ELE Group, LLC

<blockquote>"Innovation is frequently driven by 'Do or Die's,' not 'Eureka's.'" -- <a href="https://www.ele.llc/members/julian-malnak" target="_blank" rel="noopener">Julian Malnak</a></blockquote>
This session provided a compelling perspective on how the pressures of competition and customer expectations often shape innovation, rather than moments of sudden inspiration. For senior HR talent leaders, this insight serves as a call to action: we must align talent strategies with these high-stakes imperatives to ensure our teams are prepared to thrive in fast-changing environments.
<h3>Key Takeaways:</h3>
<ol>
 	<li>Adaptability is Essential: Recognize and respond to the "Do or Die" moments in your organization by fostering a culture of agility and experimentation.</li>
 	<li>Embrace Unlearning: Just as businesses transform, HR and L&amp;D must shed outdated practices to remain relevant and impactful.</li>
 	<li>Modernize Learning Approaches: Deliver learning experiences that are accessible, timely, and aligned with the needs of today’s workforce, much like the "chunked and pithy" formats that outperform traditional programs.</li>
 	<li>Bridge Generational Gaps: Facilitate knowledge transfer across generations, especially as technology and change disrupt traditional ways of working.</li>
</ol>
By understanding that innovation stems from urgency rather than serendipity, HR leaders can position their teams as proactive partners in driving organizational transformation. Let's rethink how we approach learning, development, and leadership in the face of today’s rapid changes.

Shaping the Future: Talent Development’s Role in Business Identity and Innovation

future of work

Future of Work

Digital &amp; AI

Change Management

julian.malnak

leadership development

talent development

continuous improvement

Talent Strategy

learning and development

CHIE2024

competitive advantage

skills development

organizational transformation

HR Innovation

Business Agility

Unlearning and Development

Workforce Agility

Generational Workforce

2024 Top 10

Goodyear Tire & Rubber Company

Alter Domus

Session Focus: Enhancing Workday HCM Efficiency Through Collaborative Learning and Innovation
This HR Leaders Roundtable on Workday HCM Training is an interactive gathering that aims to enhance HCM training efficiency through shared insights and strategies.

Please contribute to the conversation that started online with the following post: <a href="https://community.ele.llc/t/workday-hcm-training/5431">Workday HCM Training? - Operations - Idea Exchange - ELE Group</a>
<blockquote>Hi ELE Community!
I’d be appreciative of learning from anyone who has implemented Workday and how you approached training the organization on the new platform. So many ways to approach this and I’d love to hear from anyone who has done this. Thanks!</blockquote>
<img class="aligncenter wp-image-40598" src="https://wp.ele.llc/wp-content/uploads/2024/02/DALL·E-2024-03-12-17.47.01-Create-an-image-that-captures-the-essence-of-Elevating-Workday-HCM-Training-with-Innovative-Practices.-Visualize-a-collaborative-and-high-tech-learn-1024x585.webp" alt="Workday HCM Training Roundtable" width="745" height="426" />
In today's rapidly evolving business landscape, organizations are increasingly turning to innovative technologies like Workday HCM to streamline their HR processes and drive operational efficiency. However, successful implementation and adoption of such systems require a collaborative approach that prioritizes user experience and continuous learning.
This insightful session delved into the best practices and innovative strategies for enhancing Workday HCM training and driving sustainable change. Through thought-provoking discussions and real-world experiences shared by industry experts, attendees gained valuable insights into:

<ol class="list-decimal pl-8 space-y-2 -mt-1">
 	<li class="whitespace-normal break-words">Simplicity is Key: Keep processes, communication, and training simple rather than overcomplicating things. As <a href="https://www.ele.llc/members/anton-maletich" target="_blank" rel="noopener">Anton Maletich</a> aptly stated, "Don't bring data into your new HCM just because you have the data...Don't put a bunch of data in just because it's going to consume you right validating it."</li>
 	<li class="whitespace-normal break-words">Adoption as a Continuous Journey: Recognize that adoption is an ongoing process, not a one-time event. Plan for continuous change, enhancements, and building skills over time.</li>
 	<li class="whitespace-normal break-words">Engage Stakeholders Early: Don't let it be just an HR/IT project – get business buy-in early by engaging stakeholders and champions across the organization.</li>
</ol>
The session fostered an environment of collaborative learning, where participants shared their experiences, challenges, and innovative approaches to elevating Workday HCM training and driving sustainable change within their organizations. By embracing these key takeaways, attendees left empowered to optimize their Workday HCM implementation, enhance user experience, and drive business growth through continuous learning and innovation.

Elevating Workday HCM Training with Innovative Practices

analytics

newton.moore

nick.allen

richard.busby

Operations

allyson.carter

collaborative learning

edward.desrosiers

anton.maletich

best practices

reskilling

ann.brownell

internal talent marketplace

workday

HR strategies

shelley.saeger

User Adoption

HR Technology Innovation

Human Capital Management

mike.song

Workday Coach Hub

People Analytics Data

Talent Data Migration

Session Focus: Enhancing Workday HCM Efficiency Through Collaborative Learning and Innovation
This HR Leaders Roundtable on Workday HCM Training is an interactive gathering that aims to enhance HCM training efficiency through shared insights and strategies.

Please contribute to the conversation that started online with the following post: <a href="https://community.ele.llc/t/workday-hcm-training/5431">Workday HCM Training? - Operations - Idea Exchange - ELE Group</a>
<blockquote>Hi ELE Community!
I’d be appreciative of learning from anyone who has implemented Workday and how you approached training the organization on the new platform. So many ways to approach this and I’d love to hear from anyone who has done this. Thanks!</blockquote>
<img class="aligncenter wp-image-40598" src="https://wp.ele.llc/wp-content/uploads/2024/02/DALL·E-2024-03-12-17.47.01-Create-an-image-that-captures-the-essence-of-Elevating-Workday-HCM-Training-with-Innovative-Practices.-Visualize-a-collaborative-and-high-tech-learn-1024x585.webp" alt="Workday HCM Training Roundtable" width="745" height="426" />

This live event brings together HR professionals to review what has been shared and continue the discussion on improving user adoption and continuous improvement via analytics.

This is an excellent opportunity for Attendees will engage in expert-led sessions and discussions, gaining actionable best practices and networking opportunities.

&nbsp;

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

online event

complimentary event

tresha.lovell

Session Focus: Trends in the performance management process


This session provided valuable insights into how modern performance management is evolving to meet the challenges of today’s dynamic work environment. Senior HR leaders must rethink traditional models and focus on more adaptive, skills-based approaches to ensure their teams thrive.

Here are three key takeaways:
<ol>
 	<li>Adaptability in Crisis: The pandemic forced organizations to rapidly pivot performance management strategies, focusing on more meaningful, continuous assessments rather than rigid, annual reviews. This shift shows the importance of agile frameworks that can respond to unpredictable changes.</li>
 	<li>Skills-Based and Quality-Driven Evaluation: As organizations move away from generic performance ratings, focusing on skills and work quality is crucial. Shifting to a skills-based approach allows for a clearer evaluation of employee strengths, supporting both individual development and business needs.</li>
 	<li>Data-Driven Insights for Meaningful Conversations: The use of data in performance management opens the door to more constructive discussions.</li>
</ol>
<blockquote>As one leader put it, "Performance data shows not just the skills to do the job, but also the quality of the work. This opens up better conversations, moving from 'You didn’t achieve' to 'Help me understand what's going on.'" Shifting from judgement to understanding creates a more supportive culture of growth.</blockquote>
For HR leaders, these insights are critical in fostering a feedback-rich, skill-focused environment that aligns with long-term business objectives.

Evolving Performance Management Strategies

engagement &amp; culture

Leadership

people strategy

dirk.tussing

tomas.ramirez

upskilling

marcie.stern

geovanny.andino

performance management

employee engagement

Performance Improvement

organizational agility

organizational culture

HR Strategy

HRLeadership

Sysmex

Session Focus: Trends in the performance management process


Researchers publish articles about refining, enhancing, or completely reinventing performance management every year.  With the increased focus on keeping pace with business needs, inclusion, high-performing teams, and hybrid work, performance management needs to be agile, flexible, timely, and valuable.

<hr />

<h3>What we will explore together:</h3>
<ul>
 	<li>What key drivers led to a change in your performance management process?</li>
 	<li>How have organizations simplified the performance management processes and maintained or increased the effectiveness</li>
 	<li>What specific actions were necessary to ensure the simplified process was adopted/implemented</li>
 	<li>Who were the key stakeholders necessary for embedding the process into the organization?</li>
</ul>
Preread:  Marc Effron's <a href="https://talentstrategygroup.com/how-to-createa-talent-strategy/" target="_blank" rel="noopener">How to Create A Talent Strategy</a> Gartner article: <a href="https://www.gartner.com/en/articles/6-predictions-for-the-future-of-performance-management" target="_blank" rel="noopener">6 Predictions for the Future of Performance Management</a>

&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/topic/talent-attraction-sourcing-ideas/4720">Talent Attraction/Sourcing Ideas</a>

kim.rihman

simi.kang

Engagement &amp; Culture

AbleLight

Every year, researchers publish articles about refining, enhancing, or completely reinventing performance management.  With the increased focus on keeping pace with business needs, inclusion, high-performing teams, and hybrid work, performance management needs to be agile, flexible, timely, and useful.

<hr />

<h3>What we will explore together:</h3>
<ul>
 	<li>What were the key drivers leading to a change in your performance management process?</li>
 	<li>How have organizations simplified the performance management processes and maintained or increased the effectiveness</li>
 	<li>What specific actions were necessary to ensure the simplified process was adopted/implemented</li>
 	<li>Who were the key stakeholders that were necessary for the process to be embedded into the organization?</li>
</ul>
Preread:  Marc Effron’s <a href="https://talentstrategygroup.com/how-to-createa-talent-strategy/" target="_blank" rel="noopener">How to Create A Talent Strategy</a> Gartner article: <a href="https://www.gartner.com/en/articles/6-predictions-for-the-future-of-performance-management" target="_blank" rel="noopener">6 Predictions for the Future of Performance Management</a>

Simplifying Talent Planning: How to Create A Talent Strategy

Integrated Talent Management

coaching

missy.gonzales

insights-wise-2022

Oshkosh Corporation

At Oshkosh Corporation, we build some of the industry's toughest specialty trucks and access equipment. And while machines are our business, our business is so much more than machines. It’s about building, protecting, and serving communities across the world.

Emma will discuss Oshkosh’s People First culture journey that began over five years ago.

She will talk about the active role the leadership team has played in making this transformation a priority across their business five units.

The outcome of their work has shown that a People First philosophy is an enabler to positive innovation and growth in business results.

<hr />

<h2>SENIOR VICE PRESIDENT AND CHIEF HUMAN RESOURCES OFFICER</h2>
Emma McTague is Oshkosh Corporation’s Senior Vice President and Chief Human Resources Officer, a position she has held since February 2021. She has responsibility for all areas of human resources including leading the Company’s global human resources strategy, supporting wellbeing initiatives, promoting an inclusive workplace, managing talent development, and driving employee engagement.

Ms. McTague previously served as Vice President of Global Human Resources for the Access Equipment Segment, a position she had since joining Oshkosh in 2015. Prior to joining Oshkosh, she worked with Hershey Foods for three years as a Senior Director and at GE Water &amp; Process Technologies for 11 years in a number of human resources positions of increasing responsibility.

Ms. McTague is a member of the Executive Advisory Board for West Virginia University’s master of science in human resource management program.

Ms. McTague is originally from Ireland and has a bachelor of commerce degree in management and economics from University College Cork, Ireland. She also has a master’s degree in business administration with an international business emphasis from Saint Joseph’s University, Philadelphia.

Developing Talent for Innovation & Growth at Oshkosh

engagement

workforce potential

learning &amp; development

customer service

emma.mctague

This session provided valuable insights into the future of performance management and its pivotal role in shaping organizational success. One key takeaway that resonated deeply was the importance of aligning talent strategies with business objectives.
<blockquote>As <a href="https://www.ele.llc/members/suzanne-sherry">Suzanne Sherry</a> aptly stated, "Every action we take must be aligned to moving the business forward—it needs to be a win for the business, a win for the employee, and a win for the customer."</blockquote>
This perspective emphasizes that HR initiatives should not only support individual growth but also drive business outcomes, creating a win-win-win for all stakeholders.

Here are three key takeaways for senior HR talent leaders:
<ol>
 	<li>Humanize Performance Management: Shift away from traditional, anxiety-inducing performance reviews. By rebranding processes (e.g., calling them 'Quarterly Connections'), you can foster more open and less intimidating conversations, leading to better engagement and development.</li>
 	<li>Align Talent Strategies with Business Goals: Every HR action must contribute to the larger business strategy. By ensuring that performance management is linked to organizational goals, HR can drive meaningful results, benefiting both the business and employees.</li>
 	<li>Equip Leaders with the Right Skills: Prioritize developing emotional intelligence and coaching skills among managers. With the right tools, leaders can facilitate ongoing feedback and create a culture of continuous growth and trust within teams.</li>
</ol>
By focusing on these areas, HR leaders can drive impactful changes in how performance is managed, benefiting both employees and the broader organization.

&nbsp;

Simplifying Performance Management: How to Create A Talent Strategy

suzanne.sherry

insights-wise-2022-virtual

Baxter

With Peter LePage joining us from New South Wales Australia, we will continue our conversation on how we can support Frontline leaders in creating a culture of continuous improvement in personal performance, team collaboration, and process.

Discussion Points:
We'll continue the discussion as roundtable discussion II from a global perspective on:
<ul>
 	<li>What impacts of Work From Home (WFH)? What are workers and managers saying?</li>
 	<li>How have the people, process, and systems elements of productivity shifted with remote work?</li>
 	<li>What opportunities do you see in the new normal?</li>
 	<li>What's the new imperative for leaders?</li>
 	<li>What is the role of L&amp;D in supporting this moment of catalyzed changed</li>
 	<li>How will we know we've successfully met this moment?</li>
</ul>

Remote Performance Innovation II: Building a Culture of Continuous Improvement

tim.gillum

kery.mortenson

lavanya.thyagarajan

effective leadership

peter.lepage

effectiveness

stephen.sloan

nancy.burns

wendi.barlow

humane leadership

This session will be an exploration of how L&amp;D can support frontline leaders in creating a culture of continuous improvement in personal performance, team collaboration, and process. Working from home has fundamentally changed the nature of individual and teamwork and, therefore, performance in many organizations. Improved leadership models and methods and a culture of continuous innovation will be required to meet the engagement and productivity challenges.

Discussion Points:
We'll focus our roundtable discussion on the following:
<ul>
 	<li>What impacts of Work From Home (WFH)? What are workers and managers saying?</li>
 	<li>How have the people, process, and systems elements of productivity shifted with remote work?</li>
 	<li>What opportunities do you see in the new normal?</li>
 	<li>What's the new imperative for leaders?</li>
 	<li>What is the role of L&amp;D in supporting this moment of catalyzed change?</li>
 	<li>How will we know we've successfully met this moment?</li>
</ul>

Remote Performance Innovation I:  Building a Culture of Continuous Improvement

brian.watkins

steve.king

azizeh.constantinescu

Bellevue University

Bellevue University’s corporate partners have created unique learning and development opportunities within their innovative organizations. They are growing their talent pipeline even in the face of the economic, demographic, and technological changes currently taking place in the broader workforce. Dr. Murnane will discuss how Bellevue University’s Human Capital Lab has worked with organizations to help strategically align innovative learning programs that impact organizational outcomes and how they are measured. Key performance indicators like retention, performance, customer service, and engagement are positively influenced. Once the initial findings are measured, it is essential to use these results for continuously improving the programs.

Jenny will share the details of how other organizations have approached the development of their learning programs. The Human Capital Lab’s process of mapping human capital investments in learning and development initiatives to business outcomes will also be outlined. Attendees will have the opportunity to begin thinking about the alignment and mapping of their learning and development initiatives.
<ul>
 	<li>Even the most financially driven metrics can be tied back to learning and development initiatives.</li>
 	<li>Working with collaborative partners and internal stakeholders from the very beginning of program development, not only creates buy-in but can lead to highly impactful results.</li>
 	<li>Never stop thinking of new paradigms for approaching the development of a high-performing workforce.</li>
</ul>

Narrow Tomorrow's Talent Shortage: Developing and Measuring Outcomes for a High-Performing Workforce

jenny.murnane

AbbVie

As longstanding businesses are being disrupted and new companies are being formed at a record pace, it has never been more critical for companies and teams to update their skills and sharpen their capabilities. At the heart of this transformation is the essential need to develop Talent around the business, groups, and individuals and be competitive. There are significant variances on how companies embrace Learning and Development, including where it reports, priorities, how it is funded, and relationship with the business. The opportunity we have as Learning Professionals is to be that Strategic Business Partner to further the skills, strategy, and growth of the company through People.
This highly interactive roundtable discussion will focus on four key vantage points for being a strategic business partner:

<ul>
 	<li>Priorities &amp; Organization: Gain a perspective on how other organizations invest in Learning &amp; Development, and a clear view of the priorities are. We will compare different models on where Learning reports to as another data point on business alignment.</li>
 	<li>Measurement &amp; ROI: Insights into how other organizations then measure Learning and impact; practical ideas on where you can then apply this into your organization depending on your priorities.</li>
 	<li>Technology: Snapshot of latest tools and technology levers that help teams scale and multiply efforts. Make contacts with colleagues for further follow-up and discussion.</li>
 	<li>Aspiration for Growth: Challenge to all of us on where we can have a more significant business impact and be a closer strategic partner to drive growth.</li>
</ul>

Learning as a Strategic Partner: Adding Real Business Value

Strategy

learning technology

christopher.lind

talent management

Cigna

In highly competitive markets, retaining talent is only part of the equation for many companies to achieve ambitious goals—equally important is to unshackle talent management processes in a way that creates and fosters a collaborative environment enabling deeper connections, agile and customer-focused workforce and innovative mindset. Critical to both the execution of many business &amp; continuity plans is to provide employees with autonomy and empowerment, meaningful work, strong team-based environments with opportunities to collaborate &amp; innovate, and strength-based coaching.

To help guide the roundtable discussion, our facilitator will focus the panelists on some or all of the following discussion points...
<ol>
 	<li>What are the top two programs, cultural components, and/or other initiatives you have implemented (or are about to implement) to build manager capability around delivering effective performance management conversations?</li>
 	<li>
<ul>
 	<li>How can we ensure the right conversations happen?</li>
 	<li>Do you worry about the quality of the conversation?</li>
 	<li>How should we reward high achievers?</li>
 	<li>What are the biggest implementation challenges companies can plan to face? For those organizations who have removed ratings,</li>
</ul>
</li>
 	<li>For those organizations who have not removed ratings, is the quality of the conversation a consideration as to why you do not want to remove ratings?</li>
 	<li>If you could look into a crystal ball ten years from now, what is your prediction on the topic of performance management and ratings?</li>
</ol>

Revamping Annual Performance Management Shackles: Upskilling managers on giving feedback, promotions & compensation

bala.swaminathan

maryjo.burfeind

Join us for a discussion on Quality Training Best Practices for Continuous Improvement. This roundtable discussion explored collective insights and asked questions related to how learning and quality line leaders, including:

<ul>
 	<li>Quality is a vital part of learning and, therefore, crucial to the success of the company.</li>
 	<li>Sharing of how quality is improved at leading organizations</li>
 	<li>Understanding the common goals of quality and learning in organizations.</li>
</ul>
To help guide the roundtable panel discussion, our facilitator will cover some or all of the following:
<ul>
 	<li>Knowing there are two forms of quality we will discuss here, what does quality look like at your company?</li>
 	<li>What are the main business drivers for quality and quality improvement, and how does this get accomplished?</li>
 	<li>How does poor quality impact your business, and what do you do to ensure your customers receive outstanding service?</li>
 	<li>How do we improve quality at your organization?</li>
</ul>
Powerful results can be realized with the Learning and Quality functions collaborate under a shared and coordinated vision by sharing quality performance goals, access to data, and shared leadership that can drive integrated and focused actions.

Quality Training Best Practices for Continuous Improvement

quality training

Harley-Davidson

An informal conversation followed by an opened Q&amp;A session where Matt shares insight on Harley-Davidson Motor Company’s Four Pillars corporate strategy:

<ol>
 	<li class="thought_leader">Growth, </li>
 	<li class="thought_leader">Leadership Development, </li>
 	<li class="thought_leader">Continuous Improvement &amp; </li>
 	<li class="thought_leader">Sustainability.</li>
</ol>
Matt shares insights on some or all of the following:
<ol>
 	<li>Harley-Davidson (H-D) has a business plan based on four strategic pillars, Growth, Leadership Development, Continues Improvement, and Sustainability.</li>
 	<li>Striving for Continuous Improvement from a learning perspective sounds relatively straight forward. Engaging others to improve continuously can sometimes result in a fatigue factor from continually learning new things. As you think about your success in executing Continuous Improvement, what strategies have you used to ensure that your employees don’t experience learning fatigue?</li>
 	<li>What’s the opinion on all of this “Lean In” conversations about women opting out or not represented at the highest levels of organizations?</li>
 	<li>“Big Data” is all the rage. I’d be curious to learn about how senior executives are leveraging data/analytics. How does data drive Continuous Improvement?</li>
 	<li>What are they learning about their organizations and their opportunities from the data? With your increased investment in leaders &amp; learning during the global transformation, what does success look like from your perspective?</li>
</ol>

Unleashing Workforce Potential @ Harley-Davidson

matt.levatich

sustainability

How do leading companies increase Continuous Improvement (CI) competencies among employees (at different levels) across the organization to support and sustain a cultural shift in CI? What are the various CI competencies, and how do we move beyond solely ‘learning’ to a ‘learning and applying’ model to facilitate the Plan-Do-Check-Act (P-D-C-A) learning cycle among individuals?
To help guide this roundtable discussion, we’ll encourage participants to share the following:

<ul>
 	<li>Continuous Improvement (CI) is quite the buzz-phrase now … what do CI competencies mean in your organization?</li>
 	<li>How do you manage the learning and applying aspects or competency development?</li>
 	<li>Does your Continuous Improvement journey support an overall business strategy?</li>
 	<li>How do you ensure an increase in Continuous Improvement competency across the various levels of the organization?</li>
</ul>

Continuous Improvement L&D Strategies

lisa.schumacher

culture

chuck.adams

motorola

How does training measurement translate into action? How do action plans developed from training measurement drive the organization forward? This panel of measurement practitioners will explore in an interactive discussion, not just about how they collected useful metrics about their training efforts, but how they used that data to develop action plans that moved their organization forward.
To help guide the roundtable discussion, our moderator, Greg Brisendine with Intrepid Learning, will cover some or all of the following discussion points:

<ul>
 	<li class="thought_leader">What data did you find already in your organization that informed your action plan? (i.e. employee turnover metrics in support of onboarding)</li>
 	<li>What other groups/departments did you include in your action planning? (i.e. IT, Human Resources)</li>
 	<li>What was the most actionable data you collected? (i.e. Level 1 survey, transaction error reports)</li>
 	<li>What measurement results or action plan was most compelling for senior stakeholders?</li>
</ul>

Measurement Tips & Techniques for Collecting, Analyzing and Implementing Action Plans

Analytics

innovation

david.vance

onboarding

training

bob.danna

mike.livingston

Walgreens

For years our industry has struggled with the idea of blended learning. It was an attempt to mix modalities in a way that optimized learning experience. For many it didn't extend far enough for the learner. Continuous learning is an attempt to harness both formal and informal instruction. This session will address the challenges and opportunities of extending learning into the workflow.
To help guide the interactive discussion, our facilitator, Bob Mosher, Chief Learning Evangelist with Intuitive, will focus questions and guide the roundtable conversation on some of the following discussion points …

<ul>
 	<li>How do you define “Continuous Learning” at your organization?</li>
 	<li>Who are the key stakeholders in its success?</li>
 	<li>What are the key ingredients in an organization that enables continuous learning?</li>
 	<li>What tools enable it?</li>
 	<li>How do organizations define continuous learning?</li>
 	<li>Who were the key stakeholders we need to engage?</li>
 	<li>Is continuous learning measurable?</li>
 	<li>What are the tools and methodologies available to make continuous learning successful?</li>
</ul>
&nbsp;

From Learning to Performance

blended learning

alysa.parks

learning experience

bob.mosher

warren.lindley

flow of work

Deloitte

Neda-Alavi Schlictman, Director and Chief Learning Officer-Tax, shares a 4-year journey when the U.S. Partners at Deloitte committed to creating a $300M to build Deloitte University (DU). Its initial primary purpose: to build leaders, but the vision for DU evolved and expanded to a meaningful way to connect their people, leaders, and clients with the One Deloitte culture.
A variety of factors influenced Deloitte’s need to increase their investment and commitment to a consistent learning &amp; development approach including sustaining culture in the face of rapid growth, cross-functional teaming and networking, recruiting and retaining talent, develop leaders at all levels in the firm, becoming a career accelerator, and competitive advantage in client interactions.
This presentation is organized the following:

<ul>
 	<li>What drove DU;</li>
 	<li>How learning transformed at Deloitte;</li>
 	<li>A glimpse of DU.</li>
</ul>

Driving Consistent Business Results @ Deloitte University

leadership

career path

learning culture

accelerated leadership development

neda.schlictman

McDonald's Corporation

Many companies provide their employees with training that not only helps them do their job better but may also count toward a college degree.
McDonald’s and The Council for Adult and Experiential Learning (CAEL) are engaged in a pilot project to see how learning and development advising and the use of CAEL’s Learningcounts.org program to assess prior learning for college credit can help McDonald’s employees achieve their college degrees more quickly and at less cost. Kevin Clark, Education Program Lead for Hamburger University, and Dorothy Wax, Senior Director of Career Services and Human Resources at CAEL, will discuss the program and the anticipated outcomes.

Linking Learning and Work @ McDonald's

kevin.clark

Learning leaders actively grapple with how best to measure the results of their training and development efforts and present actionable information to the business. Most organizations have little more than reaction data—smile sheets—to show for their actions. Real measurement provides actionable information to decision-makers. The lack of alignment with the mission and operational goals and objectives and the scarcity of meaningful impact measures are two of the main reasons that training is often undervalued and underfunded.
In this lively and interactive discussion, Bob Danna of Bersin Associates reviewed the current state of learning measurement. About half the session was answering questions from the audience - so bring your most difficult or vexing measurement issues to simulate our discussion.

<ul>
 	<li>Why there is no single best approach to measurement and why the most critical step is to get alignment with operational objectives.</li>
 	<li>Best practices from high-impact learning organizations that are well along in the learning maturation process.</li>
 	<li>The importance of delivering actionable results, tailored to the audience, that differentiates between process metrics (needed to manage the training function) and results from metrics (that matter to line management).</li>
</ul>

Measurement Best Practices in a World of Formal, Informal and Continuous Learning

data driven leader

informal learning

An engaging forty-minute Q&amp;A session of senior Chief Learning Officers &amp; Chief Talent Officers sharing insight on workforce strategies for running learning like a business is the only way to deliver planned results at the 11th Annual Chicagoland Learning Leaders conference.
To help guide the roundtable discussion, our facilitator, Bob Mosher, Chief Learning Evangelist with Intuitive, will focus on some of the following discussion points:

<ul>
 	<li>How do you define “Continuous Learning” at your organization?</li>
 	<li>Who are the key stakeholders in its success?</li>
 	<li>What are the essential ingredients in an organization that enables continuous learning?</li>
 	<li>What tools enable it?</li>
 	<li>We’ve heard a lot of talk around “informal learning” vs. “formal learning,” as well as new emerging learning approaches such as mobile learning, social learning, and performance support. What role do these play in continuous learning?</li>
 	<li>Is “Continuous Learning” scalable? What formal steps do you and your organization take to scale it across your enterprise?</li>
 	<li>What are the significant obstacles that can inhibit “Continuous Learning” from being successful?　Is it measurable?</li>
 	<li>What one suggestion would you give to this audience around guaranteeing that “Continuous Learning” will work?</li>
</ul>

2012 CLO/CTO Roundtable: Continuous Learning Driving Consistent Business Results

mobile learning

tim.kirkpatrick

Many organizations solicit input from their employee bases to gain insights into not only the level of engagement within their companies but also what drivers of engagement need addressing to increase that level. Often, learning and development play a critical role in creating and implementing initiatives and programs to meet employees’ engagement needs. Regular surveying of associates leads to opportunities for moving the needle on engagement through a variety of continuous learning mechanisms.
Panelists will share their experiences in conducting employee research and how their organizations use this information to increase engagement, identify learning and development needs, and craft value-add programs to meet these needs.
To help guide the roundtable discussion, our facilitator will cover some or all of the following:

<ul>
 	<li>How is engagement defined in your organization?</li>
 	<li>Describe what your company does in the area of employee engagement surveying</li>
 	<li>Describe how your company’s employee survey results inform the learning strategy</li>
 	<li>Describe positive learning outcomes related to the use of employee engagement survey data</li>
 	<li>Describe the areas of risk or caution related to the use of employee engagement survey data to inform learning strategies</li>
 	<li>What programs or initiatives have your organizations embarked on to move the needles on engagement?</li>
 	<li>What’s worked, or not?</li>
</ul>

Employee Engagement Survey Metrics Driving Continuous Learning

karri.konitzer

Learning must be run like a business to ensure that it has the most significant impact on business results. This implies four steps.

<ol>
 	<li>Learning must be focused on the highest-priority goals of the organization.</li>
 	<li>Learning must be carefully planned to deliver results agreed upon in advance with the stakeholder, including the expected impact of the learning initiative on business goals. Ideally, this step includes the creation of a business plan for the learning and development of a business case for the key programs.</li>
 	<li>Learning must be executed and reported with the discipline to ensure the promised results are achieved.</li>
 	<li>Results must be measured and compared to expectations to learn and improve continuously.</li>
</ol>
Talent Development Reporting Principles (TDRp) are now available to make the process of running learning like a business much more straightforward. TDRp provides standards and guidance for the L&amp;D profession to plan learning initiatives, report progress using standard definitions, and demonstrate the value of learning. Put simply; it answers the questions of what data to collect, how to define the measures, and what to do with the measures. This grassroots effort was initiated by Kent Barnett (CEO, Knowledge Advisors) and Tamar Elkeles (VP of Learning and Organization Development, Qualcomm) in the fall of 2010 and has benefited from the guidance of industry thought leaders and leading practitioners. TDRp is now complete for L&amp;D, including principles, definitions of terms and measures, and three recommended statements and reports. The outcome statement collects the most critical business goals and learning’s expected impact on them, clearly showing the value of learning to the organization’s success. The effectiveness and efficiency statements collect all the quality and cost/activity measures. Customized management reports pull the most important measures from the statements to use in actively managing the function to deliver the promised results. An L&amp;D summary report is recommended for the CEO and senior leaders, while program reports, as well as an operations report, are recommended for the CLO and senior L&amp;D leaders.

More information about TDRp is available at <a href="http://www.tdrprinciples.org/" target="_blank" rel="noopener noreferrer">www.TDRprinciples.org</a>.

The Business of Learning: What It Takes to Deliver Results and How TDRp Can Help

The purpose of this engaging roundtable is to share how various companies' Learning &amp; Talent Development groups are using today and planning for tomorrow's innovative methods to support Delivering CONSISTENT Business Results through Human Capital &amp; Continuous Learning in the upcoming decade.
To help guide the roundtable discussion, our panel members will share their insights on how L&amp;D organizations deliver consistent business results. In particular, the panel will discuss the importance of :

<ul>
 	<li>The clarity in vision and objectives,</li>
 	<li>The right team in place,</li>
 	<li>Alignment of learning to the organization's goals,</li>
 	<li>Business involvement,</li>
 	<li>Focusing on leaders,</li>
 	<li>The never-ending quest for improvement,</li>
 	<li>Reducing scrap learning and</li>
 	<li>Driving impact.</li>
</ul>
We plan on having the last 15 minutes for audience questions.

2012 CLO/CTO Panel Discussion: Set the Roadmap for Continuous Learning … Delivering CONSISTENT Business Results

team-building

judy.braun

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

evidence-based research

competency model

bob.cancalosi

In this keynote presentation, Key Trends and High-Impact Strategies in Talent &amp; HR Measurement for 2012, Josh Bersin shares timely insights to an audience of 300 attendees at KnowledgeAdvisors Analytics Symposium.
Held in New Orleans, LA March 5-7, this is an annual three-day collaboration event that brings experts and practitioners together for networking and formalized content around optimizing the impact of learning and talent development investments. The 2012 theme for Analytics Symposium is “Engaging Executives with World-Class Reporting.”

Key Trends and High-Impact Strategies in Talent & HR Measurement for 2012

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