Menasha Corporation

Area9 Lyceum

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.

The “how” is a different story. The “how” is more challenging, both in tactics and tools.

What changes have you had to make to the “how” of your onboarding program?

A next practice is AI-powered technologies allowing us to customize the onboarding process for each individual employee. Making the onboarding process more self-service, allows new hires to obtain only the information they require, without being overwhelmed.
<h5>In this roundtable discussion, let’s explore together:</h5>
<ol>
 	<li>To what degree have the goals for your onboarding program changed since the declaration of the pandemic?</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>
</ol>

Onboarding Strategies: Finding a better way

learning strategy

Engagement &amp; Culture

Operations

operations

onboarding

learning culture

judy.albers

sheri.treu

Adding Value

strategic alignment

virtual onboarding

hybrid onboarding

stephanie.paulson

insights-wise-2022

Rush Health

Session Focus: How are Organizational Development and Learning &amp; Development Structures Evolving?

As Teresa Oliszewicz is building a new team that consists of people accountable for learning &amp; development, leadership development, employee engagement (including surveys), performance management, change management, new employee/leader orientation, etc., she is interested to know how other organizations are structuring their teams that work on those things.

Sometimes we this type of group is labeled as either Organizational Development or Organizational Effectiveness.

What are you calling your group?

While most companies have fundamental talent development and management processes in place, few have managed to consistently execute and integrate such capabilities across the organization. Few organizations report consistent execution of talent management practices across all regions in which they operate. In addition, organizations have done little to integrate talent practices with other talent initiatives.

Let’s <a href="https://community.learningexecutive.com/t/org-chart-of-your-organizational-development-and-learning-development-structure/4432">continue this Idea Exchange discussion</a> live with an experienced panel as we discuss how we approach transforming the talent in their organizations from Selection through Succession. We likely will dive into:

💥 How are Organizational Development and Learning &amp; Development structures evolving?

💥 How assessments enable a high-impact talent strategy from selection through onboarding, development, and succession.

💥 What are effective approaches organizations take to integrate talent practices and processes with other business and HR processes?

💥 What challenges and gaps can occur when talent and HR processes are not aligned/integrated?

💥 How do non-traditional learning and development methods, including coaching, advance the development of employees?

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>

Transforming Organizational Development and Learning & Development

Integrated Talent Management

richard.busby

samir.desai

transformation

jesse.james

assessments

learning &amp; development

teresa.oliszewicz

Automating HR

Organization Development

process management

business transformation

CNA Insurance

Session Focus: Institutionalizing D&amp;I behaviors to foster a more inclusive culture


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 build inclusive leaders. The “how” is a different story. The “how” is more challenging, both in tactics and tools.

What does it mean to become a good ally for each other, our colleagues, and our community?

To help start the conversation, learn how each quarter, L&amp;D is rolling out learning tools for each of the four habits to build a Company of Allies at CNA Insurance:
<ol>
 	<li>Exploring different perspectives (How to I Connect Differently?)</li>
 	<li>Diversifying your network</li>
 	<li>Practice Engaged Listening</li>
 	<li>Stand Up and Speak Up for others</li>
</ol>

Four Habits for Building a Company of Allies

kristin.derwinski

inclusion

susan.peters

leadership development

habits

AbbVie

Workplace learning continues to change and evolve, bringing along not just challenges and exciting opportunities but also the need for L&amp;D to constantly develop its skills to meet the demands of its people and organizations.

Add this to the importance of acting as a business partner, to align learning to business objectives, and there’s a challenge for L&amp;D professionals to remain ahead of the game.
<h6 class="font-weight-bold mb-0">We will explore together:</h6>
Here are skills from "What makes a successful L&amp;D partner" (2018, Training Journal) help us be consultative:

💥 Understanding the business problem
💥 Build, Buy or Borrow (Curate)
💥 Supporting performance
💥 Evaluating impact
💥 Managing enterprise learning

How To Be A Consultative Learning Partner

people strategy

upskilling

talent development

ana.bedard

debbie.koenig.dwinell

insights-chie-2021

Class Technologies Inc.

How we connect as humans has rapidly evolved as we interact more and more in digital environments. As organizations reimagine the digital and virtual experiences they offer to their workforce, it’s important to design these around people and recognize that technology is created by humans to solve for human problems.
<h6 class="font-weight-bold mb-0">Discussion we will explore together:</h6>
In this interactive session, we will explore how new thinking about technology, skills, and formats come together to deliver on the promise of virtual learning to develop critical business skills, create human connections, and shape corporate culture.

"Humanizing" Virtual Learning Opportunities: Delivering Human Experiences in Virtual Learning

digital

engagement &amp; culture

Digital &amp; AI

kyle.swanson

mike.kester

chris.olson

employee engagement

impact

virtual learning

experiential virtual learning

kassy.laborie

College of American Pathologists

Session Focus: Co-designing Hiring Manager Checklists, Tools &amp; Mentoring Buddies Best Practices

It’s an unfortunate reality that numerous companies don’t have a well-organized onboarding plan for creating an amazing employee experience on day one.

The present (and future) reality of work requires organizations to rethink traditional ways of onboarding new employees.

✅ 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?

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

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>

Onboarding Tools & Checklists for Hiring Managers & Buddies

dirk.tussing

brian.watkins

stacey.boyle

marcie.stern

heather.tunison

jim.birmingham

missy.gonzales

tracy.adams

ELE Group, LLC

Session Focus: Ideate best practices for creating Leadership Moments

Are your internal Executive Development programs using leader-generated content? At JLL, their talent team uncovered that having an agile leadership development framework allows them to develop our leaders at all levels in a variety of ways including mobile technologies.

One of the most effective has been through “Leadership Moments” to begin creating a culture where learning is embedded in all we do – including something as simple as a meeting.

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 Moments | Scaling Executive Development

curation

Leadership

microlearning

mobile learning

informal learning

accelerated leadership development

matt.donovan

lorna.malloy

social learning

leadership moments

nathan.sheets

Session Focus: As ELE member companies create CoE (Centers of Excellence) for their learning function, what are best practices for L&amp;D to be consultative

Workplace learning continues to change and evolve, bringing along not just challenges and exciting opportunities but also the need for L&amp;D to constantly develop its skills to meet the demands of its people and organizations.

Add this to the importance of acting as a business partner, to align learning to business objectives, and there’s a challenge for L&amp;D professionals to remain ahead of the game.

Here are skills from "What makes a successful L&amp;D partner (2018, Training Journal)" help us be consultative:
💥 Understanding the business problem
💥 Build, Buy or Borrow (Curate)
💥 Supporting performance
💥 Evaluating impact
💥 Managing enterprise learning

The key to being a trusted advisor is building trust!

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>

Being A Consultative Learning Partner | Let's Talk Talent Strategies

azizeh.constantinescu

lynn.yazbec

linda.mahnken

CVS Caremark

Session Focus: As ELE member companies create CoE (Centers of Excellence) for their learning function, what are best practices for L&amp;D to be consultative

Workplace learning continues to change and evolve, bringing along not just challenges and exciting opportunities but also the need for L&amp;D to constantly develop its skills to meet the demands of its people and organizations.

Add this to the importance of acting as a business partner, to align learning to business objectives, and there’s a challenge for L&amp;D professionals to remain ahead of the game.

Here are skills from <a href="https://trainingjournal.com/blog/what-makes-successful-ld-partner" target="_blank" rel="noopener">What makes a successful L&amp;D partner (2018, Training Journal)</a> help us be consultative:
✅ Understanding the business problem
✅ Build, Buy or Borrow (Curate)
✅ Supporting performance
✅ Evaluating impact
✅ Managing enterprise learning

The key to being a trusted advisor is building trust!

<center>ELE’s Learning Circle will be ideating Retooling Talent Development for the New Normal.</center>
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

Being A Consultative Learning Partner | Retooling L&D at CVS

tomas.ramirez

colin.hahn

andrya.pearson

amanda.gaikowski

Session Focus: Ideate best practices for creating Leadership Moments

Are your internal Executive Development programs using leader-generated content? At JLL, their talent team uncovered that having an agile leadership development framework allows them to develop our leaders at all levels in a variety of ways including mobile technologies.

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/16YdZL4wHHU" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>One of the most effective has been through “Leadership Moments” to begin creating a culture where learning is embedded in all we do – including something as simple as a meeting.

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/NRm6rGmvkbM" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

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>.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Session Focus: Co-create simple self-directed leadership development activities for internal functions to deliver without HR/L&amp;D.
Employee resource groups (ERGs)—also known as business resource groups (BRGs), employee networks, etc.—are designed in part to support a more diverse and inclusive workplace, develop future leaders, enhance engagement, and strengthen the culture of their organizations.
Opportunity: Self-directed leadership development is the process by which an individual, inspired by personal convictions and a purpose, develops and then carries out a plan to improve his leadership skills and personal competencies.
Experiment: How can we, Learning &amp; Development, help ERGs/BRGs succeed in creating the next generations of leaders? To help us practice, Chris Olson will lead a Reverse Brainstorming exercise with Miro.
In this session, we’ll use Zoom Breakouts for a fun interactive activity and small-group roundtable discussions about the keys to remote leadership development success.
The research: ERGs also offer participants an opportunity to work closely with peers and colleagues to expand their professional networks. An i4cp study, The Untapped Power of Employee Resource Groups, makes a compelling case for the business value of employee resource groups as a relatively underutilized leadership development platform.
Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.

<ul class="nitro-offscreen">
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

L&D Helping ERG/BRG Succeed

diversity &amp; inclusion

mayra.archilla-barton

Stewart Leadership

Session Focus: Co-design resources about coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives


Research provides compelling evidence that diversity unlocks innovation and drives market growth.

Coaching Improves Performance, Engagement, and Accountability.

In this session, we will explore tools to help organizations scale DEI coaching and increase team innovation.

What we will explore together:

✅ How does Diversity drive Innovation and Performance?

✅ Community-source resources on coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives.

Please share on the  ELE Idea Exchange:

✅ <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/idea-exchange-questions/dei-coaching-leaders-coaching-managers-supervisors/">DEI Coaching: Leaders Coaching Managers / Supervisors</a>

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>

DEI Coaching: Leaders Coaching Managers / Supervisors

innovation

performance improvement

melissa.mcdow

kym.anglin

helping managers

wendi.barlow

Coaching Conversations

alison.arkin

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

new hire orientation

psychological safety

employee experience

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

analytics

evidence-based research

measurement

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

julian.malnak

data driven leader

kent.barnett

key performance indicators

jennifer.olsen

talent reporting

dashboards

ele-moments

Froedtert ThedaCare Health

One of the most powerful roles professionals in organization development and learning can play in helping leaders connect the information, initiatives, and people across the organization.
<h6 class="font-weight-bold mb-0">Discussion Points:</h6>
Using our OD and LD tools, we can impact how successful multiple initiatives are by taking a holistic view of changes and bringing new insights to leaders. Dr. Simmons will share her experience and three critical actions for leaders in our field to illustrate the true value of our work.

Connecting the Organizational Dots: The Next Chapter in Adding Unexpected Value

Change Management

culture

janice.simmons

agility

Performance Improvement

Session Focus: How are Organizational Development and Learning &amp; Development Structures Evolving?

As Teresa Oliszewicz is building a new team that consists of people accountable for learning &amp; development, leadership development, employee engagement (including surveys), performance management, change management, new employee/leader orientation, etc., she is interested to know how other organizations are structuring their teams that work on those things.

Sometimes we this type of group is labeled as either Organizational Development or Organizational Effectiveness.

What are you calling your group?

While most companies have fundamental talent development and management processes in place, few have managed to consistently execute and integrate such capabilities across the organization. Few organizations report consistent execution of talent management practices across all regions in which they operate. In addition, organizations have done little to integrate talent practices with other talent initiatives.

Let's <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/integrated-tm/org-chart-of-your-organizational-development-and-learning-development-structure/">continue this Idea Exchange discussion</a> live with an experienced panel as we discuss how we approach transforming the talent in their organizations from Selection through Succession. We likely will dive into:

⭐ How are Organizational Development and Learning &amp; Development structures evolving?

⭐ How assessments enable a high-impact talent strategy from selection through onboarding, development, and succession.

⭐ What are effective approaches organizations take to integrate talent practices and processes with other business and HR processes?

⭐ What challenges and gaps can occur when talent and HR processes are not aligned/integrated?

⭐ How do non-traditional learning and development methods, including coaching, advance the development of employees?

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>.

Session Focus: Institutionalizing D&amp;I behaviors to foster a more inclusive culture


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 build inclusive leaders. The “how” is a different story. The “how” is more challenging, both in tactics and tools.

What does it mean to become a good ally for each other, our colleagues, and our community?

To help start the conversation, learn how each quarter, L&amp;D is rolling out learning tools for each of the four habits to build a Company of Allies at CNA Insurance:

1️⃣ Exploring different perspectives (How to I Connect Differently?)
2️⃣ Diversifying your network
3️⃣ Practice Engaged Listening
4️⃣ Stand Up and Speak Up for others

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/RundGILGpHA" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

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>.

Session Focus: Co-designing Hiring Manager Checklists, Tools &amp; Mentoring Buddies Best Practices

It’s an unfortunate reality that numerous companies don’t have a well-organized onboarding plan for creating an amazing employee experience on day one.

The present (and future) reality of work requires organizations to rethink traditional ways of onboarding new employees.

? 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?

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

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>.

Douglas Dynamics

Lincoln Financial Group

Session Focus: As ELE member companies create CoE (Centers of Excellence) for their learning function, what are best practices for L&amp;D to be consultative 

Workplace learning continues to change and evolve, bringing along not just challenges and exciting opportunities but also the need for L&amp;D to constantly develop its skills to meet the demands of its people and organizations.

Add this to the importance of acting as a business partner, to align learning to business objectives, and there’s a challenge for L&amp;D professionals to remain ahead of the game.

Here are skills from <a href="https://trainingjournal.com/blog/what-makes-successful-ld-partner" target="_blank" rel="noopener">What makes a successful L&amp;D partner (2018, Training Journal)</a> help us be consultative:
✴ Understanding the business problem
✴ Build, Buy or Borrow (Curate)
✴ Supporting performance
✴ Evaluating impact
✴ Managing enterprise learning

The key to being a trusted advisor is building trust!

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/jDb2zY96TCw" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>
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>.

Being a Consultative Learning Partner | Retooling #28

Sales &amp; Customer Service

Session Focus: Co-design resources about coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives


Research provides compelling evidence that diversity unlocks innovation and drives market growth.

Coaching Improves Performance, Engagement, and Accountability.

In this session, we will explore tools to help organizations scale DEI coaching and increase team innovation.

What we will explore together:

? How does Diversity drive Innovation and Performance?

? Community-source resources on coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives.

<center><a href="https://www.youtube.com/watch?v=vMJRUgc_jjQ&amp;t=157s" target="_blank" rel="noopener"><img class="alignnone size-medium wp-image-29274" src="https://www.learningexecutive.com/wp-content/uploads/2021/06/Coaching-the-Coach-TheKey-300x190.png" alt="Coaching the Coach-The Key" width="300" height="190" /></a></center>&nbsp;

Please share on the  ELE Idea Exchange:

? <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/idea-exchange-questions/dei-coaching-leaders-coaching-managers-supervisors/">DEI Coaching: Leaders Coaching Managers / Supervisors</a>

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>.

DEI Coaching: Leaders Coaching Managers / Supervisors | Retooling #27

Coaching

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.

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/KUUwmtmFkQ4" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

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>
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>.

Embedding DE&I for Everyone in Everyday Learning | Retooling #26

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 6: Troubleshooting Technical Issues, Case Scenarios &amp; Best Practices;  When Disaster Strikes

The objective of The Virtual Producer Program is to upskill individuals for highly effective virtual producer roles, to ensure the smooth and successful delivery of virtual events, and to enable individuals to use all the platform-tools and features available in their platform in the most efficient way to provide both technical and instructional support to participants and facilitators.

This session plans to cover:

 Polls

✅ Breakout Rooms

✅ Whiteboards

✅ Annotation

✅ File Transfer

✅ Playing video

✅ Disaster Recovery Process

✅ Case Scenarios

✅ Hands-on practice being a Producer

Example Scenarios:
<ol>
 	<li>Your screen says that you have launched your poll, but participants aren’t seeing it pop up. As the producer, you ….</li>
 	<li>You have launched your breakout rooms but notice that several participants got left behind. After troubleshooting with them, it appears they will not be able to enter their breakout rooms. As the producer, you ….</li>
</ol>
This program does not teach the functionality of a particular virtual classroom platform.

At the conclusion of this program, participants will be able to:
<ul>
 	<li>Define the roles and responsibilities of a producer</li>
 	<li>Identify the primary technical and instructional tasks required to support the facilitator</li>
 	<li>Maximize partnership between producer and facilitator</li>
 	<li>Produce a Virtual Event</li>
 	<li>Model best practices</li>
 	<li>Build technological knowledge around common platform features and tools</li>
 	<li>Troubleshoot common technical issues</li>
 	<li>Develop contingency and back-up plan when disaster strike.</li>
</ul>

Advanced Platform Features & Tools and When Disaster Strikes

ed.prentice

virtual presentations

virtual producer

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Session 5: Platform Features &amp; Tools: Troubleshooting Technical Issues, Case Scenarios &amp; Best Practices


The objective of The Virtual Producer Program is to upskill individuals for highly effective virtual producer roles, to ensure the smooth and successful delivery of virtual events, and to enable individuals to use all the platform-tools and features available in their platform in the most efficient way to provide both technical and instructional support to participants and facilitators.

This session plans to cover:
<ul>
 	<li>Roles in the platform (Host, co-host, presenter, etc.)</li>
 	<li>Participant Panel</li>
 	<li>Feedback</li>
 	<li>Chat</li>
 	<li>Audio/Teleconference</li>
 	<li>Webcam</li>
 	<li>Recording</li>
</ul>
This program does not teach the functionality of a particular virtual classroom platform.

At the conclusion of this program, participants will be able to:
<ul>
 	<li>Define the roles and responsibilities of a producer</li>
 	<li>Identify the primary technical and instructional tasks required to support the facilitator</li>
 	<li>Maximize partnership between producer and facilitator</li>
 	<li>Produce a Virtual Event</li>
 	<li>Model best practices</li>
 	<li>Build technological knowledge around common platform features and tools</li>
 	<li>Troubleshoot common technical issues</li>
 	<li>Develop contingency and back-up plan when disaster strikes</li>
</ul>

<hr />

<blockquote>
How does an ELE Producer support my Zoom session?

As the support person on the delivery team, the Producer is an invaluable resource before, during, and after a virtual training event. He or she is there to support the facilitator, the participants, and technology.

The producer makes the session run smoothly, troubleshooting technical issues for anyone attending the session, loading polls, and even co-facilitating content (which helps change the dynamics with the new voice).

Here is a small list of tasks the Producer helps with:
<ul>
 	<li>Open and prepare the session design,</li>
 	<li>Load course materials, polls, and testing,</li>
 	<li>Set participant privileges,</li>
 	<li>Managing session options,</li>
 	<li>Demonstrate platform features to participants to perfect their ease of use,</li>
 	<li>Provide on-the-spot participant support and technical troubleshooting to keep the session running smoothly with fewer interruptions.</li>
</ul>
</blockquote>
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</div>
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Platform Features & Tools

virtual classroom

Session 4: Managing the Virtual Session


The objective of The Virtual Producer Program is to upskill individuals for highly effective virtual producer roles, to ensure the smooth and successful delivery of virtual events, and to enable individuals to use all the platform-tools and features available in their platform in the most efficient way to provide both technical and instructional support to participants and facilitators.

This session plans to cover:
<ul>
 	<li>Setting up your workstation best practices</li>
 	<li>Day of Event Checklist for Producers</li>
 	<li>Testing the technology
</li>
 	<li>Starting the session
</li>
 	<li>Supporting the session
</li>
 	<li>Closing the Session</li>
</ul>
This program does not teach the functionality of a particular virtual classroom platform.

At the conclusion of this program, participants will be able to:
<ul>
 	<li>Define the roles and responsibilities of a producer</li>
 	<li>Identify the primary technical and instructional tasks required to support the facilitator</li>
 	<li>Maximize partnership between producer and facilitator</li>
 	<li>Produce a Virtual Event</li>
 	<li>Model best practices</li>
 	<li>Build technological knowledge around common platform features and tools</li>
 	<li>Troubleshoot common technical issues</li>
 	<li>Develop contingency and back-up plan when disaster strikes</li>
</ul>

<hr />

This series is included with Individual and Team Leaders subscriptions. When you sign up, we will plan to have your registration for the remaining sessions in the series.

For Session 4 in this 6-session series, <a href="https://www.learningexecutive.com/evt/producer-train-the-virtual-trainer-4/">Click Here</a> for the specific event times and self-register.
<blockquote>How does an ELE Producer support my Zoom session?

As the support person on the delivery team, the Producer is an invaluable resource before, during, and after a virtual training event. He or she is there to support the facilitator, the participants, and technology.

The producer makes the session run smoothly, troubleshooting technical issues for anyone attending the session, loading polls, and even co-facilitating content (which helps change the dynamics with the new voice).

Here is a small list of tasks the Producer helps with:
<ul>
 	<li>Open and prepare the session design,</li>
 	<li>Load course materials, polls, and testing,</li>
 	<li>Set participant privileges,</li>
 	<li>Managing session options,</li>
 	<li>Demonstrate platform features to participants to perfect their ease of use,</li>
 	<li>Provide on-the-spot participant support and technical troubleshooting to keep the session running smoothly with fewer interruptions.</li>
</ul>
</blockquote>

Managing the Virtual Session | The Virtual Producer Series

Session 3: Planning the Virtual Session


The objective of The Virtual Producer Program is to upskill individuals for highly effective virtual producer roles, to ensure the smooth and successful delivery of virtual events, and to enable individuals to use all the platform-tools and features available in their platform in the most efficient way to provide both technical and instructional support to participants and facilitators.

This session plans to cover:
<ul>
 	<li>Building a relationship with your Facilitator</li>
 	<li>Pre-session consultation and planning
</li>
 	<li>Producer/Facilitator Guides
</li>
 	<li>Establishing communication &amp; contingency plans
</li>
 	<li>Troubleshooting guides</li>
 	<li>Conducting the rehearsal</li>
 	<li>Planning checklist</li>
</ul>
This program does not teach the functionality of a particular virtual classroom platform.

At the conclusion of this program, participants will be able to:
<ul>
 	<li>Define the roles and responsibilities of a producer</li>
 	<li>Identify the primary technical and instructional tasks required to support the facilitator</li>
 	<li>Maximize partnership between producer and facilitator</li>
 	<li>Produce a Virtual Event</li>
 	<li>Model best practices</li>
 	<li>Build technological knowledge around common platform features and tools</li>
 	<li>Troubleshoot common technical issues</li>
 	<li>Develop contingency and back-up plan when disaster strikes</li>
</ul>

<hr />

This series is included with Individual and Team Leaders subscriptions. When you sign up, we will plan to have your registration for the remaining sessions in the series.

For Session 3 in this 6-session series, <a href="https://www.learningexecutive.com/evt/producer-train-the-virtual-trainer-3/">Click Here</a> for the specific event times and self-register.
<blockquote>How does an ELE Producer support my Zoom session?

As the support person on the delivery team, the Producer is an invaluable resource before, during, and after a virtual training event. He or she is there to support the facilitator, the participants, and the technology.

The producer makes the session run smoothly, troubleshooting technical issues for anyone attending the session, loading polls, and even co-facilitating content (which helps change the dynamics with the new voice).

Here is a small list of tasks the Producer helps with:
<ul>
 	<li>Open and prepare the session design,</li>
 	<li>Load course materials, polls, and testing,</li>
 	<li>Set participant privileges,</li>
 	<li>Managing session options,</li>
 	<li>Demonstrate platform features to participants to perfect their ease of use,</li>
 	<li>Provide on-the-spot participant support and technical troubleshooting to keep the session running smoothly with fewer interruptions.</li>
</ul>
</blockquote>

Planning the Virtual Session (Part 2) | The Virtual Producer Series

Session Focus: How is DEI Impacting L&amp;D Priorities?


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.

Given the multiple crises related to the Covid-19 pandemic combined with the groundswell of pressure to address systemic racial inequity have brought complex layers of mental, emotional, financial, and cultural stress to employers, employees, and the ecosystems in which they operate.

This session plans to cover how DEI (Diversity, Equity, and Inclusion) is impacting your L&amp;D priorities. These crises have also made clear the importance of a healthy and strong organizational culture, empathetic leadership, and a holistic (i.e., involving all stakeholders) approach to managing these challenges.

ELE produces this Retooling Talent Development–Creating a New L&amp;D series.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
We continued the conversation every other Tuesday (bi-monthly) due to an interest in L&amp;D during this pandemic and an overwhelming number of participants. With this 20th learning circle now focusing on forward-thinking strategies for retooling L&amp;D as we embrace the new normal. Let us explore how virtual recognition strategies can help leaders more confidently navigate in these uncertain times.

How is DEI Impacting L&D Priorities?

strategy

scenario planning

andres.gonzalez

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

mentoring

coaching

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