Today's employees have high expectations for their organization's learning management and development programs. Gone are the days of “one size fits all” self-service learning kiosks. MUFG Union Bank, N.A., knew that to continue to flourish in a competitive job market, they needed to provide their employees with meaningful learning and development experiences, and ensure they have the skills needed to adapt to a changing business environment. Explore how Union Bank connects, imports, manages and promotes flexible libraries of cutting-edge learning content from anywhere. And see how they create dynamic learning paths that empower employees to use that learning to drive individual, team and organizational performance.
Scale and sustainability are top considerations in designing and developing a digital, self-directed leadership development program. Also critical are the requirements of engaging content that is aligned to the business, and a design that makes the learning easy to apply, including: virtual classroom events, learning reinforcement, gamification and self-directed digital content. In this session, explore the world of gaming and how it relates to leadership development in a digital environment.
Attendees will explore the following insights:
In this continuation of D2L’s panel at the CLO Symposium Spring Event, Dr. Irwin, Executive Dean of University of Memphis, Tamera Maresh-Carver, managing director of learning at FedEx Express, and Joe Kelly, manager at FedEx Express–Memphis World Hub, will dive deeper into the significance of an effective competency program. The University of Memphis Global partnered with FedEx Express to provide a competency-based program, the LiFE (Learning inspired by FedEx) Prep Academy. Each organization had high expectations that there would be positive and profitable results, but they never imagined the impact it could have on the life of FedEx employees.
This panel will share the different strategies and tools used to provide a self-paced innovative learning experience for FedEx employees, and why it matters beyond the classroom, and beyond the shipping floor.
Attendees will walk away with:
“What will distinguish the most profitable companies from the rest won’t be whether they offer foosball or free food. It will be whether leaders foster a workplace culture where employees feel a sense of belonging, like their jobs and trust their managers to help them move on to a better one.”
As a Wall Street Journal reporter wrote, the difference between success and failure for companies will be the quality of their leadership. Unfortunately, despite increased investments in leadership development, most organizations still report poor leadership quality and bench strength, and especially at the most critical group — your frontline managers who are responsible for more than 80 percent of your workforce.
Join us for an engaging session where you will explore:
Improvise This: Next Level NetworkingSecond City Works will get the energy back up at the end of the day and help participants take their networking to the next level. Kicking off this session, we’ll improvise to tee up the improv mindset fundamental cornerstone of listening with an others-focused perspective to create more collaborative and connected conversations.
Whether it’s due to industry disruption or market growth, change is happening at a faster and faster pace. To thrive, businesses need learning organizations that don’t just keep pace but help them proactively, continuously and consistently transform how they do business. That requires a blueprint for ongoing adaptation in the learning organization.
In this special keynote conversation, learn from three learning executives about how their organizations have transformed the learning function and how they plan to continue to push the agenda forward.
Moderator:Jesse Jackson, JPMorganChase
Speakers:Diane August, Nationwide
Learning leaders are under increasing pressure to provide hard data that shows a relationship between learning activities and business outcomes. We’ll share an innovative approach that we’re using to create a methodology, process and infrastructure that begins to tie learning to business impact. We’ll also explore how to identify the right data sources for your organization and how to store data in a centralized, integrated, automated and scalable environment.
Supporting learning objectives/session takeaways:
Second City Works will lead participants through a series of active exercises designed to build an improvisational mindset and access new pathways to learning. Using experiential learning to practice skill-building in a low-risk environment.
The session will explore:
At a time when employees can go anywhere for their learning (and they do), how do you get them to come to you first? At the same time, what approach can an L&D team take to get employees to focus on their individual development in support of increased performance? The solution needs to scale across time zones, geographic locations, traditional training and development preferences, and reach employees at all levels of the organization. You have one shot, a limited amount of time to get it going and a shoestring budget. Now go!
Using imagination, creativity, technology and innovation, AbbVie created an employee development juggernaut that defied the odds. Events regularly sell out, employees take to social media to tweet about their own development and employee engagement scores have jumped. Almost two-thirds of global employees participate, close to 65 percent of senior leaders are involved in teaching, almost every C-suite leader actively and publicly participates. The solution includes webinars delivered by content experts, a 24-hour radio program, multiple in-person events, functional viewing parties, a TED event and a go-to online portal with resources for development.
While the story behind this award-winning initiative is amazing, it’s also full of lessons about:
The business context is changing rapidly, and leadership development needs to change right along with it. If not, it risks becoming ineffective at preparing leaders for today’s digital economy. According to recent Fortune survey, only 7% of Fortune 500 CEOs believe their companies are building effective global leaders, while just 10% think that their leadership development initiatives have clear business impact. Research indicates that poor leadership practices cost companies an amount equal to 8% of annual revenues and that 32% of an organization’s employee turnover can be avoided through better leadership. *
As HR and L&D leaders look to meet these challenges and modernize their leadership development programs for the digital economy, it is essential to recognize that leadership development must be directly linked with the new strategic imperatives of the digital economy. How has the performance of leaders changed over time and what are the biggest opportunities to positively influence their ability to lead? Where are the biggest gaps in achieving success regarding moving the dial on leader performance? What are the existing barriers to effective leadership development and where is there room for improvement?
To prepare leaders for the future, we must start by teaching new leadership behaviors and new competencies like resilience, leading change, cognitive flexibility and agility. Join Heide Abelli, Senior Vice President of Content Product Management at Skillsoft, as she discusses the business context and factors that distinguish leadership development today from that of the past and where is leadership development going in the future in terms of leader competencies, training modalities and linkages to organizational goals.
You will leave this session understanding:
This presentation provides techniques to help learners and performers evolve in the age of workforce transformation. This journey begins with learners taking accountability for their journey and the organization providing the learning enterprise that enables them to succeed. We explore how learners can follow a blueprint for transforming themselves into successful members of the future workforce. This includes the importance of establishing an agile coaching and mentoring network.
This workshop touches on the following key concepts:
Eighty percent of leaders of leaders agree a critical part of their job is to develop leaders of others and hold them responsible for their performance as leaders. But less than 5 percent of leaders of others experience this development or are held accountable for their leadership performance.
The challenge is further expanded by the fact that most leaders of others are selected for the role based on their strong performance within their area of expertise more than being selected based on leadership potential. If we do not fix this problem, we will continuously experience a shortage of qualified leaders.
This session is a discussion where you will hear from the Leadership Pipeline Institute and your peers on this concept:
Amy will explain the nature of psychological safety and why it matters more than ever for the future of learning in organizations. With so much riding on innovation, creativity, and engagement, it is essential to attract, cultivate and retain talented employees – but even more important to ensure that they are able to speak up, learn, and grow into leadership roles at all levels. The talk also will provide tips and tools for building psychological safety in the workplace.
Initiatives to capture and transfer corporate knowledge are still limited. Few organizations train managers to identify critical knowledge or set up formal processes to pass on the experience of soon-to-be retirees to their successors. In this workshop, we will review cross-generational motivational factors and work styles to gain a better understanding of how to leverage succession planning strategies to maximize organizational effectiveness.
As the future of work continues to evolve and organizations are seeking to enhance their employee value proposition, education — and the role education plays in workforce development — is increasingly important. Our panel discussion will bring together the perspectives of corporate learning leaders and community workforce development professionals to high light some of the approaches forward thinking organizations are taking.
At the conclusion of this session, participants will:
Our panel will include: Sean Stowers, Director Pearson Accelerated Pathways Matt Bruce, Executive Director Chicago Workforce Funder Alliance $ Steve Woodward, Director Training and Development – Red Roof Inn
Learning organizations are facing the need for ongoing transformation. So, too, do the leaders of those functions. Are CLOs ready for the future business agenda? Where are the gaps and how do we fill them? What are the capabilities of successful learning executives?
In this lively panel discussion, we’ll dig into exclusive research conducted by Chief Learning Officer magazine on the future of the CLO role and hear directly from learning executives what they are doing now to build the future capability of themselves and their teams.
In this panel, you’ll learn:
Moderator: Sarah Kimmel, vice president of research and advisory services, Chief Learning Officer
You heard the announcement that CLO Accelerator is going online. Here’s your chance to test drive the new program on Intrepid’s collaborative learning platform. Bring your own device to sample activities from this six-week program with coaching from expert instructors, collaboration with your peers and real-world challenges. You might even win a complimentary seat in the pilot!