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Jim is a seasoned professional with over 36 years of experience in learning and development. He holds an MBA in Digital Transformation and an MSc in Learning Technology.

How to Keep Less Digitally Skilled People on Board.

Successful Change Management Strategies in a Digital World.

How to Keep Less Digitally Skilled People on Board

All abord. Digital transformation brings opportunities for more efficient work processes, but not everyone feels equally confident about embracing new technologies. Some colleagues may feel hesitant or overwhelmed, especially if they are less digitally skilled. It’s your role as project manager or educator to ensure no one gets left behind. By using practical tools, personalised support, and floor coaches, you can make the transition to digital processes accessible for everyone.

Start with Understanding.

The first step in any change is listening. Ask your colleagues what challenges they face and what they need to feel more confident. Some might need extra time to learn new systems, while others may fear making mistakes. Showing understanding and working together to find solutions builds trust and reduces resistance.

Practical Tools to Ease the Transition.

Support your team with tools that make digital transformation more manageable. Consider introducing:

  1. Step-by-step guides: Clear, easy-to-follow instructions with simple language and visual examples.
  2. Instructional videos: Allow colleagues to learn at their own pace.
  3. FAQs: A quick reference for commonly asked questions, offering immediate answers.
    These tools empower employees to practice independently and reduce their uncertainty.

Floor Coaches: Hands-on Support at Work.

One of the most effective ways to support your team is by introducing floor coaches. These are colleagues who are already familiar with the new technologies and are available to assist others. Floor coaches provide:

  1. Personalized guidance: They can address individual concerns and offer on-the-spot help.
  2. Accessible support: Employees can approach them without feeling judged.
  3. Tailored assistance: Coaches can adapt their help to meet the specific needs of the team, such as demonstrating a particular feature.

Floor coaches make the transition smoother and foster trust on the work floor.

Build Confidence Through Practice.

Learning takes time, and not everyone progresses at the same speed. Provide employees with opportunities to practice in a low-pressure environment. Create a test setting where they can explore new systems without fear of making mistakes. Floor coaches can supervise and offer small tips, gradually increasing confidence.

Highlight the Benefits.

Resistance often stems from not understanding the purpose of change. Make sure your team knows why digital transformation is happening and how it benefits them. For instance:

  1. Fewer administrative tasks, freeing up time for more engaging work.
  2. Faster, more efficient processes that reduce workload and stress.

Make it personal: when employees see how the changes make their work easier, they’re more likely to embrace them.

Celebrate Progress.

Every step forward, no matter how small, is worth celebrating. Did someone create their first report in the new system? Acknowledge it. Recognizing progress motivates others to take their own steps and fosters a sense of pride. Floor coaches can play a key role by identifying and highlighting these small successes.

Moving Forward Together.

Digital transformation is not just about implementing new tools but about empowering the people using them. By providing practical tools, floor coaches, and a supportive environment, you ensure everyone can keep up with the changes. Doing so creates a workplace where technology and people grow together.

The Future of Talent Management in a Post-AI World

Introduction

Artificial Intelligence (AI) is transforming industries, and talent management is no exception. As AI technologies become more embedded in human resources (HR), businesses are beginning to rethink how they approach recruitment, performance evaluation, and learning & development (L&D). However, while AI presents numerous opportunities, organisations must balance leveraging technology and preserving the human elements essential to fostering a thriving workforce.

AI-Driven Recruitment: Finding the Right Fit

AI has revolutionized recruitment by automating routine tasks such as resume screening and candidate matching. AI-powered tools like HireVue and Pymetrics analyse not only hard skills but also behavioural traits, enabling companies to assess candidates’ compatibility with the organizational culture. These tools can reduce unconscious biases by focusing on data, rather than human judgment alone. However, this shift has raised concerns about over-reliance on algorithms, potentially overlooking nuanced qualities that make a candidate stand out. For instance, candidates with unconventional career paths may be overlooked by AI systems tuned to find traditional profiles, thereby stifling diversity. To mitigate this risk, HR professionals must use AI as an enhancement, rather than a replacement for human judgment.

AI in Performance Management: Precision but at a Cost?

AI-driven performance management tools can provide precise data analytics to measure productivity, identify skills gaps, and predict employee turnover. Tools like Workday and SuccessFactors use AI to analyse patterns in employee behaviour, offering data-backed insights to managers that can help with more objective performance reviews. While these systems improve efficiency, they can also unintentionally prioritize metrics over meaningful employee engagement. When performance is reduced to numbers and patterns, it can erode trust and alienate employees. Therefore, a key challenge is ensuring that AI tools complement, rather than replace, human interaction in performance evaluations. Managers should combine AI’s data-driven insights with empathetic leadership to maintain motivation and job satisfaction among employees.

L&D and Personalized Learning: Tailored for the Individual

AI is dramatically shifting the L&D landscape by enabling personalized learning paths. Platforms like Coursera and LinkedIn Learning utilize AI algorithms to suggest tailored courses and development plans for employees, making it easier for them to acquire new skills. This personalized approach helps individuals focus on areas where they need the most growth, optimizing their learning experience. However, companies must ensure that the focus on data does not strip away the importance of mentorship and hands-on learning, which remain invaluable for holistic employee development. AI can suggest what to learn but cannot replace the experiential learning that comes from real-world problem-solving and human interaction.

The Human Touch: Balancing AI and Emotional Intelligence

While AI can make talent management more efficient, it cannot replace the emotional intelligence (EQ) required to build strong, engaged teams. Humans are uniquely equipped to understand and respond to the nuances of workplace relationships, empathy, and ethical decision-making—areas where AI still falls short. Leaders in talent management must strike a balance between using AI to improve processes and preserving the human touch that fosters creativity, trust, and engagement. AI should enhance decision-making, not strip it of empathy or individual consideration.

Conclusion: The Future is Hybrid

The future of talent management in a post-AI world will require a hybrid approach that leverages AI’s efficiency while retaining human-centric strategies. Organizations that succeed will be those that embrace AI as a tool to augment human capabilities rather than replace them. By blending AI-driven insights with emotional intelligence, businesses can build high-performing, adaptive, and engaged teams ready to thrive in an increasingly digital world.

References:

HireVue and Pymetrics: Companies leveraging AI in recruitment processes to assess both hard skills and behavioural traits. For more details, see HireVue’s AI capabilities at HireVue and Pymetrics’ approach to AI hiring at Pymetrics.

AI in Performance Management: Tools like Workday and SuccessFactors use data analytics to evaluate employee performance. See Workday’s Insights at Workday and SuccessFactors’ AI integration at SuccessFactors.

How to Build Mindset and Courage Needed to Lead Decisively

Let Bygones Be Bygones – The Courage to Lead Beyond Popularity.

In leadership, holding onto past mistakes or striving to please everyone can block progress and stunt growth. I learned this a long time ago when I was in the military. During my time in Lebanon in 1982, the year Israel invaded, I encountered one of the most tense leadership moments of my life. It was during a curfew, and while we were only a small team of ten, we faced a crowd of several hundred people outside, gathered in a rally. The situation was critical—they needed to go inside immediately to avoid escalating the already volatile environment. The pressure was immense, and there was a strong temptation to back down or compromise to avoid confrontation.

However, I knew that letting the situation get out of hand could have had serious consequences for both the civilians and my team. Instead of yielding to the pressure, I decided to stand firm. We communicated clearly and assertively, staying calm but unwavering in our stance. It was not easy, as emotions were running high on both sides. But through maintaining control, showing conviction, and focusing on the bigger picture—ensuring everyone’s safety—we managed to diffuse the tension.

In the end, the crowd dispersed, and no one was harmed. It was a reminder that leadership sometimes means making tough, unpopular decisions in the face of overwhelming odds for the greater good.

True Leadership

True leadership isn’t about being popular or avoiding tough decisions—it’s about courage, conviction, and focusing on the bigger picture. When leaders let bygones be bygones—whether they’re dealing with their past failures or navigating conflicts within the team—they create the space needed for innovation, decisive action, and long-term success. Let me give you two other examples. Take, for instance, a leader facing pushback on a major organizational change. Rather than dwelling on past attempts that failed or trying to appease those resistant to change, an effective leader stands firm in their vision. They communicate the long-term benefits, provide support for their teams, and make tough decisions to stay the course. It’s not about being liked in the moment—it’s about leading with integrity and moving the organization forward. A decision may not be popular now, but it could be exactly what’s needed to thrive in the future.

Another example comes from leaders who face difficult personnel decisions. A leader may have to move a well-liked employee out of a role where they are underperforming. Though this decision might cause discomfort in the short term and be unpopular with the team, it ultimately serves the best interests of both the individual and the organization. It takes courage to make such choices, but leadership isn’t about maintaining popularity—it’s about steering the ship in the right direction, even when the waves get rough.

For me, leadership development isn’t just about learning new skills. It’s about building the mindset and courage needed to lead decisively, especially when those decisions might not win immediate approval. Great leaders prioritize long-term success over short-term popularity, creating environments where authenticity and growth flourish.

Need for validation

Letting go of the past and the need for validation opens the door to a leadership style that inspires trust, empowers teams, and drives sustainable success. Lead with purpose, stand by your values, and let bygones be bygones. That’s how you unlock the true potential of your team, your organization, and yourself.

Jack of all Trades: Good or Bad?

Have you ever been called a “jack of all trades”? It’s usually followed by that other line—”master of none”—but I like to stop people before they get there. Why? Because being a jack of all trades is something I’m proud of. And if you’ve ever felt that insatiable curiosity to dive into new skills, industries, or projects, you should be proud of it too.

Curiosity: The Real Mastermind

Let’s get one thing straight: curiosity is my superpower. It pushed me from leading military units in the Middle East to managing digital transformation in big companies. Some might call that a career pivot; I call it following my nose—or perhaps my mind, which tends to wander into fascinating new territories. My journey started in the Royal Dutch Army, where I honed leadership skills that would later translate seamlessly into the corporate world. It was a long way from managing soldiers to managing learning and development programs for global corporations, but the constant? A thirst for learning and improvement. That’s why I completed my MBA at the age of 60.

A Rollercoaster of Learning (and Laughs)

For example, I was tasked with consolidating 12 different Learning Management Systems (LMS) into one for a large bank in The Netherlands. Picture a jigsaw puzzle with a few pieces missing, except those pieces are essential parts of your training infrastructure. We got it done, of course—saved the bank over €25 million—but not without a few chuckles along the way, like when I realized that half of the systems didn’t even talk to each other.

Consider my time at a large international consultancy company, where I was in charge of reducing ‘no-show’ training costs. The solution? Turn the training into a blend of online and in-person learning, making it harder to skip out. The result? We cut costs by 40% and boosted engagement by 23%. Not bad for someone who wasn’t even supposed to be in the learning technology field to begin with!

The Power of Adaptability

In my career, adaptability has been my best friend. Whether I was leading a team of 25 soldiers or implementing a new Talent Management strategy, the ability to pivot and learn on the go has been crucial. When faced with a challenge, my first instinct is to dive in, learn everything about it, and then find a way to make it work.

I ended up spearheading a Digital Industry 4.0 strategy for senior managers and directors at a multi-billion International manufacturing company raising digital awareness from 30% to 76%. The secret? A little bit of tech-savvy, a lot of curiosity, and a willingness to blend the old with the new.

Conclusion: Why Being a Jack of All Trades is a Good Thing

So, what’s wrong with being a jack of all trades? Nothing at all. It’s the reason I’ve been able to contribute to so many exciting projects and help organizations save money, enhance their people skills, and stay ahead of the curve.

The world doesn’t stand still, and neither do I. If there’s something new to learn, I’m all in—because that’s how you keep growing, both personally and professionally. This year I re-focus on Storyline AI and building eLearning’s. So, here’s to all the jacks (and jills) of all trades out there. Keep learning, keep exploring, and don’t let anyone tell you that mastering many skills isn’t something to be proud of. Keep in mind, that I never did it alone, I always had good mentors, managers, directors, peers and colleagues to support me. Without them, I would not be who I am today.

Growing in Your Profession: The Quality of Civil Service Craftsmanship!

Growing in Your Profession: The quality of Civil Service

Introduction

I currently work on a long-term assignment for a municipality in The Netherlands. In the hectic world of public administration, we face new challenges daily. Being a civil servant in the current era is demanding. The best support to have direction and stability is to ensure that you are and feel competent in your field. It’s about more than just knowledge of rules and procedures. In my view, it revolves around continuously developing skills, broadening perspectives, and the ability to effectively navigate an increasingly complex environment because residents, entrepreneurs, or organisations in Amsterdam expect a lot from us as civil servants.

Expectations of the Citizen

Citizens expect not only efficiency and reliability from civil servants, but also insight, empathy, and problem-solving skills. Your abilities translate for them into, among other things:

  1. Your responsiveness: your ability to quickly and adequately respond to citizens’ questions and needs.
  2. Your transparency: clearly explaining complex processes and decisions made.
  3. Your integrity: consistently acting according to ethical principles, laws, and regulations.
  4. Choices for customization: potentially delivering personalized service within legal frameworks. These are not easy tasks and thus require constant attention through self-reflection on your qualities.

Self-reflection: The Basis of Growth begins with awareness. It’s essential to critically examine your work, not to criticize yourself, but to identify growth opportunities. Ask yourself questions like:

  1. When did I last feel truly proud of my work?
  2. What problem would I like to solve, but don’t know how yet?
  3. Who would I like to brainstorm with about a professional field? These questions are just a starting point. The real challenge lies in taking action based on your answers. Let’s elaborate on each point:

Proud of your work 

When you last felt proud of your work, what made that situation special? Was it the skills you used, the impact you made, or the collaboration with others? Identify these elements and consciously seek opportunities to integrate them more often into your work. Perhaps you can initiate a project that combines these aspects, or share your expertise in a working group.

Unsolved problems 

Every problem you can’t solve yet is an opportunity to grow. But how do you approach that? Start by mapping out the problem. What knowledge or skills are you missing to tackle it? Then search specifically for resources that can help you. Consider courses, relevant literature, or colleagues with complementary expertise.

Brainstorming with others Identifying people you want to brainstorm with is one thing, but how do you make it concrete? Start by setting up informal conversations. Invite a colleague for coffee and share your interest in their work. Ask questions, listen actively, and share your dilemmas and insights. These conversations can grow into regular exchanges or even formal mentorships.

Strengthening the Connection: The Key to Collective Growth.

Individual growth is important, but the real power lies in collective development. By making connections, you create a network of knowledge and experience that reaches far beyond your capabilities. Here are some ways to put this into practice:

  1. Cross-departmental projects: Actively seek opportunities to collaborate with colleagues from other departments. This not only offers new perspectives but also helps break down silos.
  2. Knowledge exchange sessions: Organize regular meetings where colleagues can share their expertise. These can be formal presentations, but also interactive workshops or brainstorming sessions.
  3. Shadow days: Spend a day with a colleague from another department. This provides insight into other work processes and can lead to surprising innovations in your work.
  4. External networks: Look beyond your organization. Participate in professional conferences, join professional networks, or collaborate with other government institutions or the private sector.

Concrete Steps Towards Growth.

 Now that we’ve laid a foundation, it’s time for action. Here are some concrete steps you can take to strengthen your professional competence:

  1. Start small and make a plan setting one goal for the next 3-6 months. Be specific about which skill you want to develop and how you’re going to approach it.
  2. Actively seek a mentor within the organization, or make yourself available as a mentor for colleagues. This exchange of experiences and perspectives is invaluable for professional growth.
  3. Reflection journal: Keep a weekly reflection journal where you note what you’ve learned or still want to learn, what challenges you’ve encountered, and how you’ve addressed them.

Concluding 

Civil service craftsmanship is not a final destination, but an ongoing journey. It requires an open mindset, the willingness to learn from others, and the ability to adapt to changing circumstances. By consciously investing in your growth and that of your colleagues, you contribute to a culture of continuous improvement. Our team’s mission is to facilitate, inspire, and motivate colleagues to discover together how to apply craftsmanship in their work. We do this through conversations, training, and actively seeking connections

Emotional Intelligence in the Classroom: Enhancing Student-Teacher Relationships

Emotional Intelligence in the Classroom: Enhancing Student-Teacher Relationships

Emotional intelligence (EQ) is increasingly recognized as a crucial skill in both education and business. EQ is crucial in both personal and professional contexts and is often considered as important, if not more so, than IQ (intelligence quotient) for success. As a teacher/facilitator, I have seen firsthand how developing EQ in both students and educators can significantly enhance interactions, creating a more positive and effective learning environment. This article explores how EQ can improve student-teacher relationships and offers practical insights from my own experiences. In the last paragraph, I have added more detail on the business context referring to leadership skills, communication, stress management and conflict resolution.

Understanding Emotional Intelligence

Emotional intelligence, as defined by psychologist Daniel Goleman, encompasses self-awareness, self-regulation, motivation, empathy, and social skills. These competencies enable individuals to understand and manage their own emotions, as well as recognise and influence the feelings of others. These skills can transform the dynamics between students and teachers in a classroom setting. Self-awareness and self-regulation are foundational aspects of emotional intelligence. By fostering these skills, teachers can create a classroom atmosphere that promotes mutual respect and understanding. For instance, I have implemented regular reflective exercises, encouraging students to find and articulate their emotions. This practice not only helps students understand their feelings but also teaches them to regulate their emotional responses effectively.

Empathy and Understanding in the Classroom

Empathy, the ability to understand and share the feelings of others, is vital for building strong student-teacher relationships. Demonstrating empathy involves active listening and showing genuine concern for students’ well-being. I recall a situation where a student was consistently disruptive. Instead of reprimanding him, I took the time to understand his behaviour. It turned out he was facing challenges at home. By empathizing and providing support, we were able to develop a more constructive relationship, and his behaviour improved significantly. Developing social skills is another critical part of emotional intelligence. Encouraging collaborative projects and group activities can enhance these skills among students. In my classrooms, I use group discussions and peer-review sessions to promote communication and teamwork. These activities not only help students develop social skills but also foster a sense of community and belonging.

Real-Life Experiences: The Impact of Emotional Intelligence

Incorporating EQ into teaching practices has yielded remarkable results. For example, one of my students struggled with anxiety, which affected her class participation. By applying empathy and creating a supportive environment, I helped her feel more comfortable and confident. Over time, her participation increased, and she became more engaged in her studies. Another instance involved a student who often felt excluded. By facilitating activities that needed teamwork and emphasizing the importance of inclusivity, I observed a positive shift in his behaviour. He began to form friendships and actively contribute to group projects.

Creating a Positive Learning Environment

Developing EQ in the classroom is essential for enhancing student-teacher relationships. By fostering self-awareness, empathy, and social skills, teachers can create a more positive and effective learning environment. My experiences have shown that when students feel understood and supported, they are more likely to engage and succeed academically.
By integrating EQ into your teaching practices, we can nurture not only knowledgeable but also emotionally intelligent and empathetic individuals, ready to thrive in all aspects of life.

Additional Business Context: Applying EQ in Management

EQ is not only transformative in educational settings but also crucial in business environments, especially for managers and team leaders. Here are listed the principles of EQ can enhance leadership and team dynamics:

Improved Leadership Skills: Managers with high EQ can lead more effectively by understanding their team members’ emotions and motivations. This understanding helps in making informed decisions that consider the well-being of the team, leading to higher morale and productivity.
Enhanced Communication: Just as in the classroom, empathy and active listening are vital in the workplace. Managers who practice these skills can better address employee concerns, foster open communication, and build stronger relationships, which are essential for a collaborative and innovative work environment.
Conflict Resolution: EQ equips managers with the skills to manage conflicts constructively. By recognizing and addressing the underlying emotional issues, managers can resolve disputes more effectively and keep a harmonious workplace.
Employee Development and Retention: Managers who understand and support their employees’ emotional needs can create a positive work environment that encourages growth and loyalty. This support can lead to higher job satisfaction and lower turnover rates.
Stress Management: Just as teachers use EQ to manage classroom stress, managers can use these skills to create a supportive environment that mitigates workplace stress. By promoting a healthy work-life balance and recognizing the signs of burnout, managers can keep a productive and healthy team.

By incorporating EQ into management practices, business leaders can enhance their effectiveness, foster a positive organizational culture, and drive success through empowered and engaged teams.

Resources:

Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. TalentSmart.

Cornwall, M. (2012). Go Suck a Lemon: Strategies for Improving Your Emotional Intelligence. Large Print.

Goleman, D. (2007). Emotional Intelligence (10th ed.). Bantam Books.

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