CME Group

GE Renewable Energy

Lead Belay

As HR Talent Leaders, the responsibility lies in fostering a culture of continuous learning and development within organizations. In today's rapidly evolving business landscape, cultivating a "learning organization" is imperative for driving innovation, employee engagement, and long-term success.

The concept, as defined by Michael Kester, envisions an environment "where people continually expand their capacity to create desired results, nurture new thinking patterns, set free collective aspirations, and continually learn to see the whole together."

Three key takeaways emerged:
1. Cultivating a trusting culture of psychological safety, treating failures as learning opportunities, is critical for becoming a generative, learning organization. Rachad stated, "When collaborating with peers, it will be an investment in self-development – a powerful yet difficult mindset to instill in large companies."
2. Shifting the organizational mindset to view knowledge sharing and collaboration as crucial for personal development is difficult but essential. Daniel Ranta emphasized being "deliberate in the approach to give the greatest chance of success in this maturity model."
3. Evolving an organization's learning capabilities requires a deliberate, long-term strategy integrating changes to culture, structure, rewards, technology, and governance models. GE's case study highlighted the challenges in transitioning from hierarchical to networked learning models.
Fostering peer-learning communities, encouraging knowledge sharing, and providing a psychologically safe environment empowers teams to expand capabilities, nurture innovative thinking, and unlock collective aspirations.

Cultivating a learning culture is a journey, not a destination. Embracing this challenge with determination, vision, and commitment enables organizations to thrive amid constant change.

Cultivating a Learning Culture: Empowering Teams through Peer-Learning Communities

engagement &amp; culture

Engagement &amp; Culture

dirk.tussing

newton.moore

knowledge transfer

performance improvement

mike.kester

edward.desrosiers

effective leadership

learning &amp; development

Organization Development

employee engagement

Knowledge Management

trust

rachad.el-badawi-el-najjar

scalable learning experiences

organizational agility

hybrid workforce

rebecca.benson

DEIB

thomas.fons

peter.hogaboam

inclusive leadership

iris.farley

build organizational growth

employee retention

decision making

teamwork

learning community

learning organization

social network analysis

daniel.ranta

raushaun.muhammad

ELE Group, LLC

As HR Talent Leaders, we are responsible for fostering a culture of continuous learning and development within our organizations.

 When <a href="https://www.learningexecutive.com/members/gary-bolles">Gary Bolles</a> asked Adam Grant, best-selling author of books like Think Again, to describe the most critical mindset to encourage throughout the organization, he responded without hesitation:
<blockquote>"Build a learning organization.
Replace 'that's not how we've always done it' and 'that will never work here' with 'I wonder what woudl happen if..." -- <a href="https://www.learningexecutive.com/books/next-rules-of-work">The Next Rules of Work (page 95)</a></blockquote>
💥We will explore the evolving concept of the learning organization and the need to create organizational systems and cultures that resemble neural nets with nodes (communities) that openly share.

<img class="aligncenter size-full wp-image-38742" src="https://wp.ele.llc/wp-content/uploads/2023/03/Social-Network-Analysis.png" alt="Social Network Analysis" width="542" height="248" />

&nbsp;

💥Key question: What can talent development leaders do today to begin to identify, support, and nurture these nodes or communities?

Our discussion will cover identifying and supporting peer-learning communities, using technology to facilitate communication and knowledge sharing, and overcoming barriers to building these communities. By sharing best practices and case studies from our organizations and engaging in collaborative discussions, we plan to uncover ways to create and sustain a learning culture that empowers our teams to adapt and innovate in an ever-changing world.

<img class="aligncenter wp-image-30988" src="https://wp.ele.llc/wp-content/uploads/2021/09/Network-Management-1024x476.png" alt="Social Network Analysis" width="790" height="367" />

Equipped with practical examples and evidence-based strategies, you will be empowered to create and sustain a thriving peer-learning community that fosters more vital teamwork, improves decision-making, attracts top talent, improves employee engagement, and higher employee retention.

&nbsp;

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's <a title="ELE's Idea Exchange" href="https://www.learningexecutive.com/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Fireside Chat: Inspire Greater Employee Engagement by Connecting to Purpose

In today's fast-paced business environment, employee engagement is more crucial than ever. Yet, as Steve Curtin, author of "The Revelation Conversation," points out, "Most sophisticated organizations make the time and make the investment in articulating a mission or a vision or a purpose statement, core values, corporate ideals, but very few of the employees within that organization even at the senior level can recall them."

This disconnect between organizational purpose and employee understanding was the focus of our recent session, where we explored strategies to inspire greater employee engagement by connecting individuals to their work's purpose.

Key Takeaways:
1. Job Purpose and Essence: Understanding the distinction between job functions (what you do and how you do it) and job essence (why you do it) is crucial for employee engagement. Managers should help employees connect their daily tasks to the organization's higher purpose.
2. The Revelation Conversation: Regular, informal conversations between managers and employees about job purpose can significantly improve engagement. These conversations should focus on helping employees understand their role's essence and its connection to the organization's mission.
3. Aligning Values and Behaviors: Organizations should not only define their core values but also create value statements that explain how these values translate into specific behaviors. This helps employees understand how to embody the organization's values in their daily work.
By focusing on these areas, organizations can bridge the gap between their stated purpose and their employees' day-to-day experiences, fostering a more engaged, motivated, and purposeful workforce.

Connecting to Purpose: Inspire Greater Employee Engagement

brian.watkins

kery.mortenson

nick.allen

jay.jamrog

richard.busby

susan.peters

purpose

ariel.mcgrew

evidence-based stategy

andrew.savikas

productivity

customer satisfaction

steve.curtin

trategic alignment

farrell.calabrese

getAbstract

Fireside Chat: Inspire Greater Employee Engagement by Connecting to Purpose

Case study: <a href="https://www.learningexecutive.com/book/the-revelation-conversation-inspire-greater-employee-engagement-by-connecting-to-purpose/">The Revelation Conversation</a> by Steve Curtin argues creating an environment for employees to do work that matters rather than simply checking boxes and going through the motions, employers will reap the benefits of higher employee engagement, productivity, and customer satisfaction.

<a href="https://www.learningexecutive.com/book/the-revelation-conversation-inspire-greater-employee-engagement-by-connecting-to-purpose/?author=steve-curtin"><img class="size-medium wp-image-36891 aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/The-Revelation-Conversation-Book-Cover-200x300.jpg" alt="The Revelation Conversation (Steve Curtin, 2022)" width="200" height="300" /></a>

Nearly every organization has a mission, vision or purpose statement displayed on its website or framed and mounted in the executive corridor. Yet employees often struggle to articulate how their company’s purpose relates to their daily job tasks.

Join this ELE discussion on Zoom with Steve Curtin, author of The Revelation
Conversation, and Andrew Savikas, Chief Strategy Officer at getAbstract, to learn about tools and best practices to inspire greater employee engagement by connecting job function to company purpose.

In the fireside chat, we will discuss:
<ul>
 	<li>The benefits of higher levels of employee engagement</li>
 	<li>How leading companies link their corporate ideals to employees’ daily job
responsibilities</li>
 	<li>How L&amp;D leaders and managers can involve employees in the discovery of their total job role and connect job duties to job purpose</li>
 	<li>How to create an environment for employees to do work that matters</li>
</ul>
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;

strategic alignment

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

learning strategy

Integrated Talent Management

samir.desai

transformation

operations

learning culture

jesse.james

assessments

teresa.oliszewicz

Automating HR

Adding Value

process management

business transformation

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>.

Froedtert ThedaCare Health

One of the most powerful roles professionals in organization development and learning can play is helping leaders connect the information, initiatives, and people across the organization.

Using our OD and LD tools we can make a big impact on 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 take to illustrate the true value of our work.

&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>

Connecting the Organizational Dots: Adding Unexpected Value

Strategy

Change Management

janice.simmons

leadership development

talent management

Talent Strategy

Culture Change

insights-wise-2020

Oshkosh Corporation

Business leaders often have a misconception that creating an environment where people feel cared for and valued will compete with business results. However, studies have shown that when people are happier at work, they are more productive.
Wilson will discuss Oshkosh’s People First culture journey that began over three years ago. He will talk about the active role he and his leadership team have played in making this transformation a priority across their business. The outcome of their work has shown that a People First philosophy is an enabler to positive business results.

About Wilson: 
Wilson Jones is the president and CEO of Oshkosh Corporation, a position to which he was appointed in January 2016. Oshkosh is a Fortune 500 company with more than 15,000 team members globally.

Throughout his career, Wilson has cultivated a servant-led leadership model with a focus on valuing diverse opinions, fostering a culture of trust, developing others and acting with humility. These efforts to build a culture around putting people first have contributed to the many recognitions Oshkosh Corporation has received. The company was named one of Barron’s Top 100 Most Sustainable Companies, FORTUNE’s World’s Most Admired Companies, Glassdoor’s Best Places to Work and Forbes’ America’s Best Large Employers. Oshkosh Corporation was also named one of the World’s Most Ethical Companies by Ethisphere Institute for four consecutive years.

People First Culture @ Oshkosh Corporation: Engage Develop Connect

wilson.jones

collaboration

workforce development

ele-highlights

erg-brg dei groups

This hands-on book tells you how to quickly determine performance needs before investing precious time and resources. When trainers, consultants, and problem-solvers need to figure out what's wrong with an organization--and they need a solution fast--they need this book. Needs assessment is about doing things right; performance analysis guarantees doing the right thing.

Rossett offers extensive guidance on:
⭐ Accelerating a performance analysis
⭐ Overcoming organizational obstacles
⭐ Using technology in analysis
⭐ Presenting the results of an analysis . . . and much more!

You'll get job aids, templates, and implementation examples that direct you through the basics of performance analysis. Carefully selected case studies further illustrate the text.

Visit the First Things Fast online coaching and information system and get information about how to encourage analysis in the organization and what strategies are best for doing it. This online information and coaching tool, designed by award-winning author Allison Rossett, offers planning tips and tools to get things done . . . fast!

First Things Fast: A Handbook for Performance Analysis

tomas.ramirez

coaching

performance assessment

nancy.dome

job aids

human performance technology

Performance Improvement

analysis

susan.c.guest

laura.sandera

Building on its reputation as the most practical, comprehensive, useful, and clearly written handbook on organization development (OD), this new edition of Practicing Organization Development has been thoroughly revised updated to reflect the most recent developments in the field. With contributions from leading OD practitioners and scholars, the book includes a review of the core elements of OD that offers new information on a variety of topics such as leadership transformation and development, questions of inquiry, multi-level strategic change, global compact, positive states of organizing, and OD's role in creating a structure of belonging.

Practicing Organization Development: A Guide for Leading Change 3rd edition

evidence-based research

tracey.wik

positivity

global

cultural transformation

organizational change

OD tools

Nearly every organization has a mission, vision, or purpose statement displayed on its website or framed and mounted in the executive corridor. But it is largely unknown to employees and seemingly unrelated to their daily jobs.

As a result, while employees may possess the knowledge and skills to do their jobs, they are unaware of what bestselling customer service author Steve Curtin calls job purpose: how their specific tasks contribute to the organization’s reason for being. They understand what to do and how to do it, but not why they do it.

Curtin offers a fresh tool to overcome this challenge. The Revelation Conversation is a one-on-one exchange where leaders and managers involve employees in discovering their total job role, connect job duties to job purpose, and inspire greater employee engagement. Instead of just having assignments to work on, they now have a purpose of working toward. Service quality goes from transactional to exceptional.

The book contains dozens of examples of how leading companies link their corporate ideals to employees’ daily job responsibilities. By creating an environment for employees to do work that matters rather than simply checking boxes and going through the motions, employers will reap the benefits of higher employee engagement, productivity, and customer satisfaction.

The Revelation Conversation: Inspire Greater Employee Engagement by Connecting to Purpose

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