By now, it’s clear that The Great Resignation is much more than a short-lived fad. After more than 38 million people left their jobs last year, today’s retention surge shows no signs of slowing down. Gartner's research predicts that employers will need to brace for a year-over-year turnover rate that is 50% to 75% higher than what they’re accustomed to.

In business, longevity matters. Overnight success stories aside, starting and building a business that lasts takes time. Time to develop a great team of outstanding employees. Time to make lasting connections, forge lasting partnerships, and build long-term relationships with loyal customers.

Uncovering motivation in the workplace is something all organizations should strive for. If you truly understand what drives your employees, you can help them engage more fully in their work and make their work environment as positive and productive as it can be.

Do this using The 12 Driving Forces. This assessment measures why a person does what they do. It measures the motivation (and strength) behind behaviors, using 6 different motivators.

‘Just in time’ manufacturing has become next to impossible in a period of supply chain disruption and material shortages. In the same way, organisations can no longer take a ‘just in time’ approach to talent acquisition during a period of talent scarcity. It’s time to get creative about how you recruit, retain and reskill your people.

In my experience as a consultant who has transformed 16 companies, and as an entrepreneur who has built or bought almost as many of my own enterprises, I’ve learned that managers and leaders often miss one crucial point about emotional intelligence (“EQ”): EQ requires intolerance for the intolerable just as much as it requires empathy.

Virtual work—with its benefits and drawbacks—is not new. But its pace accelerated at a dizzying rate in 2020. Now, people don’t want to return to the office. That doesn’t mean they can’t be committed and productive through astute virtual leadership. Ensuring such leadership should become a key priority for organizations.

The business world has arguably seen more disruption in the last nine months than in the last nine years, bringing new and urgent demand for change. Initiatives are being launched by the dozen, adoption can’t happen fast enough, and the stakes are higher than ever. In the midst of a Covid-induced recession, and with some industries on the brink of extinction, change isn’t about fine-tuning — it’s existential.

Microsoft’s chief executive officer, Satya Nadella, often speaks of how his career — and his company — have been shaped by empathy. Nadella views empathy as a quality to be consciously cultivated, practiced and applied — “not just as something nice to have but (it) is core to (the) innovation agenda in the company,” according to a Quartz India article. In addition, he believes empathy can be a differentiator when working with clients.

In October 2021, Korn Ferry released a global report showcasing the pressure on talent acquisition in the year ahead. More than half of the professionals surveyed believe employee turnover will continue to grow in 2022 – and almost a third would quit their current job even if they didn’t have another one lined up.

A Cognitive Scientist at Seattle University, Therese Huston’s passion is straightforward, “I try to help smart people be smarter at work. It’s that simple.”

Huston is also a public speaker, consultant, and author, having just published her latest book Let’s Talk: Make Effective Feedback Your Superpower in early 2021.

For generations, the standard way to learn how to ride a bicycle was with training wheels or a tricycle. But in recent years, many parents have opted to train their kids with balance bikes, pedalless two-wheelers that enable children to develop the coordination needed for bicycling—a skill that is not as easily acquired with an extra set of wheels.

Many companies find it hard to prioritize ideation. Here are five ways to break the pattern and gather a wealth of ideas for your organization.

In today’s rapidly changing world, it’s easy to think that most companies are innovation factories—full of ideas for new products, services, and processes.

A few years ago, my team at Inventium completed a strengths finder assessment. I expected my report to tell me that my top strength was something like ‘time optimisation’ (as a similar test had revealed many years ago) or ‘creativity’ - or some other skill that I utilise every day. But no, apparently my number one strength was ‘competitiveness’ (although this would come as no surprise to anyone who has played Settlers of Catan against me).

Leadership broken down into its most basic and practical form can be defined as meeting the needs of people and developing them to their fullest potential.

When employees don’t develop and have their needs met to do their jobs well, they experience low morale, they stop caring, and they stop trying.

Let's all collectively acknowledge that the last 20 months have not been a walk in the park. A global pandemic, loss of jobs, social and racial unrest, political division, vaccine mandates, our own personal tragedies, and the list goes on and on.

Irrespective of industry, the goal of learning and development is almost always the same: identify skill gaps in the workforce and bridge them by equipping employees with the knowledge, tools, and abilities to perform better and meet the larger goals of the organization.

As a leader, developing and coaching others is a necessary skill in my arsenal. Supporting professional growth in others, to me, feels like finding hidden treasure. I can know you have potential, but to help you, I need to discover what exactly it is and what the best pathway for you develop that potential.

The Millennials are a generation who experienced an up-economy during their childhood but a declining one as they came of age. Generation Z is a population that endured a down economy during childhood but are hopeful it will be up as they come of age. The last twenty years have been tumultuous. Over time, culture has evolved. Commerce changed rapidly, and information has increased each year.

What we’ve learned from the sudden shift to remote work is that people are generally quite positive about technology adoption to support their work and learning requirements. Many learning and development (L&D) professionals have scrambled to keep the lights on during the COVID-19 pandemic but, at the same time, they have taken the opportunity to evolve learning experiences into the digital era.

He started out as a software professional, working with multinational companies. Then 13 years ago, Sreenivas Dasari pivoted to something entirely different, helping launch the 7 Food Court along a busy stretch of highway between the south Indian cities of Hyderabad and Vijayawada. The gleaming rest stop offers travelers a place to refuel with hearty local fare like dosas and idlis, while teenagers mill around sipping cold drinks from the Thick Shake Factory.