ELE Group, LLC

This session provided a fresh perspective on the evolving role of Learning and Development (L&amp;D) in modern workplaces. It emphasized the shift from traditional training methods to more agile, real-time learning strategies.
<blockquote>As <a href="https://www.ele.llc/members/tomas-ramirez">Tomas Ramirez</a> aptly put, "If training isn’t embedded into tools people already use, it’s a missed opportunity." This insight captures the essence of effective learning in today’s fast-paced work environments.</blockquote>
<h3>Key Takeaways for Senior HR Talent Leaders:</h3>
<ol>
 	<li>Shift Focus to Real-Time, Contextual Learning
Employees learn best when solutions are immediately available to address their challenges. L&amp;D strategies should prioritize performance support tools and microlearning resources integrated directly into daily workflows.</li>
 	<li>Empower Employees with Choice and Accessibility
Treat learning as a career-enhancing benefit, allowing employees to opt into upskilling opportunities. Seamless integration into tools they already use will foster engagement and long-term adoption.</li>
 	<li>Validate and Capture Informal Learning
Informal, on-the-job learning happens more frequently than structured training. HR leaders must invest in tools that track, document, and ensure the quality of this learning, preserving organizational wisdom and enhancing its impact.</li>
</ol>
This session underscored the importance of rethinking L&amp;D strategies to meet employees where they are, leveraging technology to enable learning in the flow of work. How is your organization embedding learning into everyday tools and tasks? Let’s discuss innovative ways to make learning both accessible and impactful.

Learning in the Flow of Work Using an LMS (Workday Case Study)

engagement &amp; culture

Strategy

people strategy

dirk.tussing

kyle.swanson

richard.busby

blended learning

Operations

tomas.ramirez

matt.vosmik

leadership development

talent development

anton.maletich

judy.albers

diversity &amp; inclusion

strategic alignment

hybrid workplace

bill.ryan

erg-brg dei groups

tracy.adams

hybrid learning

jeff.lebeck

maryann.kennedy

leadership design

HR Innovation

#HR leadership

#Talent Development

Session Focus: Share our collective experience in leading, designing and delivering global learning solutions.

This session provided valuable perspectives on optimizing global learning and development (L&amp;D) strategies to drive organizational impact.
<blockquote>One standout insight came from <a href="https://www.ele.llc/members/tomas-ramirez">Tomas Ramirez</a>:
"Talent management and talent development need to work arm-in-arm to ensure that learning actually matters for career progression and business outcomes."</blockquote>
This quote encapsulates a pivotal message for HR leaders—learning must be more than an activity; it must be a strategic lever for talent growth and business success.

Here are three actionable takeaways for senior HR talent leaders to consider:
<ol>
 	<li>Balance Global and Local Needs
Achieve synergy between centralized strategies and regional flexibility. Empower local teams to adapt content while maintaining core program objectives to ensure relevance across diverse cultural and business contexts.</li>
 	<li>Integrate Learning with Talent Strategy
Align L&amp;D initiatives with talent management processes, ensuring programs support career progression and address critical skill gaps. This alignment enhances engagement and strengthens the pipeline for future leaders.</li>
 	<li>Operational Efficiency with Strategic Communication
Centralize operations like budgeting and content creation for scalability and cost-effectiveness. Pair this with robust internal marketing to communicate the value of learning programs effectively and drive engagement.</li>
</ol>
To truly retool learning, HR leaders must not only design impactful programs but also embed them within the fabric of organizational talent strategies. Let’s build systems where learning isn’t just encouraged—it’s indispensable for both individual and business success.

What steps has your organization taken to align talent management and learning?

Global Learning Strategies

nick.allen

learning design

jill.mack

global

global design

Session Focus: When we think of trust and what it means, we quickly realize it encompasses many things. In leading remote teams, Trust can be more difficult to get correct.

This session provided invaluable insights into fostering trust and psychological safety, especially in today’s hybrid and remote work environments.
<blockquote>A standout moment came from <a href="https://www.ele.llc/members/newton-moore">Newt Moore</a>, who remarked: “The behaviors you exhibit say more about trust than your words—cameras on or constant monitoring communicates distrust, even if unintended.”</blockquote>
This quote underscores a vital truth: trust is built through actions, not just policies or statements. For senior HR talent leaders, here are three key takeaways to consider:
<ol>
 	<li>Create a Culture of Psychological Safety
Empower employees to voice concerns, admit mistakes, and share ideas without fear of judgment. Psychological safety is the foundation for innovation and team cohesion.</li>
 	<li>Empower Autonomy and Flexibility
Focus on outcomes, not micromanagement. Trusting employees to own their work fosters creativity, enthusiasm, and productivity.</li>
 	<li>Model Trust and Emotional Intelligence
Leaders must lead by example—showing transparency, admitting vulnerabilities, and demonstrating genuine care for their teams. Emotional intelligence is a non-negotiable skill for driving trust.</li>
</ol>
HR leaders are uniquely positioned to drive these cultural shifts. As we navigate the future of work, the challenge lies in turning these insights into actionable strategies. How are you building trust and psychological safety in your teams? Let’s start the conversation.

Trust Equation for Leading Remote Teams

future of work

Engagement &amp; Culture

Leadership

newton.moore

jean.ryan

deborah.lenchard

jen.taylor

employee engagement

psychological safety

trust

humane leadership

organizational development

ann.brownell

workplace culture

HR leadership

workplace innovation

team performance

remote leadership

We know how to use synchronous (in-person and virtual) training, asynchronous e-learning, and blended learning. Cohort-based training improves team performance and technology helps us scale.
<h5 class="fw-bold mt-2">What is semi-synchronous collaborative learning?</h5>
As learning professionals, we must shift our perspective to create learning experiences that seamlessly integrate the power of these technology trends. In effect, how can we create the next generation of blended learning solutions that deliver improved human performance and business results?
<h5 class="fw-bold mt-2">Let's explore semi-synchronous collaborative learning:</h5>
<ul>
 	<li>Which business challenges might best be addressed through the use of semi-synchronous collaborative learning?</li>
 	<li>In addition to edX and Coursera, what are other examples?</li>
 	<li>How can you apply key semi-synchronous collaborative learning design and implementation of best practices to solve your organization’s most pressing learning and development challenges?</li>
</ul>
Pre-read: <a href="https://cohort.nomadiclearning.com/cohort-based-learning-report" target="_blank" rel="noopener">Cohort-Based Learning at Scale - Eight Principles for Success</a> (Nomadic, 2022)

Semi-Synchronous Collaborative Learning: Effective Strategies for Personalized and Cohort-based Learning

Digital &amp; AI

kery.mortenson

insights-wise-2022

Bellevue University

Employee burnout is one of the most critical barriers to employee engagement and retention.

A national study on employee burnout conducted by Kronos® and Future Workplace (an HR advisory and research firm) showed that 95% of human resource leaders agree that employee burnout affects employee retention.

For true talent transformation, L&amp;D must play a strategic role in supporting internal mobility initiatives, enhancing employer brand, and bolstering retention.

The future of talent will require agility and a willingness to experiment. Many organizations aren't there yet.

Burnout & Retention: The Great Resignation

michelle.eppler

laura.clark

kurt.johnson

DX Learning Solutions

Research shows that by building a diverse workforce organizations increase their talent pool, lower their turnover rates, and capture a greater share of the consumer market.

If companies are not engaged in inclusion initiatives, they will be obsolete. We know consumers favor brands that live diversity and inclusion values, operating with a people-first mentality.

Let’s explore how do we create and maintain an equitable environment in our organizations, teams, and leadership.

Let’s roll our sleeves up and really talk DEI

alex.draper

darcy.pierson

talent

Udemy

Oshkosh Corporation

Research shows that workflow learning drives productivity, increases engagement with formal learning and improves knowledge retention. It employs "smart" software to guide, inform, and assist workers to do their jobs better

Oshkosh Corporation is keen on creating workflow learning and recently launched Workday LMS--the goal is to optimize business performance.

Let’s explore how Workday can help us to create learning paths and experiences that creates business impact.

Workflow Learning: Strategies for Remote and Hybrid Learning using Technology

justin.anderson

diego.frausto

i4cp

<h2>Embracing change becomes the new superpower</h2>
Recently, i4cp research uncovered in this era of continuous disruption, <a href="https://www.i4cp.com/white-papers/white-paper-the-5-essential-elements-to-manage-disruption">the goal is no longer to manage change but rather to manage amid change</a>. i4cp’s research has consistently shown that high-performance organizations are much more likely to view change as normal, manageable, and a source of opportunity. Low-performance organizations are much more likely to view change as just the opposite: overwhelming, tiring, or threatening. When leaders embrace change, there is a strong positive correlation to market performance, agility effectiveness, and workforce readiness.  However, when culture resists change, there is a strong negative correlation. Given the new work models, so many organizations are employing post-pandemic, it’s important to ensure that this 2019 next practice does not get overlooked: Promote those who best model behaviors that embody and support the desired culture (i4cp, <a href="https://www.i4cp.com/survey-results/culture-renovation-a-blueprint-for-action">Culture Renovation: A Blueprint for Action</a>).

<hr />

<h2>Breakout Exercise #4</h2>
Come ready to share and discuss these questions in small groups:
<ol>
 	<li>Is your culture fragmented or undefined? If so, how? In what ways can we better define and strengthen our culture?</li>
 	<li>What are our greatest challenges to creating a compelling purpose, culture and brand?</li>
 	<li>What more can you do to maximize our brand in both recruiting and retention of talent? </li>
</ol>

Latest i4cp Research | Importance of Aligning Purpose, Culture, and Brand

jay.jamrog

missy.gonzales

Along with the stories of upheaval and even chaos during the last two years, we’ve heard of managers leading their teams with courage, humanity, humility, and compassion. We call them “people leaders.” The pandemic offered many people leaders their first glimpse into the lives of employees outside of the office, and their first opportunity to see their teams as real live humans.
<h2>The effect?</h2>
These people leaders showed authentic empathy and compassion to their employees and actively worked to ensure that they were providing their workforce with a psychologically safe work environment. Transparency became a key ingredient for success; timely and relevant communication on the matters that affected people’s lives created a foundation of reciprocal trust. Good communication strategies were designed to create a sense of community, connection, and belonging. Listening became more important than giving direction.
<h2>People leaders seek to understand</h2>
True people leaders seek to understand the viewpoints and opinions of others and allow for the safe expression of feelings in the workforce. As strategies and priorities continue to change day-to-day, people leaders focus on developing talent that could adapt quickly and address evolving business needs. With a greater range of skills needed in the ever-changing landscape, people leaders have learned to see and develop individuals. While breaking down silos to share learning and best practices at scale, top talent was cultivated on an individual level.

<hr />

<h2>Breakout Exercise #3</h2>
Come ready to share and discuss these questions in small groups:
<ol>
 	<li>What resonates with the people leader role?</li>
 	<li>What is your talent development organization doing to make progress in DE&amp;I pledges?</li>
 	<li>Can we measure and recognize managers who are also people leaders? How?</li>
</ol>

Latest i4cp Research | The Emerging People Leader

Research from i4cp has long shown the benefits of talent mobility for talent development, retention, and overall business performance. But the recent i4cp Accelerating Workforce Readiness study found that:
<ul>
 	<li>39% of survey participants said that for most employees it is easier to find a job externally than internally in their organizations</li>
 	<li>43% indicated that managers at their organizations often hoard high-performing talent rather than encourage internal movement</li>
 	<li>Only 12% indicated that their organizations recognize / reward managers for talent movement</li>
</ul>
Further, when asked what source of skills and capabilities presented the greatest opportunity to your organization in the next 1-3 years, far more indicated internal talent marketplaces than any other source (e.g., gig workers/freelancers, internships/co-ops, outsourcing, apprenticeships, etc.). But very few organizations have successfully implemented such internal talent marketplaces because they require a lot of work and prerequisite steps to do well. What are the key best and next practices to consider? Come ready to share and discuss all of these questions and more, as i4cp works to build out a practical how-to guide on this topic.

<hr />

<h2>Breakout Exercise #2</h2>
Come ready to share and discuss these questions in small groups:
<ol>
 	<li>So when it comes to talent mobility and building out internal talent marketplaces, where do you start?</li>
 	<li>What skills are needed or what do you need to advance your skills given changes in the workforce?</li>
 	<li>What barriers, if any, exist that prevent you from developing an internal talent marketplace?</li>
</ol>

Latest i4cp Research | Internal Talent Marketplace

This study revisits issues i4cp has researched in the past two years, fielding a survey in Q4 of 2021 to examine the complexities of how to best approach new ways of working. These questions reflect the many dilemmas leaders grapple with:
<ul>
 	<li>Should we require employees to work in the office, and if so, should we mandate a set number of in-office days or hours per week?</li>
 	<li>How do we preserve community and connection among our employees if we’ve transitioned everyone to permanently work remote?</li>
 	<li>How will newer employees experience our culture if they aren’t in the office?</li>
 	<li>How will managers effectively manage if they don’t interact with their team members face-to-face—at least some of the time? How can we ensure that our employees aren’t getting burned out?</li>
</ul>
Key findings:
<ol>
 	<li>For High performance organizations, hybrid requires flexibility—not rigidity</li>
 	<li>On-site workers need flexibility too</li>
 	<li>Success with truly flexible work requires planning and targeted effort</li>
 	<li> “Because the CEO said so” is not a sound reason to return to the office</li>
</ol>

<hr />

<h2>Breakout Exercise #1</h2>
Come ready to share and discuss these questions in small groups:
<ol>
 	<li>What resonates regarding the reasons why people are attracted to or leave your organization?</li>
 	<li>How is the role and structure of learning teams being impacted and do we have to think differently?</li>
 	<li>What more do you need from leadership around workplace flexibility?</li>
</ol>

Latest i4cp Research | The Great Resignation - Reshuffling - Migration

Nomadic Learning

<h3>Insight Post: Aligning Growth and Stability in L&amp;D</h3>
This session provided actionable insights into how senior HR talent leaders can address today’s most pressing challenges, from fostering internal mobility to embedding a culture of purpose-driven learning.
<blockquote>"Employees seek growth, while leaders prioritize stability. How can HR align these goals to achieve mutual success?" - <a href="https://www.ele.llc/members/laura-clark">Laura Clark</a></blockquote>
Here are three critical takeaways from the discussion:

1️⃣ Align Mobility and Stability Goals:
- Employees thrive on opportunities for movement and development, but leaders often resist change for the sake of stability. By fostering robust internal mobility frameworks and aligning them with business goals, HR can achieve both growth and organizational coherence.

2️⃣ Evolve Metrics of Success:
- Traditional retention metrics no longer suffice. Success in today’s talent landscape requires HR leaders to measure and reward internal promotions and mobility, shifting mindsets across all leadership levels.

3️⃣ Prioritize Purpose-Driven Learning:
- Learning and work shouldn’t exist in silos. Programs that integrate flexibility, collaboration, and alignment with personal and organizational missions are essential to sustaining engagement and performance.

This session highlighted that L&amp;D must take a strategic role, supporting not just individual growth but the broader transformation of organizations. The question is: how will you use L&amp;D to align growth and stability in your workplace?

Leading L&D: ELE Leader Members test-drive Josh Bersin Academy

learning and development

engament &amp; culture

insights-wise-2022-virtual

Internal Mobility

Area9 Lyceum

This session provided valuable insights into the transformative power of cohort-based learning and how it can be leveraged to foster ongoing growth and collaboration within organizations.
<blockquote>One of the most striking points shared was the idea that "You don’t just learn during the program; the relationships built in cohorts provide a go-to network for continued growth and support." - <a href="https://www.ele.llc/members/mike-kester">Michael Kester</a></blockquote>
This emphasizes the lasting impact of cohort learning, where peer relationships extend beyond the training itself, creating a sustainable ecosystem of support and knowledge-sharing.

Here are three key takeaways that senior HR talent leaders can apply in their organizations:
<ol>
 	<li>Facilitate Trust and Connection Early:
Building trust within a cohort is crucial for meaningful engagement. Techniques like storytelling and reflective exercises help establish psychological safety, which allows participants to open up and share valuable insights. HR leaders should prioritize trust-building activities in the early stages of any learning program to lay a foundation for authentic learning experiences.</li>
 	<li>Leverage Structured and Focused Learning Journeys:
To optimize the learning experience, cohorts should focus on the same content at the same time. This approach reduces cognitive load and ensures that participants remain engaged and aligned. Senior HR leaders can create learning pathways that remove ambiguity, helping employees stay on track and connected to the organization’s broader goals.</li>
 	<li>Foster Sustainable Peer Networks:
Cohort learning doesn’t end when the program concludes. The relationships built during the learning process create a network of peers that participants can rely on for continuous support. By fostering such networks, HR leaders can ensure that learning is integrated into the flow of work and remains a resource long after the program ends.</li>
</ol>
As HR professionals, it’s essential to not only design impactful learning programs but to also cultivate environments that support ongoing collaboration and growth. Cohort-based learning, with its emphasis on connection and sustained engagement, offers a powerful model for fostering these outcomes.

Workflow Learning: Effective Strategies for Personalized and Cohort-based Learning

digital

dave.klein

cohort learning

collaborative learning

mike.kester

MS Teams

alignment

Upskilling MS-Teams

continuous learning

learning

sally.polaskey

karin.jacobson

semi-synchronous

peer-learning

HR strategies

Employee Growth

Workplace

This session provided valuable insights into the evolving role of DEIB in driving organizational success.
<blockquote>One key takeaway stood out: "DEIB isn’t an HR issue; it’s an organizational issue. If leadership doesn’t champion it, no one else will." - <a href="https://www.ele.llc/members/matt-sandel">Matt Sandel</a></blockquote>
For senior HR talent leaders, this quote serves as both a reminder and a call to action. DEIB cannot thrive as a standalone initiative—it must be embedded in the culture, processes, and decision-making at every level of the organization.

Here are three actionable insights from the discussion to guide your strategy:

1️⃣ Leadership as the Linchpin: Success starts at the top. HR leaders must partner with executives to position DEIB as a critical organizational priority, ensuring it’s championed visibly and consistently.

2️⃣ Empathy as a Strategic Skill: Empathy is the foundation for fostering equity, inclusion, and belonging. Encouraging leaders to understand and value diverse experiences lays the groundwork for meaningful cultural transformation.

3️⃣ Systemic and Continuous Commitment: DEIB isn’t a destination; it’s an ongoing journey. HR leaders should focus on embedding DEIB into all aspects of talent management—from recruitment to retention—ensuring it evolves alongside the organization.

By prioritizing these principles, senior HR leaders can help create organizations where diversity and inclusion are not just initiatives but integral to the way business is done.

What steps are you taking to ensure DEIB thrives in your organization? Let’s discuss! 🌟

How L&D can Drive DEI, Culture Change and Business Impact

matt.sandel

melissa.mcdow

guillermo.gutierrez

DEIB

inclusive leadership

organizational culture

HR Strategy

Workplace Inclusion

workplace diversity

Empathy in Leadership

HR Best Practices

Sustainable Leadership

Crowe

Session Focus: An ELE Member case study using a hybrid learning model: a live classroom and remote learners

Recently, i4cp research uncovered in this era of continuous disruption, the goal is no longer to manage change but rather to manage amid change. As hybrid learning initiatives are becoming an important part of the company’s work culture, what challenges have you experienced in designing Hybrid Learning?

We’ll use the word “Hybrid” to refer to the scenario when significant numbers of a target audience
(people group of interest) include both co-located and remote audience segments.

<img class=" lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Hybrid-Learning-a-Third-Dimension.jpg" alt="Hybrid Learning--a Third Dimension" width="300" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Hybrid-Learning-a-Third-Dimension.jpg" />

If done correctly, the biggest strength of the hybrid learning model is that it can provide an equal learning experience for both in-class and remote learners.

Complexity vs Content Change

While it is true that worker and learner location has always been a consideration, the sheer volume of people in different locations, connected by the web, grew so significantly that organizations have had to learn to adjust to this reality.

When selecting a solution for a specific learning goal, consider two aspects:
<ol>
 	<li>How complex is the learning goal?</li>
 	<li>How rapidly does the content change?</li>
</ol>
<img class=" lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Change.jpg" alt="Content vs Complexity Change" width="400" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Change.jpg" />
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
<ul>
 	<li>What about the challenge that most L&amp;D teams are facing currently?</li>
 	<li>What challenges have you experienced in designing Hybrid Learning?</li>
 	<li>What is an appropriate solution given the complexity vs. content change you are delivering?
</li>
</ul>
&nbsp;

The recent crisis is showcasing a variety of blended learning opportunities for the changing workplace.

<img class=" lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Definitions-Select-Learning-Solution.jpg" alt="Content vs Complexity Definitions -- Select Learning Solution" width="400" height="288" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Definitions-Select-Learning-Solution.jpg" />

Suggested Pre-read: <a href="https://s3.amazonaws.com/LEE_Media/2021/2021CHIE_HybridLearning_Strategies.pdf">Hybrid Learning: a Third Dimension</a> by Rich Busby (2021 October Chicago Exchange post-sharing handout)

Hybrid Learning Strategies during Massive Change

geovanny.andino

Session Focus: An ELE Member case study exploring if the business needs us to continue developing talent using traditional L&amp;D strategies?
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We all have vested interests in talent retention in the face of the “Great Resignation.”

Join us as we leverage insights from leaders invested in engagement.

We will co-develop a practical definition of psychological safety and its impact on engagement, people development, relationships, growth, and culture. We will share leadership actions that drive business success in our current economic environment.

How Psychological Safety impacts The Great Resignation

tracey.wik

jane.shlaes

carol.prochaska

janice.simmons

beverly.kaye

Session Focus: DEI Training Strategies to Shift Mindsets and Overcome Biases


The present (and future) reality of work requires organizations to rethink traditional ways for embedding DEI programs and tactics as we focus on employee experience. It should start one day one when onboarding new employees. The “what” of inclusive orientation and leadership development likely will stay the same. The “how” is a different story. The “how” is more challenging, both in tactics and tools.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We’ll focus our roundtable discussion on the following:

✅ What tactic, tool or process have you implemented successfully?

✅ How can L&amp;D help to be inclusive with optimizing ERG operations to create business impact?

✅ What tactics help eliminate bias when managing business processes?

✅ What measures are you looking at for the success of your DEI programs? Are you still using those measures?

✅ What changes, if any, have you seen in your metrics? If you’ve had a significant change, how have you responded?

&nbsp;

The recent crisis is showcasing the upside of a blended learning approach for the changing workplace.

DEI Training Strategies

marcie.stern

Session Focus: What challenges have you experienced in designing Hybrid Learning?


Hybrid learning initiatives have become an important part of the company’s work culture.

Are you ready to integrate hybrid learning into your classroom training?

If done correctly, the biggest strength of the hybrid learning model is that it can provide an equal learning experience for both in-class and remote learners

 TWO MAIN COMPONENTS.

The hybrid learning model includes two main components: a live classroom and a virtual training room.

In this session, let’s explore together:
<ul>
 	<li>What about the challenge that most L&amp;D teams are facing currently?</li>
 	<li>What challenges have you experienced in designing Hybrid Learning?</li>
 	<li>What tactic, tool or process have you implemented when a significant number of your learners are 100% remote.</li>
</ul>
The recent crisis is showcasing the upside of a blended learning approach for the changing workplace.

Hybrid Learning Design Strategies

colin.hahn

toi.walker-smith

virtual learning

nathan.sheets

Session Focus: An ELE Member case study exploring if the business needs us to continue developing talent using traditional L&amp;D strategies?
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We all have vested interests in talent retention in the face of the "Great Resignation."

Join us as we leverage insights from leaders invested in engagement.

We will co-develop a practical definition of psychological safety and its impact on engagement, people development, relationships, growth, and culture. We will share leadership actions that drive business success in our current economic environment.

&nbsp;

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Session Focus: An ELE Member case study using a hybrid learning model: a live classroom and remote learners

Recently, i4cp research uncovered in this era of continuous disruption, the goal is no longer to manage change but rather to manage amid change. As hybrid learning initiatives are becoming an important part of the company’s work culture, what challenges have you experienced in designing Hybrid Learning?

We'll use the word "Hybrid" to refer to the scenario when significant numbers of a target audience
(people group of interest) include both co-located and remote audience segments.
<img src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Hybrid-Learning-a-Third-Dimension.jpg" alt="Hybrid Learning--a Third Dimension" width="300" />
If done correctly, the biggest strength of the hybrid learning model is that it can provide an equal learning experience for both in-class and remote learners.
Complexity vs Content Change

While it is true that worker and learner location has always been a consideration, the sheer volume of people in different locations, connected by the web, grew so significantly that organizations have had to learn to adjust to this reality.

When selecting a solution for a specific learning goal, consider two aspects:
<ol>
 	<li>How complex is the learning goal?</li>
 	<li>How rapidly does the content change?</li>
</ol>
<img src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Change.jpg" alt="Content vs Complexity Change" width="400" />

<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
<ul>
 	<li>What about the challenge that most L&amp;D teams are facing currently?</li>
 	<li>What challenges have you experienced in designing Hybrid Learning?</li>
 	<li>What is an appropriate solution given the complexity vs. content change you are delivering?
</li>
</ul>
&nbsp;

The recent crisis is showcasing a variety of blended learning opportunities for the changing workplace.
<img src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Definitions-Select-Learning-Solution.jpg" alt="Content vs Complexity Definitions -- Select Learning Solution" width="400" height="288" />
Suggested Pre-read: <a href="https://s3.amazonaws.com/LEE_Media/2021/2021CHIE_HybridLearning_Strategies.pdf">Hybrid Learning: a Third Dimension</a> by Rich Busby (2021 October Chicago Exchange post-sharing handout)

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

amy.cooper

Session Focus: Case Study that dives deep into Coaching as a Capability Solution, Marketing, Measurement, and more.
<h3></h3>
<h3>We all get stuck and need an experienced helping hand to make breakthroughs to keep learning.</h3>
<h2>Don’t market coaching, market the impact</h2>
 Goodyear uses these coaching solutions to build capability:
<ol>
 	<li>1:1 Coaching Over 700 leaders coached in the last five years: External platform/AI-based/Virtual</li>
 	<li>Coaching program for Managers</li>
 	<li>Team Coaching for decision velocity and innovative ideas</li>
 	<li>Successor Development 1:1 coaching: Highly customized, in-person: Internal Coaches</li>
 	<li>Group Coaching Circles on topics such as Building Resilience</li>
 	<li>Peer coaching for D&amp;I sustainability</li>
</ol>
<h2></h2>
<h2>95% of coaching is done virtually</h2>

<hr />

<h3>What we will explore together:</h3>
<ul>
 	<li>What are you doing in this area that is working for you?</li>
 	<li>What are the barriers you face, where you’re “stuck”?</li>
 	<li>If you could do anything, what would you recommend as your way forward?</li>
</ul>
&nbsp;

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Global Coaching Strategies for Capability Building

alison.arkin

Session Focus: When we think of trust and what it means, we quickly realize it encompasses many things. In leading remote teams, Trust can be more difficult to get correct.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Elements-of-Trust-INTIMACY.png" alt="Elements of Trust: INTIMACY" width="590" height="367" />

THE TRUST EQUATION

We use the word “trust” to:
<ul>
 	<li>Interpret what people say</li>
 	<li>Describe behaviors</li>
 	<li>Decide if we feel comfortable sharing information</li>
 	<li>Indicate whether we feel other people have our interests at heart</li>
</ul>
&nbsp;

WATCH OUR VIDEO ON THE TRUST EQUATION

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Trust-Equation-for-Learning-Leaders.png" alt="TRUST EQUATION for Learning Leaders" width="587" height="355" />

THE FOUR VARIABLES
The Trust Equation uses four objective variables to measure trustworthiness. These four variables are best described as Credibility, Reliability, Intimacy, and Self-Orientation.
<blockquote>Let’s dig into each variable a bit more:

CREDIBILITY
has to do with the words we speak. In a sentence we might say, “I can trust what she says about intellectual property; she’s very credible on the subject.”

RELIABILITY
has to do with actions. We might say, “If he says he’ll deliver the product tomorrow, I trust him, because he’s dependable.”

INTIMACY
refers to the safety or security that we feel when entrusting someone with something. We might say, “I can trust her with that information; she’s never violated my confidentiality before, and she would never embarrass me.”

SELF-ORIENTATION
refers to the person’s focus. In particular, whether the person’s focus is primarily on him or herself, or on the other person. We might say, “I can’t trust him on this deal — I don’t think he cares enough about me, he’s focused on what he gets out of it.” Or more commonly, “I don’t trust him — I think he’s too concerned about how he’s appearing, so he’s not really paying attention.”
Source: learningexecutive.com &amp; trustedadvisor.com</blockquote>
ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Session Focus: Share our collective experience in leading, designing and delivering global learning solutions.

Business leaders expect Learning and Development (L&amp;D) will provide the same learning experience to all employees across different geographies.

This roundtable panel discussion is an opportunity to share our collective experience in designing and delivering global courses.
<h6 class="font-weight-bold mb-0"></h6>
As we dig into each core area a bit more, let's explore

<ol>
 	<li class="font-weight-bold mb-0"><a title="Leading Global L&amp;D Strategies" href="https://www.learningexecutive.com/insights/leading-ld-ele-leader-members-test-drive-josh-bersin-academy/">Leading Global L&amp;D Strategies</a></li>
 	<li><a title="Cohort Learning Principles to Scale" href="https://www.learningexecutive.com/insights/semi-synchronous-collaborative-learning-effective-strategies-for-personalized-and-cohort-based-learning/">Designing Cohort Learning Principles to Scale</a></li>
 	<li><a title="Global Content" href="https://www.learningexecutive.com/insights/rolling-out-global-learning-opportunities-consistent-and-locally-adaptable/"> Rolling out Content that is both Enterprise Consistent and Locally Adaptable</a></li>
</ol>
&nbsp;

<a href="https://www.learningexecutive.com/moments/workflow-learning-effective-strategies-for-personalized-and-cohort-based-learning/"><img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Effective-Strategies-for-Personalized-and-Cohort-based-Learning.png" alt="Effective Strategies for Personalized and Cohort-based Learning" width="285" height="270" /></a>

&nbsp;

To help guide the roundtable panel discussion, our facilitator will cover some or all of the following:
<ul>
 	<li>Initial Challenges</li>
 	<li>Global Design and Implementation Process</li>
 	<li>Insights from Leading Global L&amp;D Strategies</li>
 	<li>Insights from Global Design Process</li>
 	<li>Insights from Executing Implementation</li>
 	<li>Results What’s worked, or not?</li>
</ul>
&nbsp;

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Session Focus: A Workday LMS case study followed by a roundtable discussion on ensuring workers are well-braced for technology’s upcoming tidal wave.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
It may be time to rethink everything we thought we knew about corporate learning. Companies today are reshaping their learning models to deliver new value to employees and the business, making learning more real-time, on-demand, and embedded in the flow of work.

In this live discussion, ELE wants to explore both how we are supporting Learning in the Flow of Work and what role an LMS and digital technology help us scale.
<blockquote>In essence, learning in the flow of work means learners are able to extract information they need, when they need it, without having to interrupt their process. This means learners on the job, learn a skill they need, use that skill quickly, and then move on to their work as before.</blockquote>
With the right commitment to upskilling and reskilling, we can turn a production workforce built for the past into one for the future of work. The key will be to Support Growth Outside the Classroom and to ensure the information sticks.

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Zurich North America

Session Focus: Leveraging the Self-Sustaining Power of Lifelong Learning


We are all born with an inexhaustible and undeniable potential to learn. The brain has 200 billion neurons linked to one another through hundreds of trillions of connections called synapses. Neuroscientists are discovering the mechanisms of the brain that underpin theories of neuroplasticity, the brain’s ability to modify, change, and adapt both structure and function in response to “experiences.”

It starts at the synapse.
Based on cutting-edge neuroscience and cognitive psychology, this book will debunk learning myths that hinder your ability to be a learner.

What we will explore together:

⭐ Strategies to overcome the predominant barriers to learning.

⭐ Resources and ideas for integrating continual learning in your daily life.

⭐ Approaches for developing a life-long learning practice.

Teri’s view of the human potential for learning is infinitely scalable. She not only challenges the reader to overcome the barriers to learning but contextualizes the journey beyond individual or organizational capability.

Here are links to read Hardwired to Learn:
<ul>
 	<li>Book – <a href="https://www.learningexecutive.com/book/hardwired-to-learn-leveraging-the-self-sustaining-power-of-lifelong-learning/?author=teri-hart">Hardwired to Learn: on Teri’s ELE bookshelf</a></li>
 	<li>Summary – <a href="https://www.getabstract.com/en/summary/hardwired-to-learn/43970">Hardwired to Learn Free Summary by Teri Hart (getabstract.com)</a></li>
</ul>
WIIFM: Tackle the technologies of the 4th industrial revolution, as learning is necessary for our survival.

Hardwired to Learn | Cutting-edge Neuroscience

teri.hart

upskilling

neuroscience

azizeh.constantinescu

jesse.james

power skills

agile

agile mindset

monica.macfarlane

Session Focus: DEI Training Strategies to Shift Mindsets and Overcome Biases


The present (and future) reality of work requires organizations to rethink traditional ways for embedding DEI programs and tactics as we focus on employee experience. It should start one day one when onboarding new employees. The “what” of inclusive orientation and leadership development likely will stay the same. The “how” is a different story. The “how” is more challenging, both in tactics and tools.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We’ll focus our roundtable discussion on the following:

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> What tactic, tool or process have you implemented successfully?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> How can L&amp;D help to be inclusive with optimizing ERG operations to create business impact?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> What tactics help eliminate bias when managing business processes?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> What measures are you looking at for the success of your DEI programs? Are you still using those measures?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> What changes, if any, have you seen in your metrics? If you’ve had a significant change, how have you responded?

&nbsp;

The recent crisis is showcasing the upside of a blended learning approach for the changing workplace.

<hr />

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Session Focus: What challenges have you experienced in designing Hybrid Learning?


Hybrid learning initiatives have become an important part of the company’s work culture.

Are you ready to integrate hybrid learning into your classroom training?

If done correctly, the biggest strength of the hybrid learning model is that it can provide an equal learning experience for both in-class and remote learners

 TWO MAIN COMPONENTS.

The hybrid learning model includes two main components: a live classroom and a virtual training room.

In this session, let's explore together:
<ul>
 	<li>What about the challenge that most L&amp;D teams are facing currently?</li>
 	<li>What challenges have you experienced in designing Hybrid Learning?</li>
 	<li>What tactic, tool or process have you implemented when a significant number of your learners are 100% remote.</li>
</ul>
The recent crisis is showcasing the upside of a blended learning approach for the changing workplace.

<hr />

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Session Focus: Leveraging the Self-Sustaining Power of Lifelong Learning


We are all born with an inexhaustible and undeniable potential to learn. The brain has 200 billion neurons linked to one another through hundreds of trillions of connections called synapses. Neuroscientists are discovering the mechanisms of the brain that underpin theories of neuroplasticity, the brain’s ability to modify, change, and adapt both structure and function in response to “experiences.”

It starts at the synapse.
Based on cutting-edge neuroscience and cognitive psychology, this book will debunk learning myths that hinder your ability to be a learner.

What we will explore together:

⭐ Strategies to overcome the predominant barriers to learning.

⭐ Resources and ideas for integrating continual learning in your daily life.

⭐ Approaches for developing a life-long learning practice.

Teri's view of the human potential for learning is infinitely scalable. She not only challenges the reader to overcome the barriers to learning but contextualizes the journey beyond individual or organizational capability.

Here are links to read Hardwired to Learn:
<ul>
 	<li>Book - <a href="https://www.learningexecutive.com/book/hardwired-to-learn-leveraging-the-self-sustaining-power-of-lifelong-learning/?author=teri-hart">Hardwired to Learn: on Teri's ELE bookshelf</a></li>
 	<li>Summary - <a href="https://www.getabstract.com/en/summary/hardwired-to-learn/43970">Hardwired to Learn Free Summary by Teri Hart (getabstract.com)</a></li>
</ul>
? WIIFM: Tackle the technologies of the 4th industrial revolution, as learning is necessary for our survival.

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/12/Hardwired-to-Learn-getAbstract-Summary-by-Teri-Hart.png" />

<hr />

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Ace Hardware Corporation

<table border="0" width="100%" cellspacing="0" cellpadding="5">
<tbody>
<tr>
<td valign="top">
Microlearning is not only compact, it’s also focused, offering just the right amount of information necessary to help a learner achieve a specific, actionable objective. This makes microlearning in business contexts especially valuable. When deciding whether to use microlearning strategies, it’s important to consider both your business needs and the needs of your learner.
Departing from traditional classroom training, Carlos and Dana kick off this session learning about the audience using Kahoot! before each sharing a microlearning case study. Throughout this session will be an engaging, interactive group discussion.</td>
</tr>
<tr>
<td class="bodyText" colspan="2"></td>
</tr>
</tbody>
</table>

How Microlearning Complimented Our Blended Learning

learning strategy

dana.huot

carlos.velazquez

microlearning

ace hardware

Combined Insurance

In 2014, the Combined Insurance Learning &amp; Development Team launched a blended approach to our New Agent Education, combining traditional classroom experience with online learning, Virtual Product Training, and in-field training. Through strategic technological implementation, this New Agent Sales Training Program delivered significant cost savings to the organization and deeper learning for adult learners.

Although the strategy was sound, change can be difficult for any organization. In 2015, engagement and completion rates in classroom training remained high; however, our Virtual Product Training engagement levels were lower and inconsistent.

Our most significant opportunity in 2016 is to develop and deliver a Virtual Education Program that maximizes student engagement and alters student mindset from “mandatory training” (i.e., I have to be here) to “value-added training” (i.e., I want to be here).

We resolved to improve our engagement levels and effectiveness by:
<ul>
 	<li>Gaining a better understanding of our field partners, our New Agents, and their learning environments</li>
 	<li>Redesigning our Virtual Product Training curriculum to reinforce better our, “Right Start New Agent Development Program,” and increase activity and participation</li>
 	<li>Developing a metrics tool that allows both Field Leaders and the L&amp;D Team to identify trends, opportunities, and risks quickly</li>
</ul>
Keys to Success:
<ul>
 	<li>Being on the “cutting edge” requires staying on the uncomfortable edge - we must always be looking for ways to improve the design and delivery of our education.</li>
 	<li>REALLY knowing our audience means: Understanding their environment; Putting their needs first; Listening versus telling and teaching; Watching versus presenting</li>
 	<li>Virtual education must be activity-based and engaging, and always the design is based on adult learning best practices.</li>
</ul>
&nbsp;

Flipped Virtual Classroom: Maximizing Adult Engagement

sales training

Sales &amp; Customer Service

virtual

engagement

kari.wendorf

learning &amp; development

In today’s dynamic and disruptive business environment, companies that practice Gender Intelligence creates cultures of inclusiveness and grow in their global competitiveness. They secure and retain the best talent, make better strategic decisions, produce more relevant products and services, and, as a result, achieve superior financially.

The Gender Intelligence Group and Pearson Education together introduce Gender Intelligence, the next and most profound step in our evolution of the understanding of the natural and unique cognitive strengths in men and women.

They share best practices in Gender Intelligence—from leadership development at the c-suite to engaging e-learning programs for deep and lasting cultural change throughout an organization.
<ol>
 	<li>A deeper understanding of the different yet complementary critical thinking talents and skills of men and women</li>
 	<li>Recognizing the neuroscience of difference-thinking demonstrable in such areas as communication, problem-solving, decision-making, and leadership</li>
 	<li>How to create cultures that value those differences and effectively blend the traits, talents, and skills of women and men at all levels of leadership</li>
</ol>

Gender IQ for Developing Collaborative Leaders with John Fayad

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