1. How do you ensure that assessment investments do not go waste?
2. Linking assessments to other TM processes is key. What seen works well? Or not? 
3. What could HR teams focus on to ensure that assessments do not remain tactical and standalone in the overall TM and HR strategy of the company?

1. What will we look for in leaders going forward? What will change? And how will we assess some of these things?
2. Areas like resilience, emotional intelligence, judgment, soft skills etc. are anyway difficult to assess. How does one assess these intangibles better in leaders?

The task of leadership is getting complex by the day.

1. What do we continue to look for in leaders? And what else will we look for when we assess leaders?
2. Assessing for leadership has several risks associated with it, and failures can be costly. How do we ensure that some of that risk is mitigated, through assessment or associated methods?

1. What does it take to run assessments on the ground? What are the tactical and minute insights that make the difference?
2. What needs to be taken care of at different stages - preparation, during the assessment and post assessment?

1. What does it take to run assessments on the ground? What are the tactical and minute insights that make the difference?
2. What needs to be taken care of at different stages - preparation, during the assessment and post assessment?

Large scale assessment implies the ability to manage massive numbers of participants all being assessed at the same time. This further implies the ability to process, analyze and report on that data, as well as the organizational infrastructure to repeat the cycle over and over.
1) What does it take to run assessments at scale—thousands of them at the same go?
2) The learnings - from planning to execution, from communication to monitoring - what needs to be managed? And what could be potential showstoppers?

Assessments of different kinds will always be part of the HR playbook. What does it take to build a culture that removes the negative emotions associated with such processes?

How do you ensure that the humanness is built at the core of the assessment process? 

There is a push for digital culture and virtual learning as a part of it. In fact, going digital has been on the agenda of companies for a while now. There is though a wide gap still between those that have adopted virtual, and those that have not—both at individual learner level as well as at the organizational level. 

• How does one build mindsets in organizations that become a self driven engine in this regard?
• What experiments have organizations tried, or trying - and what has worked, or not?
• What will it take leaders to help drive the culture, especially in economies and companies where there is one way dependent relationship between the employee and the employer?
• What nudges are being built within HR systems which can help further encourage the self reliant learning culture among employees?

Virtual learning of all kinds is proliferating and is everywhere around us. It has been there for a while but has moved relatively slowly in terms of uptake. The pandemic is getting organizations to re-think how they could create better blends in learning interventions. Measuring effectiveness is a key subject to tackle, especially as historically learning measurement has always been debated and challenged by business.

• What challenges are seen in virtual learning measurement and effectiveness? How are these different from those applicable for traditional learning?
• What different experiments have companies or teams tried in this regard? And what has worked or not?
• What is seen as the next step in measuring learning effectiveness - link to job performance? Aspects of succession, career management, skill portability?
• What measurements would apply to individual learners and what would apply to cohorts/teams and organizations? How does one link these and weave them together?

Diversity and inclusion is an extremely important agenda for almost all companies today, for a variety of reasons. In the learning area, this is still to become a mainstream topic of discussion and debate.

• Are companies providing equal opportunities to learners from all backgrounds and with different challenges?
• What biases can potentially creep in while designing a learning agenda for a diverse company, and what are the watch outs?
• What kinds of things are companies doing to make inclusion and accessibility almost a given in learning journey design?
• There special initiatives needed for learning design for differently abled or less privileged by education, language etc. even though they may bring relevant skills to the table. How can organizations start linking learning to talent management and careers to create a more integrated picture and an equal world?