High-impact L&D leaders prove that talent development isn’t a cost center — it's a catalyst for growth. 

Guild’s latest research, based on insights from 500+ CHROs and L&D executives at enterprise organizations, reveals four practices that define a high-impact talent development strategy:

• Integrate corporate learning and development into business planning

• Build buy-in for talent development programs by demonstrating value to the C-suite

• Invest in internal mobility into high-demand roles through targeted talent pipeline development 

• Use impact data to prove ROI and strengthen talent management and development