Workplace Stories by RedThread Research

HR 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 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 MentionedVisier –  https://www.visier.comCulture Amp –  https://www.cultureamp.comOne Model –  https://www.onemodel.coConnect with Dani, Stacia, and PriyankaDani JohnsonStacia GarrPriyanka Mehrotra on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Many 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 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 workResources & People MentionedThe Edge of WorkJosh BersinConnect with Al DeaConnected with Al Dea on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

AI 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 at Bertelsmann, to explore how one of the world's largest media, education, and services companies is tackling this challenge head-on. 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 strategyResources & People MentionedBertelsmannOpenAIEthan Bernstein & Job MovesConnect with Steven MoranConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Boston 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 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 MentionedGDPR – General Data Protection Regulation OverviewCorporate Social Responsibility Directive (CSRD) – CSRD Information (European Commission)Anaplan – Anaplan Official WebsiteConnect with Brenda KowskeBrenda Kowske on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

In 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 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 ChangeConnect with Heather BussingConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

We 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 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 MentionedRadical Candor by Kim ScottBetterUp – A coaching platform focused on leadership and professional growthFuture of Jobs Report 2023 by the World Economic ForumConnect with Tapaswee ChandeleTapaswee Chandele on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

In 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 MentionedSapient Insights Group – Sapient Insights Group WebsiteSierra-Cedar HR Systems Survey LightcastConnect with Stacey HarrisConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Most 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 private equity background, Kimberly offers a fresh take on how investment thinking can shape smarter decisions in the L&D space.Our conversation covered everything from AI's role in upskilling to trends driving workforce productivity. Kimberly shared practical advice for leaders making tech investments and gave us a behind-the-scenes look at how organizations can align learning tools with real business outcomes.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 MentionedAbsorb SoftwareHarvard Business Review – Article that touches on the “half-life of skills”."Mistakes Were Made (But Not by Me)" by Carol Tavris and Elliot AronsonCoach Mike Krzyzewski (Coach K)Connect with Kimberly Williams Find Kimberly Williams on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Cari 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 how tools like AI are changing the game. She shares what it takes to turn skills into a practical solution for hiring, retention, and engagement—especially in an industry where the stakes are high. Her story offers actionable insights for tackling challenges in hiring and L&D while proving the value of these efforts to leadership. 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 MentionedPeratonSeekOutConstellation Research Supernova AwardsConnect with Cari BohleyCari Bohley on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

What 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 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 MentionedGenerative AI tools (e.g., ChatGPT, AI voice generators):Explore ChatGPT | AI Voice Generators like ElevenLabsMalcolm Gladwell's Revenge of the Tipping Point audiobookConnect with Michelle KayMichelle Kay on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

We 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, improves data quality, and uses machine learning to unlock insights that genuinely improve employee experiences. 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 MentionedSanofi Concierge – AI-powered internal assistant tool supporting employees with personalized guidance.Connect with Nick HudgellNick Hudgell on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

We had an incredible conversation with Don Taylor and Eglė Vinauskaitė about their report, 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 MentionedAI and L&D: Intention and Reality by Don Taylor and Eglė VinauskaitėHeather Stefanski, CLO of McKinseyAI and L&D: From Talk to Action (Previous report)Connect with Don Taylor and Eglė VinauskaitėDonald H. Taylor's websiteEglė Vinauskaitė's LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

What 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 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 MentionedPodcast: Future Focused with Christopher LindRadiolab's "Shell Game" EpisodeConnect with Christopher LindLinkedIn: Christopher LindConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Cole 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 problem of “anti-productive work,” where technology demands extra effort rather than reducing it. His perspective emphasizes the need for critical thinking in analytics to ensure AI truly serves organizational goals.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 MentionedDirectionally Correct podcast by Cole Napper and Scott Hines"The Alchemist" by Paulo CoelhoNvidiaConnect with Cole NapperCole Napper on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Could 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 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 MentionedThe Social Capital ImperativeOrganizational Network Analysis (ONA)Amy Edmondson's work on Psychological SafetyRob Cross - network analysis expertJohn BoudreauConnect with Greg PryorGreg Pryor on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

What 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 strategic approach, asking not just how L&D can support learning but “To what end?” She shares how her focus on outcomes over output has reshaped McKinsey's approach to everything from people analytics to building a strong feedback culture.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 MentionedOliver Wyman Report on Workforce FutureMcKinsey's Learning & Innovation Center of ExcellenceConnect with Lisa ChristensenConnect with Lisa Christensen on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

How 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 unconventional background in nuclear engineering and the Navy to leading transformational change in L&D. He tells us how he reshaped Crown Castle's learning function by aligning it with business strategy, building credibility through data-driven results, and elevating its impact across the organization. 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 MentionedIs Your Genius at Work by Dick RichardsNick Shackleton-Jones (LinkedIn Thought Leader)Connect with Mitchel MacNairMitchel MacNair on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Jeremy 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 processes, support innovation, and maintain ethical considerations. This was hugely educational for us and we hope you get a glimpse into the future of HR tech.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 MentionedKeith McNulty's (McKinsey & Company) post about the bias of LLMsBCG's Research on AI in the workplaceGlint (HR tool)Workday (HR tool)Connect with our GuestsJeremy ShapiroChris ShultzConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Skills 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 perfection that they won't implement imperfect programs to gather skills data. Dan Weiss and Emily Hacker believe that this mindset is useless.Your skills data won't be perfect—but it can still be useful and helpful to employees. They share exactly why in this episode of Workplace Stories. 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 MentionedJoin the RedThread Research Community! Employee Benefits Trends Study Connect with Emily Hacker and Dan WeissConnect with Emily on LinkedInConnect with Dan on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Generative 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 positively impacted by AI?”A lot of the conversation starts with mitigating the fear that surrounds AI. Angela believes one of the ways you can get people to run toward generative AI is to create a safe environment where they can play with it and be amazed by its capabilities. Then, they'll want to integrate it into their work. In this conversation, Angela shares how—as the CHRO—she's operationalizing AI experimentation at Harvard Business Publishing. Because, ultimately, “AI is not going to replace humans. But humans will be replaced by humans who use AI.”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 MentionedGenerative AI for EveryoneConnect with Angela Cheng-CiminiConnect on LinkedInHarvard Business Publishing Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Matthew 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, deep, complex, and meaningful.Matthew believes that the “Half-life” statistic that's been perpetuated about workplace skills is garbage. In this conversation, he details exactly why the half-life of a skill being 2 ½ to 5 years is faulty logic and how we should view skills differently. You will want to hear this episode if you are interested in...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 MentionedJoin the RedThread Research community!Matthew's article: Let's not obsess about disappearing skills; we need to plan for the ones that'll stayOn the Obsolescence and Retraining of Engineering PersonnelConnect with Matthew DanielConnect on LinkedInGuild EducationConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Ashley 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: UncertaintyLack of control Lack of belonging DisplacementLoss of meaningThe 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 differentlyAshley 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:Things have to make sense (which is shredded when things are changed)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 MentionedJoin the RedThread Community!Connect with Ashley GoodallThe Problem with Change: And the Essential Nature of Human PerformanceConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

The 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 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.

“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 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.You will want to hear this episode if you are interested in...Join the RedThread Research community today! [4:44] Learn more about Vidya and Peter [6:02] What is a skills-based organization? [9:33]What makes the skills effort worth it? [13:50]The data they use in addition to skills [16:40]Why their organization is passionate about skills [19:00]The scope of skills in their organization [20:38] Determining the important skills for a role [24:55] How they're motivating their culture [29:01] The lightning round [33:32]How they organize their skills architecture [38:10] Who governs the skills infrastructure now? [45:44] Managing the data in their skills effort [47:56] How they figured out the best technology [53:15] Where to start with a skills transformation [54:49] How they determined global critical skills [57:56] Why Vidya and Peter are passionate about what they do [1:04:57] Resources & People MentionedJoin the RedThread Research communityThe Checklist Manifesto by Atul GawandeTechWolfConnect with Vidya Krishnan and Peter SheppardConnect with Vidya on LinkedInConnect with Peter on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

How 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 insight.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. You will want to hear this episode if you are interested in...Join the RedThread Research Community! [4:18]Learn more about Matt Donovan and GP Strategies [5:03] What is a skills-based organization? [7:20] How Matt approaches scope of work [9:33] Building buy-in in your organization [15:55] Matt's advice for adopting a skills approach [19:11]Capturing the “secret sauce” in an organization [21:28] Taking a change management approach [28:13] The lightning round [30:14] Measuring the work being done [37:10] Data-driven performance management [43:32] How do we begin to bridge the gap? [47:05] Why Matt is passionate about learning [54:40] Resources & People MentionedJoin the RedThread Research Community!The Checklist Manifesto: How to Get Things RightConnect with Matt DonovanConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

GSK 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 & 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.You will want to hear this episode if you are interested in...Join the RedThread Research community [4:39]Learn more about Angela and her role at GSK [5:38]Why they're trying to create a skills-based organization [7:02]The GSK approach = Science x Tech x Talent [8:19]Do we still need skills' taxonomies and ontologies? [14:44]How GSK gathers and integrates skills data into Workday [16:47]A conversation about the verification of skills [20:10]The lightning round [26:34]How job architecture and skills connect [31:02]When to communicate changes to employees [34:58]The technology and teams necessary to make their ecosystem work [36:30]Unexpected challenges they've worked to overcome [41:41]The biggest thing Angela's learned during this process [43:06]Resources & People MentionedJoin the RedThread Research communityIt's Time to Split HR by Ram CharanConnect with Angela Le MathonConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Sandra 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 its inception over 30 years ago. Building a skills-based organization has been the backbone of everything they do. In this conversation, Sandra shares why the juice is indeed “Worth the squeeze.”Resources & People MentionedJoin our RedThread Research CommunityConnect with Sandra LoughlinConnect on LinkedInEPAMSubscribe to WORKPLACE STORIES

When 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 which to create their skills ecosystem. Their driving goal was to solve skills for the entire organization. In this conversation, Ollie shares how they're working to accomplish a skills-based transformation by first focusing on digital transformation. 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 MentionedJoin the RedThread Research CommunityMuleSoftTech OffWorkdayGloatNeilsoftCrunchrBOOK: Work without Jobs BOOK: InspiredBOOK: Hidden PotentialBOOK: The Technology FallacyConnect with Oliver DruryConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

According 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 you do in your organization and supported from the top down. Gina has spent almost 40 years in the financial services and learning industries. She spent the last few years running BMO's corporate university and serving as Chief Learning Officer. In this conversation, she shares why a focus on skills is necessary, why company culture plays an important role, and how to get buy-in from company leadership.You will want to hear this episode if you are interested in...Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Welcome 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 the questions we're being asked, what we're looking forward to, and we'll give you a sneak-peak of some of the amazing guests we'll be having conversations with.Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Jennifer 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 organization and the professional home for engineering and technology communities worldwide. Jennifer is an unrelenting advocate for the potential that exists in others, which is why she's a perfect fit at IEEE. IEEE is working together to figure out skills across an industry. They're also focused on skills development and education at all levels through college and a professional career. In this conversation, Jennifer shares what a skills-based organization looks like, how they organize and validate skills, and how their approach focuses on both the present and future.

According 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 primary goal of her department is to accelerate talent development. Yelena strives to connect human development and technology in her role. She is one our first guests who's talked about generative AI and how it's embedded into their skills effort. They're using AI to connect and map skills information. 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.

Transitioning 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 conversation, Vandana—The Director of Technical Talent Management—and Kaye—The User Experience and Adoption Lead for Talent and Learning Systems—share how they've worked together to develop a strategy for transitioning HPE to a skills-based organization. They also share why they chose to focus on a particular group and narrowed their scope further to talent acquisition and people development (all the while leveraging technology and AI). They're at the start of their journey and will evolve and develop as they transition to a skills-based organization. You will want to hear this episode if you are interested in...Learn more about Kaye Slay, Vandana Bhagtani, and HPE [4:19]Why they're trying to create a skills-based organization [7:42]The process of defining scope & purpose [9:13]The structure of their skills model [17:53]What sparked the transition to a skills-based organization [20:38]How they communicated scope & purpose to HPE [24:34]The lightning round [26:45]The role technology plays in enabling a skills-based organization [33:11]The technology that's necessary to become skills-based [36:29]Who supports the tech needs of the organization [39:02]A conversation about ethics in AI [41:13]Kaye's advice for someone starting in tech [46:21]Why Vandana and Kaye chose this work [48:33]Resources & People MentionedJosh BersinJohn MaxwellDon CliftonWorkday HCMSkillsoft PercipioPhenom Candidate Experience Connect with Vandana Bhagtani and Kaye SlayVandana Bhagtani on LinkedInKaye Slay on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Shannon 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 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 MentionedThe Future of Jobs Report 2023IKEAConnect with Shannon CustardIngka GroupConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Megan 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 evolving needs of the business in terms of the skills needed for development and hiring. Megan believes that job architecture is essential to becoming a skills-based organization. Skills were a part of their overall integrated talent management strategy, infused throughout the organization. Capability models and job structures were built in tandem. In this conversation, Megan shares her experience building a skills-based organization as the Global Talent Management and Organizational Development Leader at GE Digital. 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 MentionedBOOK - Good to Great by Jim CollinsConnect with Megan BickleConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

The 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 you can expect to listen to, and what we are most looking forward to. Press play to start a new season of Workplace Stories. Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

The 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 get the job done.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 RichardsonConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Peter 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, 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 TulumelloPeter on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

What 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 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 MentionedAxonifyConnect with Valerie DigmanValerie Digman on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

We'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 and business mindset shift and how that has affected the frontline workforce and beyond.Connect with John BrothersJohn on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Improving 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 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.You will want to hear this episode if you are interested in...Andrew's experience with Rotana [5:22]The difference between frontline workers and white collar workers [8:00]How the types of people they have recruited has changed [14:21]How the permanent workers voiced their concerns about training [24:32]The lightning round [33:01]How Rotana makes different frontline workforces work [35:24]What challenges Rotana faced when implementing change [43:47]The results that Andrew has seen [46:20]Advice for those starting on the path [49:50]Why Andrew does the work he does [51:15]Connect with Andrew WolhunterAndrew on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Frontline 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 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.You will want to hear this episode if you are interested in...Rapid intro questions [3:12]The difference between frontline workers and traditional white-collar workers [6:14]Why they are focused on frontline workers [10:24]The lightning questions [20:30]What they learned about frontline workers in their studies [24:11]What's going well with their frontline [29:45]Whether they are looking to transfer what's working well on the frontline to the office setting [35:19]The experiments they used and what they were trying to solve for [40:22]Resources & People MentionedReThinking - Adam Grant's podcastBOOK - Think Again by Adam GrantBOOK - Never Waste a Crisis by Anne HarbisonConnect with Tabatha CroninTabatha on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Frontline 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 which is why this season we are focusing on the unique challenges that frontline workers face. We'll also explore the changes organizations are making to empower them, as well as the good things happening on the frontline and how organizations can adapt those practices more broadly.In this episode, we welcome Steve Hunt from SAP. Steve has a unique perspective based on his work as an organizational psychologist in the technology space. This discussion was a fantastic way to open the conversation and sets the bar high for the rest of the season. Don't miss it; press play now to listen.You will want to hear this episode if you are interested in...Getting to know Steve [4:32]The differences between frontline workers and non-frontline workers [8:36]How he thinks about frontline workers in his book [15:15]The role of technology on the workforce [22:26]How financial accounting affects HR [25:44]Building effective experiences [29:22]The lightning round [32:55]Creating purposeful, collaborative, tactical work designed for frontline workers [35:12]How to get insights from frontline workers [39:20]What technology leaders can utilize to help frontline workers [45:12]Why Steve does the work that he does [49:20]Connect with Steve HuntSteve on LinkedInBOOK - Talent Tectonics by Steve HuntConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Welcome 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 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 ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

A 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 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 MentionedSeason 0 - Is Purpose Working?Connect with Paula MatthewsAAFPConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

In this episode of Workplace Stories we talked to Moderna's Noah Rabinowitz and Nkiruka Ogbuchiekwe. We explore ways that managers and other leaders can question conventionality by recognizing and thinking through false dichotomies. Listen in to hear how Moderna is building its systems by putting its company culture first and by constantly questioning traditional ways of doing things. Learn moreEnd-of-Season WebinarDon't miss our season recap, where we will summarize key themes, share critical insights and anecdotes, and identify our questions on how to make managing more manageable.Register todayResources & People MentionedBOOK - Thinking Fast and Slow by Daniel KahnemanBOOK - Night by Elie WieselBOOK - Professionalizing Leadership by Barbara KellermanCheck out season 0 - Is Purpose Working?RedThread's Purpose ResearchConnect with Noah Rabinowitz and Nkiruka OgbuchiekweNoah on LinkedInNkiruka on LinkedInModernaConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterWant 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!

What does your organization do when a program doesn't work? Do they dig in and try harder? Do they look to external data for answers? Or do they explore what works within the organization by finding their own data? On this episode of Workplace Stories, Affirm's Kaitlyn Mathews describes how her organization uses its own data to drive changes within the company. Kaitlyn also touches on their delivery systems, the HR relationship with managers, using tech to strategize, and how she uses her role to help others realize their capabilities.Kaitlyn's teaching background gives her a unique perspective on management and HR. As a former teacher, she brings insight that we hadn't thought of before. In this episode, we discuss how her background informs her decision-making in her current role as the Feedback and Development Lead at Affirm. You won't want to miss this fascinating conversation with a fellow Threadheader! Press play to listen.Resources & People MentionedBOOK - Extreme Ownership by Jocko WillinkConnect with Kaitlyn MathewsKaitlyn Mathews on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Being an effective leader means consistently examining what you are doing each day so that you can determine how to improve. This is exactly what Sara Reed does as Vice President of People and Talent at Western Governors University (WGU). Sara has a breadth of leadership experience through her roles in the Air Force to the private sector and now in her current position at WGU. This diverse background has given her the opportunity to see what management should look like from all angles. In this conversation, Sara shares what struck her about what senior leadership is doing to support managers within her organization, how building connection and community actually helps to support accountability, and why it is important to analyze why people choose to lead. We're excited to share this conversation with you. There are so many tidbits that you'll want to note from this interview. Press play now to learn from Sara's experience.Resources & People MentionedBOOK - The Waymakers Tara J. FrankBOOK - Dear Work: Something Has to Change by Sara RossBOOK - Practical Magic by Alice HoffmanBOOK SERIES - The Outlanders by Diana GabaldonBrene BrownConnect with Sara ReedSara Reed on LinkedInWestern Governors UniversityConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Enhancing the manager experience starts from the ground up which is why Mary Slaughter is helping to drive managers' roles at Morningstar by implementing systemic ways to better the employee experience. Mary 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 identify and define concrete sentiments that would improve the employee experience. Listen in to learn how managers can operationalize company culture to improve the employee experience across the board. You will want to hear this episode if you are interested in...Mary Slaughter and her role at Morning Star [1:22]How things have changed for managers over the last three years [10:45]If there is a danger of shifting back to the way things were [14:52]The characteristics of a manager [18:35]Why managers are struggling [20:48]What to do with sentiments [25:38]How to operationalize a mind shift with managers [29:10]The lightning questions [31:25]What types of shifts need to happen in the workplace [33:50]Why Mary does the work she does [43:15]Connect with Mary SlaughterMary on LinkedInMorningstarConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Managers need organizational support to lead effectively. To do so, we may need to completely re-engineer our current systems to offer more assistance so managers can succeed in their roles.Clint 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. In this episode, we discuss what has changed with managers over the last three years, whether rigid structures fit well in a changing work environment, and leaders' roles in sparking change within their organizations. Clint has fascinating viewpoints that 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. You will want to hear this episode if you are interested in...The introduction questions [7:33]What has changed with managers over the last three years [12:00]What can be done from the top down [18:38]Whether the player/coach model is broken [24:42]The teamwork era [26:35]Rigid structures in a rapid changing environment [29:44]The lightning round questions [31:24]What led Clint to write his book [32:51]The roles of plumbers and poets in management [39:58]A leader's role in change [41:27]Connect with Clint KoffordConnect with Clint on LinkedInBOOK - Creating Meaningful Change by Clint KoffordConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn Twitter

Welcome to our eighth season of Workplace Stories. Over the past seven seasons, you have heard from thinkers, leaders, and practitioners about the myriad ways to support organizations and improve the workplace.In this season, we're focusing on making managing manageable. Organizations face steep challenges in the current climate. They need to cut costs, enable teams to deliver results effectively, and keep employees engaged and satisfied in a tight labor market with a looming recession ahead. Managers play a key role in responding to societal megatrends. That's why organizations need to support and rely on managers both individually and systemically. You won't want to miss out on the episodes ahead.Listen in to hear what you can expect from season eight.You will want to hear this episode if you are interested in...What's changing in season eight [1:22]What drives managers' effectiveness [4:03]Aligning research with the podcast [9:57]Where's Chris [11:52]Resources & People MentionedBOOK - Creating Meaningful Change by Clint KoffordConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIESAudio Production and Show Notes by - PODCAST FAST TRACK