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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.

Goodyear Tire & Rubber Company

In this session, Alison will share a Goodyear Case Study that dives deep into Coaching as a capability solution, Marketing, Measurement, and more.
<h4>We all get stuck and need an experienced helping hand to make breakthroughs to keep learning.</h4>
Goodyear uses these coaching solutions to build capability
<ol>
 	<li>1:1 Coaching Over 700 leaders coached in the last five years: External platform/AI-based/Virtual</li>
 	<li>Coaching program for Managers</li>
 	<li>Team Coaching for decision velocity and innovative ideas</li>
 	<li>Successor Development 1:1 coaching: Highly customized, in-person: Internal Coaches</li>
 	<li>Group Coaching Circles on topics such as Building Resilience</li>
 	<li>Peer coaching for D&amp;I sustainability</li>
</ol>
<h4></h4>
<h4>95% of coaching is done virtually</h4>

<hr />

<h4>What we will explore together:</h4>
<ul>
 	<li>What are you doing in this area that is working for you?</li>
 	<li>What are the barriers you face, where you’re “stuck”?</li>
 	<li>If you could do anything, what would you recommend as your way forward?</li>
</ul>

Global Coaching Strategies for Capability Building: Don’t market coaching, market the impact

engagement &amp; culture

learning strategy

Engagement &amp; Culture

retention

tomas.ramirez

coaching

learning &amp; development

anton.maletich

strategy

alison.arkin

insights-wise-2022-virtual

ELE Group, LLC

Session Focus: How will employee onboarding change in a post-pandemic hybrid workplace?


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.

What changes have you had to make to the “how” of your onboarding program?

The “how” is a different story. The “how” is more challenging, both in tactics and tools

Who really “owns” the employee onboarding process and should there be a re-evaluation of this process post-COVID-19?

In this session, let’s explore together:
<ul class="pl-4">
 	<li>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?</li>
 	<li>What about the challenge that most companies are facing currently, surrounding virtual onboarding owing to socially isolating?</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>
</ul>

Modernizing Onboarding for Hybrid Work Settings

dirk.tussing

brian.watkins

kery.mortenson

nick.allen

Operations

onboarding

culture

new hire orientation

azizeh.constantinescu

jesse.james

agility

leading remote workers

janna.scheese

Adding Value

tricia.danielsen

measurement

employee experience

mary.vales

monica.macfarlane

karen.brenneman

jeff.gill

hybrid workplace

tracy.adams

hybrid onboarding

emmployee engagement

lisa.erlich

College of American Pathologists

Session Focus: What’s driving the explosive growth and popularity of leadership coaching?

Join your peers in a discussion on how coaching can magnify the impact of other learning &amp; development strategies. Share what you and your peers may already be doing to leverage coaching and come together to ideate on what’s possible moving forward.

What’s driving the explosive growth and popularity of leadership coaching?

In this session, let’s explore together:
<ol>
 	<li>What do we mean when we use the word “coaching”?</li>
 	<li>What are examples of specific strategies you are currently using to leverage coaching as a multiplier for learning and development investments?</li>
 	<li>What results have you seen?</li>
 	<li>What ideas do you have for how we can maximize coaching as a multiplier strategy for the future?</li>
</ol>
When Line Leaders top out after traditional programmatic interventions,
we should use these breakthrough learning strategies for leadership development.

We all get stuck and need an experienced helping hand to make breakthroughs to keep learning.

Coaching Strategies for Improving Business Impact

jean.ryan

jane.shlaes

mike.kester

nathan.sheets

Session Focus: How will employee onboarding change in a post-pandemic hybrid workplace?


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.

What changes have you had to make to the “how” of your onboarding program?

The “how” is a different story. The “how” is more challenging, both in tactics and tools

Who really "owns" the employee onboarding process and should there be a re-evaluation of this process post-COVID-19?

In this session, let's explore together:
<ul class="pl-4">
 	<li>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?</li>
 	<li>What about the challenge that most companies are facing currently, surrounding virtual onboarding owing to socially isolating?</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>
</ul>
&nbsp;

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/12/Employee-Onboarding-in-hybrid-workplace.png" />
Alternative work arrangements could become a normal way of working
Source: Flexible Work and Rewards Survey: 2021 Design and Budget Priorities
.

<hr />

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

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

employee engagement

Session Focus: What’s driving the explosive growth and popularity of leadership coaching? 

Join your peers in a discussion on how coaching can magnify the impact of other learning &amp; development strategies. Share what you and your peers may already be doing to leverage coaching and come together to ideate on what’s possible moving forward.

What’s driving the explosive growth and popularity of leadership coaching? 

In this session, let's explore together:

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/31-20e3.svg" alt="1️⃣" /> What do we mean when we use the word “coaching”?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/32-20e3.svg" alt="2️⃣" /> What are examples of specific strategies you are currently using to leverage coaching as a multiplier for learning and development investments?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/33-20e3.svg" alt="3️⃣" /> What results have you seen?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/34-20e3.svg" alt="4️⃣" /> What ideas do you have for how we can maximize coaching as a multiplier strategy for the future?

When Line Leaders top out after traditional programmatic interventions,
we should use these breakthrough learning strategies for leadership development.

We all get stuck and need an experienced helping hand to make breakthroughs to keep learning. 


&nbsp;

<hr />

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

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>.

learning and development

Session Focus: Share HR Best Practices for how L&amp;D can create impact to Thrive in a Hybrid Work Environment

Recently <a href="https://www.linkedin.com/news/story/is-the-great-resignation-real-5442266/" target="_blank" rel="noopener">Patrick Leddin shared on LinkedIn</a> how an interview in Bloomberg predicts that it will also result in a “Great Resignation” — countless employees leaving their jobs either for greener pastures or as a lifestyle change. Below, human resource workers, recruiters, and other LinkedIn members are weighing in on the potential for this tidal wave.

✅ Is the mass exodus here?

As leaders struggle how to create a strong culture for the new normal, a photo has gone viral on social media of a local Burger King sign in Lincoln Nebraska. The sign outside of the restaurant read “WE ALL QUIT,” AND “SORRY FOR THE INCONVENIENCE.”

✅ Will this be your company?

✅ Permanent Shift: Return to workspaces or remaining remote will offer us another chance to do things unique and different. What will you tidy up, discard and what sparks joy that you will keep as a permanent practice (#MarieKondo).

✅ Hybrid professional: The emergence of the hybrid employee and the many benefits to organizations.

Now that the COVID-19 pandemic has forever changed the workplace, how does HR talent development create an impact for associates to thrive in a Hybrid Work Environment?

<hr />

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>

From Surviving to Thriving in a Hybrid Work Environment | Let's Talk Talent Strategies

Future of Work

annette.reid

stacey.boyle

learning culture

chris.olson

strategic alignment

return to office

hybrid professional

melissa.anderson

Session Focus: Embracing the diversity of workstyles and bringing equity to the core of teams.

Some companies worry that hybrid work options will result in a productivity decline. By embracing the diversity of work styles, leaders can build trust and embrace the purpose of equity. Inclusion comes when leaders invite everyone to participate in the standards to which we’ve all agreed to work in this new space. Join our discussion as we reverse engineer DEI and how your team can feel supported in the hybrid workspace of your organization.

Together, let’s explore:

✅ Leaders are challenged to differentiate preferences in a way that is equitable and doesn’t get you in trouble for treating people differently. As leaders, what is the impact on equity and inclusion if we have a “sameness” approach because we believe we have to treat everyone the same?

✅ If you are a people leader, how does your style differ from other people in your team, and what are strategies you can do to be more inclusive for those who differ?

✅ As leaders or as an organization, how are you practicing tolerance of preference of workstyles (i.e. working parent vs single employee)?

If you would like to dig deeper into Embracing the diversity of workstyles and bringing equity to the core of teams, here are two resources:

✅ <a href="https://www.linkedin.com/pulse/diversity-inclusion-post-pandemic-world-shreya-choubey/" target="_blank" rel="noopener">DEI in Post Pandemic World</a> (Fortune, May 2020)

✅ <a href="https://fortune.com/2021/06/24/designing-for-inclusion-post-covid-office-workplace-business-leadership-dei/" target="_blank" rel="noopener">How Business Leaders are Designing for Inclusion in the Post Pandemic Workplace</a> (Fortune, June 2021)

This Learning Circle – Culture Shaping is produced by Executive Learning Exchange.

Workstyles Diversity: Shapes Culture, Equity, Inclusion And Belonging

Integrated Talent Management

alison.cowan

joanne.prochnow

return to workplace

Empathy

karen.gilley

lynn.yazbec

brigette.richaerson

trust

scenario planning

well-being

betty.hart

agile leaders

ruben.abarca

julie.hassel

Equitable Inclusive

erika.whyte

Stewart Leadership

Session Focus: Share HR Best Practices for how L&amp;D can create impact to Thrive in a Hybrid Work Environment

Recently <a href="https://www.linkedin.com/news/story/is-the-great-resignation-real-5442266/" target="_blank" rel="noopener">Patrick Leddin shared on LinkedIn</a> how an interview in Bloomberg predicts that it will also result in a “Great Resignation” — countless employees leaving their jobs either for greener pastures or as a lifestyle change. Below, human resource workers, recruiters, and other LinkedIn members are weighing in on the potential for this tidal wave.

✅ Is the mass exodus here?

As leaders struggle how to create a strong culture for the new normal, a photo has gone viral on social media of a local Burger King sign in Lincoln Nebraska. The sign outside of the restaurant read “WE ALL QUIT,” AND “SORRY FOR THE INCONVENIENCE.”

✅ Will this be your company?

✅ Permanent Shift: Return to workspaces or remaining remote will offer us another chance to do things unique and different. What will you tidy up, discard and what sparks joy that you will keep as a permanent practice (#MarieKondo).

✅ Hybrid professional: The emergence of the hybrid employee and the many benefits to organizations.

Now that the COVID-19 pandemic has forever changed the workplace, how does HR talent development create an impact for associates to thrive in a Hybrid Work Environment?

<hr />

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>

From Surviving To Thriving In A Hybrid Work Environment | Retooling L&D

kristin.derwinski

marcie.stern

george.pappas

colin.hahn

cynthia.kivland

darren.boyce

erin.ellis

Session Focus: Share HR Best Practices for how L&amp;D can create impact to Thrive in a Hybrid Work Environment

Recently <a href="https://www.linkedin.com/news/story/is-the-great-resignation-real-5442266/" target="_blank" rel="noopener">Patrick Leddin shared on LinkedIn</a> how an interview in Bloomberg predicts that it will also result in a "Great Resignation" — countless employees leaving their jobs either for greener pastures or as a lifestyle change. Below, human resource workers, recruiters, and other LinkedIn members are weighing in on the potential for this tidal wave.

? Is the mass exodus here? 

As leaders struggle how to create a strong culture for the new normal, a photo has gone viral on social media of a local Burger King sign in Lincoln Nebraska. The sign outside of the restaurant read “WE ALL QUIT,” AND “SORRY FOR THE INCONVENIENCE.”

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/Hdg4lfQrwC8" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>
? Will this be your company?

? Permanent Shift: Return to workspaces or remaining remote will offer us another chance to do things unique and different. What will you tidy up, discard and what sparks joy that you will keep as a permanent practice (#MarieKondo).

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.0.1/svg/1f31f.svg" alt="?" /> Hybrid professional: The emergence of the hybrid employee and the many benefits to organizations.

Now that the COVID-19 pandemic has forever changed the workplace, how does HR talent development create an impact for associates to thrive in a Hybrid Work Environment?

<hr />

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>.

From Surviving to Thriving in a Hybrid Work Environment | Retooling #29

sean.stowers

LAK Group

Session Focus: Embracing the diversity of workstyles and bringing equity to the core of teams.

Some companies worry that hybrid work options will result in a productivity decline. By embracing the diversity of work styles, leaders can build trust and embrace the purpose of equity. Inclusion comes when leaders invite everyone to participate in the standards to which we’ve all agreed to work in this new space. Join our discussion as we reverse engineer DEI and how your team can feel supported in the hybrid workspace of your organization.

Together, let's explore:
<ol>
 	<li>? Leaders are challenged to differentiate preferences in a way that is equitable and doesn’t get you in trouble for treating people differently. As leaders, what is the impact on equity and inclusion if we have a “sameness” approach because we believe we have to treat everyone the same?</li>
 	<li>? If you are a people leader, how does your style differ from other people in your team, and what are strategies you can do to be more inclusive for those who differ?</li>
 	<li>? As leaders or as an organization, how are you practicing tolerance of preference of workstyles (i.e. working parent vs single employee)?</li>
</ol>
If you would like to dig deeper into Embracing the diversity of workstyles and bringing equity to the core of teams, here are two resources:
<ul>
 	<li>✅ <a href="https://www.linkedin.com/pulse/diversity-inclusion-post-pandemic-world-shreya-choubey/" target="_blank" rel="noopener">DEI in Post Pandemic World</a> (Fortune, May 2020)</li>
 	<li>✅ <a href="https://fortune.com/2021/06/24/designing-for-inclusion-post-covid-office-workplace-business-leadership-dei/" target="_blank" rel="noopener">How Business Leaders are Designing for Inclusion in the Post Pandemic Workplace</a> (Fortune, June 2021)</li>
</ul>
This Learning Circle – Culture Shaping is produced by Executive Learning Exchange.

Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener">here</a>.

Workstyles Diversity: Shapes Culture, Equity, Inclusion and Belonging

Team Leaders

michael.grubich

kym.anglin

Bev Kaye Inc

Engagement has been a hot topic for at least the past twenty years. Surveys galore let organizations and managers know where they are losing and where they are winning the war for talent. The current work environment has added a substantial wrinkle – how do you hold conversations and engage employees in this new (perhaps here to stay) remote-working environment?

We've Found:
Research that informed the best-selling “Love ’Em or Lose ’Em” book has held up for five editions, soon to be six! The common theme to all 26 practices (arranged according to the letters of the alphabet) is the fine art of conversation!

People Management Skills for Frontline Managers: Keeping Remote Employees Engaged

evidence-based research

integrated talent management

engagement

talent management

beverly.kaye

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

lynn.cowart

Talent Strategy

retention strategy

leveraging learning

integrated talent development

i4cp

Talent risk is business risk, yet research by the Institute for Corporate Productivity (i4cp) reveals that less than half of companies have plans in place to address the risks posed by not having access to the talent they need to deliver on their goals.



Learning &amp; development plays a critical role in managing and mitigating talent risk. And enabling talent mobility – the movement of talent within the organization, and not always upward – is an effective way to both develop and retain top talent.





🚀 Effective utilization of learning and development practices (e.g., leaders as teachers, job rotations/talent movement, job shadowing, and individual development plans)
🚀 Core workforce planning practices (e.g., identifying and segmenting critical/strategic job roles)



While retention and engagement are frequently used metrics to gauge success in managing talent risk, metrics related to productivity (especially helping people in new roles become productive faster) as well as knowledge transfer, are measures that link to more effective talent risk management and organizational market performance.

&nbsp;

Industry Trends for Managing Talent Risks & Talent Mobility

post-format-video

talent mobility

talent risk

jay.jamrog

business risk

talent risk managemen

Walgreens

As the Chicago job market improves, employees have more choices on where to work. In turn, companies often have to work harder to attract and retain top talent. Offering employees the opportunity to complete their bachelor’s and master’s degrees right onsite at the workplace can help companies differentiate themselves, and invest in their employees.

Walgreens and Fifth Third have partnered with DePaul University to offer their employees degree programs that can be completed onsite at their workplaces.

To help guide this discussion, we will encourage Walgreens and Fifth Third to share:
<ul>
 	<li>What do you see as the benefits of offing onsite degree programs?</li>
 	<li>How did make the business case for offering degree programs onsite?</li>
 	<li>How do degree programs fit into your overall talent development offerings/strategy?</li>
 	<li>How did you get employees to participate in the program?</li>
 	<li>Any early feedback from participants?</li>
</ul>

Leveraging Degree Programs to Attract and Retain Top Talent

sal.venegas

dara.crowfoot

early career

A vast majority of Human Resource and Talent Management professionals said career development conversations are the types of conversations employees most want to have with their manager. On the flip side, these same professionals report they are not happening. What is? Conversations about daily operations and tasks…

And while every employee needs to know the “what and how of their job today,” they are really thinking about a whole lot more. Can I see my future in your future? Do I really like it here? What’s next for me?

The simple truth? Talk is exactly what employees want … we’re just not giving it or giving the kind they want. Conversations to engage, develop and retain employees are the bedrock of strong relationships between employees and managers. These conversations can and do create an environment where employees feel valued, respected and heard.

Hear more about the ‘How’ in this powerful hour and start by cultivating a sense of curiosity and ultimately conversation in your own organization.

When we really listen, we are often really surprised. Let your employees surprise you and don’t be afraid to surprise others. After all, we all want conversations to engage, develop and retain. It’s up to you to make them happen.

Conversations to Engage, Develop & Retain Your Employees

Baxter

From our first dates to our job interviews, the adage “You never get a second chance to make a first impression” rings true. Yet so often our companies struggle to bring our best selves forward on an employee’s first day. The urge to communicate “critical” information overwhelms us and we proceed to walk our new hires through the details of lengthy powerpoint decks, reviewing each slide in detail to ensure our new hires are “taught” this critical information. Sound Familiar?

The research is compelling: Effective orientation and onboarding creates positive first impressions and actually influences how long our new hires will stay with us.

To us, the answer became clear. In order to make a great and lasting first impression, we had to realize that less is actually more.

If this is true – If first impressions are that important and less is more – where do you begin? Is it really worth it? As we considered the idea of overhauling our New Employee Orientation in the midst of significant organizational change, we began to wrestle with:

⭐ Is Orientation worth evolving? Or is it a pill that we just need to swallow?

⭐ Take an honest look in the mirror: What do Employees Experience in Orientation?

⭐ How is Culture experienced in Orientation?

⭐ What do we want our New Hires to remember?

⭐ How will we know this is working?

Lessons Learned:
<ul>
 	<li>Less is More: Picking 3-4 "Moments that Matter"</li>
 	<li>Intentionally engage their heads and their hearts</li>
 	<li>Experiment: Be willing to play</li>
 	<li>Give up Control: Facilitation trumps presentation</li>
 	<li>Measure</li>
 	<li>Don’t hide your work! Get Feedback</li>
</ul>

Engaging New Hires on Day 1: Less is More

john.contant

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

career development

molly.murnane

talent development

succession planning

performance support

workforce potential

In a survey of HR professionals at the recent National SHRM Conference, the BPI group found that increasing employee engagement is one of HR’s most significant challenges for the coming year. These results are hardly a surprise. Organizations are receiving dismal data on the rate of their employee engagement - and it costs them. Gallup calculates that actively disengaged workers cost U.S. businesses $300 billion a year in productivity losses.
In today’s market, organizations can no longer rely on top-down, one-size-fits-all engagement programs. You need to start building employee commitment organically from the bottom up. This approach isn’t about surveys or engagement programs. It’s about empowering employees and managers to work together in a balanced and sustainable way to increase the discretionary effort on strategically-aligned activities.
We invite you to stop measuring employee engagement and start building it. Our presentation will help you move beyond the employee engagement survey to what comes next.

<ul>
 	<li>A fresh and practical perspective on employee engagement that can be quickly implemented within work teams, departments and divisions, as well as the entire organization</li>
 	<li>The role engagement plays in building your organization’s brand, and why you should be very concerned about leadership practices that create disengagement</li>
 	<li>Where to start after the engagement survey results are in</li>
 	<li>The key to creating sustainable employee commitment</li>
 	<li>How you can develop managers to build employee engagement, and empower employees to develop their commitment</li>
 	<li>How to make engagement go viral in your organization</li>
 	<li>Case studies of how other organizations have successfully increased engagement</li>
</ul>

Engagement - Stop Measuring It and Start Building It

data driven leader

sustainability

robyn.clark

jay.scherer

There’s a lot of information out there about how to be successful in engaging Millennials in the workforce, specifically regarding the use of social media. In what ways, however, has the increased use of social media platforms impacted the way we interact with, motivate, and manage the millennial generation? How have their expectations changed? What are some specific, actionable facts that will lead to success? This session seeks to explore those expectations, the role of social media, and the new rules of engagement those relationships demand. Panelists will share their research and viewpoints, and then engage participants to share their experiences.
To help guide this interactive discussion, we’ll encourage participants to share the following:
<ul>
 	<li>What practices are you currently using to attract, manage, develop, and retain millennial employees?</li>
 	<li>What frightens you most about the rise of social media platforms? How has their rise impacted your daily routine?</li>
 	<li>In what ways have your interactions with Millennials changed your expectations or daily routine?</li>
 	<li>What are some specific challenges you have faced in communicating with and managing Millennials?</li>
 	<li>What trends do you see in the use of social media, and how may they impact future communication strategies?</li>
</ul>
This session is a panel discussion of practitioners, moderated by Amy Dordek Dolinsky. Hear about learning strategies that have worked with Millennials, which ones have not, and why.

The New Rules of Engagement: The Rise of Social Media's Influence on the Expectations of Millennials

amy.dordek

social media tools

Millennials

al.hazle

multicultural

Who will lead your workforce during rapid change? Gallup's research reveals: It’s the manager.

While the world’s workplace has been going through historic change, the practice of management has been stuck in time for decades. The new workforce — especially younger generations — wants their work to have a deep mission and purpose. They don’t want old-style command-and-control bosses. They want coaches who inspire them, communicate with them frequently, and develop their strengths.

Who is the most important person in your organization to lead your teams through these changes? Decades of global Gallup research reveal: It’s your managers. They are the ones who make or break your organization’s success.

Packed with 52 discoveries from Gallup’s largest study of the future of work, It’s the Manager shows leaders and managers how to adapt their organizations to rapid change — from new workplace demands to the challenges of managing remote employees, the rise of artificial intelligence, gig workers, and attracting and keeping today’s best employees.

Great managers maximize the potential of every team member and drive your organization’s growth. And they give every one of your employees what they want most: a great job and a great life. This is the future of work.

It’s the Manager includes a unique code to take the CliftonStrengths assessment, which reveals your top five strengths, as well as supplemental content available on Gallup’s online workplace platform.

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