Category: Podcasts

Help Wanted

September:
As employers clamor for versatile workers possessing deep and wide skill sets, businesses are partnering with academic institutions to develop them.

Help Desk Reboot

An improved knowledge management framework helped this tech support team increase end user satisfaction.

Head & Heart

Learning becomes a community-wide idea at DaVita where each team member creates his personal credo and determines what’s important to him. Learning Executives Briefing spoke with the leader of learning efforts at DaVita, Steve Priest. The company’s efforts extend to 43 states and the District of Columbia, and its teammates care for approximately 117,000 patients.

Having Their Backs

April:
Although the importance of developing people is growing, many managers lack the knowledge, capability, and organizational support they need to put the right practices in place.

Harnessing the 90 Percent

Use emerging technologies to incorporate informal and experiential learning into training activities, and optimize learning and performance.

Hamburger University

April:
The fast-food giant solidifies its commitment to learning, and at 50, shows no signs of slowing down.

Habitual by Design

Development programs should help employees convert tasks into workplace habits.

Great Leaders Are Lifelong Learners

Mark Miller, a business leader, bestselling author, and communicator, began writing about a decade ago. He teamed up with Ken Blanchard, co-author of The One Minute Manager, to write The Secret: What Great Leaders Know and Do. Today, almost 400,000 copies of The Secret are in print, and it has been translated into more than 20 languages.

Going the Distance

Cognizant Academy develops learning initiatives with an eye toward the future.

Global Support

The rise in global leaders creates a need for skilled global coaches to assist them.

Global Outlook

Comparing and contrasting the needs and challenges of talent development departments around the world.

Give Them What They Want

Organizations in the Middle East are aligning training delivery and content to Millennial wants and needs.

Getting Social to Create Transparency

October:
Many of TELUS’s initiatives rely on a leadership framework that is clear, succinct, and tailored to a work environment of virtual teams that are managed at a distance and assessed on outcomes rather than tasks.

Game Time

Design and develop a learning game using these nine steps.

Game-Based Learning: Worth the Hype?

Convincing upper management to use simulation-based learning is part of the battle. It’s understandable for senior executives to be dubious about the new era of 3-D games and immersive worlds now making their entrance onto the corporate learning stage. Although ubiquitous within Generation Y as an entertainment option, 3-D games and virtual universes like Second Life are being utilized by a relative handful of organizations as learning tools.

Fusion Innovation

The Mayo Clinic developed a replicable method for innovation that resulted in solutions benefiting patients.

From the Ground Up

How to develop and implement a systematic approach to talent development.

From Me to We

Six research-based ideas to help new managers flip their thinking from me to we.

From Employed To Engaged

November:
Lowe’s defines the link between customers and employees, and highlights the crucial role of engagement in achieving enterprise-wide results.

Fostering a Mentoring Culture

This excerpt is from a Q&A with Lois Zachary, president of Leadership Development Services. In it, Zachary explains what executives can do to encourage a mentoring culture in their organizations.

From Boots to Briefcase

April:
Making the transition from boots to briefcases can be a harrowing journey for veterans new to the civilian workforce. Learning teams are central to helping these new hires find success.

Formal or Informal Or Both

While it is true that 70 percent to 90 percent of the learning that takes place in the workplace is informal, formal learning is still valued by workplace learning professionals.

Forecasting Great Service

May:
A successful multi-year learning initiative helped Universal Weather & Aviation maintain customer and employee centricity as the company continues its growth.

Focused Feedback

A transparent way for leaders to gauge their competencies involves a combination of self-assessments and 360 feedback in a simulation setting.

Flying Solo

Develop and grow a flourishing one-person sales enablement function.

Flex Training

July:
BB&T uses cutting-edge learning management technology to bring agility to regulatory and policy training.

Flexible Phase Out

April:
Where an organization’s options regarding retirement are not constrained by a traditional defined benefit pension plan, retaining people, rather than rehiring them after their formal retirement, is the preferred course of action.

Flat and Getting Flatter

A new study suggests that even with an improving economy, companies are not likely to bulk up. Learning leaders need to be ready to upskill managers to handle higher head counts in flatter organizations.

Finders Keepers

One of the biggest sources of corporate angst is finding and keeping good talent and developing them to serve the corporate purpose.

Filling the Leadership Pipeline

June:
To thrive in the new economy, companies must recognize that employee training and leadership development are ongoing processes that have a direct and meaningful influence on the bottom line.

Filling in the Blanks

May:
Informal mentoring is about being in the right place at the right time and fostering boundless professional support and guidance within organizations.

This podcast was sponsored by Peck Training Group, linking people to their potential through formal and informal learning options, such as training, webinars, coaching, and online tools; www.pecktraining.com.

Expanding the Role of Succession Planning

April:
Frequent reorganizations disrupt performance at all levels, and traditional succession planning alone does not help. Blending knowledge management and leadership development with succession planning overcomes these deficiencies.

Executive Presence Belongs in Every Leadership Program

High-potential initiatives and leadership programs are top priorities in the business world as companies focus on succession planning and the development of future leaders. As companies define skill gaps, executive presence becomes a hot topic and an urgent priority.

Executive Coaching Builds Steam in Organizations

December:
Why do senior executives insist on coaching for their employees? Because executives now believe that coaching has become invaluable. They recognize that it can increase the quality of leadership skills at all levels, improve retention of leaders, help new leaders succeed, and address management behavior problems.

Essential Continuity

Managers must be involved in succession planning to avoid being unprepared when a key player suddenly leaves.

Entrepreneurial Learning

July:
Entrepreneurs are skilled at using learning to achieve their goals and fulfill a vision. The common learning patterns seen in entrepreneurial business leaders can be adopted.

Engaging Leaders in Key Learning Activities

Business leaders often complain that the learning function is removed from the business, but these same business leaders fund the learning investment. So what do these leaders want?

Engage the Unengaged

Without engagement, organizations are fostering a zombie-like workforce, which can thwart all change efforts.

Engage Me Please

November:
Two questions that plague trainers are, “When should I involve my audience?” and “What kinds of activities might they be ready to engage in?” Those of us who are out there in the trenches, either teaching face to face or in a teleconference environment know that the more we engage our audience, the more they learn.

Engagement Adjustment

Low scores on the Federal Employee Viewpoint Survey prompted OSHA to prioritize making improvements.

Engaged at Every Level

Rita Smith, vice president of Enterprise Learning, spoke with Learning Executives Briefing about the challenges of meeting the learning and development of Ingersoll Rand’s salaried workforce.

Encouraging Talent to Rise and Shine

A fast-growing pharmaceutical company relies on robust systems to onboard, train, and retain employees. Lupin Ltd.’s L&D head explains how it’s done.

Emotional Disconnect

Digitization is causing employees to feel less connected to the people they work with and the work they do.

Emerge From the Shadows

People with authority sometimes behave in ways that negatively affect team dynamics. Shadow learning teaches leaders to recognize and address those behaviors.

Elevating Aspirations at PepsiCo

June:
This article examines PepsiCo CEO Indra Nooyi’s Performance with Purpose program operating principles and programs that offer company leaders the opportunity to work to achieve an integrated life, and many of them are seizing it.

E Learning No How

January:
It would be nice to think that a well-designed e-learning lesson will break through any obstacle in its way and will illuminate the light bulbs of all learners who touch it. The reality, however, is that many perfectly good e-learning lessons have wilted and died for reasons that are completely unrelated to the design and content.

E-Learning for All

Time- and cost-effective ways to make e-learning usable for learners with and without disabilities

E Learning

January:
New data on e-learning usage does not signal the death of the classroom. And despite some of the buzz, the face of e-learning has not aged much over the past several years.

Editor’s Note: The Role of the Trainer

The role of the trainer has evolved during the past few decades. It is time for learning and development professionals to embrace this evolution and begin to change the way they design and deliver training; and accept their roles in different areas of the organization.

Editor’s Note: The Industry Is Thriving

Although spending on workplace learning has increased during the past 15 years, one thing has remained constant: Training and development is a key organizational investment.

Editor’s Note: The Best of the BEST

The 2015 BEST companies epitomize the essence of the BEST Awards: They have created a culture that uses learning as a strategic business tool; supports talent development as a critical need to acquire, retain, and engage employees; and increases productivity to reducing time to efficiency.

Editor’s Note: Take Charge of Your Career

Two feature articles in this issue of TD are all about helping you, the talent development professional, develop career resiliency and find the strength to make a late-in-life change if one is necessary.
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Editor’s Note: Once Upon a Time

Now is the time to hone your skills as a story writer and storyteller. Pay attention to the everyday activities that go on in your workplace, and look at the situations, good and bad, as a way to teach others.

Editors Note Looking to Be More Innovative

While many think that innovation is problem solving, it is more than finding a solution to a challenge or issue. It is not stopping at the first solution, but rather listening to all solutions and ideas before choosing the best one.

Editor’s Note: Learning to Lead

When you read the first two feature articles in this issue of TD, there is one common theme: Effective leaders need to learn to lead.

Editor’s Note: Knowledge Is Power

The science of learning is changing the way talent development professionals design and deliver training. By using brain science for more effective learning programs, organizations can improve knowledge, skills, and performance.

Editor’s Note: Learnings Very BEST!

These training and development departments don’t rest on their laurels. They push the envelope on training, year after year, to find new ways to strengthen their organization’s learning culture.

Editor’s Note: Defining Integrated Talent Management

Business leaders recognize that their employees are critical to achieving success in this fast-paced knowledge economy. It is now time for you, as training professionals, to prove the value of human capital by measuring the impact of employee development on the success of your organization.