ELE Group, LLC

Rothy's

This live discussion provided a necessary strategic pause—reframing 2025, a year when AI acceleration outpaced governance and skills into a clear, action-oriented agenda for 2026, shaped by some of the brightest minds in talent leadership.
The session, which focused on turning 2025's lessons into 2026's impact, moved beyond a simple recap to identify the structural gaps holding organizations back: unclear roles, inconsistent manager readiness, and a lack of skills and governance to match the speed of AI experimentation.

<h6 data-path-to-node="2">The Core Narrative: Addressing Structural Crisis and Strategic Mandate</h6>
The key insight is that AI has exposed profound flaws in organizational design, making the chief priority for 2026 a fundamental overhaul of how we define and manage work itself.

<blockquote data-path-to-node="3,0,1">
"Work is evolving faster than roles, causing heartburn around antiquated job structures." -- <a href="https://www.ele.llc/members/megan-bickle" target="_blank" rel="noopener">Megan Bickle</a>, Rothy's
</blockquote>
This structural crisis demands that the talent function lead the charge in strategic redesign—not as a support function, but as the architect of how work, skills, and AI come together.

<h6 data-path-to-node="6">Key Takeaways for Senior Talent &amp; Learning Leaders:</h6>
<ul data-path-to-node="7">
 	<li>
The Structural Work/Role Disconnect is the New Crisis: Work is evolving faster than job architecture, creating real tension around compensation, accountability, and career paths.
</li>
 	<li>
Operational AI Exposes Manager Readiness as the #1 Governance Gap: As AI moves into daily work, inconsistent manager capability—not technology—has become the primary bottleneck.
</li>
 	<li>
L&amp;D's Identity Must Pivot to 'Designer of the Blended Workflow: The talent function must intentionally design how human judgment and AI systems integrate—moving people up the value chain by design, not accident.
</li>
 	<li>
The Future of Work is a Mental Health Design Challenge: The focus is shifting from reactive wellness programs to proactively redesigning work in ways that protect psychological well-being.
</li>
</ul>

<hr data-path-to-node="8" />

<h6 data-path-to-node="9">The Strategic Mandate: Linking AI to Business Value</h6>
The ultimate goal for 2026 is harnessing AI to maximize competitive advantage. That requires moving past technological enthusiasm to disciplined, strategic deployment. As Chris Dunford emphasized, this is the constraint talent leaders must enforce:

<blockquote data-path-to-node="3,0,1">
"Don't just follow the tech for the tech's sake; it must be linked to a business need." -- <a href="https://www.ele.llc/members/chris-dunford" target="_blank" rel="noopener">Chris Dunford</a>, Aon
</blockquote>
This quote serves as the central mandate for any new AI-driven capability investment.
When that constraint is applied, the value proposition becomes clear. 
As <a style="font-size: 16px; background-color: #ffffff;" href="https://www.ele.llc/members/matt-donovan" target="_blank" rel="noopener">Matt </a><a href="https://www.ele.llc/members/matt-donovan" target="_blank" rel="noopener">Donovan </a>reinforced, this is the outcome talent leaders should design for:

<blockquote data-path-to-node="3,0,1">
"AI takes on tasks to enable humans to move up the value chain."
</blockquote>
This is not a philosophy—it’s the benchmark against which every AI-enabled role redesign, learning investment, and manager capability should be measured.


<hr data-path-to-node="15" />
Practical Actions for 2026 Strategic Planning (Where to Start)
To generate the necessary Talent Development Intelligence and address these strategic and human gaps, talent and learning leaders can start with the following actions:

<ol start="1" data-path-to-node="18">
 	<li>
Launch a Cross-Functional "Deconstruction of Work" Sprint: Start by deconstructing 3–5 mission-critical roles. Map which tasks are best handled by AI versus high-value human judgment to inform Q1 job architecture and skill redesign.
</li>
 	<li>
Measure Manager Readiness for AI Governance (Not Just Usage):  Assess managers on their ability to govern, embed, and coach responsible AI use—not just whether tools are adopted.
</li>
 	<li>
Reallocate L&amp;D Resources to the "Three C's": Use AI to clarify role expectations, co-curate third-party content, and customize individual learning journeys—embedding learning directly into the workflow.
</li>
</ol>
These actions shift talent teams from reacting to AI disruption to intentionally redesigning how work actually gets done.
ELE Outlook for 2026: Why Incremental Change Isn’t Enough for How Work Gets Done
As ELE heads into 2026, one signal is already clear: incremental improvements won’t keep pace with the human, structural, and leadership challenges created by AI at scale.  The mandate for talent and learning leaders is to shape how work evolves—clarifying job architecture, building practical manager capability for AI governance, and ensuring every technology investment is explicitly tied to business value. By focusing on these priorities, talent and learning leaders can turn the disruption of 2025 into a scalable impact in the year ahead.

2025 in Review, 2026 in Focus: Defining Talent Priorities for the AI Workforce

future of work

Strategy

Future of Work

Digital &amp; AI

dirk.tussing

tracey.wik

upskilling

azizeh.constantinescu

talent development

talent management

learning &amp; development

matt.donovan

Talent Strategy

marsha.love-morrow

employee experience

reskilling

workforce planning

matt.sernaker

megan.bickle

HR transformation

HR leadership

Business Alignment

sara.fitzgerald

AI &amp; Workforce

angelica.janina.stilling

4Q2025

cindy.pinkstaffmiller

L&amp;D strategy

organizational design

terresa.bubbers

ali.glaser

sam.amelio

AI governance

2026 planning

chris.dunford

dustin.brewer

manager readiness

job architecture

executive learning

2026 priorities

This robust discussion underscored a powerful truth: talent development leaders can no longer afford to wait for lagging indicators to reveal problems. To stay ahead, we must anticipate needs, align talent metrics with strategy, and act before gaps derail performance.
As Matt Sernaker shared:

<blockquote data-start="483" data-end="650">
"Shifting from surveys after the fact to shaping daily experiences turned our lowest-rated hotel into the top performer—and gave everyone a role in improvement."
</blockquote>
And Angelica Stilling reinforced with her systemic view:

<blockquote data-start="715" data-end="864">
"A focused talent scorecard reveals workforce patterns early—speeding time-to-fill, boosting retention, and giving leaders actionable visibility."
</blockquote>
Together, these perspectives highlight a shift in mindset and practice. It’s not just about reporting outcomes—it’s about shaping them. Predictive talent strategies bring business and HR closer together, using early signals to drive accountability, innovation, and measurable results.
When leaders integrate predictive metrics into strategy, they move from reactive firefighting to proactive value creation. And when those metrics are transparent, they don’t just inform decisions—they shape culture, empowering people at every level to own outcomes.


<hr data-start="1423" data-end="1426" />

<h3 data-start="1428" data-end="1450">🔑 5 Key Takeaways</h3>
<ol data-start="1451" data-end="1813">
 	<li data-start="1451" data-end="1519">
Lagging tells you what happened; leading tells you what’s next.
</li>
 	<li data-start="1520" data-end="1595">
Predictive metrics must align with business strategy to gain traction.
</li>
 	<li data-start="1596" data-end="1667">
Sales and DEI examples show how early signals prevent costly gaps.
</li>
 	<li data-start="1668" data-end="1732">
Transparency in data creates ownership and cultural buy-in.
</li>
 	<li data-start="1733" data-end="1813">
Don’t wait for perfect dashboards—directionally correct data drives action.
</li>
</ol>

<hr data-start="1815" data-end="1818" />

<h3 data-start="1820" data-end="1845">✅ 5 Practical Actions</h3>
<ol data-start="1846" data-end="2223">
 	<li data-start="1846" data-end="1921">
Embed predictive metrics into business reviews and strategic planning.
</li>
 	<li data-start="1922" data-end="2000">
Review leading indicators more frequently to allow for course correction.
</li>
 	<li data-start="2001" data-end="2066">
Define measures with executives upfront to secure alignment.
</li>
 	<li data-start="2067" data-end="2132">
Pilot predictive talent metrics in one function, then scale.
</li>
 	<li data-start="2133" data-end="2223">
Share results beyond leadership—use ERGs and employee forums to drive culture change.
</li>
</ol>

<hr data-start="2225" data-end="2228" />
🔮 Predictive talent isn’t just a measurement shift—it’s a mindset shift. By blending culture, data, and foresight, talent development leaders can deliver results that matter most to the business.
📣 How is your organization shifting from lagging to leading indicators? Let’s continue this conversation in the <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a>.

Predictive Talent: Anticipating Needs Before They Hit the Business

talent risk

Analytics

suzanne.sherry

performance improvement

colin.hahn

Culture Change

marty.murrillo

Performance Improvement

organizational agility

workforce readiness

employee retention

kelly.wojda

yolanda.mangram

Strategic HR

HR Analytics

Predictive Analytics

emily.decker-bess

HR Insights

data driven HR

3Q2025

DEI Strategy

talent forecasting

capability gaps

future learning

talent trends

talent analytics

holly.r.pyatt

predictive talent

leading indicators

lagging indicators

talent metrics

HR scorecard

sales enablement

proactive talent development

This live discussion provided a wake-up call for talent development leaders: to influence the C-suite, it’s not enough to show data — you must show why it matters.
We explored how L&amp;D leaders can transform talent insights into true business intelligence by focusing on one essential principle:

<blockquote data-start="429" data-end="539">
“Define the decision you’re supporting, then show the data that reduces uncertainty so leaders can act.” -- <a href="https://www.ele.llc/members/colin-hahn" target="_blank" rel="noopener">Colin Hahn</a>, FranklinCovey
</blockquote>
Here’s the real challenge — it’s not the communicating that’s hard; it’s knowing what to gather, why it matters, and how it ties to business outcomes.
Instead of reporting training hours, flip the script: ✅ What risk are we reducing? ✅ What opportunity are we unlocking? ✅ How does this help the business win?
Five takeaways to spark your next conversation with executives:
🔹 Frame talent metrics as business outcomes. Speak the C-suite’s language: revenue, risk, cost, speed, and competitive edge. 🔹 Use rising external reporting as leverage. Public companies will soon report talent risks and strengths to shareholders — get ahead by shaping the internal story now. 🔹 Playbook available — leverage ISO 30414. Use global standards to boost credibility and translate talent insights into business terms. 🔹 Focus on outcomes, not activities. Shift from counting programs to showing measurable results executives care about. 🔹 Position talent risks as business risks — and advantages. Show how skill gaps, leadership pipelines, or engagement directly affect strategy and market position.
Practical next moves for talent leaders: ✨ Audit your reporting: are you showing impact or activity? ✨ Build a one-page human capital statement that speaks their language. ✨ Find your executive champions. ✨ Map the skills that future-proof your business. ✨ Socialize early — shape the narrative before the big meeting.
Here’s the unlock: When talent leaders shift from reporting to advising — from showing numbers to reducing uncertainty — they become indispensable partners at the table.

Talent Data = Business Strategy: Speaking the Language of the C-Suite

jane.shlaes

talent acquisition

leadership development

eduardo.burgos

employee engagement

HR Strategy

HR leaders

learning analytics

lauren.marder

data storytelling

business strategy

HR Data Analytics

Workforce Transformation

sheryl.smikle

phyllis.king

Executive Influence

adam.walleser

HR business strategy

talent insights

HR talent management

HR data

C-suite communication

human capital reporting

L&amp;D metrics

business outcomes

CNA Insurance

Zurn Elkay Water Solutions

Session Focus: Harnessing AI to Connect Learning with Strategic Business Execution (Use Case: Zurn/Elkay Culture Building Post M&amp;A)


This ELE Experience offered senior HR and talent leaders an immersive, hands-on look at how generative AI—specifically Microsoft Copilot—can bridge the gap between learning initiatives and business strategy.

As organizations continue to evolve—through mergers, digital transformation, or shifts in workforce expectations—talent leaders are expected to do more than manage programs. We're being asked to deliver strategic value that shapes culture, enables leadership, and drives execution.

That’s why the theme of our May 8 AI Practical Lab, “Aligning Learning with Organizational Goals,” resonated so strongly.
<blockquote>"We’re rebalancing our efforts—performance goals matter, but how we lead matters just as much." -- <a href="https://www.ele.llc/members/jenny-heitman" target="_blank" rel="noopener">Jenny Heitman</a>, Zurn Elkay Water Solutions</blockquote>
We were especially excited to welcome <a href="https://www.ele.llc/members/jenny-heitman" target="_blank" rel="noopener">Jenny Heitman</a> from Zurn Elkay, who shared a real-world case study on rebuilding engagement and leadership alignment post-merger. Her example, paired with The Capability Blueprint from our Insights archive, created a simple but powerful framework for strategic alignment:

<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2025/05/The-Capability-Blueprint.jpg" alt="" width="793" height="558" />

As we prompted Copilot using The Capability Blueprint, the combination became a practical guide to drive focused action and business impact.

For those who couldn’t join us live, here are three questions we encourage you to explore with your team:
<ol>
 	<li>What do we want to be? -- Clarify your business strategy—your north star that defines purpose and direction.</li>
 	<li>How do we get there? -- Look at it through multiple lenses:
<ul>
 	<li>People (culture, organization, and competency)</li>
 	<li>Process (workflow and efficiency)</li>
 	<li>Technology (tools, applications, and delivery vehicles)</li>
</ul>
</li>
 	<li>How do we know when we’re there? -- Define meaningful performance metrics that demonstrate impact and progress.</li>
</ol>
Let’s keep the momentum going. If you'd like to dive deeper into any of these areas.

This wasn’t a theoretical discussion—it was a practical lab. With support from Jason Davis, Behati Hart, and Peter Hogaboam, participants learned how to:
<ul>
 	<li>Use Microsoft Copilot to structure a learning strategy,</li>
 	<li>Align behaviors with values across job families, and</li>
 	<li>Generate measurable outcomes that matter to the business.</li>
</ul>
As Peter reminded us, success with AI starts with a mindset shift:
<blockquote>"Try things. Be curious. Upload a document. Ask how AI would approach the problem. That’s where the value shows up." -- <a href="https://www.ele.llc/members/peter-hogaboam" target="_blank" rel="noopener">Peter Hogaboam</a>, CNA Insurance</blockquote>
<h2 class="" data-start="1895" data-end="1939">🔑 Top 3 Key Takeaways for HR Talent Leaders</h2>
<ol data-start="1941" data-end="2488">
 	<li class="" data-start="1941" data-end="2093">
Behavioral Alignment Is the Real Culture Work Strategy alone isn’t enough—behavioral consistency across roles is what brings change to life.
</li>
 	<li class="" data-start="2095" data-end="2296">
AI Enhances Strategic Clarity and Speed Generative AI, when fed with the right context, can accelerate the creation of blueprints, surface KPIs, and shape actionable learning interventions.
</li>
 	<li class="" data-start="2298" data-end="2488">
Inclusion + Peer Collaboration Drive Sustainable Change Engaging employees in co-creating expectations and collaborating across companies fuels belonging, creativity, and buy-in.
</li>
</ol>

<hr class="" data-start="2490" data-end="2493" />

<h2 class="" data-start="2495" data-end="2538">🛠️ 5 Practical Actions You Can Take Now</h2>
<ol data-start="2540" data-end="3530">
 	<li class="" data-start="2540" data-end="2735">
Reinforce Core Values at Every Level Map how your values show up in each job family. Use AI tools to draft behavioral guides tailored to functions like marketing, operations, or tech.
</li>
 	<li class="" data-start="2737" data-end="2950">
Train Teams on Prompting and Contextual AI Use Encourage your HR and L&amp;D teams to experiment with uploading docs and using AI to synthesize strategic plans, build personas, and generate learning paths.
</li>
 	<li class="" data-start="2952" data-end="3156">
Use ‘How Might We’ Questions to Drive Engagement Reframe initiatives as design prompts (e.g., “How might we build accountability into everyday work?”) to spark ideation and shared ownership.
</li>
 	<li class="" data-start="3158" data-end="3336">
Co-Create Success Metrics With Business Leaders Define what winning looks like with key stakeholders first, then build learning solutions that support those outcomes.
</li>
 	<li class="" data-start="3338" data-end="3530">
Host Peer-Led AI Practice Labs Create safe, vendor-free spaces for your team or community to test tools like Copilot, ChatGPT, or Claude. Share results, iterate together, and grow.
</li>
</ol>
This session underscored a vital shift in our field: the future of learning and development isn’t just about content or delivery—it’s about orchestrating behavior change at scale. AI can help, but it’s still the human insight that drives impact.
As HR talent leaders, we’re at a unique inflection point—where the tools are powerful, the expectations are high, and the opportunity to lead through innovation has never been greater.
Are we ready to challenge our understanding and integrate AI in ways that not only meet but advance our strategic goals?
Let’s keep learning—together and share your journey on <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a>.
<img class="aligncenter size-full wp-image-42837" src="https://wp.ele.llc/wp-content/uploads/2024/10/For-The-Culture-Book-Cover.jpg" alt="For The Culture (Collins, 2024)" width="348" height="522" />
<a title="I Bullseye Tactics For Non-Technical Business Leader" href="https://www.ele.llc/members/bookshelf/for-the-culture">For the Culture: The Power Behind What We Buy, What We Do, and Who We Want to Be</a>

<blockquote>"You shouldn’t be afraid of AI taking your job, but you should be afraid of someone who knows how to use AI taking your job." - <a href="https://www.learningexecutive.com/members/mike-kester">Mike Kester</a></blockquote>

✨ AI Practical Lab: Aligning Learning with Organizational Goals

jason.davis

Adding Value

betty.hart

organizational effectiveness

learning and development

jenny.heitman

peter.hogaboam

learning trends

ChatGPT

AI tools

HR Innovation

HR future

AI in HR

GenAI

Workforce Strategy

generative AI

talent-talk

behavioral change

ai practical lab

Build a book

erin.joslin

Culture Transformation

2Q2025

laura.sandera

rhonda.sharp

<blockquote>"Is there an opportunity to reposition here, to stay committed and continue the (DEI) work we are doing, but do it under a slightly different banner?" - <a href="https://www.ele.llc/members/iris-farley" target="_blank" rel="noopener">Iris Farley</a></blockquote>
Repositioning DEI as a Strategic Business Driver
This dynamic roundtable gathered top HR and talent leaders to explore how DEIB initiatives can evolve to support business priorities directly. Here's a glimpse of the key takeaways, along with actionable next steps:
Here are key takeaways from the discussion:

<ul>
 	<li>Embedding DEI in Business Strategy – ERGs as Strategic Partners
→ Action: Review your organization’s strategic plan and identify 2-3 priority areas where ERGs and DEI initiatives can contribute measurable impact. Draft an engagement roadmap with key objectives.</li>
 	<li>Building Inclusive, High-Performing Teams
→ Action: Partner with L&amp;D to integrate inclusive leadership training into core business programs. Explore how ERGs can facilitate peer learning and executive mentorship.</li>
 	<li> Empowering Leaders to Drive Change
→ Action: Engage executive sponsors in a strategic dialogue. Work with ERG leaders to co-create a business-aligned DEI vision that resonates with leadership priorities.</li>
 	<li>Reimagining DEI for 2025 &amp; Beyond– Develop strategic DEI playbooks for Executive Sponsors.
→ Action: Join us on April 10th for the ✨<a href="https://www.ele.llc/events/ai-practical-labs-9">AI Practical Lab: From Vision to Action, Co-Creating DEI Playbooks That Drive Business Impact | ELE Group</a> to explore next-gen DEI strategies and business integration.</li>
</ul>
This roundtable wasn't just a discussion—it was action. Participants collaboratively developed strategic playbooks to transform current DEI practices into robust strategies driving innovation and competitive advantage.
Looking ahead to 2025, HR leaders must reimagine DEI not as a separate initiative but as a core business driver. By prioritizing inclusion and empowering leaders, organizations can cultivate a more engaged, innovative, and committed workforce, positioning themselves for future success. These strategies enable senior HR talent leaders to not only adapt to evolving demographics and expectations but to lead the way in building truly inclusive, high-performing workplaces.

Strategic DEI Reimagined: From Employee Groups to Business Impact in 2025 and Beyond

Leadership

charisse.kosova

Change Management

deborah.lenchard

edward.desrosiers

marty.rosenheck

strategic alignment

ana.bedard

guillermo.gutierrez

business impact

continuous learning

DEIB

iris.farley

Inclusive Workplace

organizational culture

HR strategies

Diversity and Inclusion

Workplace Inclusion

Aligning with Culture

inclusion strategies

organizational learning

knowledge sharing

innovation culture

HR Metrics

DEIB toolkit

juliana.sobanski

Strategic DEI

Inclusion In Action

Corporate Strategy

Session Focus: This highly interactive roundtable empowers talent leaders to redefine diversity, equity, inclusion, and belonging (DEIB) initiatives as strategic drivers of business success. Through collaborative ideation, participants will craft actionable strategies to transform DEI from resource-focused efforts into powerful tools for achieving organizational goals and measurable impact in 2025 and beyond.<div class="group/conversation-turn relative flex w-full min-w-0 flex-col agent-turn"><div class="flex-col gap-1 md:gap-3"><div class="flex max-w-full flex-col flex-grow"><div class="min-h-[20px] text-message flex w-full flex-col items-end gap-2 whitespace-normal break-words [.text-message+&amp;]:mt-5" dir="auto" data-message-author-role="assistant" data-message-id="06167a8a-0cf7-4e4b-ac90-418662019320"><div class="flex w-full flex-col gap-1 empty:hidden first:pt-[3px]"><div class="markdown prose w-full break-words dark:prose-invert light"><a href="https://www.advocate.com/news/companies-abandoning-dei#rebelltitem8" target="_blank" rel="noopener">These nine major companies caved to the far right and stopped DEI programs</a>:<ol><li style="list-style-type: none;"><ol><li style="list-style-type: none;"><ol><li style="list-style-type: none;"><ol><li>Meta (Facebook)</li><li style="text-align: left;">Walmart</li><li style="text-align: left;">Molson Coors</li><li style="text-align: left;">Ford Motor Co.</li><li style="text-align: left;">John Deere</li><li style="text-align: left;">Lowe's</li><li style="text-align: left;">Harley-Davidson</li><li style="text-align: left;">Brown-Forman</li><li style="text-align: left;">Tractor Supply Co.</li><li style="text-align: left;">Toyota Motor Corp.</li></ol></li></ol></li></ol></li></ol>Let’s Roll Up Our Sleeves and Reimagine a Bold DEI Pathway Forward Join us for an interactive session designed to equip talent leaders with the tools and strategies needed to overcome challenges, drive measurable impact, and align DEIB initiatives with business priorities. Together, we’ll tackle the following critical areas:<ul><li>Navigating External Pressures: Develop strategies to address and counter opposition from legislation and public campaigns, such as those led by figures like Robby Starbuck, while reinforcing DEIB’s role in achieving business goals and corporate governance excellence.</li><li>Customizable DEIB Metrics Framework: Discover practical approaches to design and implement metrics that effectively measure progress and demonstrate the business impact of DEIB initiatives.</li><li>Inclusive Leadership Playbook: Craft actionable tools to empower leaders to build equity and belonging across diverse teams, fostering a more inclusive culture.</li><li>Bias-Busting Strategies: Learn innovative techniques to identify, address, and mitigate unconscious bias in organizational decision-making processes.</li><li>Psychological Safety Blueprints: Create a structured plan to cultivate environments where employees feel safe, valued, and encouraged to contribute their unique perspectives.</li><li>AI-Enhanced DEIB Solutions: Explore cutting-edge ways to leverage artificial intelligence and technology to amplify DEIB outcomes and drive innovation.</li></ul>This session offers practical, forward-thinking insights to help you reimagine DEI as a strategic business enabler for 2025 and beyond.   What to Expect: Through guided activities, group brainstorming, and practical exercises, you'll leave this session with a tangible roadmap to build new strategies and tools directly improving business impact. This is more than a discussion—it's an opportunity to create actionable resources that will help you advocate for DEIB, secure continued investment, and drive long-term success Next, we will meet in April for our AI Practical Lab to learn how to start building:<ul><li><a href="https://www.ele.llc/events/ai-practical-labs-9">April Event: ✨ AI Practical Lab: Co-create a DEIB Toolkit to Sustain 2025 &amp; Beyond | ELE Group</a></li></ul></div></div></div></div></div></div><div class="group/conversation-turn relative flex w-full min-w-0 flex-col agent-turn"><div class="flex-col gap-1 md:gap-3"><div class="flex max-w-full flex-col flex-grow"><div class="min-h-[20px] text-message flex w-full flex-col items-end gap-2 whitespace-normal break-words [.text-message+&amp;]:mt-5" dir="auto" data-message-author-role="assistant" data-message-id="06167a8a-0cf7-4e4b-ac90-418662019320"><div class="flex w-full flex-col gap-1 empty:hidden first:pt-[3px]"><hr /></div></div></div></div></div>This session will offer HR Talent &amp; DEI leaders actionable insights from industry leaders on transforming rigid structures into adaptive networks that empower employees across all levels.ELE produces this Learning Circle: Reskilling Talent Development. ELE's <a title="ELE's Idea Exchange" href="/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

single-event

Your Teams

Learning Circles

richard.busby

Complimentary

online event

complimentary event

Engagement &amp; Culture

ashanti.morgan

team communication

teaming techniques

Goodyear Tire & Rubber Company

Session Focus: Discover Goodyear's innovative platform that enhances leadership through flexible and interactive cohort learning.
This session provided crucial insights into the evolving landscape of learning and development (L&amp;D), compelling us to reflect on our current approaches.

<blockquote>"We must transcend traditional classrooms and rethink how and where learning happens." -- <a href="https://www.ele.llc/members/rachel-ruegg" target="_blank" rel="noopener">Rachel Ruegg</a></blockquote>
This perspective challenges us as HR leaders to adapt and innovate in our training methodologies to better meet the needs of a diverse and global workforce.

&nbsp;

<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/04/Practical-Learning-and-Collaboration.jpg" alt="GMs learning at a tire factory" width="784" height="441" />

Three key takeaways from the discussion are especially relevant:
<ol>
 	<li>Embrace Flexible Learning Modalities: The shift toward asynchronous and flexible learning environments is essential. This approach accommodates individual learning styles and schedules, increasing engagement and allowing employees to learn at their own pace and on their own terms.</li>
 	<li>Facilitator’s Evolving Role: The role of L&amp;D facilitators is no longer confined to the front of a traditional classroom but extends into guiding real-time application of skills in the workplace. This shift requires us to support and train facilitators to engage actively and supportively with learners in these new, dynamic roles.</li>
 	<li>Align L&amp;D with Business Outcomes: It is crucial to align L&amp;D initiatives closely with business goals. Designing learning experiences that directly support organizational objectives ensures that L&amp;D is perceived not just as a cost center but as a strategic investment driving tangible business impact.</li>
</ol>
By integrating these strategies into our L&amp;D frameworks, we can ensure our learning initiatives are not only more adaptive and responsive to the needs of our workforce but also aligned with the strategic directions of our organizations. Let's champion these changes to foster a more engaged, efficient, and effective workforce.

Navigating the Middle: General Managers Cohort Learning @ Goodyear

rochelle.house

cohort learning

middle-manager

julian.malnak

workforce development

manager development

organizational development

digital learning

rachel.ruegg

organizational success

workplace innovation

Designing Cohort Learning to Scale

Leadership Training

Practical Skills

andy.hillig

Asynchronous Learning

Training Innovation

Facilitator Role

What Makes a Great Training Organization reveals the key practices that set top training organizations apart. Backed by data from <a class="HwfnrGwzbVhgqrHJQnWsTubRGppSSZmI " tabindex="0" href="https://www.linkedin.com/company/training-industry-inc-/" target="_self" rel="noopener" data-test-app-aware-link="">Training Industry, Inc.</a>, this book offers practical strategies to align L&amp;D with business goals, measure success, and build a culture of continuous learning.

If you're ready to move beyond check-the-box training and drive real impact, this is a must-read.

Learners have changed―radically. Businesses have changed―even more radically. If you're a learning leader, you know your organization must change just as profoundly. You may already be working to lead that change. This book shares best practices that will help you focus your scarce resources on achieving excellence where it matters most today and where it will matter most tomorrow. Doug Harward and Ken Taylor have spent more than 10 years identifying and validating the specific processes and practices associated with outstanding training organization performance. Building on this unprecedented research, they help you define priorities that tightly align with business goals and objectives, choose best practices you can realistically implement, and get results.
Reflecting comprehensive new research, this book identifies eight sets of training processes proven to drive the greatest sustainable performance improvements. Drawing on their pioneering training industry experience, Doug Harward and Ken Taylor drill down into each set of capabilities, helping you build on what you're already doing well, and achieve excellence on the business metrics that matter most. This evidence-based best-practice guide helps you focus your efforts where they will deliver the greatest value, build implementation roadmaps based on the field's hard-earned wisdom, and successfully execute. Reflecting profound insights into today's learners and corporate goals, it will help you excel whether you deliver training internally, purchase services from suppliers, or supply training services to businesses.

Optimize the value of training by focusing on these eight process areas:
<ul>
 	<li>Strategic Alignment: Design learning programs that align with business objectives.</li>
 	<li>Content Development: Assess, design, manage, and maintain content.</li>
 	<li>Delivery: Manage instructor networks and deliver via multiple modalities.</li>
 	<li>Diagnostics: Identify causes of problems and recommend solutions.</li>
 	<li>Reporting &amp; Analysis: Define business metrics, report data, make improvements.</li>
 	<li>Technology Integration: Integrate learning technologies with each other and enterprise systems.</li>
 	<li>Administrative Services: Support learners via scheduling, registration, and more.</li>
 	<li>Portfolio Management: Manage, rationalize, and maintain large program portfolios.</li>
</ul>

What Makes a Great Training Organization?: A Handbook of Best Practices

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