If there’s one thing I’ve learned from my work leading workforce development organizations across the country, it’s that there’s a difference between making a commitment and delivering on that commitment.
Making a commitment is easy: it’s a promise that you may not be held accountable to keep. So often, businesses and policymakers alike make wellintentioned commitments that they then struggle to fulfill. In the very survey that is the subject of this white paper, talent leaders readily acknowledge that they have fallen short of the commitments they themselves made to invest in stronger and more resilient talent pipelines.
The challenge of delivering on commitments, especially in the complex world of learning and work, has nothing to do with the intent, effort, or dedication of the people involved. The reality is that honoring commitments is hard — and it takes a level of investment that isn’t always obvious during the exciting, energetic moments when the commitment is made.
