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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.

About ELE

The community's votes decide what gets on the calendar.

Explain the challenge. Shape what we tackle next.

Bring a real talent challenge. Name what's at stake, what you've tried, and why it matters now.

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Signal what matters most. Your vote shapes what your peers tackle next.

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Contact ELE

Find the peer conversation that moves your work forward.The right exchange builds better leaders, closes capability gaps, and cuts through what internal meetings can't.

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

Get answers about how Executive Learning Exchange (ELE) works — peer-powered leadership development that fixes real work issues, reverses burnout, and accelerates business value. No programs. No vendors. In the flow of work.

Where people leaders share what's working, ask what's hard, and learn from peers navigating the same talent challenges right now. Search before you post. When referencing a resource, paste the key insight directly into your response with a link to the source.

Real conversations from people leaders tackling today's toughest talent challenges -- captured live, ready to apply with your teams when it fits your schedule, and connected to what's happening right now.

Insights on Talent Challenges | Captured Peer Conversations | ELE

Welcome

Pick your path — each plan reflects a different commitment to accelerating business value.

ELE Plans — Find your place.

Want ELE to come to you? Propose a local gathering — the community decides what gets scheduled.

WeLearn

Executive Learning Exchange (ELE)

Session Focus: “Connecting  the Dots” for creating engaging onboarding experiences for a hybrid workforce


This session provided valuable insights on rethinking onboarding for today’s hybrid workforce. As we adapt to remote and flexible work environments, it’s clear that traditional, one-time onboarding processes no longer suffice. Senior HR leaders must focus on creating experiences that foster deeper connections, cultural integration, and sustained engagement for new hires.
<blockquote>As Bill Ryan pointed out, "Onboarding isn't just orientation; it's an ongoing process that integrates both technology and culture to create meaningful connections across the organization."</blockquote>
This shift toward continuous onboarding ensures that employees not only reach proficiency but also feel integrated into the broader organizational fabric.

Here are three key takeaways that senior HR talent leaders should consider:
<ol>
 	<li>Onboarding as a Continuous Process: Move beyond the transactional view of onboarding. Focus on long-term cultural integration and regular feedback loops to ensure new hires are supported well after their first day.</li>
 	<li>Leveraging Technology for Scalability: Use technology to automate routine tasks and provide scalable solutions for hybrid work environments. This allows HR teams to manage larger onboarding cohorts while maintaining a personalized touch.</li>
 	<li>Creating Intentional Connections: Ensure that onboarding is designed to build meaningful relationships, both within teams and across departments. This can be achieved through buddy systems, virtual check-ins, and cross-functional collaboration that fosters a sense of belonging.</li>
</ol>
By embracing these strategies, HR leaders can create onboarding experiences that not only meet compliance requirements but also build strong, engaged communities within the organization.

Creating Engaging Onboarding Experiences for the Hybrid Workforce

engagement &amp; culture

evidence-based research

future of work

Engagement &amp; Culture

Future of Work

Peer-to-Peer Learning

people strategy

dirk.tussing

richard.busby

mentoring

talent development

employee experience

ariel.mcgrew

individual development plan

bill.ryan

hybrid onboarding

tim.chudy

hybrid workforce

erin.higgins

ann.brownell

jr.burch

iris.farley

employee retention

workplace culture

Diversity and Inclusion

remote work

HRLeadership

OnboardingStrategy

HRTechnology

ContinuousOnboarding

HRBestPractices

Advocate Aurora Healthcare

Session Focus: How Advocate Aurora Health provides essential skills for non-leadership roles to develop, gain resources, grow professionally, and extend their networks to strengthen them for their next promotion.

&nbsp;

This session provided valuable insights into leveraging cohort-based programs to strengthen resilience, inclusivity, and sustained development among high-potential employees.
<blockquote>"The strength of a network can go up over time, even as skills might depreciate. Building that network in cohort formation is incredibly valuable." This quote from <a href="https://www.ele.llc/members/alan-todd" target="_blank" rel="noopener">Alan Todd</a> underscores the sustainable impact of network-building in talent development.</blockquote>
By connecting employees in meaningful, collaborative ways, cohort-based learning enables participants to grow within a network that reinforces retention and long-term engagement, helping your organization build a resilient workforce.

Key Takeaways for HR Talent Leaders:

1. Long-term Network Building and Sustainable Development
A well-structured cohort program offers lasting benefits by creating a supportive professional network. This network becomes a resource participants rely on for ongoing resilience, even as specific skills evolve or shift with industry needs.

2. Inclusion and Structure in Leadership Development
Designing cohort criteria with clear DEI goals, such as a diversity target, ensures a broad range of talent benefits from career growth opportunities. This intentional approach can transform your pipeline by embedding inclusivity into development and enabling underrepresented talent to access leadership pathways.

3. Empowering Mentors and Facilitators as Part of Their Development
Encouraging mentorship and facilitation as developmental opportunities can boost engagement among potential mentors. When framed as a professional growth tool, mentoring becomes a valuable skill for those who support the cohort, enriching their careers and strengthening their connection to the organization.

By focusing on these strategies, senior HR leaders can make cohort programs a cornerstone of a resilient, inclusive, and engaged workforce that’s well-prepared for future challenges.

HiPo Development | Designing Cohort Learning to Scale

Leadership

jean.ryan

learning design

cohort learning

career development

collaborative learning

learning culture

early career

edward.desrosiers

jesse.james

flow of work

mary.mcnevin

Learning Agility

hipo

high potential

kelly.stallbaum

diego.frausto

Semi-synchronous Collaborative Peer-Learning

Scalable Global Cohorts

tamora.martin

alan.todd

thomas.fons

Designing Cohort Learning to Scale

Session Focus: "Connecting  the Dots" for creating engaging onboarding experiences for a hybrid workforce


In this discussion, we’ll explore the employee lifecycle for mentoring and development and how connecting people together builds the internal network and supports collaboration.
<blockquote>Onboarding is more than a 1-and-done session, it’s a process that prepares people to be successful for long-term performance.</blockquote>
To kick off a robust, interactive dialog, Bill Ryan will share a process that combines tactical training targeted around the needs of the role using a 4 “C’s” +1 model that centers on constant communication, feedback, and performance measurement — all factors that impact employee retention and engagement.

&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: How Advocate Aurora Health provides essential skills for non-leadership roles to develop, gain resources, grow professionally, and extend their networks to strengthen them for their next promotion.


&nbsp;

? Cohort-based collaborative learning and coaching are the hottest topics in L&amp;D right now

During the Covid-19 pandemic, collaborative learning and coaching are rising for many organizations.

Many ELE member companies are sharing best and next practices and validated with the Global L&amp;D Trends Research presented at our May 2022 Exchange. Technology and semi-synchronous learning design help scale with cohorts ranging from 6-8 to more than 1,000.

By benchmarking with your peers, this seven-week series explains the basic concepts and principles for cohort-based learning at scale. 

For many of us, the journey starts with providing in-person classroom training (synchronous), e-learning (asynchronous), or blended learning.

? An emerging next practice for designing cohort learning to scale is semi-synchronous collaborative peer learning. Learning solutions become instructorless and easier to scale when well thought out and done right.
<blockquote>Wes Kao is a long-time believer in “cohort-based” learning programs. Cohort-based learning involves a group of students—a cohort—all moving through a syllabus together at the same time. Cohort-based learning is the opposite of asynchronous, mass online open courses, (MOOCs) where students move at their own pace through course content.

Kao said that cohort-based courses are far more engaging for learners than MOOCs, which have been criticized for low enrollment and completion rates. Over the past decade, cohort-based classes have risen in popularity, addressing common complaints about MOOCs.

Cohort-based classes offer live feedback from a teacher and courses with set start and end dates. In real-time, groups of students are able to hold each other accountable, push each other to experiment with class material, and challenge each other’s ideas.

Source: <a href="https://www.dailydot.com/unclick/maven-wes-kao-interview" target="_blank" rel="noopener">Wes Kao, co-founder of Maven, Interview</a></blockquote>
1️⃣ First, we will explore
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>How to cultivate a sense of safety and belonging</li>
 	<li>Why you should put learners, not instructors, at the center of your learning experience</li>
 	<li>How to accelerate knowledge sharing and peer facilitation</li>
</ul>
</li>
</ul>
2️⃣ Next, we will share a cohort-based solution designed to help team members in non-leadership roles develop essential skills, gain resources, grow professionally, &amp; extend their networks to strengthen them in their current roles &amp; for career advancement.

3️⃣ A strategic transformation for many organizations is creating Learning 4.0 Mindset Shifts to help reinforce skills, facilitate feedback, increase collaboration, and share expertise across teams. Through a collaborative ecosystem of tech-savvy peer-to-peer and expert assessments, employees actively engage in the mastery of skill development.

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Navistar-Learning-4.0-Midset-Shifts.png" alt="Learning 4.0 Mindset Shifts " width="1250" height="612" />

<hr />

We are interested in diving deeper into cohort-based learning solutions and finding success using some or all of the eight principles:
<ol>
 	<li>Well-designed social interactions</li>
 	<li>A sense of safety and belonging</li>
 	<li>Real people engaging authentically</li>
 	<li>Opportunities for individual reflection</li>
 	<li>Knowledge sharing and peer facilitation</li>
 	<li>Arguing (constructively) together</li>
 	<li>Learners, not instructors, at the center</li>
 	<li>Human stories expertly told</li>
</ol>
Pre-read: <a href="https://cohort.nomadiclearning.com/cohort-based-learning-report">Cohort-Based Learning at Scale – Eight Principles for Success</a> (Nomadic, 2022)

ELE Produces this Learning Circle: Designing Cohort Learning to Scale

Team Leaders

Session Focus: How to Prevent Identity Theft (<a href="https://www.identitytheft.gov/" target="_blank" rel="noopener">IdentityTheft.gov</a>)

During this informal session, we will be sharing some guidelines on mentoring/coaching and then “auto-pairing” people to “test” the concept of virtual coaching. Join us after work and pair-up with colleagues to network and test this whole idea of scalable mentoring/coaching. Come prepared with a topic that you will like some coaching on – you never know what new ideas and revelations you will discover!

Identity theft can result in difficulty in applying for a credit card or a loan, getting a job, clearing negative information on records, or an inability to trust other people. Identity theft can result in false debt, credit report errors, and even false employment/background reports.

Let’s Talk about How to Prevent Identity Theft

marge.feely

Operations

operations

Change Management

upskilling

coaching

Adding Value

Bev Kaye Inc

Session Focus: Coaching Connection between Engagement and DEI


During this informal session, we will be sharing insights on the connection between engagement and inclusion. Leading and coaching in a virtual environment require new ideas and revelations. Now more than ever, leading in a virtual environment, we need simple best practices that put a new emphasis on diversity and inclusion—both in our work as talent leaders and in our own lives.

Come prepared to get a sneak preview of <a href="https://learningexecutive.com/book/love-em-or-lose-em-getting-good-people-to-stay/?author=bev-kaye?books">Bev’s 6th edition of Love Em or Lose Em: Getting Good People to Stay</a> (coming out on March 2nd). This new edition will emphasize diversity and inclusion and keeping the same format: twenty-six simple strategies from A to Z. Links with more details are on <a href="https://learningexecutive.com/influencer/bev-kaye/?books">Bev’s ELE bookshelf</a>.
The ELE community invites you to join us at…
Virtual Happy Hour Meetup
from 5:30 – 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
To share &amp; learn with your peer-group with no formal agenda.
Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.

✅ How Do We in L&amp;D Add Unexpected Value? 

 ✅ Why does it matter?

Let’s Talk Talent Strategies with Bev Kaye | What’s Love Got to Do With It?

culture

engagement

diversity &amp; inclusion

employee engagement

beverly.kaye

human resources executive learning

Coaching Conversations

jeff.gill

<div id="i4c-draggable-container" style="position: fixed; z-index: 1499; width: 0px; height: 0px;">
<div class="resolved" style="all: initial;" data-reactroot=""></div>
</div>
Session Focus: How to Prepare Your Mentoring Program to Scale

During this informal session, we will be sharing some guidelines on mentoring/coaching and then “auto-pairing” people to “test” the concept of virtual coaching. Join us after work and pair-up with colleagues to network and test this whole idea of scalable mentoring/coaching. Come prepared with a topic that you will like some coaching on – you never know what new ideas and revelations you will discover!

Let’s Talk Talent Strategies is our 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 hosts this virtual happy hour meetup every other Monday on Zoom.
<div id="i4c-dialogs-container"></div>
<div id="i4c-dialogs-container"></div>
<div id="i4c-dialogs-container"></div>

Let’s Talk Scalable Mentoring/Coaching Talent Strategies | VHH #17

rebecca.johnson

Let's Talk Talent Strategies is our 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.

Session Focus: Coaching Connection between Engagement and DEI


During this informal session, we will be sharing insights on the connection between engagement and inclusion. Leading and coaching in a virtual environment require new ideas and revelations. Now more than ever, leading in a virtual environment, we need simple best practices that put a new emphasis on diversity and inclusion—both in our work as talent leaders and in our own lives.

Come prepared to get a sneak preview of <a href="https://learningexecutive.com/book/love-em-or-lose-em-getting-good-people-to-stay/?author=bev-kaye?books">Bev's 6th edition of Love Em or Lose Em: Getting Good People to Stay</a> (coming out on March 2nd). This new edition will emphasize diversity and inclusion and keeping the same format: twenty-six simple strategies from A to Z. Links with more details are on <a href="https://learningexecutive.com/influencer/bev-kaye/?books">Bev's ELE bookshelf</a>.
The ELE community invites you to join us at...
Virtual Happy Hour Meetup
from 5:30 - 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
To share &amp; learn with your peer-group with no formal agenda.

<center><iframe src="https://www.youtube.com/embed/pzpvfoyY0dw" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

<hr />

Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
ELE hosts this virtual happy hour meetup every other Monday on Zoom.

Let's Talk Talent Strategies | What’s Love Got to Do With It?

Meet-ups

Let's Talk Talent Strategies is our 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.

Session Focus: How to Prepare Your Mentoring Program to Scale

During this informal session, we will be sharing some guidelines on mentoring/coaching and then “auto-pairing” people to “test” the concept of virtual coaching. Join us after work and pair-up with colleagues to network and test this whole idea of scalable mentoring/coaching. Come prepared with a topic that you will like some coaching on - you never know what new ideas and revelations you will discover!
The ELE community invites you to join us at...
Virtual Happy Hour Meetup
from 5:30 - 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
To share &amp; learn with your peer-group with no formal agenda.

<center><iframe src="https://www.youtube.com/embed/rRacrjn4_Wk" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

<hr />

Let's Talk Talent Strategies is our 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 hosts this virtual happy hour meetup every other Monday on Zoom.

Let's Talk Scalable Mentoring/Coaching Talent Strategies | VHH #17

Session Focus: Informal Learning
Communities, Mentoring, and Curation (Case study: Navistar)

Essential Forwarding-thinking Skill: The intersection of Design &amp; Development

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.

Curation Learning Circle: Communities, Mentoring, and Curation

curation

brian.watkins

kirk.hallowell

joanne.prochnow

informal learning

valarie.bartelme

ted.prohov1

Lurie Children's

Creating a culture of mentoring can realize benefits for employees and the organization by supporting career optimism, engagement and retention of the newest entrants to the workforce. Using evidence based mentoring practices can increase rates of mentoring activities and yield quantifiable benefits for individuals and the organization.

Six mentoring evidence based practices lead to quantifiable benefits that include feeling valued, career optimism, competence, professional growth, security, and leadership readiness. Findings from a pilot mentoring program with pediatric nurses have spurred further study on rates of mentoring, knowledge of mentoring, and leadership practices that support a culture of mentoring. Plans are underway to replicate the pediatric nurse mentoring program for administrative professionals.
<ul>
 	<li>Mentoring begets mentoring. Individuals who have been mentored are more likely to mentor others.</li>
 	<li>Formal structured programs and informal mentoring activities can lead to similar positive benefits.</li>
 	<li>Mentoring knowledge and experience is varied among employees and leaders. Mentoring definitions provide a foundation for employees and leaders to understand what mentoring is and the practices that support a culture of mentoring.</li>
</ul>

Evidence-based Mentoring Practices: An Interactive Experience

diana.halfer

Ambitious professionals must cultivate a robust network made up of many types of people. Mentors and sponsors are essential to ensuring advancement and opportunity. Mentoring has been an effective workforce development tool that requires that the mentee be deemed worthy of investment, possess initiative and open to feedback, and the mentor knowledgeable, senior and generous with their time. While corporate programs and organic mentoring relationships have had some success they have not had uniform results. Some of what is lacking are advocacy – someone to go to the mat for you and open doors – a sponsor. Sponsorship has emerged as an effective complement to mentorship, especially for mid and senior-level executives with an eye on the C-Suite. The nature of the protégé/sponsor relationship is more complex, especially when considering elements of gender, ethnic, racial and other diversity.
Organizations can support their employees by helping them build their professional networks and by developing institutionalized approaches to mentorship and sponsorship. Organizations benefit from enhanced skills, capabilities and readiness of the talent pipeline, as well as cross-cultural exposure.

Keep Your Mentor, Add a Sponsor

Strategy

workforce potential

nichole.marshall

This past year DePaul University’s Center to Enhance Education for Adults (CAEA) conducted a series of reflective conversations and experiential learning activities to better understand the nature, context, and best practices for mentoring and informal learning in business, non-profit organizations and higher education. In this session, panelists share the insights that emerged from this inquiry, as well as strategies to enhance mentoring and informal learning in your organization.

Insights & Strategies for Mentoring and Informal Learning

experiential learning

Coaching

kelli.mcmiller

julie.benesh

Designing a program that will engage and develop high potential leaders can be challenging, mainly when the group you are creating is exceptionally confident, geographically disbursed, and have very little time to devote to their development. In order to engage a group comprised of these individuals, programs cannot be “events” and must engage each member in a way that makes them want more.
In order to capitalize on the best practices that exist inherently within a group of high potentials and ensure that members of the cohort felt challenged and engaged in their development, a cohort was formed that would last a year. Over a year-long program, the cohort would be structured to provide meaningful individual growth as well as build trust among the group members. By introducing experiences that allowed for risk-taking, self-reflection, and sharing best practices, we were able to create a sense of belonging and a standard frame of reference that did not previously exist. In this case, the cohort approach resulted in higher retention and more substantial business results than previous years and when compared to high performers not involved in the cohort.
While this experience resulted in many positive outcomes, a few lessons were learned along the way. For future cohorts, we would expand the executive champions of the program to provide further exposure to the participants, identify specific and consistent business measures for the mentoring portion of the program, and increase the number of group learning experiences to shape the bond of the group further.

Learning Together: Using Collaborative Cohorts @ Sears Holding Company

Integrated Talent Management

michelle.burke

communities of practice

performance improvement

The Milwaukee Learning Leaders has the honor of announcing the marriage of: Mr. Formal Learning to Ms. Informal Learning
With the variety of new social networking technologies, Informal Learning is the new darling of the training set. However, our old standby, Formal Learning, offers many benefits that cannot be found elsewhere.

Formal Learning, which includes classroom training, synchronous and asynchronous eLearning, and workbooks, has only been used in the workplace to any significant degree since WW2. Of course, Formal Learning can be efficient and suitable for getting new people up to speed. But it is relatively expensive to develop, quickly gets outdated, and is sometimes only marginally successful in translating to performance on the job.

Informal Learning has been around the workplace since there has been a workplace and includes all the ways that people have learned on the job, including trial and error, conversations, observation, asking questions, and apprenticeship. ASTD defines Informal Learning in the negative as “a learning activity that is not easily recognizable as formal training and performance support.” Generally speaking, it takes place without a conventional instructor and is employee controlled in terms of breadth, depth, and timing. It tends to be individualized, limited in scope, and utilized in small chunks. Informal Learning can be quite job-relevant and occurs as needed, but is often inefficient, haphazard, and slow.

By understanding their strengths, weaknesses, and differences, we can marry the two and take Learning, engagement, productivity, and innovation to unprecedented levels in our organizations.

Dr. Rosenheck discusses various methods of integrating the two approaches to achieve a happy and long-lasting marriage that breeds success for our organizations.

The "Marriage" of Formal and Informal Learning

blended learning

apprenticeships

performance support

marty.rosenheck

Johnson Controls

Watch Kimberly Bors share Johnson Controls insight on the next generational global workforce.

Trends with GenY for a Global Workforce

onboarding

Millennials

communication

multicultural

kimberly.bors

A.O. Smith

How do leading global companies leverage Senior Leaders to support a culture of development? How do you leverage learning to impact leadership thinking and behaviors? What processes have worked to facilitate leadership development experiences, and strategies have been implemented to deliver sustainable results? How do metrics play into the selection and development of talent?
The purpose of this learning leader panel is to share stories about strategies and processes that focus on creating a leadership development culture and relevant experiences for current and emerging leaders. Included in these stories will be detailed on how their approach is designed to impact the leadership pipeline and deliver results.

<ul>
 	<li>Engaging Senior Leadership</li>
 	<li>Motivation and Incentives</li>
 	<li>Change Management Considerations</li>
 	<li>Accountability and Tracking</li>
 	<li>Web-based Tools</li>
 	<li>Variations by business function</li>
 	<li>Mentoring and Support</li>
 	<li>Evaluation Plan</li>
</ul>
This session is a panel discussion of industry experts, moderated by Lynn Miller. Hear what has worked in a variety of learning solutions for Fostering a Culture for Integrated Talent Management, what hasn’t and why.

Fostering a Culture for Integrated Talent Management

digital

integrated talent management

marysue.handel

strategic alignment

lynn.miller

johanna.dillon

Baxter

Four major trends are shaping the current business environment, which has been referred to as the Shift Age. We will explore these trends and the implications for developing leaders within this new business reality. The four significant shifts are:

<ol>
 	<li>The move from tangible to intangible</li>
 	<li>The move from factory worker to artist</li>
 	<li>The move from content to context</li>
 	<li>The move from generalized to personalized</li>
</ol>
To help guide this roundtable discussion, we’ll encourage participants to share the following:
<ul>
 	<li>Why is foresight (seeing the relevant opportunities that are emerging) becoming an increasingly important competency? How can developing a mentoring network help current and future leaders better develop and apply foresight?</li>
 	<li>Why should organizations broaden their view of mentoring beyond only integrating it into traditional point solutions (e.g., HIPO development, onboarding, diversity development)?</li>
 	<li>How can organizations meet the needs of their established point solutions while at the same time create enterprise-level networked mentoring and knowledge sharing practices?</li>
 	<li>How should generational preferences and expectations (especially those of Millennials/Gen Y) influence organizations to adopt broader networked mentoring and knowledge sharing practices?</li>
 	<li>How is the enterprise, networked mentoring different from social networking?</li>
</ul>
Learning Leaders will discuss how broad-based, networked mentoring practices can positively impact and influence the development of future leaders and the entirety of the workforce.

Creating 2020 Leaders through Networked Mentoring

knowledge transfer

social learning

dina.vance

brigette.richaerson

sue.weller

sonia.vora

Your organization has successfully recruited the key diverse talent needed to create innovative problem-solving teams to provide your company with a competitive edge in the marketplace. The only problem is that you can't seem to keep that talent from leaving. What can learning organizations do to assist in keeping diverse talent at home?
From Andres Tapia's book, The Inclusion Paradox, participants will explore the Four Pillars of what makes diverse talent stay and thrive.

The Four Pillars we will examine from a learning perspective are:
<ul>
 	<li>Community</li>
 	<li>Recognition</li>
 	<li>Mentoring</li>
 	<li>Advancement</li>
</ul>
Participants will discover their impact in helping retain and reward the innovative teams needed to compete in a global economy.

The Inclusion Paradox Workshop: Four Pillars of Keeping Your Innovative Crosscultural Teams Together