create tailor-made learning programs that drive employee development and impact organizational performance. Attendees will also gain insights into the latest innovations in generative AI and how they can be leveraged in learning and development initiatives to optimize outcomes. By the end of this workshop, participants will be equipped with a deeper understanding of how they can leverage Coursera's learning solutions and AI-powered innovations to create comprehensive and effective learning programs, driving skills acquisition and career advancement across their organizations.
Charlotte Evans, Solutions Consultant, Coursera
Join us for an inside look at how organizations are working to create coaching cultures today. We will be discussing what a coaching culture is, how you can tell if your organisation has one, and the benefits they give to the organizations that build them. EZRA Labs, the coaching company’s new research arm, has collaborated with New York University this year to conduct research into coaching cultures and we’ll be discussing the findings from this research, as well as where future research is needed.
Dan White, Leadership Development Specialist, EZRA
HR and L&D professionals know that employees view learning and development not as a luxury, but as a cornerstone of their workplace experience. According to a recent report, a staggering 70% of employees are willing to leave their current positions for opportunities at companies that offer employee-development programs. Recognizing this imperative, corporations are making significant investments in L&D. U.S. spending eclipsed $100 billion for the first time during the 2021-22 fiscal year. However, traditional training models are antiquated, often failing to offer the tailored, individualized experiences that modern professionals demand. The “forgetting curve” highlights this deficiency; 90% of the information learned during traditional training is forgotten within a week. What’s missing from this equation is a 1:1, personalized approach to skill development: coaching. Join Sarah Sheehan, founder and CEO of Bravely, to hear data insights and success stories of L&D that really works and drives career development.
Sarah Sheehan, Founder, CEO, Bravely
Increasingly, workers say they want to grow in their jobs. How are companies designing an experience that provides a variety of career paths and development opportunities? When are the key moments to communicate a company's learning culture, starting with onboarding? What are the most effective new educational techniques, including coaching and mentoring?
Heather DeJong, Head of Employee Experience and Leader Development AWS Global Services, Amazon Web Services (AWS)
Mark Cousino, VP, Learning & Effectiveness, Kyndryl
Melissa Versino, VP, Head of Leadership Development, Zurich North America
Kristy McCann, CEO, SkillCycle
Megan Wheeler, Director of Facilitation, LifeLabs Learning
Emily McCrary-Ruiz-Esparza, Journalist, Contributing Editor, From Day One
Workers are recognized, celebrated, and promoted based on a set of skills that are important but often insufficient for the leadership roles. As a result, workers find themselves unprepared to take on leadership roles and struggling when they become leaders. Likewise, the majority of companies find themselves with an underprepared and undersized leadership pipeline. RHR International's Readiness for Scale leadership model is designed to help workers and companies identify and develop their future leaders by helping them navigate a critical set of challenges to transition from individual contributors to leaders. RHR’s Dan Russell will present how companies are addressing these challenges to better support development as well as case studies of how early-career leaders are personally navigating these challenges.
Dan Russell, Partner, Head of Assessment, and Head of Products, Data & Insights Lab, RHR International
The head of learning for an energy-tech company with 55,000 employees tells how companies can maintain momentum and quality across a giant, global workforce, as well as promoting diversity, equity, and inclusion.
Sean Conley, Chief Learning Officer, Baker Hughes
Emily McCrary-Ruiz-Esparza, Contributing Editor, From Day One