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

UL Solutions

Session Focus: UL Solutions combines peer learning, on-the-job application, group coaching, and experiential learning for yellow belt certification to increase on-the-job application and improve business impact.

&nbsp;

This session provided invaluable insights into the power of cohort-based learning and how a learner-centric, feedback-driven approach can drastically improve training outcomes.
<blockquote>One of the standout moments came when Azizeh Constantinescu shared: "Our learners co-created this program with us... We continuously made modifications based on their feedback."</blockquote>
This quote underscores the importance of involving employees in the learning process, ensuring that programs remain relevant and effective through continuous feedback and improvement.

Here are three key takeaways that HR leaders should focus on:
<ol>
 	<li>Learner-Centric Design is Crucial: Shifting from a top-down instructional approach to one where learners actively pull information ensures better retention and engagement. HR leaders should prioritize programs that put employees in control of their learning.</li>
 	<li>Continuous Feedback Fuels Improvement: Real-time feedback and iterative program design allow training to stay aligned with learner needs. By embracing this agile approach, HR leaders can build adaptable learning experiences that resonate with their workforce.</li>
 	<li>Balance Information with Practical Application: Increasing hands-on, practical activities rather than focusing solely on content delivery leads to more successful on-the-job application. HR leaders should emphasize learning designs that provide opportunities for employees to apply concepts in real-world scenarios.</li>
</ol>
By integrating these principles, senior HR talent leaders can create training programs that not only engage employees but also drive measurable results in performance and development.

Yellow Belt Lean Six Sigma Certification | Designing Cohort Learning to Scale

evidence-based research

Engagement &amp; Culture

Peer-to-Peer Learning

newton.moore

alison.cowan

learning design

cohort learning

collaborative learning

learning culture

performance improvement

azizeh.constantinescu

edward.desrosiers

jesse.james

quality training

flow of work

Learning Agility

Lean Six Sigma

Performance Improvement

diego.frausto

Semi-synchronous Collaborative Peer-Learning

Scalable Global Cohorts

daryl.fleary

Designing Cohort Learning to Scale

Session Focus: UL Solutions combines peer learning, on-the-job application, group coaching, and experiential learning for yellow belt certification to increase on-the-job application and improve business impact.

&nbsp;

? Cohort-based collaborative learning and coaching are the hottest topics in L&amp;D right now

During the Covid-19 pandemic, collaborative learning and coaching are rising for many organizations.

Many ELE member companies are sharing best and next practices and validated with the Global L&amp;D Trends Research presented at our May 2022 Exchange. Technology and semi-synchronous learning design help scale with cohorts ranging from 6-8 to more than 1,000.

By benchmarking with your peers, this seven-week series explains the basic concepts and principles for cohort-based learning at scale. 
<iframe title="YouTube video player" src="https://www.youtube.com/embed/U-35pyor-zw" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
For many of us, the journey starts with providing in-person classroom training (synchronous), e-learning (asynchronous), or blended learning.

?An emerging next practice for designing cohort learning to scale is semi-synchronous collaborative peer learning.

Learning solutions become instructorless and easier to scale when well thought out and done right.
<blockquote>Wes Kao is a long-time believer in “cohort-based” learning programs. Cohort-based learning involves a group of students—a cohort—all moving through a syllabus together at the same time. Cohort-based learning is the opposite of asynchronous, mass online open courses, (MOOCs) where students move at their own pace through course content.

Kao said that cohort-based courses are far more engaging for learners than MOOCs, which have been criticized for low enrollment and completion rates. Over the past decade, cohort-based classes have risen in popularity, addressing common complaints about MOOCs.

Cohort-based classes offer live feedback from a teacher and courses with set start and end dates. In real-time, groups of students are able to hold each other accountable, push each other to experiment with class material, and challenge each other’s ideas.

Source: <a href="https://www.dailydot.com/unclick/maven-wes-kao-interview" target="_blank" rel="noopener">Wes Kao, co-founder of Maven, Interview</a></blockquote>
1️⃣ First, we will explore
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>How to cultivate a sense of safety and belonging</li>
 	<li>Why you should put learners, not instructors, at the center of your learning experience</li>
 	<li>How to accelerate knowledge sharing and peer facilitation</li>
</ul>
</li>
</ul>
2️⃣ Next, Azizeh Constantinescu will share a cohort-based solution for yellow belt certification that combines peer learning, on-the-job application, group coaching, and experiential learning for Practitioners to improve business impact.

3️⃣ A strategic transformation for many organizations is creating Learning 4.0 Mindset Shifts to help reinforce skills, facilitate feedback, increase collaboration, and share expertise across teams. Through a collaborative ecosystem of tech-savvy peer-to-peer and expert assessments, employees actively engage in the mastery of skill development.

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Navistar-Learning-4.0-Midset-Shifts.png" alt="Learning 4.0 Mindset Shifts " width="1250" height="612" />

<hr />

We are interested in diving deeper into cohort-based learning solutions and finding success using some or all of the eight principles:
<ol>
 	<li>Well-designed social interactions</li>
 	<li>A sense of safety and belonging</li>
 	<li>Real people engaging authentically</li>
 	<li>Opportunities for individual reflection</li>
 	<li>Knowledge sharing and peer facilitation</li>
 	<li>Arguing (constructively) together</li>
 	<li>Learners, not instructors, at the center</li>
 	<li>Human stories expertly told</li>
</ol>
Pre-read: <a href="https://cohort.nomadiclearning.com/cohort-based-learning-report">Cohort-Based Learning at Scale – Eight Principles for Success</a> (Nomadic, 2022)

ELE Produces this Learning Circle: Designing Cohort Learning to Scale

single-event

Team Leaders

Your Teams

Learning Circles

online event

CVS Caremark

Create an outstanding member experience – which will result in:

<ul>
 	<li>Improved quality</li>
 	<li>Higher customer satisfaction</li>
 	<li>Member, client and physician loyalty</li>
</ul>
First we identified how we want our customers to feel when they interact with us. Next we identified the behaviors we need to exhibit to generate those feelings. We choose the top 5 behaviors and developed an interactive classroom experience for each.
<ul>
 	<li>The highly interactive classroom experience</li>
 	<li>Training our supervisors on how to coach each of the behaviors</li>
 	<li>Creating recognition events around each behavior</li>
</ul>

Being Famous for Service

sales training

experiential learning

dave.maciag

jon.obrien

ELE Group, LLC

During this quarterly session in Milwaukee, attendees enjoyed a peer-networking benchmarking opportunity to learn about a Process Designed Social Learning program that has produced evidence-based results. The evolution of Process Designed Training (PDT) that began with groups of 8 CEO’s and Young Presidents, who are now bringing this PDT program to their organizations was explained. We explored case-studies from some of Chicagoland great companies including Jimmy John’s Gourmet Sandwiches.
This discussion was facilitated using a complimentary resource to assist in framing the evidenced-based social learning process and highlight tools and techniques YOU CAN USE IMMEDIATELY in your workplace:

<ul>
 	<li><a href="https://executivelearningexchange.s3.amazonaws.com/CLLC/2015/2015LECoverStory-SixReasonsWhyLeadershipTrainingFails_AResearchReview.pdf" target="_blank" rel="noopener noreferrer">Six Reasons Why Leadership Training Fails</a> (2015, Kivland/King)</li>
</ul>
This session kick-off reviewed ten years of research conducted from the University of Illinois at Chicago (UIC) Liautaud Graduate School of Business. Specifically, the research details the communication protocol and vulnerability-based exercises that accelerate emotional and social learning, meaningful connection, and empowered contribution. Learn how the PDT social learning process increases group Emotional Intelligence (EI), including the neuroscience literature that supports the biogenetic human need to connect &amp; contribute.

Then lessons learned exploring case studies using a Process Designed Training (PDT) supported by online social learning platforms. Participants will learn how Process Designed Training (PDT) depends on the process, not on the trainer and/or facilitator.

We wrapped up this session with an interactive peer review (or Q&amp;A) with the participants to share and learn with your peer-group.

An Evidenced Based Social Learning Process: It's All About Connection and Contribution 2

dirk.tussing

leadership development

cynthia.kivland

Baxter

Join us for a discussion on Quality Training Best Practices for Continuous Improvement. This roundtable discussion explored collective insights and asked questions related to how learning and quality line leaders, including:

<ul>
 	<li>Quality is a vital part of learning and, therefore, crucial to the success of the company.</li>
 	<li>Sharing of how quality is improved at leading organizations</li>
 	<li>Understanding the common goals of quality and learning in organizations.</li>
</ul>
To help guide the roundtable panel discussion, our facilitator will cover some or all of the following:
<ul>
 	<li>Knowing there are two forms of quality we will discuss here, what does quality look like at your company?</li>
 	<li>What are the main business drivers for quality and quality improvement, and how does this get accomplished?</li>
 	<li>How does poor quality impact your business, and what do you do to ensure your customers receive outstanding service?</li>
 	<li>How do we improve quality at your organization?</li>
</ul>
Powerful results can be realized with the Learning and Quality functions collaborate under a shared and coordinated vision by sharing quality performance goals, access to data, and shared leadership that can drive integrated and focused actions.

Quality Training Best Practices for Continuous Improvement

Integrated Talent Management

kery.mortenson

continuous improvement

HCSC | Blue Cross Blue Shield of IL, MT, NM, OK, TX

One way Health Care Services Corporation (HCSC) builds and maintains its competitive advantage is by consistently delivering high-quality customer service to its members. Although each customer interaction is essential and leaves a lasting impression, it is especially true when our members are dealing with a severe illness or emergency. HCSC’s Learning and Quality functions maintain a close partnership to ensure our members’ claims are processed correctly, and they receive consistent, high-quality service with each customer interaction. At HCSC, we realized the powerful results that this type of partnership could deliver when the customer service and responsiveness indicators were measurably improved as a direct outcome of organizationally joining the Learning and Quality functions under a shared services division.
While a supportive or even aligned learning approach can be collaborative, the partnered Learning and Quality functions go to the next step by sharing quality performance goals, access to data, and an everyday leadership that can drive integrated and focused actions. For example, historical data was used to identify specific error types and opportunities for improvement. After analyzing and reviewing information, critical learning, and non-learning solutions were implemented. These included instructor-led general lectures for group discussions, traditional web-based modules, innovative mini-movies, improved or enhanced process documentation, and process or workflow improvements.
To address knowledge gaps and reduce the number of errors, learning created a series of short, task-specific learning solutions. These solutions effectively pinpointed specific operator actions that led to mistakes. Employees completed the instructor-led solutions in team huddles, where they can discuss and review common errors. Also, employees completed quick, self-paced, refreshers via the learning management system. In doing so, employees identified common mistakes, recalled operational fundamentals, and applied best practices associated with recent and specific trends. The self-paced content comprised web-based lessons with quizzes and innovative mini-movies that presented the topic in story form.
Learning and Quality collaboratively evaluated the learning solutions to objectively determine if the solutions meet employees’ needs, provide the knowledge necessary to improve employee performance, and positively impact the business. The evaluation results demonstrated that when Learning and Quality partner to provide targeted and specific learning solutions and quality coaching and monitoring, both the learning experience for employees and customer service improved by an average of 60% for ten unique learning solutions.

<ul>
 	<li>Learning and Quality functional leads drive the program and regularly access the error trends, solution completion rates, and report results</li>
 	<li>Solutions must be easily accessible and targeted to address only the specific knowledge gap</li>
 	<li>All employees are required to complete the learning solution even if they have not committed an error</li>
 	<li>Employees complete the solutions within the expected timeframe</li>
</ul>

Linking Quality & Training to Improve Performance

Sales &amp; Customer Service

libby.white

customer service

With today's business pressures on employees to perform with speed while delivering high-quality products and services, the pressures on quality training are even higher. This roundtable discussion is envisioned to share best practices and give participants tools they can use when they are back at their workplace on Quality Training issues.

To give an example of an industry where quality training has seen significant success in manufacturing. The manufacturing workforce, for this example, is becoming more highly skilled as manufacturing has evolved into a more technology-intensive sector. The general education level of the manufacturing workforce has continued to improve in recent years. Most notably, between 2000 and 2008, the share of the total manufacturing workforce with bachelor's degrees increased from 16 percent to nearly 19 percent, and the percentage with graduate and professional degrees increased from 5.7 percent to almost 8 percent. The share of manufacturing employees with less than a high school diploma fell from 14 percent to just under 12 percent during the same period. These data are one factor underlying the higher wages paid to manufacture workers who have completed some higher education.

To help guide the roundtable discussion, our moderator, Cami Jacobson, University of Phoenix workforce solutions will cover some or all of the following discussion points:
<ul>
 	<li>If quality training is mandatory, is it engaging, and does real learning occur?</li>
 	<li>How do the current and relevant key quality issues make it into the quality training curriculum?</li>
 	<li>What learning modalities are most effective?</li>
 	<li>What are the latest trends?</li>
 	<li>How are employees encouraged and engaged in this learning?</li>
</ul>

Quality Training Roundtable Panel Discussion

Operations

mike.livingston

Fewer man-hours. Less inventory. The highest quality cars with the fewest defects of any competing manufacturer. In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence. The result is an amazing business success story: steadily taking market share from price-cutting competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide.

The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, a renowned authority on Toyota's Lean methods, explains how you can adopt these principles--known as the "Toyota Production System" or "Lean Production"--to improve the speed of your business processes, improve product and service quality, and cut costs, no matter what your industry.

Drawing on his extensive research on Toyota, Dr. Liker shares his insights into the foundational principles at work in the Toyota culture. He explains how the Toyota Production System evolved as a new paradigm of manufacturing excellence, transforming businesses across industries. You'll learn how Toyota fosters employee involvement at all levels, discover the difference between traditional process improvement and Toyota's Lean improvement, and learn why companies often think they are Lean--but aren't.

The fourteen management principles of the Toyota Way create the ideal environment for implementing Lean techniques and tools. Dr. Liker explains each key principle with detailed, examples from Toyota and other Lean companies on how to:
<ul>
 	<li>Foster an atmosphere of continuous improvement and learning</li>
 	<li>Create continuous process "flow" to unearth problems</li>
 	<li>Satisfy customers (and eliminate waste at the same time)</li>
 	<li>Grow your leaders rather than purchase them</li>
 	<li>Get quality right the first time</li>
 	<li>Grow together with your suppliers and partners for mutual benefit</li>
</ul>
Dr. Liker shows the Toyota Way in action, then outlines how to apply the Toyota Way in your organization, with examples of how other companies have rebuilt their culture to create a Lean, learning enterprise. The Toyota Way is an inspiring guide to taking the steps necessary to emulate Toyota's remarkable success.

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