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

LAK Group

This keynote provided a thought-provoking perspective on building change resilience in teams and organizations. Mike Grubich argued that while processes and tools are essential, lasting resilience requires tapping into the underlying cognitive and psychological factors.

Three Key Takeaways:
<ol>
 	<li>Understanding Physiological Experiences: Developing change resilience requires a deep understanding of the physiological experiences that shape people's beliefs and mindsets around change. These experiences significantly influence how individuals perceive and respond to change.</li>
 	<li>Focused Practice and Personal Ownership: Shifting ingrained narratives and expectations, coupled with fostering personal ownership, is crucial for hardwiring new habits around resilience. Focused practice helps individuals internalize new behaviors and adapt more effectively to change.</li>
 	<li>Leadership's Role in Change: Leaders play a pivotal role in helping people understand their part in the change process and how their experiences are fundamentally shifting. By directly addressing these aspects, leaders can guide their teams through transitions more effectively.</li>
</ol>
<blockquote>"Change resilience comes from the experiences that shape our beliefs and behaviors." -- <a href="https://www.ele.llc/members/michael-grubich" target="_blank" rel="noopener">Michael Grubich</a></blockquote>
Rather than just deploying change management techniques, this keynote emphasized the need to create opportunities for meaningful experiences that can start reshaping beliefs at a deeper level. From there, new behaviors and resilient habits can take root through repetition and buy-in.

By making change more than just a process, but an identity shift flowing from personalised experiences, organizations can better navigate the increasing change fatigue and lack of emotional commitment highlighted in workforce trends today.

The Dynamic Workplace Requires Change Resilient Teams

digital

Engagement &amp; Culture

Leadership

digital transformation

michael.grubich

transformation

Change Management

talent development

talent management

employee experience

organizational change

resilient workforce

reinvention

wise2024

change resilience

behavioral change

change leadership

workforce trends

GE HealthCare

ELE Group, LLC

The GE Healthcare Talent Development Conference kickstarted with a resounding call for sustainable change readiness and workplace agility. Embracing a hybrid format, the conference aims to empower HR leaders with strategies to build skills-centric talent ecosystems within their organizations.
The opening sessions set the stage, with welcoming remarks emphasizing professional development and the conference's collaborative spirit. Research presentations and keynotes will explore the balance between human and technological factors, while interactive sessions delve into experience design, team dynamics, and change readiness insights.
By fostering a resilient, adaptable workforce, organizations can position themselves for success amidst rapidly evolving business landscapes. This conference promises practical tools to cultivate sustainable growth and thrive in an era of unprecedented change.

Welcome Address & Conference Objectives | Sustainable Change Readiness and Workplace Agility

analytics

curation

future of work

integrated talent management

leadership

learning strategy

Integrated Talent Management

Strategy

Future of Work

Digital &amp; AI

Analytics

dirk.tussing

Operations

organizational readiness

upskilling

bonnie.hemingway

Coaching

employee engagement

intergrated talent development

durable skills

workplace agility

DEIB

HR Innovation

annual-conference

sustainable change

ManpowerGroup

&nbsp;

<img class="aligncenter wp-image-43003 " src="https://wp.ele.llc/wp-content/uploads/2025/05/Angie-Dirk.jpg" alt="ELE Talent Intelligence Community" width="656" height="437" />
<blockquote>
CONFERENCE OVERVIEW
Is your Team Prepared for the future?
Discover why Agile Talent Practices and Workplace Agility are essential for forward-thinking leaders.
Join us at the ELE Talent Development Conference 2025 to explore practical strategies that will impact your business.
#FutureReadyTeams   #InnovativeHR   #TalentTrends   #ActionableStrategies #ELETalentCon2025
</blockquote>
Agenda: <a href="https://www.ele.llc/events/wise2025/agenda">Online-Mobile</a>  | <a href="https://www.ele.llc/events/wise2025/participant-faqs">Participants’ FAQs</a> | <a href="https://media.ele.llc/LEE_Media/2025/2025WISE-Conference.pdf" target="_blank" rel="noopener">Flyer-PDF</a>
View Registration List  (left column under Session Leaders)
What to Expect
Case Studies and Interactive Discussions

We are planning over 15 case studies and interactive discussions on leveraging learning to build a sustainable workforce, including:
<ul>
 	<li>Latest Research: Emerging Trends Transforming Workforce Capabilities</li>
 	<li>Change Readiness: Preparing your organization for future challenges</li>
 	<li>Innovative Talent Strategies: Integrating skill-based HR talent practices</li>
 	<li>Leadership &amp; Engagement: Workforce transformation stories expertly told</li>
 	<li>Reskilling Trends: Embracing cutting-edge assessments, equity &amp; access to learning, reskilling/upskilling</li>
 	<li>Internship/Apprenticeship Programs: Designing and implementing successful programs</li>
 	<li>Learning Journeys: Cohort learning and scaling beyond leadership development</li>
 	<li>Future of Work: Fostering Coaching, Reimagining DEI, Wellbeing @ Work, and more</li>
</ul>
We are working closely with ELE Team-Leader members who will contribute valuable evidence-based case studies &amp; best practices.

Register Now
Don’t miss this opportunity to prepare your team for the future. View the agenda and register today to secure your spot.

<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2025/03/Dirk-n-Syneathia-at-Manpower.jpg" alt="" width="644" height="363" />

Why Attend?
<ul>
 	<li>Practical Insights: Gain actionable strategies from real-world case studies.</li>
 	<li>Expert Speakers: Hear from industry leaders and innovators.</li>
 	<li>Networking Opportunities: Connect with fellow HR professionals and share best practices.</li>
</ul>
<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/3mR6yc3_7M4?si=6HtJsclI6G4WTBUz" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>This year's 15th Milwaukee Talent Development Conference will be a full-day, multi-track in-person event that will allow you and your team to collaborate with your peers and learn best practices from the ELE's robust network of learning and talent development leaders.

Milwaukee Talent Development Conference 2025 @ ManpowerGroup: Workplace Agility in the AI Era

single-event

sales training

Full-day Exchange

Talent Executives

Team Leaders

Your Teams

newton.moore

kyle.swanson

carlos.velazquez

angie.zeigler

jane.shlaes

ann.klitzke

joe.hamann

jill.mack

janice.simmons

missy.gonzales

in-person event

lorna.malloy

karen.waterlander

sara.larson

ana.bedard

stateofskills

guillermo.gutierrez

Performance Improvement

Sales &amp; Customer Service

Digital

jenny.heitman

patricia.ouzounian

diana.barnett

jennifer.rainey

kelly.wojda

matt.sernaker

yolanda.mangram

jennifer.kern

brian.gold

craig.friedman

ben.warner

michael.hruska

tanya.hinton

vanessa.penkala

nicole.defalco

syneathia.lagrant

jerry.baake

ellen.johnson

phyllis.king

allison.ayers

2Q2025

tim.vanderlaan

diane.greenspan

mara.stefan

wise2025

Art Institute of Chicago

Session Focus: Senior HR leaders sharing strategies in the art of purpose-based employee engagement

<img class="aligncenter size-large wp-image-37925" src="https://wp.ele.llc/wp-content/uploads/2023/02/EMPLOYEE-EXPERIENCE-Moments-That-Matter-Infographic-1024x576.jpg" alt="EMPLOYEE EXPERIENCE Moments That Matter" width="1024" height="576" />

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>
<img class="aligncenter size-large wp-image-40491" src="https://wp.ele.llc/wp-content/uploads/2024/02/Engagement-and-Retention-Demands-1024x576.jpg" alt="" width="1024" height="576" />

&nbsp;

<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/01/Ryan-Learning-Center-banner.jpg" alt="" width="752" height="322" />

ELE's Chicagoland cohort for DEI, Talent, and HR Executives is a year-long learning process through face-to-face collaboration and networking with senior HR Talent and DEI Leaders. Each member company is encouraged to bring two peers from their organization.

People-First Talent Practices @ The Art Institute of Chicago

chicagoland

alex.draper

ele chicago cohort

deborah.lenchard

Culture Change

denise.banks

Session Focus: Senior HR leaders sharing strategies in the art of purpose-based employee engagement

More coming soon...

<img class="aligncenter size-large wp-image-37925" src="https://wp.ele.llc/wp-content/uploads/2023/02/EMPLOYEE-EXPERIENCE-Moments-That-Matter-Infographic-1024x576.jpg" alt="EMPLOYEE EXPERIENCE Moments That Matter" width="1024" height="576" />

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>
<img class="aligncenter size-large wp-image-40491" src="https://wp.ele.llc/wp-content/uploads/2024/02/Engagement-and-Retention-Demands-1024x576.jpg" alt="" width="1024" height="576" />

&nbsp;

<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/01/Ryan-Learning-Center-banner.jpg" alt="" width="752" height="322" />

ELE's Chicagoland cohort for DEI, Talent, and HR Executives is a year-long learning process through face-to-face collaboration and networking with senior HR Talent and DEI Leaders. Each member company is encouraged to bring two peers from their organization.

<hr />

ELE produces this Chicagoland CLO Group.

Learning Outside the Box for Upskilling @ The Art Institute of Chicago

Chicago Cohort

jacki.davidoff

Charter Manufacturing

Zurich North America

Immersive technologies including VR and AR are now in our everyday lives. Join us to learn how different industries are approaching the use of immersive technology in talent development and critical skills learning use cases.

This session will share experiences and lessons learned from designing and implementing VR within three different industries.

• Gain insights into how to build a business case and strategy for VR training investment

• Learn how Zurich North America aligned VR training to core underwriting competencies and skills

• Learn how Charter Manufacturing is aligning VR in safety sensitive areas

• Understand different approaches to implementing emerging technology like VR

• Discover tips for managing VR content development and delivery

VR 101 - Tech in L&D: Implementing Virtual Reality

AR/VR

Augmented Reality

virtual reality

megan.joecks

CHIE2023

mary.cronwall

Regal Rexnord

Session Focus: Open dialogue with CLO/CTO/CDO peers about current gaps in addressing Top CEO Concerns preparing managers for modern leadership challenges and exploring innovative solutions.

Skills-First Integrated Talent Practices
<ol>
 	<li>Leadership Development Programs. What’s Missing?</li>
 	<li>Skills Need a Strategy. Where to Start?</li>
 	<li>Accelerating Diverse Leaders: Leveraging ERGs to Cultivate High-Potential Talent</li>
</ol>
This roundtable brings together talent development leaders to discuss how to prepare high-potential employees for leadership roles better. We will examine gaps in current acceleration programs, share innovative approaches that rapidly build leadership capabilities, and explore ways to maximize the potential of rising talent.

<img class="aligncenter size-large wp-image-39770 lazyautosizes lazyloaded" src="https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-1024x663.png" sizes="770px" srcset="https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-1024x663.png 1024w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-300x194.png 300w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-768x498.png 768w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-1536x995.png 1536w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-218x141.png 218w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns.png 1650w" alt="CEO Top Concerns in 2023" width="1024" height="663" data-src="https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-1024x663.png" data-srcset="https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-1024x663.png 1024w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-300x194.png 300w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-768x498.png 768w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-1536x995.png 1536w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns-218x141.png 218w, https://wp.ele.llc/wp-content/uploads/2022/12/DDI-CEO-Top-Concerns.png 1650w" data-sizes="auto" data-eio-rwidth="1024" data-eio-rheight="663" />
Questions:

<ol class="list-decimal pl-8 space-y-2">
 	<li class="whitespace-normal">Where are we falling short in accelerating the development of our high-potential talent?</li>
 	<li class="whitespace-normal">How can we improve the assessment of leadership potential and readiness in high potentials?</li>
 	<li class="whitespace-normal">What key leadership mindsets and capabilities are overlooked in many acceleration programs?</li>
 	<li class="whitespace-normal">How could we better customize development for each high potential’s strengths and growth needs?</li>
 	<li class="whitespace-normal">What kind of experiential learning opportunities best accelerate leadership development?</li>
 	<li class="whitespace-normal">How can we leverage stretch assignments, special projects, job rotations, and coaching?</li>
 	<li class="whitespace-normal">What innovative program formats, tools, or delivery methods could we employ?</li>
 	<li class="whitespace-normal">How do we measure the impact of high-potential development and calibrate acceleration approaches?</li>
</ol>
&nbsp;

<img class="aligncenter size-full wp-image-39650 lazyautosizes lazyloaded" src="https://wp.ele.llc/wp-content/uploads/2023/06/DDI-The-Leadership-Skills-Gap-of-the-Future-ELE-Event-Card.jpg" sizes="674px" srcset="https://wp.ele.llc/wp-content/uploads/2023/06/DDI-The-Leadership-Skills-Gap-of-the-Future-ELE-Event-Card.jpg 674w, https://wp.ele.llc/wp-content/uploads/2023/06/DDI-The-Leadership-Skills-Gap-of-the-Future-ELE-Event-Card-300x170.jpg 300w, https://wp.ele.llc/wp-content/uploads/2023/06/DDI-The-Leadership-Skills-Gap-of-the-Future-ELE-Event-Card-250x141.jpg 250w" alt="The Leadership Skills Gap of the Future" width="674" height="381" data-src="https://wp.ele.llc/wp-content/uploads/2023/06/DDI-The-Leadership-Skills-Gap-of-the-Future-ELE-Event-Card.jpg" data-srcset="https://wp.ele.llc/wp-content/uploads/2023/06/DDI-The-Leadership-Skills-Gap-of-the-Future-ELE-Event-Card.jpg 674w, https://wp.ele.llc/wp-content/uploads/2023/06/DDI-The-Leadership-Skills-Gap-of-the-Future-ELE-Event-Card-300x170.jpg 300w, https://wp.ele.llc/wp-content/uploads/2023/06/DDI-The-Leadership-Skills-Gap-of-the-Future-ELE-Event-Card-250x141.jpg 250w" data-sizes="auto" data-eio-rwidth="674" data-eio-rheight="381" />

<hr />

&nbsp;

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 and talent Development. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning and 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>

Skills-First Talent Practices Milwaukee Roundtable @ Regal Rexnord

ele wisconsin cohort

jill.hinrichs

megan.bickle

amy.leschkekahle

<blockquote>
SUSTAINABLE CHANGE READINESS
Next Practices for Engaging and Growing Talent.

</blockquote>
Join us for the 14th Annual Exchange that brings together 100 talent leaders!
Agenda: <a href="https://www.ele.llc/events/WISE2024/agenda">Online-Mobile</a>  | <a href="https://www.ele.llc/events/WISE2024/participant-faqs">Participants’ FAQs</a> | <a href="https://media.ele.llc/LEE_Media/2024/2024WISE-Conference.pdf" target="_blank" rel="noopener">Flyer-PDF</a>
View Registration List  (left column under Session Leaders)

It is not the strongest or the most intelligent who will survive change but those who can skillfully adapt to the relentless pace of workforce evolution. We must prepare the current and future workforce with skills that empower sustainable employability. Through a skills-first approach, we enable continuous adaptation and position organizations to survive and thrive amidst progress.
<blockquote>“Adapt or fade: Just as species evolve to survive, organizations must craft impactful workforce strategies to thrive in an ever-changing world.” 🌱</blockquote>
We have over fifteen case studies and interactive discussions on working smarter with AI to simplify talent strategies. Here is what you can expect that we will cover:
<ul>
 	<li>The importance of change readiness in today’s business environment: Discuss the significance of change readiness and how it can help organizations stay ahead of the curve.</li>
 	<li>Best practices for engaging and growing talent: Share insights on engaging and growing talent in a rapidly changing business environment.</li>
 	<li>Next practices for managing and developing talent: Discuss emerging trends and best practices in talent development that can help organizations prepare for the future.</li>
 	<li>Case studies on successful change management: Share examples of organizations that have successfully managed change and the lessons that can be learned.</li>
</ul>
<iframe title="YouTube video player" src="https://www.youtube.com/embed/6Ai83iBBFu4?si=h6kJcA3E5Ga4plpG" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
&nbsp;

The 14th SE Wisconsin Executive Learning Exchange
… will be a one-day, multi-track event providing you and your team an opportunity to collaborate with your peers and learn best practices from ELE's robust network of learning and talent development leaders addressing the top talent challenges of today’s C-level executives outlined in a Forbes article:
<ul>
 	<li>Attracting and retaining top talent: CEOs are concerned about finding and keeping the best people for their organization, especially in a competitive market where talent is scarce.</li>
 	<li>Developing leadership skills: CEOs are looking for ways to build the leadership skills of their people so that they can drive innovation, growth, and change.</li>
 	<li>Building a diverse and inclusive workforce: CEOs recognize the importance of diversity and inclusion in driving innovation, creativity, and performance and are taking steps to create a more diverse and inclusive workplace.</li>
 	<li>Managing the talent pipeline: CEOs are concerned about the availability and quality of talent in their organization and are looking for ways to identify, develop, and retain high-potential employees.</li>
 	<li>Adapting to the changing nature of work: CEOs are grappling with the impact of technology, automation, and globalization on the nature of work and are looking for ways to adapt their workforce skills to these changes.</li>
</ul>
<video controls="controls" width="662" height="372">
<source src="https://media.ele.llc/LEE_Media/preview/2022CHIE_Keynote-Hart_Sustaining-Work-welcome.mp4" type="video/mp4" />
</video>

ELE Helps Upskill HR Talent Leaders--Teri Hart, CLO @ Zurich
(and former GE HealthCare Training Program Manager)

<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2023/11/CLO-DEI-panel-CHIE2023.jpg" alt="" width="662" height="372" />

We are working closely with Executive Learning Exchange (ELE) Enterprise members who will contribute valuable presentations at our 14th Annual Wisconsin Exchange. We are thrilled to be back at GE HealthCare for a highly interactive exchange and an intense action learning experience with a full day of peer collaboration.

<img class="aligncenter wp-image-39530" src="https://wp.ele.llc/wp-content/uploads/2022/11/The-Thinking-Effect-What-you-will-find.jpg" alt="What you will find | The Thinking Effect" width="716" height="274" />

New: Non-members are limited to current INTERNAL Learning &amp; Talent Development leaders ONLY. All registrations are subject to review.

2024 Skills-First Milwaukee Talent Development Conference @ GE HealthCare

nick.allen

suzanne.sherry

tomas.ramirez

rebecca.potterhill

mike.kester

carol.prochaska

chris.olson

marti.konstant

anton.maletich

michael.vaughan

diego.frausto

tim.chudy

lisa.fitterer

cristi.burrill

tamora.martin

lindy.stockton

iris.farley

bryan.burkhalter

nicole.phipps

markus.bernhardt

larry.mohl

scott.provence

kevin.adams

mike.song

todd.harrison

mica.vaipan

courtney.ihlefeld

2024 Top 10

American Medical Association

Lake Forest Center for Leadership

Endeavor Health

Session Focus: ELE-member case studies and brainstorm how to take the lead in bringing the U.S. surgeon general’s <a class="color-link" title="https://www.hhs.gov/surgeongeneral/priorities/workplace-well-being/index.html" href="https://www.hhs.gov/surgeongeneral/priorities/workplace-well-being/index.html" target="_blank" rel="nofollow noopener noreferrer" data-ga-track="ExternalLink:https://www.hhs.gov/surgeongeneral/priorities/workplace-well-being/index.html" aria-label="report">report</a> on workplace mental health and ideas to our organizations.

Welcome to the People-First HR Wellbeing workshop. This session will discuss creating a workplace culture prioritizing employee wellbeing and mental health.

The workshop will begin with an overview of the <a href="https://www.hhs.gov/surgeongeneral/priorities/workplace-well-being/index.html">Surgeon General’s Framework for Mental Health and Well-Being in the Workplace</a> before discussing our role as HR executives to get C-Level buy-in.

💥 CEO Required Reading: U.S. Surgeon General Framework On Workplace Mental Health (<a href="https://www.forbes.com/sites/onemind/2022/11/21/ceo-required-reading-us-surgeon-general-framework-on-workplace-mental-health/?sh=49aa71cc7131">Forbes, November 2022</a>)

As a group, we will ideate on defining, repeating, and putting into practice.
<ul>
 	<li>Agree on what the definitions are for each essential area with examples.</li>
 	<li>Repetition of definitions, buy-in from C-Suite, wellness promotion from directors/managers.</li>
 	<li>Putting essential areas into practice through year-long learning development opportunities, co-working options, financial planning, mental health resources, etc.</li>
</ul>
Group Activity (Debate), is the US Surgeon General Framework helpful in getting leaders to care?

<img class="wp-image-37539 aligncenter lazyautosizes lazyloaded" src="https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-1024x576.jpg" sizes="407px" srcset="https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-1024x576.jpg 1024w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-300x169.jpg 300w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-768x432.jpg 768w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-1536x864.jpg 1536w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-250x141.jpg 250w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing.jpg 1920w" alt="Workplace Mental Healthand Wellbeing" width="407" height="229" data-src="https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-1024x576.jpg" data-srcset="https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-1024x576.jpg 1024w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-300x169.jpg 300w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-768x432.jpg 768w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-1536x864.jpg 1536w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing-250x141.jpg 250w, https://wp.ele.llc/wp-content/uploads/2022/12/Workplace-mental-health-and-wellbeing.jpg 1920w" data-sizes="auto" />
<blockquote>Hypothesis: Leaders should prioritize the US Surgeon General’s five essentials for employee wellbeing to implement people-first HR practices and measure KPIs for a more engaged and productive workforce, lower turnover rates, and improved business outcomes.</blockquote>
We will split into two groups for a group debate activity:
<ol>
 	<li>Introducing the hypothesis. All debates start with a topic or resolution.</li>
 	<li>Assign the Affirmative and the Negative. There are two sides to any debate.  Attendees can participate or observe but can’t switch sides.</li>
 	<li>Keep Track of Time.</li>
 	<li>Make a Judgment.</li>
</ol>
During this highly engaging activity, we will ask each group to support their side on questions such as:
<ol>
 	<li>Is it a leader’s responsibility to ensure that employees are mentally and emotionally supported at work?</li>
 	<li>Should leaders be held accountable for their employees’ mental and physical health?</li>
 	<li>Should leaders be trained to identify and address mental health issues in their employees?</li>
 	<li>Is it a leader’s responsibility to create a workplace culture prioritizing employee wellbeing?</li>
 	<li>Should employee well-being be centrally funded?</li>
</ol>
In the last section, we will dive into two case studies showcasing successful wellbeing initiatives that leading organizations implement.
<ol>
 	<li>Case study #1 will explore how TMS implemented Remote Work: Avoiding Blurry Lines between Work &amp; Home, the “Flex Fridays” program, and Meditation and Yoga Wellness Benefits that significantly increased employee engagement and productivity.</li>
 	<li>Case study #2 LCW will share our internal efforts at creating an environment prioritizing wellness and belonging and creating a space where resources and tools are available for folks to access when needed easily.</li>
</ol>
Onsite lunch to wrap up and share our key takeaways from the workshop. This roundtable aims to provide HR leaders practical strategies and insights for prioritizing employee wellbeing and driving a culture shift toward a people-first workplace. We hope you will leave this session with actionable ideas and a renewed commitment to employee wellbeing.

People-First HR Wellbeing Roundtable @ Lake Forest

corinne.rice

samir.desai

kacie.walters

chuck.adams

serena.huang

wendy.greeson

natalia.sanjose

briza.cardenas

Session Focus: Leadership Development and Integrating Talent Practices with a Comprehensive Skills Strategy

 

During this afternoon session at O’Brien Hall, the new home for Marquette Business and leadership innovation programs, we plan to have a robust discussion on the following:
<ol>
 	<li>#disruptivethinking panel: Do organizations need a comprehensive skills framework?
<ul>
 	<li><a href="https://www.learningexecutive.com/influencer/teri-hart">Teri Hart</a>, Zurich Insurance</li>
 	<li><a href="https://www.learningexecutive.com/influencer/dirk-tussing">Dirk Tussing</a>, ELE</li>
 	<li><a href="https://www.learningexecutive.com/influencer/wendy-greeson/">Wendy Greeson</a>, SMS Assist</li>
 	<li><a href="https://www.learningexecutive.com/influencer/robin-hoke/">Robin Hoke</a>, Marquette University</li>
</ul>
</li>
 	<li>Leadership Development Skill Analysis – What Leadership Development Should Look Like in the Hybrid Era?</li>
</ol>
&nbsp;

💥 Your Organization’s Skills Need a Comprehensive Strategy

<img class="wp-image-36364 alignleft lazyautosizes ls-is-cached lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg" sizes="779px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg 381w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-300x300.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-150x150.jpg 150w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-60x60.jpg 60w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-141x141.jpg 141w" alt="Teri Hart" width="25" height="25" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg 381w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-300x300.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-150x150.jpg 150w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-60x60.jpg 60w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-141x141.jpg 141w" data-sizes="auto" />Teri Hart, the author of <a title="Hardwired to Learn" href="https://www.learningexecutive.com/book/hardwired-to-learn-leveraging-the-self-sustaining-power-of-lifelong-learning/?author=teri-hart">Hardwired to Learn</a>, shared insights on <a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy </a>a few years ago for ELE.  During this strategy session, Teri illustrated that we are frequently tasked to build learning solutions to solve business problems. Quite often, these needs appear to be a worthwhile investment. But without the backdrop of strategy, we miss a critical piece of the decision-making framework – the relative value of specific learning needs a decision.

Let’s have Teri help guide a disruptive thinking roundtable panel on how HR functions can drive a Comprehensive Skills Framework to ensure business alignment.

💥 Talent functions that don’t have strategic planning capability are likely not focused on the right work.

Organizations need a dynamic approach to teaching people new skills. We see that integrated talent practices based on skills are rising, and business leaders are talking about skills.

<img class="aligncenter wp-image-37608 lazyautosizes lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" sizes="467px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg 649w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-300x219.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-193x141.jpg 193w" alt="Simplifies Journey to be a Skills-based Enterprise (Ravin Jesuthasan)" width="467" height="341" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg 649w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-300x219.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-193x141.jpg 193w" data-sizes="auto" />

💥 Taking a skills-based approach to building the future workforce (<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/taking-a-skills-based-approach-to-building-the-future-workforce" target="_blank" rel="noopener">McKinsey, Nov 2022</a>)

Unfortunately, i4cp research has found many organizations are merely guessing when it comes to crucial aspects of that equation, especially knowing their employees’ skills and capabilities. When organizations build an employee skills inventory or database, what do they include in the talent profiles?  a common language to describe skills in the organization and enable an agile workforce by using skills as the common currency of the business. It helps integrate talent management processes.

&nbsp;

💥 What Leadership Development Should Look Like in the Hybrid Era

Key findings from <a title="Effective Leadership in a Hybrid World of Work (The Conference Board)" href="https://www.conference-board.org/pdfdownload.cfm?masterProductID=44626" target="_blank" rel="noopener">Effective Leadership in a Hybrid World of Work</a> (Udemy, December 2022) revealed that:
Hybrid work doesn’t fundamentally change what’s required to be an effective leader, but some skills are increasingly essential to manage mixed teams successfully.
Let’s analyze skills for how leaders develop beyond the theory that 70% of learning happens through doing (on-the-job experience), 20% through feedback and greater self-awareness (gained via interactions with others), and 10% through formal training.  Quantitative and qualitative research conducted over the past three years points (2022, HBR: <a href="https://hbr.org/2022/06/what-leadership-development-should-look-like-in-the-hybrid-era">What Leadership Development Should Look Like in the Hybrid Era</a>) to an alternative—a framework for the process that emphasizes three actions:
<ul>
 	<li>Sensemaking, or understanding how the business world and the organization work around you and how others relate to you.</li>
 	<li>Experimenting. or testing ideas picked up in a classroom session, from colleagues, or from personal experience.</li>
 	<li>Self-discovery, or figuring out your own identity in the workplace.</li>
</ul>
&nbsp;

<img class="aligncenter wp-image-37555 lazyautosizes lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png" sizes="227px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png 752w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-220x300.png 220w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-768x1045.png 768w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-104x141.png 104w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR.png 850w" alt="What Leadership Development Should Look Like in the Hybrid Era " width="227" height="310" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png 752w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-220x300.png 220w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-768x1045.png 768w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-104x141.png 104w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR.png 850w" data-sizes="auto" />

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>

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