AbleLight

The delivery of coaching is wide-ranging and can be very costly. How can you get the most value and still have a big impact? In this session, we’ll discuss an approach to establishing an enterprise-wide Coaching Center that transforms development and saves tens of thousands of dollars each year.

&nbsp;

Objectives:
<ul>
 	<li>Establish a comprehensive enterprise-wide coaching system in a period of transformation</li>
 	<li>Harness the potential of certified internal coaches to gain a significant return on investment</li>
 	<li>Examine coaching engagement phases from initiation through summation including surveys to evaluate the effectiveness</li>
</ul>
About Michelle

Michelle is an executive coach and talent and organization development leader. She led the creation of an internal coaching practice for a 70,000+ employee multi-state integrated health system including building an internal certified pool of coaches as well as the vetting of external coaches. She’s worked in nonprofit and for profit global and national organizations in service, product, and manufacturing industries.

Radically Transform Potential and Gain Value through a centralized Coaching Practice Center: Case Study: Six Months to Saving Thousands

analytics

engagement &amp; culture

future of work

Engagement &amp; Culture

Leadership

Peer-to-Peer Learning

people strategy

upskilling

coaching

talent development

missy.gonzales

measurement

Coaching Conversations

wendy.greeson

business impact

organizational agility

CHIE2022

DX Learning Solutions

Session Focus: Let’s talk about talent strategies for Measuring Coaching Impact


This session provided valuable insights into the transformative power of coaching in leadership development and organizational success.
<blockquote>As highlighted by Michelle Gonzales and Alex Draper, "The ultimate goal of coaching is human betterment... If we improve a leader, it leads to a better employee experience."</blockquote>
This simple yet profound truth emphasizes the lasting impact of coaching on both individual leaders and the teams they lead.

Here are three key takeaways for senior HR talent leaders:
<ol>
 	<li>Coaching Drives Leadership and Organizational Growth: Coaching helps unlock the potential of leaders, fostering personal and professional growth. When leaders improve, it directly influences team performance and strengthens overall company culture. Make coaching a central component of leadership development.</li>
 	<li>Shift from Command-and-Control to Empowerment: Today’s workforce expects more than traditional top-down management. Coaching nurtures decision-making skills and promotes an empowering, empathetic approach. Senior HR leaders should build a coaching culture that encourages autonomy and development at all levels.</li>
 	<li>Measuring the Impact of Coaching: Investing in coaching is only effective if outcomes are measurable. Align coaching programs with key business metrics such as leadership effectiveness, team performance, and employee engagement. This ensures coaching delivers tangible returns and fosters accountability.</li>
</ol>
For senior HR leaders, coaching is not just a leadership tool; it’s a pathway to a more engaged, high-performing organization.

Measuring Coaching Impact

alex.draper

richard.busby

tomas.ramirez

talent management

Coaching

HR Strategy

EmployeeEngagement

LeadershipDevelopment

CoachingCulture

ELE Group, LLC

Session Focus: Let's talk about talent strategies for Measuring Coaching Impact


As someone who hires coaches for leaders in the organization, how are we getting to the explicit expectations of the coach, the coachee, the manager, and the organization's responsibilities?

In this live discussion, we will explore:
<ul>
 	<li>How are we measuring effectiveness?</li>
 	<li>How do you measure behavioral change?</li>
</ul>
&nbsp;

Michelle Gonzales and Alex Draper will share how ELE members measure coaching impact.

It starts with using a framework that captures a modern mindset that encourages self-awareness, empathy, and improvement; helpings managers promote psychological safety and higher performance for their teams by uncovering their leadership blind spots. It stimulates the growth mindset for inclusive leadership.

Engagement surveys with multiple pulse checks to track changes are crucial to measuring impact. By working on efficacy and changing the perception, HR learning &amp; development is changing the culture to be ready for the future of work.

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: How will employee onboarding change in a post-pandemic hybrid workplace?


The present (and future) reality of work requires organizations to rethink traditional ways of onboarding new employees. The “what” of orientation likely will stay the same.

What changes have you had to make to the “how” of your onboarding program?

The “how” is a different story. The “how” is more challenging, both in tactics and tools

Who really “owns” the employee onboarding process and should there be a re-evaluation of this process post-COVID-19?

In this session, let’s explore together:
<ul class="pl-4">
 	<li>To what degree have the goals for your onboarding program changed since the declaration of the pandemic? If they have changed, how have they changed? If not, how might they need to change in the new reality?</li>
 	<li>What about the challenge that most companies are facing currently, surrounding virtual onboarding owing to socially isolating?</li>
 	<li>What challenges have you experienced in adapting Hybrid Work Settings?</li>
 	<li>What tactic, tool or process have you implemented successfully to improve the employee experience and be more inclusive?</li>
</ul>

Modernizing Onboarding for Hybrid Work Settings

retention

dirk.tussing

brian.watkins

kery.mortenson

nick.allen

Operations

onboarding

culture

new hire orientation

azizeh.constantinescu

jesse.james

agility

leading remote workers

janna.scheese

Adding Value

tricia.danielsen

employee experience

mary.vales

monica.macfarlane

karen.brenneman

jeff.gill

hybrid workplace

tracy.adams

hybrid onboarding

emmployee engagement

lisa.erlich

Session Focus: How will employee onboarding change in a post-pandemic hybrid workplace?


The present (and future) reality of work requires organizations to rethink traditional ways of onboarding new employees. The “what” of orientation likely will stay the same.

What changes have you had to make to the “how” of your onboarding program?

The “how” is a different story. The “how” is more challenging, both in tactics and tools

Who really "owns" the employee onboarding process and should there be a re-evaluation of this process post-COVID-19?

In this session, let's explore together:
<ul class="pl-4">
 	<li>To what degree have the goals for your onboarding program changed since the declaration of the pandemic? If they have changed, how have they changed? If not, how might they need to change in the new reality?</li>
 	<li>What about the challenge that most companies are facing currently, surrounding virtual onboarding owing to socially isolating?</li>
 	<li>What challenges have you experienced in adapting Hybrid Work Settings?</li>
 	<li>What tactic, tool or process have you implemented successfully to improve the employee experience and be more inclusive?</li>
</ul>
&nbsp;

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/12/Employee-Onboarding-in-hybrid-workplace.png" />
Alternative work arrangements could become a normal way of working
Source: Flexible Work and Rewards Survey: 2021 Design and Budget Priorities
.

<hr />

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

employee engagement

Oshkosh Corporation

The human-centered era of leadership has arrived. In this ever-evolving era, managers are challenged to adapt–and often rewire–how they lead their team. Learn from the experience of Oshkosh Corporation’s OD practitioners as they share ways in which their organizations are fostering this leadership evolution.

As your organization strives to develop a culture of continuous learning by developing coaching strategies and fostering a collaborative working environment, we’ll look at how Oshkosh Corporation is engaging co-workers, communities of practice, learn by doing, and various microlearning solutions to unlock continuous learning for the digital age.
<h6 class="font-weight-bold m-0">Learning Together:</h6>
In this session, we’ll focus on how Oshkosh Corporation designed a Leadership Development Workshop to grow leaders’ strategic thinking capabilities by providing the tools, techniques, and behavior patterns to help them:
✅ Integrate coaching strategies with technology-based platforms able to scale a culture of continuous learning and feedback.

✅ Tap a rich body of knowledge workers' peer coaching + feedback to help management scale knowledge retention &amp; skill-building.

✅ Establish meaningful social learning connections and training strategies at scale.

Transforming Leadership Development to Virtual Learning at Oshkosh Corporation

digital

evidence-based research

Digital &amp; AI

kyle.swanson

operations

leadership development

accelerated leadership development

impact

humane leadership

brielle.bodoh

justin.anderson

insights-wise-2021

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

Bulding Data-Driven Talent Stategies 101

Analytics

sean.casavechia

angie.zeigler

stacey.boyle

julian.malnak

data driven leader

kent.barnett

key performance indicators

jennifer.olsen

teresa.oliszewicz

talent reporting

dashboards

ele-moments

UL Solutions

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

Leadership Training Effectiveness Roundtable “Did Training Work?”

newton.moore

alison.cowan

roy.pollock

greg.morris

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

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

Session Focus: Mindset for Measurement and the Talent to Back-it-Up
Case study: Innovative talent solution(s) with tangible business results.

Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

Analytics Learning Circle: Mindset for Measurement

sales training

marge.feely

kevin.m.yates

performance improvement

assessments

ele-highlights

big data

Session Focus: How to be an L&amp;D Detective: Collect Facts for Impact

Essential Forwarding-thinking Skill: Big Data and Analytics

Some call it measurement. Some call it data. Some call it analytics. What we’re talking about is fact-based evidence for the impact of training and learning.

We’ll put on our L&amp;D detective hats and explore the investigative process for collecting facts about the impact of training and learning. We’ll examine the facts, before and after training, and answer the question, “Did training work?” with measurement and data.
What will we do?

<ul>
 	<li>Examine business metrics that inform decisions for L&amp;D measurement strategy</li>
 	<li>Discuss measures that estimate learning's impact on performance</li>
 	<li>Explore how to collect data that gives insight on the impact</li>
 	<li>Define the relationship between business measures and L&amp;D measures</li>
 	<li>Describe how to make data actionable</li>
 	<li>Examine how to isolate the effects of training and learning</li>
</ul>
This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

Analytics Learning Circle: Collect Facts for Impact

learning &amp; development

strategy

data analytics

Midtown Athletic Club

Session Focus:
<ol>
 	<li>Where do you fall on the L&amp;D Analytics Maturity Curve?</li>
 	<li>Case study: Midtown Athletic Club's COO Challenge: For an L&amp;D initiative--Tell C-Suite What To Do, Business Impact &amp; Measurement Strategy</li>
</ol>
Essential Forwarding-thinking Skill: Big Data and Analytics

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

Analytics Learning Circle: L&D Maturity Curve

transformation

david.vance

measurement strategy

Baxter

Harry Kraemer, professor at Northwestern University's Kellogg School of Management and former chairman and CEO of Baxter International, a multibillion-dollar health care company, argues that, as the global economy becomes even more competitive, organizations will turn to values-based leaders. They, in doing the right thing, deliver outstanding and lasting results.

Kraemer knows about delivering results. During his leadership at Baxter, the company experienced consistently strong growth. And Kraemer also knows about doing the right thing; not only did he step up to the plate when things were going well but also when faced with change, controversy, and crisis, as he did throughout his career. In From Values to Action, Kraemer argues that the journey to becoming a values-based leader starts with self-reflection, which he identifies as the first of four principles that guide leaders to make choices that are aligned with their values. The four essential principles are:
<ul>
 	<li>Self-Reflection: The ability to reflect and identify what you stand for, what your values are, and what matters most.</li>
 	<li>Balance and Perspective: The ability to see situations from multiple perspectives, including differing viewpoints, to gain a holistic understanding.</li>
 	<li>True Self-Confidence: More than mastery of specific skills, true self-confidence enables you to accept yourself as you are, recognizing your strengths and your weaknesses, and focusing on continuous improvement.</li>
 	<li>Genuine Humility: The ability never to forget who you are, to appreciate the value of each person in the organization, and to treat everyone respectfully.</li>
</ul>
Drawing from first-hand experience, Kraemer offers current and aspiring leaders a framework to adopt the four principles of values-based leadership to make their organizations beacons of enduring value in the world. During this keynote presentation, Harry will talk about the importance of Measurement strategic processes covered in Execution & Implementation: Making It Happen and share reflections of the next generation of leaders from his experience at Northwestern University's Kellogg School of Management, where he teaches in the MBA and the Executive MBA programs.

From Values To Action for Accelerating Leadership Development

new manager

effective leadership

soft-skills

harry.kraemer

ethics

HCSC | Blue Cross Blue Shield of IL, MT, NM, OK, TX

Accenture

McDonald's Corporation

Cigna

Accelerating organizations need accelerating leadership development. As a result, the demands on learning and organizational development professionals are also accelerating. This panel discussion will explore real-world scenarios on how learning leaders are helping to drive business results through accelerated leadership development.
To help guide the roundtable discussion, our facilitator, Haydn Shaw, a Business Execution facilitator at FranklinCovey, will focus questions and recommend the roundtable conversation on some of the following discussion points :

<ul>
 	<li>What accelerating demands from the business are you facing?</li>
 	<li>How are you accelerating your team's transitions toward more strategic business partnerships?</li>
 	<li>How are you accelerating leadership development in your organization?</li>
 	<li>How do you engage your leadership and management to support the leadership development process?</li>
 	<li>What have you done to drive results when you have not had strong leadership and management support for the leadership development process?</li>
 	<li>How do you measure if your leadership development processes are driving business results?</li>
 	<li>How are your teams transforming your function FROM: Measuring success through execution of activities … TO: Measuring success through the impact of business outcomes?</li>
 	<li>We all stub our toes. What's the most important lesson you've learned of what not to do in measuring results, driving business results, or accelerating leadership development?</li>
</ul>

2011 CLO/CTO Roundtable Panel Discussion: Driving Measurable Business Results through Accelerated Leadership Development

Strategy

karen.kocher

diana.thomas

tim.aleck

maryjo.burfeind

agile

haydn.shaw

don.vanthournout

Mike shares insight on how HCSC uses a comprehensive evaluation strategy to ensure L&amp;D has a positive business impact when Mike was our Guest CLO for the Learning Leader CPE Certificate at DePaul.

Internal Operations Learning & Talent (IO L&T) Evaluation Overview @ HCSC

mike.kasper

Evaluation-oriented instructional design that delivers business results.

Rethink how to design instruction to meet bottom-line business goals. With his eight-step framework for measurement and evaluation-focused instructional design, Kristopher Newbauer offers a straightforward process for helping instructional designers and talent development (TD) leaders demonstrate and actualize their value while also transforming their attitude toward an often-dreaded practice.

With Aligning Instructional Design With Business Goals, improve your business acumen by adopting the language of your business leaders. Enhance the partnership among measurement and evaluation specialists, instructional designers, and business leaders to improve the TD function. Uncover the root cause of performance gaps to design more meaningful instruction—and thus increase ROI.

With case studies and examples to illustrate, learn to:
<ul class="a-unordered-list a-vertical">
 	<li>Promote your TD function as a strategy for achieving business goals.</li>
 	<li>Ensure TD programs are aligned with the company’s strategic objectives.</li>
 	<li>Design and develop effective TD programs.</li>
 	<li>Demonstrate to business leaders measurable added value in revenue and employee success.</li>
</ul>

Aligning Instructional Design With Business Goals: Make the Case and Deliver Results

learning design

sean.stowers

strategic alignment

evaluation

instructional design

organizational success

training evaluation

organizational goals

stakeholder alignment

nicholas.leonard

phyllis.king

Effective evaluation and measurement of learning and development initiatives is critical to maximise the impact of training, identify gaps for improvement and ensure that efforts are aligned to the business' needs. Learning Analytics outlines how analytical approaches can respond to these challenges, the types and benefits of technological solutions and how to ask the right questions of organizational data in order to build a learning organization that boosts performance and competitive advantage.
Drawing upon case studies from organizations who have applied such approaches such as The Gap, Hilton Worldwide University and Seagate Technology, Learning Analytics will enable those involved in learning and development to make the business case for their activities and deliver an evidence-based service to their organizations. Alongside updated chapters on learning technology tools and moving beyond learning analytics to talent management analytics, this second edition also features new content on measuring informal learning, increasing data literacy, and framing L&amp;D's contributions through a portfolio evaluation approach.

Learning Analytics: Using Talent Data to Improve Business Outcomes

leadership

informal learning

training

margaret.parskey

learning and development

learning organization

gaps

improvement

business needs

performance

competitive advantage

case studies

analytical approaches

technological solutions

organizational data

evidence-based service

learning technology tools

talent management analytics

data literacy

management &amp; leadership

cindy.pinkstaffmiller

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

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

keri.kersten

catherine.hebel

The Bridge to Your L&amp;D Measurement and Reporting Strategy

Building measurement skills is critical for talent development professionals who seek to align their L&amp;D programs to business outcomes for organizational success. Designed to improve your measurement capability and advance the measurement maturity of your organization, the Measurement Demystified Field Guide presents a refresher on the talent development reporting principles framework and measurement strategy. While the Field Guide serves as a standalone volume, it is also a companion to the authors’ first book, Measurement Demystified.

In an easy-to-use workbook style, the Field Guide provides nearly 100 skill-building exercises of varying types to help you uncover what measurement work your organization is doing; assess organizational maturity and gaps; understand how to apply specific concepts; and determine what’s right for your organization moving forward. It also offers interview questions to better understand users’ wants and needs; case study exercises to test your knowledge gaps; and reflection questions that focus on your deepening knowledge and skill. You can write your answers in the book or use the resource on ATD’s website.

Achieving measurement maturity is a change effort requiring commitment and discipline. Understanding your current capabilities and gaps is an essential first step followed by determining where your organization wants to go in this area. Once both are achieved, you will be able to develop your desired measurement and reporting strategy―the bridge between where you are today and where you aspire to be. The Measurement Demystified Field Guide is that bridge.

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