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ELE brings leaders together across companies and industries to work through the messy stuff: decisions, risk, handoffs, execution drag, and what it takes to move from idea to action.

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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.

LAK Group

This keynote provided a thought-provoking perspective on building change resilience in teams and organizations. Mike Grubich argued that while processes and tools are essential, lasting resilience requires tapping into the underlying cognitive and psychological factors.

Three Key Takeaways:
<ol>
 	<li>Understanding Physiological Experiences: Developing change resilience requires a deep understanding of the physiological experiences that shape people's beliefs and mindsets around change. These experiences significantly influence how individuals perceive and respond to change.</li>
 	<li>Focused Practice and Personal Ownership: Shifting ingrained narratives and expectations, coupled with fostering personal ownership, is crucial for hardwiring new habits around resilience. Focused practice helps individuals internalize new behaviors and adapt more effectively to change.</li>
 	<li>Leadership's Role in Change: Leaders play a pivotal role in helping people understand their part in the change process and how their experiences are fundamentally shifting. By directly addressing these aspects, leaders can guide their teams through transitions more effectively.</li>
</ol>
<blockquote>"Change resilience comes from the experiences that shape our beliefs and behaviors." -- <a href="https://www.ele.llc/members/michael-grubich" target="_blank" rel="noopener">Michael Grubich</a></blockquote>
Rather than just deploying change management techniques, this keynote emphasized the need to create opportunities for meaningful experiences that can start reshaping beliefs at a deeper level. From there, new behaviors and resilient habits can take root through repetition and buy-in.

By making change more than just a process, but an identity shift flowing from personalised experiences, organizations can better navigate the increasing change fatigue and lack of emotional commitment highlighted in workforce trends today.

The Dynamic Workplace Requires Change Resilient Teams

digital

Engagement &amp; Culture

Leadership

digital transformation

michael.grubich

transformation

Change Management

talent development

talent management

employee experience

organizational change

resilient workforce

reinvention

wise2024

change resilience

behavioral change

change leadership

workforce trends

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

richard.busby

samir.desai

operations

learning culture

jesse.james

assessments

learning &amp; development

teresa.oliszewicz

Automating HR

Adding Value

Organization Development

strategic alignment

process management

business transformation

Stewart Leadership

Current circumstances in our country and the world thrust organizations into the reality that the future of work is NOW. What does this mean for talent management leaders and the people in your organizations? There aren’t any playbooks or best practices for us to reference. This is a time for reinvention. What will it take to keep talent aligned with the business while addressing the health and well-being of every human being in the workplace yet to be defined?
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
We’ll focus our roundtable discussion on the following:

✅ What are examples of transformations your organization is going through and your role in that transformation?

✅ How can L&amp;D/OD/Talent make an impact during large-scale business/digital transformation initiatives? What role do we typically play and where would we like to play (e.g., being brought in earlier)?

✅ What are your biggest lessons learned/mistakes?

✅ Advice for others who are going through big transformation initiatives?

Our Role With Digital Transformation: Building a Resilient Workforce

Strategy

Future of Work

Digital &amp; AI

nick.allen

kristin.derwinski

julian.malnak

insights-chie-2021-virtual

Chicagoland Talent Leaders

The future is flexible. In response to the significant changes of the past year, the shape-shifting of the workplace is in motion. As Steelcase reflects in their research, "Be prepared to experiment." The future of work combines the tectonic plates of workplace trends, human behavior, and technology development to form the next generation of the distributed work environment. The pandemic accelerated the creative work arrangements and distributed teams that were already in place on a smaller scale. Flexible systems and an agile mindset that reframe design and workplace behavior preferences will accommodate individual and organizational needs as they continue to shift. The presentation will cover multiple trends that impact the future workplace and strategies to usher in the big shift. The mandate for future relevance and flexing with change has never been stronger

How to Bring Your Future to the Present to Design a Resilient Workplace

future of work

marti.konstant

agility

workforce readiness

resilent workplace

Executive Learning Exchange (ELE)

Current circumstances in our country and the world thrusted organizations into the reality that the future of work is NOW. What does this mean for talent management leaders and the people in your organizations? There aren’t any playbooks or best practices for us to reference. This is a time for reinvention. What will it take to keep talent aligned with the business while addressing the health and well-being of every human being in the workplace yet to be defined?
<h6 class="font-weight-bold mb-0">Discussion we will explore together:</h6>
We’ll focus our roundtable discussion on the following:

✅ What are examples of digital transformations organizations are going through, and our role in that transformation?

✅ How can L&amp;D/OD/Talent make an impact during large-scale business transformation initiatives?

✅ What role do we typically play and where would we like to play (e.g., being brought in earlier)?

✅ How do you see using automation and AI within HR?

✅ How are companies navigating the transition to Future of Work skills, including the role and
impact of automation/AI, impacting employees?

✅ How important is transparency on this issue?

✅ How do you partner with extended internal teams who are also trying to partner with the same internal clients? (e.g. HR Business Partner/Talent/IT/PMO) (How to communicate value and truly collaborate as an equal partner) (Sitting on same side table)

✅ What are your biggest lessons learned/mistakes?

✅ How can our teams help drive organizational change and innovation?

Our Role With Digital Transformation: Strategies to align People for Supporting Innovation

newton.moore

tracey.wik

innovation

employee engagement

strategy

learning and development

AI within HR

insights-chie-2021

International Motors, LLC

Organizations strive to develop a culture of continuous learning by developing coaching strategies and fostering a collaborative working environment. Engaging co-workers, communities of practice, learn by doing, and various microlearning solutions to unlock continuous learning for the digital age. Through a collaborative ecosystem of tech-savvy peer-to-peer and expert assessments, employees actively engage in the mastery of skill development. Learning 4.0 strategies help organizations reinforce skills, facilitate feedback, increase collaboration, and share expertise across teams.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
In this session, Tim Foley will share Navistar’s case study on efforts to build and curate learning teams around an agile process with their Performance Innovation Team.

✅ Using Learning 4.0 strategies for expanding our coaching paradigm from a 1-on-1 activity a Coachee receives from a Coach.

✅ Integrating coaching strategies with technology-based platforms able to scale a culture of continuous learning and feedback.

✅ Tapping a rich body of knowledge workers’ peer coaching + feedback to help management scale knowledge retention &amp; skill-building.

✅ Establishing meaningful social learning connections and training strategies at scale.

Navistar’s Learning 4.0 Strategy: Learn how in Industry 4.0 the FASTEST LEARNERS WIN

design thinking

tim.foley

Learning Agility

continuous learning

GE HealthCare

<div class="elementor-element elementor-element-10190af2 elementor-widget elementor-widget-html" data-id="10190af2" data-element_type="widget" data-widget_type="html.default">
<div class="elementor-widget-container">
<div id="session-day2-1100-3" class="p-0 collapse show">

In this session, you’ll get the opportunity to explore the GE &amp; UL approaches using Lean and dynamic work to foster individual learning as part of organizational learning &amp; development.
<h6 class="font-weight-bold m-0">What we will explore together:</h6>
Lean thinking is a self-directed learning strategy that develops people's reasoning by incorporating self-reflection. Self-reflection is a diagnostic on to itself. Reflection is “practice.” The Lean part of this equation is also a focus on eliminating waste in the performance and execution of one’s skills that are deployed in the flow of work.

Learning organization is the capacity of an organization to reinvent its products/ services through the collective learning of its employees. They will acquire the personal learning mastery and along with the leaders, they have to identify learning opportunities, solve problems, share the solutions and make them accessible for reuse and product/ process improvements
<h6 class="font-weight-bold m-0">Discussion Points:</h6>
We explore and have a conversation on the following questions:

✅ How can we design the learning organization without additional technology investment and in a “scrappy or agile” way?

✅ What are the components of a learning organization that emphasize the Lean principles and behaviors?

✅ GE’s approach to integrating personal learning into organizational knowledge. A step-by-step process for comprehensive L&amp;D with a Lean mindset.

✅ UL’s approach to dynamic work design in coordination/ collaborative work hands-offs.

</div>
</div>
</div>

Re-thinking Learning Organization | Applying Lean Principles

performance improvement

learning experience platform

alignment

Lean Six Sigma

platform strategy

high performance

rachad.el-badawi-el-najjar

insights-wise-2021

annotation

American Medical Association

In this session, we will dive deeper into how other organizations are starting to think about and plan for the future of work post-covid...
<h6 class="font-weight-bold m-0">What we will explore together</h6>
As we think about hybrid work teams and all of the implications — how do we prepare our executives, managers, and employees for the new normal?

According to the BCC, a recent survey showed that

✅ 55% of <a href="https://siepr.stanford.edu/research/publications/how-working-home-works-out" target="_blank" rel="noopener">US workers want a mixture of home and office working</a>.

✅ Employers expect the proportion of regular home workers <a href="https://www.cipd.co.uk/about/media/press/home-working-increases" target="_blank" rel="noopener">to double in the UK from 18% pre-pandemic to 37% post-pandemic</a>.

✅ In China, employment expert Alicia Tung has <a href="https://news.microsoft.com/apac/2020/07/29/microsoft-forecasts-a-hybrid-new-normal-of-work-in-asia-pacific/" target="_blank" rel="noopener">predicted that in 10 years, there will be a 60/40 split of onsite/remote work.</a>

Hybrid Work Teams - Best Practices for Leading Hybrid and Remote Teams

ann.manikas

aimee.louw

meadhbh.broderick

andrea.obrien

jennifer.olsen

german.ruiz

leading remote workers

return to workplace

wendi.barlow

taura.prosek

i4cp

The COVID-19 pandemic has forever altered work as we know it. Everything from the type of work that gets done to where, when, how, and who gets the work done has undergone dramatic change. In this session, you’ll explore alongside i4cp futurist Jay Jamrog how high-performance organizations enable effective collaboration, innovation, and employees’ sense of connection in a hybrid working environment.
<h6 class="font-weight-bold m-0">What we will Explore Together:</h6>
You’ll be among the first to see early findings from i4cp’s major global study into the future of work, based on input from thousands of HR, talent, and learning professionals worldwide. Jay will walk through the biggest surprises, considerations, and worries the data reveals about the opportunities—and challenges—the next era of work will offer.

From Cube to Cloud - The Next Era of Work

jay.jamrog

effective leadership

Culture Change

front-line managers

Gensler

Current circumstances in our country and the world thrust organizations into the reality that the future of work is NOW. What does this mean for talent management leaders and the people in your organizations? There aren’t any playbooks or best practices for us to reference. This is a time for reinvention. What will it take to keep talent aligned with the business while addressing the health and well-being of every human being in the workplace yet to be defined?
<h6 class="font-weight-bold m-0">Discussion Points:</h6>
In this session, we will focus our discussion on two questions:

<ol class="pl-4">
 	<li>What does "ReTooling" mean regarding new key competencies, practices, and priorities for yourselves and other leaders.</li>
 	<li>What talent management strategies do you recognize need to stop, start and continue in the context of uncertainty?</li>
</ol>

Building a Resilient Workforce

engagement &amp; culture

integrated talent management

brian.watkins

kacie.walters

upskilling

thomas.stone@i4cp.com

katrina.williams

agile mindset

workforce development

well-being

agile leaders

Organizations strive to develop a culture of continuous learning by developing coaching strategies and fostering a collaborative working environment. Engaging co-workers, communities of practice, learn by doing, and various microlearning solutions to unlock continuous learning for the digital age. Through a collaborative ecosystem of tech-savvy peer-to-peer and expert assessments, employees actively engage in the mastery of skill development. Asynchronous coaching strategies can help organizations reinforce skills, facilitate feedback, increase collaboration, and share expertise across teams.
<h6 class="font-weight-bold m-0">What we will explore together</h6>
In this session, Tim Foley and Branden Reeves will share Navistar’s case study on efforts to build and curate learning teams around an agile process with their Performance Innovation Team.
<ul class="pl-4">
 	<li> Using Learning 4.0 strategies for expanding our coaching paradigm from a 1-on-1 activity a Coachee receives from a Coach.</li>
 	<li> Integrating coaching strategies with technology-based platforms able to scale a culture of continuous learning and feedback.</li>
 	<li> Tapping a rich body of knowledge workers’ peer coaching + feedback to help management scale knowledge retention &amp; skill-building.</li>
 	<li> Establishing meaningful social learning connections and training strategies at scale.</li>
</ul>

Learning 4.0 Framework: Experiential Learning & Coaching the Coach

branden.reeves

coach the coach

Froedtert ThedaCare Health

One of the most powerful roles professionals in organization development and learning can play in helping leaders connect the information, initiatives, and people across the organization.
<h6 class="font-weight-bold mb-0">Discussion Points:</h6>
Using our OD and LD tools, we can impact 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 illustrate the true value of our work.

Connecting the Organizational Dots: The Next Chapter in Adding Unexpected Value

culture

janice.simmons

helping managers

Performance Improvement

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>.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Session Focus: What is the right balance for Hybrid Work Teams and all of the implications


In this session, we will dive deeper into how other organizations are starting to think about and plan for the future of work post-covid.

What we will explore together :
As we think about hybrid work teams and all of the implications — how do we prepare our executives, managers, and employees for the new normal?

According to the BCC, a recent survey showed that 55% of US workers <a href="https://siepr.stanford.edu/research/publications/how-working-home-works-out" target="_blank" rel="noopener">want a mixture of home and office workin</a>g. In the UK, employers expect the proportion of regular home workers to double, <a href="https://www.cipd.co.uk/about/media/press/home-working-increases" target="_blank" rel="noopener">from 18% pre-pandemic to 37% post-pandemic</a>. In China, employment expert Alicia Tung <a href="https://news.microsoft.com/apac/2020/07/29/microsoft-forecasts-a-hybrid-new-normal-of-work-in-asia-pacific/" target="_blank" rel="noopener">has predicted that in 10 years’ time</a>, there will be a 60/40 split of onsite/remote work.

Hybrid Work Teams and All of the Implications | Future of Work Post-Covid

kyle.swanson

Session Focus: How is DEI Impacting L&amp;D Priorities?


Retooling Talent Development–Creating a New L&amp;D is ELE’s invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.

Given the multiple crises related to the Covid-19 pandemic combined with the groundswell of pressure to address systemic racial inequity have brought complex layers of mental, emotional, financial, and cultural stress to employers, employees, and the ecosystems in which they operate.

This session plans to cover how DEI (Diversity, Equity, and Inclusion) is impacting your L&amp;D priorities. These crises have also made clear the importance of a healthy and strong organizational culture, empathetic leadership, and a holistic (i.e., involving all stakeholders) approach to managing these challenges.

ELE produces this Retooling Talent Development–Creating a New L&amp;D series.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
We continued the conversation every other Tuesday (bi-monthly) due to an interest in L&amp;D during this pandemic and an overwhelming number of participants. With this 20th learning circle now focusing on forward-thinking strategies for retooling L&amp;D as we embrace the new normal. Let us explore how virtual recognition strategies can help leaders more confidently navigate in these uncertain times.

How is DEI Impacting L&D Priorities?

dirk.tussing

angie.zeigler

scenario planning

andres.gonzalez

Session Focus: Creating a Modern Onboarding Employee Experience Roundtable Discussion


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. For example, introducing employees to the Culture, Mission, Vision, and Values of the organization; sharing information about strategy, structure, goals, and initiatives; and acquainting the new employee to the resources and support available to help them be successful in their new role. The “how” is a different story. The “how” is more challenging, both in tactics and tools and in the impact on metrics such as new employee engagement

What we will explore together :
✔ What changes have you had to make to the “how” of your onboarding program?
✔ What challenges have you experienced in adapting the “how” of your program?
✔ What tactic, tool or process have you implemented successfully?
✔ What measures are you looking at for the success of your onboarding program? Are you still using those measures?
✔ What changes, if any, have you seen in your onboarding metrics? If you’ve had a significant change, how have you responded?


<center><iframe src="https://www.youtube.com/embed/BYjLtFIy3M8" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>By walking through a few examples of what some organizations have done and asked that you share your views on what is working and what is not working, as we continue to raise the expectations of our HR organizations.

Please share on the  ELE Idea Exchange:
? <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/operations/can-anyone-recommend-a-good-vendor-for-hourly-onboarding-training/">Can anyone recommend a good onboarding training vendor (hourly manufacturing and distribution employees)?</a>

? <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/integrated-tm/onboarding-in-a-cross-matrix-organization-best-practices/">Onboarding in a cross matrix organization best practices</a>

Retooling Talent Development--Creating a New L&amp;D is ELE's invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.

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>

Ideation for Creating a Modern On-boarding Employee Experience | Retooling #23

matt.donovan

betty.hart

Session Focus: What is the right balance for Hybrid Work Teams and all of the implications


In this session, we will dive deeper into how other organizations are starting to think about and plan for the future of work post-covid.

What we will explore together :
As we think about hybrid work teams and all of the implications — how do we prepare our executives, managers, and employees for the new normal?

According to the BCC, a recent survey showed that 55% of US workers <a href="https://siepr.stanford.edu/research/publications/how-working-home-works-out" target="_blank" rel="noopener">want a mixture of home and office workin</a>g. In the UK, employers expect the proportion of regular home workers to double, <a href="https://www.cipd.co.uk/about/media/press/home-working-increases" target="_blank" rel="noopener">from 18% pre-pandemic to 37% post-pandemic</a>. In China, employment expert Alicia Tung <a href="https://news.microsoft.com/apac/2020/07/29/microsoft-forecasts-a-hybrid-new-normal-of-work-in-asia-pacific/" target="_blank" rel="noopener">has predicted that in 10 years’ time</a>, there will be a 60/40 split of onsite/remote work.

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/03/IEQA-Hybrid-Work-Teams-1.png" alt="ELE Idea Exchange | Hybrid Work Teams" />

ELE's Learning Circle will be ideating Retooling Talent Development for the New Normal. 

Retooling Talent Development--Creating a New L&amp;D is ELE's invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.
<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>

Charter Manufacturing

Session Focus: How is Well-being Impacting L&amp;D Priorities?


Retooling Talent Development–Creating a New L&amp;D is ELE’s invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.

Given the multiple crises related to the Covid-19 pandemic combined with the groundswell of pressure to address systemic racial inequity have brought complex layers of mental, emotional, financial, and cultural stress to employers, employees, and the ecosystems in which they operate.

This session plans to cover how Well-being is impacting your L&amp;D priorities. These crises have also made clear the importance of a healthy and strong organizational culture, empathetic leadership, and a holistic (i.e., involving all stakeholders) approach to managing these challenges

ELE produces this Retooling Talent Development–Creating a New L&amp;D series.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
We continued the conversation every other Tuesday (bi-monthly) due to an interest in L&amp;D during this pandemic and an overwhelming number of participants. With this 19th learning circle now focusing on forward-thinking strategies for retooling L&amp;D as we embrace the new normal. Let us explore how virtual recognition strategies can help leaders more confidently navigate in these uncertain times.

How is Well-being Impacting L&D Priorities?

debbie.koenig.dwinell

Session Focus: How is DEI Impacting L&amp;D Priorities?


Retooling Talent Development--Creating a New L&amp;D is ELE's invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.

Given the multiple crises related to the Covid-19 pandemic combined with the groundswell of pressure to address systemic racial inequity have brought complex layers of mental, emotional, financial, and cultural stress to employers, employees, and the ecosystems in which they operate.

This session plans to cover how DEI (Diversity, Equity, and Inclusion) is impacting your L&amp;D priorities. These crises have also made clear the importance of a healthy and strong organizational culture, empathetic leadership, and a holistic (i.e., involving all stakeholders) approach to managing these challenges.

<center><iframe src="https://www.youtube.com/embed/DNazgFkmjtM" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>

<hr />

ELE produces this Retooling Talent Development–Creating a New L&amp;D series.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
We continued the conversation every other Tuesday (bi-monthly) due to an interest in L&amp;D during this pandemic and an overwhelming number of participants. With this 20th learning circle now focusing on forward-thinking strategies for retooling L&amp;D as we embrace the new normal. Let us explore how virtual recognition strategies can help leaders more confidently navigate in these uncertain times.

How is DEI Impacting L&D Priorities? | Retooling #20

Session Focus: How is Well-being Impacting L&amp;D Priorities?


Retooling Talent Development--Creating a New L&amp;D is ELE's invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.

Please share on the  ELE Idea Exchange: <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/idea-exchange-questions/how-is-your-hr-and-ld-organization-helping-with-the-increasing-wellness-need/">How are your HR and L&amp;D organizations helping with the increasing wellness need in 2021?</a>

Given the multiple crises related to the Covid-19 pandemic combined with the groundswell of pressure to address systemic racial inequity have brought complex layers of mental, emotional, financial, and cultural stress to employers, employees, and the ecosystems in which they operate.

This session plans to cover how Well-being is impacting your L&amp;D priorities. These crises have also made clear the importance of a healthy and strong organizational culture, empathetic leadership, and a holistic (i.e., involving all stakeholders) approach to managing these challenges.

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ELE produces this Retooling Talent Development–Creating a New L&amp;D series.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
We continued the conversation every other Tuesday (bi-monthly) due to an interest in L&amp;D during this pandemic and an overwhelming number of participants. With this 19th learning circle now focusing on forward-thinking strategies for retooling L&amp;D as we embrace the new normal. Let us explore how virtual recognition strategies can help leaders more confidently navigate in these uncertain times.

The Regis Company

Session Focus: Preparing For A Fully Digital World: Scenario Planning Strategies


We continued the conversation every other Monday (biweekly) due to an interest in L&amp;D during this pandemic and an overwhelming number of participants. With this 16th learning now focusing on forward-thinking strategies for retooling L&amp;D as we embrace the new normal. Let us explore how scenario planning strategies can help people more confidently navigate in these uncertain times.

How do you address weaknesses and position your L&amp;D as an opportunity for growth:
<ol>
 	<li>Why is Scenario Planning a powerful tool for L&amp;D?</li>
 	<li>Think about your organization’s future. Are you confident in your team’s plans for the next 3 years?</li>
</ol>
Leaders are commonly asked, “what keeps you up at night?”. A common answer is “I am worried about the future”. Uncertainty and ambiguity are inherent in today’s business landscape. It’s not just something that keeps leaders up, but everyone at all levels is anxious about the future.

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>

Scenario Planning For Upskilling HR Talent | Retooling #16

steve.king

alexandra.levit

colin.hahn

michael.vaughan

steve.lange

lynn.yazbec

Shure Incorporated

Session Focus: The Reskilling Advantage: Why, When, and How
Case Study: How this process is “forcing” Shure to re-think the way we organize learning


We continued the conversation every other Monday (biweekly) due to an interest in L&amp;D during this pandemic and an overwhelming number of participants. With this 16th learning now focusing on forward-thinking strategies for retooling L&amp;D as we embrace the new normal. The first place to start is a new strategy that puts your workforce and continuous reskilling at the forefront of them.

How do you address weaknesses and position your L&amp;D as an opportunity for growth:
<ul>
 	<li>What are the top 2 business problems that your organization is grappling with today?</li>
 	<li>Who owns skills in your organization and why do they own them?</li>
 	<li>What business outcomes does your learning/skill strategy deliver?</li>
</ul>
Do you have the data you need to help make effective people decisions? Recent ATD data states nearly 52 percent of workers’ skill sets don’t match their companies’ markets, strategies, goals, or business models. That’s why two out of every three talent development leaders are looking for new solutions to transform their people’s skills and organizations. But more than shorter courses and new technology should be considered.

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>.

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