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Partnership opens a significant new market for Chegg Skills, bringing more than 200 courses in AI, cybersecurity, data analytics, and professional skills to government and defense agencies Chegg, Inc. , a global learning and employability company, announced a partnership between Chegg Skills, its workforce learning business, and PowerTrain, Inc., a provider of learning, workforce development, and secure technology solutions. Catch more HRTech Insights: HRTech Interview with Elizabeth Andora, Chief People Officer at DHI Group, Inc. The partnership will enable government and defense agencies to access more than 200 Chegg Skills courses through PowerTrain’s Callisto learning platform, spanning areas such as AI, cybersecurity, data analytics, and business communications. With established customers including the military services, Defense agencies, the Department of Homeland Security, and other federal agencies, PowerTrain provides Chegg Skills with a new route into the signi...

More than a third of workers have experienced AI-related job displacement firsthand or know someone who has A surprising new trend is emerging in workplaces : employees who are replaced by AI, only to be asked back by the same employer months later. New research from SHL , the global leader in talent insight, has identified the “AI rebounding” trend, which is making workers more demanding, impacting more of the workforce than most leaders realize, and hitting younger workers the hardest. Catch more HRTech Insights: HRTech Interview with Elizabeth Andora, Chief People Officer at DHI Group, Inc. “Organizations are making fast, sometimes myopic, decisions about their people based on an incomplete picture of what their employees can do with or without AI,” said Lucy Beaumont, global senior vice president of product and design at SHL. While one in 13 (8%) workers say they would refuse to return under any circumstances after being replaced by AI, most rebound...

Succession planning is a recurring human resource exercise meant to ensure that employees are prepared to step up a notch in the event of inevitable changes in leadership or other critical vacancies. Organizations may perform frictional annual talent reviews, utilize performance appraisals, seek leadership nominations, and keep lists of employees who would be suitable replacements for key roles. This is a formal way of identifying potential leaders, but usually it is based on management opinion, past performance, and data at particular points in time. The problem is that business needs do not fit neatly into an annual calendar. A senior executive may leave without warning, a specialist with institutional knowledge may retire, or reorganization may create entirely new responsibilities. And new skills may emerge, driven by technology and new market scenarios, which had not been foreseen in the succession plan. Thus, “companies may end up lacking the knowledge or skills/and or readi...