The Great Resignation was one of the few times management had to recalibrate how it saw its relationship with workers in the United States. Having a much weaker union culture compared to other western countries in Europe, being put in a position to appease rather than dictate left talent leaders wondering what in the world was happening.

Our second report on employee sentiment not only added HR leader feedback for the first time, but showed that both parties were at a loss: despite knowing that things needed to change, neither party had the solution to fix the underlying issues of modern work culture.

Before I joined Gloat, webinars were at an internal crossroads: they routinely drew the largest spikes in engagement, page views, and leads generated, but their impact disappeared just as quickly as they came and monopolized a ton of resources (money, specifically).

Like any tech industry, there’s a ton of noise in the market and the best way to grab a potential customer’s attention is to have someone they respect—having no apparent affiliation with the company they’re working with—repeating the things we’ve already been saying for months. These post-webinar pages accomplished three main goals:

Navigating content partnerships can be tricky. While each party has their own motivations, finding the opportunities of mutual intersection has single-handedly produced some of the best content I’ve ever been a part of.

In the human resources field, there are few voices that carry more weight than The Josh Bersin Company’s. Partnering with them was commonplace even before my arrival; if you wanted people to pay attention to what you had to say about talent transformation, Bersin’s was the mouth it needed to come out of.

Economic turbulence is the way we decided to talk about a recession that felt like it was coming without scaring away our readers; we’re captains sailing torrents, not C-suite executives crunching budgets.

Going back to show how we’ve been through tough times before was designed to encourage readers that these hard times would pass as well, but only if they took action—action that we had the perfect solution for.

As tumultuous times make workforce agility a vital survival mechanism, leaders need a firm understanding of the differentiators that set agile workforces apart. This guide showed them just that, clarifying the situation and advising actionable plans.

Businesses that embrace agility at speed and scale reap several game-changing benefits that set them up for future success. Agile organizations enjoy better employee engagement and retention rates, superior productivity, and greater innovation. By moving from vertical hierarchies to flatter, networked teams, employees across an organization are empowered to share their ideas, tackle new challenges, and achieve their full potential.

The race to build skills is on. Countless surveys tell us that knowledge gaps are widening and that the only way to get ahead in the new world of work is by taking action now. But what does that mean?

Our comprehensive guide showed why it’s time to stop viewing skills as a numbers game, highlighted thought leadership through partnerships with Udemy Business and David Green, and revealed how marketplace dynamics can power agile skill-building.