Afton Partners

The University of Vermont Health Network

Froedtert ThedaCare Health

This session provided a sharp wake-up call for talent leaders stuck in traditional hiring models.
 Ellen Johnson, Jerry Baake, and Tami Martin made it clear: the public workforce development system isn’t just an untapped talent source—it’s a strategic lever for hiring, retention, and long-term workforce resilience. By partnering with community-based organizations and leveraging subsidized training programs, employers can access skilled talent, fill critical gaps, and expand pipelines beyond conventional methods. For sectors facing persistent shortages, like healthcare, this approach isn’t optional—it’s essential.

<blockquote data-start="795" data-end="965">
“Human resources asks, ‘What should we do?’ Workforce development asks, ‘What if we did it differently—and what new talent pool could we unlock?’” — <a href="https://www.ele.llc/members/jerry-baake" target="_blank" rel="noopener">Jerry Baake</a>, The University of Vermont Health Network
</blockquote>
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2025/06/WISE2025-Rethinking-Talent-speakers.jpg" alt="" width="728" height="443" />
Most leaders say they’re struggling to find talent. But the truth? It’s often hiding in plain sight. The public workforce development system—an underused, no-cost or low-cost resource—offers access to skilled, motivated talent along with built-in support services. Yet many employers still don’t know where to start.

<blockquote data-start="1285" data-end="1405">
“We have to paint the picture of what happens if we don’t utilize alternative talent pipelines.” — <a href="https://www.ele.llc/members/tamora-martin" target="_blank" rel="noopener">Tami Martin</a>, Froedtert Health
</blockquote>
This session revealed how strategic partnerships with workforce boards and community-based organizations can solve not only hiring needs, but also unlock training funds, improve retention, and increase workforce diversity.
🔑 Key Takeaways:

<ul data-start="1653" data-end="2111">
 	<li class="" data-start="1653" data-end="1737">
Alternative pipelines ≠ lower standards—they're often untapped, overlooked talent.
</li>
 	<li class="" data-start="1738" data-end="1851">
Public workforce programs offer wraparound services like transportation, job coaching, and tuition support.
</li>
 	<li class="" data-start="1852" data-end="1952">
Data-driven ROI—from lower turnover to reduced traveler costs—makes the case for executive buy-in.
</li>
 	<li class="" data-start="1953" data-end="2035">
Internal mobility and subsidized upskilling strengthen retention and engagement.
</li>
 	<li class="" data-start="2036" data-end="2111">
Failure is part of the process. Start small, iterate, and build momentum.
</li>
</ul>
🎯 Practical Actions for HR Leaders:

<ol data-start="2154" data-end="2568">
 	<li class="" data-start="2154" data-end="2235">
Start with one workforce board or nonprofit partner—ask for a tour or meeting.
</li>
 	<li class="" data-start="2236" data-end="2328">
Use real cost data (turnover, agency fees) to build the business case for leadership.
</li>
 	<li class="" data-start="2329" data-end="2412">
Engage internal champions with nontraditional career paths to shift perceptions.
</li>
 	<li class="" data-start="2413" data-end="2496">
Leverage grants to cover training, transportation, and other retention supports.
</li>
 	<li class="" data-start="2497" data-end="2568">
Normalize failure as iteration—use early feedback to adapt and grow.
</li>
</ol>
This isn’t just about filling roles—it’s about rethinking how and where we source and grow talent. The most future-ready HR leaders won’t just ask “what should we do?” They’ll ask, “what if we did it differently?”
💬 How are you rethinking talent pipelines? Share your experience on the <a class="" href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener" data-start="2858" data-end="2884">ELE Idea Exchange</a>.

Rethinking Talent: Unlocking Hidden Talent Pools & Reinventing Hiring Strategies

Integrated Talent Management

Strategy

upskilling

talent acquisition

workforce development

retention strategy

tamora.martin

employee retention

HR leadership

HR Strategy

Internal Mobility

jerry.baake

ellen.johnson

wise2025

public workforce system

hiring innovation

overlooked talent

alternative pipelines

community partnerships

wraparound services

training grants

FranklinCovey

Session Focus: New Workplace Sustainability Leadership Frameworks

A recent Learning Exchange session explored "New Workplace Sustainability Leadership Frameworks," focusing on the "Trust &amp; Inspire" approach. David Casperson, co-author of "Trust and Inspire," shared insights on unleashing greatness in others through leadership.

The session was anchored by Mahatma Gandhi's quote:
<blockquote>"The difference between what we do and what we are capable of doing would suffice to solve most of the world's problems."</blockquote>
This highlights the untapped potential within organizations.

Key Takeaways:
1. Shift in Leadership Paradigm:
The changing work environment requires moving from command and control to a trust and inspire approach, leading to higher engagement, productivity, and retention.
2. Trust as a Verb:
Leaders must actively extend trust, not just be trustworthy. This active approach transforms team relationships and drives collaboration.
3. Balancing Performance and People:
Elevating focus on people to the same level as performance leads to significant overall improvements. This balance creates more sustainable workplaces.
By adopting these new frameworks, organizations can create more inspiring, productive, and sustainable work environments. As businesses navigate modern workplace complexities, the trust and inspire approach offers a way to unlock organizations' and people's full potential.

Participants are encouraged to incorporate these principles into leadership practices and continue this important conversation.

New Workplace Sustainability Leadership Frameworks | Trust & Inspire

leadership

dirk.tussing

richard.busby

jane.shlaes

effective leadership

employee engagement

servant leadership

collaboration

trust

ariel.mcgrew

ann.brownell

steve.feest

auroon.thapa

inspire

winnie.davis-key

david.kasperson

bridget.robinson

joe.garnett

Alter Domus

BetterUp

Session Focus: For Capability Building, Don’t market coaching, market the impact
This session explored the critical role of coaching in supporting new managers and building organizational capabilities. The discussion centered on the challenges faced by fast-growing companies in developing leadership skills and the potential solutions offered by scalable coaching platforms like BetterUp.

<blockquote>
A key insight from the session was captured in this quote: "My leaders, my executive team at the company, they don't really come to me and say we want a coaching solution. What they come to me and say is we've got new managers who don't know what they're doing, they've never had any training, and there's not a program available right now. What can we do to support these managers and limit our risk and exposure?"
</blockquote>
This statement underscores the real-world challenges that many organizations face and the need for practical, impactful solutions.
Key Takeaways:

<ol class="-mt-1 list-decimal space-y-2 pl-8">
 	<li class="whitespace-normal break-words">Coaching is a valuable tool for supporting new managers and addressing gaps in leadership development, especially in fast-growing organizations.</li>
 	<li class="whitespace-normal break-words">Various approaches to coaching (one-on-one, group, team) can be tailored to an organization's needs and budget. The key is to start somewhere and demonstrate impact.</li>
 	<li class="whitespace-normal break-words">To gain support for coaching initiatives, tying coaching outcomes to business results and demonstrating return on investment is crucial. This approach can help secure funding and expand coaching programs within the organization.</li>
</ol>
The session provided valuable insights into implementing effective coaching strategies, emphasizing the importance of data-driven approaches and measurable outcomes. Attendees learned about the potential of scalable coaching solutions to bridge the gap between promotion and formal training for new managers, ultimately contributing to improved retention, productivity, and overall employee experience.

Global Coaching Strategies for Capability Building with BetterUp

engagement &amp; culture

Leadership

new manager

coaching

mike.kester

katie.mcallister

edward.desrosiers

leadership development

anton.maletich

missy.gonzales

helping managers

manager development

front-line managers

dan.stanton

peer coaching

building resilience

coaching strategy

Good bosses matter--now more than ever.

A post-pandemic era requires a different type of leadership.

Here is a recent example in the news now of what we need to avoid:
<blockquote>GM delays return-to-office mandate after employee backlash. GM employees who have been working remotely due to the pandemic will be required to return to the office at least three days a week. Just days after telling staff they'd have to come in, GM pushed back its return-to-office plans at the end of September 2022. On Friday, the company told staff to expect to return at least three days a week this year. But a memo sent the following Tuesday said the change will not begin before the first quarter of 2023.</blockquote>
&nbsp;

Most organizations, teams, schools, and families today still operate from a “command and control model,” focusing on hierarchies and compliance from people. But this way of leading is drastically outdated because of the changing nature of the world, the workforce, work itself, and the choices we have for where and how to work and live.

In Stephen M.R. Covey's newest book, <a href="https://www.learningexecutive.com/book/trust-and-inspire/" target="_blank" rel="noopener">Trust and Inspire</a>, he offers a simple yet bold solution: to shift from this “command and control” model to a leadership style of “trust and inspire.” People don’t want to be managed; they want to be led.

In this session, let's build on how we are seeing new ways of leading that start with believing that people are creative, collaborative, and full of potential with a robust, interactive discussion.

Pre-read: <a href="https://www.learningexecutive.com/book/trust-and-inspire/">click here</a> to access a complimentary getAbstract for <a href="https://www.learningexecutive.com/book/trust-and-inspire/">Trust and Inspire</a> on Winnie's ELE Bookshelf (login required)

New Workplace Sustainability Leadership Frameworks: Trust & Inspire

marcie.stern

janice.simmons

CHIE2022

Session Focus: New Workplace Sustainability Leadership Frameworks

Good bosses matter--now more than ever.
A post-pandemic era requires a different type of leadership.

Here is a recent example in the news now of what we need to avoid:
<blockquote>GM delays return-to-office mandate after employee backlash (SEP 2022)


GM employees who have been working remotely due to the pandemic will be required to return to the office at least three days a week.

Just days after telling staff they'd have to come in, GM pushed back its return-to-office plans at the end of September 2022.

On Friday, the company told staff to expect to return at least three days a week this year. But a memo sent the following Tuesday said the change will not begin before the first quarter of 2023.</blockquote>
Most organizations, teams, schools, and families today still operate from a “command and control model,” focusing on hierarchies and compliance from people. But this way of leading is drastically outdated because of the changing nature of the world, the workforce, work itself, and the choices we have for where and how to work and live.
<a title="Trust &amp; Inspire" href="https://www.learningexecutive.com/book/trust-and-inspire/"><img class="alignnone size-medium wp-image-36889" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Trust-Inspire-300x300.jpg" alt="Trust &amp; Inspire" width="300" height="300" /></a>
&nbsp;

In Stephen M.R. Covey's newest book, <a href="https://www.learningexecutive.com/book/trust-and-inspire/">Trust and Inspire</a>, he offers a simple yet bold solution: to shift from this “command and control” model to a leadership style of “trust and inspire.” People don’t want to be managed; they want to be led.

In this roundtable discussion, let's talk about new ways of leading that start with believing that people are creative, collaborative, and full of potential.

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's <a title="ELE's Idea Exchange" href="https://www.learningexecutive.com/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

&nbsp;

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Session Focus: For Capability Building, Don’t market coaching, market the impact

Strategic Opportunity for our peer-discussion

Alter Domus is considering leveraging BetterUp to coach newly appointed managers and help us fill the gap between the time they are placed in a manager role and the start of our annual leadership development program.  Additionally, they are considering giving each manager access to obtain 3 months of BetterUp coaching per year

&nbsp;
<h4>We all get stuck and need an experienced helping hand to make breakthroughs to keep learning.</h4>
&nbsp;

<a href="https://www.learningexecutive.com/moments/behavioral-impacts-of-coaching-well-being/"><img class="aligncenter size-large wp-image-35817" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/2022WISE_Goodyear_Coaching-thumbnail-1024x687.jpg" alt="2022WISE_Goodyear_Coaching-thumbnail" width="600" height="403" /></a>

During today's discussion, let’s get fresh ideas for how we successfully use coaching solutions:
<ol>
 	<li>Coaching program for Managers</li>
 	<li>Successor Development 1:1 coaching: Highly customized, in-person or virtual: External Coaches</li>
 	<li>Using external platform/AI-based/Virtual</li>
 	<li>1:1 Coaching</li>
 	<li>Team Coaching for decision velocity and innovative ideas</li>
 	<li>Group Coaching Circles on topics such as Building Resilience</li>
 	<li>Peer coaching for D&amp;I sustainability</li>
</ol>
&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.

&nbsp;

learning strategy

nick.allen

learning &amp; development

kevin.abud

Many firms today are determining which positions have the greatest impact on their market performance. Surprisingly, some of these jobs are not at the top, and a few aren’t even filled by employees. However, each case requires very different retention strategies. Organizations that compete successfully in the brutal war for valuable talent have something in common… They recognize the benefit of investing in the talent they have internally, rather than venturing out externally to find it. They are rigorous about how they evaluate their positions, the people who fill those positions, and most importantly, the strategies they use to retain those who occupy these positions.

Based on the white paper published in the Fall of 2017, Lynn’s discussion will outline the solution around the importance of disproportionate investments in key players in what they call ‘leverage roles’ to give organizations the competitive advantage that is required for not only growth, but overall sustainability.

It is ultimately important to ‘meet our clients where they are’, and implement an approach, although comprehensive in nature, requires us to jump in where the organization is experiencing the gaps. This requires an in-depth understanding of the organization’s strategy, current operating procedures, and culture around succession planning and career development practices.

Targeting Your Retention Strategy: Leveraging Learning

Engagement &amp; Culture

retention

lynn.cowart

Talent Strategy

leveraging learning

integrated talent development

We have a leadership crisis today, where even though our world has changed drastically, our leadership style has not. Most organizations, teams, schools, and families today still operate from a “command and control model,” focusing on hierarchies and compliance from people. But this way of leading is drastically outdated because of the changing nature of the world, the workforce, work itself, and the choices we have for where and how to work and live.

Stephen M.R. Covey has made it his life’s work to understand trust in leadership and organizations. In his newest and most transformative book, Trust and Inspire, he offers a simple yet bold solution: to shift from this “command and control” model to a leadership style of “trust and inspire.” People don’t want to be managed; they want to be led.

Trust and Inspire is a new way of leading that starts with believing that people are creative, collaborative, and full of potential. People with this kind of leadership are inspired to become the best version of themselves and to produce their best work.

In this “beautifully written page-turner” (Amy Edmondson, Harvard Business School professor), Covey offers the solution to the future of work: where a dispersed workforce will be the norm, necessitating trust and collaboration across time zones, cultures, personalities, generations, and technology.

Trust and Inspire

ann.klitzke

kazak.loujrs

In this Wall Street Journal bestseller, why the future of work requires the deconstruction of jobs and the reconstruction of work.

Work is traditionally understood as a “job,” and workers as “jobholders.” Jobs are structured by titles, hierarchies, and qualifications. In Work without Jobs, the Wall Street Journal bestseller, Ravin Jesuthasan and John Boudreau propose a radically new way of looking at work. They describe a new “work operating system” that deconstructs jobs into their component parts and reconstructs these components into more optimal combinations that reflect the skills and abilities of individual workers. In a new normal of rapidly accelerating automation, demands for organizational agility, efforts to increase diversity, and the emergence of alternative work arrangements, the old system based on jobs and jobholders are cumbersome and ungainly.

Jesuthasan and Boudreau’s new system lays out a roadmap for the future of work.

Work without Jobs presents real-world cases that show how leading organizations are embracing work deconstruction and reinvention.
<ol>
 	<li>For example, when a robot, chatbot, or artificial intelligence takes over parts of a job while a human worker continues to do other parts, what is the “job”? DHL found some answers when it deployed social robotics at its distribution centers.</li>
 	<li>Meanwhile, the biotechnology company Genentech deconstructed jobs to increase flexibility, worker engagement, and retention.</li>
 	<li>Other organizations achieved agility with internal talent marketplaces, worker exchanges, freelancers, crowdsourcing, and partnerships.</li>
</ol>
It’s time for organizations to reboot their work operating system, and Work without Jobs offers an essential guide for doing so.

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