The Learning and Development Transformation Podcast

#116 - Susan Youngblood - Preparing the Workforce for AI and Automation

In a recent episode of the L&D Transformation Podcast, Jack Gottlieb had the pleasure of speaking with Susan Youngblood, a seasoned Chief People Officer, board member, and HR consultant. Susan, who has led technology divisions at IBM and Bank of New York Mellon, shared her insights on the challenges and opportunities within the learning and development (L&D) landscape, especially in the context of rapid technological advancements. Susan discussed the massive impact of new technologies on the job market, citing predictions from the World Economic Forum that forecast the disruption of 85 million jobs globally by 2025, with the creation of 97 million new roles. She emphasized that while these numbers can be daunting, they present a significant opportunity for L&D teams to lead the charge in preparing the workforce for these changes. The need for reskilling and upskilling is critical, particularly as AI and automation continue to evolve and integrate into various industries. Highlighting her own experiences, Susan mentioned her role in rapidly upskilling 13,000 employees at Bank of New York Mellon and implementing AI-driven robotic process automation at Refinitiv. These examples underscore the expectation that L&D can perform comprehensive skills gap analyses and deliver timely, effective training despite the challenges posed by the fast-paced advancements in AI. Susan also pointed out the importance of involving HR and L&D in early discussions about new technology implementations. By being part of these conversations, L&D professionals can build compelling business cases for the necessary investments in tools, resources, and training programs. She stressed the need for empathy and open-mindedness, encouraging L&D teams to listen to feedback and be flexible in their approach. To address the fear and resistance that often accompany technological changes, Susan recommended educating leaders and employees about the benefits and realities of AI and new technologies. She also advocated for leveraging new tools and partnerships to enhance L&D efforts, recognizing that innovative solutions can significantly support the upskilling and reskilling process. In closing, Susan and Jack discussed the importance of using technology to amplify human value, emphasizing that AI and automation should be seen as tools to bring out the best in people. They encouraged L&D professionals to embrace new technologies, experiment with available tools, and focus on creating a human-centric approach to learning and development.

Measuring Value and Sustainability Using Data

In a recent episode of the L&D Transformation podcast, host Jack Gottlieb engages in a dynamic conversation with Eric Brand, a seasoned commercial leader in Learning and Development (L&D) with over 30 years of experience in the healthcare industry. The podcast aims to extract valuable insights from business leaders like Brand who understand the evolving landscape of talent development. Eric Brand introduces himself as a commercial leader in L&D, emphasizing his diverse background in the healthcare industry. Trained as an engineer, Brand has traversed roles in research and development, project management, marketing, and sales operations within pharmaceuticals. This varied experience, he notes, provides him with a unique perspective when leading L&D teams, enabling him to comprehend the challenges faced by his peers and fostering effective collaboration. Brand delves into the changing nature of L&D, particularly highlighting the impact of the post-COVID era. He notes that L&D is no longer perceived merely as a service window for training requests; rather, it has evolved into a crucial player in organizational strategy. Grand contends that the disruption caused by COVID has left many traditional teams without all the answers, making them more receptive to guidance. He emphasizes the importance of leveraging data, becoming evidence-based, and identifying trends to position L&D leaders as contributors to strategic decision-making. Gottlieb and Brand discuss the significance of L&D professionals transitioning from being order-takers to becoming strategic partners within the organization. Brand stresses the need for L&D leaders to embrace a consultative role by understanding business acumen, aligning with organizational goals, and utilizing data to inform training needs. He suggests that this shift allows L&D to move beyond being a cost center and instead become a business-driving force. The conversation extends to the impact of technology, particularly artificial intelligence (AI), on the L&D landscape. Brand acknowledges the changing dynamics of customer interactions, especially within the pharmaceutical industry. He advises a balanced approach to technology adoption, cautioning against both excessive reliance and outright dismissal. Drawing parallels to the introduction of the iPad, Brand emphasizes the need to understand technology's capabilities and limitations to avoid unrealistic expectations. Brand concludes by offering strategic guidance to L&D leaders, emphasizing the importance of being leaders, not order-takers. He encourages the use of data-driven approaches to identify organizational needs and create proactive training programs. Furthermore, he highlights the critical importance of developing business acumen and leadership courage to navigate the evolving demands of the L&D landscape. In wrapping up the insightful conversation, Gottlieb and Brand explore the mindset and skills required for success in the new world of L&D. They emphasize the need for a deep understanding of business operations and the courage to provide alternate perspectives based on data. The discussion underscores the transformative potential of L&D when positioned as a strategic partner, driven by a commitment to continuous learning and adaptation. The podcast conversation with Eric Brand provides valuable insights into the evolving role of Learning and Development in the contemporary business landscape. It serves as a guide for L&D leaders navigating the complexities of a rapidly changing world, urging them to embrace strategic partnerships, leverage data, and cultivate essential skills for success.

Intentionality Through Clarity and Alignment

In the latest episode of the L&D Transformation Podcast, Jack Gottlieb engages in a dynamic conversation with Chaz Rzewnicki, the President and CEO of Vibe Credit Union in Novi, Michigan. As the hundredth episode of the series, this conversation delves into the critical role of learning and development (L&D) in the success of individuals and organizations, especially in the unique context of credit unions. Chaz Rzewnicki introduces himself as a lifelong credit union advocate who started in the industry as a sixteen-year-old co-op student and has since risen through the ranks. He emphasizes his two primary responsibilities as a CEO: ensuring the team members have the necessary resources for success and removing obstacles that hinder strategic execution. Chaz’s passion for helping people aligns with the credit union philosophy of "people helping people." The conversation highlights the broader impact of L&D beyond traditional training. Chaz stresses that L&D is not just about what team members are taught but extends to the application of knowledge in real-time situations. He argues that learning and development must be intentional, consistent, and tailored to maximize its effectiveness. The focus should be on creating a culture where continuous learning is ingrained in the way of work. Chaz shares practical strategies employed at Vibe Credit Union to make learning and development a priority. The organization opens late on Wednesdays, dedicating this time to training for all employees. Additionally, Vibe has implemented a career pathing program for its entire workforce, ensuring that each team member has a clear plan for professional development. The conversation turns to the role of executive leadership in supporting L&D initiatives. Chaz emphasizes the need for executives to be intentional about team member development, making it a top priority rather than an afterthought. He recommends involving team members in strategic planning processes to foster strategic acumen. The discussion concludes with Chaz highlighting two critical mindsets for HR, learning, and talent professionals: a learning mindset and a growth mindset. He stresses the importance of constant learning to facilitate growth, both as individuals and as organizations. In summary, the hundredth episode of the L&D Transformation Podcast provides valuable insights into the transformative power of learning and development in the credit union industry. Chaz Rzewnicki’s experiences and recommendations serve as a guide for organizations seeking to embed a culture of continuous learning for sustained success.

Strategic Alignment & The Future of AI

In a recent episode of the L&D Transformation podcast, host Jack Gottlieb sits down with Michelle Kay, the Head of Learning and Development at Albertsons Companies, a national grocery store chain with 2,300 stores, 1,700 pharmacies, four corporate campuses, and a workforce of 300,000 associates. In this insightful conversation, Michelle shares her perspectives on the evolving landscape of talent development, its intersection with technology, and the critical skills required for success in the modern world. Albertsons, like many other businesses, finds itself at the intersection of human touch and technology. While customers increasingly opt for online shopping and home delivery, the need for an in-store experience remains. Michelle emphasizes that in the grocery and pharmacy sector, the human touch is essential. She stresses the importance of not only meeting immediate needs but also focusing on the long-term transformation. Michelle points out that the current L&D landscape is unique and exciting. It's a time when multiple factors, such as diversity, equity, inclusion, coaching, feedback, and role-specific curricula, are converging and interconnected. Learning and development professionals must adapt to these dynamics and ensure that learning initiatives align with broader organizational goals. Jack asks Michelle about the expectations for L&D and how they are continually shifting. She highlights the complexity of these shifts and explains that expectations come from various sources: internal expectations, industry trends, learners, business objectives, cross-functional partners, and technological advancements. The ability to navigate and meet these evolving expectations is a key challenge for L&D professionals. The conversation turns to the impact of technology, particularly AI, on the L&D space. Michelle advises leaders to understand that with AI, it's not enough to hire smart people and ask questions. Everyone, including leadership, must engage with AI in some way. Additionally, she emphasizes the ongoing impact of trauma on the workforce, especially among the younger generation, and the importance of acknowledging and addressing it in the workplace. Michelle underscores the importance of weaving and integrating learning initiatives with broader life elements, such as emotional, physical, mental, social, financial, career, and family health. Learning programs must consider how individuals can make sense of their experiences and emotions, especially in the context of a traumatic global event like the pandemic. Finally, when asked about the critical mindsets and skills needed for success in the evolving world of learning and development, Michelle emphasizes the importance of emotional regulation. She believes that, alongside a growth mindset, emotional regulation is vital in times of uncertainty. It allows individuals to regulate themselves, make sense of their emotions, and connect with others in a meaningful way.

The Power to Change Lives Through Learning

In the ever-evolving world of talent development, staying ahead of the curve is crucial. Dr. Keith Keating, Chief Learning and Talent Officer for Archwell Holdings, an Associate Academic Director at the University of Pennsylvania, and author of The Trusted learning Adviser, shares his insights and wisdom in a recent podcast episode with Jack Gottlieb on the L&D Transformation podcast. Dr. Keating provides valuable advice for learning and development (L&D) professionals looking to thrive in the current landscape. Let's explore the key takeaways from this enlightening conversation. Dr. Keating begins by emphasizing his passion for L&D, highlighting that learning has the power to transform and change lives. He believes that once individuals learn how to learn, they become unstoppable. This belief underpins his commitment to preparing today's workforce for a future that promises to be extremely disruptive. Instead of passively observing these changes, L&D professionals can play a proactive role in shaping the future of work. The conversation between Dr. Keating and Jack touches upon a crucial transformation occurring in the field of L&D – the shift from being mere order takers to becoming trusted learning advisers. Dr. Keating explains that the future of work doesn't just happen; it can be actively created. This transition presents an exciting opportunity for L&D professionals to advocate for learners and their development, ensuring that they're well-prepared for the disruptions ahead. The role of L&D within organizations is undergoing a profound transformation. Executives are increasingly questioning the necessity of L&D, particularly with the introduction of tools like AI that enable businesses to create adequate learning solutions, if not outstanding ones. In this context, L&D professionals must prove their value and worth more than ever before. The key expectation from executives, both inside and outside L&D, is for L&D to demonstrate its value and align with what's essential for the business and stakeholders. Dr. Keating advises L&D professionals not to focus solely on trying to secure a seat at someone else's table but to build their own table. This means taking initiative, demonstrating a point of view, and adding value to the conversation. He suggests creating a skills advisory board comprising key stakeholders and even inviting competitors to the table, emphasizing a shared goal. To be effective, research from reputable sources should inform the discussion, ensuring that L&D professionals facilitate meaningful conversations that respect stakeholders' time. Dr. Keating stresses the importance of developing a skill set that includes "futures literacy," the ability to imagine and plan for multiple possible, plausible, probable, and preferable futures. He also advocates for a mindset shift, embodying the role of a trusted learning adviser, someone who is a strategic consultative business partner rather than just a learning provider. By understanding the broader picture and showing how solutions fit into the context of long-term success, L&D professionals can prove their value and drive positive outcomes. Dr. Keating emphasizes that building these skills and mindsets takes time, and success starts with small wins. He recommends referring to his book, "The Trusted Learning Adviser," which serves as a practical guide with actionable advice that can be applied immediately. The book is available on Amazon or through thetrustedlearningadviser.com. In conclusion, the conversation between Dr. Keith Keating and Jack Gottlieb offers valuable insights for L&D professionals striving to become trusted learning advisers in an ever-changing landscape. By focusing on future literacy, developing the mindset of a strategic consultative business partner, and pursuing small wins, L&D professionals can shape the future of work and prove their value within their organizations.