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Figure out if ELE is for you. Straight answers on what ELE is, who it’s built for, and how contributing members actually work together. Still have a question? Contact us.

Charter Manufacturing

Oshkosh Corporation

The pandemic proved that it’s time to commit to digital transformation and ensure internet-connected and data-driven technologies steer all aspects of production and links within a supply chain.

Are your workers well-braced for technology’s upcoming tidal wave?

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.

Upskilling Production Workers: Supporting Growth Outside the Classroom

Future of Work

upskilling

competency model

global

power skills

megan.joecks

reskilling

jeff.lebeck

insights-wise-2022

ELE Group, LLC

Executive Learning Exchange invites you to join us at…
ELE’s Virtual Happy Hour Meetup
open from 5:30 – 6:30 p.m. (Central Time)
Grab your favorite “quarantini” &amp; Zoom in to share &amp; learn with your peer-group with no formal agenda. We can collaborate on how to create a skill framework.
What skills will matter to you and your organization in the future? 

If you don’t solve this riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence. Organizations spend billions of dollars each year on reskilling and upskilling for their employees to ensure corporate relevance and to cultivate a competitive edge in a time of accelerated change. In turn, they want to serve their customers and partners with products, offerings, and skills that create value in the form of revenues and loyal relationships. Solving the future skills puzzle requires a more practical approach than crystal ball gazing.

How to use Skill Data for personalized Upskilling

dirk.tussing

marge.feely

alison.cowan

mike.kester

mike.kritzman

jesse.james

sarah.hunt

Executive Learning Exchange invites you to join us at...
ELE's Virtual Happy Hour Meetup
open from 5:30 - 6:30 p.m. (Central Time)
Grab your favorite “quarantini” &amp; Zoom in to share &amp; learn with your peer-group with no formal agenda. We can collaborate on how to create a skill framework.
What skills will matter to you and your organization in the future? 

If you don't solve this riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence. Organizations spend billions of dollars each year on reskilling and upskilling for their employees to ensure corporate relevance and to cultivate a competitive edge in a time of accelerated change. In turn, they want to serve their customers and partners with products, offerings, and skills that create value in the form of revenues and loyal relationships. Solving the future skills puzzle requires a more practical approach than crystal ball gazing.

How to use Skill Data for personalized Upskilling (VHH 19077)

single-event

Your Teams

Meet-ups

meetup

Complimentary

online event

complimentary event

Executive Learning Exchange invites you to join us at...
ELE's Virtual Happy Hour Meetup
open from 5:30 - 6:30 p.m. (Central Time)
Grab your favorite “quarantini” &amp; Zoom in to share &amp; learn with your peer-group with no formal agenda. We can collaborate on how to create a skill framework.

What skills will matter to you and your organization in the future? 

If you don't solve this riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence. Organizations spend billions of dollars each year on reskilling and upskilling for their employees to ensure corporate relevance and to cultivate a competitive edge in a time of accelerated change. In turn, they want to serve their customers and partners with products, offerings, and skills that create value in the form of revenues and loyal relationships. Solving the future skills puzzle requires a more practical approach than crystal ball gazing.

&nbsp;

How to collect Skill Data (Virtual Happy Hour)

Executive Learning Exchange invites you to join us at...
ELE's Virtual Happy Hour Meetup
open from 5:30 - 6:30 p.m. (Central Time)
Grab your favorite “quarantini” &amp; Zoom in to share &amp; learn with your peer-group with no formal agenda. We can collaborate on how to create a skill framework.
What skills will matter to you and your organization in the future? 
If you don't solve this riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence. Organizations spend billions of dollars each year on reskilling and upskilling for their employees to ensure corporate relevance and to cultivate a competitive edge in a time of accelerated change. In turn, they want to serve their customers and partners with products, offerings, and skills that create value in the form of revenues and loyal relationships. Solving the future skills puzzle requires a more practical approach than crystal ball gazing.

How to create a Skill Framework (VHH 19052)

geovanny.andino

customer journey mapping

The Regis Company

We are entering the fourth industrial revolution. Klaus Schwab, founder and executive chairman of the World Economic Forum, says this revolution is “fundamentally changing the way we live, work, and relate to one another.” In his book, The Fourth Industrial Revolution, Schwab describes how profound shifts are happening across all industries at a velocity, unlike anything we’ve ever experienced. As a result, organizations worldwide are shifting how they work, communicate, express, and learn.

The game has changed, and the question professionals should be asking is - Do I have the abilities that will be valuable in this evolving marketplace? Our research has led us to 5 life-changing capabilities.

We briefly cover these 5 capabilities and explain why they are essential during this time of immense change.

&nbsp;

ELE’s Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

5 Enduring Capabilities: The Game Has Changed. Are You Changing with It?

evidence-based research

Leadership

Change Management

neuroscience

michael.vaughan

resilence

self-awareness

systems thinking

curiosity

insights-wise-2020

Zurich North America

Session Focus: Roundtable Discussion–Insights on Future Competencies &amp; Skills

Amazon’s recently announced $100 million commitment to “retrain” its workforce is indicative of a bottom line reality: to meet tomorrow’s challenges, employees will require new competencies. This whitepaper details recent research to identify skills, competencies, mindsets, and attitudes crucial not only for future individual employee achievement, but also for company success.

Workforce Competencies of the Future:
<ul>
 	<li>Technology and Data Fluency</li>
 	<li>Critical Thinking</li>
 	<li>Communication</li>
 	<li>Mindset / Behaviors Critical to Future Success</li>
</ul>

ELE Virtual Cohort (Workforce Competencies of the Future)

future of work

people strategy

learning design

mitzi.vavrick

scott.macquarrie

team-development

critical thinking

Talent Strategy

scenario planning

workforce development

stragegy

ele-highlights

KeHE

From hiring and succession planning to performance assessment and feedback, to personalized career and learning plans, competency models can provide a consistent framework for organizational and individual development.
In this session, TiER1 Performance Solutions and the Executive Learning Exchange’s members partnered to create a roundtable panel discussion to discuss how various companies are utilizing competencies to make their organizations more effective.
To help guide the roundtable panel discussion, our facilitator covered some or all of the following:
<ul>
 	<li>Are there particular areas (hiring, performance management, succession planning, or learning) where organizations have seen the most benefit from using competencies?</li>
 	<li>How can competency models be used to accelerate employee training?</li>
 	<li>What are the strategies for developing an appropriate competency model?</li>
 	<li>What strategies have been most effective at gaining buy-in and commitment when first introducing a competency-based approach?</li>
 	<li>What types of assessments or activities can be used to determine an individual’s or team’s proficiency?</li>
</ul>

Competency-based Adaptive Training Strategies

Integrated Talent Management

michelle.burke

performance assessment

succession planning

Johnson Controls

Dave &amp; DJ will show you how Johnson Controls is up-scaling the quality of the learning using a sole-source development model.

Up-scaling the Quality of the Learning @ JCI: Practical Approaches for Sole-source, Development Model

collaborative learning

talent development

workforce potential

dave.lanier

GE HealthCare

ASTD estimates that ~$125B is spent annually on Learning &amp; Development, yet multiple studies show that only 10-45% gets applied to the workplace. Our goal as learning leaders is to increase the yield on learning and enhance the linkage to positive and sustainable business results.
Bob will share insights on:

<ul>
 	<li>GE Healthcare’s model to deliver consistent business results is called “Halt It &amp; Unlock It.”
<ul>
 	<li>The “Halt-It” is about six ways of reducing learning scrap and</li>
 	<li>The “Unlock-It” it is a metaphor of 4 combination numbers that the best leaders naturally do to drive the most significant impact on learning.</li>
</ul>
</li>
 	<li>The details on “Halt-It” and “Unlock-It” will be revealed in particular during the opening keynote! Below is a short video vignette summarizing the highlights:</li>
</ul>
<center></center>
Bob will share his insight on the impact on program delivery and continuous improvement efforts.

High Impact Continuous Learning @ GE Healthcare

leadership

learning culture

data driven leader

leadership development

continuous improvement

effective leadership

sustainability

bob.cancalosi

With the challenges from the current economic climate, business leaders expect their sales forces to have the necessary skills and knowledge to operate at their peak capability. As a result, there is increased scrutiny on sales training efforts and a focus on some key questions: Are businesses taking the right steps to ensure that their sales teams have the necessary skills to handle all of these new challenges? How does an organization know that it is targeting the right competencies in its sales training efforts?
Learn from Brian Lambert, ASTD's Director, Sales Training Drivers, as he shares practical experience and an overview and strategic goals uncovered in a 2009 in-depth research based on a survey of more than 500 experts exploring seven key areas: environment of sales training, focus and delivery methods of sales training, frequency and duration of such activity, elements and recipients of selling skills training, degree of integration of sales training into the learning function, expenditures of sales training, &amp; sharing of best practices and lessons learned. You will find this investigation into critical trends for sales training contributes much-needed information to increase our community's knowledge of this topic.
Attendees at this event were eligible to win a free copy of the ASTD/Intrepid/i4cp State of Sales Training Study ($695 retail value) that was given at the end of the session.
The .pdf handouts Brian Lambert is sharing with our community include slides from his presentation, session handouts, and the Sales Training Takes Center Stage article he wrote and was published in T+D (August 2009 issue). Brian encourages you to visit his website <a href="http://www.newsalescompetencies.com/slides/" target="_blank" rel="noopener noreferrer">www.newsalescompetencies.com/slides</a> to find these and other timely resources to help you achieve your organization's business objectives.

State of Sales Training - An Overview of 2009 ASTD Research Study & Peer-Review

sales training

Sales &amp; Customer Service

training

brian.lambert

In late 2007, Hewitt’s Board of Directors approved a proposal to build a corporate university. The initiative was part of a broad strategy to improve employee engagement, and the initial expectation was that it would result in improved training courseware.
Only nine months later, a small HR team ended up completely rethinking Hewitt’s approach to careers, competencies, and how people develop. Pilot programs within “Hewitt University” are underway now, with a global launch to associates scheduled for January 2009.
From the project, the Talent Development leadership team gained insights regarding:

<ul>
 	<li>How to improve alignment between the business and Talent Development within a complex and matrixed organization,</li>
 	<li>How simple concepts can improve organizational decision making and drive healthy change, and</li>
 	<li>Practical ways to drive integration across a broad range of programs that impact talent development.</li>
</ul>

Aon-Hewitt University: Accelerating Talent Development

Operations

aaron.olson

corporate university

strategic alignment

mark.bocianski

motorola

As our workforce talent changes, leaders today are challenged on many fronts; Multi-cultural Perspectives in Global Learning will focus on the following essential topics:

<ul>
 	<li>Key Areas/Professional Competencies of Talent Shortage</li>
 	<li>Sources of Talent -- the Traditional and the New Sources</li>
 	<li>Development Scenarios that Work in Developing Talent in a Compressed Time</li>
 	<li>Benchmark Organizations in Developing Talent for These Emerging Markets</li>
 	<li>Local Resources that Can Assist in Developing Talent</li>
 	<li>References for Developing Your Plan for Developing the Talent Needed in These Markets</li>
</ul>

How to use Skill Data for personalized Upskilling (VHH 19077)

How to collect Skill Data (Virtual Happy Hour)

How to create a Skill Framework (VHH 19052)

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