Charter Manufacturing

Session Focus: Extending NPS using Continuous Improvement Methodology for Leadership Development

While the HR function can practice continuous improvement without a formal version of a Lean and Agile method, the right framework for the enterprise integrates continuous improvement with better ways to measure and analyze learning’s impact, reduce waste, align to business goals, and effectively tell the story of learning’s impact.

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/11/Continuous-Improvement-Planview.jpg" width="300" data-pagespeed-url-hash="944826120" />

NPS (Net Promotor Score) is a simple yet powerful tool we can use to get started with being much more analytic and data-driven–it’s a great conversation starter for all business and HR leaders to have.

Most of our business and customer-facing functions use NPS, and it’s an easy strategy to align our learning impact in a common language.

Let’s explore a case study where NPS is used for Director-level leadership development and dig deeper with The Net Impact System, a continuous improvement approach specific to L&amp;D, will better measure and analyze learning’s impact, reduce waste, align to business goals, and effectively tell the story of learning’s impact.

Data-Driven Talent: Let’s Get Ready to Measure Leadership Development!

analytics

evidence-based research

learning strategy

Analytics

angie.zeigler

data driven leader

net promoter score

sara.larson

christopher.lebrun

sara.chizzo

jan.zizzo

tracy.adams

diego.frausto

Net Impact System

Performitiv

Most organizations struggle to tell the story of how their talent solutions are impacting the business. Sometimes the reason is that they don’t realize the process doesn’t have to be complex or cumbersome.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
In this session we’ll talking about what you should have in place to effectively measure impact and some of the ways you can execute that measurement. There is not a one-size-fits-all for every organization or measurement solution, but there are some core KPIs to consider which we’ll also review.

Building And Measuring Impact Of Talent Solutions (Virtual Leadership Summit)

dustin.johnson

Talent Strategy

measurement solution

talent solution

insights-chie-2021-virtual

Building And Measuring Impact Of Talent Solutions (In-Person Conference)

insights-chie-2021

ELE Group, LLC

Session Focus: “Data Efficacy” is the ability for organizations to manage data in such a way to drive informed decisions.

Efficacy is defined succinctly as the ability to generate a desired or intended effect.
Organizations manage data primarily to enable informed decisions.
In essence, “Data Efficacy” is the ability for organizations to manage data in such a way to drive informed decisions.

This session will be focused on understanding and managing data to optimize your ability to make decisions, continuously improve, and/or talk about impact. We’ll present some different ways to think about your data, as well as data you might not even know you have! The session will conclude with an overview of some dashboards that can show the power of data efficacy.

As learning practitioners, we have the opportunity to model the analytic mindset, but we might not know where to begin.

ELE’s Learning Circle helps members co-create forward-thinking Data-Driven Talent solutions as a community.

Introduction to People Analytics: Data Efficacy Creates L&D Impact

dirk.tussing

michelle.eppler

edward.desrosiers

tracy.gowens

colin.hahn

Session Focus: Embedding DE&amp;I into Onboarding and Everyday Learning

Unfortunately, numerous companies don’t have a well-organized onboarding plan, but analytics can make onboarding easier and more effective.

✅ To what degree have the goals for your onboarding program to be more inclusive changed since the declaration of the pandemic?

✅ If your onboarding has changed, how has it changed? Are you rethinking traditional onboarding by embedding DEI Psychological Safety and eliminating bias to improve employee experience and engagement?

✅ What tactic, tool, or process have you implemented successfully?

By pulling together data from the selection process and combining that with data about current employees, organizations can quickly identify key areas for development for new employees and match them with mentors who complement their skills. Doing so creates a positive experience for the new hire and the tenured employee, who are likely to feel a stronger connection to the company.

What commitment does your organization have for DE&amp;I (Diversity, Equity, and Inclusion)?  The present (and future) reality of work requires organizations to rethink traditional ways for embedding DEI programs and tactics as we focus on employee experience. It should start one day one when onboarding new employees.

✅ What DEI measures are you looking at for the success of your onboarding program? Are you still using those measures?

✅ What changes, if any, have you seen in your onboarding metrics? If you’ve had a significant change, how have you responded?

ELE’s Learning Circle helps members co-create forward-thinking Data-Driven Talent solutions as a community.

<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

DEI Dashboards for Onboarding and Everyday Learning

people strategy

sean.casavechia

stacey.boyle

onboarding

melissa.mcdow

teresa.oliszewicz

diversity &amp; inclusion

dashboards

data driven talent

Talent leaders commonly ask themselves, “Am I making an impact on the business?”. The US Securities and Exchange Commission (SEC) wants to know the answer to that question as well. Effective now, all US public companies are required to report the material value of their human capital. What does this mean for the L&amp;D function?
<h6 class="font-weight-bold m-0">What we will Explore Together:</h6>
Building data-driven talent strategies should include basics such as:

✅  What’s the ROI on the initiative?

✅  How are companies (L&amp;D Dashboard / KPI's) reporting today?

✅  How will L&amp;D measure and report human capital value from now on?

We will discuss all of these critical questions during this session to clarify how to stay compliant with the SEC mandate.

Bulding Data-Driven Talent Stategies 101

operations

julian.malnak

leadership development

kent.barnett

key performance indicators

jennifer.olsen

Adding Value

talent reporting

impact

measurement

ele-moments

insights-wise-2021

UL Solutions

Session Focus: How do you measure the effectiveness of your leadership training?


Measuring the impact of people-investments, such as learning and talent development initiatives, is a widespread practice in leading organizations. However, there is still some uncertainty as to HOW to do this measurement. As learning practitioners, we have the opportunity to model the analytic mindset, but we might not know where to begin. Newton Moore is curious how other organizations are measuring the effectiveness of your leadership training.

What we will explore together :
The importance of using evidence-based techniques to measure impact using objective data to counteract biases.


Please share on the  ELE Idea Exchange:
<a href="https://community.learningexecutive.com/t/how-do-you-measure-the-effectiveness-of-your-leadership-training/4398">How do you measure the effectiveness of your leadership training?</a>

By walking through a few examples of what some organizations have done and asked that you share your views on what is working and what is not working, as we continue to raise the expectations of our HR organizations.

ELE’s Learning Circle will be ideating Retooling Talent Development for the New Normal.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

Leadership Training Effectiveness Roundtable “Did Training Work?”

brian.watkins

newton.moore

alison.cowan

roy.pollock

greg.morris

Session Focus: KPI Workshop

Measuring the impact of people-investments, such as learning and talent development initiatives, is a widespread practice in leading organizations. However, there is still some uncertainty as to HOW to do this measurement.

You will learn how to use human capital analytics to prove and improve performance impact and how understanding impact can help them guide the organization’s operations. Stacey will walk us through the measurement process and give you tools to take back to your organization to get you started in the process.

This session will focus on providing insight into:
1. Develop a foundational plan for defining Key Performance Indicators (KPIs),
2. Explore the benefits of Leading and Lagging indicators,
3. Learn strategies to identify leading indicators that impact business results,
4. Co-create stakeholders strategies in your learning outcome measurement
5. Avoid the common mistakes or assumptions made in measuring human performance initiatives

ELE produces this Data-Driven Leader Learning Circle.

KPI Workshop for Talent Development Teams

chris.wimmer

azizeh.constantinescu

Session Focus: How do you measure the effectiveness of your leadership training?


Measuring the impact of people investments, such as learning and talent development initiatives, is a widespread practice in leading organizations. However, there is still some uncertainty as to HOW to do this measurement. As learning practitioners, we have the opportunity to model the analytic mindset, but we might not know where to begin. Newton Moore is curious how other organizations are measuring the effectiveness of your leadership training.

What we will explore together :
The importance of using evidence-based techniques to measure impact using objective data to counteract biases.


Please share on the  ELE Idea Exchange:
<a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/leadership/how-do-you-measure-the-effectiveness-of-your-leadership-training/">How do you measure the effectiveness of your leadership training?</a>

<center><iframe src="https://www.youtube.com/embed/DZ62O8ZzNa0" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>By walking through a few examples of what some organizations have done and asked that you share your views on what is working and what is not working, as we continue to raise the expectations of our HR organizations.

Retooling Talent Development--Creating a New L&amp;D is ELE's invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.

ELE's Learning Circle will be ideating Retooling Talent Development for the New Normal. 
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
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>

Leadership Training Effectiveness Roundtable “Did training work?" | Retooling #24

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Session Focus: Extending NPS using Continuous Improvement Methodology for Leadership Development

While the HR function can practice continuous improvement without a formal version of a Lean and Agile method, the right framework for the enterprise integrates continuous improvement with better ways to measure and analyze learning’s impact, reduce waste, align to business goals, and effectively tell the story of learning’s impact.

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/11/Continuous-Improvement-Planview.jpg" width="300" />

NPS (Net Promotor Score) is a simple yet powerful tool we can use to get started with being much more analytic and data-driven--it's a great conversation starter for all business and HR leaders to have.

Most of our business and customer-facing functions use NPS, and it's an easy strategy to align our learning impact in a common language.

Let’s explore a case study where NPS is used for Director-level leadership development and dig deeper with The Net Impact System, a continuous improvement approach specific to L&amp;D, will better measure and analyze learning’s impact, reduce waste, align to business goals, and effectively tell the story of learning’s impact.

ELE produces The Data-Driven Talent Learning Circle.

Data-Driven Talent: Let's Get Ready to Measure Leadership Development!

Team Leaders

Discover

Session Focus: “Data Efficacy” is the ability for organizations to manage data in such a way to drive informed decisions.

Efficacy is defined succinctly as the ability to generate a desired or intended effect.
Organizations manage data primarily to enable informed decisions.
In essence, “Data Efficacy” is the ability for organizations to manage data in such a way to drive informed decisions.

This session will be focused on understanding and managing data to optimize your ability to make decisions, continuously improve, and/or talk about impact. We’ll present some different ways to think about your data, as well as data you might not even know you have! The session will conclude with an overview of some dashboards that can show the power of data efficacy.
<iframe title="YouTube video player" src="https://www.youtube.com/embed/pOk7W0g_xUc" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
As learning practitioners, we have the opportunity to model the analytic mindset, but we might not know where to begin.

&nbsp;

<img class="wp-image-7176 aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/07/ELE-Data-Driven-Talent.png" alt="Aug 2021 Data-Driven Talent" width="442" height="230" />

&nbsp;

ELE’s Learning Circle helps members co-create forward-thinking Data-Driven Talent solutions as a community.

Session Focus: Embedding DE&amp;I into Onboarding and Everyday Learning 

Unfortunately, numerous companies don’t have a well-organized onboarding plan, but analytics can make onboarding easier and more effective.

? To what degree have the goals for your onboarding program to be more inclusive changed since the declaration of the pandemic?

? If your onboarding has changed, how has it changed? Are you rethinking traditional onboarding by embedding DEI Psychological Safety and eliminating bias to improve employee experience and engagement?

? What tactic, tool, or process have you implemented successfully?

By pulling together data from the selection process and combining that with data about current employees, organizations can quickly identify key areas for development for new employees and match them with mentors who complement their skills. Doing so creates a positive experience for the new hire and the tenured employee, who are likely to feel a stronger connection to the company.

What commitment does your organization have for DE&amp;I (Diversity, Equity, and Inclusion)?  The present (and future) reality of work requires organizations to rethink traditional ways for embedding DEI programs and tactics as we focus on employee experience. It should start one day one when onboarding new employees.

? What DEI measures are you looking at for the success of your onboarding program? Are you still using those measures?

? What changes, if any, have you seen in your onboarding metrics? If you’ve had a significant change, how have you responded?

&nbsp;

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/WuIfLfuPLUI" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

ELE’s Learning Circle helps members co-create forward-thinking Data-Driven Talent solutions as a community. 

<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
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>.

#datadriventalent

Session Focus: KPI Workshop

Measuring the impact of people-investments, such as learning and talent development initiatives, is a widespread practice in leading organizations. However, there is still some uncertainty as to HOW to do this measurement.

You will learn how to use human capital analytics to prove and improve performance impact and how understanding impact can help them guide the organization's operations. Stacey will walk us through the measurement process and give you tools to take back to your organization to get you started in the process.

This session will focus on providing insight into:
1. Develop a foundational plan for defining Key Performance Indicators (KPIs),
2. Explore the benefits of Leading and Lagging indicators,
3. Learn strategies to identify leading indicators that impact business results,
4. Co-create stakeholders strategies in your learning outcome measurement
5. Avoid the common mistakes or assumptions made in measuring human performance initiatives

ELE produces this Data-Driven Leader Learning Circle.

KPI Workshop | The Data-Driven Leader Learning Circle

bala.swaminathan

rebecca.johnson

International Motors, LLC

Session Focus: <a href="https://www.getabstract.com/en/summary/the-data-driven-leader/31994" target="_blank" rel="noopener noreferrer">The Data-Driven Leader</a>–A Powerful Approach to Delivering Measurable Business Impact Through People Analytics (Case study: Navistar’s Manager Effectiveness Metrics)

Bob Verner, Head of People Analytics &amp; Performance Management, will share the details of Navistar’s Manager Effectiveness four-year initiative. During this interactive virtual discussion, Bob plans to walk through the steps in the process, explain their strategy, the role of metrics, what went well, and what could have been better. We also plan to engage the group by inviting you to share your experiences with similar initiatives.

Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/insights/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

Manager Effectiveness Metrics at Navistar: The Data-Driven Leader Learning Circle

nancy.pagel

jane.shlaes

marcus.barlean

robert.verner

mike.kester

lavanya.thyagarajan

lynn.yazbec

will.thalheimer

Cigna

<div class="event-content">

Session Focus: The Data-Driven Leader–KISS and Tell at Cigna
Case study: Cigna

Sometimes the best thing you can have in business is a big, fat KISS, as in, keep it simple, stupid. A popular phrase coined from a 1960 U.S. Navy project, the acronym has multiple iterations, but it's meaning — don’t overcomplicate that which does not need complexity — could be a motto by which learning leaders operate.

That said, keeping things simple doesn’t mean there isn’t a lot going on behind the proverbial wizard’s curtain. Cigna’s overall learning mission has two prongs: a focus on capability building and that employees should learn with and from each other.

Karen Koocher first shared these strategies in a <a href="https://www.chieflearningofficer.com/2013/12/16/karen-kocher-kiss-and-tell-at-cigna/">2013 CLO Magazine article</a> when she was recognized on the magazine cover as the featured story. Bala Swaminathan will give us a 2020 update and dig deeper into how Cigna is developing Data-Drive Leaders.

Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/insights/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

This 90-min virtual session is an invite-only collaborative in which each participant should plan to login using their webcam and computer microphone/speakers.
<ul>
 	<li>You and your team members can register below or send a quick email to Dirk Tussing so he can process your registration.</li>
 	<li>If possible, plan to log in a few minutes early to make sure you have the Zoom plug-in loaded on your computer, and your headset/mic is working correctly.</li>
</ul>
This Learning Circle, The Data-Driven Leader, is produced by Executive Learning Exchange.

</div>
<div class="event-tickets">
<div id="no-tkt-slctr-ticket-dv-14307" class="no-tkt-slctr-ticket-dv">
<div class="no-tkt-slctr-ticket-content-dv">
<h5>Individual &amp; Team Leaders Members</h5>
You must be logged in before you can register. You can <a title="Log in" href="https://www.learningexecutive.com/login">log in here</a>

</div>
</div>
</div>

Data-Driven Leader Learning Circle: KISS and Tell at Cigna

audrey.sullivan

agile

cigna

predictive analysis

employee engagement

people strategy. post-mortem analysis

GE HealthCare

Learning experience platforms (LXPs) enable personalized, social, online learning experiences for users by consolidating disparate learning resources into a single portal. AI has the potential to dramatically accelerate organizational learning by taking high quantities of high-quality data and making predictive decisions that connect learners to the right content in the right moments. Today, learning leaders are navigating countless and difficult choices to engage learners and provide learning in the flow of work. Through this session, we'll start by exploring through the eyes of the learner. Equipped with their perspective, you might be able to identify existing technologies and a shorter path to dramatically improve your learners' experience.

What we will explore together

Through this roundtable discussion, we will explore how:
<ul>
 	<li>Customer journey mapping and other techniques help us understand the learner's perspective and challenges</li>
 	<li>To identify opportunities to automate through existing resources – explore automating EVERYTHING by considering ANYTHING</li>
 	<li>Organizations are using LXPs to consolidate content while enabling personalized and social learning experiences</li>
 	<li>Learning leaders can leverage data from a variety of resources to drive informed decisions</li>
</ul>
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>

Learning Experience Platforms Roundtable Discussion

Digital &amp; AI

learning technology

kyle.swanson

learning experience

bonnie.hemingway

marty.rosenheck

learning experience platform

insights-wise-2020

Kraft Heinz

Session Focus: <a href="https://www.getabstract.com/en/summary/the-data-driven-leader/31994" target="_blank" rel="noopener noreferrer">The Data-Driven Leader</a>— Upskilling HR Leaders’ People Analytics
Case study: Kraft Heinz

In addition to Serena’s case-study, here are a few questions Serena and Audrey will explore:
<ol>
 	<li>How do people analytics help an organization?</li>
 	<li>What are the biggest challenges/obstacles in data-driven HR?</li>
 	<li>L&amp;D analytics – what is that?</li>
 	<li>Analytics skills are certainly in high demand across organizations, inside and outside HR. How do you upskill data literacy and analytics capabilities?</li>
</ol>
This Learning Circle, The Data-Driven Leader, is produced by Executive Learning Exchange.

Data-Driven Leaders Learning Circle: Upskilling HR Leaders’ People Analytics

serena.huang

ELE's Wisconsin cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. 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.

Session Focus: <a href="https://www.getabstract.com/en/summary/the-data-driven-leader/31994" target="_blank" rel="noopener noreferrer">The Data-Driven Leader</a>--A Powerful Approach to Delivering Measurable Business Impact Through People Analytics (Case study: ELE Member Company)

Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this two-hour, highly interactive case studies &amp; conversations for HR and Talent Development Team Leaders can build essential new skills critical as our evolving workplaces.
<ul>
 	<li>You and your team members can register below or send a quick email to Dirk Tussing so he can process your registration.</li>
</ul>
ELE’s Wisconsin cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. 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 use 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>

ELE Wisconsin Cohort *** CANCELLED ***

wisconsin

Talent Executives

Wisconsin Cohort

michael.grubich

ele wisconsin cohort

in-person event

Session Focus: <a href="https://www.getabstract.com/en/summary/the-data-driven-leader/31994" target="_blank" rel="noopener noreferrer">The Data-Driven Leader</a>--A Powerful Approach to Delivering Measurable Business Impact Through People Analytics (Case study: Navistar's Manager Effectiveness Metrics)

Bob Verner, Head of People Analytics &amp; Performance Management, will share the details of Navistar's Manager Effectiveness four-year initiative. During this interactive virtual discussion, Bob plans to walk through the steps in the process, explain their strategy, the role of metrics, what went well, and what could have been better. We also plan to engage the group by inviting you to share your experiences with similar initiatives.

Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

<img class="wp-image-7176 aligncenter" src="https://learningexecutive.com/wp-content/uploads/2019/05/2019_LC-LearningPerformance-Based-Objectives-300x155.png" alt="Nov2019Analytics" width="442" height="230" />ELE produces this Data-Driven Leader Learning Circle.

If possible, please plan to log in a few minutes early to make sure you have the Zoom plug-in loaded on your computer, and your headset/mic is working correctly.

tomas.ramirez

Session Focus: The Data-Driven Leader--KISS and Tell at Cigna
Case study: Cigna

"Data-driven decisions" are always considered to be the right way to approach most problems. It is now more possible than ever to link internal data sources together and analyze the relationships between how people experience work. However, data from just one source, without context, lack of gleaning useful insights, and ineffective storytelling have caused flawed decisions.

Given Cigna's global operations, we have tried to address these concerns and also consider cultural factors, preferences, and prejudices that influence decisions.

Bala will start this session, sharing how talent development can use linkage analyses in practical and simple terms. Then let us explore together, sharing our experience, making logical connections between engaging employees, and performing well. We have an opportunity to do more and higher quality linkage analyses to help data-driven leaders understand where to focus their investments in people and procedures.

Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

<img class="wp-image-7176 aligncenter" src="https://learningexecutive.com/wp-content/uploads/2019/05/2019_LC-LearningPerformance-Based-Objectives-300x155.png" alt="Nov2019Analytics" width="442" height="230" />This 90-min virtual session is an invite-only collaborative in which each participant should plan to login using their webcam and computer microphone/speakers.
<ul>
 	<li>You and your team members can register below or send a quick email to Dirk Tussing so he can process your registration.</li>
 	<li>If possible, plan to log in a few minutes early to make sure you have the Zoom plug-in loaded on your computer, and your headset/mic is working correctly.</li>
</ul>
This Learning Circle, The Data-Driven Leader, is produced by Executive Learning Exchange.

The Data-Driven Leaders: Connecting Data, Insights, & People Success @ Cigna

engagement

story-telling

post-mortem analysis

Session Focus: <a href="https://www.getabstract.com/en/summary/the-data-driven-leader/31994" target="_blank" rel="noopener noreferrer">The Data-Driven Leader</a>-- Upskilling HR Leaders’ People Analytics (Case study: Kraft Heinz)

After Serena’s short case-study, to help guide our interactive forum, here are a few questions we will try to explore:
<ol>
 	<li>How do people analytics help an organization?</li>
 	<li>What are the biggest challenges/obstacles in data-driven HR?</li>
 	<li>L&amp;D analytics – what is that?</li>
 	<li>Analytics skills are certainly in high demand across organizations, inside and outside HR. How do you upskill data literacy and analytics capabilities?</li>
</ol>
To help us prepare our agenda and illustrations, please submit questions or best practices you would be most interested in hearing from Serena about? <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/future-of-work/the-data-driven-leader/" target="_blank" rel="noopener noreferrer">here</a>.

&nbsp;

Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

<img class="wp-image-7176 aligncenter" src="https://learningexecutive.com/wp-content/uploads/2019/05/2019_LC-LearningPerformance-Based-Objectives-300x155.png" alt="Nov2019Analytics" width="442" height="230" />

This Learning Circle, The Data-Driven Leader, is produced by Executive Learning Exchange.

The Data-Driven Leader Learning Circle

Session Focus: <a href="https://www.getabstract.com/en/summary/the-data-driven-leader/31994" target="_blank" rel="noopener noreferrer">The Data-Driven Leader</a>--A Powerful Approach to Delivering Measurable Business Impact Through People Analytics
Case Study: Aspirus Health Care

Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

<img class="wp-image-7176 aligncenter" src="https://learningexecutive.com/wp-content/uploads/2019/05/2019_LC-LearningPerformance-Based-Objectives-300x155.png" alt="Nov2019Analytics" width="442" height="230" />This 90-min virtual session is an invite-only collaborative in which each participant should plan to login using their webcam and computer microphone/speakers.
<ul>
 	<li>You and your team members can register below or send a quick email to Dirk Tussing so he can process your registration.</li>
 	<li>If possible, plan to log in a few minutes early to make sure you have the Zoom plug-in loaded on your computer, and your headset/mic is working correctly.</li>
</ul>
This Learning Circle, The Data-Driven Leader, is produced by Executive Learning Exchange.

discover financial services

UW Madison

This session shares how findings from research on what employees expect and need from their managers were turned into both a framework for a performance management system and, perhaps more importantly, a framework for managers to have performance improving conversations with those that work with them.

Six Conversations: A Simple Guide for Managerial Success

Engagement &amp; Culture

steve.king

performance improvement

performance management

research

Performance Improvement

As an industry, we have struggled for years to connect learning to business results and use the volumes of data collected by our companies to direct talent development.
In February 2013, Josh Bersin posted on Forbes.com, "Big Data in Human Resources: Talent Analytics Comes of Age," which explained …
Gartner expects the market for BigData and analytics to generate $3.7 Trillion in products and services and generate 4.4 million new jobs by 2015. While most of the talk is about applying BigData to marketing and consumer businesses, there is an even more significant opportunity to apply BigData to Human Resources. (We call it Talent Analytics.)

This roundtable panel discussion is an opportunity for learning and talent development leaders to learn the basic concepts of BigData and become verbally fluent regarding the benefits of the learning function with emerging trends.

To help guide the roundtable panel discussion, our facilitator will cover some or all of the following:
<ul>
 	<li>Provide a brief overview of any BigData application for HR.</li>
 	<li>How well do organizations truly understand what drives performance among their workforce?</li>
 	<li>Data Tells the Story ... BigData Tells a Story, but how do we listen?</li>
 	<li>Explore how to leverage BigData in HR.</li>
</ul>
Learn about ELE Enterprise Members' Talent Analytics models (e.g., Bersin by Deloitte, KnowledgeAdvisors, etc.).

BigData in Human Resources: Opportunities for Talent Development

kery.mortenson

leah.chiles

talent development

Deloitte

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

learning culture

upskilling

informal learning

continuous improvement

bob.danna

In a survey of HR professionals at the recent National SHRM Conference, the BPI group found that increasing employee engagement is one of HR’s most significant challenges for the coming year. These results are hardly a surprise. Organizations are receiving dismal data on the rate of their employee engagement - and it costs them. Gallup calculates that actively disengaged workers cost U.S. businesses $300 billion a year in productivity losses.
In today’s market, organizations can no longer rely on top-down, one-size-fits-all engagement programs. You need to start building employee commitment organically from the bottom up. This approach isn’t about surveys or engagement programs. It’s about empowering employees and managers to work together in a balanced and sustainable way to increase the discretionary effort on strategically-aligned activities.
We invite you to stop measuring employee engagement and start building it. Our presentation will help you move beyond the employee engagement survey to what comes next.

<ul>
 	<li>A fresh and practical perspective on employee engagement that can be quickly implemented within work teams, departments and divisions, as well as the entire organization</li>
 	<li>The role engagement plays in building your organization’s brand, and why you should be very concerned about leadership practices that create disengagement</li>
 	<li>Where to start after the engagement survey results are in</li>
 	<li>The key to creating sustainable employee commitment</li>
 	<li>How you can develop managers to build employee engagement, and empower employees to develop their commitment</li>
 	<li>How to make engagement go viral in your organization</li>
 	<li>Case studies of how other organizations have successfully increased engagement</li>
</ul>

Engagement - Stop Measuring It and Start Building It

retention

sustainability

robyn.clark

jay.scherer

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

Bellevue University

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

david.vance

learning &amp; development

We have been talking about measuring ROI for training for over ten years. But are we just talking about it or have we moved to “doing it”? Are we still being asked by business leaders about the impact of learning? Does the industry we work in drive how we measure? How long has your organization been talking about measuring the effect of knowledge? Are you still talking about what to measure, what you will do with the information, and how you are going to gather the data? Have you moved from talking about measurement to doing it and making decisions from the results? Our panelists are asking these questions and more within their organizations. We will have an interactive discussion sharing insights and thoughts on what measurement in the learning organization looks like today and ideas on how to move it forward.
To help guide this roundtable discussion, we’ll encourage participants to share the following:

<ul>
 	<li>What do you consider critical criteria for useful measurement, and why?</li>
 	<li>What decisions are you making based on the results?</li>
 	<li>How do you know what you are measuring is aligned to the business?</li>
 	<li>What shifts in measurement do you see in your organization?</li>
</ul>

Let's Get Real About Measurement Roundtable Panel

Strategy

training

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

Leadership

competency model

effective leadership

bob.cancalosi

Most of the books on my shelf just sit there and collect dust. But there is a select few that have a prominent place right up front, and at eye level. This is one of those great texts that I go back and refer to time and time again. If you are looking for a comprehensive overview of human capital investment and its corresponding impact, look no further. This is the de-facto reference book you should own. Kent Barnett and Jeffrey Berk have created a great resource for executives who need to be current on what, how, and when to measure learning investments in tomorrows business world. The insights related to measurement and market performance are especially powerful. Absorb all the takeaways in this great book and you will be leading the talent management race well ahead of your competitors.

Human Capital Analytics: Measuring and Improving Talent Development

jeffrey.berk

patricia.ouzounian

cindy.pinkstaffmiller

Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth - and how it can help any organization thrive.

In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress - to measure what mattered.

Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than 50 companies. Wherever the process was faithfully practiced, it worked.

In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry-level to CEO, are transparent to the entire organization.

The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention.

This book will help a new generation of leaders capture the same magic.

Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

keri.kersten

catherine.hebel

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