In a strategy session, a company determines that they will close their secondary manufacturing unit and move the entire manufacturing effort to the business head office. To bring the head office fully online, 90 new positions will have to be filled. The work is going to migrate to the head office over a 90-day period. HR has been asked for advice and support.

In a strategy session, a company determines that they will close their secondary manufacturing unit and move the entire manufacturing effort to the business head office. To bring the head office fully online, 90 new positions will have to be filled. The work is going to migrate to the head office over a 90-day period. HR has been asked for advice and support.

A renowned financial institution used to be the leader in the financial market, but its growth has decelerated. Its product portfolio lacks innovation compared to that of competitors. Although the institution was once a favorite place to work, recently HR has been facing issues attracting top talent and time-to-hire metrics have deteriorated.

A technology gap between the leadership and the employees is beginning to widen. The founder, who is very sales-oriented, is not an early adopter when it comes to technology. Since his client relationships all began with face-to-face contact, he is wary that technology removes the personal element.

To create a more collaborative culture and social learning environment, the HR talent development lead (TDL) wants to foster a culture of learning and innovation that can happen anywhere, anytime. This will require a change in corporate culture and a significant investment in new technology.

Despite a recent upgrade, the aged current learning management system (LMS) still feels outdated, sluggish, and static. The TDL believes that a new LMS with more powerful social learning technologies will be critical for attracting and retaining top talent, capturing the attention of a broader and rapidly changing demographic, and meeting their demands. The workforce is around 40% Millennials, compared with 10% just five years ago. The numbers of IT professionals have also risen.

The TDL knows that championing creativity and innovation in a risk-averse industry is a big challenge because this behavior is usually not promoted or rewarded.

A renowned financial institution used to be the leader in the financial market, but its growth has decelerated. Its product portfolio lacks innovation compared to that of competitors. Although the institution was once a favorite place to work, recently HR has been facing issues attracting top talent and time-to-hire metrics have deteriorated.

A technology gap between the leadership and the employees is beginning to widen. The founder, who is very sales-oriented, is not an early adopter when it comes to technology. Since his client relationships all began with face-to-face contact, he is wary that technology removes the personal element.

To create a more collaborative culture and social learning environment, the HR talent development lead (TDL) wants to foster a culture of learning and innovation that can happen anywhere, anytime. This will require a change in corporate culture and a significant investment in new technology.

Despite a recent upgrade, the aged current learning management system (LMS) still feels outdated, sluggish, and static. The TDL believes that a new LMS with more powerful social learning technologies will be critical for attracting and retaining top talent, capturing the attention of a broader and rapidly changing demographic, and meeting their demands. The workforce is around 40% Millennials, compared with 10% just five years ago. The numbers of IT professionals have also risen.

The TDL knows that championing creativity and innovation in a risk-averse industry is a big challenge because this behavior is usually not promoted or rewarded.

A renowned financial institution used to be the leader in the financial market, but its growth has decelerated. Its product portfolio lacks innovation compared to that of competitors. Although the institution was once a favorite place to work, recently HR has been facing issues attracting top talent and time-to-hire metrics have deteriorated.

A technology gap between the leadership and the employees is beginning to widen. The founder, who is very sales-oriented, is not an early adopter when it comes to technology. Since his client relationships all began with face-to-face contact, he is wary that technology removes the personal element.

To create a more collaborative culture and social learning environment, the HR talent development lead (TDL) wants to foster a culture of learning and innovation that can happen anywhere, anytime. This will require a change in corporate culture and a significant investment in new technology.

Despite a recent upgrade, the aged current learning management system (LMS) still feels outdated, sluggish, and static. The TDL believes that a new LMS with more powerful social learning technologies will be critical for attracting and retaining top talent, capturing the attention of a broader and rapidly changing demographic, and meeting their demands. The workforce is around 40% Millennials, compared with 10% just five years ago. The numbers of IT professionals have also risen.

The TDL knows that championing creativity and innovation in a risk-averse industry is a big challenge because this behavior is usually not promoted or rewarded.