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Session Focus: Fireside Chat–Improving Employee Engagement in a Toxic Culture

Even in the best of times, onboarding new employees is crucial for setting them up for success and aligning them to company culture. But what about when overall employee engagement is low or organizational culture is unhealthy? How can learning leaders adapt new hire orientation strategies to engage and retain top talent?
This question was tackled in a recent fireside chat between HR experts Judy Albers and Wendy Greeson. Their conversation revealed tangible ways to boost engagement and convey company values, even in trying circumstances.
Here are three key takeaways for revamping new hire orientation:

<ol class="list-decimal pl-8 space-y-2">
 	<li class="whitespace-normal">Activate and Engage Learners</li>
</ol>
Instead of passive content delivery, focus on scenarios, practice exercises, and tying activities to company values. The goal is to reduce cognitive overload and get learners applying concepts. "If I can get rewarded for something that demonstrates the culture I am going to learn those values," noted Judy.

<ol class="list-decimal pl-8 space-y-2" start="2">
 	<li class="whitespace-normal">Reduce Cognitive Overload</li>
</ol>
Guide learners, appeal to emotions, and use concrete examples. "You can have all the best technology in the world but great technology is never going to replace good design," Wendy pointed out. Thoughtful design trumps flashy tech.

<ol class="list-decimal pl-8 space-y-2" start="3">
 	<li class="whitespace-normal">Get Concrete About Abstract Values</li>
</ol>
As Patrick, Wendy's colleague, succinctly put it: "Philosophers will tell you that an abstract concept is only an abstract concept and it's only as good as the concretes that you can tie it back to." Make company values impactful by linking to real examples and behaviors.
Though engaging learners amidst low morale presents challenges, thoughtful design principles can help learning leaders adapt. By activating learners, minimizing confusion, and clarifying values, they can onboard in a way that engages employees and conveys company culture clearly.

New Hire Orientation Strategies When Employee Engagement is Low

engagement &amp; culture

learning strategy

Engagement &amp; Culture

dirk.tussing

new hire orientation

edward.desrosiers

talent management

michelle.cereghino

learning &amp; development

judy.albers

wendy.greeson

ariel.mcgrew

lisa.erlich

pat.daley

ELE Group, LLC

Session Focus: Fireside Chat--Improving Employee Engagement in a Toxic Culture


With the accelerated increase in hiring, the organization quickly realized that many new employees struggled to articulate the organization’s business model and the value we add.  This resulted in missed opportunities to recruit new talent and promote our company.

To address this, Judy Albers and Wendy Geeson set out to answer two key questions:
<ol>
 	<li>How do we set the employee up for success as they acclimate to a new culture, build relationships, and accelerate their ability to contribute in their new role?</li>
 	<li>How do we immerse employees in our business model in a way that helps them articulate to others what we do, how we do it, and the value we add to the communities we serve?</li>
</ol>
&nbsp;

To change the status quo, we set out on a mission to help new employees:
<blockquote>When a company has a toxic culture, new hire orientation programs should include information on the company's values and expected behaviors, as well as any specific steps the company is taking to address and improve its culture. It should also include information on how employees can report any concerns or issues related to the culture, and who they can go to for support and guidance. Additionally, it may be helpful to include training on topics such as effective communication, teamwork, and conflict resolution to help new employees navigate the company culture and foster a more positive environment.--ChatGPT (January, 2023)</blockquote>
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

Oshkosh Corporation

<h5>What It Is and Why It Matters?</h5>
We know that employee engagement is connected to retention, as well as team and company performance. We also know that engagement itself isn’t enough (no, ping pong tables and beer in the fridge don’t get you engagement). Companies that want sustained engagement have to consider the entire employee experience.

<hr />

<h5>What we will Explore Together:</h5>
<ul>
 	<li>Companies that spend time focusing on the customer experience have higher customer satisfaction. Focusing on the employee experience can lead to higher engagement, which reduces voluntary turnover and increases productivity.</li>
 	<li>Workforce priorities have shifted throughout the pandemic. We’ll share some of the ways priorities have shifted and what that might mean for your employee experience.</li>
 	<li>How is engagement measured? We’ll explore current trends in engagement surveys and share our organizations’ approach to measuring engagement.</li>
</ul>

Employee Experience: Engagement through Diversity, Equity, Inclusion and Belonging

Operations

onboarding

culture

agility

leading remote workers

Adding Value

employee engagement

employee experience

amanda.mickelson

cristi.burrill

insights-wise-2022

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

brian.watkins

kery.mortenson

nick.allen

tomas.ramirez

azizeh.constantinescu

jesse.james

janna.scheese

tricia.danielsen

measurement

mary.vales

monica.macfarlane

karen.brenneman

jeff.gill

hybrid workplace

tracy.adams

hybrid onboarding

emmployee engagement

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>.

Session Focus: Embedding DE&amp;I for Everyone in Everyday Learning


What commitment does your organization have for DE&amp;I (Diversity, Equity, and Inclusion)?

The present (and future) reality of work requires organizations to rethink traditional ways for embedding DEI programs and tactics as we focus on employee experience. It should start one day one when onboarding new employees. The “what” of inclusive orientation and leadership development likely will stay the same. The “how” is a different story. The “how” is more challenging, both in tactics and tools and in the impact on metrics such as new DEI Executive Dashboards for Driving Impact.

What we will explore together :

✅ What tactic, tool or process have you implemented successfully?

✅ How can L&amp;D help to be inclusive with optimizing ERG operations to create business impact?

✅ What tactics help eliminate bias when managing business processes?

✅ What measures are you looking at for the success of your DEI programs? Are you still using those measures?

✅ What changes, if any, have you seen in your metrics? If you’ve had a significant change, how have you responded?

ELE’s Learning Circle will be ideating Retooling Talent Development for the New Normal.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

Embedding DE&I for Everyone in Everyday Learning

operations

learning culture

melissa.mcdow

kym.anglin

teresa.oliszewicz

diversity &amp; inclusion

strategic alignment

psychological safety

Session Focus: Embedding DE&amp;I into Onboarding and Everyday Learning

Unfortunately, numerous companies don’t have a well-organized onboarding plan, but analytics can make onboarding easier and more effective.

✅ To what degree have the goals for your onboarding program to be more inclusive changed since the declaration of the pandemic?

✅ If your onboarding has changed, how has it changed? Are you rethinking traditional onboarding by embedding DEI Psychological Safety and eliminating bias to improve employee experience and engagement?

✅ What tactic, tool, or process have you implemented successfully?

By pulling together data from the selection process and combining that with data about current employees, organizations can quickly identify key areas for development for new employees and match them with mentors who complement their skills. Doing so creates a positive experience for the new hire and the tenured employee, who are likely to feel a stronger connection to the company.

What commitment does your organization have for DE&amp;I (Diversity, Equity, and Inclusion)?  The present (and future) reality of work requires organizations to rethink traditional ways for embedding DEI programs and tactics as we focus on employee experience. It should start one day one when onboarding new employees.

✅ What DEI measures are you looking at for the success of your onboarding program? Are you still using those measures?

✅ What changes, if any, have you seen in your onboarding metrics? If you’ve had a significant change, how have you responded?

ELE’s Learning Circle helps members co-create forward-thinking Data-Driven Talent solutions as a community.

<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

DEI Dashboards for Onboarding and Everyday Learning

analytics

evidence-based research

Analytics

people strategy

sean.casavechia

stacey.boyle

data driven leader

dashboards

christopher.lebrun

data driven talent

Northern Trust

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. For example, introducing employees to the Culture, Mission, Vision, and Values of the organization; sharing information about strategy, structure, goals, and initiatives; and acquainting the new employee to relationship-building resources and support available to help them be successful in their new role. The “how” is a different story. The “how” is more challenging, both in tactics and tools and in the impact on metrics such as new employee engagement
<h6 class="font-weight-bold mb-0">Discussion Points:</h6>
To help guide this discussion, we will be covering some of the following questions:
✅  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?

✅  What changes have you had to make to the “how” of your onboarding program?

✅  What challenges have you experienced in adapting the “how” of your program?

✅  What tactic, tool or process have you implemented successfully?

✅  What measures are you looking at for the success of your onboarding program? Are you still using those measures?

✅  What changes, if any, have you seen in your onboarding metrics? If you’ve had a significant change, how have you responded?

Modern Onboarding Ideation: Improving Employee Experience

nancy.pagel

kacie.walters

aimee.louw

sara.lorenzo

matt.donovan

insights-wise-2021

Session Focus: Creating a Modern Onboarding Employee Experience Roundtable Discussion


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. For example, introducing employees to the Culture, Mission, Vision, and Values of the organization; sharing information about strategy, structure, goals, and initiatives; and acquainting the new employee to the resources and support available to help them be successful in their new role. The “how” is a different story. The “how” is more challenging, both in tactics and tools and in the impact on metrics such as new employee engagement

What we will explore together :
✅ What changes have you had to make to the “how” of your onboarding program?
✅ What challenges have you experienced in adapting the “how” of your program?
✅ What tactic, tool or process have you implemented successfully?
✅ What measures are you looking at for the success of your onboarding program? Are you still using those measures?
✅ What changes, if any, have you seen in your onboarding metrics? If you’ve had a significant change, how have you responded?


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>
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>

Ideation For Creating A Modern Onboarding Employee Experience

betty.hart

Session Focus: Embedding DE&amp;I into Onboarding and Everyday Learning 

Unfortunately, numerous companies don’t have a well-organized onboarding plan, but analytics can make onboarding easier and more effective.

? To what degree have the goals for your onboarding program to be more inclusive changed since the declaration of the pandemic?

? If your onboarding has changed, how has it changed? Are you rethinking traditional onboarding by embedding DEI Psychological Safety and eliminating bias to improve employee experience and engagement?

? What tactic, tool, or process have you implemented successfully?

By pulling together data from the selection process and combining that with data about current employees, organizations can quickly identify key areas for development for new employees and match them with mentors who complement their skills. Doing so creates a positive experience for the new hire and the tenured employee, who are likely to feel a stronger connection to the company.

What commitment does your organization have for DE&amp;I (Diversity, Equity, and Inclusion)?  The present (and future) reality of work requires organizations to rethink traditional ways for embedding DEI programs and tactics as we focus on employee experience. It should start one day one when onboarding new employees.

? What DEI measures are you looking at for the success of your onboarding program? Are you still using those measures?

? What changes, if any, have you seen in your onboarding metrics? If you’ve had a significant change, how have you responded?

&nbsp;

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/WuIfLfuPLUI" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

ELE’s Learning Circle helps members co-create forward-thinking Data-Driven Talent solutions as a community. 

<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
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>.

Team Leaders

#datadriventalent

Executive Learning Exchange invites you to join us at…
ELE’s Virtual Happy Hour Meetup
open from 5:30 – 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
Grab your favorite “quarantini” to share &amp; learn with your peer-group with no formal agenda.  We can collaborate on Learning Platforms and the importance of Customer Journey Mapping &amp; Network Effects.

<blockquote>Here are a few starter questions, if you want to drive the topic of conversion a bit:
Coping
<ol>
 	<li>What is something you’ve been putting off doing that you now suddenly have time for?</li>
 	<li>What shows/movies have been helping you cope during this time?</li>
 	<li>What is one small thing you are doing to bring a little joy or comfort into your day?</li>
</ol>
Work
<ol>
 	<li>How do you stay focused when working from home?</li>
 	<li>What is the most hilarious thing you’ve seen that distracted you from work?</li>
 	<li>If you had a mantra right now, what would it be?</li>
</ol>
Connection
<ol>
 	<li>Who do you see most now?</li>
 	<li>What is the most annoying thing about that person?</li>
 	<li>What do you love about being stuck with that person/people?</li>
 	<li>What are you going to do today?</li>
 	<li>Who else are you video chatting with?</li>
 	<li>What exercises will you do?</li>
 	<li>What are you reading?</li>
</ol>
Highlight actionable items we have control over instead of dwelling on hypothetical and terrifying scenarios in the future. Lastly, have fun!</blockquote>

Employee Journey Mapping - Who Owns New Hire Orientation? (VHH #10)

design thinking

performance improvement

marcie.stern

jill.hinrichs

karen.gelb

global

karen.waterlander

customer service

customer journey mapping

Executive Learning Exchange invites you to join us at...
ELE's Virtual Happy Hour Meetup
open from 5:30 - 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
Grab your favorite “quarantini” to share &amp; learn with your peer-group with no formal agenda.  We can collaborate on Learning Platforms and the importance of Customer Journey Mapping &amp; Helping Managers Improve People Performance.
Customer Journey Mapping: Helping Managers Improve New Hire Orientation (NEO) People Performance using <a href="https://www.thinkwithgoogle.com/marketing-resources/micro-moments/micro-moments-understand-new-consumer-behavior/" target="_blank" rel="noopener noreferrer">“Micro-Moments”</a>

AWARE
Customers who are not AWARE of a brand’s presence or the value of their products or services

ENGAGE
Draw people to the brand who show interest in the brand’s products, services or information so they ENGAGE with brand

CONVERT
Customers who may have either a low or high level of trust with the brand and may be willing to invest money or time with the brand to solve for need.

RETAIN
Customers who have converted and had a good experience, to keep them loyal.

Customer Journey Mapping - Helping Managers Improve People Performance (VHH  #9)

digital

steve.buergey

kyle.swanson

steve.king

lavanya.thyagarajan

agile

julie.odwyer

stephen.sloan

google-micro moments

lynn.miller

Reynolds Consumer Products

<div class="event-content">

Session Focus: Creating a New L&amp;D for the New Workplace
Action Review (AAR): Quick debrief for July 20th summit – highlights &amp; things you’d do differently, followed by
Case Study: Onboarding Ideation During Times of Uncertainty with Reynolds Group Holding

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>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>
</div>
<div class="event-tickets">
<div id="no-tkt-slctr-ticket-dv-18501" class="no-tkt-slctr-ticket-dv">
<div class="no-tkt-slctr-ticket-content-dv">
<h5>Complimentary Attendance</h5>
You must be logged in before you can register. You can <a title="Log in" href="https://www.learningexecutive.com/login">log in here</a>.

</div>
</div>
</div>

Retooling Onboarding Ideation During Times of Uncertainty (COVID-19 #9)

tim.treger

jay.jamrog

Change Management

andrea.cooper

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. For example, introducing employees to the Culture, Mission, Vision, and Values of the organization; sharing information about strategy, structure, goals, and initiatives; and acquainting the new employee to the resources and support available to help them be successful in their new role. The "how" is a different story. The "how" is more challenging, both in tactics and tools and in the impact on metrics such as new employee engagement

What we will explore together

To help guide this discussion, we will be covering some of the following questions:
<ul>
 	<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 changes have you had to make to the "how" of your onboarding program?</li>
 	<li>What challenges have you experienced in adapting the "how" of your program?</li>
 	<li>What tactic, tool or process have you implemented successfully?</li>
 	<li>What measures are you looking at for the success of your onboarding program? Are you still using those measures?</li>
 	<li>What changes, if any, have you seen in your onboarding metrics? If you've had a significant change, how have you responded?</li>
</ul>
&nbsp;

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>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

Onboarding Ideation During Times of Uncertainty Roundtable Discussion

Integrated Talent Management

virtual presentations

susie.schmidt

insights-wise-2020

AbbVie

Session Focus: Onboarding in a Cross Matrix Organization (Case study: AbbVie)

During this highly interactive group discussion with Joe Streeter and Susan Finerty, we examined forward-thinking, innovative solutions to the following onboarding questions:
<ol>
 	<li>How do you drive accountability in onboarding when there are so many managers who play a role in a matrix organization?</li>
 	<li>What have you seen work well in driving awareness of core onboarding efforts?</li>
 	<li>How do you make an employee feel welcomed in a high matrixed environment?</li>
 	<li>What best practices have you seen in virtual work environments with highly matrixed onboarding?</li>
 	<li>What role does technology play or can it play in helping drive the matrixed onboarding process?</li>
</ol>
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.

ELE Virtual Cohort: Onboarding in a Cross Matrix Organization

stacy.karbe

susan.finerty

joseph.streeter

cross-matrix

This month’s Training magazine cover (Sep/Oct 2019) featured <a href="https://trainingmag.com/trgmag-article/ai-or-just-sci-fi/">AI or Just Sci-Fi? A look at artificial intelligence’s potential impact on training and the workforce</a>

Last year, Harvard Business Publishing released its <a href="http://www.harvardbusiness.org/2018-state-leadership-development-report">2018 State of Leadership Development</a> research report on top issues around leadership development and explored necessary changes for programs to improve business impact. According to the study, organizational transformations have become the new normal, with 86 percent of organizations have had recent experience with transformation.

Let’s explore together L&amp;D/OD/Talent departments can be experimenting with today in light of i4cp’s recent research uncovering,
<ul>
 	<li>Only 19% have confidence that HR departments are ready to lead in bringing digital/business transformation to the organization and</li>
 	<li>Only 22% of organizations have focused on upskilling/reskilling programs to close the capability gap, though high-performance organizations are 2x more likely to do so than lower performers.</li>
</ul>
We’ll focus our roundtable discussion on the following:
<ul>
 	<li>What are examples of digital transformations organizations are going through, and our role in that transformation?</li>
 	<li>How can L&amp;D/OD/Talent make an impact during large-scale business transformation initiatives? What role do we typically play and where would we like to play (e.g., being brought in earlier)?</li>
 	<li>How do you see using automation and AI within HR?
<ul>
 	<li>TA is a leading area for most organizations, but others variously have implemented or are at least piloting uses in onboarding, L&amp;D, PM, general HR self-service, surveys, and other areas.</li>
</ul>
</li>
 	<li>How are companies navigating the transition to Future of Work skills, including the role and impact of automation/AI, impacting employees? How important is transparency on this issue?</li>
 	<li>If you were your business clients, what would they say they like about working with you/want to be different about working with you?</li>
 	<li>How do you partner with extended internal teams who are also trying to partner with the same internal clients? (e.g. HR Business Partner/Talent/IT/PMO) (How to communicate value and truly collaborate as an equal partner) (Sitting on same side table)</li>
 	<li>What are your biggest lessons learned/mistakes?</li>
 	<li>How can our teams help drive organizational change and innovation?</li>
</ul>

Our Role with Digital/Business Transformation

Strategy

Future of Work

digital transformation

karen.kocher

transformation

kevin.oakes

heidi.glickman

maddie.strange

business transformation

Empire Today

What we will explore together: 

<ul>
 	<li>Knowledge gap assessments for sales teams
<ul>
 	<li>What are the tools, guidelines or best practices for assessing knowledge gaps &amp; then assessing their “before and after” learning</li>
 	<li>Do people still use the Kirk-Patrick model or are there better/more up to date models?</li>
</ul>
</li>
 	<li>Virtual training in regards to demonstrating sales skills
<ul>
 	<li>With advanced LMS capabilities and new technology what are some of the tools used to help train virtual teams to demonstrate &amp; assess skills</li>
</ul>
</li>
 	<li>Customer Care / Inside Sales evolution
<ul>
 	<li>How do we get new hires up to speed quicker</li>
 	<li>How do we take customer care teams to new levels in which they are not just order takers but problem solvers, sellers on the phone</li>
</ul>
</li>
</ul>

Doing Digital Right: Sales Onboarding and Coaching Tools Ideation

sales training

Sales &amp; Customer Service

greg.newman

frances.crowley

coaching

Allstate Insurance

This session will share real-world experiences from practitioners at Allstate, CVS &amp; JJ Keller focusing on the business challenges, programs we’ve implemented, and lessons we’ve learned the hard way.

Opening the discussion with our respective new employee orientation context, our roundtable panelists plan to spend most of the session discussing with each other and the audience key new employee orientation challenges, including:
<ul>
 	<li>Integrating business/functional on-boarding with enterprise on-boarding</li>
 	<li>Duration of on-boarding experience both for new hires &amp; transition between roles</li>
 	<li>Shifting onboarding ownership to new employees using cohorts</li>
 	<li>Strategies for reducing cost and improved business impacts</li>
 	<li>Being high-touch without being high-cost</li>
 	<li>Maintaining a human touch in self-directed on-boarding</li>
 	<li>Sustaining a global corporate culture at scale</li>
 	<li>Personalizing the on-boarding experience</li>
 	<li>Enhancing executives‟ integration and networking</li>
 	<li>Creating a seamless on-boarding experience</li>
 	<li>Improving manager engagement and a providing support network in the on-boarding process Handling a mobile work force?</li>
</ul>

New Hire Onboarding: Interactive Roundtable Discussion

integrated talent management

sheri.peitersen

Midtown Athletic Club

Onboarding continues to be a critical milestone in a new manager’s employee life cycle for setting a cultural tone and strategic alignment to jump start a path to performance excellence. It also has unique opportunity to reinforce the employee value proposition for which new managers accepted a leadership role within your organization.

With increasing pressures from business leaders for maximum speed to proficiency and the ever-shifting expectations of incoming workforce demographics, onboarding deserves a priority as a holistic collaborative solution, tightly woven with the company culture.

During this interactive discussion, Brian will frame up the business challenge Midtown Athletic Clubs is facing with our new managers—a challenge that many companies face.

As a group, you will learn the highly collaborate solutions Midtown is implementing followed by discussion to provide Brian your thoughts on their approach as well as anything gain insight on strategies you are doing at your organization.

Creating a New Manager Onboarding Experience

leadership

Leadership

Collaboration Research

new manager

Baxter

From our first dates to our job interviews, the adage “You never get a second chance to make a first impression” rings true. Yet so often our companies struggle to bring our best selves forward on an employee’s first day. The urge to communicate “critical” information overwhelms us and we proceed to walk our new hires through the details of lengthy powerpoint decks, reviewing each slide in detail to ensure our new hires are “taught” this critical information. Sound Familiar?

The research is compelling: Effective orientation and onboarding creates positive first impressions and actually influences how long our new hires will stay with us.

To us, the answer became clear. In order to make a great and lasting first impression, we had to realize that less is actually more.

If this is true – If first impressions are that important and less is more – where do you begin? Is it really worth it? As we considered the idea of overhauling our New Employee Orientation in the midst of significant organizational change, we began to wrestle with:

⭐ Is Orientation worth evolving? Or is it a pill that we just need to swallow?

⭐ Take an honest look in the mirror: What do Employees Experience in Orientation?

⭐ How is Culture experienced in Orientation?

⭐ What do we want our New Hires to remember?

⭐ How will we know this is working?

Lessons Learned:
<ul>
 	<li>Less is More: Picking 3-4 "Moments that Matter"</li>
 	<li>Intentionally engage their heads and their hearts</li>
 	<li>Experiment: Be willing to play</li>
 	<li>Give up Control: Facilitation trumps presentation</li>
 	<li>Measure</li>
 	<li>Don’t hide your work! Get Feedback</li>
</ul>

Engaging New Hires on Day 1: Less is More

john.contant

engagement

Our goal was to increase employee retention by revamping and revitalizing the onboarding and assimilation process. We found an opportunity for improvement in how we engage new hires during the first few months. In order to prevent the negative impact that low employee engagement can have, e.g. high turnover, we decided to improve new hires’ experience during their first few months, engage them early on, and shorten the time from hire to full productivity.

Our focus was to change the design of our onboarding program from transactional, which consisted mostly of compliance-driven paperwork and a walk-through on benefits, to strategic, which is integrated with the business and serves as a “bridge” between the staffing processes and enabling new employees to become fully productive. We started our efforts with the new employee in mind i.e., shaping better new hires’ experience by incorporating the following:
<ul>
 	<li>Change the onboarding program from one-time compliance-oriented event to an ongoing process</li>
 	<li>Differentiate the program based on new employee position and familiarity with the organization (individual contributor vs. new manager/executive, internal vs. external hire)</li>
 	<li>Establish an understanding of our Purpose, Values, and Member Experience (who the customer of our services is regardless of who we serve internally on a day-to-day basis).</li>
 	<li>Immerse in organizational culture.</li>
 	<li>Engage employees on the first day – make the Day 1 experience memorable and move HR / compliance-driven paperwork to pre-Day 1.</li>
 	<li>Onboarding is a process, not an event – onboarding program should span a longer period of time to allow unfold an organization’s strategy in context and focus on employee professional growth. Giving all the information in the first week leaves new hires overwhelmed.</li>
 	<li>Get the right people involved – get line managers involved, their participation and support are crucial to the success of the onboarding program.</li>
</ul>

New Employee and Executive OnBoarding

izabella.rybalka

tonya.wallach

Net Promoter Score (NPS) is a simple yet powerful way to gauge customer satisfaction. It divides customers into passives (unenthusiastic customers that can be wooed away), detractors (unhappy customers trapped in the relationship) and promoters (loyal enthusiasts who encourage others to use the solution). In talent development the concept of NPS can be readily applied in areas like onboarding, learning, capabilities management, leadership development, employee engagement and performance management.
This session will explain NPS and its logic and then provide creative insights into how L&amp;D and Talent professionals can apply it to their functions.
This session will focus on providing insight into:
<ul>
 	<li>Provide an overview of Net Promoter Score (NPS)</li>
 	<li>Discuss how it can be applied in learning and talent development</li>
 	<li>Demonstrate practical methods to deploy collect and report NPS results</li>
</ul>

Leveraging Net Promoter Score (NPS) to Evaluate Learning and Talent Functions

talent development

jeffrey.berk

GP Strategies

CEOs are continuing to look at bringing costs into alignment while at the same time looking for ways to grow their organization. As a result, a lot of activity continues within the sales team. One area under increased scrutiny is the onboarding process within client-facing teams. On one hand, the new hires need to perform quickly and hit proficiency targets as fast as possible. On the other hand, they need to understand what customer’s need and how to communicate the value of evolving processes, products and services.
While this is an age old problem, today’s solution to this challenge is anything but routine — especially when learning and sales leaders are struggling with justifying the investments being made in new hire onboarding activities and explaining how those activities clearly link to improved competitiveness at the point of sale.

In this presentation, Sales Enablement Principal Consultant Brian Lambert will share real-world examples and provide insights on:
<ul>
 	<li>Orchestrating a new hire onboarding process that decreases the ramp up time of new hires</li>
 	<li>Understanding how learning and sales leaders are taking a top-down and bottoms-up approach to help new hires achieve more immediate sales results</li>
 	<li>Defining the often overlooked critical links within the process, and how companies can manage friction points in the process</li>
 	<li>Getting in front of the likely onboarding “mandates” from above, or from product groups, or business units</li>
</ul>

Engineering New Hire Sales Success: A Strategic View of New Hire Training

effective leadership

brian.lambert

This session shares real-world experiences from practitioners at Allstate, Accenture, CIGNA, and Centrax, focusing on the business challenges, programs we’ve implemented, and lessons we’ve learned the hard way.
Opening the discussion with our respective new employee orientation context, our roundtable panelist plan to spend the majority of the session discussing with each other and the audience key new employee orientation challenges, including:
<ul>
 	<li>Integrating business/functional onboarding with enterprise on-boarding</li>
 	<li>Being high-touch without being high-cost</li>
 	<li>Leveraging technology for reduced cost and improved business impacts</li>
 	<li>Maintaining a human touch in self-directed onboarding</li>
 	<li>Sustaining a global corporate culture at scale</li>
 	<li>Personalizing the onboarding experience</li>
 	<li>Enhancing executives’ integration and networking</li>
 	<li>Creating a seamless onboarding experience</li>
 	<li>Improving manager engagement and a providing support network in the on-boarding process</li>
 	<li>Handling a mobile workforce</li>
</ul>

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