Lake Forest Center for Leadership

ELE Group, LLC

Session Focus: Leadership Principles to Advocate for Mental Health and Foster a Culture of Workplace Well-Being

Last month, the Executive Learning Exchange’s (ELE) Wisconsin Cohort hosted <a href="https://www.ele.llc/insights/leadership-perspectives-wellness-isolation-people-first-talent-practices-froedterts">Leadership Perspectives: Wellness &amp; Isolation | People-First Talent Practices @ Froedtert</a>. This engaging session highlighted the importance of addressing workplace wellness and isolation as part of holistic talent management practices.
<blockquote>"Given the profound consequences of loneliness and isolation, we have an opportunity, and an obligation, to make the same investments in addressing social connection that we have made in addressing tobacco use, obesity, and the addiction crisis." - Dr. Vivek H. Murthy, US Surgeon General</blockquote>
This session provided critical insights into how addressing mental well-being can drive business success. In today’s workplace, mental health challenges, particularly social isolation, are directly affecting productivity, engagement, and retention. As HR leaders, it’s vital to take a proactive approach to mental health and link well-being to business outcomes.
<blockquote>"Social isolation lowers productivity and increases turnover. Addressing it isn’t just about mental health—it’s a business imperative." -- <a href="https://www.ele.llc/members/jacki-davidoff" target="_blank" rel="noopener">Jacki Davidoff</a></blockquote>
Here are three key takeaways from the discussion:
<ol>
 	<li>Proactive Culture Creation: HR leaders must intentionally cultivate work environments that prioritize mental health. This involves fostering a sense of belonging and recognition, ensuring employees feel seen, heard, and valued.</li>
 	<li>Empowering Frontline Leaders: Equip managers with emotional intelligence (EQ) tools to better support their teams. Providing managers with the right resources enables them to actively contribute to retention and engagement efforts, especially by using existing tools in new ways.</li>
 	<li>Linking Mental Well-being to Business Outcomes: Mental health issues are not just about employee well-being—they are a business imperative. Senior leaders need to view mental health initiatives as essential to driving long-term business success.</li>
</ol>
By addressing mental health strategically, HR leaders can not only improve employee well-being but also drive positive business outcomes. Let’s continue to lead the charge in building resilient, productive workplaces where employees can thrive.

<img class="size-full wp-image-41161 aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/04/SOCIAL-CONNECTION-6-Pillars-to-Advance.png" alt="" width="396" height="493" />

Read more: <a href="https://www.hhs.gov/sites/default/files/surgeon-general-social-connection-advisory.pdf">Surgeon General Social Connection Advisory.pdf (hhs.gov)</a>

Leaders as Champions of Mental Well-Being

Engagement &amp; Culture

Leadership

dirk.tussing

michael.grubich

tracey.wik

richard.busby

innovation

engagement

jacki.davidoff

edward.desrosiers

leadership development

talent development

talent management

learning &amp; development

matt.donovan

employee engagement

business impact

reskilling

rahul.sharma

peter.hogaboam

peer-learning

organizational success

workplace culture

organizational culture

employee well-being

sirena.arnaout

HR leadership

HR strategies

alanna.libbrecht

Change Readiness

workplace productivity

Loneliness

Social Connection

Mental Health

Workforce Resilience

US Surgeon General

Community Building

todd.brockway

ELE Insights

Strategic Insights

Talent Leadership

Workplace Development

social isolation

Intrepid by VitalSource

Session Focus: Leveraging Artificial Intelligence to Simplify and Accelerate Learning &amp; Development in the Modern Workplace.

This session provided valuable insights into the transformative role of AI in talent development, emphasizing its potential beyond routine automation. As HR leaders, it's essential to view AI not just as a tool for efficiency but as a strategic enabler for innovation and problem-solving.
<blockquote>"AI is more than an efficiency tool—it unlocks creative problem-solving and new ways to tackle challenges." - <a href="https://www.learningexecutive.com/members/brian-richardson">Brian Richardson2024 Top 10, </a></blockquote>
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/01/Hopeful-Fairful-about-AI-1.jpg" alt="" width="699" height="378" />

Based on the session, we wanted to highlight three key takeaways for learning leaders:
<ol>
 	<li>AI as a Strategic Enabler: While AI enhances productivity, it still requires human oversight to handle complex tasks. Leaders must balance AI capabilities with human decision-making to fully realize its potential.</li>
 	<li>Upskilling is Essential: As AI becomes integral to business functions, those who can leverage AI tools effectively will be key to staying competitive. Continuous learning and reskilling efforts must be prioritized.</li>
 	<li>Personalization and Efficiency: AI can drive personalized learning experiences, streamline onboarding, and free up HR teams to focus on high-impact, human-centric activities.</li>
</ol>
The presenters also shared real-world examples of AI delivering results across industries:
<ul>
 	<li>Smart troubleshooting tools that reduce mechanicing onboarding times.</li>
 	<li>AI-generated training materials tailored to clients’ needs.</li>
 	<li>Sentiment and root cause analysis of workplace feedback.</li>
 	<li>Automated video animation and eLearning module creation</li>
</ul>
While AI may require some trial-and-error, its capabilities hold immense promise. By integrating AI strategically, HR leaders can future-proof their organizations and foster a more innovative, adaptive workforce.

With the right strategy, we can turn cutting-edge technologies into practical solutions for persistent learning challenges. What does the future of learning look like in one's organization? The time to experiment is now.

AI Strategies Simplify the Future of Learning: An Introduction

future of work

Future of Work

Digital &amp; AI

digital transformation

upskilling

tracy.gowens

jesse.james

jason.davis

jack.sylvester

teresa.sertic

brian.steinbauer

continuous learning

learning and development

brian.richardson

tresha.lovell

HR Strategy

AI in HR

AI integration

workforce innovation

HR Tech

HR Insights

AI and HR

2024 Top 10

Session Focus:  A “Fireside Chat” with Andres T. Tapia exploring The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us
<a href="https://www.learningexecutive.com/books/the-5-disciplines-of-inclusive-leaders-unleashing-the-power-of-all-of-us">
</a><a href="https://www.learningexecutive.com/books/the-5-disciplines-of-inclusive-leaders-unleashing-the-power-of-all-of-us"><img class="aligncenter wp-image-39833 size-medium" src="https://wp.ele.llc/wp-content/uploads/2023/09/TapiaAndres-5-Disciplines-of-Inclusive-Leaders-199x300.jpg" alt="5 Disciplines of Inclusive Leaders" width="199" height="300" /></a><a href="https://www.learningexecutive.com/books/the-5-disciplines-of-inclusive-leaders-unleashing-the-power-of-all-of-us">BUY IT NOW: The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us</a>
We were regaled with thought-provoking research and insights in a recent leadership fireside chat with inclusion strategist Andres Tapia on “The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us.” The model identifies five critical behaviors, served by five enabling traits, that can guide leaders to tap the diversity in their teams and innovate like never before.
This session provided powerful insights into the role of inclusive leadership in driving organizational success. One of the standout lessons was the importance of curiosity in unlocking the true potential of diverse teams.

<blockquote>"Curiosity is the key to inclusive leadership. Without it, leaders struggle to unlock the potential of diverse teams." - <a href="https://www.learningexecutive.com/members/andres-tapia">Andres Tapia</a></blockquote>
Here are three key takeaways that senior HR talent leaders should keep top of mind:

<ol class="list-decimal pl-8 space-y-2">
 	<li class="whitespace-normal">Inclusive Leadership as a Growth Driver: Diversity and inclusion are not just HR priorities—they are essential drivers of innovation and business growth. Leaders who actively integrate inclusive practices are positioned to outperform competitors and foster differentiation in the market.</li>
 	<li class="whitespace-normal">Curiosity as a Core Leadership Trait: Curiosity allows leaders to fully engage with and understand the diverse perspectives within their teams. This trait is the foundation for effective collaboration and innovation, making it crucial to foster curiosity in leadership development programs.</li>
 	<li class="whitespace-normal">Structural Inclusion and Systems Thinking: It’s not enough to promote behavioral inclusion—senior HR leaders must reshape organizational systems to remove unconscious bias and embed inclusivity into core business processes. By focusing on structural inclusion, organizations can ensure that diversity is truly leveraged to drive results.</li>
</ol>
By cultivating curiosity and aligning D&amp;I with business strategy, senior leaders can create environments where diversity thrives and fuels organizational success.
So where does your leadership land on the inclusion competency model? Like a five-dial treasure chest, could you use curiosity and the other traits to unlock greater innovation from diversity on your team? Perhaps it’s time to find the keys to inclusion that will unleash our collective power.
Let's continue this conversation on ELE's <a title="ELE's Idea Exchange" href="/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

5 Disciplines of Inclusive Leaders

allyson.carter

azizeh.constantinescu

dave.hamblin

andres.tapia

ana.bedard

guillermo.gutierrez

organizational effectiveness

DEIB

inclusive leadership

workplace innovation

Diversity and Inclusion

Business Growth

curiosity in leadership

leadership excellence

diverse teams

DEIB toolkit

Session Focus: Build fantastic AI-generated images and video shorts (<a href="https://urldefense.com/v3/__http:/www.thethinkingeffect.com__;!!CWJ7XA!m4e9Sd69zlJmdMi7RZhGM7Vw_aw37RHnRuiwcTD6OHwli8ZZLNqps5ebf6qaDLEmQjJ_64XTIj0GgUwYHkpGR0xvY5RzFw$">www.thethinkingeffect.com</a>)

AI tools have infiltrated nearly every industry, reshaping workflows and enhancing efficiencies. The realm of Learning &amp; Development is no exception as AI introduces new opportunities to create rich, immersive learning experiences. In this ELE mini-series "AI Tools &amp; Resources Assisting L&amp;D” senior leaders and enthusiasts will gain practical insights into implementing AI in talent strategies.
<blockquote>"You shouldn’t be afraid of AI taking your job, but you should be afraid of someone who knows how to use AI taking your job." - <a href="https://www.learningexecutive.com/members/mike-kester">Mike Kester</a></blockquote>
<iframe title="YouTube video player" src="https://www.youtube.com/embed/Z6L51xm7dJY" width="315" height="560" frameborder="0" allowfullscreen="allowfullscreen" data-mce-fragment="1">﻿</iframe>

The first session focuses specifically on the basics of AI tools for L&amp;D leaders and people managers.

Leo’s presentation “The Chronicles of Yarnia” fantastically demonstrates video generation tools. Using AI image generators MidJourney and Picsart coupled with video synthesis tools like Adobe Premier, Leo constructs a creative children’s storybook-style animated short. He acknowledges current limitations—keeping characters visually consistent frame-to-frame remains challenging. But the pace of progress promises more seamless, customizable video creation capabilities on the horizon. AI unlocks an efficient avenue for generating simulated scenarios, microlearning content, and other engaging learning formats.

<iframe title="YouTube video player" src="https://www.youtube.com/embed/lIoqPccYAAI?si=4KN2MYzHwUDjKB7W" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen" data-mce-fragment="1"></iframe>

&nbsp;

This session provided a deep dive into the transformative role of Artificial Intelligence in shaping the future of Learning &amp; Development within organizations. A standout moment was when Wendy encapsulated the essence of our discussions with the statement:

&nbsp;
<blockquote>"Helping learning leaders grow by creating a future-ready workforce." - <a href="https://www.ele.llc/members/wendy-greeson">Wendy Greeson</a></blockquote>
This remark not only highlights the central goal of our L&amp;D efforts but also underscores the broader strategic impact these technologies are poised to have on our organizations.Key Takeaways from the Session:
<ol>
 	<li>AI as a Strategic Enhancer: The integration of AI into L&amp;D processes goes beyond mere automation; it serves as a strategic enhancer. AI technologies are crucial for developing personalized and adaptive learning experiences that can scale effectively across various organizational levels, thereby aligning closely with strategic business objectives.</li>
 	<li>Data-Driven Decision Making: AI's capability to manage and synthesize vast amounts of data provides HR leaders with unprecedented insights into employee performance and development needs. This enhanced decision-making capacity is vital for crafting targeted, effective talent management strategies that are responsive to the dynamic demands of the business landscape.</li>
 	<li>Future-Proofing Through Community and Collaboration: Participating in AI-focused communities offers HR leaders a platform to exchange innovative ideas and next practices. Such engagement is instrumental in fostering a culture of continuous learning and technology adoption, ensuring that organizations remain resilient in the face of rapid technological changes.</li>
</ol>
As we look forward, the role of AI in HR is set to expand, fundamentally reshaping how we approach talent development and management. By embracing these technologies, HR leaders can ensure that their organizations are not just responding to the demands of today, but are also prepared for the challenges of tomorrow. Let's continue to explore and harness these tools to build a more adaptable, skilled, and future-ready workforce.

AI Tools & Resources Assisting L&D | Use Case #1: The Chronicles of Yarnia

people strategy

Adding Value

strategic alignment

kate.haney

workforce development

wendy.greeson

organizational development

ann.brownell

megan.bickle

AI tools

HR leaders

innovative learning

leonard.rodman

Strategic HR

Change Rediness

Komatsu

Session Focus: The dynamic integration of Diversity, Equity, Inclusion (DEI), Wellbeing, Engagement, and Recognition within talent management practices as the nature of work undergoes rapid evolution.

<img class="aligncenter wp-image-40220" src="https://wp.ele.llc/wp-content/uploads/2023/11/Social-Media-Event-Card-Komatsu-MKE-Roundtable-13-DEC-2024-1024x576.jpg" alt=" Komatsu Milwaukee Talent Roundtable (13-DEC-2024)" width="668" height="376" />

&nbsp;

The People-First Talent Practices Milwaukee Roundtable is essential for HR leaders focusing on contemporary talent management strategies. This session emphasizes the integration of DEI, Wellbeing, Engagement, and Recognition into talent practices amid rapid workplace changes.

Throughout, we will reference Komatsu’s Global EVP to illustrate best practices, using their experience as a guide for the discussion and setting the tone for the rest of the program.

Agenda
11:30-12:15 – Networking Lunch
12:15-12:30 – Welcome (Dirk Tussing)
12:30-1:30   – Komatsu’s Global EVP: Connecting Skills-Based Talent Management with People-First Culture (Iris Farley)
1:30-2:30     – Embedding DEI in Talent Practices: Panel discussion (Moderator, Tynecia Walker)
3:00-3:45     – Employee Well-being Best Practices
4:00-4:45     – Engagement, Employee Listening, and Recognition (Aimee Louw)
4:45-5:00     – Closing comments (Dirk)
5:00             – Off-site Happy Hour Networking

After a networking lunch, we begin with skills-based talent management, exploring current and future skill requirements and their impact on strategic planning and business partner engagement. The session then moves to inclusive recruiting and marketing strategies, highlighting their role in enhancing organizational diversity.

The importance of sponsorship and mentoring in bringing hidden skills to the forefront is discussed, focusing on its impact on DEI and employee engagement. The session also addresses how wellness and wellbeing are vital to the employee experience, contributing to overall job satisfaction and productivity.

A segment on employee listening and recognition, inspired by the Culture Pyramid from "Change the Culture, Change the Game," emphasizes the role of organizational culture in employee experience.

Join us to explore actionable strategies for adapting talent management practices in an ever-changing work environment.

<img class="aligncenter size-full wp-image-39841" src="https://wp.ele.llc/wp-content/uploads/2023/06/Komatsu-Employee-Engagement-Supporting-them-in-Difficult-Times-.jpg" alt="Employee Engagement - Supporting them in Difficult Times" width="945" height="530" />

&nbsp;

People-First Talent Practices Milwaukee Roundtable @ Komatsu

kyle.swanson

aimee.louw

patty.boggs

talent practices

wellbeing

iris.farley

tynecia.walker

youseline.poteau

inclusive recruitment

adaptive HR

talent management strategy

workplace changes

skills-based talent management

people-first culture

Workplace Sustainability and Skills Development: Preparing for the Future of Work

In this dynamic and thought-provoking keynote presentation, Shweta Srivastava, Global Skills Lead at a Global 50 company, will delve into the essential role of HR as the driving force behind digital transformation, with a focus on promoting agility and skills development in the future of work. Attendees will be guided through the latest AI and automation trends and their implications for HR practices, the workforce, and overall workplace agility.

This session will emphasize the importance of developing a skills-based approach to HR, exploring how HR professionals can harness digital transformation to enable agile decision-making, foster continuous learning, and adapt to rapidly changing workplace demands. Attendees will learn strategies for overcoming challenges and embracing opportunities presented by emerging AI technologies.

Drawing from best practices and success stories, this presentation will showcase the next practices for cultivating a culture of agility and innovation. Furthermore, the session will outline the key skills and capabilities HR professionals need to acquire to thrive in this new digital transformation era.

Join us for this engaging and informative session as we delve into the critical role of HR in leveraging digital transformation for workplace agility and skills development, empowering organizations to navigate the ever-evolving landscape of the future of work.

Digital Transformation: HR's Skillful Pivot

shweta.srivastava

career development

career path

marti.konstant

skillsforthefuture

stateofskills

future-skill

reskill

skill development

skill-based hr

insights-wise-2023

Session Focus: This session focuses on one foundational element of accelerating workforce readiness: developing, maintaining, and leveraging a skills database.


In today's rapidly evolving business landscape, organizations are increasingly recognizing the importance of understanding and effectively utilizing their employees' skills. This session delves into the critical process of creating and maintaining a comprehensive skills inventory to enhance talent mobility within organizations.

Key Takeaways:
1. Building a skills database is crucial for enhancing internal talent mobility and retention. It allows employees to see potential career paths within the organization and helps match internal talent with job opportunities more effectively than external job boards.
2. Implementing a skills database requires careful planning, including defining competencies, aligning skills with job profiles, and choosing the right technology. Starting with a pilot project in a specific department can be an effective strategy.
3. A well-implemented skills database can provide strategic value beyond HR, including improving the company's value proposition to clients and supporting business growth strategies. It enables data-driven decision-making about talent deployment and development.
The session emphasizes the importance of employee engagement in this process, as highlighted by Kris Doveika: "The idea is that the person sees the value in the learning and achieving that specific competency at a specific proficiency level and actually progressing in their career."

By focusing on these key elements, organizations can create a more dynamic, adaptable workforce ready to meet future challenges and opportunities. This session provides valuable insights for HR professionals, learning and development specialists, and business leaders looking to optimize their talent management strategies.

Leveraging a Skills Inventory to Promote Talent Mobility

kery.mortenson

nick.allen

leah.oriordan

geovanny.andino

anton.maletich

kris.doveika

This session focuses on one foundational element of accelerating workforce readiness: developing, maintaining, and leveraging a skills database. As you will see, the benefits of such a platform and its data are many; there are also considerations and best practices to follow along the way. To start, embarking on a skills-centric journey takes planning. Both the current and future state of skills in the organization should be assessed. The value proposition for employees needs to be established and kept front and center, even while the needs of managers, leaders, and the organization are also pursued. There will be a lot of mindset shifts as processes and people evolve to leverage skills and information more than they may ever have before.

Leveraging a Skills Inventory for Promoting Talent Mobility: Key Principles for Success

jay.jamrog

amanda.herche

elizabeth.hoisington

CHIE2022

Endeavor Health

In an era of rapid change and increasing complexity, organizations are faced with the challenge of sustaining work through innovative learning and leadership strategies. The recent panel discussion on "Leveraging Learning for Workplace Sustainability" brought together industry leaders to explore this critical topic.

Key Takeaways:
<ol>
 	<li>Evolving Skills and Learning: Shift towards "power skills" development and adaptable, integrated learning methods.</li>
 	<li>New Leadership Expectations: Leaders must embrace innovation, foster inclusion, and support employee well-being.</li>
 	<li>Well-being and Engagement Priority: Organizations are implementing initiatives to enhance well-being and maintain engagement in hybrid environments.</li>
</ol>
One of the most striking insights came from Samir Desai, who emphasized the importance and challenge of developing power skills:
<blockquote>"I love the power skills term right because they are powerful but it's not easy to just build them you can't just teach them they come from experience and these are life experiences they come from."</blockquote>
This quote underscores the complexity of developing crucial workplace skills in our rapidly evolving business landscape. It highlights the need for organizations to create environments that foster experiential learning and personal growth.

The session provided valuable insights into how learning and leadership strategies can be leveraged to create sustainable workplaces. By focusing on power skills, adapting leadership approaches, and prioritizing well-being, organizations can better navigate the challenges of today's dynamic work environment and build a foundation for long-term success.

As we move forward, it's clear that the most successful organizations will be those that can effectively integrate these strategies into their culture and operations, creating workplaces that are not just productive, but also sustainable and fulfilling for their employees.

Leveraging Learning for Workplace Sustainability

michelle.eppler

teri.hart

samir.desai

alysa.parks

janice.simmons

katrina.williams

i4cp

Over 70% of global executives told i4cp that skills shortages pose the greatest potential for disruption to business over the next three years—ahead of inflation, supply chain interruption, geopolitical instability, and other factors. Unfortunately, most of those organizations said they don’t know the skills of their current workforces, what they will need in the next one to three years, or how to effectively bridge any gaps.  Building a skill database can help identify skills from existing data, and match skills to jobs, roles, gigs, projects, learning opportunities, and more.  This session will present for discussion the challenges and opportunities for building and maintaining a skill database.

Why create and maintain a skills database? What are the benefits?
<ul>
 	<li>Talent mobility.</li>
 	<li>Employee development and career paths.</li>
 	<li>Supporting a learning culture.</li>
 	<li>Leverage hidden talents.</li>
 	<li>Strategic planning.</li>
</ul>
Who are your "skills" stakeholders?
<ul>
 	<li>Line leaders (functional/regional)</li>
 	<li>Learning and development</li>
 	<li>Talent acquisition and hiring managers</li>
 	<li>Performance management</li>
 	<li>Compensation / total rewards</li>
 	<li>Workforce planning</li>
 	<li>Succession planning</li>
 	<li>C-Suite and Board</li>
 	<li>Employees themselves</li>
</ul>

Building and Maintaining a Skills Database: Importance & Challenges

data driven talent

skills database

workday

skill for the future

state of skills

Zurich North America

Ensuring we have a skilled workforce to meet the demands of the future has always been part of the important work of L&amp;D. But how do we sustain this in a world where the pace of skills disruption is accelerating, and work is becoming more challenging? Teams are hybrid and more dispersed than ever. Sustaining work means investing in people and creating an environment where they can grow and thrive so they are “fit for the future.” It also means that we have leaders that can pave the way for a new world of work.

The Why Behind the What: Sustaining Work

Strategy

sustainability

strategy

workplace sustainability

Session Focus: This session focuses on one foundational element of accelerating workforce readiness: developing, maintaining, and leveraging a skills database.


“What skills will matter to you and your organization in the future?”
If you don’t solve this riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.

<img class="size-medium wp-image-32520 aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/10/Skill-Development-Purdue-University-300x183.jpg" alt="" width="300" height="183" />

&nbsp;

Organizations spend billions of dollars each year on reskilling and upskilling for their employees to ensure corporate relevance and cultivate a competitive edge in a time of accelerated change. In turn, they want to serve their customers and partners with products, offerings, and skills that create value in revenues and loyal relationships.

&nbsp;

Does your organization’s workforce have the skills and capabilities needed now and for the future?
How would you know?
<ul>
 	<li>How are you currently preparing for future skills?</li>
 	<li>How do you get buy-in from your management and colleagues for your skilling programs?</li>
 	<li>Where do you start when identifying skills gaps?</li>
 	<li>How do you currently conduct a skills audit in your organization?</li>
 	<li>Is L&amp;D involved in agile transformation initiatives at your business?</li>
 	<li>Are other parts of your organization considering or in the digital or agile transformation process?</li>
</ul>
&nbsp;

Connecting Job Profiles, Roles, Capabilities, Competencies, and Skills

i4cp's 2002 Creating a Skill Database Guidebook lays out the following:
<blockquote>
Careers have traditionally been viewed in discrete units called jobs. Many jobs involve a person performing one or more roles in the organization. Jobs and roles involve activity, the performance of tasks. Some are physical, some are mental, most are mix of both. Tasks require capabilities or competencies, which involve both knowledge and finer grained skills, which can be gained by experiences or training, and improved through practice. Some skills have relationships with each other, such as prerequisite or adjacency.
</blockquote>
<img class="aligncenter size-large wp-image-36897" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/i4cp-SkillDatabase-Taxonomy-1-1024x309.png" alt="Connecting Job to Skills (i4cp Taxonomy)" width="850" height="256" />

&nbsp;

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's <a title="ELE's Idea Exchange" href="https://www.learningexecutive.com/idea-exchange/">Idea Exchange</a>: Creating and Leveraging a Skills Database is a 2022 emerging trend. Let's get fresh ideas together. Collaborate online with your peers.
<ul>
 	<li><a href="https://www.learningexecutive.com/idea-exchange/topic/creating-a-skills-database-for-core-job-roles-best-practices-lessons-learned/4847">Creating a Skills Database for Core Job Roles: Best Practices &amp; Lessons Learned</a></li>
</ul>
&nbsp;

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Oshkosh Corporation

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

Developing Talent for Innovation & Growth at Oshkosh

collaborative learning

continuous improvement

workforce potential

customer service

emma.mctague

insights-wise-2022

Stewart Leadership

As the workplace wrestles with remote work, social justice issues, mental health challenges, increased digitization, and political unrest, how does this impact how we view and develop our leaders? We expect leaders to set the tone, paint the vision, and remove obstacles to allow work to get done. Identifying the latest leadership trends is critical to inform what expectations, skills, and mindsets leaders need today to rally their teams for the future.
<h6 class="font-weight-bold m-0">What we will Explore Together:</h6>
Daniel will share from his recent leadership development survey top ten result findings &amp; what skills are critical in the next 18 months to kick off this session. As a group, we will explore tools, research, and insights on changing the way we develop leaders post-COVID-19.

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