ELE Group, LLC

Organizations struggle with leveraging the talents and skills of High Performers and High Potentials after their first role. According to Harvard Business Review, nearly 40% of internal job moves made by people identified by their companies as “high potentials” end in failure, and 12% of all high potentials are actively searching for a new job.

💥 What is the difference between a high performer and a high potential?

💥 How do I keep my high performers and high potentials engaged?

💥 What are the common mistakes organizations make in their succession planning?

💥 How do I know my company is successful at talent management?

Successful talent management is possible when capabilities, career goals, and company strategy are aligned.

High Potential and High Performer Alignment @ Mercury Marine

Integrated Talent Management

retention

career development

molly.murnane

engagement

talent development

succession planning

talent management

performance support

workforce potential

Training has been chasing ROI for decades, with many falling short. Do you know what the impact of your training efforts is on the organization? Do you measure them? But, the real question is, can you truly make the connection between what you are providing to the business and how it has improved employees' productivity, and therefore the bottom line?
Can you provide data that shows you're making a real, measurable business impact on key performance indicators (KPIs)?
In this session, we discussed how Performance Support could help us prove we're delivering strategic value to the organization, by specifically looking at:

<ul>
 	<li>Enabling the Kirkpatrick Model through Performance Support</li>
 	<li>Linking Learning and Performance Support to improved KPI improvement</li>
 	<li>Organizations that are making the journey</li>
</ul>
For us to be successful, we needed to:
<ul>
 	<li>Begin designing for all five moments of need</li>
 	<li>Become performance consultants and champions for accurate performance-based outcomes</li>
 	<li>Find the first project to begin the journey!</li>
</ul>

Strategic Performance Support: Is It Possible and How Do You Measure It?

Analytics

training

bob.mosher

key performance indicators

Baxter

The current landscape of our business environment is full of new and exciting challenges for performance technologists to navigate. We are in the midst of a generational changing of the guards with respect to workforce leadership, the evolution of technology at a more rapid rate than ever before, and increased regulatory scrutiny resulting from questionable practices within several industries. As a result, organizations are required to ensure that their human capital is ready to meet the challenges of today while keeping pace with the evergreen and socially naked dynamics of remaining competitive in the global economy. It is within this archetype that performance technologists can leverage Ledge Walking Technology to rapidly drive systematic improvement.
Ledge Walking Technology (LWT) is a creative and measurable conceptual blend of performance technology tools with the strategic needs of the organization. The innovative nature of this conceptual blend breathes new life into the tried and true standard tools of performance technology and leverages blended measurement tools and colorful storytelling techniques. The practical application of LWT rapidly enables the performance technologist to identify, select, communicate, implement, and measure both instructional and non-instructional solutions. Each of these systematic stages of the performance technology process presents the technologist with challenges we like to call ledges. It is these ledges that we must rapidly decide to either pull our organizational leaders from or simply push them off.
The session will utilize a conceptual blend of Gilbert's 6-cell, Brinkerhoff's measurement tools, fundamentals of transformational learning, and the tools of rapid job analysis. Each of these tools and fundamentals has individually demonstrated organizational results as demonstrated through the publications of Gilbert, Brinkerhoff, Mezirow, and an array of performance technologists. This conceptual blend systematically links these proven tools and fundamentals in a simple, quick, and measurable context for the performance technologist. Additionally, this workshop will leverage qualitative analysis and reporting as a method of linking performance technology to the underpinnings of any organization.

Ledge Walking Technology: Using Simple & Predictive Tools

analytics

Engagement &amp; Culture

learning technology

people strategy

tim.gillum

kery.mortenson

performance improvement

Performance Improvement

Now is the time to transition from traditional e-Learning to tools that support performance at the point of need.
With new mobile technologies available, like Apple’s iPad, a shift in training and development is beginning to occur, which provides learners with small, digestible bits of information to support their performance. Performance support is often most effective at driving performance and is expected by our employees. They want to enable their performance at work in the same ways they do in their personal lives. In this session, examine how mobile support through the iPad will engage learners of today and in the future for driving performance.

Need Now, Learn Now: A Shift in Perspective to Drive Performance

digital

Digital &amp; AI

mobile learning

brian.white

Lurie Children's

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

The "Marriage" of Formal and Informal Learning

blended learning

Operations

mentoring

apprenticeships

informal learning

marty.rosenheck

For most of us, lack of performance is not a training or knowledge issue – it’s an execution issue. The barriers to higher performance aren’t really about knowing what to do… instead, it is about taking action on the knowledge we already possess. Similar to the 70, 20, 10 rule, achieving higher levels of performance is less about adding KNOWLEDGE into our employees’ world. Instead, it is far more about helping our employees best utilized the talents and skills they bring to the job in ways that have the highest impact.
Watch Alan Fine, the bestselling author, thought leader, and founder of InsideOut Development, share his experiences in helping others reach breakthrough performance at a session hosted by Jones Lang LaSalle Americas, Inc. Learn from Alan’s experience how a few simple steps, put into practice can help you and others in your organization achieve GREAT results.

Achieve GREAT Results Workshop with Alan Fine

Leadership

coaching

performance management

alan.fine

GROW Model

The goal of training is to produce highly proficient performers in as short a time as possible, resulting in substantial benefits and savings to the organization. Although organizations invest significant resources in training, many learners find that they can’t perform without substantial help and support following the training events. It can take months or even years before they become proficient performers, especially for complex jobs. One reason for this is that people learn by doing, and frequently training programs are designed to impart content, rather than let people gain the essential experiences they need to perform on the job.
Using strategies from the cognitive learning sciences, instructional designers, and performance technologists can significantly accelerate the process of developing proficient performers by providing them with a systematically constructed case-based curriculum. We’ll see how to design a learning model that incorporates the five principles of Performance Centered.

Learning(R):
<ul>
 	<li>Learning by doing</li>
 	<li>A systematic set of experiences</li>
 	<li>Teachable moment</li>
 	<li>Integrate knowledge and skills</li>
 	<li>Community of learners</li>
</ul>
In this highly interactive session, you will receive practical tips and guidelines for developing a case-based curriculum that increases speed to proficiency.
<ul>
 	<li>How Performance Centered Learning can increase speed to proficiency</li>
 	<li>The cognitive research-based underpinnings of Performance Centered Learning</li>
 	<li>How to apply the five principles of Performance Centered Learning to curriculum design</li>
</ul>

Accelerating Speed to Proficiency using Cognitive Science Principles

Strategy

experiential learning

cohort learning

neuroscience

social learning

In this session, we will walk through how to design and utilize a successful Dashboard to help understand what is occurring within their learning organization.

Dashboards are a convenient place for viewing vital information organized into a graphical representation that is both easy to use and easy to understand. Many organizations are utilizing them to help understand what is occurring within their learning organization.
<ul>
 	<li>Research learning metrics</li>
 	<li>Identify macro learning constructs</li>
 	<li>Build microlearning indicators</li>
 	<li>Build a process to collect and report</li>
 	<li>Design technology and templates for support</li>
</ul>
Identifying feeder systems is crucial to the successful dashboard creation
<ul>
 	<li>LMS, Assessment and Evaluation Tools</li>
 	<li>ERP Systems (HRIS, CRM, Finance)</li>
 	<li>Databases (SQL, Access, Excel)</li>
 	<li>Understand the Frequency of Use vs. Cost of Integrations</li>
 	<li>Check for System Ownership and Security Issues</li>
</ul>

Learning Analytics Dashboards: Key Performance Metrics for Learning Impact

learning design

learning culture

jeffrey.berk

Dave will share the Caterpillar University journey over the past five years highlighting their approach to governance, structure, strategic needs alignment, metrics, and evaluation.

Launching a Corporate University: The Caterpillar Experience in Addressing Governance, Structure, Strategic Needs Alignment Metrics & Evaluation

david.vance

learning &amp; development

customer service

corporate university

governance

Research shows that 80 percent of learning in the workplace occurs on the job, rather than informal training sessions.

Innovative Performance Support offers you a concise and comprehensive overview of performance support (PS) practices―ongoing, job-specific resources that ensure employees perform effectively on the job. From free, open-source applications like blogs and wikis to sophisticated new system software, this guide will help you implement the right PS strategy for your team.

Innovative Performance Support: Strategies and Practices for Learning in the Workflow

evidence-based research

susan.c.guest

cindy.pinkstaffmiller

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