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ELE is a peer-powered community where people leaders don't just reframe challenges — they leave with decisions, next moves, and 30/60/90-day commitments to move real work forward.&nbsp;For 22 years, leaders from Fortune 1000 companies have brought their hardest problems here — and left sharper than they arrived.

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This is where people leaders get sharper — and their teams get smarter.ELE is a peer-powered network of people leaders who accelerate business results through shared intelligence and real-work collaboration. Learn more below about why ELE has been the trusted choice for leaders building high-performing teams for over 20 years.

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Insights on Talent Challenges | Captured Peer Conversations | ELE

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Executive Learning Exchange (ELE)

Session Focus: Helping Tomas @ IQVIA Co-create an Organizational Learning and Talent Needs Assessment

Opportunity: IQVIA wants to tap the ELE network to benchmark organizational assessments. One of <a href="https://www.learningexecutive.com/influencer/tomas-ramirez/">@Tomas Ramirez’s</a> first deliverables at IQVIA will be to conduct an organizational assessment for Talent and Learning needs within the business unit he supports.

Tomas plans to interview high-level and mid-level leaders, conduct surveys with the rest of the organization, and then take a deeper dive by sponsoring some focus group discussions.
<ul>
 	<li><a href="https://www.learningexecutive.com/moments/unified-analysis-measurement-strategy/">Unified Analysis &amp; Measurement Strategy | Reverse Kirkpatrick Model + Needs Assessment</a></li>
 	<li><a href="https://www.learningexecutive.com/moments/purpose-of-looking-at-discovery-phase/">Purpose of Looking at KPIs during the Discovery Phase</a></li>
</ul>
<img class="lazyautosizes lazyloaded aligncenter wp-image-37461 size-large" src="https://wp.ele.llc/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1024x576.jpg" alt="DiscoveryPhase_Analysis-Measurement" width="1024" height="576" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1024x576.jpg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1024x576.jpg 1024w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-300x169.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-768x432.jpg 768w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1536x864.jpg 1536w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-250x141.jpg 250w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement.jpg 1920w" data-sizes="auto" />

&nbsp;

In 2018 Discover shared a portfolio framework for managing training and development.
<ul>
 	<li><a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy</a> (04-OCT-2018)</li>
</ul>
As learning professionals, 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.
&nbsp;

Framework for prioritizing and integrating learning

To better understand their investments in training and development, four years ago Discover shared how they developed a portfolio framework for managing training and development. Since then, the Learning Strategy team at Discover has worked to articulate a strategy for these portfolios in order to prioritize better learning initiatives that drive optimal business outcomes.

<img class="lazyautosizes lazyloaded aligncenter wp-image-37323 size-full" src="https://wp.ele.llc/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018.png" alt="Discover Framework for prioritizing and integrating learning" width="883" height="641" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018.png" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018.png 883w, https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018-300x218.png 300w, https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018-768x558.png 768w, https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018-194x141.png 194w" data-sizes="auto" />

This session focused on helping Tomas at IQVIA develop a comprehensive needs assessment. The speakers, Sean and Tomas, shared valuable insights on conducting strategic needs analyses at both the enterprise and business unit levels.

Here are three key takeaways from the presentation:

1. Alignment of learning strategy to business outcomes is critical for success and funding.

2. A mix of data gathering approaches (interviews, surveys etc.) provides a comprehensive view of needs.

3. Gaining support and mindshare from frontline managers is as important as leadership endorsement.

As Sean emphasized during the presentation: "We were able to go across the organization and we were able to see the different of opinion even within organizations depending on the level that once sat in the organization." Getting perspective from different levels, not just leadership, gives a more accurate picture of true organizational needs.

The speakers walked through detailed frameworks and templates for facilitating needs assessment discussions, including a "reverse Kirkpatrick model" starting with level 4 business metrics then defining required learning. Additional topics covered included change management, leveraging existing learning resources, and budget considerations.

This session provided a showcase that how collaboration can occur across organizations to lift the capabilities of the learning community. It will be interesting to hear how others approach co-creating organizational learning strategies aligned to business priorities. Please share your experiences and insights!

Co-creating Organizational Learning and Talent Needs Assessments

learning strategy

Strategy

tomas.ramirez

joanne.prochnow

ann.klitzke

azizeh.constantinescu

edward.desrosiers

talent development

talent management

learning &amp; development

sean.stowers

strategic alignment

benchmarking

sara.larson

bill.ryan

framework

integrated talent development

lisa.erlich

Session Focus: Helping Tomas @ IQVIA Co-create an Organizational Learning and Talent Needs Assessment

Opportunity: IQVIA wants to tap the ELE network to benchmark organizational assessments. One of <a href="https://www.learningexecutive.com/influencer/tomas-ramirez/">@Tomas Ramirez's</a> first deliverables at IQVIA will be to conduct an organizational assessment for Talent and Learning needs within the business unit he supports.

Tomas plans to interview high-level and mid-level leaders, conduct surveys with the rest of the organization, and then dive deeper by sponsoring some focus group discussions.
<ul>
 	<li><a href="https://www.learningexecutive.com/moments/unified-analysis-measurement-strategy/">Unified Analysis &amp; Measurement Strategy | Reverse Kirkpatrick Model + Needs Assessment</a></li>
 	<li><a href="https://www.learningexecutive.com/moments/purpose-of-looking-at-discovery-phase/">Purpose of Looking at KPIs during the Discovery Phase</a></li>
</ul>
<img class="aligncenter size-large wp-image-37461" src="https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1024x576.jpg" alt="DiscoveryPhase_Analysis-Measurement" width="1024" height="576" />

&nbsp;

In 2018 Discover shared a portfolio framework for managing training and development. 
<ul>
 	<li><a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy</a> (04-OCT-2018)</li>
</ul>
As learning professionals, 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.
&nbsp;

Framework for prioritizing and integrating learning

To better understand their investments in training and development, four years ago Discover shared how they developed a portfolio framework for managing training and development. Since then, the Learning Strategy team at Discover has worked to articulate a strategy for these portfolios in order to prioritize better learning initiatives that drive optimal business outcomes.

<img class="aligncenter size-full wp-image-37323" src="https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018.png" alt="Discover Framework for prioritizing and integrating learning" width="883" height="641" />

During this roundtable discussion, let's continue the conversation with one or more of the following:
<ul>
 	<li>Develop a framework for organizing training and development programs</li>
 	<li>Learn what a comprehensive strategy entails</li>
 	<li>Discuss a methodology for articulating a learning strategy</li>
 	<li>Discuss strategies for creating KPIs to ensure alignment with business outcomes</li>
 	<li>Highlight key examples of learning strategies for various learning portfolios</li>
 	<li>Build a roadmap for executing on learning strategy</li>
</ul>
&nbsp;

Road map for success

You need a road map to enable strategy before you can really make headway, but repositioning your talent development function to deliver on strategy will reap huge rewards in terms of having an impact.

&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>: Collaborate online with your peers.

&nbsp;

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

ariel.mcgrew

talent assessment

Charter Manufacturing

Session Focus:  Engaging Employees with a simple framework moving beyond 9-box assessments


Case Study: Talent Builder (Charter Manufacturing)

<img class="aligncenter size-full wp-image-36904" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Soure-AIHR-Moving-beyond-the-9-box.jpg" alt="9-box Grids for Succession Planning" width="745" height="449" />
Source for graphic: AIHR (The Netherlands)
&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>: Collaborate online with your peers.

&nbsp;

Moving Beyond 9 Box Grids | Talent Builder Engaging Employees

richard.busby

coaching

performance assessment

succession planning

hipo

Coaching Conversations

Integrated Talent Management

megan.joecks

talent performance

9 box assessments

talent review

meaningful conversations

talent management planning

Glint

As we all know, companies are under more pressure than ever to accelerate performance and growth. In response, many functions across the organization, from IT to product development and manufacturing, have already adopted agile practices to keep pace with changing demands, while our people practices have largely been lagging behind. Decades of tweaking old practices has led to very little meaningful innovation, but we’ve reached a tipping point and now have sufficient demand from the business to justify investing in real transformation. We have an opportunity to help people be happier and more successful at work by making data-informed conversations about engagement, performance, and development a regular habit at work.
✅ Simpler assessments can be just as accurate and predictive as more complex ones.

✅ Companies who deployed agile employee engagement programs (4 or more check-in’s per year) grew much faster than others (up to 10X in 12 months).

✅ Even very large, complex organizations have achieved meaningful culture change in as little as 4 months with the right rigor and focus.

✅ The most agile companies help people feel accountable for having regular, structured conversations about People Success; inform those conversations with timely and relevant data; and support resulting actions with on demand, bite-sized resources.

It's time to talk about People Success

engagement &amp; culture

Engagement &amp; Culture

justin.black

performance improvement

Culture Change

agile

employee engagement

performance impact

development

Many firms today are determining which positions have the greatest impact on their market performance. Surprisingly, some of these jobs are not at the top, and a few aren’t even filled by employees. However, each case requires very different retention strategies. Organizations that compete successfully in the brutal war for valuable talent have something in common… They recognize the benefit of investing in the talent they have internally, rather than venturing out externally to find it. They are rigorous about how they evaluate their positions, the people who fill those positions, and most importantly, the strategies they use to retain those who occupy these positions.

Based on the white paper published in the Fall of 2017, Lynn’s discussion will outline the solution around the importance of disproportionate investments in key players in what they call ‘leverage roles’ to give organizations the competitive advantage that is required for not only growth, but overall sustainability.

It is ultimately important to ‘meet our clients where they are’, and implement an approach, although comprehensive in nature, requires us to jump in where the organization is experiencing the gaps. This requires an in-depth understanding of the organization’s strategy, current operating procedures, and culture around succession planning and career development practices.