More than 40 percent of the global workforce is considering leaving their employer this year.
L&D leaders have a bigger opportunity than ever to improve the employee experience and worker retention by implementing a positive learning culture. But until now, learning leaders have struggled to even define learning culture—let alone build or improve one.
That’s why we asked more than 2,400 global workers what the best companies get right with their learning opportunities and where others go wrong. Join Casey Adams, Degreed’s RVP Global Solutions Americas, to explore the 15 things all positive learning cultures have in common—and what you can steal from them.
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Casey Adams has been on the leading edge of learning strategy, technology implementation, and operational solutions for the past 15 years. Casey leads the global business solutions team, serving Degreed’s global enterprise clients in Canada, the US, and Latin America, with a key focus on learning strategy, change management, and program implementation. Casey joined Degreed after serving as the vice president of L&D at Essex, a $15 billion S&P 500 company headquartered in Silicon Valley. At Essex, Casey introduced innovative experiential learning solutions, network learning teams, and leadership and succession programs leveraging both traditional models and experiments with technology-assisted (VR, content curation, social-assisted) learning. Prior to Essex, Casey was an early leader in the video analytics startup Scopix, where he led the implementation and client success organization. His focus was on creating targeted operational analytics to improve big box retail operational efficiencies and enhance the customer experience through video-based behavioral analytics. In his future life, you can find Casey tucked away on a mountain with skis or a backpack. And if you can’t find him there, you’ll be sure to find him on a youth sports field coaching basically anything but soccer.
