Workplace Stories by RedThread Researchhttp://redthreadresearch.com/podcast
Each episode features candid conversations with practitioners, thinkers, and executives who are navigating real decisions inside complex organizations. Not hypotheticals. Not vendor promises. Real tradeoffs, real experiments, and real lessons learned along the way.

You’ll hear how leaders are making sense of skills, AI, organizational design, and culture when there’s no clear playbook and pressure to show progress is high. The focus is always the same: what’s actually working, what isn’t, and what leaders are doing next.

Workplace Stories helps you make sense of complexity, build credibility with evidence, and move from ideas to action with more confidence.

Want to be part of the conversation? Join our community for free and connect with others shaping the future of work.

Learn more about RedThread Research here: https://redthreadresearch.com/home ]]>enManagementRedThread Research 2026https://d3wo5wojvuv7l.cloudfront.net/t_rss_itunes_square_1400/images.spreaker.com/original/48f82915396d22a82e8e5b9b202f0df2.jpgWorkplace Stories by RedThread Researchhttp://redthreadresearch.com/podcastWed, 08 Jul 2026 05:04:13 +0000Stacia Garr & Dani JohnsonStacia Garr & Dani Johnsonhello@redthreadresearch.comWorkplace Stories is a podcast for HR and people leaders who are tired of noise and need clarity that actually holds up. It is hosted by Stacia Garr and Dani Johnson of RedThread Research. Each episode features candid conversations with...
Each episode features candid conversations with practitioners, thinkers, and executives who are navigating real decisions inside complex organizations. Not hypotheticals. Not vendor promises. Real tradeoffs, real experiments, and real lessons learned along the way.

You’ll hear how leaders are making sense of skills, AI, organizational design, and culture when there’s no clear playbook and pressure to show progress is high. The focus is always the same: what’s actually working, what isn’t, and what leaders are doing next.

Workplace Stories helps you make sense of complexity, build credibility with evidence, and move from ideas to action with more confidence.

Want to be part of the conversation? Join our community for free and connect with others shaping the future of work.

Learn more about RedThread Research here: https://redthreadresearch.com/home ]]>falseepisodicPreparing Students for the AI-Driven Workplace: Michael Noblehttps://www.spreaker.com/episode/preparing-students-for-the-ai-driven-workplace-michael-noble--72851353
You will want to hear this episode if you are interested in...

  • [00:00] Upskilling entry-level talent with AI
  • [03:59] Integrating liberal arts with tech skills
  • [09:34] Discussing higher education trends
  • [15:36] Creating personalized skill-based curriculums
  • [26:13] Leveraging WGU's alumni network
  • [29:14] Challenges in employee development
  • [31:43] Impact of AI on job training
  • [35:17] Integrating philosophy into the curriculum
  • [48:40] Specialization vs. flexibility
  • [55:28] Finding fulfillment through creative work


From Degree to Competency

Higher education is experiencing a moment of reckoning around its relevance for today's job market. Traditional models have long focused on grades and credit hours, but WGU centers its model on competency-based education. Students demonstrate mastery of validated competencies—skills verified through rigorous assessment, rather than simply accumulating classroom hours or participation credits. This approach better aligns with employer demands, emphasizing what learners can actually do rather than what they have passively experienced.

WGU’s adaptability has enabled it to cater to working adults seeking career advancement, and to students entering directly from high school, who now make up over 40% of its enrollment. By focusing on practical skills and direct assessment, WGU is closing the gap between academic learning and the immediate needs of employers, allowing for more individualized and efficient upskilling.

The Power and Challenge of University-Corporate Partnerships

With AI and automation taking over many entry-level tasks, companies and universities face a new imperative: how do we prepare new hires for roles that require immediate impact and advanced judgment, skipping the traditional ramp-up provided by routine tasks? We discuss WGU’s partnerships with companies like CVS Health, where tailored programs help pharmacy techs advance within the organization and are supported by real-time competency and skills data.

Internships, micro-internships, and simulated externships emerged as critical solutions for giving students hands-on, relevant experience. Aligning incentives between corporations seeking skilled workers and universities eager to prove their graduates’ real-world readiness could radically reshape how both sectors approach workforce entry.

AI as a Catalyst for Change in Learning and Development

AI isn’t just changing what skills are needed, but how learning itself happens. WGU is embracing AI-native tools—virtual assistants for students, personalized learning feedback, and AI-assisted evaluation—to both scale quality learning and support the work of instructors and curriculum developers.

This technological shift is also transforming the structure of learning and development teams. Specialists are becoming “augmented generalists,” using AI tools to speed up design, delivery, and personalization, but the need for deep expertise and sound judgment remains crucial. Just because something looks polished doesn’t mean it’s fully accurate or effective.
Recognizing that many students lack the networking advantages of elite institutions, WGU is using its growing alumni network, piloting programs that help students connect with industry veterans, and offering achievement “wallets” to showcase their skills and experiences—key ingredients in leveling the playing field for career advancement.

 Resources & People Mentioned


Connect with Michael Noble


Connect With RedThread Research

]]>https://api.spreaker.com/episode/72851353Wed, 08 Jul 2026 05:00:04 +0000Stacia Garr & Dani JohnsonArtificial intelligence is transforming not just our workplaces, but the very nature of education and professional development. Our guest this week, Michael Noble, Vice President of Academic Program Development at Western Governors University (WGU),...
You will want to hear this episode if you are interested in...

  • [00:00] Upskilling entry-level talent with AI
  • [03:59] Integrating liberal arts with tech skills
  • [09:34] Discussing higher education trends
  • [15:36] Creating personalized skill-based curriculums
  • [26:13] Leveraging WGU's alumni network
  • [29:14] Challenges in employee development
  • [31:43] Impact of AI on job training
  • [35:17] Integrating philosophy into the curriculum
  • [48:40] Specialization vs. flexibility
  • [55:28] Finding fulfillment through creative work


From Degree to Competency

Higher education is experiencing a moment of reckoning around its relevance for today's job market. Traditional models have long focused on grades and credit hours, but WGU centers its model on competency-based education. Students demonstrate mastery of validated competencies—skills verified through rigorous assessment, rather than simply accumulating classroom hours or participation credits. This approach better aligns with employer demands, emphasizing what learners can actually do rather than what they have passively experienced.

WGU’s adaptability has enabled it to cater to working adults seeking career advancement, and to students entering directly from high school, who now make up over 40% of its enrollment. By focusing on practical skills and direct assessment, WGU is closing the gap between academic learning and the immediate needs of employers, allowing for more individualized and efficient upskilling.

The Power and Challenge of University-Corporate Partnerships

With AI and automation taking over many entry-level tasks, companies and universities face a new imperative: how do we prepare new hires for roles that require immediate impact and advanced judgment, skipping the traditional ramp-up provided by routine tasks? We discuss WGU’s partnerships with companies like CVS Health, where tailored programs help pharmacy techs advance within the organization and are supported by real-time competency and skills data.

Internships, micro-internships, and simulated externships emerged as critical solutions for giving students hands-on, relevant experience. Aligning incentives between corporations seeking skilled workers and universities eager to prove their graduates’ real-world readiness could radically reshape how both sectors approach workforce entry.

AI as a Catalyst for Change in Learning and Development

AI isn’t just changing what skills are needed, but how learning itself happens. WGU is embracing AI-native tools—virtual assistants for students, personalized learning feedback, and AI-assisted evaluation—to both scale quality learning and support the work of instructors and curriculum developers.

This technological shift is also transforming the structure of learning and development teams. Specialists are becoming “augmented generalists,” using AI tools to speed up design, delivery, and personalization, but the need for deep expertise and sound judgment remains crucial. Just because something looks polished doesn’t mean it’s fully accurate or effective.
Recognizing that many students lack the networking advantages of elite institutions, WGU is using its growing...]]>3479ai,michaelnoble,preparingyoungpeopleforwork,upskillingstudents,westerngovernorsuniversity,wgo,workplacestories,wsfalse131fullThree Paths for L&D in the Age of AI: Don Taylor & Egle Vinauskaitehttps://www.spreaker.com/episode/three-paths-for-l-d-in-the-age-of-ai-don-taylor-egle-vinauskaite--72534324
You will want to hear this episode if you are interested in...

  • [05:56] Early years of AI in L&D
  • [08:16] Adapting to AI in Industry
  • [18:44] Technological turmoil and AI evolution
  • [20:29] Challenges in transforming organizations
  • [25:40] Decision-making and organizational hierarchy
  • [28:59] Importance of fieldwork and presence
  • [37:42] Understanding Drag in L and D
  • [46:49] Role of a Leader in Change
  • [53:40] Activating independent organizational growth


The Vanishing ‘On-Ramp’ and the Challenge of Catching Up

The rapid evolution of AI in the workplace has created a new sense of urgency for L&D teams. In 2023, everyone was at the same starting line, experimenting with generative AI tools for the first time. Now, the landscape has shifted dramatically, with advanced conversations moving toward AI agents and full-scale workforce transformation. Those who didn’t jump on the AI bandwagon early are finding it increasingly difficult to catch up, with the “on-ramp” to entry effectively gone for newcomers. This sense of inaccessibility is causing some people to self-select out of L&D entirely, feeling left behind by the accelerating pace of change.

The Disappearing Content Moat

For years, L&D has built its identity around its expertise in content creation—the so-called “moat” that protects its value. But the rise of AI has reduced the barriers to creating effective learning content. Anyone can now create quality resources with minimal expertise, eroding the unique advantage L&D once held. Content can no longer be the cornerstone of L&D’s strategy. Instead, L&D needs to determine its new value proposition in a world where content is ubiquitous.

The Transformation Triangle

The Transformation Triangle proposes three potential futures for L&D organizations.

Skills Authority: Organizations that pursue this path become the go-to stewards for everything related to skills in the business—tracking what skills exist, what’s needed, and how to develop them. They treat skills as a critical business asset and ensure the organization stays competitive by closing gaps efficiently.

Enablement Partner: Acting as connectors rather than creators, these organizations focus on surfacing, amplifying, and distributing the expertise already embedded within the workforce. Their role is to ensure knowledge flows efficiently where it’s needed to elevate performance organization-wide.

Adaptation Engine: The most transformative model, these teams see themselves as stewards of organizational adaptability. They diagnose and address performance issues as complex systems problems—sometimes solving them through learning, but often intervening through process or tool changes to maximize business impact.

None of these are final destinations—organizations may move between them, combine elements, or adapt over time.

Overcoming Structural, Cultural, and Capability Drag

Achieving escape velocity from the gravitational pull of content-focused L&D isn’t easy. In the conversation, we identify three types of “drag” that hold teams back:

  • Structural drag: Where L&D sits in the org chart and its direct authority.
  • Cultural drag: Long-standing perceptions of L&D’s role as content creators.
  • Capability drag: Skills and mindsets required to operate in new, more impactful ways.

Successfully overcoming these drags and embedding new models into systems and infrastructure. ensures changes stick even as leaders come and go.

 Resources & People Mentioned


Connect with Don Taylor & Egle Vinauskaite


Connect With RedThread Research


Subscribe to WORKPLACE STORIES]]>https://api.spreaker.com/episode/72534324Wed, 24 Jun 2026 05:00:05 +0000Stacia Garr & Dani JohnsonLearning and Development (L&D) is at a crossroads. As artificial intelligence (AI) accelerates changes in the workplace, L&D’s traditional stronghold—the creation and curation of content—is rapidly losing its strategic value. In this episode,...
You will want to hear this episode if you are interested in...

  • [05:56] Early years of AI in L&D
  • [08:16] Adapting to AI in Industry
  • [18:44] Technological turmoil and AI evolution
  • [20:29] Challenges in transforming organizations
  • [25:40] Decision-making and organizational hierarchy
  • [28:59] Importance of fieldwork and presence
  • [37:42] Understanding Drag in L and D
  • [46:49] Role of a Leader in Change
  • [53:40] Activating independent organizational growth


The Vanishing ‘On-Ramp’ and the Challenge of Catching Up

The rapid evolution of AI in the workplace has created a new sense of urgency for L&D teams. In 2023, everyone was at the same starting line, experimenting with generative AI tools for the first time. Now, the landscape has shifted dramatically, with advanced conversations moving toward AI agents and full-scale workforce transformation. Those who didn’t jump on the AI bandwagon early are finding it increasingly difficult to catch up, with the “on-ramp” to entry effectively gone for newcomers. This sense of inaccessibility is causing some people to self-select out of L&D entirely, feeling left behind by the accelerating pace of change.

The Disappearing Content Moat

For years, L&D has built its identity around its expertise in content creation—the so-called “moat” that protects its value. But the rise of AI has reduced the barriers to creating effective learning content. Anyone can now create quality resources with minimal expertise, eroding the unique advantage L&D once held. Content can no longer be the cornerstone of L&D’s strategy. Instead, L&D needs to determine its new value proposition in a world where content is ubiquitous.

The Transformation Triangle

The Transformation Triangle proposes three potential futures for L&D organizations.

Skills Authority: Organizations that pursue this path become the go-to stewards for everything related to skills in the business—tracking what skills exist, what’s needed, and how to develop them. They treat skills as a critical business asset and ensure the organization stays competitive by closing gaps efficiently.

Enablement Partner: Acting as connectors rather than creators, these organizations focus on surfacing, amplifying, and distributing the expertise already embedded within the workforce. Their role is to ensure knowledge flows efficiently where it’s needed to elevate performance organization-wide.

Adaptation Engine: The most transformative model, these teams see themselves as stewards of organizational adaptability. They diagnose and address performance issues as complex systems problems—sometimes solving them through learning, but often intervening through process or tool changes to maximize business impact.

None of these are final destinations—organizations may move between them, combine elements, or adapt over time.

Overcoming Structural, Cultural, and Capability Drag

Achieving escape velocity from the gravitational pull of content-focused L&D isn’t easy. In the conversation, we identify three types of “drag” that hold teams back:
3536dontaylor,eglevinauskaite,learningtechnologies,redthreadresearch,workplacestories,wsfalse130fullInside Hearst Networks’ Culture and Profit Revolution: Lucy King & Dean Possenniskiehttps://www.spreaker.com/episode/inside-hearst-networks-culture-and-profit-revolution-lucy-king-dean-possenniskie--72417822
Hearst, an organization with a legacy and heritage, and a willingness to continually reinvent itself, has adopted the “phoenix” metaphor to frame its transformation. They’ve made hard choices, like closing brands, exiting joint ventures, and even shutting offices, before expanding into new partnerships with giants like Sky, Amazon, Apple, and YouTube.
 
You will want to hear this episode if you are interested in...
  • [07:59] Working in HR during transformations
  • [12:36] Transitioning to full Hearst ownership
  • [18:29] Crafting a purpose statement
  • [21:12] Why it pays to implement a coaching mindset
  • [25:30] Investing in learning and development
  • [32:11] Defining company values and culture
  • [37:08] Improving profitability and growth focus
  • [39:16] Valuing autonomy and trust at Hearst
  • [44:15] Encouraging innovation company-wide
  • [47:14] Balancing governance with creative autonomy


Culture at the Core

Culture is often seen as a soft layer, a set of values on a wall, or the flavor of the latest offsite. Dean Possenniskie and Lucy King see it differently: culture had to be the engine of transformation, integral to performance and strategy. One of Dean’s earliest moves was to reposition the people and culture function away from finance, placing it directly alongside the CEO—a signal of culture’s importance as a business driver.

The results speak for themselves. While revenues declined 20%, margins grew by more than 40%, and internal workplace surveys saw “great place to work” scores leap from 53% to over 80%. This wasn’t about being “nice,” but about creating a place where people could do their best work, take risks, and feel empowered.

Building Change Muscle

A core tenet of Hearst’s approach to transformation was empowerment at every level. Lucy describes removing archaic performance systems and replacing them with coaching-centered one-to-ones, helping managers foster a sense of ownership, capability, and resilience in their teams. The organization invested in professional coaching for anyone, at any level, who requested it, a significant commitment, but one tailored for maximum impact rather than blanket sameness.

This was complemented with mentoring, leveraging technology to link senior leaders with mentees across the company. This “bottom-up” ethos even shaped their AI and technology adoption: rather than mandating tools from the top, creative, programming, and scheduling teams were given room to experiment and bring forward the solutions that actually worked for them.

The Power of Purpose and the “Deal”

Change is unsettling, and ambiguity can erode trust. To anchor their people, the leadership spent months articulating a purpose statement—a north star for decision-making and daily work. More boldly, they introduced “our deal,” a written two-way document explaining not just what the company expected from employees, but what employees could expect in return: support, development, and clear direction.

Dean describes this as adult-to-adult relationship building. It’s about empowering personal leadership and ownership, backed by transparent communication—even when delivering hard messages or acknowledging failures. As they say, “we learn fast, not fail fast.”

 Resources & People Mentioned

Connect with Lucy King and Dean Possenniskie
      Connect With Red Thread Research

Subscribe to WORKPLACE STORIES]]>https://api.spreaker.com/episode/72417822Wed, 10 Jun 2026 05:00:03 +0000Stacia Garr & Dani JohnsonOrganizational change is now a constant rather than a phase. Few stories illustrate this better than Hearst Networks’ journey, as shared by Dean Possenniskie, CEO, and Lucy King, Chief People Officer, on this episode of Workplace Stories. Moving from...
Hearst, an organization with a legacy and heritage, and a willingness to continually reinvent itself, has adopted the “phoenix” metaphor to frame its transformation. They’ve made hard choices, like closing brands, exiting joint ventures, and even shutting offices, before expanding into new partnerships with giants like Sky, Amazon, Apple, and YouTube.
 
You will want to hear this episode if you are interested in...
  • [07:59] Working in HR during transformations
  • [12:36] Transitioning to full Hearst ownership
  • [18:29] Crafting a purpose statement
  • [21:12] Why it pays to implement a coaching mindset
  • [25:30] Investing in learning and development
  • [32:11] Defining company values and culture
  • [37:08] Improving profitability and growth focus
  • [39:16] Valuing autonomy and trust at Hearst
  • [44:15] Encouraging innovation company-wide
  • [47:14] Balancing governance with creative autonomy


Culture at the Core

Culture is often seen as a soft layer, a set of values on a wall, or the flavor of the latest offsite. Dean Possenniskie and Lucy King see it differently: culture had to be the engine of transformation, integral to performance and strategy. One of Dean’s earliest moves was to reposition the people and culture function away from finance, placing it directly alongside the CEO—a signal of culture’s importance as a business driver.

The results speak for themselves. While revenues declined 20%, margins grew by more than 40%, and internal workplace surveys saw “great place to work” scores leap from 53% to over 80%. This wasn’t about being “nice,” but about creating a place where people could do their best work, take risks, and feel empowered.

Building Change Muscle

A core tenet of Hearst’s approach to transformation was empowerment at every level. Lucy describes removing archaic performance systems and replacing them with coaching-centered one-to-ones, helping managers foster a sense of ownership, capability, and resilience in their teams. The organization invested in professional coaching for anyone, at any level, who requested it, a significant commitment, but one tailored for maximum impact rather than blanket sameness.

This was complemented with mentoring, leveraging technology to link senior leaders with mentees across the company. This “bottom-up” ethos even shaped their AI and technology adoption: rather than mandating tools from the top, creative, programming, and scheduling teams were given room to experiment and bring forward the solutions that actually worked for them.

The Power of Purpose and the “Deal”

Change is unsettling, and ambiguity can erode trust. To anchor their people, the leadership spent months articulating a purpose statement—a north star for decision-making and daily work. More boldly, they introduced “our deal,” a written two-way document explaining not just what the company expected from employees, but what employees could expect in return: support, development, and clear direction.

Dean describes this as adult-to-adult relationship building. It’s about empowering personal leadership and ownership, backed by transparent communication—even when delivering hard messages or acknowledging failures. As they say, “we learn fast, not fail fast.”

 Resources & People Mentioned3141culture,deanpossenniskie,hearst,lucyking,redthreadresearch,workplacestories,wsfalse129fullHow McKinsey Is Rewiring L&D for the AI Age: Heather Stefanskihttps://www.spreaker.com/episode/how-mckinsey-is-rewiring-l-d-for-the-ai-age-heather-stefanski--72055135This week on the podcast, we welcome Heather Stefanski, Chief Learning and Development Officer at McKinsey & Company. We explore how organizations like McKinsey are reimagining employee development for the age of AI, shifting learning into the flow of work, focusing on systems and purposeful apprenticeships, and embedding L&D directly into workflow design. You'll also hear all about the evolving skill sets for L&D teams and the importance of updating how we measure development. 
You will want to hear this episode if you are interested in...
  • 00:00 Integrating development into AI assistants
  • 04:49 Heather's role at McKinsey
  • 08:32 Developing skills in the workplace
  • 16:08 Designing developmental workflows with AI
  • 24:56 Understanding skill proficiency levels
  • 26:25 Building agentic development solutions
  • 30:53 Assessing AI proficiency levels
  • 33:18 Future skills focus at McKinsey
  • 42:55 AI in performance evaluations
  • 53:13 Using AI for feedback and review


Rethinking Language: Why Development Surpasses Training
One of the first shifts Heather Stefanski identifies is a deliberate move away from talking about “training” or even just “learning.” Instead, McKinsey centers its L&D strategy on development, a more holistic approach that encompasses formal programs, feedback mechanisms, leadership modeling, and real-time experiences in the flow of work.
For McKinsey, development is inseparable from business outcomes, and employee development is critical to the firm’s value proposition. This means McKinsey designs work intentionally to be developmental, combining upskilling, leadership building, and project experiences into a seamless ecosystem.
Purposeful Apprenticeship
Heather discusses embedding rituals, such as performance check-ins and feedback sessions, directly into core workflows to build a system grounded in purposeful practices. By standardizing these rituals, McKinsey can even quantify the impact of great teachers on advancement, and L&D becomes part of organizational culture rather than a siloed function.The New Learning Tech Stack
One of the most exciting transformations is McKinsey’s ongoing work to blend learning seamlessly into technology-enabled workflows. Rather than relying solely on traditional LMS platforms, McKinsey is embedding learning designers into business teams that are building agentic workflows—AI-powered systems that guide, prompt, and provide real-time feedback as employees work.
AI agents are being designed to do more than just increase productivity. Heather emphasizes that agents should also foster professional development by challenging users, prompting reflective questions, and offering immediate coaching. This shift pushes L&D professionals to evolve their skills, requiring fluency not just in instructional design but in data analysis and collaborative workflow engineering.
What Skills Do Employees Still Need?
As AI tools automate routine tasks, think aligning PowerPoint columns or data cleanup, McKinsey is strategically deciding what to stop teaching, redirecting focus to what keeps the firm distinctive: problem solving, judgment, metacognition, systems thinking, and authentic leadership. Purposeful abandonment of now-obsolete skills is as vital as doubling down on those that matter, ensuring development keeps pace with the shifting demands of knowledge work.
 Resources & People Mentioned

Connect with Heather Stefanski

Connect With RedThread Research

Subscribe to WORKPLACE STORIES]]>https://api.spreaker.com/episode/72055135Wed, 27 May 2026 12:00:03 +0000Stacia Garr & Dani JohnsonThis week on the podcast, we welcome Heather Stefanski, Chief Learning and Development Officer at McKinsey & Company. We explore how organizations like McKinsey are reimagining employee development for the age of AI, shifting learning into the...This week on the podcast, we welcome Heather Stefanski, Chief Learning and Development Officer at McKinsey & Company. We explore how organizations like McKinsey are reimagining employee development for the age of AI, shifting learning into the flow of work, focusing on systems and purposeful apprenticeships, and embedding L&D directly into workflow design. You'll also hear all about the evolving skill sets for L&D teams and the importance of updating how we measure development. 
You will want to hear this episode if you are interested in...
  • 00:00 Integrating development into AI assistants
  • 04:49 Heather's role at McKinsey
  • 08:32 Developing skills in the workplace
  • 16:08 Designing developmental workflows with AI
  • 24:56 Understanding skill proficiency levels
  • 26:25 Building agentic development solutions
  • 30:53 Assessing AI proficiency levels
  • 33:18 Future skills focus at McKinsey
  • 42:55 AI in performance evaluations
  • 53:13 Using AI for feedback and review


Rethinking Language: Why Development Surpasses Training
One of the first shifts Heather Stefanski identifies is a deliberate move away from talking about “training” or even just “learning.” Instead, McKinsey centers its L&D strategy on development, a more holistic approach that encompasses formal programs, feedback mechanisms, leadership modeling, and real-time experiences in the flow of work.
For McKinsey, development is inseparable from business outcomes, and employee development is critical to the firm’s value proposition. This means McKinsey designs work intentionally to be developmental, combining upskilling, leadership building, and project experiences into a seamless ecosystem.
Purposeful Apprenticeship
Heather discusses embedding rituals, such as performance check-ins and feedback sessions, directly into core workflows to build a system grounded in purposeful practices. By standardizing these rituals, McKinsey can even quantify the impact of great teachers on advancement, and L&D becomes part of organizational culture rather than a siloed function.The New Learning Tech Stack
One of the most exciting transformations is McKinsey’s ongoing work to blend learning seamlessly into technology-enabled workflows. Rather than relying solely on traditional LMS platforms, McKinsey is embedding learning designers into business teams that are building agentic workflows—AI-powered systems that guide, prompt, and provide real-time feedback as employees work.
AI agents are being designed to do more than just increase productivity. Heather emphasizes that agents should also foster professional development by challenging users, prompting reflective questions, and offering immediate coaching. This shift pushes L&D professionals to evolve their skills, requiring fluency not just in instructional design but in data analysis and collaborative workflow engineering.
What Skills Do Employees Still Need?
As AI tools automate routine tasks, think aligning PowerPoint columns or data cleanup, McKinsey is strategically deciding what to stop teaching, redirecting focus to what keeps the firm distinctive: problem solving, judgment, metacognition, systems thinking, and authentic leadership. Purposeful abandonment of now-obsolete skills is as vital as doubling down on those that matter, ensuring development keeps pace with the shifting demands of knowledge work.
 Resources & People Mentioned
  • Lisa Christensen on LinkedIn 
  • mckinsey.com
  • Cursor
  • 128fullChallenges and Solutions for Supporting Frontline Teams: JD Dillonhttps://www.spreaker.com/episode/challenges-and-solutions-for-supporting-frontline-teams-jd-dillon--71837876We discuss why frontline managers are structurally trapped, JD breaks down a hierarchy of frontline worker needs, and shares more about the essential role of connection—over traditional training—and why genuinely understanding, not "othering," frontline experiences is key to meaningful change. 


    You will want to hear this episode if you are interested in...
    • [00:00] How organizations support their managers
    • [12:08] Understanding the frontline workforce
    • [28:42] Improving employee retention strategies
    • [36:39] Measuring impact on frontline work
    • [40:33] Inviting in frontline employee feedback
    • [48:40] Challenges faced by frontline managers
    • [52:10] Supporting new managers effectively
    • [57:07] AI tools for frontline employees


    Understanding the Structural Trap for Frontline Managers

    Managers are often tasked with driving outcomes, hitting KPIs, retaining staff, and resolving customer complaints, but can be denied the resources or authority necessary to actually effect change. Everything in organizations is pushed through managers, but the visibility and empowerment of frontline managers is substantially less than that of their corporate peers, making both their influence and recognition of their struggles far more limited. This leads to a burned-out, under-supported middle layer that directly impacts both employee engagement and business performance.

    Connection Over Content

    Traditional strategies for improving frontline performance tend to default to more training or pressuring managers to be the catch-all for corporate initiatives. But this approach is not just incomplete—it may even be counterproductive. Instead of overloading managers with binders and leadership development modules, organizations should focus on fostering connection—especially enabling peer connections among frontline managers at different locations. Meaningful conversations, mentoring, and crowdsourced problem-solving trump content-driven learning. Managers, after all, best learn from each other’s lived realities, not generic directives.

    The Hierarchy of Frontline Needs

    At the core of Dillon’s framework is a hierarchy of needs for frontline workers:
    • Livelihood – The basic requirement: fair pay and benefits, recognizing that for many, work is first and foremost about economic necessity.
    • Stability – Reliable schedules, clear policies, and the ability to plan life around work.
    • Community – A sense of belonging and connection with coworkers; the knowledge that one’s immediate work environment isn’t built around corporate KPIs, but relationships.
    • Culture and Purpose – The “top” of the pyramid: tying individual roles to broader organizational purpose and values.

    Organizations often leap to culture-focused initiatives while neglecting the foundational layers. Without addressing pay, scheduling, and daily support first, those higher-order efforts rarely stick.

    Tensions, Trade-offs, and Small-Scale Change

    Frontline management must constantly navigate tensions such as being tasked with outcomes but denied the necessary authority, being pushed to develop staff but overwhelmed by daily operational issues, and being measured by metrics that don’t always reflect lived realities. JD believes that these tensions don’t have simple solutions; they have to be navigated, not "fixed".

    Large-scale, top-down changes are rare. Instead, incremental improvements, like investing in small process shifts, removing single pain points for managers, or fostering peer communities, can create real traction every shift. “Every shift counts, small shifts matter,” according to JD.

     Resources & People Mentioned

    Connect with Guest Name
    Connect With Red Thread Research

    Subscribe to WORKPLACE STORIES    ]]>https://api.spreaker.com/episode/71837876Wed, 13 May 2026 10:00:02 +0000Stacia Garr & Dani JohnsonFrontline workers form the massive, beating heart of the global workforce, constituting up to 80% of all employees. But their enablement, experience, and upward mobility often remain quietly neglected. We sit down with J.D. Dillon, author of the...We discuss why frontline managers are structurally trapped, JD breaks down a hierarchy of frontline worker needs, and shares more about the essential role of connection—over traditional training—and why genuinely understanding, not "othering," frontline experiences is key to meaningful change. 


    You will want to hear this episode if you are interested in...
    • [00:00] How organizations support their managers
    • [12:08] Understanding the frontline workforce
    • [28:42] Improving employee retention strategies
    • [36:39] Measuring impact on frontline work
    • [40:33] Inviting in frontline employee feedback
    • [48:40] Challenges faced by frontline managers
    • [52:10] Supporting new managers effectively
    • [57:07] AI tools for frontline employees


    Understanding the Structural Trap for Frontline Managers

    Managers are often tasked with driving outcomes, hitting KPIs, retaining staff, and resolving customer complaints, but can be denied the resources or authority necessary to actually effect change. Everything in organizations is pushed through managers, but the visibility and empowerment of frontline managers is substantially less than that of their corporate peers, making both their influence and recognition of their struggles far more limited. This leads to a burned-out, under-supported middle layer that directly impacts both employee engagement and business performance.

    Connection Over Content

    Traditional strategies for improving frontline performance tend to default to more training or pressuring managers to be the catch-all for corporate initiatives. But this approach is not just incomplete—it may even be counterproductive. Instead of overloading managers with binders and leadership development modules, organizations should focus on fostering connection—especially enabling peer connections among frontline managers at different locations. Meaningful conversations, mentoring, and crowdsourced problem-solving trump content-driven learning. Managers, after all, best learn from each other’s lived realities, not generic directives.

    The Hierarchy of Frontline Needs

    At the core of Dillon’s framework is a hierarchy of needs for frontline workers:
    • Livelihood – The basic requirement: fair pay and benefits, recognizing that for many, work is first and foremost about economic necessity.
    • Stability – Reliable schedules, clear policies, and the ability to plan life around work.
    • Community – A sense of belonging and connection with coworkers; the knowledge that one’s immediate work environment isn’t built around corporate KPIs, but relationships.
    • Culture and Purpose – The “top” of the pyramid: tying individual roles to broader organizational purpose and values.

    Organizations often leap to culture-focused initiatives while neglecting the foundational layers. Without addressing pay, scheduling, and daily support first, those higher-order efforts rarely stick.

    Tensions, Trade-offs, and Small-Scale Change

    Frontline management must constantly navigate tensions such as being tasked with outcomes but denied the necessary authority, being pushed to develop staff but overwhelmed by daily operational issues, and being measured by metrics that don’t always reflect lived realities. JD believes...]]>    3846frontlineenablementplaybook,frontlineworkers,jddillon,redthreadresearch,workplacestories,wsfalse127fullTransforming Performance Management in the Public Sector: John Barrandhttps://www.spreaker.com/episode/transforming-performance-management-in-the-public-sector-john-barrand--71652875
     You will want to hear this episode if you are interested in...
    • [01:16] Initial state of Utah’s performance management system
    • [06:23] Value of continuous learning and curiosity in government 
    • [10:06] Defining the “why” for performance management in Utah
    • [17:02] Risks and Resistance in Systemic Change
    • [20:06] Quarterly employee check-ins initiative
    • [25:59] Balancing fairness and measurement without alienating staff 
    • [34:28] Creation of a system-wide talent mobility program 
    • [40:01] Development of incentive structures and bonus allocations 
    • [44:22] Sustainability and future of the program


    Performance Management is a Sector-Spanning Challenge

    Performance management has a notorious reputation, often maligned as bureaucratic and misaligned. These challenges aren’t confined to just the private sector. Public organizations often face a wealth of bureaucracy and challenges that can inhibit transformation, compounded by a cultural tendency towards silence and an adequacy mindset.

    When John assumed his role in 2021 for the state of Utah, over 70% of employees had an “unknown” performance rating, and only 16% had received annual reviews. The pervasive culture of silence fostered disengagement and suspicion, and performance management, where it occurred, was simply about maintaining adequacy—a relic from nearly a century and a half of defensive bureaucracy.

    From Compliance to Connection

    The first pivotal move was defining purpose. Clarity on the “why” behind performance management is crucial. For Utah, the why was growth: enabling employees to learn and grow while retaining top talent—shifting away from the punitive roots of performance management. As John says: “Employees don’t want feedback, they want connection. They don’t want evaluation, they want attention”.

    One of the new steps John took was to require quarterly check-in conversations with all employees. The effect was transformational: from just 16% of employees having annual reviews to 89% participating in four quarterly check-ins within the first year. This regular cadence broke the culture of silence, making communication a legal and cultural imperative.

    Overhauling the System: What Changed

    Where most organizations tinker at the edges, Utah’s public sector embraced bold, structural change. They implemented legislation for conversations, which included quarterly check-ins and annual reviews, demonstrating a high-level commitment to improving performance management.

    Only 30% of managers previously had any training, and now, over 87% have been developed in crucial skills such as feedback, resilience, and collaboration. Utah also funds performance management by reallocating cost-of-living adjustments and introducing performance-driven bonuses. Goals now consist of both output-aligned objectives and developmental “how” objectives, pushing employees to reflect on and improve their impact.

    Evidence of a Transformed Culture

    Performance conversations have become increasingly meaningful. The organization saw a 40% increase in first-year exits for cause—not a sign of ruthless weeding out, but of identifying and addressing performance issues sooner, thereby improving overall health without a drop in retention. High-potential (HIPO) employee retention rates rose 16% above the general population, and newly calibrated bonus systems rewarded and motivated top talent. Utah’s success has garnered attention from major institutions—including Harvard and the London School of Economics—looking to distill lessons from its model.

     Resources & People Mentioned

    Connect with John Barrand

    Connect With Red Thread Research

    Subscribe to WORKPLACE STORIES    ]]>    https://api.spreaker.com/episode/71652875Wed, 29 Apr 2026 05:00:05 +0000Stacia Garr & Dani JohnsonIn this episode, we sit down with John Barrand, CHRO for the State of Utah, to discuss an inspiring transformation in public sector performance management. John led a bold effort to overhaul Utah’s performance management system—moving it from a...
     You will want to hear this episode if you are interested in...
    • [01:16] Initial state of Utah’s performance management system
    • [06:23] Value of continuous learning and curiosity in government 
    • [10:06] Defining the “why” for performance management in Utah
    • [17:02] Risks and Resistance in Systemic Change
    • [20:06] Quarterly employee check-ins initiative
    • [25:59] Balancing fairness and measurement without alienating staff 
    • [34:28] Creation of a system-wide talent mobility program 
    • [40:01] Development of incentive structures and bonus allocations 
    • [44:22] Sustainability and future of the program


    Performance Management is a Sector-Spanning Challenge

    Performance management has a notorious reputation, often maligned as bureaucratic and misaligned. These challenges aren’t confined to just the private sector. Public organizations often face a wealth of bureaucracy and challenges that can inhibit transformation, compounded by a cultural tendency towards silence and an adequacy mindset.

    When John assumed his role in 2021 for the state of Utah, over 70% of employees had an “unknown” performance rating, and only 16% had received annual reviews. The pervasive culture of silence fostered disengagement and suspicion, and performance management, where it occurred, was simply about maintaining adequacy—a relic from nearly a century and a half of defensive bureaucracy.

    From Compliance to Connection

    The first pivotal move was defining purpose. Clarity on the “why” behind performance management is crucial. For Utah, the why was growth: enabling employees to learn and grow while retaining top talent—shifting away from the punitive roots of performance management. As John says: “Employees don’t want feedback, they want connection. They don’t want evaluation, they want attention”.

    One of the new steps John took was to require quarterly check-in conversations with all employees. The effect was transformational: from just 16% of employees having annual reviews to 89% participating in four quarterly check-ins within the first year. This regular cadence broke the culture of silence, making communication a legal and cultural imperative.

    Overhauling the System: What Changed

    Where most organizations tinker at the edges, Utah’s public sector embraced bold, structural change. They implemented legislation for conversations, which included quarterly check-ins and annual reviews, demonstrating a high-level commitment to improving performance management.

    Only 30% of managers previously had any training, and now, over 87% have been developed in crucial skills such as feedback, resilience, and collaboration. Utah also funds performance management by reallocating cost-of-living adjustments and introducing performance-driven bonuses. Goals now consist of both output-aligned objectives and developmental “how” objectives, pushing employees to reflect on and improve their impact.

    Evidence of a Transformed Culture

    Performance conversations have become increasingly meaningful. The organization saw a 40% increase in first-year exits for cause—not a sign of ruthless weeding out, but of identifying and addressing performance issues sooner, thereby improving overall...]]>    2989johnbarrand,performancemanagement,publicsector,redthreadresearch,stateofutah,workplacestories,wsfalse126full    Designing Future Narratives in a Changing Workplace: Lisa Kay Solomon and Jeffrey Rogershttps://www.spreaker.com/episode/designing-future-narratives-in-a-changing-workplace-lisa-kay-solomon-and-jeffrey-rogers--71295111
     You will want to hear this episode if you are interested in...

    • [00:00] Rethinking future-focused leadership
    • [03:39] HR's evolving role in shaping the future
    • [07:18] Understanding contested narratives and the potential to challenge them 
    • [21:50] The importance of adopting futures thinking through broad learning across multiple perspectives
    • [25:47] Strategic foresight and future practices
    • [35:13] Rethinking knowledge and learning priorities
    • [39:21] Reflecting on AI adoption barriers
    • [47:08] Helping leaders develop future-oriented skills
    • [51:14] Looking ahead to the future

    The Leadership Muscle We Forget to Use

    One of the most powerful ideas to emerge from the conversation is that of foresight as a "leadership muscle." Most leaders are trained and incentivized to focus on quarterly results and annual plans. The urgent often squeezes out the important, leaving little room for the kind of long-term, strategic thinking that anticipates disruption rather than simply reacts to it.

    Foresight isn't someone else’s job—it's every leader's job. Yet, most organizations have let this muscle atrophy. Through scenario planning and immersive exercises like those facilitated at last year’s Summit, the hosts argue that HR and organizational leaders can rediscover the collective ability to inquire, imagine, and influence the future, rather than endure it.

    Challenging the "Official Future" and the Power of Narrative

    Every organization operates on an "official future," a set of unspoken assumptions about what tomorrow holds. In stable times, these guiding narratives are rarely questioned. But when the world is in flux, from technological disruptions like AI to geopolitical shocks, such narratives become vulnerabilities.

    Leaders, especially in HR, have a responsibility to both recognize and challenge prevailing stories about the future. Wherever there’s a narrative, there’s also the possibility for a counter-narrative, and organizations need to cultivate the skill of holding multiple possible futures in mind, letting diverse perspectives inform strategic choices rather than defaulting to inherited assumptions.

    Building Organizational Foresight: Tools, Skills, and Community

    The value of events like the Red Thread Summit lies in three core takeaways: the experience of stepping back to envision the future, a toolkit of practices that can be applied immediately, and the creation of a community dedicated to learning and experimentation.

    There are three critical skills:

    • Recognizing the narrative: Are you taking assumptions as fact, or seeing them as just one possible story?
    • Crafting your own narratives: Are you able to articulate clear, alternative futures?
    • Communicating vision: Can you equip others to see and believe in those visions?

    Perhaps nowhere is the need for foresight and narrative-shaping more acute than in the realm of AI and automation. Today’s leaders are under immense pressure to adopt and justify new technologies, to navigate uncertainty, and to avoid being blindsided by change.
    A key theme is the emerging digital (and AI) divide: those who are experimenting, learning, and shaping technology are pulling ahead, while those waiting for certainty risk being left behind. Learning, experimentation, and cross-pollination are essential. 

    Creating the Conditions for Resilient Futures

    Rather than chasing after blueprints or one "correct" answer, try to cultivate a design mindset: creating organizational conditions in which new ideas and approaches can flourish. This means expanding our definition of leadership to include not just the preservation of knowledge, but the nurturing of curiosity, experimentation, collaboration, and adaptability. 

     Resources & People Mentioned


    Connect with Lisa Kay Solomon and Jeffrey Rogers

    Connect With Red Thread Research


    Subscribe to WORKPLACE STORIES    ]]>    https://api.spreaker.com/episode/71295111Wed, 15 Apr 2026 05:00:04 +0000Stacia Garr & Dani JohnsonIn this episode, we welcome Lisa Kay Solomon, designer-in-residence at Stanford's d.school and host of the "How We Future" podcast, and Jeffrey Rogers, principal of Learning and Facilitation at Radical and co-founder of Projectory. We discuss why...
     You will want to hear this episode if you are interested in...

    • [00:00] Rethinking future-focused leadership
    • [03:39] HR's evolving role in shaping the future
    • [07:18] Understanding contested narratives and the potential to challenge them 
    • [21:50] The importance of adopting futures thinking through broad learning across multiple perspectives
    • [25:47] Strategic foresight and future practices
    • [35:13] Rethinking knowledge and learning priorities
    • [39:21] Reflecting on AI adoption barriers
    • [47:08] Helping leaders develop future-oriented skills
    • [51:14] Looking ahead to the future

    The Leadership Muscle We Forget to Use

    One of the most powerful ideas to emerge from the conversation is that of foresight as a "leadership muscle." Most leaders are trained and incentivized to focus on quarterly results and annual plans. The urgent often squeezes out the important, leaving little room for the kind of long-term, strategic thinking that anticipates disruption rather than simply reacts to it.

    Foresight isn't someone else’s job—it's every leader's job. Yet, most organizations have let this muscle atrophy. Through scenario planning and immersive exercises like those facilitated at last year’s Summit, the hosts argue that HR and organizational leaders can rediscover the collective ability to inquire, imagine, and influence the future, rather than endure it.

    Challenging the "Official Future" and the Power of Narrative

    Every organization operates on an "official future," a set of unspoken assumptions about what tomorrow holds. In stable times, these guiding narratives are rarely questioned. But when the world is in flux, from technological disruptions like AI to geopolitical shocks, such narratives become vulnerabilities.

    Leaders, especially in HR, have a responsibility to both recognize and challenge prevailing stories about the future. Wherever there’s a narrative, there’s also the possibility for a counter-narrative, and organizations need to cultivate the skill of holding multiple possible futures in mind, letting diverse perspectives inform strategic choices rather than defaulting to inherited assumptions.

    Building Organizational Foresight: Tools, Skills, and Community

    The value of events like the Red Thread Summit lies in three core takeaways: the experience of stepping back to envision the future, a toolkit of practices that can be applied immediately, and the creation of a community dedicated to learning and experimentation.

    There are three critical skills:

    • Recognizing the narrative: Are you taking assumptions as fact, or seeing them as just one possible story?
    • Crafting your own narratives: Are you able to articulate clear, alternative futures?
    • Communicating vision: Can you equip others to see and believe in those visions?

    Perhaps nowhere is the need for foresight and narrative-shaping more acute than in the realm of AI and automation. Today’s leaders are under immense pressure to adopt and justify new technologies, to navigate uncertainty, and to avoid being blindsided by change.    3164future-focused,futurenarratives,jeffreyrogers,leadership,lisakaysolomon,projectory,redthread,stanford,workplacestories,wspodcastfalse125full    How Workplace Culture Shapes Business Success: Ron Stornhttps://www.spreaker.com/episode/how-workplace-culture-shapes-business-success-ron-storn--70995913
    You will want to hear this episode if you are interested in...

    • 00:00 How company culture is formed
    • 09:19 Building strong HR and leadership systems
    • 11:54 Creating a positive culture for business success
    • 18:59 Scaling and preserving company culture
    • 22:53 Defining team behaviors and principles
    • 29:26 Aligning culture with decision-making
    • 32:13 Signs of a broken workplace
    • 36:50 Challenges with management and team culture
    • 41:45 Advantages of remote vs in-person work
    • 44:56 AI's impact on workplace culture


    Defining Culture

    Some companies treat culture as little more than a list of values on the wall, disconnected from the day-to-day decisions and actions that define what it’s really like to work there. Ron believes culture is best understood as a set of shared behaviors, decision rights, and expectations to determine how a company actually executes its strategy when no one is watching. It’s how decisions are made, how people are hired or rewarded, and how work gets done when leadership isn’t in the room.

    In smaller organizations, culture often starts with a clear vision or set of norms, and systems are built around it. As organizations scale, systems and practices increasingly shape (and sometimes reshape) the prevailing culture, the challenge is finding ways to make culture systemic, woven into processes, rewards, and leadership behaviors, so that the company’s values endure as it grows.

    Who Owns Culture? Leadership, HR, and Systems

    While HR is often perceived as the “owner” of culture, Ron believes it should be a shared responsibility, with ultimate ownership being at the very top. CEOs and founders define and embody desired cultural norms, while executive leaders model and cascade those norms through decisions and behaviors. HR’s role is to craft the mechanisms for how people are hired, evaluated, and developed to reinforce the company culture at scale. If only HR champions culture while leadership pays lip service or models different behaviors, culture will break down. Everyone, especially managers, must reinforce and live the culture for it to endure.

    Signs of Cultural Erosion and How to Recover

    When culture unravels, it’s usually a gradual process, increasing decision friction, high performers becoming disengaged, and inconsistent behaviors creeping in across teams. If left unchecked, the result is a loss of trust, bureaucracy, and top talent walking out the door.
    Recovery is possible, but it needs radical transparency and recommitment.

    Ron recommends that organizations in crisis go back to their roots and principles, engaging teams in candid conversations about what must change. Leaders should model vulnerability, drive clarity on decision-making and expectations, and ensure every manager is accountable for rebuilding the cultural fabric.  

    Resources & People Mentioned


    Connect with Ron Storn


    Connect With Red Thread Research


    Subscribe to WORKPLACE STORIES    ]]>    https://api.spreaker.com/episode/70995913Wed, 01 Apr 2026 05:00:04 +0000Stacia Garr & Dani JohnsonThis week, we’re sitting down with Ron Storn, Chief People and Culture Officer at Truckstop, to discuss culture—how it forms, who owns it, and how it scales in growing organizations. We explore the relationships between systems, processes, and...
    You will want to hear this episode if you are interested in...

    • 00:00 How company culture is formed
    • 09:19 Building strong HR and leadership systems
    • 11:54 Creating a positive culture for business success
    • 18:59 Scaling and preserving company culture
    • 22:53 Defining team behaviors and principles
    • 29:26 Aligning culture with decision-making
    • 32:13 Signs of a broken workplace
    • 36:50 Challenges with management and team culture
    • 41:45 Advantages of remote vs in-person work
    • 44:56 AI's impact on workplace culture


    Defining Culture

    Some companies treat culture as little more than a list of values on the wall, disconnected from the day-to-day decisions and actions that define what it’s really like to work there. Ron believes culture is best understood as a set of shared behaviors, decision rights, and expectations to determine how a company actually executes its strategy when no one is watching. It’s how decisions are made, how people are hired or rewarded, and how work gets done when leadership isn’t in the room.

    In smaller organizations, culture often starts with a clear vision or set of norms, and systems are built around it. As organizations scale, systems and practices increasingly shape (and sometimes reshape) the prevailing culture, the challenge is finding ways to make culture systemic, woven into processes, rewards, and leadership behaviors, so that the company’s values endure as it grows.

    Who Owns Culture? Leadership, HR, and Systems

    While HR is often perceived as the “owner” of culture, Ron believes it should be a shared responsibility, with ultimate ownership being at the very top. CEOs and founders define and embody desired cultural norms, while executive leaders model and cascade those norms through decisions and behaviors. HR’s role is to craft the mechanisms for how people are hired, evaluated, and developed to reinforce the company culture at scale. If only HR champions culture while leadership pays lip service or models different behaviors, culture will break down. Everyone, especially managers, must reinforce and live the culture for it to endure.

    Signs of Cultural Erosion and How to Recover

    When culture unravels, it’s usually a gradual process, increasing decision friction, high performers becoming disengaged, and inconsistent behaviors creeping in across teams. If left unchecked, the result is a loss of trust, bureaucracy, and top talent walking out the door.
    Recovery is possible, but it needs radical transparency and recommitment.

    Ron recommends that organizations in crisis go back to their roots and principles, engaging teams in candid conversations about what must change. Leaders should model vulnerability, drive clarity on decision-making and expectations, and ensure every manager is accountable for rebuilding the cultural fabric.  

    Resources & People Mentioned


    Connect with Ron Storn


    Connect With Red Thread...]]>    3372cultural,hr,readthreadresearch,teamculture,values,workplaceculture,workplacestories,wpsfalse124full    A Culture of Development at the Federal Reserve Bank of New York: Jenna Filipkowskihttps://www.spreaker.com/episode/a-culture-of-development-at-the-federal-reserve-bank-of-new-york-jenna-filipkowski--70656415
    We discuss the importance of team development over individual learning, the shift from self-directed "Netflix of learning" approaches to more guided, in-person experiences, and the crucial role of branding and communication in building credibility for L&D organizations.  

    You will want to hear this episode if you are interested in...

    • 00:00 Team-based learning evolution
    • 05:06 Improving the workforce experience
    • 07:59 Embracing opportunity in HR leadership
    • 15:46 Team coaching as facilitation
    • 19:56 Aligning learning with business goals
    • 25:40 In-person vs. virtual leadership training
    • 33:12 Improving organizational learning through data
    • 37:46 Cohesive branding and storytelling
    • 40:20 Leadership accountability and development
    From Individual Focus to Team Development

    Historically, L&D programs have targeted individual upskilling and career navigation. At the Federal Reserve Bank of New York, Jenna Filipkowski is pioneering an approach grounded in 6 Team Conditions, a research-backed model that moves beyond one-off workshops.
    Her Energize program uses diagnostics, assessments like Hogan and Insights Discovery, and customized workshops to identify and strengthen the underlying conditions for team success. Rather than a one-size-fits-all or quick-fix model, teams undergo a tailored process, allowing for deeper systemic improvement. It’s about giving teams the tools and support to accelerate their performance because they’re set up for success, not just treating every challenge as an off-the-shelf problem.

    The Death of Netflix of Learning

    For years, L&D has been swept up by the promise of Netflix learning, providing endless on-demand content and empowering employees to self-direct their learning journeys. But this laissez-faire model has started to unravel, because organizations and individuals are craving more structure and intentionality. 

    At the New York Fed, the move to in-person, cohort-based programs is intentional. In-person learning provides social connection, time to focus, and shared experience, resulting in deeper reflection and lasting impact. While technical upskilling may still leverage digital and asynchronous methods. Blending modalities based on program intent, not defaulting to digital just because it’s easier.

    Branding L&D

    Standing out in a large, multifaceted organization is a challenge for any L&D team, and Jenna’s approach is to treat L&D as a brand. Programs at the Fed share unified branding with cohesive names and visual identity, making offerings memorable and fostering a sense of exclusivity and aspiration.

    Branding goes hand-in-hand with effective communication. Frequent roadshows, town halls, engaging graduation ceremonies, and leadership conferences help communicate value not only to employees but also to senior leadership. 

    Measurement and Accountability

    At the Fed, Jenna and her team use a mix of reach, participant demand, stakeholder feedback, and practical business cases solved to demonstrate L&D’s value. They push to correlate L&D participation with metrics like engagement and retention—demonstrating impact beyond traditional learning outcomes. The vision for the future includes more robust, passive data collection and real-time intelligence—but for now, using multiple data sources creatively is key.

    As workplaces shift once again, the future of L&D will center on three things: helping people grow in their roles, building strong leaders, and fostering connection through learning alongside others. The journey away from content chaos and toward strategic, human-centered, and measurement-driven L&D is just beginning. 

    Resources & People Mentioned


    Connect with Jenna Filipkowski


    Connect With Red Thread Research


    Subscribe to WORKPLACE STORIES    ]]>    https://api.spreaker.com/episode/70656415Wed, 18 Mar 2026 07:00:03 +0000Stacia Garr & Dani JohnsonOn this episode, we’re with Jenna Filipkowski, the Head of Learning and Development at the Federal Reserve Bank of New York. With a background in organizational psychology and research, Jenna brings a fresh, outsider perspective to the world of...
    We discuss the importance of team development over individual learning, the shift from self-directed "Netflix of learning" approaches to more guided, in-person experiences, and the crucial role of branding and communication in building credibility for L&D organizations.  

    You will want to hear this episode if you are interested in...

    • 00:00 Team-based learning evolution
    • 05:06 Improving the workforce experience
    • 07:59 Embracing opportunity in HR leadership
    • 15:46 Team coaching as facilitation
    • 19:56 Aligning learning with business goals
    • 25:40 In-person vs. virtual leadership training
    • 33:12 Improving organizational learning through data
    • 37:46 Cohesive branding and storytelling
    • 40:20 Leadership accountability and development
    From Individual Focus to Team Development

    Historically, L&D programs have targeted individual upskilling and career navigation. At the Federal Reserve Bank of New York, Jenna Filipkowski is pioneering an approach grounded in 6 Team Conditions, a research-backed model that moves beyond one-off workshops.
    Her Energize program uses diagnostics, assessments like Hogan and Insights Discovery, and customized workshops to identify and strengthen the underlying conditions for team success. Rather than a one-size-fits-all or quick-fix model, teams undergo a tailored process, allowing for deeper systemic improvement. It’s about giving teams the tools and support to accelerate their performance because they’re set up for success, not just treating every challenge as an off-the-shelf problem.

    The Death of Netflix of Learning

    For years, L&D has been swept up by the promise of Netflix learning, providing endless on-demand content and empowering employees to self-direct their learning journeys. But this laissez-faire model has started to unravel, because organizations and individuals are craving more structure and intentionality. 

    At the New York Fed, the move to in-person, cohort-based programs is intentional. In-person learning provides social connection, time to focus, and shared experience, resulting in deeper reflection and lasting impact. While technical upskilling may still leverage digital and asynchronous methods. Blending modalities based on program intent, not defaulting to digital just because it’s easier.

    Branding L&D

    Standing out in a large, multifaceted organization is a challenge for any L&D team, and Jenna’s approach is to treat L&D as a brand. Programs at the Fed share unified branding with cohesive names and visual identity, making offerings memorable and fostering a sense of exclusivity and aspiration.

    Branding goes hand-in-hand with effective communication. Frequent roadshows, town halls, engaging graduation ceremonies, and leadership conferences help communicate value not only to employees but also to senior leadership. 

    Measurement and Accountability

    At the Fed, Jenna and her team use a mix of reach, participant demand, stakeholder feedback, and practical business cases solved to demonstrate L&D’s value. They push to correlate L&D participation with metrics like engagement and retention—demonstrating impact beyond traditional learning outcomes. The vision for the future includes more robust, passive data collection and real-time intelligence—but for now, using multiple data sources creatively is key.

    As workplaces shift once again, the...]]>    2837coaching,federalreservebank,jennafilipkowski,l&d,learninganddevelopment,organizationallearning,redthreadresearch,teambasedlearning,workplacestoriesfalse123full    Strategic Workforce Planning: David Edwardshttps://www.spreaker.com/episode/strategic-workforce-planning-david-edwards--70264795
    In this episode of Workplace Stories, David Edwards, author of The Strategic Workforce Planning Handbook, lays out a definition of SWP that is refreshingly usable. Strategic workforce planning is workforce planning for the strategic things in the organization, not an attempt to plan the entire workforce. That single shift makes SWP more approachable, more realistic, and far more effective.
    If you have not listened yet, this is one of those episodes worth hearing end-to-end. The conversation is practical, occasionally blunt, and full of the kind of “this is what actually happens inside companies” detail that most workforce planning content avoids.

    You will want to hear this episode if you are interested in...

    [00:00] A clearer, more usable definition of strategic workforce planning.
    [00:43] Why SWP is back right now.
    [03:20] How SWP supports scenario thinking without false precision.
    [09:50] The questions SWP must answer to be useful.
    [11:40] Uncertainty, talent scarcity, and skills half-life as drivers.
    [14:30] Why SWP is an exercise in ambiguity, not certainty.
    [17:20] Why SWP works best as a business process, not an HR project.
    [20:05] What HR should do if it is not included in strategy conversations.
    [22:00] How to define “strategic” beyond leadership roles.
    [25:10] Why tasks matter more than skills for future work.
    [28:00] The contextual data missing from most workforce planning.
    [31:15] How AI forces better workforce planning questions.
    [41:20] What happens when SWP forces leaders to narrow priorities.
    [45:30] What to do when the business will not listen.
    [46:45] Why this work matters at the human level.

    Strategic Workforce Planning Starts With One Uncomfortable Question

    Strategic workforce planning becomes useful the moment it stops pretending it can predict the future. The real starting point is simple: Is the workforce fit for the organization’s future business purpose? That framing does two things immediately. First, it moves SWP out of the “HR process” bucket and into the “business execution” bucket. Second, it forces the conversation away from false certainty and toward risk, trade-offs, and feasibility.

    One of the most helpful parts of this episode is how clearly the conversation draws a line between strategic and long-term. Strategic does not automatically mean five years out. In some organizations, planning 15 months ahead is strategic compared to how they have historically operated. If you want the cleanest definition of SWP in the most human language possible, it is worth listening to the early part of the conversation where this is unpacked in real time.

    Why Workforce Planning Has Returned

    Workforce planning always comes and goes. It resurfaces when the world feels unstable, and it fades when leaders believe they can hire their way out of problems.Right now, hiring your way out of problems is not working.There is too much uncertainty, and it is coming from too many directions at once. Geopolitical instability affects where work can happen. Talent shortages continue to constrain hiring. Skills decay faster than most organizations can reskill. Generational shifts are changing expectations around mobility and development. And technology is changing the shape of work itself.

    The point is not that leaders suddenly became more disciplined. The point is that the environment is forcing discipline.Strategic workforce planning is the response to that reality. Not because it gives certainty, but because it gives options. It gives a way to talk about what might happen without having to pretend anyone knows exactly what will happen.

    Strategic Workforce Planning Works When It Stops Being “HR’s Thing”

    A lot of SWP efforts fail for a predictable reason. They are treated like an HR deliverable. A report. A deck. A spreadsheet. A set of numbers handed over to leadership. Strategic workforce planning is not a deliverable. It is a business process. It is a feasibility process. It is a risk conversation. One of the strongest through-lines in this episode is the idea that HR must initiate this conversation, not because HR owns strategy, but because HR holds the missing information. HR knows things about recruiting realities, workforce behavior, retention patterns, internal mobility, and capability development that business leaders often overlook.

    But knowledge is not enough. The shift HR has to make is from reporting to synthesis. People analytics without business context is just numbers. When workforce data is layered onto business strategy, a story emerges. A small function may be revenue-critical. A demographic cliff may be coming. The external market may not supply replacements. The timeline may be unrealistic.This is where SWP becomes sharp.

    Strategic Does Not Mean Leadership Only

    Many organizations quietly turn strategic workforce planning into succession planning. They define strategic as director and above, focus on leadership roles, and build plans around titles. That is leadership continuity planning. It is not strategic workforce planning. Strategic workforce planning is about what is material. Sometimes the most strategic workforce segment is a small team of individual contributors with rare expertise and direct revenue impact. They may never appear in succession planning decks. They may not have high-profile titles. But losing them becomes a board-level issue the moment revenue drops or delivery fails. 

    Skills Are Not the Answer, Tasks Are the Missing Middle

    Skills still matter, but the skills conversation has gotten out ahead of itself. The problem is not that skills are irrelevant. The problem is that skills are being treated as the answer to a question they cannot solve. Skills describe people. Work is made of tasks. People use skills to perform tasks. That middle layer is what connects workforce planning to reality. This becomes especially obvious when AI enters the picture. AI does not simply change which skills people need. It changes which tasks exist, how tasks are performed, and which tasks no longer require a human at all. If an organization cannot describe how work is changing at the task level, the skills conversation stays abstract. It becomes a taxonomy exercise instead of a planning exercise .This is one of the most useful reframes in the conversation, and if you are wrestling with the skills-versus-tasks debate inside your organization, it is worth hearing how this is discussed in context.

    Workforce Planning Has to Include the Person, Not Just the Skill

    A skill taxonomy can tell an organization that someone has a skill. It cannot tell the organization whether that person wants to use it. Whether they have demonstrated it in real execution. Whether they are willing to take on leadership. Whether they just moved into a role and are still ramping. Strategic workforce planning becomes more realistic when it includes contextual data, not just skill labels. This is where SWP becomes less about classification and more about decision-making. It stops treating people like skill containers and starts treating them like human beings with preferences, histories, and constraints.

    HR Influence Requires Persistence, Risk Language, and Political Skill

    Even when HR gets the analysis right, many organizations still do not listen. That is not paranoia. It is often true. In environments where HR has historically been transactional, leaders do not expect HR to challenge strategy feasibility. They do not expect HR to raise uncomfortable risks. They do not expect HR to show up with options. Strategic workforce planning forces HR into a different posture. It requires HR to speak in the language of risk, to persist, and to get political when necessary. If one group will not listen, find another that will. Engage operational risk. Borrow credibility. Use the channels that the organization already respects. This is one of those episodes where the advice is not theoretical. It is practical, and it is the kind of thing HR leaders often need to hear said out loud.

    Connect With David Edwards

    David Edwards on Linkedin

    Connect With RedThread Research
    ]]>    https://api.spreaker.com/episode/70264795Wed, 04 Mar 2026 08:00:02 +0000Stacia Garr & Dani JohnsonStrategic workforce planning is back, and not in a nostalgic “this trend is back around” kind of way. It is back because the old staffing model, react late, hire fast, hope the market delivers, is failing more often than it works. The biggest...
    In this episode of Workplace Stories, David Edwards, author of The Strategic Workforce Planning Handbook, lays out a definition of SWP that is refreshingly usable. Strategic workforce planning is workforce planning for the strategic things in the organization, not an attempt to plan the entire workforce. That single shift makes SWP more approachable, more realistic, and far more effective.
    If you have not listened yet, this is one of those episodes worth hearing end-to-end. The conversation is practical, occasionally blunt, and full of the kind of “this is what actually happens inside companies” detail that most workforce planning content avoids.

    You will want to hear this episode if you are interested in...

    [00:00] A clearer, more usable definition of strategic workforce planning.
    [00:43] Why SWP is back right now.
    [03:20] How SWP supports scenario thinking without false precision.
    [09:50] The questions SWP must answer to be useful.
    [11:40] Uncertainty, talent scarcity, and skills half-life as drivers.
    [14:30] Why SWP is an exercise in ambiguity, not certainty.
    [17:20] Why SWP works best as a business process, not an HR project.
    [20:05] What HR should do if it is not included in strategy conversations.
    [22:00] How to define “strategic” beyond leadership roles.
    [25:10] Why tasks matter more than skills for future work.
    [28:00] The contextual data missing from most workforce planning.
    [31:15] How AI forces better workforce planning questions.
    [41:20] What happens when SWP forces leaders to narrow priorities.
    [45:30] What to do when the business will not listen.
    [46:45] Why this work matters at the human level.

    Strategic Workforce Planning Starts With One Uncomfortable Question

    Strategic workforce planning becomes useful the moment it stops pretending it can predict the future. The real starting point is simple: Is the workforce fit for the organization’s future business purpose? That framing does two things immediately. First, it moves SWP out of the “HR process” bucket and into the “business execution” bucket. Second, it forces the conversation away from false certainty and toward risk, trade-offs, and feasibility.

    One of the most helpful parts of this episode is how clearly the conversation draws a line between strategic and long-term. Strategic does not automatically mean five years out. In some organizations, planning 15 months ahead is strategic compared to how they have historically operated. If you want the cleanest definition of SWP in the most human language possible, it is worth listening to the early part of the conversation where this is unpacked in real time.

    Why Workforce Planning Has Returned

    Workforce planning always comes and goes. It resurfaces when the world feels unstable, and it fades when leaders believe they can hire their way out of problems.Right now, hiring your way out of problems is not working.There is too much uncertainty, and it is coming from too many directions at once. Geopolitical instability affects where work can happen. Talent shortages continue to constrain hiring. Skills decay faster than most organizations can reskill. Generational shifts are changing expectations around mobility and development. And technology is changing the shape of work itself.
    2978davidedwards,redthreadresearch,strategicplanning,strategicworkforceplanning,workforceplanning,workplacestories,wsfalse122full    Authentic AI Adoption and Cultural Impact: Dessalen Woodhttps://www.spreaker.com/episode/authentic-ai-adoption-and-cultural-impact-dessalen-wood--70080445
    You’ll hear stories about driving excitement, learning by doing, and the all-important challenge of measuring real impact. More than just technology, this episode dives into the culture shifts, collaboration with IT, and leadership mindsets that are pushing companies out of their comfort zones and into the future, while keeping authenticity and humanity front and center.

    You will want to hear this episode if you are interested in...

    • 00:00 Overcoming AI fear through collaboration
    • 03:30 Defining AI readiness today
    • 09:55 AI's role in business transformation
    • 15:46 AI anxiety in the workplace
    • 22:05 Making AI adoption fun
    • 28:11 AI expertise requires human touch
    • 36:42 AI strategy: Three layers explained
    • 41:31 True transformation vs. improvement
    • 53:21 Rethinking work, technology, and AI

    Overcoming AI Anxiety

    Early stages of AI adoption in organizations are often marked by fear. Employees worry about being displaced, making mistakes, or failing to keep up. At Syntax, Dessalen Wood and her fellow leaders tackled these concerns by creating safe, engaging, and transparent opportunities to experiment.

    One of the most effective strategies was an organization-wide AI hackathon. Everyone, regardless of their role, was invited to submit ideas for automation and improvement—ideas that the tech team then built. Not only did this demystify AI, but it also provided a healthy dose of competition and excitement. Dessalen describes that, “Instead of people fearing automation, it became a competition... People were saying, please, automate my tasks!” This shift from apprehension to enthusiasm helped break through adoption barriers and foster a culture of creative problem-solving.

    Structuring Success: A Multi-Layered AI Roadmap

    Syntax’s approach moves AI from a buzzword to a set of actionable strategies. The leadership distinguished between three core areas:
    1. Department Initiatives: Leveraging AI for productivity and process improvement within teams
    2. Customer Value: Enhancing solutions and services delivered to external clients
    3. Business Transformation: Reimagining core business models and operations for strategic advantage
    Many organizations mistakenly assume one AI initiative will magically improve all three—but real impact comes from tailored strategies for each. In practice, this means differentiating between continuous improvement (making existing tasks more efficient) and true reinvention (fundamentally transforming how and why work gets done).

    The creation of AI champions, employees trained as internal advocates and solution designers, helped ensure that innovative ideas didn’t just sit in a backlog. Instead, those not ready for large-scale investment could be adapted, piloted, and iterated by these champions, keeping the spirit of experimentation alive while prioritizing resources for the highest-value initiatives.

    The Human Element: Authenticity, Experimentation, and Measurement

    As AI tools become more prevalent, a new challenge emerges: maintaining authenticity in communication, development, and leadership. The team discussed the “hollowed-out leader” phenomenon—where over-reliance on AI could dilute critical thinking and personal investment. Dessalen explains why expertise, context, and human customization are more important than ever: If it doesn’t demonstrate expertise and isn’t highly curated, it just turns people off.

    Measurement is also evolving. Early wins in AI productivity are being tracked, not just in terms of completion rates or tool adoption, but in demonstrable business outcomes and stretch goals. Syntax uses tools that help employees articulate their productivity gains and set new impact targets, ensuring that activity translates into organizational value.

    Resources & People Mentioned


    Connect with Dessalen Wood

    Connect With Red Thread Research


    Subscribe to WORKPLACE STORIES    ]]>    https://api.spreaker.com/episode/70080445Tue, 17 Feb 2026 23:05:01 +0000Stacia Garr & Dani JohnsonFrom overcoming initial anxieties through hackathons and playful experiments, to setting an ambitious organizational roadmap for AI, Dessalen Wood shares how Syntax is embedding artificial intelligence across departments, focusing on pragmatic...
    You’ll hear stories about driving excitement, learning by doing, and the all-important challenge of measuring real impact. More than just technology, this episode dives into the culture shifts, collaboration with IT, and leadership mindsets that are pushing companies out of their comfort zones and into the future, while keeping authenticity and humanity front and center.

    You will want to hear this episode if you are interested in...

    • 00:00 Overcoming AI fear through collaboration
    • 03:30 Defining AI readiness today
    • 09:55 AI's role in business transformation
    • 15:46 AI anxiety in the workplace
    • 22:05 Making AI adoption fun
    • 28:11 AI expertise requires human touch
    • 36:42 AI strategy: Three layers explained
    • 41:31 True transformation vs. improvement
    • 53:21 Rethinking work, technology, and AI

    Overcoming AI Anxiety

    Early stages of AI adoption in organizations are often marked by fear. Employees worry about being displaced, making mistakes, or failing to keep up. At Syntax, Dessalen Wood and her fellow leaders tackled these concerns by creating safe, engaging, and transparent opportunities to experiment.

    One of the most effective strategies was an organization-wide AI hackathon. Everyone, regardless of their role, was invited to submit ideas for automation and improvement—ideas that the tech team then built. Not only did this demystify AI, but it also provided a healthy dose of competition and excitement. Dessalen describes that, “Instead of people fearing automation, it became a competition... People were saying, please, automate my tasks!” This shift from apprehension to enthusiasm helped break through adoption barriers and foster a culture of creative problem-solving.

    Structuring Success: A Multi-Layered AI Roadmap

    Syntax’s approach moves AI from a buzzword to a set of actionable strategies. The leadership distinguished between three core areas:
    1. Department Initiatives: Leveraging AI for productivity and process improvement within teams
    2. Customer Value: Enhancing solutions and services delivered to external clients
    3. Business Transformation: Reimagining core business models and operations for strategic advantage
    Many organizations mistakenly assume one AI initiative will magically improve all three—but real impact comes from tailored strategies for each. In practice, this means differentiating between continuous improvement (making existing tasks more efficient) and true reinvention (fundamentally transforming how and why work gets done).

    The creation of AI champions, employees trained as internal advocates and solution designers, helped ensure that innovative ideas didn’t just sit in a backlog. Instead, those not ready for large-scale investment could be adapted, piloted, and iterated by these champions, keeping the spirit of experimentation alive while prioritizing resources for the highest-value initiatives.

    The Human Element: Authenticity, Experimentation, and Measurement

    As AI tools become more prevalent, a new challenge emerges: maintaining authenticity in communication, development, and leadership. The team discussed the “hollowed-out leader” phenomenon—where over-reliance on AI could dilute critical thinking and personal investment. Dessalen explains why expertise, context, and human customization are more important than ever: If it doesn’t demonstrate expertise and isn’t highly curated, it just turns people off.

    Measurement is also evolving. Early wins in AI productivity are being tracked, not just in terms of...]]>    3509ai,dessalenwood,redthreadresearch,syntax,workplacestories,wsfalse121full    Five Levels of Becoming AI Native: Melissa Reevehttps://www.spreaker.com/episode/five-levels-of-becoming-ai-native-melissa-reeve--69763770The way organizations think about artificial intelligence (AI) in the workplace has shifted dramatically over the past few years. While early conversations centered on isolated experiments and technological hype, organizations now face the much harder task of integrating AI into the fabric of how work gets done. We welcome Melissa Reeve, author of “Hyper Adaptive: Rewiring the Enterprise to Become AI Native,” to discuss what AI adoption really means for people, processes, and culture.
    Melissa tackles some tough questions about organizational complexity, shifting operating models, and the critical role of culture and systems thinking in successful AI integration. Listeners will get candid advice on starting small, experimenting with purpose, and preparing for the rewiring ahead. You will want to hear this episode if you are interested in...

    • 03:38 Integrating AI into organizations
    • 12:47 AI Native enterprise structure
    • 15:51 Dynamic AI governance framework
    • 18:58 AI implementation foundations
    • 23:56 Process mapping for AI integration
    • 29:44 Balancing efficiency and leadership focus
    • 37:02 Start small with value streams
    • 40:59 Innovative organizational funding models
    • 42:14 Starting a skills-focused organization
    • 47:03 Digital Twins in Product Testing

    Navigating the AI Revolution at Work
    Melissa Reeve’s journey began on the factory floors of Toyota, learning firsthand how small process shifts can drive system-wide change. Building on years of research and influence from Lean, Agile, and DevOps practitioners, Reeve authored a five-stage maturity model she calls hyperadaptive, designed to guide organizations through the incremental steps needed to become truly AI-native.
    The five stages of Melissa's model:

    • Foundation – Build organizational understanding of AI; create dynamic governance structures and clarify guardrails.
     
    • Optimization – Identify and optimize business processes for AI interactions; move beyond basic experimentation.
     
    • Agents & Automation – Develop and manage AI agents that execute tasks and processes autonomously.
     
    • Rewiring – Shift organizational architecture from rigid hierarchies to flexible, value-stream teams funded and incentivized differently.
     
    • Hyperadaptive – Fully sense-and-respond organizations capable of real-time adaptation.

    Melissa splits these into two main categories: Basecamp (the first three stages, where most companies currently operate) and the Emerging Frontier (rewiring and hyper adaptivity).
    Why Organizations Struggle with AI Integration
    According to Melissa, most organizations are stuck because they underestimate the support structures required for successful AI adoption. It’s not just about updating technology, in fact, 70-80% of AI success depends on people, culture, and processes, not algorithms. Companies often rush to deploy AI agents or experiment without a clear North Star, leading to pilot fatigue and an 80% failure rate. Many organizations haven’t even finished laying the foundational groundwork, such as establishing unified governance or mapping work processes.
    Another common pitfall is the tendency to try everything at once. Pressure for fast results drives teams to bite off too much, resulting in burnout and costly errors.
    Moving from Experimentation to Purposeful Transformation
    Playing with AI is not a strategy. While experimentation is necessary, organizations must put bounds on these efforts, know why they're experimenting, what hypothesis they're testing, and what success will look like.
    One necessary precursor is getting to grips with how your organization actually works. Many leaders lack visibility into workflows, decisions, and skillsets, making process optimization difficult. Reeve suggests collaborative process mapping—sometimes supported by AI tools—to unlock tacit knowledge and identify where AI can augment or reinvent workflows.
    Organizing Around Value Streams
    One of the most transformative elements is the shift from function-based silos to cross-functional value stream teams. Melissa draws on examples from Toyota, Zappos, and Unilever—organizations that reimagine workflows, funding mechanisms, and team incentives to deliver value rather than preserve hierarchy. Dynamic budgeting, focused experimentation, and flexible team structures help organizations scale AI success without tearing up everything at once.
    Culture, Upskilling, and Durable Success
    AI’s impact will be decided by how well organizations invest in people. Unilever’s Future Fit program exemplifies this approach, aligning reskilling efforts to individual purpose and business needs. It’s not algorithms that set successful organizations apart, but their ability to create cultures and support systems that empower people to adapt, reinvent themselves, and thrive amidst change.
    Start small, experiment with purpose, invest in support structures, and prepare to rewire not just technology, but how your organization thinks about work itself. AI may be the catalyst, but people, empowered and organized around value, are the key to lasting transformation.
     Resources & People Mentioned


    Connect with Melissa Reeve

    Connect With Red Thread Research


    Subscribe to WORKPLACE STORIES    ]]>https://api.spreaker.com/episode/69763770Wed, 04 Feb 2026 09:00:08 +0000Stacia Garr & Dani JohnsonThe way organizations think about artificial intelligence (AI) in the workplace has shifted dramatically over the past few years. While early conversations centered on isolated experiments and technological hype, organizations now face the much harder...The way organizations think about artificial intelligence (AI) in the workplace has shifted dramatically over the past few years. While early conversations centered on isolated experiments and technological hype, organizations now face the much harder task of integrating AI into the fabric of how work gets done. We welcome Melissa Reeve, author of “Hyper Adaptive: Rewiring the Enterprise to Become AI Native,” to discuss what AI adoption really means for people, processes, and culture.
    Melissa tackles some tough questions about organizational complexity, shifting operating models, and the critical role of culture and systems thinking in successful AI integration. Listeners will get candid advice on starting small, experimenting with purpose, and preparing for the rewiring ahead. You will want to hear this episode if you are interested in...

    • 03:38 Integrating AI into organizations
    • 12:47 AI Native enterprise structure
    • 15:51 Dynamic AI governance framework
    • 18:58 AI implementation foundations
    • 23:56 Process mapping for AI integration
    • 29:44 Balancing efficiency and leadership focus
    • 37:02 Start small with value streams
    • 40:59 Innovative organizational funding models
    • 42:14 Starting a skills-focused organization
    • 47:03 Digital Twins in Product Testing

    Navigating the AI Revolution at Work
    Melissa Reeve’s journey began on the factory floors of Toyota, learning firsthand how small process shifts can drive system-wide change. Building on years of research and influence from Lean, Agile, and DevOps practitioners, Reeve authored a five-stage maturity model she calls hyperadaptive, designed to guide organizations through the incremental steps needed to become truly AI-native.
    The five stages of Melissa's model:

    • Foundation – Build organizational understanding of AI; create dynamic governance structures and clarify guardrails.
     
    • Optimization – Identify and optimize business processes for AI interactions; move beyond basic experimentation.
     
    • Agents & Automation – Develop and manage AI agents that execute tasks and processes autonomously.
     
    • Rewiring – Shift organizational architecture from rigid hierarchies to flexible, value-stream teams funded and incentivized differently.
     
    • Hyperadaptive – Fully sense-and-respond organizations capable of real-time adaptation.

    Melissa splits these into two main categories: Basecamp (the first three stages, where most companies currently operate) and the Emerging Frontier (rewiring and hyper adaptivity).
    Why Organizations Struggle with AI Integration
    According to Melissa, most organizations are stuck because they underestimate the support structures required for successful AI adoption. It’s not just about updating technology, in fact, 70-80% of AI success depends on people, culture, and processes, not algorithms. Companies often rush to deploy AI agents or experiment without a clear North Star, leading to pilot fatigue and an 80% failure rate. Many organizations haven’t even finished laying the foundational groundwork, such as establishing unified governance or mapping work processes.
    Another common pitfall is the tendency to try everything at once. Pressure for fast results drives teams to bite off too much, resulting in burnout and costly errors.
    Moving from Experimentation to Purposeful Transformation
    Playing with AI is not a strategy. While experimentation is necessary, organizations must put bounds on these efforts, know why they're experimenting, what hypothesis they're testing, and what success will look like.
    One necessary precursor is getting to grips with how your organization actually works. Many leaders lack visibility into workflows, decisions, and skillsets, making process...]]>    3019ai,melissareeve,redthreadresearch,workplacestoriesfalse120fullReimagining Work at Scale: Manuel Smukalla on Skills, Dynamic Shared Ownership, and the Future of Bayerhttps://www.spreaker.com/episode/reimagining-work-at-scale-manuel-smukalla-on-skills-dynamic-shared-ownership-and-the-future-of-bayer--69529543
    In this episode, Manuel walks through Bayer’s shift to Dynamic Shared Ownership (DSO), a decentralized operating model built around networks of teams, 90-day work cycles, and leaders who coach rather than control. He explains why skills visibility became a foundational requirement for this model to work and how Bayer is using skills data to democratize opportunities, improve talent flow, and fundamentally rethink careers inside a global enterprise.

    You’ll hear how Bayer reduced management layers by more than half, redesigned leadership expectations through its VAC (Visionary, Architect, Catalyst, Coach) model, and moved toward a culture where employees are empowered, and expected, to own their work, development, and impact.

    You will want to hear this episode if you are interested in...

    • [01:01] Why Bayer embarked on a radical organizational transformation.
    • [04:30] What Dynamic Shared Ownership really means in practice.
    • [06:55] Moving from hierarchical structures to networks of teams.
    • [10:40] Why skills visibility became a critical business problem.
    • [14:05] How 90-day work cycles change accountability and outcomes.
    • [18:10] Building organizations around customer problems, not functions.
    • [21:15] Launching skills profiles as a starting point, not an endpoint.
    • [23:00] How Bayer’s talent marketplace democratizes opportunity at scale.
    • [27:00] The three pillars of a skills-based organization.
    • [33:00] Rethinking careers, performance management, and feedback.
    • [43:10] The VAC leadership model explained.
    • [52:30] Measuring success in a decentralized organization.
    • [53:45] Advice for organizations considering similar transformations.
    Dynamic Shared Ownership: Redesigning How Work Gets Done
    At the core of Bayer’s transformation is Dynamic Shared Ownership, an operating model that replaces traditional hierarchies with flexible networks of teams. Manuel explains how Bayer reduced its management layers from thirteen to six and reorganized work into 90-day cycles focused on clear outcomes. After each cycle, teams reflect on what worked, what didn’t, and whether the work should continue at all.

    This approach decentralizes decision-making and forces a shift away from command-and-control leadership. Leaders are no longer expected to direct every task; instead, they create the conditions for teams to succeed, setting direction while trusting teams to determine how outcomes are achieved.

    Skills as the Engine of Talent Flow
    For Dynamic Shared Ownership to function, Bayer needed a new way to understand and deploy talent. Manuel shares a pivotal realization: managers were turning to LinkedIn to understand employee skills because the organization lacked internal visibility. That insight sparked Bayer’s skills journey.

    Rather than starting with complex taxonomies, Bayer focused first on skill visibility. Employees created and maintained skills profiles, supported by workshops on how to describe capabilities effectively. Over time, this evolved into a talent marketplace that matches people to work based on skills, not job titles, career level, or location, helping democratize access to opportunities across the enterprise.

    Moving Talent to Work, Not Work to Talent
    Manuel outlines three defining pillars of a skills-based organization. First, talent must move to work rather than work being constrained by static roles. Second, organizations must commit to permanent upskilling, recognizing that development is continuous, not episodic. Third, opportunities must be democratized at scale, reducing reliance on manager sponsorship or informal networks.

    Bayer’s marketplace supports fixed roles, flex roles, and fully agile project-based work, encouraging employees to actively shape their careers while remaining accountable for outcomes. This model challenges long-held assumptions about promotions, ladders, and linear advancement.

    Leadership and Performance in a Decentralized World
    Leadership at Bayer has been redefined through the VAC model: Visionary, Architect, Catalyst, and Coach. Leaders set direction, help teams design how value is created, remove barriers, and support rapid cycles of learning. This requires significant unlearning for leaders shaped by traditional hierarchies.

    Performance management has also shifted. Goals are set in 90-day cycles at the team level, with feedback coming from peers and work leads rather than solely from a direct manager. Over time, this creates richer data on contribution and impact, but also demands a cultural shift toward transparency, shared accountability, and continuous feedback.

    Connect with Manuel Smukalla
    Connect With Red Thread Research


    Subscribe to WORKPLACE STORIES    ]]>    https://api.spreaker.com/episode/69529543Wed, 21 Jan 2026 09:53:28 +0000Stacia Garr & Dani JohnsonManuel Smukalla, Global Talent Impact, Skills Intelligence, and Systems Lead at Bayer, joins Workplace Stories to unpack one of the most ambitious organizational transformations underway today. As Bayer confronts significant market, legal, and...
    In this episode, Manuel walks through Bayer’s shift to Dynamic Shared Ownership (DSO), a decentralized operating model built around networks of teams, 90-day work cycles, and leaders who coach rather than control. He explains why skills visibility became a foundational requirement for this model to work and how Bayer is using skills data to democratize opportunities, improve talent flow, and fundamentally rethink careers inside a global enterprise.

    You’ll hear how Bayer reduced management layers by more than half, redesigned leadership expectations through its VAC (Visionary, Architect, Catalyst, Coach) model, and moved toward a culture where employees are empowered, and expected, to own their work, development, and impact.

    You will want to hear this episode if you are interested in...

    • [01:01] Why Bayer embarked on a radical organizational transformation.
    • [04:30] What Dynamic Shared Ownership really means in practice.
    • [06:55] Moving from hierarchical structures to networks of teams.
    • [10:40] Why skills visibility became a critical business problem.
    • [14:05] How 90-day work cycles change accountability and outcomes.
    • [18:10] Building organizations around customer problems, not functions.
    • [21:15] Launching skills profiles as a starting point, not an endpoint.
    • [23:00] How Bayer’s talent marketplace democratizes opportunity at scale.
    • [27:00] The three pillars of a skills-based organization.
    • [33:00] Rethinking careers, performance management, and feedback.
    • [43:10] The VAC leadership model explained.
    • [52:30] Measuring success in a decentralized organization.
    • [53:45] Advice for organizations considering similar transformations.
    Dynamic Shared Ownership: Redesigning How Work Gets Done
    At the core of Bayer’s transformation is Dynamic Shared Ownership, an operating model that replaces traditional hierarchies with flexible networks of teams. Manuel explains how Bayer reduced its management layers from thirteen to six and reorganized work into 90-day cycles focused on clear outcomes. After each cycle, teams reflect on what worked, what didn’t, and whether the work should continue at all.

    This approach decentralizes decision-making and forces a shift away from command-and-control leadership. Leaders are no longer expected to direct every task; instead, they create the conditions for teams to succeed, setting direction while trusting teams to determine how outcomes are achieved.

    Skills as the Engine of Talent Flow
    For Dynamic Shared Ownership to function, Bayer needed a new way to understand and deploy talent. Manuel shares a pivotal realization: managers were turning to LinkedIn to understand employee skills because the organization lacked internal visibility. That insight sparked Bayer’s skills journey.

    Rather than starting with complex taxonomies, Bayer focused first on skill visibility. Employees created and maintained skills profiles, supported by workshops on how to describe capabilities effectively. Over time, this evolved into a talent marketplace that matches people to work based on skills, not job titles, career level, or location, helping democratize access to opportunities across the enterprise.

    Moving Talent to Work, Not Work to Talent
    Manuel outlines three defining pillars of a skills-based organization. First, talent...]]>    3526bayer,dynamicsharedownership,employee,employees,hr,humanresources,leadership,management,manuelsmukalla,systems,talent,work,workplacefalse119full    Centralizing for Strategy: Christine Crouch on L&D Transformation at General Millshttps://www.spreaker.com/episode/centralizing-for-strategy-christine-crouch-on-l-d-transformation-at-general-mills--69081569
    In this episode, Christine lays out one of the clearest cases for centralization we have heard. While efficiency is a benefit, she argues that the true drivers are decision-making power and better data. By unifying the function, General Mills gains a stronger view of learning activity and business needs, creating the strategic infrastructure necessary for the future of work.

    You’ll hear how Christine’s team manages to be centralized without losing the "local feel" through a robust Learning Business Partner model. She also details how centralization unlocks the ability to correlate learning metrics with talent outcomes like retention and performance. Finally, Christine shares her philosophy on AI, not as a replacement for human connection, but as a tool to elevate the human side of learning.

    You will want to hear this episode if you are interested in...

    • [06:07] Background on General Mills and its culture.
    • [07:00] The shift from decentralized to centralized L&D.
    • [11:11] How to make centralization feel local to business stakeholders.
    • [18:30] The Learning Business Partner model explained.
    • [21:07] Correlating learning metrics with talent outcomes.
    • [27:58] Managing "rogue purchases" in a centralized model.
    • [34:20] Why AI will elevate, not replace, the human side of learning.
    • [47:35] Piloting AI coaching tools like "Nadia".

    The Strategic Case for Centralization
    For many organizations, the move to centralize L&D is purely a cost-cutting exercise. However, Christine frames the shift at General Mills as a play for better data and strategic decision-making. A centralized function provides a unified view of the organization's needs, allowing L&D to prioritize investments that drive enterprise-wide capabilities rather than just solving isolated functional problems. As AI accelerates, this strong data infrastructure is what will allow the organization to distinguish between what people actually need to know versus what can be offloaded to technology.

    The Learning Business Partner Model
    Centralization often brings the fear of losing touch with the business. General Mills solves this through the "Learning Business Partner" role, individuals who sit on the leadership teams of specific functions or segments but report back to the central L&D organization. These partners act as a bridge; they understand the HR strategy and business plans of their specific function while ensuring continuity with the broader enterprise goals. They are expected to be performance consultants first, identifying the root problems to solve rather than just taking orders for training.

    AI: Elevating the Human Element
    Christine’s approach to AI is grounded in optimism and human-centricity. She believes AI will not replace the human side of learning but elevate it. General Mills is actively piloting AI for tasks like personalization, automation, and coaching via a tool called "Nadia," which acts as an "always-on" coach. However, Christine emphasizes that deep skill building, like change leadership, still requires human connection, peer discussion, and the ability to "read the room," skills that AI cannot fully replicate. 

    Connect with Christine Crouch

    Connect With Red Thread Research


    Subscribe to WORKPLACE STORIES    ]]>    https://api.spreaker.com/episode/69081569Wed, 17 Dec 2025 06:00:10 +0000Stacia Garr & Dani JohnsonChristine Crouch, Senior Director of Learning at General Mills, joins Workplace Stories to discuss a massive shift in how one of the world's legacy food companies approaches talent development. General Mills has recently transitioned to a centralized...
    In this episode, Christine lays out one of the clearest cases for centralization we have heard. While efficiency is a benefit, she argues that the true drivers are decision-making power and better data. By unifying the function, General Mills gains a stronger view of learning activity and business needs, creating the strategic infrastructure necessary for the future of work.

    You’ll hear how Christine’s team manages to be centralized without losing the "local feel" through a robust Learning Business Partner model. She also details how centralization unlocks the ability to correlate learning metrics with talent outcomes like retention and performance. Finally, Christine shares her philosophy on AI, not as a replacement for human connection, but as a tool to elevate the human side of learning.

    You will want to hear this episode if you are interested in...

    • [06:07] Background on General Mills and its culture.
    • [07:00] The shift from decentralized to centralized L&D.
    • [11:11] How to make centralization feel local to business stakeholders.
    • [18:30] The Learning Business Partner model explained.
    • [21:07] Correlating learning metrics with talent outcomes.
    • [27:58] Managing "rogue purchases" in a centralized model.
    • [34:20] Why AI will elevate, not replace, the human side of learning.
    • [47:35] Piloting AI coaching tools like "Nadia".

    The Strategic Case for Centralization
    For many organizations, the move to centralize L&D is purely a cost-cutting exercise. However, Christine frames the shift at General Mills as a play for better data and strategic decision-making. A centralized function provides a unified view of the organization's needs, allowing L&D to prioritize investments that drive enterprise-wide capabilities rather than just solving isolated functional problems. As AI accelerates, this strong data infrastructure is what will allow the organization to distinguish between what people actually need to know versus what can be offloaded to technology.

    The Learning Business Partner Model
    Centralization often brings the fear of losing touch with the business. General Mills solves this through the "Learning Business Partner" role, individuals who sit on the leadership teams of specific functions or segments but report back to the central L&D organization. These partners act as a bridge; they understand the HR strategy and business plans of their specific function while ensuring continuity with the broader enterprise goals. They are expected to be performance consultants first, identifying the root problems to solve rather than just taking orders for training.

    AI: Elevating the Human Element
    Christine’s approach to AI is grounded in optimism and human-centricity. She believes AI will not replace the human side of learning but elevate it. General Mills is actively piloting AI for tasks like personalization, automation, and coaching via a tool called "Nadia," which acts as an "always-on" coach. However, Christine emphasizes that deep skill building, like change leadership, still requires human connection, peer discussion, and the ability to "read the room," skills that AI cannot fully replicate. 

    Connect with Christine Crouch

    Connect With Red Thread Research

    • Website: 3176employee,employeedevelopment,employment,generalmills,hiring,hr,humanresources,learning,learninganddevelopment,work,workplacefalse118fullBuilding a Skills-Based Organization with Koreen Paganohttps://www.spreaker.com/episode/building-a-skills-based-organization-with-koreen-pagano--68832049
      Koreen shares her journey from ed-tech and product leadership to guiding hundreds of organizations through the maze of skills transformation. We discuss the crucial front-of-house and back-of-house elements, from clear communication and partnership models to building the right data and technology infrastructure. You’ll hear fresh perspectives on using skills data as an early signal for retention, the shifting role of tasks versus skills, and what it means to future-proof your workforce for ongoing change. 

      You will want to hear this episode if you are interested in...
      • [05:17] Skills vs job architecture approaches.
      • [10:04] Navigating skills-based organizations.
      • [14:33] Workforce data challenges with AI.
      • [23:04] Skills over jobs for strategy.
      • [27:04] Building resilient data systems.
      • [34:33] Building trust in skill data.
      • [39:32] Predicting employee retention through data.
      • [45:59] Helping organizations align AI transformation with business goals.

      Why Skills Still Matter in a “Task-Talk” World
      There’s a persistent misconception that the age of “skills” has passed and that “tasks” offer a more practical lens, especially with AI in play. Koreen shares how, at a recent industry event, she heard professionals say, “We don’t need to worry about skills, we have to focus on tasks.” But she thinks that it’s misguided to abandon skills just when organizations are barely starting to understand and leverage them.

      While tasks describe the work to be done, skills reflect the underlying human (and sometimes machine) capabilities that make that work possible. Both are crucial, but without a foundational understanding of your organization's skills, mapping tasks is like building on sand.

      Front of House, Back of House, and Getting Skills Right
      We need to balance “front of house” and “back of house” considerations when building a skills-based organization. Organizations often focus either on external communications, partnerships, and culture (front of house), or purely on technology, data, and infrastructure (back of house), but rarely both. Koreen is unique in straddling the two, and it’s this holistic approach, blending people and process with tech and data, that sets successful organizations apart.

      The Evolution of Data and the Rise of Skills Verification
      Organizations are beginning to realize that their skills data isn’t just about upskilling or reskilling; it’s tightly connected to business-critical outcomes like retention, performance, and the ability to adapt to market shifts. Koreen shares compelling examples of using skills data to provide early warning on issues like employee retention, demonstrating data-driven HR in action.

      She also shared her pragmatic “3Vs” model for validating skills data: Validity (how well the data measures what it claims to), Variety (different types of data from varied sources), and Volume (quantity and frequency of data collected). You can make solid business decisions with basic self-reported skills data, but for higher-stakes calls, like hiring, you need much more rigorous, validated information.

      Jobs, Skills, and the Trap of Static Structures
      Often, organizations anchor their skills strategy to their job architecture. Consultants and technology vendors frequently push companies to start by mapping skills to static jobs. We discuss why this is a dangerous place to “end”, because jobs, roles, and the tasks that define them are changing faster than ever, especially with AI in the mix. Koreen advocates for designing skills data that is flexible, lives independently, and can be mapped to jobs and tasks as they evolve, never becoming held hostage by legacy structures.


      Goals Over Tasks
      Perhaps the most powerful call to action was the need to focus less on micromanaging the “how” (a long list of tasks) and more on the “what and why”, the goals, outcomes, and genuine business objectives. In a future where work is constantly shifting, organizations that empower people around purpose, supported by dynamic skills data, will outperform those stuck mapping today’s tasks to yesterday’s job charts.

      Building a skills-based organization isn't a project with a tidy endpoint, it’s a transformation. As Koreen reminds us, it’s hard, messy, and as much about culture as it is about data. But for the organizations (and the people) willing to experiment, adapt, and keep skills at the center of strategy, the payoff is a workforce that’s ready for whatever comes next. 

      Resources & People Mentioned
      Connect with Koreen Pagano
      Connect With Red Thread Research

      Subscribe to WORKPLACE STORIES      ]]>https://api.spreaker.com/episode/68832049Wed, 03 Dec 2025 06:00:10 +0000Stacia Garr & Dani JohnsonOn the latest episode of Workplace Stories, we sit down with Koreen Pagano, author of "Building a Skills-Based Organization," to talk about one of the hottest and most complex topics in the world of work: how organizations can become truly...
      Koreen shares her journey from ed-tech and product leadership to guiding hundreds of organizations through the maze of skills transformation. We discuss the crucial front-of-house and back-of-house elements, from clear communication and partnership models to building the right data and technology infrastructure. You’ll hear fresh perspectives on using skills data as an early signal for retention, the shifting role of tasks versus skills, and what it means to future-proof your workforce for ongoing change. 

      You will want to hear this episode if you are interested in...
      • [05:17] Skills vs job architecture approaches.
      • [10:04] Navigating skills-based organizations.
      • [14:33] Workforce data challenges with AI.
      • [23:04] Skills over jobs for strategy.
      • [27:04] Building resilient data systems.
      • [34:33] Building trust in skill data.
      • [39:32] Predicting employee retention through data.
      • [45:59] Helping organizations align AI transformation with business goals.

      Why Skills Still Matter in a “Task-Talk” World
      There’s a persistent misconception that the age of “skills” has passed and that “tasks” offer a more practical lens, especially with AI in play. Koreen shares how, at a recent industry event, she heard professionals say, “We don’t need to worry about skills, we have to focus on tasks.” But she thinks that it’s misguided to abandon skills just when organizations are barely starting to understand and leverage them.

      While tasks describe the work to be done, skills reflect the underlying human (and sometimes machine) capabilities that make that work possible. Both are crucial, but without a foundational understanding of your organization's skills, mapping tasks is like building on sand.

      Front of House, Back of House, and Getting Skills Right
      We need to balance “front of house” and “back of house” considerations when building a skills-based organization. Organizations often focus either on external communications, partnerships, and culture (front of house), or purely on technology, data, and infrastructure (back of house), but rarely both. Koreen is unique in straddling the two, and it’s this holistic approach, blending people and process with tech and data, that sets successful organizations apart.

      The Evolution of Data and the Rise of Skills Verification
      Organizations are beginning to realize that their skills data isn’t just about upskilling or reskilling; it’s tightly connected to business-critical outcomes like retention, performance, and the ability to adapt to market shifts. Koreen shares compelling examples of using skills data to provide early warning on issues like employee retention, demonstrating data-driven HR in action.

      She also shared her pragmatic “3Vs” model for validating skills data: Validity (how well the data measures what it claims to), Variety (different types of data from varied sources), and Volume (quantity and frequency of data collected). You can make solid business decisions with basic self-reported skills data, but for higher-stakes calls, like hiring, you need much more rigorous, validated information.

      Jobs, Skills, and the Trap of Static Structures
      Often, organizations anchor their skills strategy to their job architecture. Consultants and technology vendors frequently push companies to start by mapping skills to static jobs. We...]]>      3412ai,aiinhr,artificialintelligence,buildingaskills-basedorganizat,employeedevelopment,employment,hr,humancapital,humanresource,koreenpagano,skillsdevelopment,workplacefalse117fullHR in the Age of AI: Cole Napper on People Analytics, Generative AI, and Redefining Valuehttps://www.spreaker.com/episode/hr-in-the-age-of-ai-cole-napper-on-people-analytics-generative-ai-and-redefining-value--68523756
      Cole argues that the future of HR depends on shedding its transactional skin and embracing a new, data-driven paradigm. He discusses why traditional models like Dave Ulrich’s COE framework won’t survive the decade, how organizations can “discorrelate” from market forces by proving business value, and why fear, not technology, is the biggest obstacle to transformation. 

      With sharp humor and evidence from his own research, Cole makes the case for a redefined HR: one that blends human strategy with AI-powered intelligence to drive growth, not just efficiency.

      You will want to hear this episode if you are interested in...
      [00:00] Building a new HR paradigm in the Gen AI era.
      [06:00] Why people analytics hit its “identity crisis” after 2022.
      [12:00] How to prove HR’s business value beyond metrics.
      [19:00] The decline of the Ulrich HR model and what replaces it.
      [24:00] The future of AI-driven workforce transformation.
      [33:00] The tension between the HR and finance worldviews.
      [46:00] Why data infrastructure is suddenly “sexy” again.
      [52:00] Three possible futures for HR in the next decade.

      Building a New Paradigm for People Analytics
      Cole’s new book calls for a reset in how organizations use data, not as an isolated reporting function but as a business accelerator. He reveals how people analytics can move from being “scorekeepers” to strategic partners by tackling the questions behind the questions: Why is it happening? What should we do about it? His message is clear, analytics must tie directly to revenue, cost, or risk reduction, or it’s just a hobby.

      The End of HR as We Know It
      Cole predicts that the Ulrich model, the long-standing HR framework of COEs, service centers, and HRBPs, won’t survive the coming decade. As generative AI automates much of HR’s transactional work, only the strategic and human elements will remain. He and the hosts debate what should stay human and what can be delegated to machines, exploring the fine line between technological efficiency and organizational soul.

      AI, Accountability, and the Future of Work
      Cole cautions that while AI’s potential is vast, it cannot replace human accountability. Drawing a parallel with the evolution of chess, he argues that AI will transform HR’s “game,” not erase it. The goal isn’t to align around AI as a tool, but to use it to unlock entirely new possibilities in how we work, learn, and grow.

      Infrastructure, Not Illusion
      For all the hype, Cole reminds leaders that the foundation of AI success lies in data infrastructure, “the least sexy but most essential lever.” Without it, organizations risk failure in the next wave of transformation. Investing in data quality, architecture, and scalability today determines who thrives, or disappears, tomorrow.

      Resources & People Mentioned


      Connect with Cole Napper


      Connect With Red Thread Research

      ]]>      https://api.spreaker.com/episode/68523756Wed, 19 Nov 2025 06:00:11 +0000Stacia Garr & Dani JohnsonIn this episode, Stacia and Dani sit down once again with Cole Napper, author of “People Analytics: Using Data-Driven HR and Gen AI as a Business Asset.” A year after his first appearance, Cole returns with bold insights about the seismic changes...
      Cole argues that the future of HR depends on shedding its transactional skin and embracing a new, data-driven paradigm. He discusses why traditional models like Dave Ulrich’s COE framework won’t survive the decade, how organizations can “discorrelate” from market forces by proving business value, and why fear, not technology, is the biggest obstacle to transformation. 

      With sharp humor and evidence from his own research, Cole makes the case for a redefined HR: one that blends human strategy with AI-powered intelligence to drive growth, not just efficiency.

      You will want to hear this episode if you are interested in...
      [00:00] Building a new HR paradigm in the Gen AI era.
      [06:00] Why people analytics hit its “identity crisis” after 2022.
      [12:00] How to prove HR’s business value beyond metrics.
      [19:00] The decline of the Ulrich HR model and what replaces it.
      [24:00] The future of AI-driven workforce transformation.
      [33:00] The tension between the HR and finance worldviews.
      [46:00] Why data infrastructure is suddenly “sexy” again.
      [52:00] Three possible futures for HR in the next decade.

      Building a New Paradigm for People Analytics
      Cole’s new book calls for a reset in how organizations use data, not as an isolated reporting function but as a business accelerator. He reveals how people analytics can move from being “scorekeepers” to strategic partners by tackling the questions behind the questions: Why is it happening? What should we do about it? His message is clear, analytics must tie directly to revenue, cost, or risk reduction, or it’s just a hobby.

      The End of HR as We Know It
      Cole predicts that the Ulrich model, the long-standing HR framework of COEs, service centers, and HRBPs, won’t survive the coming decade. As generative AI automates much of HR’s transactional work, only the strategic and human elements will remain. He and the hosts debate what should stay human and what can be delegated to machines, exploring the fine line between technological efficiency and organizational soul.

      AI, Accountability, and the Future of Work
      Cole cautions that while AI’s potential is vast, it cannot replace human accountability. Drawing a parallel with the evolution of chess, he argues that AI will transform HR’s “game,” not erase it. The goal isn’t to align around AI as a tool, but to use it to unlock entirely new possibilities in how we work, learn, and grow.

      Infrastructure, Not Illusion
      For all the hype, Cole reminds leaders that the foundation of AI success lies in data infrastructure, “the least sexy but most essential lever.” Without it, organizations risk failure in the next wave of transformation. Investing in data quality, architecture, and scalability today determines who thrives, or disappears, tomorrow.

      Resources & People Mentioned


      Connect with Cole Napper


      Connect With Red Thread Research

      • Website: Red Thread Research
      • On...]]>3621false116fullEight Levers for the Future: Lori Niles-Hoffman on Reimagining EdTech Transformationhttps://www.spreaker.com/episode/eight-levers-for-the-future-lori-niles-hoffman-on-reimagining-edtech-transformation--68421462
        Lori reveals why EdTech success isn’t about shiny tools, it’s about mastering eight foundational levers that determine whether your learning strategy creates value or chaos. From ecosystem thinking to stakeholder management, she explains how leaders can future-proof learning strategies through data, design, and disciplined experimentation.

        You’ll hear candid insights on how AI is reshaping L&D, not by changing the rules, but by exposing where we’ve been weak all along. Lori also shares why the “backend just got sexy,” and how the next competitive edge won’t come from beautiful interfaces, but from the quality of data and insights driving them.

        You will want to hear this episode if you are interested in...
        [00:00] The eight levers shaping EdTech transformation.
        [06:00] Lessons from 25 years in enterprise learning systems.
        [09:00] Why most L&D tech investments fail before they start.
        [14:00] The rise of data literacy and “sexy backends” in learning design.
        [17:00] Why clean data matters more than new tool.
        [24:00] A breakdown of the eight levers and how they work together.
        [29:00] Stakeholder management and ecosystem thinking in practice.
        [35:00] The new role of AI in exposing weak learning strategies.
        [39:00] Why skills, not titles, will define the future of learning.
        [41:00] The human side of transformation: keeping people at the center.

        The Future of Learning Isn’t About Tech, It’s About Leverage
        Lori’s framework flips the script on how organizations approach learning transformation. Rather than starting with technology, she urges leaders to first clarify their target operating model, data readiness, and stakeholder relationships. The result? Smarter decisions, stronger credibility, and sustainable change.

        Her book’s eight levers, ranging from content strategy to ecosystem alignment, help leaders navigate the “medium term” (through 2028) of rapid evolution in learning technology. As Lori puts it, the goal isn’t to adopt AI or automation for their own sake, it’s to make learning adaptive, outcomes-focused, and undeniably relevant.

        Data, Ecosystems, and the “Sexy Backend”
        Forget fancy dashboards, Lori believes the true revolution is happening behind the scenes. As user interfaces disappear and voice or text prompts replace them, differentiation will come from data governance, interoperability, and predictive insights. The backend, she says, is now where strategy lives.

        She emphasizes that AI doesn’t change the levers, it exposes their weaknesses. The organizations winning in this new era will be those that invest in clean data, aligned systems, and smart stakeholder engagement.Skills as the Spine of the Future WorkforceAmong the eight levers, Lori highlights skills as the “spine” connecting every other element of learning strategy.

        She challenges L&D professionals to stop chasing shiny taxonomies and instead treat skills like a supply chain, measured, managed, and constantly replenished. The goal isn’t just mobility or efficiency; it’s resilience.

        Resources & People Mentioned

        Connect with Lori Niles-Hoffman

        Connect With Red Thread Research


        Subscribe to WORKPLACE STORIES        ]]>        https://api.spreaker.com/episode/68421462Wed, 05 Nov 2025 06:00:14 +0000Stacia Garr & Dani JohnsonIn this episode of Workplace Stories, we sit down with Lori Niles-Hoffman, global learning strategist, EdTech advisor, and author of The Eight Levers of EdTech Transformation. With over 25 years of experience implementing large-scale learning systems,...
        Lori reveals why EdTech success isn’t about shiny tools, it’s about mastering eight foundational levers that determine whether your learning strategy creates value or chaos. From ecosystem thinking to stakeholder management, she explains how leaders can future-proof learning strategies through data, design, and disciplined experimentation.

        You’ll hear candid insights on how AI is reshaping L&D, not by changing the rules, but by exposing where we’ve been weak all along. Lori also shares why the “backend just got sexy,” and how the next competitive edge won’t come from beautiful interfaces, but from the quality of data and insights driving them.

        You will want to hear this episode if you are interested in...
        [00:00] The eight levers shaping EdTech transformation.
        [06:00] Lessons from 25 years in enterprise learning systems.
        [09:00] Why most L&D tech investments fail before they start.
        [14:00] The rise of data literacy and “sexy backends” in learning design.
        [17:00] Why clean data matters more than new tool.
        [24:00] A breakdown of the eight levers and how they work together.
        [29:00] Stakeholder management and ecosystem thinking in practice.
        [35:00] The new role of AI in exposing weak learning strategies.
        [39:00] Why skills, not titles, will define the future of learning.
        [41:00] The human side of transformation: keeping people at the center.

        The Future of Learning Isn’t About Tech, It’s About Leverage
        Lori’s framework flips the script on how organizations approach learning transformation. Rather than starting with technology, she urges leaders to first clarify their target operating model, data readiness, and stakeholder relationships. The result? Smarter decisions, stronger credibility, and sustainable change.

        Her book’s eight levers, ranging from content strategy to ecosystem alignment, help leaders navigate the “medium term” (through 2028) of rapid evolution in learning technology. As Lori puts it, the goal isn’t to adopt AI or automation for their own sake, it’s to make learning adaptive, outcomes-focused, and undeniably relevant.

        Data, Ecosystems, and the “Sexy Backend”
        Forget fancy dashboards, Lori believes the true revolution is happening behind the scenes. As user interfaces disappear and voice or text prompts replace them, differentiation will come from data governance, interoperability, and predictive insights. The backend, she says, is now where strategy lives.

        She emphasizes that AI doesn’t change the levers, it exposes their weaknesses. The organizations winning in this new era will be those that invest in clean data, aligned systems, and smart stakeholder engagement.Skills as the Spine of the Future WorkforceAmong the eight levers, Lori highlights skills as the “spine” connecting every other element of learning strategy.

        She challenges L&D professionals to stop chasing shiny taxonomies and instead treat skills like a supply chain, measured, managed, and constantly replenished. The goal isn’t just mobility or efficiency; it’s resilience.

        Resources & People Mentioned

        • L&D Tech Ecosystem 2020
        • 2553false115fullThree Futures for Learning: How AI Is Rewriting L&D with Donald H. Taylor and Eglė Vinauskaitėhttps://www.spreaker.com/episode/three-futures-for-learning-how-ai-is-rewriting-l-d-with-donald-h-taylor-and-egle-vinauskaite--68234984
          This week, on the podcast are Donald H. Taylor and Eglė Vinauskaitė, the minds behind a groundbreaking new report, "AI & Learning 2025: Race for Impact." We’re exploring the rapid changes AI is bringing to Learning and Development (L&D), from early experimentation to widespread implementation, and what it means for the future of work.

          In this conversation, you’ll hear about the three distinct futures for L&D departments, how AI is moving beyond simple content creation into qualitative analytics and adaptive learning, and why team culture and leadership are crucial for success. We also dig into some big philosophical questions: How do we keep humans at the center of tech-driven workplaces? And how will AI reshape the very definition of value in L&D?

          This episode is packed with insights, data, and stories from organizations at the forefront of change. So, get ready to rethink how learning happens and how impactful workplace transformation can be.

          You will want to hear this episode if you are interested in...

          • [00:00] How AI is transforming Learning and Development.
          • [05:40] Transition from experimentation to mainstream implementation of AI in L&D.
          • [13:31] Debunking the maturity model.
          • [16:03] AI integration culture in organizations.
          • [25:07] AI's impact on L&D values.
          • [38:54] Necessity for L&D to demonstrate clear impact and unique value beyond content.
          • [47:36] Leadership Beyond the L&D silo.
          • [52:25] Introduction of the “transformation triangle”: three potential strategic futures.
          The Rapid Evolution of AI in L&D
          AI usage still predominantly supports content creation and design, but there’s an intriguing rise in more sophisticated applications, especially data analysis, dynamic feedback, and even AI-driven coaching. For L&D leaders, the big question is no longer “should we use AI?” but “how can we use it to unlock deeper value for our organizations?”

          What Sets Successful L&D Teams Apart?
          A critical insight from the report is the role of mindset and organizational culture in successful AI adoption. Teams thriving with AI aren’t necessarily bigger or better-resourced; they are “open” teams, led by individuals who embrace risk, imperfect information, and proactive change. These leaders are comfortable experimenting without knowing all the answers, an essential trait for the current landscape.

          True transformation requires more than tech skills; it demands business acumen, a robust understanding of performance, and an ability to integrate learning with business strategy. L&D teams must move from being passive order-takers to strategic partners, actively shaping how people develop and perform.

          AI: Threat or Opportunity for Traditional L&D Roles?
          For some, the rise of AI in learning is unnerving. Tasks once considered core, like instructional design or content creation, can increasingly be automated, often cheaper and faster than before. Taylor cautions that unless L&D professionals shift their value proposition from content production to driving true impact, their roles risk being diminished or redefined.

          But there is an opportunity for L&D to expand its influence. Rather than being relegated to the background, teams can now focus on performance support, skills stewardship, and facilitating human growth, areas where strategic thinking and deep expertise are critical and cannot be automated away.

          Three Futures for L&D: Skills Authority, Enablement Partner, Adaptation Engine
          Perhaps the most provocative segment of the episode introduced three possible “futures” for L&D roles in the AI era:

          Skills Authority:           L&D becomes the custodian of skills, owning skill taxonomies, plumbing, and strategic workforce development. This future demands advanced expertise in identifying, building, and tracking capabilities crucial to business success.

          Enablement Partner: Here, L&D empowers employees across the organization to create their own learning solutions. The team shifts from direct content delivery to building infrastructure, processes, and trust, letting expertise flourish where it’s needed most.

          Adaptation Engine: The most radical scenario, where L&D is absorbed into cross-functional teams focused on rapid business adaptation. Learning professionals blend with design, tech, and operations to solve holistic problems, making learning indistinguishable from broader performance improvement.

          While AI will eventually become as invisible as electricity, the human element in learning, facilitation, creativity, and stewardship remains paramount. The priority for leaders now is to harness AI thoughtfully, ensuring it serves genuine learning and performance goals rather than just delivering faster horses. 

          Resources & People Mentioned

          Connect with Donald H. Taylor and Eglė Vinauskaitė

          Connect With Red Thread Research


          Subscribe to WORKPLACE STORIES          ]]>https://api.spreaker.com/episode/68234984Wed, 22 Oct 2025 06:00:08 +0000Stacia Garr & Dani JohnsonJust two years ago, AI was a shiny new object in L&D, with most professionals dabbling in small pilots and content creation experiments. The latest findings reveal an inflection point: the majority of L&D teams are now actively using AI, not...
          This week, on the podcast are Donald H. Taylor and Eglė Vinauskaitė, the minds behind a groundbreaking new report, "AI & Learning 2025: Race for Impact." We’re exploring the rapid changes AI is bringing to Learning and Development (L&D), from early experimentation to widespread implementation, and what it means for the future of work.

          In this conversation, you’ll hear about the three distinct futures for L&D departments, how AI is moving beyond simple content creation into qualitative analytics and adaptive learning, and why team culture and leadership are crucial for success. We also dig into some big philosophical questions: How do we keep humans at the center of tech-driven workplaces? And how will AI reshape the very definition of value in L&D?

          This episode is packed with insights, data, and stories from organizations at the forefront of change. So, get ready to rethink how learning happens and how impactful workplace transformation can be.

          You will want to hear this episode if you are interested in...

          • [00:00] How AI is transforming Learning and Development.
          • [05:40] Transition from experimentation to mainstream implementation of AI in L&D.
          • [13:31] Debunking the maturity model.
          • [16:03] AI integration culture in organizations.
          • [25:07] AI's impact on L&D values.
          • [38:54] Necessity for L&D to demonstrate clear impact and unique value beyond content.
          • [47:36] Leadership Beyond the L&D silo.
          • [52:25] Introduction of the “transformation triangle”: three potential strategic futures.
          The Rapid Evolution of AI in L&D
          AI usage still predominantly supports content creation and design, but there’s an intriguing rise in more sophisticated applications, especially data analysis, dynamic feedback, and even AI-driven coaching. For L&D leaders, the big question is no longer “should we use AI?” but “how can we use it to unlock deeper value for our organizations?”

          What Sets Successful L&D Teams Apart?
          A critical insight from the report is the role of mindset and organizational culture in successful AI adoption. Teams thriving with AI aren’t necessarily bigger or better-resourced; they are “open” teams, led by individuals who embrace risk, imperfect information, and proactive change. These leaders are comfortable experimenting without knowing all the answers, an essential trait for the current landscape.

          True transformation requires more than tech skills; it demands business acumen, a robust understanding of performance, and an ability to integrate learning with business strategy. L&D teams must move from being passive order-takers to strategic partners, actively shaping how people develop and perform.

          AI: Threat or Opportunity for Traditional L&D Roles?
          For some, the rise of AI in learning is unnerving. Tasks once considered core, like instructional design or content creation, can increasingly be automated, often cheaper and faster than before. Taylor cautions that unless L&D professionals shift their value proposition from content production to driving true impact, their roles risk being diminished or redefined.

          But there is an opportunity for L&D to expand its influence. Rather than being relegated to the background, teams can now focus on performance support, skills stewardship, and facilitating human growth, areas where strategic thinking and deep expertise are critical and cannot be automated away.

          Three Futures for L&D: Skills Authority, Enablement...]]>          3976ai,aiinlearning,aiintheworkplace,employment,futureofwork,humanresource,humanresources,learninganddevelopment,work,workplace,workplacestoriesfalse114fullBelievability: The Secret to AI Adoption in Learninghttps://www.spreaker.com/episode/believability-the-secret-to-ai-adoption-in-learning--68149879
          From creating the “Dilemma Coach” and “IDP Coach” to redefining personalization and data privacy, Peter demonstrates what happens when innovation is combined with practicality, and why sometimes the smartest move is to build, rather than buy.

          You will want to hear this episode if you are interested in...
          • [00:00] Why “believability” is the key to AI adoption.
          • [04:50] How Novo Nordisk’s “Dilemma Coach” and “IDP Coach” came to life.
          • [09:00] Why less data, and the right data, creates better personalization.
          • [17:00] Balancing privacy, ethics, and personalization in AI learning.
          • [25:30] Working with works councils and data regulators early.
          • [33:00] Scaling learning equity and access across global teams.
          • [39:40] What AI means for strategic workforce planning.
          • [41:30] Peter’s advice for L&D leaders ready to experiment with AI.

          The Power of “Believability” in AI Learning
          At Novo Nordisk, Peter’s team coined a simple but powerful concept, believability. It means people will only engage with AI tools if they recognize themselves and their context in the experience. Through hundreds of user tests, they found that when an AI response feels personal and relevant, adoption skyrockets.Rather than hoarding corporate data, they ask employees directly about their goals, challenges, and career aspirations. This approach not only keeps data secure but also ensures every interaction feels real, human, and trustworthy.

          Why Novo Nordisk Built Its Own AI Tools
          When it came to designing learning applications, Peter’s team decided to build rather than buy. The reason? Control, context, and compliance. Off-the-shelf tools couldn’t meet Novo Nordisk’s strict privacy standards or reflect its unique leadership culture. By developing internally, the team could train AI on company-specific frameworks, design intuitive UX guardrails, and maintain full ownership of their data, while spending less than a handful of traditional e-learning modules would cost.

          Redefining Data and Trust
          Instead of scraping internal systems, Peter’s philosophy is simple: ask people. Employees willingly provide fresh, accurate context when they understand how it’s used. Transparency and consent are baked into the process, with large-font screens explaining how data is handled and why it matters.The result? Nearly 90% of employees feel completely safe using these tools, a remarkable trust level for AI-driven systems inside a regulated, global company.

          The Future of L&D and AI Experimentation
          Peter’s message to learning leaders: stop waiting for perfection and start experimenting. You don’t need a massive budget or a team of data scientists to create meaningful AI applications. What you need is curiosity, clear hypotheses, and the courage to learn by doing.AI won’t replace thoughtful design or human judgment, but it can unlock a new era of personalized, scalable, and believable learning.

          Resources & People Mentioned
          Connect with Peter Manniche Riber

          Connect With Red Thread Research


          Subscribe to WORKPLACE STORIES          ]]>          https://api.spreaker.com/episode/68149879Wed, 15 Oct 2025 14:49:54 +0000Stacia Garr & Dani JohnsonArtificial Intelligence is transforming corporate learning, but not every organization is doing it in ways that employees actually trust. In this episode of Workplace Stories, we talk with Peter Manniche Riber, Digital Learning & AI Leader, about...
          From creating the “Dilemma Coach” and “IDP Coach” to redefining personalization and data privacy, Peter demonstrates what happens when innovation is combined with practicality, and why sometimes the smartest move is to build, rather than buy.

          You will want to hear this episode if you are interested in...
          • [00:00] Why “believability” is the key to AI adoption.
          • [04:50] How Novo Nordisk’s “Dilemma Coach” and “IDP Coach” came to life.
          • [09:00] Why less data, and the right data, creates better personalization.
          • [17:00] Balancing privacy, ethics, and personalization in AI learning.
          • [25:30] Working with works councils and data regulators early.
          • [33:00] Scaling learning equity and access across global teams.
          • [39:40] What AI means for strategic workforce planning.
          • [41:30] Peter’s advice for L&D leaders ready to experiment with AI.

          The Power of “Believability” in AI Learning
          At Novo Nordisk, Peter’s team coined a simple but powerful concept, believability. It means people will only engage with AI tools if they recognize themselves and their context in the experience. Through hundreds of user tests, they found that when an AI response feels personal and relevant, adoption skyrockets.Rather than hoarding corporate data, they ask employees directly about their goals, challenges, and career aspirations. This approach not only keeps data secure but also ensures every interaction feels real, human, and trustworthy.

          Why Novo Nordisk Built Its Own AI Tools
          When it came to designing learning applications, Peter’s team decided to build rather than buy. The reason? Control, context, and compliance. Off-the-shelf tools couldn’t meet Novo Nordisk’s strict privacy standards or reflect its unique leadership culture. By developing internally, the team could train AI on company-specific frameworks, design intuitive UX guardrails, and maintain full ownership of their data, while spending less than a handful of traditional e-learning modules would cost.

          Redefining Data and Trust
          Instead of scraping internal systems, Peter’s philosophy is simple: ask people. Employees willingly provide fresh, accurate context when they understand how it’s used. Transparency and consent are baked into the process, with large-font screens explaining how data is handled and why it matters.The result? Nearly 90% of employees feel completely safe using these tools, a remarkable trust level for AI-driven systems inside a regulated, global company.

          The Future of L&D and AI Experimentation
          Peter’s message to learning leaders: stop waiting for perfection and start experimenting. You don’t need a massive budget or a team of data scientists to create meaningful AI applications. What you need is curiosity, clear hypotheses, and the courage to learn by doing.AI won’t replace thoughtful design or human judgment, but it can unlock a new era of personalized, scalable, and believable learning.

          Resources & People Mentioned
          Connect with Peter Manniche Riber

          Connect With Red Thread Research

          • Website: Red Thread Research
          • On 2614artificial,digitallearning,employee,employeedevelopment,futureofwork,humancapital,humanresources,intelligence,learning,novonordisk,petermannicheriber,work,workplace,workplacestoriesfalse113fullMoving HR from Support to Strategic Driver with Nadia Uberoihttps://www.spreaker.com/episode/moving-hr-from-support-to-strategic-driver-with-nadia-uberoi--67832177
            Nadia shares practical details on how Garner Health has developed agile people systems and cultivated a high-candor culture rooted in real-time feedback and organizational transparency. We discuss how conscious alignment between HR and business strategy depends on both robust systems and hiring people with the right agile mindset.

            You’ll hear more about Nadia’s unique approach to performance management, Garner’s decision to publicly share 360 feedback, and how a culture of candor empowers everyone, not just HR, to take ownership of change. Nadia also offers an inside look at the mechanics of building and scaling an intentional organizational culture, and the lessons she’s learned from fast-growing companies.

            You will want to hear this episode if you are interested in...

            • [05:16] Aligning HR with business strategy and high candor cultures.
            • [07:28] Seeking CEO buy-in for strategic alignment.
            • [10:37] Balance short-term solutions and long-term infrastructure planning.
            • [13:48] Focus on continuous improvement and clarity of responsibilities.
            • [21:23] Quarterly planning with smaller, manageable initiatives enables better adaptability and faster impact.
            • [29:04] Real-time feedback improved HR-business alignment by enabling quick adjustments.
            • [33:31] Real-time feedback and collaboration enable immediate improvements.
            • [48:22] Intentionally build and systematize culture for business impact.
            Resources & People Mentioned


            Connect with Nadia Uberoi 

            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/67832177Wed, 24 Sep 2025 06:00:08 +0000Stacia Garr & Dani JohnsonOn the show this week, Nadia Uberoi, Head of People at Garner Health, joins us to explore how HR can move beyond compliance to become a solution-centric and outcome-driven function, aligning closely with the business’s mission and deliverables. Nadia...
            Nadia shares practical details on how Garner Health has developed agile people systems and cultivated a high-candor culture rooted in real-time feedback and organizational transparency. We discuss how conscious alignment between HR and business strategy depends on both robust systems and hiring people with the right agile mindset.

            You’ll hear more about Nadia’s unique approach to performance management, Garner’s decision to publicly share 360 feedback, and how a culture of candor empowers everyone, not just HR, to take ownership of change. Nadia also offers an inside look at the mechanics of building and scaling an intentional organizational culture, and the lessons she’s learned from fast-growing companies.

            You will want to hear this episode if you are interested in...

            • [05:16] Aligning HR with business strategy and high candor cultures.
            • [07:28] Seeking CEO buy-in for strategic alignment.
            • [10:37] Balance short-term solutions and long-term infrastructure planning.
            • [13:48] Focus on continuous improvement and clarity of responsibilities.
            • [21:23] Quarterly planning with smaller, manageable initiatives enables better adaptability and faster impact.
            • [29:04] Real-time feedback improved HR-business alignment by enabling quick adjustments.
            • [33:31] Real-time feedback and collaboration enable immediate improvements.
            • [48:22] Intentionally build and systematize culture for business impact.
            Resources & People Mentioned


            Connect with Nadia Uberoi 

            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            3006agile,business,career,employee,employeedevelopment,garner,garnerhealth,hiring,hr,humanresources,nadiauberoi,people,podcast,recruiting,recruitment,systems,work,workplacefalse112full            Making Skills the Currency of Opportunity with Haley Gloverhttps://www.spreaker.com/episode/making-skills-the-currency-of-opportunity-with-haley-glover--67524433
            In this expansive conversation, she challenges organizations to think bigger, arguing that investing in frontline workers isn't just a corporate responsibility but a societal imperative that strengthens communities and economies alike.

            Glover shares her vision for a future where "all learning counts," and individuals own their skills data, freeing it from the silos of employers and academic institutions.

            Listen in for a dose of realistic optimism on one of the most complex—and human—challenges in the world of work today.

            You will want to hear this episode if you are interested in...
            • [00:00] Intro.
            • [03:34] Why skills are a societal issue, not just a corporate one.
            • [13:31] Building a realistic ROI case for skills investments.
            • [19:32] The "All Learning Counts" vision for skills recognition.
            • [24:01] Why the next decade of skills innovation will be "messy."
            • [27:56] The cultural blockades preventing a skills-first hiring revolution.
            • [36:11] The evolving role and responsibility of the employer.
            • [42:25] A real-world example of a company getting it right.

            Resources & People Mentioned

            Connect with Haley Glover

            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES
            ]]>            https://api.spreaker.com/episode/67524433Wed, 27 Aug 2025 06:00:08 +0000Stacia Garr & Dani JohnsonHaley Glover, Senior Director of UpSkill America at the Aspen Institute, is on a mission to build a world where skills—not degrees or pedigrees—are the primary currency of career opportunity. In this expansive conversation, she challenges...
            In this expansive conversation, she challenges organizations to think bigger, arguing that investing in frontline workers isn't just a corporate responsibility but a societal imperative that strengthens communities and economies alike.

            Glover shares her vision for a future where "all learning counts," and individuals own their skills data, freeing it from the silos of employers and academic institutions.

            Listen in for a dose of realistic optimism on one of the most complex—and human—challenges in the world of work today.

            You will want to hear this episode if you are interested in...
            • [00:00] Intro.
            • [03:34] Why skills are a societal issue, not just a corporate one.
            • [13:31] Building a realistic ROI case for skills investments.
            • [19:32] The "All Learning Counts" vision for skills recognition.
            • [24:01] Why the next decade of skills innovation will be "messy."
            • [27:56] The cultural blockades preventing a skills-first hiring revolution.
            • [36:11] The evolving role and responsibility of the employer.
            • [42:25] A real-world example of a company getting it right.

            Resources & People Mentioned

            Connect with Haley Glover

            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES
            ]]>            2834aspeninstitute,career,employ,employeedevelopment,employer,employment,hr,humanresource,job,jobmarket,jobs,onthejobtraining,professional,skills,upskill,upskillamerica,work,workplace,workplacedevelopment,workplacesstoriesfalse111full            Doing More With Less: Serena Gonsalves-Fersch on Lean Talent Teams and Big Impacthttps://www.spreaker.com/episode/doing-more-with-less-serena-gonsalves-fersch-on-lean-talent-teams-and-big-impact--67342985
            You’ll hear her challenge traditional approaches to employee learning, advocate for seamless integration between learning, talent, DEIB, and performance, and call out industry complacency.

            Serena also shares how her small but mighty team serves 14,000 employees across the globe by staying closely attuned to actual business needs and leveraging the power of data and AI—not just for content creation, but for true predictive insights.

            Listen in for a fascinating discussion that covers everything from the purpose of L&D, how technology is reshaping talent strategies, to the importance of connecting learning directly to organizational impact.  

            You will want to hear this episode if you are interested in...

            • [00:00] Integrated learning & talent strategy.
            • [09:10] Rethinking organizational learning approaches.
            • [21:47] Defining HR's role in automation.
            • [29:04] Streamlining your learning and development team.
            • [31:23] Creating GCP learning journeys.
            • [34:49] Diversity, equity, and inclusion (DEI) in workplace policy.
            • [40:34] AI's Role in boosting efficiency and elevating humanity.
            • [47:08] Organizations as continuous learners.

            Resources & People Mentioned


            Connect with Dr. Serena Gonsalves-Fersch


            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/67342985Wed, 13 Aug 2025 06:00:08 +0000Stacia Garr & Dani JohnsonDr. Serena Gonsalves-Fersch, Global Head of Talent and Academy, shares her refreshingly candid perspective on the evolving role of Learning and Development (L&D) in today’s organizations. You’ll hear her challenge traditional approaches to...
            You’ll hear her challenge traditional approaches to employee learning, advocate for seamless integration between learning, talent, DEIB, and performance, and call out industry complacency.

            Serena also shares how her small but mighty team serves 14,000 employees across the globe by staying closely attuned to actual business needs and leveraging the power of data and AI—not just for content creation, but for true predictive insights.

            Listen in for a fascinating discussion that covers everything from the purpose of L&D, how technology is reshaping talent strategies, to the importance of connecting learning directly to organizational impact.  

            You will want to hear this episode if you are interested in...

            • [00:00] Integrated learning & talent strategy.
            • [09:10] Rethinking organizational learning approaches.
            • [21:47] Defining HR's role in automation.
            • [29:04] Streamlining your learning and development team.
            • [31:23] Creating GCP learning journeys.
            • [34:49] Diversity, equity, and inclusion (DEI) in workplace policy.
            • [40:34] AI's Role in boosting efficiency and elevating humanity.
            • [47:08] Organizations as continuous learners.

            Resources & People Mentioned


            Connect with Dr. Serena Gonsalves-Fersch


            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            2943ai,data,employee,hire,hiring,hr,humanresource,humantalent,l&d,learninganddevelopment,softwareone,talentfalse110full            Building Trust Through Vulnerability: How Zane Zumbahlen Leads Transformational Changehttps://www.spreaker.com/episode/building-trust-through-vulnerability-how-zane-zumbahlen-leads-transformational-change--67080355
            With a 30-year career spanning IBM, CTCA, and global roles in Sweden and Japan, Zane shares candid stories that reveal the power of low-ego, high-confidence leadership. From active listening sessions that rebuilt trust among skeptical managers to structural programs that flipped the risk equation for women leaders, Zane's journey is a masterclass in how HR leaders can move from intention to impactful systems.

            His approach blends authenticity, experimentation, and a relentless drive to make things better, one conversation at a time.

            You will want to hear this episode if you are interested in...
            • (00:00) Intro
            • (04:21) How vulnerability accelerates trust and change.
            • (12:45) The real-life risks of emotional leadership.
            • (18:50) Driving systemic transformation from the HR seat.
            • (22:33) A roadmap for active listening that leads to measurable action.
            • (35:10) Building female leadership pipelines in risk-averse cultures.
            • (47:52) Examples of HR-led innovation across global contexts.
            • (56:15) Rethinking how credibility and compassion coexist in leadership.

            Resources & People Mentioned:


            Connect with Zane Zumbahlen:

            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES


            ]]>            https://api.spreaker.com/episode/67080355Wed, 23 Jul 2025 06:00:08 +0000Stacia Garr & Dani JohnsonIn this episode of Workplace Stories, we sit down with Zane Zumbahlen, Chief People Officer at Wedgwood Veterinary Pharmacy, to explore how vulnerability in leadership can catalyze organizational change. With a 30-year career spanning IBM, CTCA, and...
            With a 30-year career spanning IBM, CTCA, and global roles in Sweden and Japan, Zane shares candid stories that reveal the power of low-ego, high-confidence leadership. From active listening sessions that rebuilt trust among skeptical managers to structural programs that flipped the risk equation for women leaders, Zane's journey is a masterclass in how HR leaders can move from intention to impactful systems.

            His approach blends authenticity, experimentation, and a relentless drive to make things better, one conversation at a time.

            You will want to hear this episode if you are interested in...
            • (00:00) Intro
            • (04:21) How vulnerability accelerates trust and change.
            • (12:45) The real-life risks of emotional leadership.
            • (18:50) Driving systemic transformation from the HR seat.
            • (22:33) A roadmap for active listening that leads to measurable action.
            • (35:10) Building female leadership pipelines in risk-averse cultures.
            • (47:52) Examples of HR-led innovation across global contexts.
            • (56:15) Rethinking how credibility and compassion coexist in leadership.

            Resources & People Mentioned:


            Connect with Zane Zumbahlen:

            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES


            ]]>            2583companyculture,corporateculture,hiring,hr,humanresources,leadership,management,organization,people,work,workplacefalse109full            Beyond Training: How to Prove L&D Isn’t Just Overhead: Dr. Keith Keatinghttps://www.spreaker.com/episode/beyond-training-how-to-prove-l-d-isn-t-just-overhead-dr-keith-keating--66803761
            In this episode, Dr. Keith Keating explains why we’re moving from a “knowledge economy” to a “value economy,” where it’s not what we know but what we do with it that matters.

            He shares practical ways for L&D teams to make their impact visible, bridging the disconnect with CFOs and earning a seat at the strategy table. Through his own journey from high-school dropout to Chief Learning Officer, Keith challenges learning leaders to see themselves as problem-solvers and value creators. 

            He offers frameworks like the Value Creation Compass to help map L&D’s role in business growth, resilience, and customer value, showing that when L&D stays hidden, organizations lose far more than training budgets: they lose adaptability and talent. 

            You will want to hear this episode if you are interested in...

            • (00:00) Intro.
            • (00:22) Keith’s background and why his book matters.
            • (04:58) The shift to a value economy for L&D.
            • (08:50) Keith’s personal journey from dropout to leader.
            • (15:10) Economic, personal, and societal value explained.
            • (19:30) Four key disconnects between L&D and CFOs.
            • (25:40) The Value Creation Compass model.
            • (39:20) Risks if L&D’s value stays hidden.

            Resources & People Mentioned


            Connect with Dr. Keith Keating



            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/66803761Wed, 02 Jul 2025 06:00:08 +0000Stacia Garr & Dani JohnsonMany organizations see learning and development (L&D) as a cost center rather than a strategic driver of value, but what if that mindset is costing them far more than they realize? In this episode, Dr. Keith Keating explains why we’re moving from...
            In this episode, Dr. Keith Keating explains why we’re moving from a “knowledge economy” to a “value economy,” where it’s not what we know but what we do with it that matters.

            He shares practical ways for L&D teams to make their impact visible, bridging the disconnect with CFOs and earning a seat at the strategy table. Through his own journey from high-school dropout to Chief Learning Officer, Keith challenges learning leaders to see themselves as problem-solvers and value creators. 

            He offers frameworks like the Value Creation Compass to help map L&D’s role in business growth, resilience, and customer value, showing that when L&D stays hidden, organizations lose far more than training budgets: they lose adaptability and talent. 

            You will want to hear this episode if you are interested in...

            • (00:00) Intro.
            • (00:22) Keith’s background and why his book matters.
            • (04:58) The shift to a value economy for L&D.
            • (08:50) Keith’s personal journey from dropout to leader.
            • (15:10) Economic, personal, and societal value explained.
            • (19:30) Four key disconnects between L&D and CFOs.
            • (25:40) The Value Creation Compass model.
            • (39:20) Risks if L&D’s value stays hidden.

            Resources & People Mentioned


            Connect with Dr. Keith Keating



            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            3220cfo,employee,employees,hr,humanresources,knowledgeeconomy,leader,leadership,learning,learninganddevelopment,valuecreationcompass,valueeconomy,work,workplacefalse108full            Stop Guessing: How J&J Gets Precise About Skills w/ Bas Debbinkhttps://www.spreaker.com/episode/stop-guessing-how-j-j-gets-precise-about-skills-w-bas-debbink--66505505
            Today, you’ll hear how Johnson & Johnson’s tech organization stopped playing the guessing game. With clear processes to identify, assess, and verify skills, both digital and power skills, they’re not just hoping development happens; they’re engineering it. You'll learn how they use both talent leader insight and AI-driven inference to build a skills-based ecosystem that actually works, without overwhelming employees or managers.

            By the end of the conversation, it’s clear this isn’t about chasing trends. It’s about building a practical, scalable system that aligns employee growth with business needs and helps people know, with confidence, exactly what’s next in their development journey. 

            You will want to hear this episode if you are interested in...

            • (00:00) Intro.
            • (02:32) Bas’s career path and transition into L&D.
            • (05:08) Structure and priorities of J&J’s tech learning organization.
            • (09:00) How J&J defines, identifies, and verifies critical skills.
            • (17:34) Messaging, buy-in, and the cultural side of skill building.
            • (23:47) How AI and tech are reshaping development and learning systems.

            Resources & People Mentioned


            Connect with Bas Debbink


            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/66505505Wed, 11 Jun 2025 10:35:02 +0000Stacia Garr & Dani JohnsonMost organizations claim to care about employee development, but upon closer examination, their approach to skills is often vague, subjective, or downright confusing. They might assume people will simply "figure it out" on the job or resort to...
            Today, you’ll hear how Johnson & Johnson’s tech organization stopped playing the guessing game. With clear processes to identify, assess, and verify skills, both digital and power skills, they’re not just hoping development happens; they’re engineering it. You'll learn how they use both talent leader insight and AI-driven inference to build a skills-based ecosystem that actually works, without overwhelming employees or managers.

            By the end of the conversation, it’s clear this isn’t about chasing trends. It’s about building a practical, scalable system that aligns employee growth with business needs and helps people know, with confidence, exactly what’s next in their development journey. 

            You will want to hear this episode if you are interested in...

            • (00:00) Intro.
            • (02:32) Bas’s career path and transition into L&D.
            • (05:08) Structure and priorities of J&J’s tech learning organization.
            • (09:00) How J&J defines, identifies, and verifies critical skills.
            • (17:34) Messaging, buy-in, and the cultural side of skill building.
            • (23:47) How AI and tech are reshaping development and learning systems.

            Resources & People Mentioned


            Connect with Bas Debbink


            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            2211employee,employeedevelopment,employeegrowth,hr,humanresources,leadership,management,skills,work,workplacefalse107full            Leadership as a System, Not a Trait, with Cher Murphyhttps://www.spreaker.com/episode/leadership-as-a-system-not-a-trait-with-cher-murphy--66327576
            Cher also reflects on the erosion of trust in organizations and how leaders can rebuild it through transparency, consistency, and shared logic. She introduces the concept of leadership as a system—not just a set of traits—which, when embedded across all levels of an organization, can outlast any one individual. The conversation touches on the future of leadership development, the convergence of people functions, and how leaders can balance data and intuition to make better decisions. Ultimately, Cher makes a compelling case that strong leadership is still—at its core—a deeply human endeavor.
            You will want to hear this episode if you are interested in...
            • (00:00) — Intro & Cher’s background
            • (04:00) — Leadership mindsets, speed, and trust
            • (12:00) — Rebuilding trust & communication challenges
            • (20:00) — Structural shifts and cross-functional collaboration
            • (26:00) — AI’s role, human skills, and decision-making
            • (32:00) — Universal leadership traits & leadership as a system
            • (39:00) — Succession, culture fit, and final reflections on meaning


            Resources & People Mentioned


            Connect with Cher Murphy



            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/66327576Wed, 04 Jun 2025 06:00:08 +0000Stacia Garr & Dani JohnsonIn this episode of Workplace Stories, Dani Johnson talks with Cher Murphy, Partner, Head of People+Talent Practice at ON Partner, founder of The Murphy Advisory, and faculty member at Pepperdine and the University of Michigan. Drawing from her deep...
            Cher also reflects on the erosion of trust in organizations and how leaders can rebuild it through transparency, consistency, and shared logic. She introduces the concept of leadership as a system—not just a set of traits—which, when embedded across all levels of an organization, can outlast any one individual. The conversation touches on the future of leadership development, the convergence of people functions, and how leaders can balance data and intuition to make better decisions. Ultimately, Cher makes a compelling case that strong leadership is still—at its core—a deeply human endeavor.
            You will want to hear this episode if you are interested in...
            • (00:00) — Intro & Cher’s background
            • (04:00) — Leadership mindsets, speed, and trust
            • (12:00) — Rebuilding trust & communication challenges
            • (20:00) — Structural shifts and cross-functional collaboration
            • (26:00) — AI’s role, human skills, and decision-making
            • (32:00) — Universal leadership traits & leadership as a system
            • (39:00) — Succession, culture fit, and final reflections on meaning


            Resources & People Mentioned


            Connect with Cher Murphy



            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            2685data,employee,hr,humancapital,humanresources,leadership,management,work,workplacefalse106full            Why Your Strategic Plan Might Be Trapping You, with Lisa Kay Solomon and Jeffrey Rogershttps://www.spreaker.com/episode/why-your-strategic-plan-might-be-trapping-you-with-lisa-kay-solomon-and-jeffrey-rogers--66174024
            For learning leaders, especially those in HR and people analytics, this episode offers a wake-up call. Future thinking isn’t a luxury or a moonshot exercise. It’s a leadership muscle, and the longer it goes untrained, the more fragile our organizations become. Lisa and Jeff unpack what it really means to design for the future, not just in abstract vision decks, but in how we design meetings, questions, experiences, and even relationships. Their approach is grounded in curiosity, humility, and a radical shift from answers to inquiry.

            By the end, listeners don’t just understand why futures thinking matters, they feel invited to do something about it. The conversation offers not just hope, but tools: from rethinking design as a vehicle for emergence, to spotting and disrupting “official futures” inside their own organizations. Whether you’re planning your next L&D initiative or shaping strategy for a shifting workforce, this episode shows you how to lead with intention, not from the past, but toward what’s possible.

             You will want to hear this episode if you are interested in...

            • (00:00) The overlooked leadership skill hiding in plain sight.
            • (03:30) Meet the minds behind Elevate: Futurists with a purpose.
            • (09:00) From theory to traction: Making futures thinking useful now.
            • (15:00) Design that disrupts: How to spark new thinking in any room.
            • (22:00) The silent trap: How a single “official future” keeps orgs stuck.
            • (30:40) Elevate’s true mission: Courage, connection, and change for learning leaders.

            Resources & People Mentioned


            Connect with Lisa & Jeff


            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/66174024Tue, 20 May 2025 17:50:07 +0000Stacia Garr & Dani JohnsonMost leadership development still clings to certainty, quarterly goals, strategic plans, official futures etched in stone. But what if that mindset isn’t just outdated, it’s dangerous? In this episode, Dani Johnson and Stacia Garr sit down with...
            For learning leaders, especially those in HR and people analytics, this episode offers a wake-up call. Future thinking isn’t a luxury or a moonshot exercise. It’s a leadership muscle, and the longer it goes untrained, the more fragile our organizations become. Lisa and Jeff unpack what it really means to design for the future, not just in abstract vision decks, but in how we design meetings, questions, experiences, and even relationships. Their approach is grounded in curiosity, humility, and a radical shift from answers to inquiry.

            By the end, listeners don’t just understand why futures thinking matters, they feel invited to do something about it. The conversation offers not just hope, but tools: from rethinking design as a vehicle for emergence, to spotting and disrupting “official futures” inside their own organizations. Whether you’re planning your next L&D initiative or shaping strategy for a shifting workforce, this episode shows you how to lead with intention, not from the past, but toward what’s possible.

             You will want to hear this episode if you are interested in...

            • (00:00) The overlooked leadership skill hiding in plain sight.
            • (03:30) Meet the minds behind Elevate: Futurists with a purpose.
            • (09:00) From theory to traction: Making futures thinking useful now.
            • (15:00) Design that disrupts: How to spark new thinking in any room.
            • (22:00) The silent trap: How a single “official future” keeps orgs stuck.
            • (30:40) Elevate’s true mission: Courage, connection, and change for learning leaders.

            Resources & People Mentioned


            Connect with Lisa & Jeff


            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            2909employee,futureofwork,hr,leadership,management,work,workplacefalse105full            "Wait, You Still Make People Fill Out HR Forms?" with Josh Novellehttps://www.spreaker.com/episode/wait-you-still-make-people-fill-out-hr-forms-with-josh-novelle--66085634
            Josh Novelle, Global Head of People Solutions at Convatec, argues that it’s time to rethink how we define value in HR tech. In his world, the best tools don’t ask people to step out of their workday to interact with them, they fit invisibly into the flow. He points out how incentives from vendors often run counter to what organizations need, and how this misalignment quietly drains productivity. From nudging employees to use their leave before burnout hits, to questioning why booking time off isn’t already embedded in your calendar, he challenges long-held assumptions with clear, practical alternatives.

            This conversation goes beyond tool choices. It raises a bigger question: what if your systems could work together behind the scenes to deliver support without demanding attention? As the boundaries between work, systems, and experience blur, the teams that win won't be the ones with the flashiest platforms. They'll be the ones who make their tech nearly disappear. 

            You will want to hear this episode if you are interested in...

            • (00:00) Redefining employee experience beyond HR systems.
            • (08:50) Choosing tech partners and surfacing vendor misalignment.
            • (18:00) The rise of headless tech and middleware's quiet power.
            • (27:10) Subtle interventions that reduce burnout.
            • (35:00) Where AI fits into employee experience.
            • (44:30) Why leadership development fails without operational alignment.


            Resources & People Mentioned


            Connect with Josh Novelle



            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/66085634Wed, 14 May 2025 23:04:43 +0000Stacia Garr & Dani JohnsonMany teams don’t realize how much time their people are losing to repetitive tasks and clunky systems. From filling out HR forms to bouncing between platforms, what’s called “employee experience” often adds up to unnecessary friction. The real...
            Josh Novelle, Global Head of People Solutions at Convatec, argues that it’s time to rethink how we define value in HR tech. In his world, the best tools don’t ask people to step out of their workday to interact with them, they fit invisibly into the flow. He points out how incentives from vendors often run counter to what organizations need, and how this misalignment quietly drains productivity. From nudging employees to use their leave before burnout hits, to questioning why booking time off isn’t already embedded in your calendar, he challenges long-held assumptions with clear, practical alternatives.

            This conversation goes beyond tool choices. It raises a bigger question: what if your systems could work together behind the scenes to deliver support without demanding attention? As the boundaries between work, systems, and experience blur, the teams that win won't be the ones with the flashiest platforms. They'll be the ones who make their tech nearly disappear. 

            You will want to hear this episode if you are interested in...

            • (00:00) Redefining employee experience beyond HR systems.
            • (08:50) Choosing tech partners and surfacing vendor misalignment.
            • (18:00) The rise of headless tech and middleware's quiet power.
            • (27:10) Subtle interventions that reduce burnout.
            • (35:00) Where AI fits into employee experience.
            • (44:30) Why leadership development fails without operational alignment.


            Resources & People Mentioned


            Connect with Josh Novelle



            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            3177employeeexperience,hr,productivity,systems,work,workplacefalse104full            AI’s Not the Problem - It’s How You Use It, with Jeremy Broome of VISAhttps://www.spreaker.com/episode/ai-s-not-the-problem-it-s-how-you-use-it-with-jeremy-broome-of-visa--65768221
            Jeremy Broome, Global Head of Talent at Visa, shares how his team navigates AI with a surprisingly optimistic and deeply human approach. From scenario-based workforce planning to AI-powered feedback loops in sales training, Jeremy outlines how Visa empowers employees to experiment safely, learn organically, and ask better questions rather than just seek faster answers. Along the way, he introduces a simple but powerful framework, “one-way doors vs. two-way doors”, for evaluating risk, making bolder moves, and learning without losing trust.

            This conversation isn't just about tech adoption. It's about how thoughtful design, cultural muscle, and a focus on community can transform fear into fluency and uncertainty into innovation. Whether you're starting your AI journey or stuck in the middle of one, this episode shows you what people-first AI looks like. 

            You will want to hear this episode if you are interested in...

            • (0:00) Optimism, people-first AI, and two-way doors.
            • (4:36) Jeremy’s background and Visa’s AI legacy.
            • (9:06) GenAI as an opportunity and top-down momentum.
            • (13:38) Real-world use cases: recruiting, learning, chatbots.
            • (17:40) Future-back workforce planning and scenario design.
            • (24:01) Learning shifts: community, context, and curiosity.
            Resources & People Mentioned

            Connect with Jeremy Broome

            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/65768221Wed, 30 Apr 2025 18:29:35 +0000Stacia Garr & Dani JohnsonMost conversations about AI in the workplace get stuck on the surface - job loss fears, tech hype, and hand-wringing about what’s next. But in this episode, we flip the script. What if AI itself isn’t the problem? What if the real story is how...
            Jeremy Broome, Global Head of Talent at Visa, shares how his team navigates AI with a surprisingly optimistic and deeply human approach. From scenario-based workforce planning to AI-powered feedback loops in sales training, Jeremy outlines how Visa empowers employees to experiment safely, learn organically, and ask better questions rather than just seek faster answers. Along the way, he introduces a simple but powerful framework, “one-way doors vs. two-way doors”, for evaluating risk, making bolder moves, and learning without losing trust.

            This conversation isn't just about tech adoption. It's about how thoughtful design, cultural muscle, and a focus on community can transform fear into fluency and uncertainty into innovation. Whether you're starting your AI journey or stuck in the middle of one, this episode shows you what people-first AI looks like. 

            You will want to hear this episode if you are interested in...

            • (0:00) Optimism, people-first AI, and two-way doors.
            • (4:36) Jeremy’s background and Visa’s AI legacy.
            • (9:06) GenAI as an opportunity and top-down momentum.
            • (13:38) Real-world use cases: recruiting, learning, chatbots.
            • (17:40) Future-back workforce planning and scenario design.
            • (24:01) Learning shifts: community, context, and curiosity.
            Resources & People Mentioned

            Connect with Jeremy Broome

            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            3009ai,broome,company,corporate,employees,hr,jeremy,jobs,teams,tech,technology,visa,workforce,workplacefalse103full            “Wait, We’re Still Guessing?” Why HR Needs Better Data - NOWhttps://www.spreaker.com/episode/wait-we-re-still-guessing-why-hr-needs-better-data-now--65614660
            Hosts Dani Johnson, Stacia Garr, and Priyanka Mehrotra walk through how this market has evolved, what’s driving investment, and why the demand for better-connected, more useful insights keeps rising.

            We also dig into what’s not working, like customer frustration, disappointing ROI, and the reality that AI in these tools often overpromises and underdelivers. Whether you’re brand new to people analytics or looking to uplevel your HR tech strategy, this episode will help you move from “hoping for the best” to truly leading with insight. 

            You will want to hear this episode if you are interested in...
            • (0:00) Setting the stage: Why people analytics tech is worth revisiting.
            • (4:31) The market’s growth from $1.7B to $8.1B, and what’s fueling it.
            • (8:31) Three big shifts: use cases, democratization, and ethics.
            • (13:40) Pandemic-driven surge: Why execs finally cared about people data.
            • (14:57) What vendors are getting right: Partnerships and practical AI.
            • (23:25) Where vendors are falling short: UX, ROI, and unmet promises.
            • (29:30) The near-term future: Middleware, consolidation, and embedded insights.
            • (36:00) AI expectations vs. reality: Trust, risk, and what vendors still miss.
            Resources & People Mentioned
            Connect with Dani, Stacia, and Priyanka
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES
            ]]>            https://api.spreaker.com/episode/65614660Thu, 17 Apr 2025 18:33:38 +0000Stacia Garr & Dani JohnsonHR teams have more data than ever, but many still rely on guesswork when it comes to people decisions. In this episode, we unpack the rapid growth of the people analytics tech market, which ballooned from $1.7B in 2019 to $8.1B by last summer. Hosts...
            Hosts Dani Johnson, Stacia Garr, and Priyanka Mehrotra walk through how this market has evolved, what’s driving investment, and why the demand for better-connected, more useful insights keeps rising.

            We also dig into what’s not working, like customer frustration, disappointing ROI, and the reality that AI in these tools often overpromises and underdelivers. Whether you’re brand new to people analytics or looking to uplevel your HR tech strategy, this episode will help you move from “hoping for the best” to truly leading with insight. 

            You will want to hear this episode if you are interested in...
            • (0:00) Setting the stage: Why people analytics tech is worth revisiting.
            • (4:31) The market’s growth from $1.7B to $8.1B, and what’s fueling it.
            • (8:31) Three big shifts: use cases, democratization, and ethics.
            • (13:40) Pandemic-driven surge: Why execs finally cared about people data.
            • (14:57) What vendors are getting right: Partnerships and practical AI.
            • (23:25) Where vendors are falling short: UX, ROI, and unmet promises.
            • (29:30) The near-term future: Middleware, consolidation, and embedded insights.
            • (36:00) AI expectations vs. reality: Trust, risk, and what vendors still miss.
            Resources & People Mentioned
            Connect with Dani, Stacia, and Priyanka
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES
            ]]>            2578ai,danijohnson,futureofwork,hr,hrstrategy,people,peopleanalytics,peopledata,priyankamehrotra,staciagarr,work,workplace,workplacestoriesfalse102full            L&D’s Identity Crisis: Why Supporting the Business Isn’t Enough Anymore, with Al Deahttps://www.spreaker.com/episode/l-d-s-identity-crisis-why-supporting-the-business-isn-t-enough-anymore-with-al-dea--65138437
            In this episode, Al Dea, founder of Edge of Work, challenges the traditional identity of L&D and makes the case for a more strategic role—one that positions learning as a core driver of business transformation, not just an enabler of it.

            We dive into the recurring struggle for L&D to "get a seat at the table" and why that framing might be holding teams back. Instead of waiting for an invitation, L&D leaders must shift their focus from delivering learning to solving real business problems.

            Al shares insights on how forward-thinking organizations are embedding learning into business strategy, leveraging skills data, and embracing new ways of working—such as agile methodologies and systems thinking—to drive real impact. 

            You will want to hear this episode if you are interested in...
            • (00:00) L&D’s Identity Crisis
            • (05:10) Why L&D struggles for influence and how to fix it
            • (12:40) The shift from support function to strategic problem-solver
            • (20:50) The role of skills data in transforming L&D
            • (32:00) Challenges and mindset shifts needed for L&D leaders
            • (42:41) Final thoughts and why Al Dea does this work

            Resources & People MentionedConnect with Al DeaConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/65138437Wed, 02 Apr 2025 07:00:07 +0000Stacia Garr & Dani JohnsonMany L&D teams still see themselves as a support function—creating learning programs, responding to training requests, and advocating for development. But in a rapidly changing business landscape, is that enough?  In this episode, Al Dea, founder...
            In this episode, Al Dea, founder of Edge of Work, challenges the traditional identity of L&D and makes the case for a more strategic role—one that positions learning as a core driver of business transformation, not just an enabler of it.

            We dive into the recurring struggle for L&D to "get a seat at the table" and why that framing might be holding teams back. Instead of waiting for an invitation, L&D leaders must shift their focus from delivering learning to solving real business problems.

            Al shares insights on how forward-thinking organizations are embedding learning into business strategy, leveraging skills data, and embracing new ways of working—such as agile methodologies and systems thinking—to drive real impact. 

            You will want to hear this episode if you are interested in...
            • (00:00) L&D’s Identity Crisis
            • (05:10) Why L&D struggles for influence and how to fix it
            • (12:40) The shift from support function to strategic problem-solver
            • (20:50) The role of skills data in transforming L&D
            • (32:00) Challenges and mindset shifts needed for L&D leaders
            • (42:41) Final thoughts and why Al Dea does this work

            Resources & People MentionedConnect with Al DeaConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2643ai,aldea,edgeofwork,l&d,redthreadresearch,workplacestoriesfalse101full            AI, Learning & Partnerships: How Bertelsmann is Future-Proofing Its Workforce with Steven Moranhttps://www.spreaker.com/episode/ai-learning-partnerships-how-bertelsmann-is-future-proofing-its-workforce-with-steven-moran--64964441
            With 400 businesses and 80,000 employees worldwide, Bertelsmann is uniquely positioned at the intersection of AI, workforce learning, and industry partnerships—making its approach to AI adoption especially insightful.

            Steven shares how Bertelsmann strategically identifies which work AI should take over and which skills employees should double down on to stay competitive. He also unpacks why AI isn’t just about efficiency—it’s about fostering creativity, innovation, and business transformation.

            From collaborating with OpenAI to rethinking job structures, Steven offers a behind-the-scenes look at how Bertelsmann is future-proofing its workforce. Whether you’re an HR leader, a learning professional, or simply curious about AI’s role in the workplace, this episode provides a roadmap for navigating the next era of work.

            You will want to hear this episode if you are interested in...
            • (0:00) How Bertelsmann’s Chief Learning Officer also leads partnerships
            • (1:10) AI’s shift from experimentation to real implementation in organizations
            • (8:33) Bertelsmann’s strategic partnership with OpenAI and its goals
            • (10:32) How AI is reshaping work and what skills employees should prioritize
            • (16:40) The journey from AI experimentation to company-wide adoption
            • (22:50) Balancing AI-driven efficiency with human creativity in the workplace
            • (35:00) How Bertelsmann uses skill gap analysis to drive workforce strategy
            Resources & People MentionedConnect with Steven MoranConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES
            ]]>            https://api.spreaker.com/episode/64964441Wed, 19 Mar 2025 05:00:07 +0000Stacia Garr & Dani JohnsonAI is transforming work at an unprecedented pace, but many organizations still struggle to move beyond experimentation and into real implementation. In this episode, we sit down with Steven Moran, Chief Learning Officer and Chief Partnerships Officer...
            With 400 businesses and 80,000 employees worldwide, Bertelsmann is uniquely positioned at the intersection of AI, workforce learning, and industry partnerships—making its approach to AI adoption especially insightful.

            Steven shares how Bertelsmann strategically identifies which work AI should take over and which skills employees should double down on to stay competitive. He also unpacks why AI isn’t just about efficiency—it’s about fostering creativity, innovation, and business transformation.

            From collaborating with OpenAI to rethinking job structures, Steven offers a behind-the-scenes look at how Bertelsmann is future-proofing its workforce. Whether you’re an HR leader, a learning professional, or simply curious about AI’s role in the workplace, this episode provides a roadmap for navigating the next era of work.

            You will want to hear this episode if you are interested in...
            • (0:00) How Bertelsmann’s Chief Learning Officer also leads partnerships
            • (1:10) AI’s shift from experimentation to real implementation in organizations
            • (8:33) Bertelsmann’s strategic partnership with OpenAI and its goals
            • (10:32) How AI is reshaping work and what skills employees should prioritize
            • (16:40) The journey from AI experimentation to company-wide adoption
            • (22:50) Balancing AI-driven efficiency with human creativity in the workplace
            • (35:00) How Bertelsmann uses skill gap analysis to drive workforce strategy
            Resources & People MentionedConnect with Steven MoranConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES
            ]]>            2685ai,redthreadresearch,stevenmoran,workplacestoriesfalse100full            Brenda Kowske: Strategic Workforce Planning in the Age of AIhttps://www.spreaker.com/episode/brenda-kowske-strategic-workforce-planning-in-the-age-of-ai--64632832
            With 50,000 employees worldwide and a rapidly growing footprint, they’re navigating big challenges with fresh approaches.We talked with Brenda about how her team is breaking down traditional HR silos, integrating workforce planning into business decisions, and staying ahead of the curve with AI and skills-based planning.

            She’s been in this space for over a decade and brings a sharp perspective on what works—and what doesn’t.From creating global talent pods to using unexpected data like happiness indexes, Brenda walked us through how Boston Scientific is balancing data, technology, and strategy to make workforce planning a true competitive advantage.

            You will want to hear this episode if you are interested in...
            • Intro [0:00]
            • How AI is changing jobs, skills, and how teams are truly built [1:44]
            • Using location and happiness data to make better workforce choices [2:29]
            • The challenge of moving from job-based to skill-based planning [7:00]
            • How to keep workforce data private while still using it smartly [21:00]
            • Why Boston Scientific keeps workforce planning “always on” [24:30]
            • How AI could make it easier to help employees grow their skills [33:20]
            Resources & People Mentioned
            Connect with Brenda Kowske
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/64632832Wed, 05 Mar 2025 08:00:08 +0000Stacia Garr & Dani JohnsonBoston Scientific is looking at workforce planning in an entirely new way. We got the rare chance to hear all about it from Brenda Kowske, their Senior Director of Talent Analytics and Workforce Planning. With 50,000 employees worldwide and a rapidly...
            With 50,000 employees worldwide and a rapidly growing footprint, they’re navigating big challenges with fresh approaches.We talked with Brenda about how her team is breaking down traditional HR silos, integrating workforce planning into business decisions, and staying ahead of the curve with AI and skills-based planning.

            She’s been in this space for over a decade and brings a sharp perspective on what works—and what doesn’t.From creating global talent pods to using unexpected data like happiness indexes, Brenda walked us through how Boston Scientific is balancing data, technology, and strategy to make workforce planning a true competitive advantage.

            You will want to hear this episode if you are interested in...
            • Intro [0:00]
            • How AI is changing jobs, skills, and how teams are truly built [1:44]
            • Using location and happiness data to make better workforce choices [2:29]
            • The challenge of moving from job-based to skill-based planning [7:00]
            • How to keep workforce data private while still using it smartly [21:00]
            • Why Boston Scientific keeps workforce planning “always on” [24:30]
            • How AI could make it easier to help employees grow their skills [33:20]
            Resources & People Mentioned
            Connect with Brenda Kowske
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2437false99full            Navigating Trump’s DE&I Executive Orders: Clarity with Heather Bussinghttps://www.spreaker.com/episode/navigating-trump-s-de-i-executive-orders-clarity-with-heather-bussing--64443171
            Heather brings her sharp legal perspective, offering clarity on what these orders actually mean for businesses—especially those in the private sector—and how employers can navigate this complex landscape without overreacting.

            Heather is direct, no-nonsense, and refreshingly calm in the face of the confusion swirling around DE&I today. We dive into the details of the executive orders, what they really say (and what they don’t), and what companies can do to stay on the right side of the law while building a more inclusive workplace.

            One of the biggest takeaways from this conversation is the importance of staying focused on fairness and merit. Heather stresses that while the executive orders might stir up public debates, the real work for companies is about being transparent and fair in their practices, especially around hiring, promotions, and performance assessments.

            She also talks about the growing need to rethink the way organizations measure success in their DE&I efforts, focusing on meaningful change rather than just checking boxes.

            If you’re a leader or HR professional feeling the pressure to adjust your DE&I strategy, this episode is for you. Heather offers clear, actionable advice that will help you move forward with confidence.

            You will want to hear this episode if you are interested in...
            • (0:00) Introduction to Heather Bussing (and Why You Should Listen to Her)
            • (6:24) What Is an Executive Order?
            • (8:51) The DE&I Executive Orders and Their Focus on Federal Contractors
            • (15:03) Legal Impact vs. Cultural Backlash on DE&I Programs
            • (22:29) Why Fairness Should Still Be the Focus of DE&I Efforts
            • (26:48) Lightening the Mood with the Lightning Round
            • (30:48) Why You Should Do What You’re Already Doing 
            • (35:20) Moving Forward: Maintaining DE&I Programs Amidst Change
            Connect with Heather Bussing
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/64443171Wed, 19 Feb 2025 06:00:07 +0000Stacia Garr & Dani JohnsonIn this episode of Workplace Stories, we sit down with Heather Bussing, a California employment lawyer, to break down the recent executive orders on Diversity, Equity, and Inclusion (DE&I). Heather brings her sharp legal perspective, offering...
            Heather brings her sharp legal perspective, offering clarity on what these orders actually mean for businesses—especially those in the private sector—and how employers can navigate this complex landscape without overreacting.

            Heather is direct, no-nonsense, and refreshingly calm in the face of the confusion swirling around DE&I today. We dive into the details of the executive orders, what they really say (and what they don’t), and what companies can do to stay on the right side of the law while building a more inclusive workplace.

            One of the biggest takeaways from this conversation is the importance of staying focused on fairness and merit. Heather stresses that while the executive orders might stir up public debates, the real work for companies is about being transparent and fair in their practices, especially around hiring, promotions, and performance assessments.

            She also talks about the growing need to rethink the way organizations measure success in their DE&I efforts, focusing on meaningful change rather than just checking boxes.

            If you’re a leader or HR professional feeling the pressure to adjust your DE&I strategy, this episode is for you. Heather offers clear, actionable advice that will help you move forward with confidence.

            You will want to hear this episode if you are interested in...
            • (0:00) Introduction to Heather Bussing (and Why You Should Listen to Her)
            • (6:24) What Is an Executive Order?
            • (8:51) The DE&I Executive Orders and Their Focus on Federal Contractors
            • (15:03) Legal Impact vs. Cultural Backlash on DE&I Programs
            • (22:29) Why Fairness Should Still Be the Focus of DE&I Efforts
            • (26:48) Lightening the Mood with the Lightning Round
            • (30:48) Why You Should Do What You’re Already Doing 
            • (35:20) Moving Forward: Maintaining DE&I Programs Amidst Change
            Connect with Heather Bussing
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2436de&i,executiveorder,heatherbussing,redthreadresearch,workplacestoriesfalse98full            Simplifying Leadership: Coca-Cola’s Approach to Manager Effectiveness with Tapaswee Chandelehttps://www.spreaker.com/episode/simplifying-leadership-coca-cola-s-approach-to-manager-effectiveness-with-tapaswee-chandele--64179969
            She’s direct, transparent, and refreshingly honest about the challenges leaders face today—and what companies need to do to make things simpler. From setting clear expectations to measuring what matters, Tapaswee breaks down the way Coca-Cola supports managers without overcomplicating the process.

            One of the huge takeaways for us was the idea of prioritization: cutting through the noise and focusing on just a few key things that actually move the needle. Tapaswee also shared some thought-provoking perspectives on culture, manager accountability, and why companies need to be intentional about the kind of leaders they develop and reward.

            Oh, and we got into how AI could be a game-changer for taking boring admin work off managers’ plates so they can spend more time on what actually matters—like leading their teams.

            You will want to hear this episode if you are interested in...
            • Intro [0:00]
            • How Coca-Cola Defines Manager Effectiveness [4:45]
            • Embedding Leadership into Culture and Processes [10:10]
            • Why Manager Effectiveness Is Declining [15:00]
            • Supporting Managers with Data and Feedback [21:00]
            • Using AI to Simplify Managerial Work [30:10]
            • Rethinking Leadership Roles and Rewards [38:00]
            • Measuring Manager Effectiveness at Coca-Cola [43:10]

            Resources & People Mentioned
            Connect with Tapaswee Chandele
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/64179969Wed, 05 Feb 2025 06:00:07 +0000Stacia Garr & Dani JohnsonWe sat down with Tapaswee Chandele, Senior Vice President of Global Talent Development and System Partnerships at Coca-Cola, to talk about what it really takes to help managers succeed.  She’s direct, transparent, and refreshingly honest about the...
            She’s direct, transparent, and refreshingly honest about the challenges leaders face today—and what companies need to do to make things simpler. From setting clear expectations to measuring what matters, Tapaswee breaks down the way Coca-Cola supports managers without overcomplicating the process.

            One of the huge takeaways for us was the idea of prioritization: cutting through the noise and focusing on just a few key things that actually move the needle. Tapaswee also shared some thought-provoking perspectives on culture, manager accountability, and why companies need to be intentional about the kind of leaders they develop and reward.

            Oh, and we got into how AI could be a game-changer for taking boring admin work off managers’ plates so they can spend more time on what actually matters—like leading their teams.

            You will want to hear this episode if you are interested in...
            • Intro [0:00]
            • How Coca-Cola Defines Manager Effectiveness [4:45]
            • Embedding Leadership into Culture and Processes [10:10]
            • Why Manager Effectiveness Is Declining [15:00]
            • Supporting Managers with Data and Feedback [21:00]
            • Using AI to Simplify Managerial Work [30:10]
            • Rethinking Leadership Roles and Rewards [38:00]
            • Measuring Manager Effectiveness at Coca-Cola [43:10]

            Resources & People Mentioned
            Connect with Tapaswee Chandele
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2839ai,coca-cola,redthreadresearch,tapasweechandele,workplacestoriesfalse97full            The Future of HR: Stacey Harris Shares the 2025 Trends You Can’t Ignorehttps://www.spreaker.com/episode/the-future-of-hr-stacey-harris-shares-the-2025-trends-you-can-t-ignore--63794462
            To truly make sense of it all, we sat down with Stacey Harris, Chief Research Officer at Sapient Insights Group, whose decades of experience as both a practitioner and industry analyst give her a grounded, data-backed perspective on what HR teams need to focus on right now.

            From the rise of personalization and the cultural barriers blocking internal mobility to the critical role of managers and why workforce planning is finally having its moment, Stacey gave us a clear-eyed view of where HR is heading—and what’s holding it back.

            She challenged us to think differently about what “engagement” truly means, the limitations of current AI applications, and why a company’s culture—not its tech—might be the biggest obstacle to success in 2025.

            If you’re ready to make sense of this rapidly changing landscape and get practical advice on how to navigate the year ahead, Stacey’s insights are the perfect guide.

            You will want to hear this episode if you are interested in...
            • Intro [0:00]
            • Meeting Stacey Harris [4:26]
            • 2025 Trends in HR Tech [7:08]
            • AI in HR: Hype vs. Reality [9:06]
            • The Data Problem and Internal Mobility Challenges [12:47]
            • Managers as Barriers and the Role of AI [18:00]
            • Rethinking Engagement and Personalization [23:54]
            • Workforce Planning’s Evolution [38:20]
            • Final Thoughts and Why Stacey Does the Work She Does [42:00]
            Resources & People MentionedConnect with Stacey HarrisConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES
            ]]>            https://api.spreaker.com/episode/63794462Wed, 22 Jan 2025 06:00:07 +0000Stacia Garr & Dani JohnsonIn 2025, the HR landscape is already transforming–quickly. With AI moving from hype to reality, workforce cultures evolving, and organizations pausing to get their data and systems in order, leaders face both big opportunities and bigger decisions. ...
            To truly make sense of it all, we sat down with Stacey Harris, Chief Research Officer at Sapient Insights Group, whose decades of experience as both a practitioner and industry analyst give her a grounded, data-backed perspective on what HR teams need to focus on right now.

            From the rise of personalization and the cultural barriers blocking internal mobility to the critical role of managers and why workforce planning is finally having its moment, Stacey gave us a clear-eyed view of where HR is heading—and what’s holding it back.

            She challenged us to think differently about what “engagement” truly means, the limitations of current AI applications, and why a company’s culture—not its tech—might be the biggest obstacle to success in 2025.

            If you’re ready to make sense of this rapidly changing landscape and get practical advice on how to navigate the year ahead, Stacey’s insights are the perfect guide.

            You will want to hear this episode if you are interested in...
            • Intro [0:00]
            • Meeting Stacey Harris [4:26]
            • 2025 Trends in HR Tech [7:08]
            • AI in HR: Hype vs. Reality [9:06]
            • The Data Problem and Internal Mobility Challenges [12:47]
            • Managers as Barriers and the Role of AI [18:00]
            • Rethinking Engagement and Personalization [23:54]
            • Workforce Planning’s Evolution [38:20]
            • Final Thoughts and Why Stacey Does the Work She Does [42:00]
            Resources & People MentionedConnect with Stacey HarrisConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES
            ]]>            2661false96full            L&D Tech: What’s In and Out through an Investor’s Lenshttps://www.spreaker.com/episode/l-d-tech-what-s-in-and-out-through-an-investor-s-lens--63604954
            You will want to hear this episode if you are interested in...
            • How Kimberly’s Background Ties L&D to Investments [2:41]
            • Major Trends Shaping People Tech [3:54]
            • AI’s Role in Upskilling and L&D Tech [6:07]
            • AI Integrating Learning Into Work [8:30]
            • If L&D Is Becoming More Strategic [10:20]
            • Corporate L&D as a Consultative Role [13:10]
            • Creating Measurable Value in L&D [15:20]
            • Exciting Investments in People Tech [28:00]
            • Evaluating Vendors’ Stability and Growth [34:40]
            • Lessons From Mistakes Were Made [42:52]

            Resources & People Mentioned
            Connect with Kimberly Williams 
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/63604954Wed, 08 Jan 2025 06:00:07 +0000Stacia Garr & Dani JohnsonMost organizations waste money on L&D technology because they don’t think like investors. We sat down with Kimberly Williams, CEO of Absorb Software, to talk about her unique perspective on learning and development technology. As someone with a...
            You will want to hear this episode if you are interested in...
            • How Kimberly’s Background Ties L&D to Investments [2:41]
            • Major Trends Shaping People Tech [3:54]
            • AI’s Role in Upskilling and L&D Tech [6:07]
            • AI Integrating Learning Into Work [8:30]
            • If L&D Is Becoming More Strategic [10:20]
            • Corporate L&D as a Consultative Role [13:10]
            • Creating Measurable Value in L&D [15:20]
            • Exciting Investments in People Tech [28:00]
            • Evaluating Vendors’ Stability and Growth [34:40]
            • Lessons From Mistakes Were Made [42:52]

            Resources & People Mentioned
            Connect with Kimberly Williams 
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2812absorbsoftware,ai,kimberlywilliams,redthreadresearch,workplacestoriesfalse95full            The Art of Finding and Growing Niche Skills with Cari Bohleyhttps://www.spreaker.com/episode/the-art-of-finding-and-growing-niche-skills-with-cari-bohley--63476773
            You will want to hear this episode if you are interested in...
            • Cari’s role at Peraton and its mission-critical focus [0:00]
            • Metrics that make leadership care about skills [1:20]
            • How timing impacts a business case [2:00]
            • Using AI to hire in niche markets [7:07]
            • Boosting retention with clear career paths [13:10]
            • Skills as the foundation for hiring and growth [16:10]
            • Tailoring a business case for leadership buy-in [32:30]
            • What success looks like with skills tools [35:00]
            • Lessons from implementing too quickly [39:06]
            • Why Cari enjoys the “fun” side of HR [40:20]

            Resources & People MentionedConnect with Cari BohleyConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/63476773Fri, 27 Dec 2024 06:00:08 +0000Stacia Garr & Dani JohnsonCari Bohley, Vice President of Talent Management at Peraton, talks about solving real workplace problems by focusing on skills. From finding highly specialized talent in competitive markets to helping employees see clear career paths, Cari explains...
            You will want to hear this episode if you are interested in...
            • Cari’s role at Peraton and its mission-critical focus [0:00]
            • Metrics that make leadership care about skills [1:20]
            • How timing impacts a business case [2:00]
            • Using AI to hire in niche markets [7:07]
            • Boosting retention with clear career paths [13:10]
            • Skills as the foundation for hiring and growth [16:10]
            • Tailoring a business case for leadership buy-in [32:30]
            • What success looks like with skills tools [35:00]
            • Lessons from implementing too quickly [39:06]
            • Why Cari enjoys the “fun” side of HR [40:20]

            Resources & People MentionedConnect with Cari BohleyConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2530false94full            The Existential Crisis of L&D with Albertsons’ Michelle Kayhttps://www.spreaker.com/episode/the-existential-crisis-of-l-d-with-albertsons-michelle-kay--63394945
            Michelle Kay, Head of Learning and Development at Albertsons, has a clear answer: the unique expertise of L&D is irreplaceable. Managing learning for over 355,000 associates across one of the nation’s largest grocery chains, Michelle demonstrates how L&D can be a driving force behind business success, even in the face of change and uncertainty.

            Michelle’s perspective blends optimism and realism as she tackles pressing challenges like AI integration, burnout, and evolving workforce expectations. She explores how L&D functions as a critical link between talent development and business needs, offering tools for long-term growth and innovation.

            Through her candid insights and stories, she shows how learning teams can remain relevant, impactful, and future-focused—despite the shifting dynamics of the workplace.

            You will want to hear this episode if you are interested in...
            • How L&D can remain relevant in shrinking organizations [2:10]
            • How generative AI might reduce burnout and simplify work [12:00]
            • Balancing alignment and innovation in L&D leadership [17:22]
            • Why curiosity is key for navigating rapid change [21:00]
            • The unique skills L&D professionals bring to the table [25:55]
            • How to approach AI experimentation in a low-risk way [30:10]
            • What happens when L&D teams partner with AI for growth [33:30]
            Resources & People MentionedConnect with Michelle KayConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES
            ]]>            https://api.spreaker.com/episode/63394945Mon, 23 Dec 2024 06:00:07 +0000Stacia Garr & Dani JohnsonWhat happens to an organization when learning and development disappears? It’s a question more leaders are facing as L&D teams shrink or are deprioritized, even as the demand for a skilled workforce grows.  Michelle Kay, Head of Learning and...
            Michelle Kay, Head of Learning and Development at Albertsons, has a clear answer: the unique expertise of L&D is irreplaceable. Managing learning for over 355,000 associates across one of the nation’s largest grocery chains, Michelle demonstrates how L&D can be a driving force behind business success, even in the face of change and uncertainty.

            Michelle’s perspective blends optimism and realism as she tackles pressing challenges like AI integration, burnout, and evolving workforce expectations. She explores how L&D functions as a critical link between talent development and business needs, offering tools for long-term growth and innovation.

            Through her candid insights and stories, she shows how learning teams can remain relevant, impactful, and future-focused—despite the shifting dynamics of the workplace.

            You will want to hear this episode if you are interested in...
            • How L&D can remain relevant in shrinking organizations [2:10]
            • How generative AI might reduce burnout and simplify work [12:00]
            • Balancing alignment and innovation in L&D leadership [17:22]
            • Why curiosity is key for navigating rapid change [21:00]
            • The unique skills L&D professionals bring to the table [25:55]
            • How to approach AI experimentation in a low-risk way [30:10]
            • What happens when L&D teams partner with AI for growth [33:30]
            Resources & People MentionedConnect with Michelle KayConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES
            ]]>            2473ai,albertsons,l&d,michellekay,redthreadresearch,workplacestoriesfalse93full            AI And Data Governance with Nick Hudgellhttps://www.spreaker.com/episode/ai-and-data-governance-with-nick-hudgell--63344653
            From rethinking engagement surveys to launching AI-powered tools like the Sanofi Concierge, Nick made the case for why data is the backbone of innovation in people management.Nick also shared thought-provoking stories about breaking down resistance to change, balancing data privacy with innovation, and navigating the challenges of working in complex, multinational environments.

            We learned how his team collaborates across functions to streamline data, standardize definitions, and ensure technology is implemented in ways that actually work for employees. The practical examples he provided, from engagement programs to job architecture improvements, highlight the tangible results of getting the data right.

            We couldn’t have been more energized by Nick’s passion for making data governance approachable and impactful.

            You will want to hear this episode if you are interested in...
            • Why data governance is crucial for successful AI [1:10]
            • Using the house metaphor to explain strong data foundations [2:36]
            • Nick’s path from psychology student to HR leader [6:00]
            • How Sanofi integrates data governance with HR tech [10:24]
            • Steps to build an effective data governance framework [14:40]
            • Handling siloed HR tech and aligning it with company goals [18:20]
            • Measuring employee engagement program success with data [25:10]
            • What data-as-a-service means for HR's future [31:00]
            • Sanofi’s use of AI to analyze and act on employee feedback [47:00]
            • Why data governance is key to AI and growth [54:20]

            Resources & People Mentioned
            • Sanofi Concierge – AI-powered internal assistant tool supporting employees with personalized guidance.
            Connect with Nick HudgellConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/63344653Wed, 18 Dec 2024 06:00:07 +0000Stacia Garr & Dani JohnsonWe had an incredible conversation with Nick Hudgell, Global Head of People Insights at Sanofi, about the transformative power of data governance and AI in HR. Nick shared how his team has built an infrastructure that connects disparate systems,...
            From rethinking engagement surveys to launching AI-powered tools like the Sanofi Concierge, Nick made the case for why data is the backbone of innovation in people management.Nick also shared thought-provoking stories about breaking down resistance to change, balancing data privacy with innovation, and navigating the challenges of working in complex, multinational environments.

            We learned how his team collaborates across functions to streamline data, standardize definitions, and ensure technology is implemented in ways that actually work for employees. The practical examples he provided, from engagement programs to job architecture improvements, highlight the tangible results of getting the data right.

            We couldn’t have been more energized by Nick’s passion for making data governance approachable and impactful.

            You will want to hear this episode if you are interested in...
            • Why data governance is crucial for successful AI [1:10]
            • Using the house metaphor to explain strong data foundations [2:36]
            • Nick’s path from psychology student to HR leader [6:00]
            • How Sanofi integrates data governance with HR tech [10:24]
            • Steps to build an effective data governance framework [14:40]
            • Handling siloed HR tech and aligning it with company goals [18:20]
            • Measuring employee engagement program success with data [25:10]
            • What data-as-a-service means for HR's future [31:00]
            • Sanofi’s use of AI to analyze and act on employee feedback [47:00]
            • Why data governance is key to AI and growth [54:20]

            Resources & People Mentioned
            • Sanofi Concierge – AI-powered internal assistant tool supporting employees with personalized guidance.
            Connect with Nick HudgellConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            3321nickhudgell,redthreadresearch,sanofi,workplacestoriesfalse92full            From Efficiency to Impact: Don Taylor and Eglė Vinauskaitė on AI in L&Dhttps://www.spreaker.com/episode/from-efficiency-to-impact-don-taylor-and-egle-vinauskaite-on-ai-in-l-d--63129070AI and L&D: Intention and Reality. Their research goes deep into how AI is reshaping learning and development, from streamlining tasks like content creation to enabling strategic integration across organizations. 

            Don and Eglė talked about the fact that AI’s potential goes far beyond efficiency—it’s about solving meaningful business challenges and driving innovation through smarter decision-making.

            A standout idea was their “immaturity model,” which challenges the notion of linear AI adoption. They explained that success relies on factors like leadership mindset, organizational readiness, and strong cross-functional relationships, rather than following a predictable path.

            Their advice to start with clear business problems was especially impactful, offering a practical way to cut through AI hype and focus on real value. This conversation is a must-listen for anyone navigating AI in L&D.

            You will want to hear this episode if you are interested in...
            • The critical need for L&D to look beyond silos [0:45]
            • What the "immaturity model" says about AI adoption [1:10]
            • How Don and Eglė’s perspectives shape AI in L&D [3:40]
            • Why organizations are stuck in AI’s efficiency phase [7:39]
            • How historical mindsets limit L&D’s potential with AI [13:20]
            • Why AI adoption isn’t a linear progression [16:26]
            • The real barriers to embracing AI in L&D [27:10]
            • Starting with the right problem: Key to AI success [35:00]
            • Balancing experimentation with efficiency in AI adoption [44:47]

            Resources & People MentionedConnect with Don Taylor and Eglė VinauskaitėConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/63129070Wed, 04 Dec 2024 06:00:07 +0000Stacia Garr & Dani JohnsonWe had an incredible conversation with Don Taylor and Eglė Vinauskaitė about their report, https://donaldhtaylor.co.uk/research_base/focus03-intention-and-reality/. Their research goes deep into how AI is reshaping learning and development, from...AI and L&D: Intention and Reality. Their research goes deep into how AI is reshaping learning and development, from streamlining tasks like content creation to enabling strategic integration across organizations. 

            Don and Eglė talked about the fact that AI’s potential goes far beyond efficiency—it’s about solving meaningful business challenges and driving innovation through smarter decision-making.

            A standout idea was their “immaturity model,” which challenges the notion of linear AI adoption. They explained that success relies on factors like leadership mindset, organizational readiness, and strong cross-functional relationships, rather than following a predictable path.

            Their advice to start with clear business problems was especially impactful, offering a practical way to cut through AI hype and focus on real value. This conversation is a must-listen for anyone navigating AI in L&D.

            You will want to hear this episode if you are interested in...
            • The critical need for L&D to look beyond silos [0:45]
            • What the "immaturity model" says about AI adoption [1:10]
            • How Don and Eglė’s perspectives shape AI in L&D [3:40]
            • Why organizations are stuck in AI’s efficiency phase [7:39]
            • How historical mindsets limit L&D’s potential with AI [13:20]
            • Why AI adoption isn’t a linear progression [16:26]
            • The real barriers to embracing AI in L&D [27:10]
            • Starting with the right problem: Key to AI success [35:00]
            • Balancing experimentation with efficiency in AI adoption [44:47]

            Resources & People MentionedConnect with Don Taylor and Eglė VinauskaitėConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            3115ai,donaldtaylor,eglėvinauskaitė,redthreadresearch,workplacestoriesfalse89full            The Biggest Mistakes Companies are Making with AI with Christopher Lindhttps://www.spreaker.com/episode/the-biggest-mistakes-companies-are-making-with-ai-with-christopher-lind--62817142
            Christopher Lind, executive advisor and industry expert, shares stories of organizations that got it wrong—sometimes with devastating consequences.

            From replacing entire teams with AI to accelerating broken processes, the conversation reveals how quickly things can unravel when technology outpaces understanding. At the same time, there’s tremendous opportunity if AI is handled with care.

            We explored what it takes to keep humans at the center of the work while letting AI handle repetitive tasks. This isn’t about avoiding AI—it’s about understanding how to use it in a way that aligns with our goals, values, and the irreplaceable need for human relationships.

            You will want to hear this episode if you are interested in...
            • Why AI experts are often the most skeptical [0:56]
            • How generative AI can quickly magnify problems [1:30]
            • Whether AI should serve us or the other way around [2:00]
            • Why measuring AI’s true cost is so tricky [3:20]
            • How you might unknowingly rely on AI daily [8:42]
            • Preparing for the changes AI will bring to jobs [15:00]
            • What happens when automation goes wrong [35:17]
            • How one company’s overuse of AI caused failure [39:10]
            • Whether AI’s logic is misunderstood or alien [44:00]

            Resources & People Mentioned
            Connect with Christopher Lind
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/62817142Wed, 20 Nov 2024 06:00:08 +0000Stacia Garr & Dani JohnsonWhat happens when AI moves faster than the people who implement it?  Christopher Lind, executive advisor and industry expert, shares stories of organizations that got it wrong—sometimes with devastating consequences. From replacing entire teams with...
            Christopher Lind, executive advisor and industry expert, shares stories of organizations that got it wrong—sometimes with devastating consequences.

            From replacing entire teams with AI to accelerating broken processes, the conversation reveals how quickly things can unravel when technology outpaces understanding. At the same time, there’s tremendous opportunity if AI is handled with care.

            We explored what it takes to keep humans at the center of the work while letting AI handle repetitive tasks. This isn’t about avoiding AI—it’s about understanding how to use it in a way that aligns with our goals, values, and the irreplaceable need for human relationships.

            You will want to hear this episode if you are interested in...
            • Why AI experts are often the most skeptical [0:56]
            • How generative AI can quickly magnify problems [1:30]
            • Whether AI should serve us or the other way around [2:00]
            • Why measuring AI’s true cost is so tricky [3:20]
            • How you might unknowingly rely on AI daily [8:42]
            • Preparing for the changes AI will bring to jobs [15:00]
            • What happens when automation goes wrong [35:17]
            • How one company’s overuse of AI caused failure [39:10]
            • Whether AI’s logic is misunderstood or alien [44:00]

            Resources & People Mentioned
            Connect with Christopher Lind
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2915ai,christopherlind,redthreadresearch,workplacestoriesfalse90full            People Analytics & AI’s Real-World Impact at FedEx with Cole Napperhttps://www.spreaker.com/episode/people-analytics-ai-s-real-world-impact-at-fedex-with-cole-napper--62613566
            Cole also talked about the structural improvements required to enhance data quality and discussed how people analytics teams need to evolve for AI to make a meaningful difference. His pragmatic vision challenges the hype surrounding AI and reframes it as a tool to support strategic decision-making rather than an all-encompassing solution.

            You will want to hear this episode if you are interested in...
            • Introducing our conversation with Cole Napper of FedEx [00:22] 
            • Why AI should focus on productive work [02:10] 
            • How specialized agents could reshape HR technology and analytics workflows [03:10] 
            • Whether we are expecting too much from AI too soon in people analytics [07:00] 
            • The disconnect between vendors’ AI promises and actual user experience [08:20] 
            • Whether AI is driving value within organizations or merely adding costs [14:00] 
            • Why critical thinking is a core skill for leveraging AI in people analytics [17:10] 
            • The "Inquisitor and Change Agent" model and how it improves analytics impact [21:10] 
            • How AI can evolve from repetitive data tasks to strategic roles [22:00] 
            • Whether modular tools and specialized AI agents could be the future [41:30] 

            Resources & People MentionedConnect with Cole NapperConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/62613566Wed, 06 Nov 2024 06:00:02 +0000Stacia Garr & Dani JohnsonCole Napper, FedEx’s Global Head of People Analytics, joined us to explore the real versus ideal roles of AI in HR and people analytics, focusing on practical application and real-world impact. Cole highlighted AI’s current limitations, especially the...
            Cole also talked about the structural improvements required to enhance data quality and discussed how people analytics teams need to evolve for AI to make a meaningful difference. His pragmatic vision challenges the hype surrounding AI and reframes it as a tool to support strategic decision-making rather than an all-encompassing solution.

            You will want to hear this episode if you are interested in...
            • Introducing our conversation with Cole Napper of FedEx [00:22] 
            • Why AI should focus on productive work [02:10] 
            • How specialized agents could reshape HR technology and analytics workflows [03:10] 
            • Whether we are expecting too much from AI too soon in people analytics [07:00] 
            • The disconnect between vendors’ AI promises and actual user experience [08:20] 
            • Whether AI is driving value within organizations or merely adding costs [14:00] 
            • Why critical thinking is a core skill for leveraging AI in people analytics [17:10] 
            • The "Inquisitor and Change Agent" model and how it improves analytics impact [21:10] 
            • How AI can evolve from repetitive data tasks to strategic roles [22:00] 
            • Whether modular tools and specialized AI agents could be the future [41:30] 

            Resources & People MentionedConnect with Cole NapperConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2976ai,colenapper,fedex,redthreadresearch,workplacestoriesfalse87full            Why Social Network Perspective Matters with Greg Pryorhttps://www.spreaker.com/episode/why-social-network-perspective-matters-with-greg-pryor--62440242
            Greg explains how social capital—our connections and relationships—drives business outcomes, sparks innovation, and boosts career growth. With the pandemic reshaping work, he argues that shifting from internal networks to open, cross-functional ones is crucial for success today.Greg shares practical strategies for making network-building accessible to individuals, teams, and organizations.

            He highlights how AI and technology can help unlock the potential of networks, focusing on measurable outcomes. His passion for helping organizations harness the power of social networks makes a strong case for why networks matter in the modern workplace.

            You will want to hear this episode if you are interested in...
            • How focusing on people and networks—not just technology—drives workplace results [1:00]
            • Nine key use cases for network analysis, ranging from career growth to cultural change [2:40]
            • How Post Malone’s collaborations illustrate the power of networks in boosting success [9:00]
            • How “energizing influencers” like Dolly Parton can spark organizational transformation [14:00]
            • How the pandemic shifted networks from open to closed, impacting innovation [29:00]
            • Building networks for career growth, even without organizational support [39:20]
            • How AI can make network analysis more accessible and actionable [44:18]

            Resources & People Mentioned
            Connect with Greg Pryor
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/62440242Wed, 23 Oct 2024 05:00:03 +0000Stacia Garr & Dani JohnsonCould your network be the key to your career success and organizational growth? In this episode of Workplace Stories, we chat with Greg Pryor, author of the upcoming book, “The Social Capital Imperative.”  Greg explains how social capital—our...
            Greg explains how social capital—our connections and relationships—drives business outcomes, sparks innovation, and boosts career growth. With the pandemic reshaping work, he argues that shifting from internal networks to open, cross-functional ones is crucial for success today.Greg shares practical strategies for making network-building accessible to individuals, teams, and organizations.

            He highlights how AI and technology can help unlock the potential of networks, focusing on measurable outcomes. His passion for helping organizations harness the power of social networks makes a strong case for why networks matter in the modern workplace.

            You will want to hear this episode if you are interested in...
            • How focusing on people and networks—not just technology—drives workplace results [1:00]
            • Nine key use cases for network analysis, ranging from career growth to cultural change [2:40]
            • How Post Malone’s collaborations illustrate the power of networks in boosting success [9:00]
            • How “energizing influencers” like Dolly Parton can spark organizational transformation [14:00]
            • How the pandemic shifted networks from open to closed, impacting innovation [29:00]
            • Building networks for career growth, even without organizational support [39:20]
            • How AI can make network analysis more accessible and actionable [44:18]

            Resources & People Mentioned
            Connect with Greg Pryor
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2838connectedcommons,gregpryor,redthreadresearch,socialconnection,workplacestoriesfalse88full            Redefining Learning and Development at McKinsey: Lisa Christensenhttps://www.spreaker.com/episode/redefining-learning-and-development-at-mckinsey-lisa-christensen--62292086
            We also talk about why L&D should embrace experimentation, moving far beyond traditional course delivery to tackle big organizational challenges. Lisa makes the case for L&D to collaborate closely with People Analytics and Legal to ensure that learning initiatives aren’t just reactive but strategically positioned for future growth. Her “no regrets” actions offer useful, bold steps for L&D leaders, inspiring us to see the function as a driver of both human and organizational transformation.

            You will want to hear this episode if you are interested in...
            • Why McKinsey's L&D team always starts with the question, "To what end?" [1:00]
            • The risk of L&D focusing only on short-term skill needs [15:00]
            • Collaboration with People Analytics transforming L&D's impact [18:00]
            • L&D teams losing their value by sticking to outdated metrics [20:00]
            • What it means for L&D to have an experimental mindset [31:00]
            • How L&D leaders can ensure their department's stability and credibility [37:00]
            • The “no regrets” actions every L&D team should consider right now [43:00]
            Resources & People MentionedConnect with Lisa ChristensenConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/62292086Wed, 09 Oct 2024 05:00:03 +0000Stacia Garr & Dani JohnsonWhat if your L&D team could shift from merely delivering training to truly driving your company’s strategic goals? In this conversation, we talk with Lisa Christensen, McKinsey’s Director of Learning and Innovation. Lisa takes a refreshingly...
            We also talk about why L&D should embrace experimentation, moving far beyond traditional course delivery to tackle big organizational challenges. Lisa makes the case for L&D to collaborate closely with People Analytics and Legal to ensure that learning initiatives aren’t just reactive but strategically positioned for future growth. Her “no regrets” actions offer useful, bold steps for L&D leaders, inspiring us to see the function as a driver of both human and organizational transformation.

            You will want to hear this episode if you are interested in...
            • Why McKinsey's L&D team always starts with the question, "To what end?" [1:00]
            • The risk of L&D focusing only on short-term skill needs [15:00]
            • Collaboration with People Analytics transforming L&D's impact [18:00]
            • L&D teams losing their value by sticking to outdated metrics [20:00]
            • What it means for L&D to have an experimental mindset [31:00]
            • How L&D leaders can ensure their department's stability and credibility [37:00]
            • The “no regrets” actions every L&D team should consider right now [43:00]
            Resources & People MentionedConnect with Lisa ChristensenConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2806lisachristensen,mckinsey,redthreadresearch,workplacestoriesfalse87full            Mitchel MacNair: Crown Castle - Making Employee Development Strategichttps://www.spreaker.com/episode/mitchel-macnair-crown-castle-making-employee-development-strategic--62090783
            You will want to hear this episode if you are interested in...
            • How Mitchel’s background in the Navy prepared him for L&D leadership [4:35]
            • Handling the loss of 50% of the L&D team within Mitchel’s first six months [6:20]
            • How organizational chaos impacts strategic L&D changes at Crown Castle [9:29]
            • Transforming L&D from "order takers" to strategic business partners [10:58]
            • The role of the principal designer in Crown Castle’s L&D success [13:20]
            • Collaborating with other functions to focus on outcomes [15:10]
            • Why obtaining business performance data early is critical for L&D success [18:17]
            • Demonstrating a 192% increase in services sold through L&D programs [23:00]
            • How Crown Castle developed their AI policies [35:10]
            • L&D’s role in Crown Castle's skills strategy and future talent planning [41:00]
            Resources & People MentionedConnect with Mitchel MacNairConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/62090783Wed, 25 Sep 2024 05:00:02 +0000Stacia Garr & Dani JohnsonHow do you turn a skeptical organization into a believer in the power of Learning & Development? We interviewed Mitchel MacNair, Director of Talent Development and Learning at Crown Castle to find out. Mitchel takes us on a journey from his...
            You will want to hear this episode if you are interested in...
            • How Mitchel’s background in the Navy prepared him for L&D leadership [4:35]
            • Handling the loss of 50% of the L&D team within Mitchel’s first six months [6:20]
            • How organizational chaos impacts strategic L&D changes at Crown Castle [9:29]
            • Transforming L&D from "order takers" to strategic business partners [10:58]
            • The role of the principal designer in Crown Castle’s L&D success [13:20]
            • Collaborating with other functions to focus on outcomes [15:10]
            • Why obtaining business performance data early is critical for L&D success [18:17]
            • Demonstrating a 192% increase in services sold through L&D programs [23:00]
            • How Crown Castle developed their AI policies [35:10]
            • L&D’s role in Crown Castle's skills strategy and future talent planning [41:00]
            Resources & People MentionedConnect with Mitchel MacNairConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2655crowncastle,learninganddevelopment,mitchelmacnair,redthreadresearch,workplacestoriesfalse86full            HR, Workforce Automation, and GenAI at Merck: Jeremy Shapiro & Chris Shultzhttps://www.spreaker.com/episode/hr-workforce-automation-and-genai-at-merck-jeremy-shapiro-chris-shultz--61313445
            You will want to hear this episode if you are interested in...
            • What does the future of HR look like in an AI-driven world? [1:17]
            • How can AI serve as a translator and guide for HR professionals? [7:47]
            • How Merck ensures AI is implemented responsibly [8:51]
            • How Merck leveraging AI for massive efficiency gains in HR [12:45]
            • How Merck determines what AI solutions to build internally [16:54]
            • Can HR keep pushing the efficiency frontier with AI, or is there a limit? [19:19] 
            • How organizations can support the mental well-being of AI engineers [25:16]
            • How ethics play a crucial role in the development of AI [31:12]
            • What key strategies should HR leaders focus on in the next six months? [37:03]

            Resources & People Mentioned
            Connect with our Guests
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/61313445Wed, 11 Sep 2024 05:00:02 +0000Stacia Garr & Dani JohnsonJeremy Shapiro, AVP of Human Resources and Workforce Analytics, and Chris Shultz, Director of HR Intelligent Automation and Gen AI at Merck join us in this forward-thinking conversation. Learn how (and why) Merck is embracing AI to streamline HR...
            You will want to hear this episode if you are interested in...
            • What does the future of HR look like in an AI-driven world? [1:17]
            • How can AI serve as a translator and guide for HR professionals? [7:47]
            • How Merck ensures AI is implemented responsibly [8:51]
            • How Merck leveraging AI for massive efficiency gains in HR [12:45]
            • How Merck determines what AI solutions to build internally [16:54]
            • Can HR keep pushing the efficiency frontier with AI, or is there a limit? [19:19] 
            • How organizations can support the mental well-being of AI engineers [25:16]
            • How ethics play a crucial role in the development of AI [31:12]
            • What key strategies should HR leaders focus on in the next six months? [37:03]

            Resources & People Mentioned
            Connect with our Guests
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2551false82full            The Critical Role Data Plays in Skills Development: MetLife’s Emily Hacker and Dan Weisshttps://www.spreaker.com/episode/the-critical-role-data-plays-in-skills-development-metlife-s-emily-hacker-and-dan-weiss--61172346
            You will want to hear this episode if you are interested in...
            • Join the RedThread Research Community! [2:53] 
            • Learning more about Dan Weiss and Emily Hacker [3:35] 
            • Transforming culture before building infrastructure [9:07] 
            • How the MetLife culture championed the process [13:23] 
            • Their current pilot and the vision for the future [16:40] 
            • The lightning round [25:46] 
            • How to get buy-in from leadership [30:09]
            • The critical role data plays in skills development [33:09] 
            • Their data sources and how they’re using them [36:43] 
            • Where does the data live? [40:43] 
            • The biggest thing Emily and Dan have learned [43:35] 
            • Why Emily and Dan do the work they do [44:26] 

            Resources & People MentionedConnect with Emily Hacker and Dan WeissConnect With Red Thread ResearchSubscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/61172346Wed, 28 Aug 2024 05:00:02 +0000Stacia Garr & Dani JohnsonSkills data can be used to raise the bar in talent acquisition, implement data-driven learning, make strategic workforce planning decisions, help employees reach career aspirations, and much more. Too many organizations are so glued to the idea of...
            You will want to hear this episode if you are interested in...
            • Join the RedThread Research Community! [2:53] 
            • Learning more about Dan Weiss and Emily Hacker [3:35] 
            • Transforming culture before building infrastructure [9:07] 
            • How the MetLife culture championed the process [13:23] 
            • Their current pilot and the vision for the future [16:40] 
            • The lightning round [25:46] 
            • How to get buy-in from leadership [30:09]
            • The critical role data plays in skills development [33:09] 
            • Their data sources and how they’re using them [36:43] 
            • Where does the data live? [40:43] 
            • The biggest thing Emily and Dan have learned [43:35] 
            • Why Emily and Dan do the work they do [44:26] 

            Resources & People MentionedConnect with Emily Hacker and Dan WeissConnect With Red Thread ResearchSubscribe to WORKPLACE STORIES]]>            2784danweiss,emilyhacker,metlife,redthreadresearch,skills,workplacestoriesfalse84full            Operationalizing AI Experimentation: Harvard Business Publishing’s Angela Cheng-Ciminihttps://www.spreaker.com/episode/operationalizing-ai-experimentation-harvard-business-publishing-s-angela-cheng-cimini--61016858
            You will want to hear this episode if you are interested in...
            • Learn more about Angela Cheng-Cimini and her role [3:31] 
            • The issues Angela is facing in her organization [5:49] 
            • Using AI to help with the employee experience [9:51] 
            • The Gen AI experiment that Angela ran [13:27] 
            • The impact of Gen AI on recruiting[16:06] 
            • How to take advantage of AI [18:59] 
            • How to justify the expense of AI [22:30] 
            • The ethical use of AI in organizations [24:16] 
            • Influencing broader AI enablement strategy [26:37] 
            • The lightning round [28:19] 
            • HR’s role in integrating AI into the workforce [31:11] 
            • How to operationalize experimentation [34:00] 
            • Angela’s advice to leaders using Gen AI [36:00]
            • Angela’s biggest takeaway from the AI journey [40:34]
            • Why is Angela passionate about HR? [41:28] 


            Resources & People MentionedConnect with Angela Cheng-CiminiConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/61016858Wed, 14 Aug 2024 05:00:05 +0000Stacia Garr & Dani JohnsonGenerative AI is taking the world by storm, and the realm of HR is no exception. The use of AI will change a business and it will impact teams. That’s why Angela Cheng-Cimini seeks to answer the question, “How do you make sure your teams are...
            You will want to hear this episode if you are interested in...
            • Learn more about Angela Cheng-Cimini and her role [3:31] 
            • The issues Angela is facing in her organization [5:49] 
            • Using AI to help with the employee experience [9:51] 
            • The Gen AI experiment that Angela ran [13:27] 
            • The impact of Gen AI on recruiting[16:06] 
            • How to take advantage of AI [18:59] 
            • How to justify the expense of AI [22:30] 
            • The ethical use of AI in organizations [24:16] 
            • Influencing broader AI enablement strategy [26:37] 
            • The lightning round [28:19] 
            • HR’s role in integrating AI into the workforce [31:11] 
            • How to operationalize experimentation [34:00] 
            • Angela’s advice to leaders using Gen AI [36:00]
            • Angela’s biggest takeaway from the AI journey [40:34]
            • Why is Angela passionate about HR? [41:28] 


            Resources & People MentionedConnect with Angela Cheng-CiminiConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2631ai,angelachengcimini,generativeai,redthreadresearch,workplacestoriesfalse83full            Debunking the Proposed Half-Life of a Skill: Guild Education’s Matthew Danielhttps://www.spreaker.com/episode/debunking-the-proposed-half-life-of-a-skill-guild-education-s-matthew-daniel--60866331
            • How to join the RedThread Research community [3:16]
            • Learn more about Matthew Daniel [3:52] 
            • The half-life of a workplace skill [6:57] 
            • The history of the false statistic [13:20] 
            • How this statistic has influenced decisions [20:29] 
            • The importance of critical thinking [24:18] 
            • The lightning round [31:15] 
            • How Matthew talks about skills [34:23] 
            • Durable versus perishable skills [38:27]
            • Skills as an equalizer in organizations [40:55] 
            • The big takeaway from Matthew’s research [43:28] 

            Resources & People Mentioned
            Connect with Matthew Daniel
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/60866331Wed, 31 Jul 2024 05:00:05 +0000Stacia Garr & Dani JohnsonMatthew Daniel—the Senior Principal for Talent Strategy and Mobility at Guild Education—believes that, in a workplace context, skills are the things we know, can do, and the ways of thinking that help us deliver on business strategy. They are rich,...
            • How to join the RedThread Research community [3:16]
            • Learn more about Matthew Daniel [3:52] 
            • The half-life of a workplace skill [6:57] 
            • The history of the false statistic [13:20] 
            • How this statistic has influenced decisions [20:29] 
            • The importance of critical thinking [24:18] 
            • The lightning round [31:15] 
            • How Matthew talks about skills [34:23] 
            • Durable versus perishable skills [38:27]
            • Skills as an equalizer in organizations [40:55] 
            • The big takeaway from Matthew’s research [43:28] 

            Resources & People Mentioned
            Connect with Matthew Daniel
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2719false82full            The Problem with Change: Author Ashley Goodallhttps://www.spreaker.com/episode/the-problem-with-change-author-ashley-goodall--60706067The Problem with Change,” which was just released. In it, he addresses the problems that accompany change. 

            To write his book, Ashley interviewed people around the world, asking them to tell their stories of organizational change. Many people told miserable stories, stories of unending change propelled by mergers, new leadership, new strategies, and much more—much of it unnecessary. What was the result?

            People were struggling to do their jobs because of the constant change. Yet organizations are rewarding leaders to do things that make it hard for their employees to do their work! That’s a problem, right? So, what should we do instead?

            We have to understand the conditions of human performance to understand how we can “do” change better. Ashley begins to dissect that complicated yet fascinating topic in this episode of Workplace Stories.

            You will want to hear this episode if you are interested in...
            • Join the RedThread Community [1:34]
            • Why you should listen to Ashley Goodall [4:49] 
            • What is the problem with change? [7:09]
            • Why Ashley wrote another book about change [10:34]
            • The problems that accompany change [12:45] 
            • Looking at meaning and purpose differently [18:53] 
            • The story of Alexander the Great [23:38] 
            • The connection between meaning and ritual [25:29] 
            • We need to stop treating humans like “SKUmans” [29:10]
            • The lightning round [33:08]
            • Getting good at stability management [36:38] 
            • What we can learn from “the pistols” [39:59]
            • How to create belonging on your team [44:21]
            • Focusing on your teams to create stability [45:43] 
            • Learning how to radicalize HR [48:53] 
            • Ashley’s biggest takeaway from writing a book [53:11] 
            The problems that accompany change 

            Ashley addresses five core problem areas that accompany change: 
            1. Uncertainty
            2. Lack of control 
            3. Lack of belonging 
            4. Displacement
            5. Loss of meaning
            The feeling of belonging is intuitive. Humans form social groups. Those groups are massively important to psychological health, sense of identity, and cognitive processes. The way we think is socially mediated. A team gives you a sense of belonging. It’s a source of massive stability.

             Teammates complement each other so together they can meet a goal that couldn’t be achieved alone. When reorganization happens, all of the social groups at work are upended. In his book, Ashley also dove into the science of “place attachment.” People get attached to places. Place is a thing strongly tied to work. But there’s also a connection between ritual and place.

            Our habits are a mechanism by which we grow attached to a place. Habits and rituals tied to place have people saying “It’s where I do this” or “It’s where we do this.” When offices are changed or people are moved, you disrupt the rituals attached to that place.

            Those places are a source of stability. And for people to do their best work, they need stability. All of these facets of a human—certainty, control, social groups, sense of place, ritual—are the foundation of showing up at work and being useful. Everyone wants to be useful. How we design the workplace hinges on these things.

            Ashley is clear: “Sooner or later you have to ask people what they want and listen to what they tell you.”

            How Ashley looks at meaning differently

            Ashley points out that the world around us must make sense. You can’t be uplifted by the mission of an organization if you can’t figure out what the mission is. Science tells us that the coherence of our world is so important that when it’s taken away in one place, we find it in another.

            There are two ingredients to meaning:
            1. Things have to make sense (which is shredded when things are changed)
            2. You need to find your own purpose. Someone can’t tell you what your purpose is 
            We encounter the world and question, “Do I understand what’s going on here? Is this something that speaks to me?” If it does and someone asks if your work has meaning, you’ll say “yes.” Unfortunately, people think everyone around them has to have the same meaning. It doesn’t work like that. As much as they dislike it, employers aren’t massively important to someone’s purpose.

            We need to stop treating humans like “SKUmans”

            What characteristics of humans do we capture in our technology at work? How does that inform how we think about people at work? We track the “cogs in a machine” stuff. We record names, date of birth, someone’s role, their certifications and experience, etc. but we don’t record what amuses someone, what makes them smile, and the weird things they love to do. Maybe they’re always late for meetings, love to bake, or love creating spreadsheets.

            If you think humans are interchangeable and emotionless beings, how would you describe them? As a “SKU” number. SKUs are stock-keeping units. They track what something costs, where it is in the store, what the margin is, etc. We’ve been doing the same to humans. And that’s massively inhuman. We can’t capture human work this way. How might we capture a human at work?

            Ashley argues for getting better at understanding what people are like at work. It’s about asking questions like, “How are you offering your best to other humans? Why did you show up today?”

            Now that we’ve covered the problems with change, how do we address them? Ashley shares how stability management just might be the key (and how to navigate it) in this episode.

            Resources & People Mentioned
            Connect with Ashley Goodall
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/60706067Wed, 17 Jul 2024 05:00:04 +0000Stacia Garr & Dani JohnsonAshley Goodall has spent 20 years in various roles in HR, covering everything from performance management to leadership. He spent six years at Cisco as the SVP of HR. He left Cisco to write his book,...The Problem with Change,” which was just released. In it, he addresses the problems that accompany change. 

            To write his book, Ashley interviewed people around the world, asking them to tell their stories of organizational change. Many people told miserable stories, stories of unending change propelled by mergers, new leadership, new strategies, and much more—much of it unnecessary. What was the result?

            People were struggling to do their jobs because of the constant change. Yet organizations are rewarding leaders to do things that make it hard for their employees to do their work! That’s a problem, right? So, what should we do instead?

            We have to understand the conditions of human performance to understand how we can “do” change better. Ashley begins to dissect that complicated yet fascinating topic in this episode of Workplace Stories.

            You will want to hear this episode if you are interested in...
            • Join the RedThread Community [1:34]
            • Why you should listen to Ashley Goodall [4:49] 
            • What is the problem with change? [7:09]
            • Why Ashley wrote another book about change [10:34]
            • The problems that accompany change [12:45] 
            • Looking at meaning and purpose differently [18:53] 
            • The story of Alexander the Great [23:38] 
            • The connection between meaning and ritual [25:29] 
            • We need to stop treating humans like “SKUmans” [29:10]
            • The lightning round [33:08]
            • Getting good at stability management [36:38] 
            • What we can learn from “the pistols” [39:59]
            • How to create belonging on your team [44:21]
            • Focusing on your teams to create stability [45:43] 
            • Learning how to radicalize HR [48:53] 
            • Ashley’s biggest takeaway from writing a book [53:11] 
            The problems that accompany change 

            Ashley addresses five core problem areas that accompany change: 
            1. Uncertainty
            2. Lack of control 
            3. Lack of belonging 
            4. Displacement
            5. Loss of meaning
            The feeling of belonging is intuitive. Humans form social groups. Those groups are massively important to psychological health, sense of identity, and cognitive processes. The way we think is socially mediated. A team gives you a sense of belonging. It’s a source of massive stability.

             Teammates complement each other so together they can meet a goal that couldn’t be achieved alone. When reorganization happens, all of the social groups at work are upended. In his book, Ashley also dove into the science of “place attachment.” People get attached to places. Place is a thing strongly tied to work. But there’s also a connection between ritual and place.

            Our habits are a mechanism by which we grow attached to a place. Habits and rituals tied to place have people saying “It’s where I do this” or “It’s where we do this.” When offices are changed or people are moved, you disrupt the rituals attached to that place.

            Those places are a source of stability. And for people to do their best work, they need stability. All of these facets of a human—certainty, control, social groups, sense of place, ritual—are the foundation of showing up at work and being useful. Everyone wants to be useful. How we design the workplace hinges on these things.

            Ashley is clear: “Sooner or later you have to ask people what they want and listen to what they tell you.”

            How Ashley looks at meaning differently

            Ashley points out that the world around us must make sense. You can’t be uplifted by the mission of an organization if you can’t...]]>            3339ashleygoodall,changemanagement,redthreadresearch,workplacestoriesfalse80full            Using a Skills Framework to Empower Employees: Microsoft’s Shweta Srivastava and John Mighellhttps://www.spreaker.com/episode/using-a-skills-framework-to-empower-employees-microsoft-s-shweta-srivastava-and-john-mighell--60198158
            It’s about moving beyond job titles and fixed roles to give freedom and flexibility to apply skills and expertise where they matter the most. And it’s all in service of creating an environment where growing one’s career is the top reason to join and stay at Microsoft.

            They’re using human verification to give the individual control over the data that’s included, who it’s shared with, and how it’s shared.

            Shweta Srivastava and John Mighell share how Microsoft is implementing skills on a large scale in this fascinating conversation.

            ]]>            https://api.spreaker.com/episode/60198158Wed, 29 May 2024 05:00:04 +0000Stacia Garr & Dani JohnsonThe mission of Microsoft is to empower every person in every organization to achieve more. An enterprise-wide skills focus is one way they’re fulfilling their mission. It’s about moving beyond job titles and fixed roles to give freedom and...
            It’s about moving beyond job titles and fixed roles to give freedom and flexibility to apply skills and expertise where they matter the most. And it’s all in service of creating an environment where growing one’s career is the top reason to join and stay at Microsoft.

            They’re using human verification to give the individual control over the data that’s included, who it’s shared with, and how it’s shared.

            Shweta Srivastava and John Mighell share how Microsoft is implementing skills on a large scale in this fascinating conversation.

            ]]>            3175johnmighell,microsoft,redthreadresearch,shwetasrivastava,skills,workplacestoriesfalse115full            Why Skills are like Oxygen: Ericsson’s Vidya Krishnan + Peter Sheppardhttps://www.spreaker.com/episode/why-skills-are-like-oxygen-ericsson-s-vidya-krishnan-peter-sheppard--59905320
            This mindset shift is the brainchild of Vidya Krishnan, the Chief Learning Officer, and Peter Sheppard, the Head of the Global L&D Ecosystem at Ericsson.

            Much of their job is identifying the oxygen and making it visible so they can do something with it. To do this, they’re taking a top-down and bottom-up approach. They’ve worked with senior leadership to define seven key skills they think everyone in the organization needs. They also work with the job leaders who own the skills to make sure their skills taxonomy is continuously updated.

            Vidya and Peter are passionate about what they do. They’re working tirelessly to systemize learning to take care of and serve the individual. Because, ultimately, systems-first means people-first.
            ]]>            https://api.spreaker.com/episode/59905320Wed, 08 May 2024 05:00:04 +0000Stacia Garr & Dani Johnson“Skills are like oxygen, invisible but necessary.”  This mindset shift is the brainchild of Vidya Krishnan, the Chief Learning Officer, and Peter Sheppard, the Head of the Global L&D Ecosystem at Ericsson. Much of their job is identifying the...
            This mindset shift is the brainchild of Vidya Krishnan, the Chief Learning Officer, and Peter Sheppard, the Head of the Global L&D Ecosystem at Ericsson.

            Much of their job is identifying the oxygen and making it visible so they can do something with it. To do this, they’re taking a top-down and bottom-up approach. They’ve worked with senior leadership to define seven key skills they think everyone in the organization needs. They also work with the job leaders who own the skills to make sure their skills taxonomy is continuously updated.

            Vidya and Peter are passionate about what they do. They’re working tirelessly to systemize learning to take care of and serve the individual. Because, ultimately, systems-first means people-first.
            ]]>            3955petersheppard,redthreadresearch,skills,vidyakrishnan,workplacestoriesfalse116full            Skills Management: What is the Secret Sauce? GP Strategies’ Matt Donovanhttps://www.spreaker.com/episode/skills-management-what-is-the-secret-sauce-gp-strategies-matt-donovan--59211483
            According to Matt Donovan—the Chief Learning and Innovation Officer at GP Strategies—Job descriptions and skills in general describe the baseline. They are not what makes someone great at what they do. 

            So how do we define the work and the skills needed to do the work? How can we capture a high-performer’s secret sauce? What are they doing that’s making it a successful experience versus what’s written in the job description?

            We dive into a fascinating conversation about where we are now, how AI is going to both help and disrupt organizations, and what the future of skills assessment could look like. 

            ]]>            https://api.spreaker.com/episode/59211483Wed, 03 Apr 2024 05:00:02 +0000Stacia Garr & Dani JohnsonHow do we define work and the skills needed to do the work? The way we view and assess skills is often through assessing and appraising someone’s output. But the problem is that most organizations aren’t capturing the right data and using it to gain...
            According to Matt Donovan—the Chief Learning and Innovation Officer at GP Strategies—Job descriptions and skills in general describe the baseline. They are not what makes someone great at what they do. 

            So how do we define the work and the skills needed to do the work? How can we capture a high-performer’s secret sauce? What are they doing that’s making it a successful experience versus what’s written in the job description?

            We dive into a fascinating conversation about where we are now, how AI is going to both help and disrupt organizations, and what the future of skills assessment could look like. 

            ]]>            3397gpstrategies,mattdonovan,redthreadresearch,skills,workplacestoriesfalse115full            Generating Value from People Data: GSK’s Angela Le Mathonhttps://www.spreaker.com/episode/generating-value-from-people-data-gsk-s-angela-le-mathon--58864299
            In her role as the VP of People Data & Analytics, Angela is responsible for generating value from their people data. She has the opportunity to shape thinking and inform strategy. Her job is to translate skills so that everyone can do what they need to with the data.

            She shares more about GSK’s scientific approach, how they’re using AI to gather information, and how skills verification ties in. Don’t miss this fascinating conversation.

            ]]>            https://api.spreaker.com/episode/58864299Wed, 20 Mar 2024 07:00:02 +0000Stacia Garr & Dani JohnsonGSK is a global biopharma company with a purpose to unite science, technology, and talent to get ahead of disease together. They aim to positively impact the health of 2.5 billion people by the end of 2030. In her role as the VP of People Data &...
            In her role as the VP of People Data & Analytics, Angela is responsible for generating value from their people data. She has the opportunity to shape thinking and inform strategy. Her job is to translate skills so that everyone can do what they need to with the data.

            She shares more about GSK’s scientific approach, how they’re using AI to gather information, and how skills verification ties in. Don’t miss this fascinating conversation.

            ]]>            2702angelalemathon,gsk,peopledata,redthreadresearch,skills,workplacestoriesfalse114full            Skills: Yes, the Juice Is Worth the Squeeze: EPAM’s Sandra Loughlinhttps://www.spreaker.com/episode/skills-yes-the-juice-is-worth-the-squeeze-epam-s-sandra-loughlin--58934788]]>https://api.spreaker.com/episode/58934788Wed, 06 Mar 2024 06:00:02 +0000Stacia Garr & Dani JohnsonSandra Loughlin is the Chief Learning Officer and the Global Head of Talent Enablement and Transformation at EPAM, a software engineering and consulting firm. Unlike many of the organizations we’ve spoken about, EPAM has been on a skills journey since...]]>3044epam,redthreadresearch,sandraloughlin,skills,workplacestoriesfalse113fullWhen Digital Transformation Drives Skills Transformation: Booking.com’s Oliver Druryhttps://www.spreaker.com/episode/when-digital-transformation-drives-skills-transformation-booking-com-s-oliver-drury--58740234
            You will want to hear this episode if you are interested in...
            • Join the RedThread Research Community [5:01]
            • Learn more about Ollie Drury and his work [5:59]
            • Why they’re creating a skills-based organization [7:09]
            • Why they focused on digital transformation first [8:00]
            • How they’re building for reversibility [18:04]
            • Major obstacles they’ve overcome [24:08]
            • How they’re measuring effectiveness [26:08]
            • The lightning round [27:58]
            • Who leads skills at Booking.com? [34:29]
            • Why employees own the skills data [38:05]
            • How culture impacts the journey to skills [42:38]
            • Steering away from the reward use case [47:53]
            • The biggest thing Ollie’s learned [49:35]
            • Why Ollie is passionate about this work [50:22]

            Resources & People MentionedConnect with Oliver DruryConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/58740234Wed, 21 Feb 2024 06:00:02 +0000Stacia Garr & Dani JohnsonWhen Oliver (Ollie) Drury joined Booking.com, they dove into digital transformation by simplifying their tech stack—and reducing variables—using a middleware to stitch everything together. That enabled them to have a simpler set of variables from...
            You will want to hear this episode if you are interested in...
            • Join the RedThread Research Community [5:01]
            • Learn more about Ollie Drury and his work [5:59]
            • Why they’re creating a skills-based organization [7:09]
            • Why they focused on digital transformation first [8:00]
            • How they’re building for reversibility [18:04]
            • Major obstacles they’ve overcome [24:08]
            • How they’re measuring effectiveness [26:08]
            • The lightning round [27:58]
            • Who leads skills at Booking.com? [34:29]
            • Why employees own the skills data [38:05]
            • How culture impacts the journey to skills [42:38]
            • Steering away from the reward use case [47:53]
            • The biggest thing Ollie’s learned [49:35]
            • Why Ollie is passionate about this work [50:22]

            Resources & People MentionedConnect with Oliver DruryConnect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            3100booking.com,digitaltransformation,oliverdrury,redthreadresearch,skills,workplacestoriesfalse112full            Company Culture is the Foundation for Skills Readiness: Executive Networks’ Gina Jenerouxhttps://www.spreaker.com/episode/company-culture-is-the-foundation-for-skills-readiness-executive-networks-gina-jeneroux--58586907
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/58586907Wed, 07 Feb 2024 06:00:03 +0000Stacia Garr & Dani JohnsonAccording to Gina Jeneroux, company culture sets the foundation for skills readiness. If a company culture isn’t supportive of innovation and creativity, is it ready to support an initiative to focus on skills? Skills should be infused into everything...
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            3226bmo,executivenetworks,ginajeneroux,redthreadresearch,skills,workplacestoriesfalse111full            The Skills Odyssey IV: Opening Argumentshttps://www.spreaker.com/episode/the-skills-odyssey-iv-opening-arguments--58515382


            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/58515382Tue, 06 Feb 2024 06:00:02 +0000Stacia Garr & Dani JohnsonWelcome to the newest season of Workplace Stories. It will come as no surprise that we’re devoting season 11 to continuing our conversation around skills. Why? Because there are still questions to be answered. In these opening arguments, we’ll share...


            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            645redthreadresearch,skills,workplacestoriesfalse11trailer            A Skills Approach for the Present and Future: IEEE’s Jennifer Rogershttps://www.spreaker.com/episode/a-skills-approach-for-the-present-and-future-ieee-s-jennifer-rogers--57921705https://api.spreaker.com/episode/57921705Wed, 06 Dec 2023 06:00:04 +0000Stacia Garr & Dani JohnsonJennifer Rogers is the Executive Officer in the Learning Technology Standards Committee at the Institute of Electrical and Electronics Engineers (IEEE), which has 427,000+ members in over 190 countries. The IEEE is the world’s largest trade...3366ieee,jenniferrogers,redthreadresearch,skills,workplacestoriesfalse106fullLeveraging Generative AI to Efficiently Utilize Skills Data: McKinsey & Company’s Yelena Mammadova, Ed.Dhttps://www.spreaker.com/episode/leveraging-generative-ai-to-efficiently-utilize-skills-data-mckinsey-company-s-yelena-mammadova-ed-d--57715728
            Secondly, they’re integrating skills with their people analytics teams. They’re starting small and experimenting. Most organizations build skills models around the job architecture currently in place. McKinsey is taking a different approach. They’re developing assessments for skills so they know how to organize the people around the work they have.

            Learn more about their unique approach and their utilization of generative AI to father and efficiently utilize skills data in this conversation.

            ]]>            https://api.spreaker.com/episode/57715728Wed, 22 Nov 2023 06:00:03 +0000Stacia Garr & Dani JohnsonAccording to Yelena Mammadova, Ed.D—the Associate Director of Learning, Skills Transformation Initiative at McKinsey—McKinsey seeks to bring impact to clients and create an organization where they attract, excite, and retain exceptional people. The...
            Secondly, they’re integrating skills with their people analytics teams. They’re starting small and experimenting. Most organizations build skills models around the job architecture currently in place. McKinsey is taking a different approach. They’re developing assessments for skills so they know how to organize the people around the work they have.

            Learn more about their unique approach and their utilization of generative AI to father and efficiently utilize skills data in this conversation.

            ]]>            2939generativeai,mckinseyandcompany,redthreadresearch,workplacestories,yelenamammadovafalse105full            Narrowing Scope & Purpose to Ease the Transition to a Skills-Based Organization: HPE's Kaye Slay and Vandana Bhagtanihttps://www.spreaker.com/episode/narrowing-scope-purpose-to-ease-the-transition-to-a-skills-based-organization-hpe-s-kaye-slay-and-vandana-bhagtani--57537567


            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/57537567Wed, 08 Nov 2023 06:00:04 +0000Stacia Garr & Dani JohnsonTransitioning a large company like Hewlett Packard Enterprise (HPE) to a skills-based organization could be a daunting task. That’s why focusing on scope and purpose was an important place to start for Vandana Bhagtani and Kaye Slay. In this...


            Subscribe to WORKPLACE STORIES]]>            2998hpe,kayeslay,purpose,redthreadresearch,scope,technology,vandanabhagtani,workplacestoriesfalse104full            Partnerships Focused on Learning Equity: Ingka Group’s Shannon Custardhttps://www.spreaker.com/episode/partnerships-focused-on-learning-equity-ingka-group-s-shannon-custard--57355253
            As they began the transition from a competence-based to a skills-based organization, Shannon wanted to focus first and foremost on frontline populations. They believe that frontline population learning equity is important and often neglected. So they focused on solving the skills problems for the frontline employees to then extrapolate to the corporate population.

            Through the process, they almost completely scrapped and redesigned their onboarding process to make sure the frontline team members had the skills necessary to be successful. When you help people reach success soon, it makes an impact.

            In this conversation, Shannon shares more about the process of transitioning to a skills-based organization, why the Ingka Group believes it’s important, and the impact it’s making on their frontline population.

            Resources & People Mentioned
            Connect with Shannon Custard
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/57355253Wed, 25 Oct 2023 05:00:03 +0000Stacia Garr & Dani JohnsonShannon Custard—the Global Competence Development Manager at Ingka Group—is responsible for leading their global learning organization consisting of over 177,000 workers across 30+ countries globally. As they began the transition from a...
            As they began the transition from a competence-based to a skills-based organization, Shannon wanted to focus first and foremost on frontline populations. They believe that frontline population learning equity is important and often neglected. So they focused on solving the skills problems for the frontline employees to then extrapolate to the corporate population.

            Through the process, they almost completely scrapped and redesigned their onboarding process to make sure the frontline team members had the skills necessary to be successful. When you help people reach success soon, it makes an impact.

            In this conversation, Shannon shares more about the process of transitioning to a skills-based organization, why the Ingka Group believes it’s important, and the impact it’s making on their frontline population.

            Resources & People Mentioned
            Connect with Shannon Custard
            Connect With Red Thread Research

            Subscribe to WORKPLACE STORIES]]>            2916ikea,ingkagroup,jobarchitecture,learningequity,partnerships,redthreadresearch,shannoncustard,workplacestoriesfalse103full            Creating a Job Architecture from Scratch: Megan Bicklehttps://www.spreaker.com/episode/creating-a-job-architecture-from-scratch-megan-bickle--57178372
            You will want to hear this episode if you are interested in...
            • Learning more about Megan Bickle [4:45]
            • What a skills-based organization is [6:03]
            • Why job architecture is important in skills-based organizations [9:04]
            • How a capabilities-based architecture works in practice [18:06]
            • Accounting for the evolution of the skills themselves [22:13]
            • How learning/development dovetails into talent practices [24:34]
            • Managing the ownership of the architecture [28:19]
            • The lightning round [33:07]
            • How the skills effort evolves over time/lessons learned [36:48]
            • How people analytics were involved in the process [39:30]
            • The strategy for assessing employee skills [42:37]
            • Why Megan does the work she does [48:32]

            Resources & People Mentioned
            Connect with Megan Bickle
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/57178372Wed, 11 Oct 2023 05:00:03 +0000Stacia Garr & Dani JohnsonMegan Bickle is the Director of Culture, Employee Engagement and Employee Listening at Western Digital. In Megan’s experience, roles can be viewed as a collection of skills. Viewing roles this way allows organizations to be more responsive to the...
            You will want to hear this episode if you are interested in...
            • Learning more about Megan Bickle [4:45]
            • What a skills-based organization is [6:03]
            • Why job architecture is important in skills-based organizations [9:04]
            • How a capabilities-based architecture works in practice [18:06]
            • Accounting for the evolution of the skills themselves [22:13]
            • How learning/development dovetails into talent practices [24:34]
            • Managing the ownership of the architecture [28:19]
            • The lightning round [33:07]
            • How the skills effort evolves over time/lessons learned [36:48]
            • How people analytics were involved in the process [39:30]
            • The strategy for assessing employee skills [42:37]
            • Why Megan does the work she does [48:32]

            Resources & People Mentioned
            Connect with Megan Bickle
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2975jobarchitecture,meganbickle,redthreadresearch,westerndigital,workplacestoriesfalse102full            The Skills Odyssey III: Opening Argumentshttps://www.spreaker.com/episode/the-skills-odyssey-iii-opening-arguments--56846249
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/56846249Wed, 27 Sep 2023 09:00:02 +0000Stacia Garr & Dani JohnsonThe world of skills is evolving rapidly thanks to technology and data which is why we are devoting yet another season to the skills odyssey. In these opening arguments, you’ll hear how we’ll shape the season, why we’re focusing on skills again, who...
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            988false10trailer            Developing Skills to Reach Business Outcomes: Learning Forum’s Brian Hackett and Richardson Consulting’s Brian Richardsonhttps://www.spreaker.com/episode/developing-skills-to-reach-business-outcomes-learning-forum-s-brian-hackett-and-richardson-consulting-s-brian-richardson--56846017
            Brian Richardson and Brian Hackett are deeply entrenched in helping business leaders discuss and develop the skills initiatives needed to improve their organizations’ metrics.

            In this in-the-weeds discussion, we learn from both Brians’ breadth of experience to hear what it takes for businesses to bring skill building to the forefront.
            Connect with Brian Hackett and Brian Richardson

            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/56846017Wed, 27 Sep 2023 09:00:02 +0000Stacia Garr & Dani JohnsonThe importance of creating skills-based organizations is no longer a theoretical discussion: it’s now a practical reality. To ensure that businesses reach their desired outcomes, it is necessary to ensure that their workforce has the skills needed to...
            Brian Richardson and Brian Hackett are deeply entrenched in helping business leaders discuss and develop the skills initiatives needed to improve their organizations’ metrics.

            In this in-the-weeds discussion, we learn from both Brians’ breadth of experience to hear what it takes for businesses to bring skill building to the forefront.
            Connect with Brian Hackett and Brian Richardson

            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            3170false101full            Transitioning from a Training Culture to a Learning Culture: Sobeys’ Peter Tulumello https://www.spreaker.com/episode/transitioning-from-a-training-culture-to-a-learning-culture-sobeys-peter-tulumello--56546866
            To understand the problems that the frontline faces, Peter recognized that he needed to get into the stores to understand frontline workers’ day-to-day roles. Listen to this interview to hear how Peter identified major problems and came up with valuable solutions.


            Connect with Peter Tulumello

            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            https://api.spreaker.com/episode/56546866Wed, 23 Aug 2023 07:00:03 +0000Stacia Garr & Dani JohnsonPeter Tulumello is changing the culture at one of Canada’s largest grocery retailers. As a grocery chain, Sobeys has a large segment of frontline workers and with it, their own unique pain points. To understand the problems that the frontline faces,...
            To understand the problems that the frontline faces, Peter recognized that he needed to get into the stores to understand frontline workers’ day-to-day roles. Listen to this interview to hear how Peter identified major problems and came up with valuable solutions.


            Connect with Peter Tulumello

            Connect With Red Thread Research


            Subscribe to WORKPLACE STORIES            ]]>            2849frontline,frontlineworkers,petertulumello,redthreadresearch,sobeys,workplacestoriesfalse95full            Developing the Frontline: General Mills’ Valerie Digmanhttps://www.spreaker.com/episode/developing-the-frontline-general-mills-valerie-digman--56387098
            On this episode of Workplace Stories, we interview General Mills’ Valerie Digman. Valerie describes how she helped solve a frontline training problem and improved efficiency by 5%.

            If you’re interested in improving efficiency and rethinking traditional training methods, you won’t want to miss this interview. Press play to learn from Valerie’s experience at General Mills.
            You will want to hear this episode if you are interested in...
            • The work she does [4:32]
            • The difference between [6:15]
            • Problem-solving [9:48]
            • Process of problem-solving [15:28]
            • Lightning round [21:06]
            • Strategy to gain 5% in efficiency [23:03]
            • What they learned [29:38]
            • Their biggest challenges [30:48]
            • How to apply more broadly [32:52]
            • Working with union vs nonunion [36:46]
            • What’s next [39:25]
            • Resources for senior leaders [41;50]
            • Valerie’s biggest learning experience [43:48]
            • Why Valerie does what she does [45:10]
            Resources & People MentionedConnect with Valerie DigmanConnect With Red Thread ResearchSubscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/56387098Wed, 09 Aug 2023 08:00:02 +0000Stacia Garr & Dani JohnsonWhat happens when a mechanical engineer tackles an L&D problem? A completely redesigned learning environment. On this episode of Workplace Stories, we interview General Mills’ Valerie Digman. Valerie describes how she helped solve a frontline...
            On this episode of Workplace Stories, we interview General Mills’ Valerie Digman. Valerie describes how she helped solve a frontline training problem and improved efficiency by 5%.

            If you’re interested in improving efficiency and rethinking traditional training methods, you won’t want to miss this interview. Press play to learn from Valerie’s experience at General Mills.
            You will want to hear this episode if you are interested in...
            • The work she does [4:32]
            • The difference between [6:15]
            • Problem-solving [9:48]
            • Process of problem-solving [15:28]
            • Lightning round [21:06]
            • Strategy to gain 5% in efficiency [23:03]
            • What they learned [29:38]
            • Their biggest challenges [30:48]
            • How to apply more broadly [32:52]
            • Working with union vs nonunion [36:46]
            • What’s next [39:25]
            • Resources for senior leaders [41;50]
            • Valerie’s biggest learning experience [43:48]
            • Why Valerie does what she does [45:10]
            Resources & People MentionedConnect with Valerie DigmanConnect With Red Thread ResearchSubscribe to WORKPLACE STORIES]]>            2759frontline,frontlineworkers,generalmills,redthreadresearch,valeriedigman,workplacestoriesfalse95full            Listening to Frontliners Through Business and Cultural Change: Acuity Brands John Brothershttps://www.spreaker.com/episode/listening-to-frontliners-through-business-and-cultural-change-acuity-brands-john-brothers--56170986
            On today’s episode of Workplace Stories, John recounts his experience working through Acuity’s cultural and business mindset shift and how that has affected the frontline workforce and beyond.


            Connect with John Brothers
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/56170986Wed, 26 Jul 2023 10:00:02 +0000Stacia Garr & Dani JohnsonWe’re all humans, so the needs of workers are similar across the board. John Brothers has learned this from his time as VP of Talent at Acuity. On today’s episode of Workplace Stories, John recounts his experience working through Acuity’s cultural...
            On today’s episode of Workplace Stories, John recounts his experience working through Acuity’s cultural and business mindset shift and how that has affected the frontline workforce and beyond.


            Connect with John Brothers
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2337acuity,acuitybrands,frontliners,frontlineworkers,johnbrothers,redthreadresearch,workplacestoriesfalse94full            Improving the Employee Experience with Different Types of Frontline Workers: Rotana’s Andrew Wolhuterhttps://www.spreaker.com/episode/improving-the-employee-experience-with-different-types-of-frontline-workers-rotana-s-andrew-wolhuter--56028848
            Andrew has an enthusiasm and infectious energy that he not only shares with his coworkers at Rotana, but he also shares this excitement with us on today’s episode. Listen in to learn how Andrew is using data to lead the change in the employee experience at Rotana.


            Connect with Andrew Wolhunter
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/56028848Wed, 12 Jul 2023 08:00:03 +0000Stacia Garr & Dani JohnsonImproving the employee experience starts with data. Rotana’s Andrew Wolhunter understands that and uses Rotana’s qualitative data to retain frontline workers in a competitive market. Andrew has an enthusiasm and infectious energy that he not only...
            Andrew has an enthusiasm and infectious energy that he not only shares with his coworkers at Rotana, but he also shares this excitement with us on today’s episode. Listen in to learn how Andrew is using data to lead the change in the employee experience at Rotana.


            Connect with Andrew Wolhunter
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            3190andrewwolhunter,frontlineworkers,redthreadresearch,rotanahotels,workplacestoriesfalse93full            Gaining Insightful Feedback from Frontline Workers: Cargill’s Tabatha Croninhttps://www.spreaker.com/episode/gaining-insightful-feedback-from-frontline-workers-cargill-s-tabatha-cronin--54827987
            On this episode, we chat with Tabatha Cronin to learn how Cargill is supporting its massive frontline labor force. Listen in to learn how Cargill dug in to understand the motivations driving their employees. You won’t want to miss how this changed the way the company approached its solutions.


            Resources & People Mentioned
            Connect with Tabatha Cronin
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/54827987Wed, 28 Jun 2023 08:00:02 +0000Stacia Garr & Dani JohnsonFrontline workers face unique challenges so organizations are making changes to empower them. On this season of Workplace Stories, we’re exploring the unique challenges and positive situations happening on the frontline. On this episode, we chat...
            On this episode, we chat with Tabatha Cronin to learn how Cargill is supporting its massive frontline labor force. Listen in to learn how Cargill dug in to understand the motivations driving their employees. You won’t want to miss how this changed the way the company approached its solutions.


            Resources & People Mentioned
            Connect with Tabatha Cronin
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            2917cargill,frontline,frontlineworkers,redthreadresearch,tabathacronin,workplacestoriesfalse92full            Creating Purposeful, Collaborative, Tactical Work on the Frontline: SAP’s Steve Hunthttps://www.spreaker.com/episode/creating-purposeful-collaborative-tactical-work-on-the-frontline-sap-s-steve-hunt--54166286
            Connect with Steve Hunt
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/54166286Wed, 14 Jun 2023 08:00:02 +0000Stacia Garr & Dani JohnsonFrontline workers can have an outsized influence on the success of an organization. They are often the only interface our customers have with a brand. At RedThread Research, we have been diving into how to support frontline workers more holistically...
            Connect with Steve Hunt
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            3004frontlineworkers,redthreadresearch,sap,stevehunt,workplacestoriesfalse91full            The Frontline: Opening Argumentshttps://www.spreaker.com/episode/the-frontline-opening-arguments--54137843
            Frontline workers have typically been a part of the workforce that has been swept under the rug, but during the pandemic, they were thrust to the forefront of people’s minds.

            In this season, we’ll discuss how to define a frontline worker, how to lead them, how to engage with them, and how to help them plan their career path.

            You will want to hear this episode if you are interested in...
            • Why we chose this topic for our 9th season [2:32]
            • What frontline workers are [3:38]
            • What has shifted for frontline workers [8:10]
            • Themes of this season [10:10]
            • What we’re looking forward to learning [13:12]
            • How this season aligns with our research [16:26]
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/54137843Wed, 14 Jun 2023 08:00:02 +0000Stacia Garr & Dani JohnsonWelcome back to our ninth season! We are excited about these upcoming episodes. In this season, Stacia and I focus on the frontline by discussing frontline workers with thought leaders from many organizations across various industries. Frontline...
            Frontline workers have typically been a part of the workforce that has been swept under the rug, but during the pandemic, they were thrust to the forefront of people’s minds.

            In this season, we’ll discuss how to define a frontline worker, how to lead them, how to engage with them, and how to help them plan their career path.

            You will want to hear this episode if you are interested in...
            • Why we chose this topic for our 9th season [2:32]
            • What frontline workers are [3:38]
            • What has shifted for frontline workers [8:10]
            • Themes of this season [10:10]
            • What we’re looking forward to learning [13:12]
            • How this season aligns with our research [16:26]
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            1078frontlineworkers,redthreadresearch,thefrontline,workplacestoriesfalse9trailer            Creating Intentional Leadership: AAFP’s Paula Matthewshttps://www.spreaker.com/episode/creating-intentional-leadership-aafp-s-paula-matthews--53470951
            The American Academy of Family Physicians (AAFP) is designing a new framework for their managers to help them better understand what they can be doing to intentionally lead their staff.

            This inspiring conversation with Paula Matthews from AAFP is a fantastic way to wrap up our Making Managing Manageable series.

            If you are just wrapping up season eight, now is a great time to subscribe to the podcast. You can get even more RedThread content by joining our membership community. Try it out for free for seven days to see what we’re all about!You will want to hear this episode if you are interested in...
            • The rapid-fire questions [5:32]
            • Paula’s role at AAFP [9:17]
            • What has changed for managers over the last three years [10:10]
            • What managers will return to [14:00]
            • What sets good managers and not-so-good managers apart [15:40]
            • Why managers are struggling today [18:24]
            • AAFP’s new manager framework [20:20]
            • How they implement their training framework [26:25]
            • How to empower employees to take control of their tasks [27:33]
            • The lightning round questions [34:19]
            • The role of leadership development [35:45]
            Resources & People Mentioned
            Connect with Paula Matthews
            Connect With Red Thread Research
            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/53470951Tue, 11 Apr 2023 07:00:02 +0000Stacia Garr & Dani JohnsonA lot has changed for managers and organizations over the last three years. So, what can be done to successfully navigate those changes so that managers can be successful and organizations can continue to thrive? The American Academy of Family...
            The American Academy of Family Physicians (AAFP) is designing a new framework for their managers to help them better understand what they can be doing to intentionally lead their staff.

            This inspiring conversation with Paula Matthews from AAFP is a fantastic way to wrap up our Making Managing Manageable series.

            If you are just wrapping up season eight, now is a great time to subscribe to the podcast. You can get even more RedThread content by joining our membership community. Try it out for free for seven days to see what we’re all about!You will want to hear this episode if you are interested in...
            • The rapid-fire questions [5:32]
            • Paula’s role at AAFP [9:17]
            • What has changed for managers over the last three years [10:10]
            • What managers will return to [14:00]
            • What sets good managers and not-so-good managers apart [15:40]
            • Why managers are struggling today [18:24]
            • AAFP’s new manager framework [20:20]
            • How they implement their training framework [26:25]
            • How to empower employees to take control of their tasks [27:33]
            • The lightning round questions [34:19]
            • The role of leadership development [35:45]
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            Subscribe to WORKPLACE STORIES]]>            2685aafp,intentionalleadership,paulamatthews,redthreadresearch,workplacestoriesfalse86full            Questioning Convention in the Workplace: Moderna’s Noah Rabinowitz and Nkiruka Ogbuchiekwehttps://redthreadresearch.com/podcast/questioning-convention-in-the-workplace-modernas-noah-rabinowitz-and-nkiruka-ogbuchiekwe/

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            ]]>            https://api.spreaker.com/episode/53154552Tue, 14 Mar 2023 07:00:02 +0000Stacia Garr & Dani JohnsonOn this episode of Workplace Stories, Affirm’s Feedback and Development Lead, Kaitlyn Mathews, describes how her organization uses its data to drive changes within the company. Kaitlyn also touches on their delivery systems, the HR relationship with...
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            ]]>            3267affirm,datadrivenchanges,kaitlynmathews,redthreadresearch,workplacestoriesfalse84full            Building Connection and Community Through Leadership: WGU’s Sara Reedhttps://redthreadresearch.com/podcast/building-connection-and-community-through-leadership-wgus-sara-reed/
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            Subscribe to WORKPLACE STORIES]]>            https://api.spreaker.com/episode/52687351Tue, 14 Feb 2023 07:00:01 +0000Stacia Garr & Dani JohnsonMary brings years of experience to Morningstar and on this episode of Workplace Stories, she explains how the manager and employee experiences are tied together. As you listen, you’ll be fascinated by the way that Morningstar conducted research to...
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            Subscribe to WORKPLACE STORIES]]>            2660enhancemanagerexperience,managerexperience,maryslaughter,morningstar,redthreadresearch,workplacestoriesfalse82full            Innovative Ways to Support Managers So They Can Lead Effectively: NVA's Clint Koffordhttps://www.spreaker.com/episode/innovative-ways-to-support-managers-so-they-can-lead-effectively-nva-s-clint-kofford--52588393Clint Kofford, the Vice President of Talent with National Veterinary Associates, has a unique perspective on what it means to be a leader in today’s changing landscape. With extensive experience in numerous multinational companies, Clint is a thought leader in this space. His fascinating viewpoints caused us both to stop and think and even changed our minds about certain issues. Press play to hear what they are and to see if his views might broaden your perspective.

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            Want full access to the episode's transcript? Try our RTR membership with a 7-day trial. Listen to our top episodes, explore cutting-edge research, attend exclusive member-only events, and share with a top-notch cohort community of industry leaders and peers. Take it for a spin!]]>            https://api.spreaker.com/episode/52588254Tue, 31 Jan 2023 08:00:03 +0000Stacia Garr & Dani JohnsonA scene-setter for our latest set of Workplace Stories—listen as we focus on what it actually means to be a manager in 2023. https://redthreadresearch.com/podcast/making-managing-manageable-opening-arguments/ End-of-Season Webinar Don't miss our...
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Does he have the definitive answer to our question, Evolution...3557employeexperience,philwillburn,redthreadresearch,workday,workplacestoriesfalse76fullYes, Even EX Has To Be Systematized: Marriott International's Jessica Leehttps://www.spreaker.com/episode/yes-even-ex-has-to-be-systematized-marriott-international-s-jessica-lee--52097040https://api.spreaker.com/episode/52097040Tue, 13 Dec 2022 08:00:03 +0000Stacia Garr & Dani JohnsonJessica Lee, SVP of Global Talent Development at Marriott International & The Ritz-Carlton Leadership Center, shares her insights into how to create a consistent and supportive EX across the hotel giant’s 30-plus brands.3903employeeexperience,jessicalee,marriott,redthreadresearch,workday,workplacestoriesfalse75fullWhy We Need to Rip Out and Replace the Employee Experience: Meta’s Kelly Monahanhttps://www.spreaker.com/episode/why-we-need-to-rip-out-and-replace-the-employee-experience-meta-s-kelly-monahan--51849705https://api.spreaker.com/episode/51849705Tue, 29 Nov 2022 08:00:03 +0000Stacia Garr & Dani JohnsonIf Meta wants us all to work at least some of the time in a Metaverse, it probably wants to figure out what the right Employee Experience is to get there. Kelly Monahan's making sure that happens.3192employeeexperience,kellymonahan,meta,redthreadresearch,workday,workplacestoriesfalse74fullWhy Both Little ‘E’ and Big ‘E’ Employee Experience Count: Eskalera’s Dane Holmeshttps://www.spreaker.com/episode/why-both-little-e-and-big-e-employee-experience-count-eskalera-s-dane-holmes--51713388https://api.spreaker.com/episode/51713388Tue, 15 Nov 2022 08:00:01 +0000Stacia Garr & Dani JohnsonFormer Goldman CPO Dane Holmes wants to remind us all of a huge truth: processes may end—but people don’t (you don’t stop learning once you’ve completed your module). So why don’t we look at Employee Experience that way?3160daneholmes,employeeexperience,eskelera,redthreadresearch,workday,workplacestoriesfalse73fullWhy Learning Is the Engine of Employee Experience: Walmart’s Brandon Carsonhttps://www.spreaker.com/episode/why-learning-is-the-engine-of-employee-experience-walmart-s-brandon-carson--51618406https://api.spreaker.com/episode/51618406Tue, 01 Nov 2022 08:00:02 +0000Stacia Garr & Dani JohnsonFor Vice President of Learning and Leadership at Walmart Brandon Carson, the systems we put in place ARE the employee experience. And if we want to change that, we need to help not just the cognitive worker, but that often-neglected other constituency...2551aligningcognitivephysicalwork,brandoncarsonhrauthor,brandoncarsonwalmart,digitalemployeeexperience,employeeexperience,ex,leadership,peopleandchange,redthreadresearch,workdayfalse72fullYou Can't Change EX Without Understanding People: Author Ashley Goodallhttps://www.spreaker.com/episode/you-can-t-change-ex-without-understanding-people-author-ashley-goodall--51534001https://api.spreaker.com/episode/51534001Tue, 18 Oct 2022 07:00:02 +0000Stacia Garr & Dani JohnsonFor leadership expert and author Ashley Goodall, we get the employee experience consistently wrong because we just don’t want to look at the way humans really are out-of-the-box. Is he right?3289ashleygoodallbusinessauthor,digitalemployeeexperience,employeexperience,ex,leadership,nineliesaboutwork,peopleandchange,redthreadresearch,workdayfalse71fullThe Employee Experience (R)evolution: Opening Argumentshttps://www.spreaker.com/episode/the-employee-experience-r-evolution-opening-arguments--51572859https://api.spreaker.com/episode/51572859Tue, 18 Oct 2022 06:00:00 +0000Stacia Garr & Dani JohnsonA scene-setter for our latest set of Workplace Stories—a deep dive into where we really are with EX right now.905digitalemployeeexperience,employeeexperience,ex,hr,leadership,redthreadresearch,workdayfalse7fullIf We Don’t Connect, The Work Will Get Done—But It'll Never Be Great: Pretaa's Michael Madonhttps://www.spreaker.com/episode/if-we-don-t-connect-the-work-will-get-done-but-it-ll-never-be-great-pretaa-s-michael-madon--51076331https://api.spreaker.com/episode/51076331Tue, 27 Sep 2022 08:00:00 +0000Stacia Garr & Dani JohnsonWith a unique combination of experience across the worlds of the military, non-profit, government and commercial sector, mobile health entrepreneur Michael Madon shares what years of trying to make connection happen in organizations has taught him.3043leadership,michaelmadon,peopleanalytics,pretaa,redthreadresearch,thegreatreconnection,torch,workplaceconnection,workplaceconnectiontechniquesfalse67fullUsing Connection To Build Successful Cultures: Udemy’s Melissa Daimlerhttps://www.spreaker.com/episode/using-connection-to-build-successful-cultures-udemy-s-melissa-daimler--51229058https://api.spreaker.com/episode/51229058Tue, 27 Sep 2022 07:00:02 +0000Stacia Garr & Dani JohnsonIn this episode, CLO at online education leader Udemy Melissa Daimler—who recently published a new book on making workplace reconnection work, ‘ReCulturing’—sits down with Chris and Stacia to detail practical steps on making our new complex workplaces...3251leadership,melissadaimler,peopleanalytics,reculturing,redthreadresearch,thegreatreconnection,torch,udemy,workplaceconnection,workplaceconnectiontechniquesfalse66fullThe Power of Connection: Thinker, Professor Dave Ulrichhttps://www.spreaker.com/episode/the-power-of-connection-thinker-professor-dave-ulrich--51088674https://api.spreaker.com/episode/51088674Tue, 13 Sep 2022 07:00:02 +0000Stacia Garr & Dani JohnsonIt’s our special pleasure to share a conversation with renowned HR strategist Dave Ulrich around the importance of Connection and the practical steps leaders need to be making now to make it happen.3560daveulrich,leadership,peopleanalytics,redthreadresearch,thegreatreconnection,torch,workplaceconnection,workplaceconnectiontechniquesfalse65fullFiring Up Connection From Pre-Hire: Service Express's Gretchen Murphyhttps://www.spreaker.com/episode/firing-up-connection-from-pre-hire-service-express-s-gretchen-murphy--51003807https://api.spreaker.com/episode/51003807Tue, 30 Aug 2022 07:00:02 +0000Stacia Garr & Dani JohnsonThis week we sat down with Gretchen Murphy, CHRO of data center services specialist Service Express, to hear how only ever adding people who fit your culture but then constantly supporting them through conscious Reconnecting techniques really delivers.3006gretchenmurphyserviceexpress,redthreadresearch,serviceexpress,thegreatreconnection,torch,workplaceconnection,workplaceconnectiontechniquesfalse64fullUnsucking The Workplace Through Connection: Airtable’s Jessica Amorteguihttps://www.spreaker.com/episode/unsucking-the-workplace-through-connection-airtable-s-jessica-amortegui--50723773
            In this next debate on how to make reconnecting real, we find out from a great conversation with the company’s Global Talent Development Leader, Jessica Amortegui, who has a lot to say about walking the walk—from the way her company is really taking on the problem of connection at the individual, human level, but also how to better facilitate connecting with others on a one-on-one, team, and entire organizational level.

            Even more interestingly; that happens on both the virtual (90% of her fellow ‘Airtablets’ joined during the pandemic) but also on the physical level—and as you’ll also hear, gets instantiated with well-thought-out and battle-tested role tools and exercises, which we’re delighted to say some of which Jess has shared with listeners. She also has some very useful things to say about the demonstrable value of all this even the most results-focused managers and connection ‘skeptics’ find persuasive.

            Finally, we loved her persuading us about the importance of connection in the flow of one's day-to-day work—making connecting not some special thing that you do in parallel but can be structured to be part of any meeting if you want it to be. All in all, so many great soundbites—but if you want just one, how about, “The thing I would love to switch about our workplaces is how many of us end the day exhausted and feeling de-energized. Why does it have to be that way?” Abso-tootle!]]>            https://api.spreaker.com/episode/50723773Tue, 16 Aug 2022 07:00:03 +0000Stacia Garr & Dani JohnsonBased out of San Francisco, Airtable is a fast-growing software product company with a mission to democratize software creation. It says it’s doing that by enabling anyone to build the tools that meet their needs, but is that focus on openness and...
            In this next debate on how to make reconnecting real, we find out from a great conversation with the company’s Global Talent Development Leader, Jessica Amortegui, who has a lot to say about walking the walk—from the way her company is really taking on the problem of connection at the individual, human level, but also how to better facilitate connecting with others on a one-on-one, team, and entire organizational level.

            Even more interestingly; that happens on both the virtual (90% of her fellow ‘Airtablets’ joined during the pandemic) but also on the physical level—and as you’ll also hear, gets instantiated with well-thought-out and battle-tested role tools and exercises, which we’re delighted to say some of which Jess has shared with listeners. She also has some very useful things to say about the demonstrable value of all this even the most results-focused managers and connection ‘skeptics’ find persuasive.

            Finally, we loved her persuading us about the importance of connection in the flow of one's day-to-day work—making connecting not some special thing that you do in parallel but can be structured to be part of any meeting if you want it to be. All in all, so many great soundbites—but if you want just one, how about, “The thing I would love to switch about our workplaces is how many of us end the day exhausted and feeling de-energized. Why does it have to be that way?” Abso-tootle!]]>            3122airtable,jessicaamorteguiairtable,redthreadresearch,thegreatreconnection,torch,workplaceconnection,workplaceconnectiontechniquesfalse63full            Reconnecting Via Purpose And Continual Career Conversations: UCHealth’s Matt Gosneyhttps://www.spreaker.com/episode/reconnecting-via-purpose-and-continual-career-conversations-uchealth-s-matt-gosney--50694136https://api.spreaker.com/episode/50694136Tue, 02 Aug 2022 07:00:02 +0000Stacia Garr & Dani JohnsonFor our second conversation about The Great Reconnection, we sat down with Matt Gosney, Vice President, Organizational Development at UCHealth, a major Denver-based healthcare provider that’s grown rapidly in the past few years. To make that growth...2906careerconversations,mattgosneyuchealth,redthreadresearch,thegreatreconnection,torch,uchealthfalse62fullReconnecting Without Being Bad-Bossy: HR Thinker Liz Wisemanhttps://www.spreaker.com/episode/reconnecting-without-being-bad-bossy-hr-thinker-liz-wiseman--50555297https://api.spreaker.com/episode/50555297Tue, 19 Jul 2022 07:00:02 +0000Stacia Garr & Dani JohnsonWe start our new S6 of Workplace Stories with an overview of the theme of the Season, how it links to the previous five, then talk to Liz Wiseman, CEO of the Wiseman Group and author of New York Times bestseller about how leaders can build connections...4476leadership,lizwiseman,redthreadresearch,thegreatreconnection,torchfalse61fullForget Balanced Work-Life And Think More Integrated: Panasonic's Lydia Wuhttps://www.spreaker.com/episode/forget-balanced-work-life-and-think-more-integrated-panasonic-s-lydia-wu--50210556https://api.spreaker.com/episode/50210556Tue, 28 Jun 2022 07:00:02 +0000Stacia Garr & Dani JohnsonIn this, our final episode for the Adventures in Hybrid Work Season, we end strong with a great sit-down with people analytics innovator and Head of Talent Analytics & Transformation at Panasonic USA, Lydia Wu. It’s the right last conversation for now...3028class.com,deiandhybridwork,hybridoffice,hybridwork,hybridworkfuture,hybridworking,lydiawupanasonicnorthamerica,panasonic,perceptyx,redthreadresearch,remoteworking,worktechfalse56fullIs Mentoring The Key To Hybrid? WM’s Phil Rhodeshttps://www.spreaker.com/episode/is-mentoring-the-key-to-hybrid-wm-s-phil-rhodes--50026429https://api.spreaker.com/episode/50026429Tue, 14 Jun 2022 07:00:02 +0000Stacia Garr & Dani JohnsonIn February last year, this week’s guest, Phil Rhodes, Head of Learning & Leadership Development at WM--which you may now better as Waste Management, and who are the very helpful people who handled your garbage all the way through Lockdown—was not...3191class.com,hybridoffice,hybridwork,hybridworkfuture,hybridworking,mentoring,perceptyx,philrhodeswm,redthreadresearch,remoteworking,wastemanagementwm,worktechfalse55fullFrom Human To Social Capital: formerly AWS & GM's Michael Arenahttps://www.spreaker.com/episode/from-human-to-social-capital-formerly-aws-gm-s-michael-arena--49942614https://api.spreaker.com/episode/49942614Tue, 31 May 2022 07:00:02 +0000Stacia Garr & Dani JohnsonThis week’s guest is Michael Arena, who brings the unique perspective of leading talent development and management for not just major New Economy global brands like Amazon Web Services, but also stalwart Old Economy blue chips like General Motors and...3271class.com,hybridoffice,hybridwork,hybridworkfuture,hybridworking,michaelarena,perceptyx,redthreadresearch,remoteworking,socialcapital,worktechfalse54fullDoubling Down On Trust: Uber's RJ Milnorhttps://www.spreaker.com/episode/doubling-down-on-trust-uber-s-rj-milnor--49754269https://api.spreaker.com/episode/49754269Tue, 17 May 2022 07:00:02 +0000Stacia Garr & Dani JohnsonIf there’s one word that sums up this week’s episode, it’s conscious listening. Yes, that’s two. But it’s actually the on-ramp to the real word we mean, and which is fast emerging as the theme of this Season 5 of Workplace Stories as it evolves:...3191class.com,hybridoffice,hybridwork,hybridworkfuture,hybridworking,perceptyx,redthreadresearch,remoteworking,rjmilnoruber,uberpeopleanalytics,worktechfalse53fullRestoring Work-Life Balance Through Hybrid: Microsoft's Dawn Klinghofferhttps://www.spreaker.com/episode/restoring-work-life-balance-through-hybrid-microsoft-s-dawn-klinghoffer--49501628https://api.spreaker.com/episode/49501628Tue, 03 May 2022 07:00:04 +0000Stacia Garr & Dani JohnsonToday, we hear from an HR leader at the absolute heart of the Hybrid evolution, Dawn Klinghoffer, Vice President of the HR Business Insights team at Microsoft. Dawn’s really helping set the agenda of what gets called in the show the ‘Pandora’s Box’ of...3385class.com,dawnklinghoffermicrosoft,hybridoffice,hybridworkfuture,hybridworking,microsoftpeopleanalytics,perceptyx,redthreadresearch,remoteworking,sapsuccessfactors,worktechfalse52fullA New Work Operating System: Thinker John Boudreauhttps://www.spreaker.com/episode/a-new-work-operating-system-thinker-john-boudreau--49431433https://api.spreaker.com/episode/49431433Tue, 19 Apr 2022 07:00:02 +0000Stacia Garr & Dani JohnsonIs it time to retire the concept of a job? Is it holding us all back—especially if we really want to make Hybrid Work a success? That’s a new, and we think highly useful, concept from today’s guest, author, academic and futurist John Boudreau. In the...3618class.com,decomposingjobs,futureofwork,hr,hrm,hrtrends,humanresourcemanagement,humanresources,hybridworkfuture,hybridworking,hyrbidoffice,johnboudreau,perceptyx,redthreadresearch,remoteworking,talentmanagement,worktech,workwithoutjobsfalse51fullAdventures in Hybrid Work: Opening Argumentshttps://www.spreaker.com/episode/adventures-in-hybrid-work-opening-arguments--49431429
            If you really are just out of your COVID bunker, we refer, of course, to the idea of how we might re-orient ourselves to a workplace where employee expectations about ‘presenteeism’ have changed a lot… whether they have that much really for employers, well—let's see. Also covered: how RedThread's working with its team and clients to make our own changes to support Hybrid.

            To set us up, a review of how powerful employees are right now on their side of their see-saw (for how long), some Intriguing guest names get dropped, starting with this week’s co-dropping Episode 1, well-known HR Scholar and author John Boudreau, how this Season links surprisingly quickly with previous Workplace Stories surveys, and expected recurrent themes like the role both human diversity tech will play in all this as it unfolds.

            There's even a gag or two (you're going to love the one about printers), all putting us in the perfect mindset for the John episode deep Hybrid Work conceptual dive. Warning: the episode contains shocking information about certification. Still not sure Chris has recovered.]]>            https://api.spreaker.com/episode/49431429Tue, 19 Apr 2022 07:00:02 +0000Stacia Garr & Dani JohnsonWe've completed one sort of Odyssey (at least for now). Now, it's time for an Adventure. That's the message from our customary opening new Workplace Stories from RedThread Research Season scene-setter this week, where the guys reveal that our next set...
            If you really are just out of your COVID bunker, we refer, of course, to the idea of how we might re-orient ourselves to a workplace where employee expectations about ‘presenteeism’ have changed a lot… whether they have that much really for employers, well—let's see. Also covered: how RedThread's working with its team and clients to make our own changes to support Hybrid.

            To set us up, a review of how powerful employees are right now on their side of their see-saw (for how long), some Intriguing guest names get dropped, starting with this week’s co-dropping Episode 1, well-known HR Scholar and author John Boudreau, how this Season links surprisingly quickly with previous Workplace Stories surveys, and expected recurrent themes like the role both human diversity tech will play in all this as it unfolds.

            There's even a gag or two (you're going to love the one about printers), all putting us in the perfect mindset for the John episode deep Hybrid Work conceptual dive. Warning: the episode contains shocking information about certification. Still not sure Chris has recovered.]]>            2384class.com,desklessworkers,digitaldivide,futureofwork,hr,hrm,hrtrends,humanresourcemanagement,humanresources,hybridoffices,hybridwork,hybridworking,inclusion,perceptyx,redthreadresearch,remoteworking,talentmanagement,worktechfalse5full            SPECIAL BONUS EPISODE: GE Healthcare's David Sperlhttps://www.spreaker.com/episode/special-bonus-episode-ge-healthcare-s-david-sperl--49152425https://api.spreaker.com/episode/49152425Tue, 05 Apr 2022 07:00:02 +0000Stacia Garr & Dani JohnsonIn the Ancient Greece of Homeric times and mores, the concept of gifting, or gift-friendship, ξενία (‘xenia’) was central. Assuming your fellow Greeks would observe xenia allowed you to travel in the hope you’d be good for food and shelter for the...3232aiandskills,davidsperlgehealthcare,degreed,futureofwork,gehealthcare,redthreadresearch,skills,skillsascurrency,skillsframeworks,skillsontologies,techwolf,visier,workforcedevelopmentfalsefullDelivering a Skills Marketplace: Deutsche Post DHL's Meredith Wellardhttps://www.spreaker.com/episode/delivering-a-skills-marketplace-deutsche-post-dhl-s-meredith-wellard--48959727https://api.spreaker.com/episode/48959727Tue, 29 Mar 2022 07:00:02 +0000Stacia Garr & Dani JohnsonSomething’s happened to this week’s guest, Meredith Wellard. And it’s actually something quite wonderful; you can hear it in her voice, animating and energizing her. It’s a mix of excitement at possibility--and almost relief that a lot of checks she’s...2896aiandskills,cornerstone,degreed,deutschepostdhl,futureofwork,meredithwellarddeutschepostdhl,redthreadresearch,skills,skillsascurrency,skillsframeworks,skillsontologies,visier,workforcedevelopmentfalsefullPrecision Development At Scale: Deloitte's Eric Dinglerhttps://www.spreaker.com/episode/precision-development-at-scale-deloitte-s-eric-dingler--48867823https://api.spreaker.com/episode/48867823Tue, 15 Mar 2022 08:00:02 +0000Stacia Garr & Dani JohnsonDeloitte is different. It’s different for, of course, its unique approach to solving customer problems, as well as its sheer size and scale. But in the context of a Skills Odyssey, it’s also pretty unique for having a) an ‘agency’ structure that makes...2671aiandskills,degreed,deloitte,ericdinglerdeloitteus,futureofwork,redthreadresearch,skills,skillsascurrency,skillsframework,visier,workforcedevelopmentfalsefullDesigning A Future That Loves Us All: AstraZeneka's Manisha Singhhttps://www.spreaker.com/episode/designing-a-future-that-loves-us-all-astrazeneka-s-manisha-singh--48598558https://api.spreaker.com/episode/48598558Tue, 01 Mar 2022 08:00:03 +0000Stacia Garr & Dani JohnsonManisha Singh is a leading voice in everything from HR technology to people analytics, AI ethics to doing practical work on the future of work. And as someone who built what may well have been one of the very first ever talent marketplaces during her...3623aiandskills,astrazeneca,degreed,futureofwork,manishasinghastrazeneca,opentalentmarket,redthreadresearch,schneiderelectric,skills,skillsframeworks,skillsontologies,visier,workforcedevelopmentfalse4fullBuilding Planes with Cake Decorators: Boeing's Guillermo Mirandahttps://www.spreaker.com/episode/building-planes-with-cake-decorators-boeing-s-guillermo-miranda--48654488https://api.spreaker.com/episode/48654488Tue, 15 Feb 2022 08:00:03 +0000Stacia Garr & Dani JohnsonWe came off this recording session thinking, Have we just literally seen the future of work? A world where how Skills has become the core to everything, and instead of performance management, we do performance enablement? And where the employee is the...2758boeing,competencies,degreed,futureofwork,guillermomirandacloboeing,redthreadresearch,salary,skills,skillsframeworks,visier,workforcedevelopmentfalse4fullPaying for Skills and Much More with "Trustworthy AI," IBM's Anshul Sheopurihttps://www.spreaker.com/episode/paying-for-skills-and-much-more-with-trustworthy-ai-ibm-s-anshul-sheopuri--48362567https://api.spreaker.com/episode/48362567Tue, 01 Feb 2022 08:00:03 +0000Stacia Garr & Dani JohnsonThis week, it’s all about numbers, scale, and achievement. In terms of numbers, how about a Skills-based, AI-enhanced framework that is keeping 250,000 employees happy and appropriately paid? And which saves the company an estimated $100m per year,...3290adaptability,aiandskills,anshulsheopuriiibmworkforce,competencies,degreed,digitization,ibm,ibmwatson,machinelearning,peopleanalytics,skills,skillsframeworks,skillstaxonomies,vizier,workforcecompensation,workforcedevelopmentfalse4fullHow Do You Build Things That Are Reversible? Sun Life's Robert Carlylehttps://www.spreaker.com/episode/how-do-you-build-things-that-are-reversible-sun-life-s-robert-carlyle--48026619https://api.spreaker.com/episode/48026619Tue, 18 Jan 2022 08:00:02 +0000Stacia Garr & Dani Johnson“We really just almost assume that, self-evidently, Skills matter--and then went to try to build a Skills library. It is only then that we start to think… what for?” Talk for any length of time with this week’s ‘Skills Odyssey II’ guest, Sun Life’s...3565competencies,degreed,machinelearning,redthread,skills,skillsframeworks,skillstaxonomies,sunlife,visier,workforcedevelopmentfalse4fullThe Skills Odyssey II: Opening Argumentshttps://www.spreaker.com/episode/the-skills-odyssey-ii-opening-arguments--48021179https://api.spreaker.com/episode/48021179Tue, 18 Jan 2022 08:00:02 +0000Stacia Garr & Dani JohnsonWell… we’re still not home. The fabled Ithaca of Skills nirvana is still somewhere in the distance. This journey we’re on—this Skills Odyssey—continues. But we still are getting help on the voyage from Dani, Stacia and Chris Pirie from The Learning...1592adaptability,competencies,degreed,learningfuturesgroup,peopleanalytics,redthreadresearch,skills,visier,workforcedevelopmentfalse4fullA Peek Inside a Skills Transformation: Novartis's Tim Dickinsonhttps://www.spreaker.com/episode/a-peek-inside-a-skills-transformation-novartis-s-tim-dickinson--46754566https://api.spreaker.com/episode/46754566Tue, 14 Dec 2021 08:00:02 +0000Stacia Garr & Dani JohnsonA lot of people we talk to are hesitant about starting their Skills Odyssey. They’ve got a good reason: they feel there’s just too much ocean out there between them and getting to the good place of Ithaca/success. But if you don’t start somewhere, you...2992adaptability,clo,competencies,curiosity,futureworkskills,novartis,redthreadresearch,skills,timdickinsonnovartis,upskilling,workforcedevelopmentfalse3fullThe Soup Cube Skills Methodology: ABN AMRO’s Patrick Coolenhttps://www.spreaker.com/episode/the-soup-cube-skills-methodology-abn-amro-s-patrick-coolen--47308583https://api.spreaker.com/episode/47308583Tue, 30 Nov 2021 08:00:02 +0000Stacia Garr & Dani Johnson“How you are able, as an organization, to reconfigure resources like Skills and have the ability to allocate the right talents in your organization at the right time-- I think it's also a competitive advantage.” So says our guest this week, Patrick...2948adaptability,buildskillsvsbuyskills,competencies,digitization,patrickcoolenamsterdam,peopleanalytics,redthreadresearch,skills,upskilling,workforcedevelopmentfalse3fullBuilding the Skills Plane While Flying: Citi's Christopher Funkhttps://www.spreaker.com/episode/building-the-skills-plane-while-flying-citi-s-christopher-funk--47143256https://api.spreaker.com/episode/47143256Tue, 16 Nov 2021 08:00:03 +0000Stacia Garr & Dani JohnsonSetting up this week’s conversation, Dani promises that this one’s a “must-listen for anyone who's trying to figure out how to make Skills work in their organization.” Bold claim? Not when you realize we’re talking about what a 200,000 person,...2533adaptability,christopherfunkciti,citi,citigroup,clo,competencies,futureworkskills,redthredresearch,skills,skillsandcareers,skillsframeworks,upskilling,workforcedevelopmentfalsefullExploring the build vs buy conundrum: Fidelity's Mike Groesserhttps://www.spreaker.com/episode/exploring-the-build-vs-buy-conundrum-fidelity-s-mike-groesser--47158031https://api.spreaker.com/episode/47158031Tue, 02 Nov 2021 08:00:09 +0000Stacia Garr & Dani JohnsonToday’s guest, Mike Groesser, is not just a VP at his employer, Fidelity Investments. He’s also something called a Learning Squad Leader—terminology that may clue at least some of you that we’re dealing with an organization that’s embraced Agile...3275adaptability,buildvsbuyskills,clo,competencies,fidelityinvestments,futureworkskills,mikegroesserfidelityinvestment,nonlinearskills,redthreadresearch,skills,upskilling,workforcedevelopmentfalse3fullUsing Skills to Create a Learning Culture: Ericsson's Vidya Krishnanhttps://www.spreaker.com/episode/using-skills-to-create-a-learning-culture-ericsson-s-vidya-krishnan--46988321https://api.spreaker.com/episode/46988321Tue, 19 Oct 2021 07:00:16 +0000Stacia Garr & Dani JohnsonIn L&D, we talk a lot about creating the conditions for learning: isn’t that kind of definitional about what we do? Well, maybe we need to tear up the rule book and start thinking a bit harder about what that means in a much more digital, much more...3336adaptability,clo,competencies,deib,ericsson,futureworkskills,purpose,redthreadresearch,reskilling,skills,upskilling,vidyakrishnanericsson,workforcedevelopmentfalsefullBringing Skills to life in the workplace: People Data Enthusiast Heather Whitemanhttps://www.spreaker.com/episode/bringing-skills-to-life-in-the-workplace-people-data-enthusiast-heather-whiteman--46738325https://api.spreaker.com/episode/46738325Tue, 19 Oct 2021 07:00:16 +0000Stacia Garr & Dani JohnsonIs today’s guest the epitome of a people analytics scholar practitioner? Well, let’s do the math: relevant PhD? Check. Six years figuring out how to interest Silicon Valley engineers to come work for an industrial firm by drawing up a whole new...3373adaptability,clo,competencies,futureworkslills,gedigital,heatherwhiteman,redthreadresearch,skills,upskilling,workforcedevelopmentfalse3fullThe Skills Odyssey: Opening Argumentshttps://www.spreaker.com/episode/the-skills-odyssey-opening-arguments--46721017https://api.spreaker.com/episode/46721017Tue, 19 Oct 2021 07:00:16 +0000Stacia Garr & Dani JohnsonFor ten tough years, the king of Ithaca tried to find his way back home from the war--and along the way, he had quite a few obstacles to face down. The good news is he got there in the end: and in a similar way, we think many HR practitioners out...2143adaptability,clo,competencies,futureworkskills,homersodyssey,purpose,redthreadreseach,skills,upskilling,workforcedevelopmentfalse3fullData AND Stories: Workday’s Phil Willburnhttps://www.spreaker.com/episode/data-and-stories-workday-s-phil-willburn--46439402https://api.spreaker.com/episode/46439402Tue, 05 Oct 2021 07:00:16 +0000Stacia Garr & Dani Johnson“Honestly, in order to make this a reality I believe HR needs more technologists and analytics professionals as a whole.” Now you might expect a RedThread-head to come out with a sentence like that--but it’s in fact from our awesome guest this week,...3560belonging,belongingatworkday,carintaylorworkday,deib,deibanalytics,deibmetrics,diversity,equity,hranddeib,hrdeibmeasurement,inclusion,philwillburnworkday,workday,workdaydeib,workdayvibefalse2fullWhat Belonging really needs to take hold: Airbnb’s Kate Shawhttps://www.spreaker.com/episode/what-belonging-really-needs-to-take-hold-airbnb-s-kate-shaw--46294403https://api.spreaker.com/episode/46294403Tue, 21 Sep 2021 07:00:17 +0000Stacia Garr & Dani JohnsonWhat’s it feel like when your identity is all about promoting Belonging and a global pandemic comes along that for a time completely wipes out your market, forcing you to lay off hundreds of valued colleagues? Perhaps more importantly: how do you...2634airbnb,belonging,belongingatairbnb,deib,deibmetrics,diversity,equity,hranddeib,hrdeibmeasurement,inclusion,kateshawairbnb,layoffsincovidfalse2fullCollaboration and DEIB — What Should Change? Babson College's Rob Crosshttps://www.spreaker.com/episode/collaboration-and-deib-what-should-change-babson-college-s-rob-cross--46298154https://api.spreaker.com/episode/46298154Tue, 07 Sep 2021 07:00:03 +0000Stacia Garr & Dani JohnsonWhat if the ways you’re trying to measure the ground-level impact of all your DEIB work in your workplace environment are incomplete? That’s the possibly concerning warning from academic and author Professor Rob Cross--our guest this week, and the...2885belonging,collaboration,collaborationoverload,connectedcommonsconsortium,deib,diversity,equity,hranddeib,hrdeibmeasurement,inclusion,ona,organizationalnetworkanalysis,robcrossbabsoncollege,workplacestressfalse2fullCreating light, not heat: JPMorgan Chase's Jesse Jacksonhttps://www.spreaker.com/episode/creating-light-not-heat-jpmorgan-chase-s-jesse-jackson--46111147https://api.spreaker.com/episode/46111147Thu, 02 Sep 2021 16:16:15 +0000Stacia Garr & Dani JohnsonSometimes you feel you’re in the eye of the hurricane: so much is happening in terms of our wider society in terms of changing expectations, changing ways of working, changing life choices. Add the potentially explosive compound called ‘Diversity’...2581belonging,colorblindcolorbrave,deib,deibdifficultconversations,diversity,equity,hranddeib,hrdeibtech,inclusion,jessejacksonjpmorganchase,jpmorgan,jpmorganchase,l&dinachangingworldfalsefullCreating space for courageous conversations: S&P Global's Rachel Fichterhttps://www.spreaker.com/episode/creating-space-for-courageous-conversations-s-p-global-s-rachel-fichter--45594013https://api.spreaker.com/episode/45594013Tue, 10 Aug 2021 07:00:17 +0000Stacia Garr & Dani JohnsonAre there three sets of people in Inclusion: the folks doing the ground-level work on DEIB, maybe the researchers way off in the academic stratosphere, and then the people actually affected by these issues on a day-to-day level in the workplace? If...3385belonging,deib,diversity,diversityandinclusion,diversitytraining,drrachelfichter,drrachelfichters&pglobal,employeeengagement,equity,futureofwork,hr2021,hranddeib,hrdeibtech,hrmanagement,hrmanagers,hrtrends,inclusion,learninganddevelopment,scholarpractitioners,s&pglobalfalse2fullUse both the data AND the story: PTC's Hallie Bregmanhttps://www.spreaker.com/episode/use-both-the-data-and-the-story-ptc-s-hallie-bregman--45422649https://api.spreaker.com/episode/45422649Tue, 27 Jul 2021 07:00:12 +0000Stacia Garr & Dani JohnsonWe love data, and we think it needs to be at the heart of all HR, especially in DEIB. But like this week’s guest, global talent strategy and analytics leader Hallie Bregman, we also know that data really only comes alive if it is part of a narrative....3161belonging,companyculture,deib,diversity,diversityandinclusion,diversitytraining,employeeengagement,equity,futureofwork,hr2021,hranddeib,hrdeibtech,hrmanagement,hrmanagers,hrtrends,inclusion,leadership,learninganddevelopment,teambuilding,workculturefalse2fullIntegrating Inclusion: Opening Argumentshttps://www.spreaker.com/episode/integrating-inclusion-opening-arguments--45396101https://api.spreaker.com/episode/45396101Tue, 13 Jul 2021 07:00:17 +0000Stacia Garr & Dani JohnsonAre we kidding ourselves when it comes to Diversity, Equity, Inclusion and Belonging (DEIB)? There’s been a LOT of talk about it, after all: is it being matched by any real action? Is the action that’s happening even being driven by leadership, or is...2348belonging,companyculture,deib,diversity,diversityandinclusion,diversitytraining,employeeengagement,equity,futureofwork,hr2021,hranddeib,hrmanagement,hrmanagers,hrtechanddeib,hrtrends,inclusion,leadership,learninganddevelopmen,teambuilding,workculturefalse2fullWhat a Mindset of Enablement Actually Looks Like: Microsoft’s Karen Kocherhttps://www.spreaker.com/episode/what-a-mindset-of-enablement-actually-looks-like-microsoft-s-karen-kocher--44944096https://api.spreaker.com/episode/44944096Tue, 15 Jun 2021 07:00:15 +0000Stacia Garr & Dani JohnsonWhat actually happens when your boss tells you one day he’d like you to teach a few people new digital skills… say, 25 million or so? You’re going to find out this week, because that really did happen to our great guest, Microsoft Global General...2972adaptability,clo,competencies,futureworkskills,karenkochermicrosoft,microsoftl&d,microsoftskillsinitiative,purpose,upskilling,workforcedevelopmentfalse1fullWhy skills inventory is a nut worth cracking: former McDonald’s CLO Rob Lauberhttps://www.spreaker.com/episode/why-skills-inventory-is-a-nut-worth-cracking-former-mcdonald-s-clo-rob-lauber--44847930https://api.spreaker.com/episode/44847930Tue, 01 Jun 2021 07:00:12 +0000Stacia Garr & Dani JohnsonTruism 1: McDonald’s employs a lot of people. Truism 2: it doesn’t care that much about those people, so long as they flip the burgers OK, right? That second one is totally wrong, as we find out in our great conversation with the giant company’s...3152adaptability,clo,competencies,futureworkskills,mcdonaldsarchwayprogram,mcdonaldsl&d,peopledataforgood,purpose,roblauberclomcdonalds,roblauberxloglobal,skills,upskilling,workforcedevelopmentfalse1fullA 'Third Age' of Human Capital Management: Workday's Greg Pryorhttps://www.spreaker.com/episode/a-third-age-of-human-capital-management-workday-s-greg-pryor--43809508https://api.spreaker.com/episode/43809508Tue, 18 May 2021 07:00:04 +0000Stacia Garr & Dani Johnson“I think we have to help organizations get out of the way and let people unleash and unlock their capabilities in ways that does not require the organization to be at the center.” Sounds pretty optimistic? No surprise as whatever else he is, our guest...3219competencies,fulfillment,futureworkskills,gregpryorworkday,hrtech,hrtrends,learninganddevelopment,machinelearninginhr,peopleanalytics,skillsgap,talentanalytics,workdayfalse1fullWhy L&D Needs to Lose The ‘Men In Black’ Mindset: British Red Cross's Satnam Sagoohttps://www.spreaker.com/episode/why-l-d-needs-to-lose-the-men-in-black-mindset-british-red-cross-s-satnam-sagoo--44060402https://api.spreaker.com/episode/44060402Tue, 04 May 2021 07:00:06 +0000Stacia Garr & Dani JohnsonFor some reason, we don’t listen enough to what our peers in the non-profit world can tell us about skills. But when a practitioner there says something like, “We see anybody joining us as an empty vessel: a bit like in Men in Black, someone wipes...2965adaptability,britishredcross,clo,competencies,futureworkskills,meaning,peopledataforgood,purpose,resilience,satnamsagoobritishredcross,upskilling,workforcedevelopmentfalse1fullLearning The Many Languages of Skills: Mars's Nuno Gonçalveshttps://www.spreaker.com/episode/learning-the-many-languages-of-skills-mars-s-nuno-goncalves--43717667https://api.spreaker.com/episode/43717667Tue, 20 Apr 2021 07:00:08 +0000Stacia Garr & Dani Johnson“I think that in the future, what will be really necessary in terms of skills are people that talk different languages of skills… talking different languages of different skill sets will be something really, really important.” Why is it significant...2853clo,competencies,culture,edtech,futureofwork,futureworkskills,learninganddevelopment,nunogonçalvesmars,peopleanalytics,skillsgap,talentanalytics,up-skilling,workforcedevelopmentfalse1fullThe Realities of Building a Tech-Enabled Skills Framework: Sygenta's Madhura Chakrabartihttps://www.spreaker.com/episode/the-realities-of-building-a-tech-enabled-skills-framework-sygenta-s-madhura-chakrabarti--43855369https://api.spreaker.com/episode/43855369Tue, 06 Apr 2021 07:00:07 +0000Stacia Garr & Dani JohnsonDr Madhura Chakrabarti is one of our favorite HR thinkers and doers, so we jumped at the chance to hear of the genuinely pioneering work she’s doing for the 29,000 people who work for her employer Syngenta, a leading Swiss-headquartered science-based...3214competencies,development,edtech,futureworkskills,hrtech,hrtrends,learninganddevelopment,madhurachakrabartisyngenta,peopleanalytics,syngenta,talentanalytics,upskilling,workforcedevelopmentfalse1fullThe Price of Skills Debt: Guild Education's Matthew Danielhttps://www.spreaker.com/episode/the-price-of-skills-debt-guild-education-s-matthew-daniel--43583610https://api.spreaker.com/episode/43583610Tue, 23 Mar 2021 08:00:04 +0000Stacia Garr & Dani Johnson“When software releases went from Microsoft releasing once every other year to releasing 16 times a week, you know, like all that started to happen; our ability to keep up with the world around us really started to decline.” Whatever else he is (and...2939adaptability,careermobility,clo,competencies,futureworkskill,guildeducation,innovation,internalmobility,learninganddevelopment,matthewdanielguildeducation,mobility,resilience,reskilling,talentmanagement,upskilling,workforce,workforcedevelopmentfalse1fullDesigning the Skills Future: the d.school's Lisa Kay Solomonhttps://www.spreaker.com/episode/designing-the-skills-future-the-d-school-s-lisa-kay-solomon--43582372https://api.spreaker.com/episode/43582372Tue, 09 Mar 2021 08:00:13 +0000Stacia Garr & Dani Johnson“What I introduce [my students] to are the kinds of skills that allow them to navigate ambiguity.” If that seems like urgently-needed capability you or your team to have you’re in luck, as you’re about to find out a whole lot more about why you’d need...3393adaptability,competencies,culture,futureofwork,futureworkskills,hr,hrtech,learninganddevelopment,lisakaysolomondschoolstanford,peopleanalytics,purpose,research,resilience,talentanalyticsfalse1fullThe Skills Obsession: Opening Argumentshttps://www.spreaker.com/episode/the-skills-obsession-opening-arguments--43578879https://api.spreaker.com/episode/43578879Mon, 22 Feb 2021 17:35:10 +0000Stacia Garr & Dani JohnsonThis episode sets the tone for this season, with podcast hosts Stacia Garr, Dani Johnson, and Chris Pirie discussing why skills are so important now, how leaders should think about using them, and the challenges facing us all as we adapt to the future...1388adaptability,burnout,careermobility,competencies,deib,diversityandinclusion,edtech,employeeexperience,futureofwork,futureworkskills,hr,hrtech,innovatio,learninganddevelopment,performance,redthreadresearch,resilience,reskilling,upskilling,workforcefalse1full