Appropriate and Inappropriate uses of NLI Corporate Membership Materials
A CHRO has decided they want to focus the culture on having a growth mindset. They speak to their NLI account manager during a quarterly advisory session and ask about best resources for their HR team to get their heads around the research. They soon access two research papers, two videos, and two webinars, which they review over two weeks and then meet internally to discuss. During the offset, they choose several headlines, slides, and other resources to put into their annual strategic plan. When the company wants to then teach their managers about the big ideas, they approach NLI to discuss manager tools.
A Chief Talent Officer wants to dig deeper into the question of removing ratings. They go online to NLI’s membership portal and discover three industry research papers, ten webinars from different organizations containing their insights, and a range of video and audio content. They share these materials internally and ask the team running performance management to synthesize the insights and report out to all of HR on trends they see. They want to dig in further and reach out to NLI to run a formal research briefing on this topic.
A Chief Diversity Officer is interested in networking with peers. They reach out to their NLI account manager and are connected by email to other thoughtful CDOs in their area. NLI coordinates a breakfast event hosted by the individual’s firm, where they share three main research papers in the D&I space and lightly facilitate discussion between several CDOs in attendance.
A Chief Learning Officer is inspired by the NLI’s AGES model. They share two papers on AGES to their team and run a retreat with their learning professionals to discuss the implications of the model, and begin to reshape their training offerings as a result.
An HR Business Partner wants to educate the rest of their HR team on neuroscience. They point their team to several webinars and then give the team the option to attend a certificate program with NLI at a deeply discounted rate.
An internal coach wants to talk about The SCARF® Model with the people they coach one-on-one.
An HR professional likes the SCARF® model and posts the NLI paper onto their LMS for use in wider training programs.
A Chief Talent Officer likes the SEEDS® model and introduces it at a leadership retreat for their top 100 leaders.
The head of learning likes NLI content overall and provides several papers to their training team, to include our content into their learning solutions for managers.
A multinational organization purchases membership for the USA, based on the employee numbers in the US. Their operation in APAC wants to use the content and the US shares a link to access the portal.
A consulting company uses the SCARF® model as a framework for helping their external clients think through their challenges.
An HR business partner wants to facilitate an offsite for their business unit, and wants to teach the SCARF® model using one of the research papers and slides from the performance management practice.