The Regis Company

ELE Group, LLC

👂Listen to an NPR-like Podcast generated by Google's Notebook LM for this live discussion:

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<blockquote>"A CHRO told me, ‘I don’t care about completion rates—I care if my sales team closes more deals. L&amp;D must speak the language of revenue and risk.’" -- <a href="https://www.ele.llc/members/holly-hamann" target="_blank" rel="noopener">Holly Hamann</a>, The Regis Company.</blockquote>
That blunt reminder set the tone: talent development metrics only matter if they connect to business outcomes.
As Laura reinforced:
<blockquote>"Even the best skills program fails if we can’t show impact tied to business outcomes." -- <a href="https://www.ele.llc/members/laura-sandera" target="_blank" rel="noopener">Laura Sandera</a>, Acrisure.</blockquote>
This robust  discussion underscored that talent development is at a crossroads: organizations invest heavily in skills initiatives, but without validation, most struggle to prove real business impact. Presenters argued that the shift from activity-based measurement (completions, satisfaction scores) to practice-based validation (decision quality, adaptability under pressure, business outcomes) is critical.

<h3>🎭 Fun but Powerful Analogy</h3>
To drive the message home, Holly mapped common L&amp;D stakeholder personas to Sesame Street characters — showing how our measurement blind spots often look a lot like familiar Muppets:
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/Cookie-Monster.jpg" alt="" width="40" height="40" />  Cookie Monster → Obsessed with just one thing (completions).
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/Elmo.jpg" alt="" width="40" height="40" />  Elmo → One-size-fits-all, siloed perspective.
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/Yip-Yips.jpg" alt="" width="40" height="40" />  Yip Yips → Confused and disconnected from reality.
<img class="" src=" https://wp.ele.llc/wp-content/uploads/2025/08/Oscar-the-Grouch.jpg" alt="" width="40" height="40" />  Oscar the Grouch → Cynical resistance to change.
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/Ernie.jpg" alt="" width="40" height="40" />  Ernie → Needs to be reminded over and over (skills decay).
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/The-Count.jpg" alt="" width="40" height="40" />  The Count → Counting activity, not impact.
<h3>Why It Matters</h3>
This discussion underscored a critical shift: validation is the bridge between learning and business outcomes. When we prove impact in the language of the C-suite—revenue, risk, customer results—talent development earns a strategic seat at the table.

This conversation challenged us to rethink how we measure skills development. Are we reporting activity that comforts L&amp;D—or evidence that convinces CFOs and CEOs?

👉 This framing made it instantly clear: the barriers we face in measurement are universal — but so are the opportunities to fix them.

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<h2 data-start="1231" data-end="1283">🔑 Key Takeaways for Talent Development Leaders</h2>
<ol data-start="1285" data-end="2125">
 	<li data-start="1285" data-end="1468">
Shift from activity to impact. Completion rates and satisfaction surveys don’t prove competence. Instead, measure behaviors, decision quality, and application under pressure.
</li>
 	<li data-start="1469" data-end="1616">
Validate skills continuously. One-time assessments miss the mark. Ongoing practice and measurement prevent decay and track real readiness.
</li>
 	<li data-start="1617" data-end="1764">
Integrate into enterprise data. If L&amp;D metrics aren’t connected to BI dashboards and financial KPIs, they won’t influence decision-makers.
</li>
 	<li data-start="1765" data-end="1944">
Use practice-based simulations. Safe, realistic environments reveal how leaders make decisions, handle trade-offs, and adapt—creating data that links learning to results.
</li>
 	<li data-start="1945" data-end="2125">
Reposition L&amp;D as a business driver. With validated data tied to revenue, risk, or customer outcomes, learning teams move from “cost centers” to trusted business partners.
</li>
</ol>

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<h2 data-start="2132" data-end="2173">✅ Practical Actions You Can Take Now</h2>
<ol data-start="2175" data-end="2848">
 	<li data-start="2175" data-end="2328">
Redesign dashboards by role – Give learners feedback on gaps, facilitators coaching insights, and executives ROI stories from the same data set.
</li>
 	<li data-start="2329" data-end="2457">
Integrate with enterprise BI – Connect L&amp;D metrics into enterprise dashboards so they “count” in CEO/CFO conversations.
</li>
 	<li data-start="2458" data-end="2599">
Embed skill practice into learning strategy – Move beyond knowledge checks; use simulations that measure application under pressure.
</li>
 	<li data-start="2600" data-end="2733">
Pilot with power skills – Focus first on adaptability, problem-solving, and collaboration where business impact is clearest.
</li>
 	<li data-start="2734" data-end="2848">
Automate continuous validation – Trigger refreshers and track proficiency over time to sustain readiness.
</li>
</ol>

<hr data-start="2850" data-end="2853" />
This is the pivot senior talent development leaders must embrace: stop counting courses and start validating capabilities that drive the business forward. When our data speaks the language of the C-suite, L&amp;D doesn’t just support strategy—it shapes it.

Measuring Skills Development: How Talent Data Validates Business Impact

Strategy

Analytics

dirk.tussing

edward.desrosiers

talent development

anton.maletich

colin.hahn

power skills

marty.murrillo

tamika.pumphrey

business impact

continuous learning

reskilling

learning and development

learning data

HR leadership

learning analytics

Strategic HR

maggie.lowenberg

business strategy

Data-Driven L&amp;D

nicole.defalco

angelica.janina.stilling

3Q2025

laura.sandera

cindy.pinkstaffmiller

talent insights

L&amp;D strategy

C-suite communication

executive presence

learning metrics

deepa.kartha

talent development strategy

talent intelligence

ali.glaser

holly.hamann

sheri.weaver

skills validation

business impact of learning

skills measurement

enterprise data strategy

practice-based learning

learning simulations

ROI of learning

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

talent risk

jane.shlaes

talent acquisition

azizeh.constantinescu

leadership development

talent management

eduardo.burgos

Talent Strategy

employee engagement

yolanda.mangram

HR Strategy

HR leaders

lauren.marder

data storytelling

HR Data Analytics

Workforce Transformation

HR Analytics

emily.decker-bess

Business Alignment

sheryl.smikle

phyllis.king

Executive Influence

adam.walleser

HR business strategy

HR talent management

HR data

holly.r.pyatt

human capital reporting

L&amp;D metrics

business outcomes

Problem Solutions

Michael Hruska’s keynote wasn’t about the future of AI—it was about the now. In “Thinking AI First,” he made a clear case: it’s time to move beyond the hype and start building AI-powered enterprises that amplify human capabilities, not just automate tasks. Hruska invited us to stop thinking of AI as a tool and start seeing it as a partner—one that unlocks new performance thresholds, creative breakthroughs, and human potential.

<img class="aligncenter wp-image-43033" src="https://wp.ele.llc/wp-content/uploads/2025/05/Hruska-Keynote-1.jpg" alt="Thinking AI First: Growing your Augmented Enterprise" width="656" height="445" />
<blockquote data-start="718" data-end="862">
“AI isn’t just automation—it’s transformation. The real question isn’t what AI can do, but who we can become with it.” — <a href="https://www.ele.llc/members/michael-hruska" target="_blank" rel="noopener">Michael Hruska</a>, Problem Solutions.
</blockquote>
Here are five big takeaways for HR and talent leaders ready to lead the shift:

<ul data-start="944" data-end="1953">
 	<li data-start="944" data-end="1170">
Think Augmentation, Not Automation Frame AI as a co-creator that enhances human contribution—not a job taker. This mindset shift is critical to overcoming fear and fostering collaboration between people and machines.
</li>
 	<li data-start="1172" data-end="1356">
Build Your AIQ Blended intelligence—the fusion of human insight with AI’s speed and memory—isn’t optional. It’s what will drive scalable problem-solving and unlock new value.
</li>
 	<li data-start="1358" data-end="1584">
Close the AI Literacy Gap 70% of AI initiatives fail to scale—often because teams don’t know how to use the tools. Leaders must invest in training across all levels, including prompt engineering and change readiness.
</li>
 	<li data-start="1586" data-end="1761">
Free Humans for Higher-Order Thinking AI doesn’t just make things faster—it clears the way for creativity by reducing low-value tasks and speeding up project cycles.
</li>
 	<li data-start="1763" data-end="1953">
Lead the Cultural Shift Adopting AI is less about tools and more about mindset. Build a culture of curiosity, experimentation, and “daily spirals” of learning to stay future-ready.
</li>
</ul>
Leadership Isn’t Optional—It’s the Engine of AI-Driven Transformation Michael’s closing message was clear: AI success hinges on leadership. It’s not just about adopting tools—it’s about designing cultures where AI and people co-evolve. Leaders must model curiosity, invest in AI literacy, and align AI efforts with purpose and performance.
Without strong leadership, AI remains a stalled pilot. With it, AI becomes a catalyst for growth, creativity, and transformation.
The future belongs to those who don’t wait for AI to work—but intentionally lead the way, shaping systems where human potential and machine intelligence thrive together.

Thinking AI First: Growing your Augmented Enterprise

future of work

Future of Work

Digital &amp; AI

digital transformation

learning culture

workforce development

organizational change

AI tools

HR Innovation

AI in HR

human AI collaboration

AI transformation

artificial intelligence

michael.hruska

wise2025

thinking AI first

augmented enterprise

strategic framework

enhanced decision-making

accelerated innovation

improved efficiency

human intelligence

organizational capacity

Augmented Intelligence

Session Focus: How to translate skills development data into business outcomes that matter to CEOs and CFOs.
In this robust discussion, we’ll explore how forward-thinking HR and L&amp;D leaders are elevating the role of learning data—moving beyond activity metrics to measuring skills growth and proving tangible business impact.
You’ll learn how to frame skills development in terms of revenue growth, cost efficiency, and risk mitigation—the language that resonates with CEOs and CFOs. We’ll dive into what data truly matters at the executive level, why it’s critical for strategic decision-making, and how to confidently articulate the impact of learning on your organization’s bottom line.
Expect actionable frameworks and peer-driven insights to help you position L&amp;D as a core driver of business success—not just an HR function.

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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

Complimentary

Organizational Growth

Data-Driven Decisions

Session Focus: How to frame talent insights in business terms that resonate with CEOs and CFOs—what data matters most and why.

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In this session, we'll explore how to translate complex talent insights into actionable business strategies that capture the attention of CEOs and CFOs. This isn't just about presenting data; it's about framing it in terms of revenue, cost, and risk—the language of the C-suite.

Discover what talent data truly matters to executive leadership, why it's critical for strategic decision-making, and how to articulate its direct impact on organizational goals. Learn to confidently demonstrate HR's indispensable role in driving business success.

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This session will offer HR Talent 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.

Great things don't happen in a vacuum. However, creating an environment for creative thinking and innovation can be daunting. How can you make it happen at your company? The answer may surprise you: Gamestorming.

This book includes over 80 games to help you break down barriers, communicate better, and generate new ideas, insights, and strategies. The authors have identified tools and techniques from some of the world's most innovative professionals whose teams collaborate and make great things happen. This book is the result: a unique collection of games that encourage engagement and creativity while bringing more structure and clarity to the workplace. Find out why--and how--with Gamestorming.
<ul>
 	<li>Overcome conflict and increase engagement with team-oriented games</li>
 	<li>Improve collaboration and communication in cross-disciplinary teams with visual-thinking techniques</li>
 	<li>Improve understanding by role-playing customer and user experiences</li>
 	<li>Generate better ideas and more of them faster than ever before</li>
 	<li>Shorten meetings and make them more productive</li>
 	<li>Simulate and explore complex systems, interactions, and dynamics</li>
 	<li>Identify a problem's root cause and find the paths that point toward a solution</li>
</ul>

Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers

kyle.swanson

innovation

Operations

team-building

nancy.dome

communication skills

organizational development

problem solving

Conflict Resolution

team collaboration

Creative Thinking

Gamestorming

Workplace Engagement

Visual Thinking

Role-Playing Games

Meeting Productivity

Cross-Disciplinary Teams

Idea Generation

Book Review

Business Books

Creativity in Business

Strategy Games

gamification

"Great Work: How to Make a Difference People Love" argues that exceptional work isn't confined to a select few; it's something we can all achieve. The book challenges the traditional belief that success is pre-determined by IQ, education, or job title. Instead, it asserts that innovation and excellence can emerge from anyone, anywhere.

Drawing on the most extensive study of its kind, "Great Work" distills five actionable skills that empower you to think creatively, innovate, and produce work that not only meets expectations but goes beyond, capturing the attention and admiration of others. This guide is not just theoretical; it's packed with real stories from people in everyday jobs who exceeded what was asked by adding their unique touch and transforming routine tasks into opportunities for significant impact.

Authored by David Sturt with insights from Mark Cook and Chris Drysdale, this book will inspire you and equip you with the tools to write your own chapter in the narrative of human progress.

Great Work: How to Make a Difference People Love

leadership

rewards

motivation

Creativity

Personal Development

denis.beausejour

Career Growth

Success Stories

Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it.

START WITH WHY shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.

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