Reorienting work and learning around skills building

Reorienting work and learning around skills b...

Up next

The power of experience: AARP CEO Myechia Minter-Jordan

How an aging workforce and longer, more complex careers increase the benefits of a well-managed multigenerational workplace. The ROI of dispelling old tropes, promoting learning, and supporting caregivers. 

SkillsRight's Debbie Dyson on refining the post-AI talent equation

The CEO of the former OneTen explains the skills-first hiring catalyst's new formula: workforce intelligence and advising plus talent supply. And why shifting the discussion from credentials to capabilities helps organizations navigate AI disruption. 

Recommended Episodes

How Job Training Must Change in the AI Age
HBR IdeaCast

The rapid expansion of artificial intelligence technology is creating, destroying, and changing jobs. And Harvard Business School professor Raffaella Sadun has been studying how leading companies are training and reskilling employees for this new paradigm. She says many firms und ...  Show more

How to learn at work when there’s no time for learning
Modern Mentor

Learning and development at work are essential - for expanding our skills, for being more innovative, and for keeping us engaged. But also, there’s so much work on our plates it can feel impossible to find the time for learning. So let’s talk about some ways to bake it right on i ...  Show more

How to craft the work-life balance you deserve
How to Be a Better Human

Most of us would like to find meaning in the work we do, but many of us are burnt out or stressed at our jobs. In this episode, an international mental wellness educator, a former journalist turned meditation advocate, and the author of the literal book on millennial burnout shar ...  Show more

Global Workers Are Ready for Retraining
HBR IdeaCast

Joseph Fuller, professor at Harvard Business School, says that the story we hear about workers being afraid for the future of their jobs might not be right. In surveying 11,000 people in lower-income and middle-skills jobs and 6,500 managers across 11 countries, Fuller discovered ...  Show more