ELE Group, LLC

Session Focus: Case Study that dives deep into Coaching as a Capability Solution, Marketing, Measurement, and more.
This session presented a compelling case study from Physicians Immediate Care, demonstrating how a comprehensive coaching program can address organizational challenges and drive positive change.

<blockquote>
The presenter emphasized, "We really wanted to push coaching as the main focus of the solution because especially after the initial push, coaching as a development opportunity was going to be the solution to keep scaling."
</blockquote>
Key Takeaways:

<ol class="-mt-1 list-decimal space-y-2 pl-8">
 	<li class="whitespace-normal break-words">Comprehensive Approach: Implementing coaching across all organizational levels improves retention, engagement, and productivity.</li>
 	<li class="whitespace-normal break-words">Leadership Buy-in and Modeling: Success depends on leadership support and active engagement in coaching practices.</li>
 	<li class="whitespace-normal break-words">Adaptability and Continuous Improvement: Flexibility in coaching strategies is crucial for long-term success, especially during organizational changes.</li>
</ol>
This session offered practical insights into leveraging coaching as a strategic tool for organizational development, applicable across various industries and company sizes.

Global Coaching Strategies for Capability Building

engagement &amp; culture

Leadership

Peer-to-Peer Learning

people strategy

richard.busby

tomas.ramirez

coaching

geovanny.andino

leadership development

talent development

anton.maletich

Coaching

diversity &amp; inclusion

mike.rockelmann

Coaching Conversations

leslie.lighton-humphreys

hybrid workplace

hybrid learning

This session provided a fresh perspective on the evolving role of Learning and Development (L&amp;D) in modern workplaces. It emphasized the shift from traditional training methods to more agile, real-time learning strategies.
<blockquote>As <a href="https://www.ele.llc/members/tomas-ramirez">Tomas Ramirez</a> aptly put, "If training isn’t embedded into tools people already use, it’s a missed opportunity." This insight captures the essence of effective learning in today’s fast-paced work environments.</blockquote>
<h3>Key Takeaways for Senior HR Talent Leaders:</h3>
<ol>
 	<li>Shift Focus to Real-Time, Contextual Learning
Employees learn best when solutions are immediately available to address their challenges. L&amp;D strategies should prioritize performance support tools and microlearning resources integrated directly into daily workflows.</li>
 	<li>Empower Employees with Choice and Accessibility
Treat learning as a career-enhancing benefit, allowing employees to opt into upskilling opportunities. Seamless integration into tools they already use will foster engagement and long-term adoption.</li>
 	<li>Validate and Capture Informal Learning
Informal, on-the-job learning happens more frequently than structured training. HR leaders must invest in tools that track, document, and ensure the quality of this learning, preserving organizational wisdom and enhancing its impact.</li>
</ol>
This session underscored the importance of rethinking L&amp;D strategies to meet employees where they are, leveraging technology to enable learning in the flow of work. How is your organization embedding learning into everyday tools and tasks? Let’s discuss innovative ways to make learning both accessible and impactful.

Learning in the Flow of Work Using an LMS (Workday Case Study)

Strategy

dirk.tussing

kyle.swanson

blended learning

Operations

matt.vosmik

judy.albers

strategic alignment

bill.ryan

erg-brg dei groups

tracy.adams

jeff.lebeck

maryann.kennedy

leadership design

HR Innovation

#HR leadership

#Talent Development

Session Focus: Case Study that dives deep into Coaching as a Capability Solution, Marketing, Measurement, and more.
<h3></h3>
<h3>We all get stuck and need an experienced helping hand to make breakthroughs to keep learning.</h3>
<h2>Don’t market coaching, market the impact</h2>
 Goodyear uses these coaching solutions to build capability:
<h2><a href="https://www.learningexecutive.com/moments/global-coaching-strategies-for-capability-building-dont-market-coaching-market-the-impact/"><img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Goodyear-Global-Coaching-Strategies-for-Capability-Building.jpg" alt="Global Coaching Strategies for Capability Building" width="1282" height="726" /></a></h2>
<h2>95% of coaching is done virtually</h2>
<ol>
 	<li>1:1 Coaching Over 700 leaders coached in the last five years: External platform/AI-based/Virtual</li>
 	<li>Coaching program for Managers</li>
 	<li>Team Coaching for decision velocity and innovative ideas</li>
 	<li>Successor Development 1:1 coaching: Highly customized, in-person: Internal Coaches</li>
 	<li>Group Coaching Circles on topics such as Building Resilience</li>
 	<li>Peer coaching for D&amp;I sustainability</li>
</ol>

<hr />

<h3>What we will explore together:</h3>
<ul>
 	<li>What are you doing in this area that is working for you?</li>
 	<li>What are the barriers you face, where you’re “stuck”?</li>
 	<li>If you could do anything, what would you recommend as your way forward?</li>
</ul>
&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/" target="_blank" rel="noopener noreferrer">here</a>.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Session Focus: When we think of trust and what it means, we quickly realize it encompasses many things. In leading remote teams, Trust can be more difficult to get correct.

This session provided invaluable insights into fostering trust and psychological safety, especially in today’s hybrid and remote work environments.
<blockquote>A standout moment came from <a href="https://www.ele.llc/members/newton-moore">Newt Moore</a>, who remarked: “The behaviors you exhibit say more about trust than your words—cameras on or constant monitoring communicates distrust, even if unintended.”</blockquote>
This quote underscores a vital truth: trust is built through actions, not just policies or statements. For senior HR talent leaders, here are three key takeaways to consider:
<ol>
 	<li>Create a Culture of Psychological Safety
Empower employees to voice concerns, admit mistakes, and share ideas without fear of judgment. Psychological safety is the foundation for innovation and team cohesion.</li>
 	<li>Empower Autonomy and Flexibility
Focus on outcomes, not micromanagement. Trusting employees to own their work fosters creativity, enthusiasm, and productivity.</li>
 	<li>Model Trust and Emotional Intelligence
Leaders must lead by example—showing transparency, admitting vulnerabilities, and demonstrating genuine care for their teams. Emotional intelligence is a non-negotiable skill for driving trust.</li>
</ol>
HR leaders are uniquely positioned to drive these cultural shifts. As we navigate the future of work, the challenge lies in turning these insights into actionable strategies. How are you building trust and psychological safety in your teams? Let’s start the conversation.

Trust Equation for Leading Remote Teams

future of work

Engagement &amp; Culture

newton.moore

jean.ryan

learning design

deborah.lenchard

jen.taylor

employee engagement

psychological safety

trust

humane leadership

organizational development

ann.brownell

workplace culture

HR leadership

workplace innovation

team performance

remote leadership

We know how to use synchronous (in-person and virtual) training, asynchronous e-learning, and blended learning. Cohort-based training improves team performance and technology helps us scale.
<h5 class="fw-bold mt-2">What is semi-synchronous collaborative learning?</h5>
As learning professionals, we must shift our perspective to create learning experiences that seamlessly integrate the power of these technology trends. In effect, how can we create the next generation of blended learning solutions that deliver improved human performance and business results?
<h5 class="fw-bold mt-2">Let's explore semi-synchronous collaborative learning:</h5>
<ul>
 	<li>Which business challenges might best be addressed through the use of semi-synchronous collaborative learning?</li>
 	<li>In addition to edX and Coursera, what are other examples?</li>
 	<li>How can you apply key semi-synchronous collaborative learning design and implementation of best practices to solve your organization’s most pressing learning and development challenges?</li>
</ul>
Pre-read: <a href="https://cohort.nomadiclearning.com/cohort-based-learning-report" target="_blank" rel="noopener">Cohort-Based Learning at Scale - Eight Principles for Success</a> (Nomadic, 2022)

Semi-Synchronous Collaborative Learning: Effective Strategies for Personalized and Cohort-based Learning

Digital &amp; AI

kery.mortenson

nick.allen

insights-wise-2022

Bellevue University

Employee burnout is one of the most critical barriers to employee engagement and retention.

A national study on employee burnout conducted by Kronos® and Future Workplace (an HR advisory and research firm) showed that 95% of human resource leaders agree that employee burnout affects employee retention.

For true talent transformation, L&amp;D must play a strategic role in supporting internal mobility initiatives, enhancing employer brand, and bolstering retention.

The future of talent will require agility and a willingness to experiment. Many organizations aren't there yet.

Burnout & Retention: The Great Resignation

michelle.eppler

laura.clark

kurt.johnson

DX Learning Solutions

Research shows that by building a diverse workforce organizations increase their talent pool, lower their turnover rates, and capture a greater share of the consumer market.

If companies are not engaged in inclusion initiatives, they will be obsolete. We know consumers favor brands that live diversity and inclusion values, operating with a people-first mentality.

Let’s explore how do we create and maintain an equitable environment in our organizations, teams, and leadership.

Let’s roll our sleeves up and really talk DEI

alex.draper

darcy.pierson

talent

Udemy

Oshkosh Corporation

Research shows that workflow learning drives productivity, increases engagement with formal learning and improves knowledge retention. It employs "smart" software to guide, inform, and assist workers to do their jobs better

Oshkosh Corporation is keen on creating workflow learning and recently launched Workday LMS--the goal is to optimize business performance.

Let’s explore how Workday can help us to create learning paths and experiences that creates business impact.

Workflow Learning: Strategies for Remote and Hybrid Learning using Technology

justin.anderson

diego.frausto

i4cp

<h2>Embracing change becomes the new superpower</h2>
Recently, i4cp research uncovered in this era of continuous disruption, <a href="https://www.i4cp.com/white-papers/white-paper-the-5-essential-elements-to-manage-disruption">the goal is no longer to manage change but rather to manage amid change</a>. i4cp’s research has consistently shown that high-performance organizations are much more likely to view change as normal, manageable, and a source of opportunity. Low-performance organizations are much more likely to view change as just the opposite: overwhelming, tiring, or threatening. When leaders embrace change, there is a strong positive correlation to market performance, agility effectiveness, and workforce readiness.  However, when culture resists change, there is a strong negative correlation. Given the new work models, so many organizations are employing post-pandemic, it’s important to ensure that this 2019 next practice does not get overlooked: Promote those who best model behaviors that embody and support the desired culture (i4cp, <a href="https://www.i4cp.com/survey-results/culture-renovation-a-blueprint-for-action">Culture Renovation: A Blueprint for Action</a>).

<hr />

<h2>Breakout Exercise #4</h2>
Come ready to share and discuss these questions in small groups:
<ol>
 	<li>Is your culture fragmented or undefined? If so, how? In what ways can we better define and strengthen our culture?</li>
 	<li>What are our greatest challenges to creating a compelling purpose, culture and brand?</li>
 	<li>What more can you do to maximize our brand in both recruiting and retention of talent? </li>
</ol>

Latest i4cp Research | Importance of Aligning Purpose, Culture, and Brand

jay.jamrog

missy.gonzales

Along with the stories of upheaval and even chaos during the last two years, we’ve heard of managers leading their teams with courage, humanity, humility, and compassion. We call them “people leaders.” The pandemic offered many people leaders their first glimpse into the lives of employees outside of the office, and their first opportunity to see their teams as real live humans.
<h2>The effect?</h2>
These people leaders showed authentic empathy and compassion to their employees and actively worked to ensure that they were providing their workforce with a psychologically safe work environment. Transparency became a key ingredient for success; timely and relevant communication on the matters that affected people’s lives created a foundation of reciprocal trust. Good communication strategies were designed to create a sense of community, connection, and belonging. Listening became more important than giving direction.
<h2>People leaders seek to understand</h2>
True people leaders seek to understand the viewpoints and opinions of others and allow for the safe expression of feelings in the workforce. As strategies and priorities continue to change day-to-day, people leaders focus on developing talent that could adapt quickly and address evolving business needs. With a greater range of skills needed in the ever-changing landscape, people leaders have learned to see and develop individuals. While breaking down silos to share learning and best practices at scale, top talent was cultivated on an individual level.

<hr />

<h2>Breakout Exercise #3</h2>
Come ready to share and discuss these questions in small groups:
<ol>
 	<li>What resonates with the people leader role?</li>
 	<li>What is your talent development organization doing to make progress in DE&amp;I pledges?</li>
 	<li>Can we measure and recognize managers who are also people leaders? How?</li>
</ol>

Latest i4cp Research | The Emerging People Leader

Research from i4cp has long shown the benefits of talent mobility for talent development, retention, and overall business performance. But the recent i4cp Accelerating Workforce Readiness study found that:
<ul>
 	<li>39% of survey participants said that for most employees it is easier to find a job externally than internally in their organizations</li>
 	<li>43% indicated that managers at their organizations often hoard high-performing talent rather than encourage internal movement</li>
 	<li>Only 12% indicated that their organizations recognize / reward managers for talent movement</li>
</ul>
Further, when asked what source of skills and capabilities presented the greatest opportunity to your organization in the next 1-3 years, far more indicated internal talent marketplaces than any other source (e.g., gig workers/freelancers, internships/co-ops, outsourcing, apprenticeships, etc.). But very few organizations have successfully implemented such internal talent marketplaces because they require a lot of work and prerequisite steps to do well. What are the key best and next practices to consider? Come ready to share and discuss all of these questions and more, as i4cp works to build out a practical how-to guide on this topic.

<hr />

<h2>Breakout Exercise #2</h2>
Come ready to share and discuss these questions in small groups:
<ol>
 	<li>So when it comes to talent mobility and building out internal talent marketplaces, where do you start?</li>
 	<li>What skills are needed or what do you need to advance your skills given changes in the workforce?</li>
 	<li>What barriers, if any, exist that prevent you from developing an internal talent marketplace?</li>
</ol>

Latest i4cp Research | Internal Talent Marketplace

This study revisits issues i4cp has researched in the past two years, fielding a survey in Q4 of 2021 to examine the complexities of how to best approach new ways of working. These questions reflect the many dilemmas leaders grapple with:
<ul>
 	<li>Should we require employees to work in the office, and if so, should we mandate a set number of in-office days or hours per week?</li>
 	<li>How do we preserve community and connection among our employees if we’ve transitioned everyone to permanently work remote?</li>
 	<li>How will newer employees experience our culture if they aren’t in the office?</li>
 	<li>How will managers effectively manage if they don’t interact with their team members face-to-face—at least some of the time? How can we ensure that our employees aren’t getting burned out?</li>
</ul>
Key findings:
<ol>
 	<li>For High performance organizations, hybrid requires flexibility—not rigidity</li>
 	<li>On-site workers need flexibility too</li>
 	<li>Success with truly flexible work requires planning and targeted effort</li>
 	<li> “Because the CEO said so” is not a sound reason to return to the office</li>
</ol>

<hr />

<h2>Breakout Exercise #1</h2>
Come ready to share and discuss these questions in small groups:
<ol>
 	<li>What resonates regarding the reasons why people are attracted to or leave your organization?</li>
 	<li>How is the role and structure of learning teams being impacted and do we have to think differently?</li>
 	<li>What more do you need from leadership around workplace flexibility?</li>
</ol>

Latest i4cp Research | The Great Resignation - Reshuffling - Migration

Nomadic Learning

<h3>Insight Post: Aligning Growth and Stability in L&amp;D</h3>
This session provided actionable insights into how senior HR talent leaders can address today’s most pressing challenges, from fostering internal mobility to embedding a culture of purpose-driven learning.
<blockquote>"Employees seek growth, while leaders prioritize stability. How can HR align these goals to achieve mutual success?" - <a href="https://www.ele.llc/members/laura-clark">Laura Clark</a></blockquote>
Here are three critical takeaways from the discussion:

1️⃣ Align Mobility and Stability Goals:
- Employees thrive on opportunities for movement and development, but leaders often resist change for the sake of stability. By fostering robust internal mobility frameworks and aligning them with business goals, HR can achieve both growth and organizational coherence.

2️⃣ Evolve Metrics of Success:
- Traditional retention metrics no longer suffice. Success in today’s talent landscape requires HR leaders to measure and reward internal promotions and mobility, shifting mindsets across all leadership levels.

3️⃣ Prioritize Purpose-Driven Learning:
- Learning and work shouldn’t exist in silos. Programs that integrate flexibility, collaboration, and alignment with personal and organizational missions are essential to sustaining engagement and performance.

This session highlighted that L&amp;D must take a strategic role, supporting not just individual growth but the broader transformation of organizations. The question is: how will you use L&amp;D to align growth and stability in your workplace?

Leading L&D: ELE Leader Members test-drive Josh Bersin Academy

learning and development

engament &amp; culture

insights-wise-2022-virtual

Internal Mobility

This session provided valuable insights into the evolving role of DEIB in driving organizational success.
<blockquote>One key takeaway stood out: "DEIB isn’t an HR issue; it’s an organizational issue. If leadership doesn’t champion it, no one else will." - <a href="https://www.ele.llc/members/matt-sandel">Matt Sandel</a></blockquote>
For senior HR talent leaders, this quote serves as both a reminder and a call to action. DEIB cannot thrive as a standalone initiative—it must be embedded in the culture, processes, and decision-making at every level of the organization.

Here are three actionable insights from the discussion to guide your strategy:

1️⃣ Leadership as the Linchpin: Success starts at the top. HR leaders must partner with executives to position DEIB as a critical organizational priority, ensuring it’s championed visibly and consistently.

2️⃣ Empathy as a Strategic Skill: Empathy is the foundation for fostering equity, inclusion, and belonging. Encouraging leaders to understand and value diverse experiences lays the groundwork for meaningful cultural transformation.

3️⃣ Systemic and Continuous Commitment: DEIB isn’t a destination; it’s an ongoing journey. HR leaders should focus on embedding DEIB into all aspects of talent management—from recruitment to retention—ensuring it evolves alongside the organization.

By prioritizing these principles, senior HR leaders can help create organizations where diversity and inclusion are not just initiatives but integral to the way business is done.

What steps are you taking to ensure DEIB thrives in your organization? Let’s discuss! 🌟

How L&D can Drive DEI, Culture Change and Business Impact

matt.sandel

melissa.mcdow

guillermo.gutierrez

karin.jacobson

DEIB

inclusive leadership

organizational culture

HR Strategy

Workplace Inclusion

workplace diversity

Empathy in Leadership

HR Best Practices

Sustainable Leadership

Crowe

Session Focus: An ELE Member case study using a hybrid learning model: a live classroom and remote learners

Recently, i4cp research uncovered in this era of continuous disruption, the goal is no longer to manage change but rather to manage amid change. As hybrid learning initiatives are becoming an important part of the company’s work culture, what challenges have you experienced in designing Hybrid Learning?

We’ll use the word “Hybrid” to refer to the scenario when significant numbers of a target audience
(people group of interest) include both co-located and remote audience segments.

<img class=" lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Hybrid-Learning-a-Third-Dimension.jpg" alt="Hybrid Learning--a Third Dimension" width="300" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Hybrid-Learning-a-Third-Dimension.jpg" />

If done correctly, the biggest strength of the hybrid learning model is that it can provide an equal learning experience for both in-class and remote learners.

Complexity vs Content Change

While it is true that worker and learner location has always been a consideration, the sheer volume of people in different locations, connected by the web, grew so significantly that organizations have had to learn to adjust to this reality.

When selecting a solution for a specific learning goal, consider two aspects:
<ol>
 	<li>How complex is the learning goal?</li>
 	<li>How rapidly does the content change?</li>
</ol>
<img class=" lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Change.jpg" alt="Content vs Complexity Change" width="400" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Change.jpg" />
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
<ul>
 	<li>What about the challenge that most L&amp;D teams are facing currently?</li>
 	<li>What challenges have you experienced in designing Hybrid Learning?</li>
 	<li>What is an appropriate solution given the complexity vs. content change you are delivering?
</li>
</ul>
&nbsp;

The recent crisis is showcasing a variety of blended learning opportunities for the changing workplace.

<img class=" lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Definitions-Select-Learning-Solution.jpg" alt="Content vs Complexity Definitions -- Select Learning Solution" width="400" height="288" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Definitions-Select-Learning-Solution.jpg" />

Suggested Pre-read: <a href="https://s3.amazonaws.com/LEE_Media/2021/2021CHIE_HybridLearning_Strategies.pdf">Hybrid Learning: a Third Dimension</a> by Rich Busby (2021 October Chicago Exchange post-sharing handout)

Hybrid Learning Strategies during Massive Change

mike.kester

Session Focus: An ELE Member case study exploring if the business needs us to continue developing talent using traditional L&amp;D strategies?
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We all have vested interests in talent retention in the face of the “Great Resignation.”

Join us as we leverage insights from leaders invested in engagement.

We will co-develop a practical definition of psychological safety and its impact on engagement, people development, relationships, growth, and culture. We will share leadership actions that drive business success in our current economic environment.

How Psychological Safety impacts The Great Resignation

tracey.wik

jane.shlaes

carol.prochaska

janice.simmons

beverly.kaye

Session Focus: DEI Training Strategies to Shift Mindsets and Overcome Biases


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. The “what” of inclusive orientation and leadership development likely will stay the same. The “how” is a different story. The “how” is more challenging, both in tactics and tools.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We’ll focus our roundtable discussion on the following:

✅ What tactic, tool or process have you implemented successfully?

✅ How can L&amp;D help to be inclusive with optimizing ERG operations to create business impact?

✅ What tactics help eliminate bias when managing business processes?

✅ What measures are you looking at for the success of your DEI programs? Are you still using those measures?

✅ What changes, if any, have you seen in your metrics? If you’ve had a significant change, how have you responded?

&nbsp;

The recent crisis is showcasing the upside of a blended learning approach for the changing workplace.

DEI Training Strategies

marcie.stern

jill.mack

Session Focus: An ELE Member case study exploring if the business needs us to continue developing talent using traditional L&amp;D strategies?
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We all have vested interests in talent retention in the face of the "Great Resignation."

Join us as we leverage insights from leaders invested in engagement.

We will co-develop a practical definition of psychological safety and its impact on engagement, people development, relationships, growth, and culture. We will share leadership actions that drive business success in our current economic environment.

&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/" target="_blank" rel="noopener noreferrer">here</a>.

virtual learning

Session Focus: An ELE Member case study using a hybrid learning model: a live classroom and remote learners

Recently, i4cp research uncovered in this era of continuous disruption, the goal is no longer to manage change but rather to manage amid change. As hybrid learning initiatives are becoming an important part of the company’s work culture, what challenges have you experienced in designing Hybrid Learning?

We'll use the word "Hybrid" to refer to the scenario when significant numbers of a target audience
(people group of interest) include both co-located and remote audience segments.
<img src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Hybrid-Learning-a-Third-Dimension.jpg" alt="Hybrid Learning--a Third Dimension" width="300" />
If done correctly, the biggest strength of the hybrid learning model is that it can provide an equal learning experience for both in-class and remote learners.
Complexity vs Content Change

While it is true that worker and learner location has always been a consideration, the sheer volume of people in different locations, connected by the web, grew so significantly that organizations have had to learn to adjust to this reality.

When selecting a solution for a specific learning goal, consider two aspects:
<ol>
 	<li>How complex is the learning goal?</li>
 	<li>How rapidly does the content change?</li>
</ol>
<img src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Change.jpg" alt="Content vs Complexity Change" width="400" />

<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
<ul>
 	<li>What about the challenge that most L&amp;D teams are facing currently?</li>
 	<li>What challenges have you experienced in designing Hybrid Learning?</li>
 	<li>What is an appropriate solution given the complexity vs. content change you are delivering?
</li>
</ul>
&nbsp;

The recent crisis is showcasing a variety of blended learning opportunities for the changing workplace.
<img src="https://www.learningexecutive.com/wp-content/uploads/2022/04/Rich-Busby-Content-vs-Complexity-Definitions-Select-Learning-Solution.jpg" alt="Content vs Complexity Definitions -- Select Learning Solution" width="400" height="288" />
Suggested Pre-read: <a href="https://s3.amazonaws.com/LEE_Media/2021/2021CHIE_HybridLearning_Strategies.pdf">Hybrid Learning: a Third Dimension</a> by Rich Busby (2021 October Chicago Exchange post-sharing handout)

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/" target="_blank" rel="noopener noreferrer">here</a>.

amy.cooper

Session Focus: Case Study that dives deep into Coaching as a Capability Solution, Marketing, Measurement, and more.
<h3></h3>
<h3>We all get stuck and need an experienced helping hand to make breakthroughs to keep learning.</h3>
<h2>Don’t market coaching, market the impact</h2>
 Goodyear uses these coaching solutions to build capability:
<ol>
 	<li>1:1 Coaching Over 700 leaders coached in the last five years: External platform/AI-based/Virtual</li>
 	<li>Coaching program for Managers</li>
 	<li>Team Coaching for decision velocity and innovative ideas</li>
 	<li>Successor Development 1:1 coaching: Highly customized, in-person: Internal Coaches</li>
 	<li>Group Coaching Circles on topics such as Building Resilience</li>
 	<li>Peer coaching for D&amp;I sustainability</li>
</ol>
<h2></h2>
<h2>95% of coaching is done virtually</h2>

<hr />

<h3>What we will explore together:</h3>
<ul>
 	<li>What are you doing in this area that is working for you?</li>
 	<li>What are the barriers you face, where you’re “stuck”?</li>
 	<li>If you could do anything, what would you recommend as your way forward?</li>
</ul>
&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/" target="_blank" rel="noopener noreferrer">here</a>.

alison.arkin

Session Focus: When we think of trust and what it means, we quickly realize it encompasses many things. In leading remote teams, Trust can be more difficult to get correct.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Elements-of-Trust-INTIMACY.png" alt="Elements of Trust: INTIMACY" width="590" height="367" />

THE TRUST EQUATION

We use the word “trust” to:
<ul>
 	<li>Interpret what people say</li>
 	<li>Describe behaviors</li>
 	<li>Decide if we feel comfortable sharing information</li>
 	<li>Indicate whether we feel other people have our interests at heart</li>
</ul>
&nbsp;

WATCH OUR VIDEO ON THE TRUST EQUATION

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Trust-Equation-for-Learning-Leaders.png" alt="TRUST EQUATION for Learning Leaders" width="587" height="355" />

THE FOUR VARIABLES
The Trust Equation uses four objective variables to measure trustworthiness. These four variables are best described as Credibility, Reliability, Intimacy, and Self-Orientation.
<blockquote>Let’s dig into each variable a bit more:

CREDIBILITY
has to do with the words we speak. In a sentence we might say, “I can trust what she says about intellectual property; she’s very credible on the subject.”

RELIABILITY
has to do with actions. We might say, “If he says he’ll deliver the product tomorrow, I trust him, because he’s dependable.”

INTIMACY
refers to the safety or security that we feel when entrusting someone with something. We might say, “I can trust her with that information; she’s never violated my confidentiality before, and she would never embarrass me.”

SELF-ORIENTATION
refers to the person’s focus. In particular, whether the person’s focus is primarily on him or herself, or on the other person. We might say, “I can’t trust him on this deal — I don’t think he cares enough about me, he’s focused on what he gets out of it.” Or more commonly, “I don’t trust him — I think he’s too concerned about how he’s appearing, so he’s not really paying attention.”
Source: learningexecutive.com &amp; trustedadvisor.com</blockquote>
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/" target="_blank" rel="noopener noreferrer">here</a>.

Session Focus: A Workday LMS case study followed by a roundtable discussion on ensuring workers are well-braced for technology’s upcoming tidal wave.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
It may be time to rethink everything we thought we knew about corporate learning. Companies today are reshaping their learning models to deliver new value to employees and the business, making learning more real-time, on-demand, and embedded in the flow of work.

In this live discussion, ELE wants to explore both how we are supporting Learning in the Flow of Work and what role an LMS and digital technology help us scale.
<blockquote>In essence, learning in the flow of work means learners are able to extract information they need, when they need it, without having to interrupt their process. This means learners on the job, learn a skill they need, use that skill quickly, and then move on to their work as before.</blockquote>
With the right commitment to upskilling and reskilling, we can turn a production workforce built for the past into one for the future of work. The key will be to Support Growth Outside the Classroom and to ensure the information sticks.

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/" target="_blank" rel="noopener noreferrer">here</a>.

Session Focus: DEI Training Strategies to Shift Mindsets and Overcome Biases


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. The “what” of inclusive orientation and leadership development likely will stay the same. The “how” is a different story. The “how” is more challenging, both in tactics and tools.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We’ll focus our roundtable discussion on the following:

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> What tactic, tool or process have you implemented successfully?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> How can L&amp;D help to be inclusive with optimizing ERG operations to create business impact?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> What tactics help eliminate bias when managing business processes?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> What measures are you looking at for the success of your DEI programs? Are you still using those measures?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" data-pagespeed-url-hash="3073811889" /> What changes, if any, have you seen in your metrics? If you’ve had a significant change, how have you responded?

&nbsp;

The recent crisis is showcasing the upside of a blended learning approach for the changing workplace.

<hr />

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/" target="_blank" rel="noopener noreferrer">here</a>.

Antares Capital

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. The “what” of inclusive orientation and leadership development likely will stay the same. The “how” is a different story. The “how” is more challenging, both in tactics and tools.

<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We’ll focus our roundtable discussion on the following:

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" /> What tactic, tool or process have you implemented successfully?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" /> How can L&amp;D help to be inclusive with optimizing ERG operations to create business impact?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" /> What tactics help eliminate bias when managing business processes?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" /> What measures are you looking at for the success of your DEI programs? Are you still using those measures?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/2705.svg" alt="✅" /> What changes, if any, have you seen in your metrics? If you’ve had a significant change, how have you responded?

L&D's Role In Building A Truly Diverse And Inclusive Organization

dionna.gavin

kym.anglin

Adding Value

insights-chie-2021-virtual

Session Focus: Co-create simple self-directed leadership development activities for internal functions to deliver without HR/L&amp;D.
Employee resource groups (ERGs)—also known as business resource groups (BRGs), employee networks, etc.—are designed in part to support a more diverse and inclusive workplace, develop future leaders, enhance engagement, and strengthen the culture of their organizations.
Opportunity: Self-directed leadership development is the process by which an individual, inspired by personal convictions and a purpose, develops and then carries out a plan to improve his leadership skills and personal competencies.
Experiment: How can we, Learning &amp; Development, help ERGs/BRGs succeed in creating the next generations of leaders? To help us practice, Chris Olson will lead a Reverse Brainstorming exercise with Miro.
In this session, we’ll use Zoom Breakouts for a fun interactive activity and small-group roundtable discussions about the keys to remote leadership development success.
The research: ERGs also offer participants an opportunity to work closely with peers and colleagues to expand their professional networks. An i4cp study, The Untapped Power of Employee Resource Groups, makes a compelling case for the business value of employee resource groups as a relatively underutilized leadership development platform.
Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.

<ul class="nitro-offscreen">
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

L&D Helping ERG/BRG Succeed

operations

upskilling

chris.olson

jesse.james

mayra.archilla-barton

Stewart Leadership

Session Focus: Co-design resources about coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives


Research provides compelling evidence that diversity unlocks innovation and drives market growth.

Coaching Improves Performance, Engagement, and Accountability.

In this session, we will explore tools to help organizations scale DEI coaching and increase team innovation.

What we will explore together:

✅ How does Diversity drive Innovation and Performance?

✅ Community-source resources on coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives.

Please share on the  ELE Idea Exchange:

✅ <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/idea-exchange-questions/dei-coaching-leaders-coaching-managers-supervisors/">DEI Coaching: Leaders Coaching Managers / Supervisors</a>

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>

DEI Coaching: Leaders Coaching Managers / Supervisors

innovation

kristin.derwinski

learning culture

performance improvement

colin.hahn

helping managers

wendi.barlow

Session Focus: Embedding DE&amp;I for Everyone in Everyday Learning


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. The “what” of inclusive orientation and leadership development likely will stay the same. The “how” is a different story. The “how” is more challenging, both in tactics and tools and in the impact on metrics such as new DEI Executive Dashboards for Driving Impact.

What we will explore together :

✅ What tactic, tool or process have you implemented successfully?

✅ How can L&amp;D help to be inclusive with optimizing ERG operations to create business impact?

✅ What tactics help eliminate bias when managing business processes?

✅ What measures are you looking at for the success of your DEI programs? Are you still using those measures?

✅ What changes, if any, have you seen in your metrics? If you’ve had a significant change, how have you responded?

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>

Embedding DE&I for Everyone in Everyday Learning

learning strategy

onboarding

new hire orientation

teresa.oliszewicz

employee experience

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

analytics

evidence-based research

Analytics

sean.casavechia

stacey.boyle

data driven leader

dashboards

christopher.lebrun

data driven talent

Lincoln Financial Group

Last June, during the Coronavirus &amp; Social Injustice Learning Circle on June 15, 50 people gathered to discuss the implications of the Black Lives Matter movement in the workplace. Specifically, how Learning &amp; Development should respond. From multiple chat comments during the session, there is a clear struggle to find the right way to talk about race, racism, and other topics related to diversity, equity, and inclusion in the workplace.

After a decades-long narrative about meritocracy, we are forced to confront the role of Learning and Talent professionals in attracting, hiring, developing, engaging, retaining, and promoting employees while honoring our commitments to diversity, equity, and inclusion. Creating a meaningful DEI Framework for corporate learning is fraught with challenges.
<h6 class="font-weight-bold m-0">What we will Explore Together:</h6>
<blockquote class="pl-4 pr-4">
Tomás Ramírez would like ELE to peer-review his team’s newly developed DEI Training Framework that is divided between Power Skills and DEI content building.
</blockquote>

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