Striving for Innovation, Culture, Performance and Collaboration

BY JERRY ROCHE

The 2018 Learning! 100 award-winning organizations have one thing in common: their learning personnel and programs are undisputedly among the world’s elite.

“The Learning! 100 recognizes the top 100 global learning organizations for high performance, innovation and culture,” says Catherine Upton, awards chairperson and group publisher of the Elearning! Media Group. Learning! 100 Awards recognize the top 100 organizations for their best-in-class learning and development programs, with learning cultures that create outstanding organizational performance.

These honors have a solid, researchbased approach that offers organizations a level playing field despite size. The Learning! 100 provides organizations a benchmark for future development; is quantitative and qualitative; and is unbiased by size of the organization. Learning! 100 applicants are evaluated on three sets of criteria: Darden School’s Learning Culture Index, Collaborative Strategies’ Innovation & Collaboration Ratings, and overall organizational performance. Every submission is evaluated on the same criteria, scores totaled and ranked for the Learning! 100.

“When deciding what qualities constitute a truly exceptional learning organization, we define four categories of excellence,” says Jerry Roche, Elearning! magazine’s executive editor. “Those categories, upon which these awards are based, are innovation, culture, performance and collaboration.”

There is much to be learned from these winners, many of which had instituted thorough leadership development initiatives. These winners are delivering cutting-edge approaches to learning, reimagining their learning ecosystems and embracing the importance of engagement and performance.

Discover what makes these organizations best-in-class by reading this article and viewing upcoming Web seminars and stories hosted by Elearning! Magazine.

Learn more about the Learning! 100 Awards at: http://www.2elearning.com/awards/learning-100-awards.

 

 

Private Sector #1: Vi

Area of Excellence: Culture

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Photo courtesy Vi

Leadership Drives Learning Culture at Vi

Over the last several years, Vi — a group of retirement communities with headquarters in Chicago — has made a gradual but significant transition of moving the culture from learning being “owned” by the learning organization to being owned by the entire organization.

Besides having “Employee Development” as a core leadership competency and key learning initiatives tied to company goals and competencies tied to compensation, Vi realizes high levels of business partner engagement in the development, delivery and ownership of learning initiatives tied to the company’s business objectives. This has created higher levels of engagement at all levels of the organization.

In addition, Vi has a strong governance process in place that aligns with its business planning process. Functional leaders from across the organization actively participate in development and execution of learning initiatives.

“In talking with my colleagues — hotel, senior living, hospitality, highly regulated health care and service personnel — I believe that our organizational development is unique to us, based on the level of executive involvement, money, front-line management and leaders as teachers,” comments Judy Whitcomb, Vi’s Human Resources and Chief Learning Officer.

In 2017, Vi’s education/learning focus centered in three areas:

1. More hyper-focus on career ladders, assessments, competencies and learning resources, reaching to high schools and community colleges to attract talent. “It’s not sexy or exciting, but that’s where we’re putting in a ton of time, and it works,” Whitcomb states.

2. A new emerging leaders program. “We’ve had really good success with the all-virtual program,” says Whitcomb. “It involves 50 to 60 leaders, and it goes into different levels of the organization. Vi has matured to where leaders are really seeing the value of being teachers.”

3. A recently-launched student loan imbursement plan. “We’re trying to use every lever available” to attract good talent,” Whitcomb emphasizes. Most important are basic skills training, like concierge, culinary and nursing. “We recently sent some cooks to a culinary institute by partnering with its executive chef. Skills are important to attract and retain the talent, and we’re working with Arizona State University to create a flow of talent for our organization.”

As a result of strong alignment and engagement with its business partners, Vi has realized:

>> Large increases in resident satisfaction after implementation of a comprehensive service enculturation program;

>> Scores rising from 82.6 percent in 2010 to 96 percent in Vi’s last resident satisfaction survey;

>> Significant increase in the number of internal promotions and a reduction in attrition, resulting in $2.1 million in savings;

>> Significant ROI of nearly $138,000 per participant from Vi’s Breakthrough Leadership Program;

>> Significant contributions to Vi’s external quality audits, resulting in zero tags related to training;

>> 9 out of 11 Vi locations recognized as “Best Places to Work” in 2016;

>> In 2017, all 10 of Vi’s continuing care skilled nursing facilities achieved five-star status (as determined by the Center for Medicare Services) for the first time in 30 years;

>> High level of employee engagement particularly related to training (“training to do job well” was 21 percent higher than U.S. norms; “ability to achieve personal career objectives” ranked 10 percent higher than high-performing companies; “training new hires receive” ranked 24 percent higher than U.S. norms); >> Most importantly, focus on sales training contributed to Vi achieving 168 percent of the company’s financial target in 2017.

Vi is an eight-time Learning! Award-winner.

 

Public Sector #1: VA Acquisition Academy

Area of Excellence: Performance

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Photo courtesy VAAA
Deputy Chancellor Paul Gregory in one of the V.A. Acquisition Academy’s training rooms.

VA Acquisition Academy Drives Engagement and Impact

The Department of Veterans Affairs (VA) is responsible for providing more than $20 billion of federal benefits to nearly 20 million veterans and their families. The VA Acquisition Academy (VAAA), which is soon celebrating its 10th anniversary, is tasked with training a wide range of those valuable VA employees.

The VAAA’s mission is to ensure the VA efficiently and effectively provides goods and services to veterans. It offers an integrated competency-based training curriculum to certify those employees and improve their work performance. VAAA is responsible for training VA’s program and project managers, existing and future contracting officers, logistics/supply chain employees, and facilities and construction managers.

“Our fundamental learning strategy reflects a commitment to stakeholder engagement and value measurement methodologies to ensure business results that support VA’s major initiatives,” remarks VAAA Deputy Chancellor Paul Gregory. His organization educates learners in realworld workplace scenarios, integrating personal and leadership skills and measuring strategic performance.

“The VAAA started out as a single acquisition intern school then added a contracting professional school, a program management school, a supplychain management school and a facilities management school,” notes Gregory. “The separate schools share services so that we can keep costs down and avoid duplication.”

The VAAA develops some training materials in house, but some are commercial lessons purchased off the shelf, and some are taught by government contractors. Not only does the VAAA conduct training that leads to federal acquisition certification, but it also offers employees career progression classes. “Our training is one part of getting certified,” Gregory further observes. (The other two parts are experience and continuous learning to maintain certification.)

“We have seen a tremendous need for leadership training in the contracting workforce.” says Terry Horst, Vice Chancellor of the Contracting Professional School. “Many people in that field have been promoted based on technical ability. Historically, most of the school’s courses have not focused on leadership for contracting professionals. In response to this critical need, we developed the Senior Acquisition Leadership Training program.”

The Senior Acquisition Leadership Training Program lasts nine months. The first class graduated in June. “It is centered on concepts like leadership agility and systems thinking,” Horst observes. “The program assists individuals in the development of themselves and then moves them to a more strategic way of thinking. They learn to turn their strategic thinking into action using contracting case studies. This kind of training empowers them to hit the ground running when they return to their contracting offices.”

Learners in that program undertook capstone projects, writing whitepapers and briefing senior leadership.

“It was very satisfying to both the students and the employees who worked so hard putting the program together,” Horst continues. “Students made comments like ‘it changed my life forever’ and ‘I’ll never be the same.’”

One of the VAAA’s other interesting projects is collaborating with 12 other agencies to reimagine senior level program management training. “We wanted to shorten courses where it made sense and do some blended learning,” says Gregory. “For instance, one course started out as four weeks; now it’s three weeks, because some elements are now done virtually, kind of like the flipped classroom approach. Frankly, this approach looks like it will be a great success.”

U.S. Department of Veterans Affairs Acquisition Academy is a seven-time Learning! 100 award-winner.

 

Private Sector #2: Amazon Web Services

Area of Excellence: Performance

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Amazon Web Services Leads Its Customers to Success in the Cloud

Cloud computing sales will top the $185 billion mark this calendar year. And by 2021, that market is expected to exceed $300 billion.

More than 11 years ago, Amazon Web Services (AWS) started as a Cloud storage service. Today it dominates that sector, with a sales volume that nearly equals the sum of its competitors’. Its growth continues to accelerate at an incredible rate.

AWS has also accelerated in other areas, like innovation. That innovation includes areas that will begin to shape our lives even more in the future, such as machine learning, artificial intelligence, the Internet of Things and serverless computing. In 2017 alone, AWS announced more than 1,400 significant services and features, including Amazon SageMaker, a tool that radically changes the accessibility and use of building sophisticated machine learning models. This has caused an explosion of growth — more than 250 percent — as tens of thousands of customers started also using a broad range of AWS machine learning services. In 2017, at Amazon’s sixth re:Invent Conference, more than 40,000 attended the event live, with more than 60,000 more attending as streaming participants.

With all that growth and innovation, how does AWS service such a broad range of customers and customer needs? The answer is its focus on customer success.

Amazon Web Services is being honored for its global OutcomeBased Account Management (OBAM) program that provides AWS sellers with the Amazonian way to sell. The selling process starts with the customer’s needs and works backward to define the correct solution, all while using a common language, process and methodology.

This year, a new program component was added called Momentum. The aim of this additional program was to provide spaced learning reinforcement for the disciplines previously taught. This reinforcement series runs for nine sessions every other week and is unique to every team, in every country. This allows the associates to fine-tune their Amazonian talent by focusing on specifically targeted skills. Momentum, in turn, provides a continuous trickle of desired behavior reinforcement over the span of six months.

OBAM program is the process, tools, competencies and dialogue architecture for initiating and solidifying Amazon Web Services’ customer-obsessed relationships, fixated on the journey of transforming the seller-customer engagement into a lifelong strategic relationship. The program includes a pre-call, pre-work, a live one-day collaborative training-day session, three post-workshop coaching calls, and an on-demand OBAM playbook.

The program, which has been delivered globally in all geographies, is being met with great success, achieving a global average score of 4.5 out of 5.0 from participants. The program has now been successfully rolled out to 2,500 sellers, and its overall impact can be seen in the continued growth of Amazon Web Services.

As was evident from its Annual Report, Amazon Web Services is a major contributor to Amazon’s overall growth. AWS continues to draw more small, medium and large enterprises to its Cloud platform and growing line of tools and services.

AWS is a three-time Learning! 100 award-winner.

 

Public Sector #2: Defense Acquisition University

Area of Excellence: Culture

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James P. Woolsey is president of Defense Acquisition University.

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Photo Courtesy DAU
It takes a wide array of learning professionals to assure accurate, efficient delivery of information to the DAU’s learners, students, stakeholders and business units.

Defense Acquisition University: A Strategic Shift to the Customer

Starting in 2017, the Defense Acquisition University (DAU) of the U.S. Department of Defense engaged in a year-long strategic planning effort to take a closer look at changes that would be necessary to ensure success for the Defense Acquisition workforce in the future.

The leadership team used the Michael Treacy and Fred Wiersema Value Discipline Model. There are three primary value disciplines successful organizations have used to narrow their business focus to better serve their customers: customer intimacy, product leadership and operational excellence. So those became DAU’s organizational imperatives (value disciplines) for the future of its learning program.

“We didn’t invent this,” notes Dr. Christopher Hardy, DAU Director of Strategic Planning and Learning Analytics. “The very best companies lead with one of those — Apple and Google lead with product innovation; RitzCarlton leads with customer intimacy; Southwest Airlines and Dell lead with operational excellence — but they still do the other stuff. We liked this approach so much, we nested all our initiatives in those three areas in our strategic plan.”

Customer intimacy means cultivating relationships and being adept at giving the customer more than he or she expects; staying ahead of their customer’s rising expectations, targeting markets precisely, and then tailoring products to match the demands of those customers.

Product leadership/innovation means offering customers leading edge products and services that consistently enhance the customer’s use or application of the product, thereby making rivals’ goods obsolete.

And operational excellence means providing customers with reliable products or services at competitive prices and delivered with minimal difficulty or inconvenience.

DAU leadership decided that a customer intimacy strategy best aligns with its vision for the future — that is, to focus on the needs of individual customers by offering a unique range of customer services that allows for the personalization of service and the customization of products to meet differing customer needs.

“We break our customers into learners, students, stakeholders and business units,” notes Hardy. “We’ve always been customer oriented, but we’ve taken it to the next level.”

In embarking on this strategic direction, the organization will listen to its valued customers to better understand them and their needs, enable communication and collaboration, and provide a comprehensive solution at the point of need. The organization also listens to stakeholders and consumers (the learners who directly use products and services).

But what is captured and how it’s captured depends on the target: stakeholder, customer, consumer. How data and intelligence from a source are handled also depends on the source. For example, what is learned from consumers may inform the questions customers are asked, and vice versa. Or what is learned from customers can be shared with stakeholders to help inform their decisions on priorities, resources, and the direction they give DAU.

This new strategic direction — which is being developed and implemented by several “tiger” teams — ensures that we provide customers with the products and services they need to give the warfighter a decisive edge. Not surprisingly, the tiger teams have representation from faculty and staff across DAU.

“Our mission is to help our learners; their leaders and the stakeholders complete their missions. If we can do that, we become a strategic asset,” Hardy concludes.

This is the eighth time that the DAU has been named a Learning! 100 winner.

 

Private Sector #3: T-Mobile USA

Area of Excellence: Culture

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Photo Courtesy T-Mobile
The T-Mobile telesales staff is a hearty and happy bunch, thanks to the company’s Sales Training and Sales Management Transformation project.

Comprehensive Telesales Training Unifies T-Mobile Teammates

T-Mobile, the third-largest wireless carrier in the United States with 74 million customers, is one of the most recognizable brands in the land. T-Mobile provides wireless voice and data services in the United States, Puerto Rico and the U.S. Virgin Islands under the T-Mobile and MetroPCS brands. The company, which has annual revenues of more than $40 billion, also serves as the host network for many mobile virtual network operators.

In 2017, T-Mobile was ranked No.1 in customer service satisfaction by Nielsen. And this month, it is named the thirdbest corporate learning organization among the Learning! 100.

Its sales division is a large part of the company’s success. Last year marked a continued ramp-up and implementation of a massive sales training and sales management transformation for T-Mobile Telesales. Officials claim that enthusiasm is now at an all-time high, “and the team feels completely empowered to take on any and all competition.”

T-Mobile USA Telesales was nominated for this list because of its comprehensive effort to unify all telesales call centers and team members in how they interact both internally and externally with customers to communicate T-Mobile’s Un-Carrier vision.

In 2017, Bart Ons, general manager of the E-commerce and Telesales Department, launched an initial pilot engagement of Pathways to Growth. The intended outcome was to change the sales management and coaching approach used by managers in six key T-Mobile call centers for more than 1200 telesales agents. The project grew to include all call centers as well as a comprehensive and highly customized sales training curriculum, media campaign and rollout. Branding focused on promoting the Un-Carrier culture with a theme to “Unleash, Empower and Excel U.”

The program consisted on a series of e-learning preparation modules, on-site and virtual learning classes, coaching modules, reinforcement e-learning and multimedia solutions, promotions and more. The goal was cultural change, excitement and a focus on working cohesively as one unified T-Mobile to delivery an outstanding customer experience.

And it has worked.

“I’ve turned all my one-on-one sessions to self-realization moments,” claims Jake Cline a T-Mobile supervisor. “I love it when an agent says, ‘This is hard,’ and then figures out something that they can do better without me having to point it out to them, like I was doing before.”

Adds senior manager Charlotte Clevenger, “The UEE Initiative has brought a complete transformation.”

T-Mobile is a three-time Learning! 100 award-winner.

 

Public Sector #3: NASA's Jet Propulsion Laboratory

Area of Excellence: Performance

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Anthony Gagliardo is head of HR &Technical Training at NASA's JPL.

Jet Propulsion Lab’s ‘Destination 2025’

NASA’s Jet Propulsion Laboratory (JPL) is a unique national research facility that carries out robotic space and Earth science missions. JPL helped open the Space Age by developing America’s first Earth-orbiting science satellite, creating the first successful interplanetary spacecraft, and sending robotic missions to study all the planets in the solar system as well as asteroids, comets and Earth’s moon. In addition to its missions, JPL developed and manages NASA’s Deep Space Network, a worldwide system of antennas that communicates with interplanetary spacecraft.

The JPL human resources (HR) and learning and development (L&D) team serves as the primary JPL organization responsible for satisfying leadership, organization learning and development, as well as technical training needs of more than 6,000 JPL personnel and 7,000 contract affiliates.

Like many technical organizations, JPL faces challenges in managing the transference of deep technical and institutional knowledge while experiencing an unprecedented growth in JPL mainline mission and a drastic shift in its multi-generational workforce. JPL must address the changing learning styles of new and existing individuals and the constant employee expectation of a commerciallike learning experience.

In 2015, JPL’s Chief Human Resource Officer Cozette Hart formed the “Destination 2025” working group dedicated to exploring and advancing the future of working and learning at JPL. Since then, JPL’s business case for modernization of learning has been contextualized. The primary areas of learning modernization were identified as:

>> Modernization of the JPL learning environment; consistently improve on the availability and quality of training while enhancing the learning experience.

>> How to significantly modernize talent acquisition and management in the most technically advanced place on Earth.

Change awareness was raised among stakeholders through early communication related to JPL’s needs for change in learning technology and its rapidly evolving capabilities. At JPL, the scope of change was full employee development and a new training ecosystem. The change team provided support and resources and set the direction for various efforts to increase value in specified business areas.

To bring resources together, integrate processes and communicate effectively, goal-oriented change management was designed to guide individuals and organizations at JPL. The desire for change was reinforced through employee engagement and participation with the aim to overcome resistance through a cross- functional sponsorship program.

The proposed learning approach was designed to provide flexibility and support that complements the capabilities of JPL’s unique workforce. The learners of today expect a digitally rich learning environment, and implementation of new technology enabled a personalized learning experience to JPL employees anytime and anyplace in real-time. The HR team and its laboratory partners prepared to shift and integrate resources by focusing on the new learning ecosystems in terms of the operational support, technology and curriculum. Each pivot area evolution was based on application of advanced technologies and approaches.

JPL is a federally funded research and development center managed for NASA by Caltech. From the long history of leaders drawn from the university’s faculty to joint programs and appointments, JPL’s intellectual environment and identity are profoundly shaped by its role as part of Caltech.

JPL is a first-time winner of the Learning! 100.

 

Private Sector #4: Shaw Industries Group, Inc.

Area of Excellence: Collaboration

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Photo Courtesy Shaw
The Shaw Learning Academy (SLA) provides employees with 1 million hours of training each year.

Shaw Learning Academy Helps Employees Reach Full Potential

Shaw Industries Group, Inc. — a wholly owned subsidiary of Berkshire Hathaway, Inc. — is a leading floor covering provider and the world’s largest carpet manufacturer. It supplies carpet, resilient, hardwood, laminate, tile and stone flooring products and synthetic turf to residential and commercial markets worldwide.

Shaw Learning Academy (SLA) is a key to that success, providing more than 1 million hours of training annually through diverse learning solutions and platforms to meet the diverse learning needs of Shaw’s associates, customers, suppliers and community. SLA, by design, promotes innovation, fresh thinking and dedication to quality.

“Education and training are instrumental to how Shaw helps create a better future for associates, customers, communities and the company,” says Danny Crutchfield, Shaw’s director of corporate training and organizational development, who also leads the Shaw Flooring Network. “It’s a critical component in helping associates and customers reach their full potential and succeed amidst an ever-changing industry.”

The company’s 22,000 associates are engaged in a wide variety of roles (manufacturing, R&D, product design, engineering, sales, distribution, transportation, sustainability, I.T., HR, marketing and communications, management, etc.) to ensure superior customer service and high-quality products.

Additionally, Shaw recognizes its retailers’ success is inextricably linked to training and support. The company has designed comprehensive and customized educational programs offer to help retailers meet their business objectives. More than 15,000 customers engage with the Shaw Learning Academy each year through regional training, online sessions, markets, the Shaw Flooring Network Convention, and other offerings in addition to extensive continue education opportunities offered to commercial customers worldwide.

This dedication to education and training is not new.

“We’ve always been an industry leader in a variety of ways, like product innovation, community involvement and sustainability,” notes Brian Cooksey, Shaw’s director of Operations, Training and Development. “We have had speakers present at different conferences all over the country on different topics. We’re also heavily involved in leading workforce development efforts, technology and innovation efforts, so our speakers are often asked to come and share their stories.”

The Shaw Learning Academy plays a significant role in helping develop business initiatives. For instance, Shaw celebrated its 50th year in 2017; as a result, leadership began to consider the next 50 to 100 years, “what we need to do to continue to be successful,” Cooksey says. “Like business objectives, culture — things we might want to tweak.”

To that end, Shaw’s upper managers published a “Shaw Way” document last year that captures their vision, their mission and their values as they pertain to high-level business strategies.

“The document contains business and cultural imperatives designed to continue our success but also take us to a new level,” Cooksey reveals. “Because we have a diverse offering of products and diverse customer bases all over the globe, we have to make sure we keep up with the times.”

The process involved conversations across the entire Shaw organization and with customers and with research in marketplace. “It was really a good process for the organization, and from that we developed a new competency model,” Cooksey continues. “It’s really helped to align some of the training support we provide — online or instructor-led or virtual—to give clarity to the organization. And it was nice for our group to have a seat at the table during the process of brainstorming the business.”

Shaw is an eight-time Learning! 100 award-winner.

 

Public Sector #4: American Heart Association

Area of Excellence: Collaboration

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Photo Courtesy AHA
AHA employees take a chance to signal their delight with what they've learned.

‘Building Powerful Partnerships’ Meets American Heart Association’s Objectives

During 2017, the American Heart Association (AHA) wanted to establish a unified fund-raising process and culture across its organization for both volunteercentric and direct groups. Besides this unified fund-raising process, AHA also wanted to support its staff in articulating its mission, impact and programs, as well as reach critical thresholds in areas of revenue and health goals.

These business outcomes led to the creation and then extension of the Building Powerful Partnerships program.

“After we conducted the initial rollout, we found that we had to adjust to specifically serve new employees,” says Amanda Haggerty, the AHA’s Learning and Development Trainer. “The difference in 2017 was a shift to new employees and new supervisors. We also needed to continue reinforcing the content, so training now consists of a suite of ‘refreshers,’ 15 sessions that last 60 to 90 minutes that any supervisor can host during team meetings. These rich coaching sessions are a ‘deep dive’ into the relationship development concepts that allow employees the opportunity for continued application of best practices.

Some of the learning objectives that needed to be achieved were:

>> Demonstrate ability to lead conversations that will offer value to partners and volunteers by focusing on their needs;

>> Apply best practices for creating rapport, earning trust, and aligning the AHA message and mission with partner and volunteer needs;

>> Discover and practice proven ways to leverage LinkedIn for establishing credibility and making connections with prospective partners and volunteers;

>> Define four typical human behavior styles useful for enhancing conversations with partners, volunteers and team members;

>> Identify and practice proven strategies for each behavior style resulting in better communication and increased trust;

>> Apply the Powerful Partner Research concepts during the engagement process with prospective partners and volunteers;

>> Evaluate and develop plans for transitioning relationships to the next level of stewardship and involvement.

>> Describe and practice the fivestage SMART engagement model to plan and execute high-impact conversations with partners and volunteers;

>> Practice the five-step HEART Conversation process;

“The five-stage SMART engagement model is the entire relationship development process,” explains Haggerty. “It begins at the prospecting stage and lasts all the way to transformational growth.” It’s a year-after-year program, from inception, to growth, through continued maintenance.

“Within the SMART framework,” Haggerty continues, “the HEART conversation process gets into the meat of an external meeting with someone, including the art of the conversation, how to articulate the corporate mission, and how to make the ‘ask.’”

This “Building Powerful Relationships” program exceeded all expectations and helped the American Heart Association achieve its critical goals, which in turn helped the Dallas-based non-profit organization continue its work.

“We’ve seen numerous staffers tell us through surveys that they were more comfortable with the mission and with making ‘asks’ on our behalf,” says Haggerty.

“This program, has really stuck with the staff. We are excited to continue to bring them the curriculum year after year.”

This is the seventh trip to the Learning! 100 for the American Heart Association.

 

Private Sector #5: Navy Federal Credit Union

Area of Excellence: Culture

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Thomas Greek, VP Learning & Development Communications

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Photo Courtesy Navy Federal Credit Union
Leaders learn to work together through experimental activities at monthly ‘Follow the Leader’ events.

Navy Federal Credit Union: Growth Starts at Point of Hire

The Navy Federal Credit Union has staked its reputation and growth on the belief that professional development and education start at the point of hire and continue throughout each employee’s career. To that end, the organization continually invests in its employees to drive their engagement, commitment and quality of service to members.

“We have about 17,000 employees all across the world servicing the military and their families, and most participate in the learning environment in any given year,” observes Thomas Greek, vice president of Learning, Development and Communications. “Our learning strategies are tied into the strategic plan. The mission of our team of about seven trainers is to be scalable and sustainable.”

Many of the Navy FCU’s employees joined the credit union at entry-level positions and have since grown professionally within the organization. Some senior leaders, who started as entry-level employees, even grew into their current roles with the help of the learning opportunities available to them as their careers progressed.

“Our employees are instrumental to our continued success, and much of their loyalty, skill level and engagement can be attributed to the training and development they received,” Greek continues. “Navy Federal has a robust learning culture, which is cascaded throughout the organization.”

It’s not an easy task, either, to offer valuable learning and training to so many employees with such a wide range of skillsets, from communications to marketing to back-office support to finance.

“New hires come to us with a lot of technical skills,” Greek admits, “so most of what we’re doing is helping teach soft skills like communication, leadership and time management. We reinforce those technical skills and add to them through our soft skills library.”

That extensive learning library primarily based on in-house-generated content.

“Our team of instructional designers come with an incredible skillset and are well versed in learning theories,” Greek continues. “Their mission is to create good content that includes how to train effectively in a virtual environment with content that is relevant and entertaining.”

Since 1933, Navy Federal Credit Union has grown from seven to more than 7 million members. And during that time, its vision statement has remained focused on serving a unique field of membership.

“Simply put, our team members are remarkable, and they truly understand the important responsibility we have to serve our members,” says Cutler Dawson, Navy Federal’s president/CEO. “For 85 years, we’ve listened to what our members want and will continue to provide an exceptional experience.”

Employees at all levels of the organization have the opportunity to attend employer-sponsored workshops with curriculum that includes leadership, interpersonal communication skills, “emotional intelligence,” workplace creativity and supervisory skills. Graduate-level instruction and executive skill development is available to those employees at the supervisor/manager level and above.

Additionally, there is a Career Ambassador Program that “trains up” volunteers from the business unit on how to be career advisors so other employees can get that kind of career advice from colleagues or peers when they need it.

“We’re growing quite rapidly,” Greek says. “We have a lot of internal promotions, so our people need a lot of just-in-time resources. We give them on-demand career development resources that employees can take where and when they need them.”

And employee satisfaction is astounding: “Surveys and business outcomes let us know if training hits the mark. Employees take courses because they want to, so we see high scores in engagement, well higher than industry benchmarks.

Navy Federal Credit Union, which is owned by its members, is a seven-time Learning! 100 award-winner.

 

Public Sector #5: U.S. Office of Personnel Management

Area of Excellence: Collaboration

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U.S. OPM’s USALearning Offers Critical Cybersecurity Training

Cybersecurity is becoming more of a threat, especially to U.S. Office of Personnel Management, U.S. OPM) and other federal, state and local government agencies. Every day, new security issues gain the attention of the computer security community, including loss of data, new malware, and/or new ransomware, which is a type of malware that restricts access to the infected computer system in some way and demands that the user pay a ransom to the malware operators to remove the restriction. Just recently, the City of Atlanta, Ga., had its systems compromised by ransomware.

The challenges of cybersecurity are changing rapidly with new vulnerabilities being discovered and systems previously thought secure being compromised.

So U.S. OPM’s USALearning is now working with the U.S. Department of Homeland Security in partnership with Carnegie Mellon University to develop and offer more than 60 online cybersecurity courses to federal, state and local government employees, including U.S. Department of Defense personnel and U.S. military veterans. These courses can build skills and support any career transitioning to the cybersecurity field.

The “Cybersecurity Awareness” course introduces the automated information systems (AIS) environment and the threats and vulnerabilities faced when working within the government or defense industrial systems. It provides a working knowledge of cyber intrusion methods and cybersecurity countermeasures to assist employees in preventing cyberattacks and protecting their systems and information. The user experience centers on a single, large-scale, disastrous event. Several contributing scenarios are presented to show different vantage points related to the large event. Through the large event and associated contributing scenarios, students learn about different cyber threats and methods of operation, targeted information, countermeasures, and reporting requirements. This approach demonstrates for users that even small events can contribute and lead to immeasurable consequences.

More than 600 hours of courses are hosted in a secure FedRAMP environment. Already, more than 200,000 government employees and veterans have self-registered and are taking courses with more than half-a-million course completions or courses in-progress. The self-registration is free, and there is no cost from USALearning to access any of the courses.

These courses provide instruction on how to lock down sites, perform vulnerability testing, address patches, lock out hackers, and hundreds of other key security topics—practices that are fast becoming requirements for anyone working on computers, especially those taking advantage of the Cloud.

The USALearning program is operated out of the Office of Personnel Management (OPM), and is a part of the HR Solutions Directorate, in the Center for Leadership Development. The program was formerly called the GoLearn Program and has been active since the creation of 24 E-Gov initiatives by President George W. Bush’s e-training initiative in 2002. The purpose of the program is to leverage simplified acquisition processes and allow agencies to expeditiously acquire a myriad of support services via Intra/ Interagency agreements under the authority of the Economy Act and Revolving Fund.

USALearning supports the development of the federal workforce and advances the accomplishment of agency missions through simplified and one-stop access to high quality e-learning products, information and services. Some of its offerings include the development and delivery of customized learning management systems (LMS); learning content management systems (LCMS) and associated services; e-learning/testing platforms; communities of practice; and other customized content and collaborative platforms to include object and document repositories, course development, and innovative software engineering services.

This is the fifth time that the U.S. Office of Personnel Management (OPM) has been awarded Learning! 100 status.

 

 

View the full list of 2018 Learning! 100 Award winners below:

 

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Published in Top Stories

 

The Top 100 Learning Organization Rankings to be Revealed August 27th 

The Elearning! Media Group revealed the Learning! 100 top learning organizations finalists for 2018. The final rankings will be celebrated at the Learning! 100 Awards Reception and Ceremony on August 27th in Alexandria, VA at the Hilton Mark Center. The event is co-located with ADL’s iFest event. 

“The Learning! 100 recognizes the top 100 global learning organizations for high performance. These organizations are innovative, collaborative and have a truly immersive learning culture,” reports Catherine Upton, Award Chairperson.  “Organizations from 6 to 2 million employees are among the finalists this year proving size does not matter when it comes to making a difference in learning.”

This year, the Learning! 100 Award’s Opening Keynote will be Sae Schatz, Director of Advanced Distributive Learning Initiative. Her Keynote will kick off the Learning! 100 Seminar Series themed “Destination 2025.”   Learning! 100 leaders will present insights, advice and lessons learned over the coming months.  

“The Learning! 100 Seminar Series is a valuable resource for learning professionals to share, network and learn from the world’s learning elite, says Jerry Roche, Executive Director, Elearning! Media Group. The forum is easily accessible to leaders and their teams and provides real-world advice on challenges our industry faces.

2018 Learning! 100 Finalists

In its 8 year, the Learning! 100 are comprised of 60 corporate enterprises and 40 public sector organizations.  This year’s Corporate finalists are:

             

 

African Global Operations

Agilent Technologies

Amazon Web Svcs

American Credit

Acceptance, part of The Johnson Group

AMKOR

Brown & Brown Insurance

Canon

Chipotle

Choice Hotels Intl

Cigna

Coupa Software

 Coursera 

Deloitte

Dine Aware

DiscoverOrg

DR Pepper Snapple

Facebook

First Insight Corporation G4S Secure Solutions (USA) Inc.

Global Council of Corporate Universities

Global Mindset

Google

HILLYARD

Hyatt

IBM Integrated Manufacturing and Assembly

JetBlue

KPMG

Lehigh Valley Hospital Network  

LinkedIN

Lloyd's Banking Group

MA GENERAL HOSPITAL

Institute of Learning

McDonald's 

Mercy Technology Services MITEL

Navy Federal Credit Union 

Nvidia

Paycor

Progressive Insurance

PwC 

Qualcomm

RBC Financial

Robbins Research

Rogers Communications

SAFRAN

Salesforce Scripps Health Shaw Industries Group, Inc.

Skillsoft

Telus

The Corridor Group

T-Mobile

Udacity

United Electric Supply UnitedHealthcare VCA Inc.

Vi

Walmart

Watco Companies, LLC WD-40 Company

 

Public Sector finalists are:

American Heart Assoc

American Society of Assoc Executives

Canadian Marketing Assoc

Defense Security Services Center for Development of Security Excellence

E-learning for Kids

Federal Government Distance Learning Assoc

George Mason University

iNACOL

International Society of Technology in Learning

Khan Academy

NASA's Jet Propulsion Laboratory

NASCAR Event Management

National Training & Simulation Assoc

NATO Allied Command Transformation 

Personnel Board of Jefferson County

SkillsUSA.org

Team Orlando

U.S. Advanced Distributed Learning Initiative

U.S. Air Force

U.S. Defense Acquisition Academy

U.S. Navy

U.S. Office of Personnel Management

U.S. Veterans Affairs Acquisition Academy

University of Arizona

University of Central Florida

USC's Institute for Creative Technologies 

Veterans of Foreign Wars of the United States 

Western Governors University

William & Mary University

YMCA of San Diego County

             

Previous honorees include Amazon, American Heart Association, Cisco, Khan Academy, NASA and Zappos. View previous winners at: http://www.2elearning.com/awards/learning-100-awards. 

About the Learning! 100 Awards

The Elearning! Media Group’s (EMG) Learning! 100 Awards recognize excellence in learning across enterprises that invest in a truly immersive learning culture. Learning! 100 Awards recognize the top 100 organizations for their best-in-class learning and development programs, enabling learning culture that creates outstanding organizational performance. Whether your firm is large or small, learning is departmentled or enterprise-wide, you should consider applying for the Learning! 100 Awards.

The Learning! 100 are honored at the annual awards reception and ceremony. They are also featured in articles, Web seminars, conference sessions hosted across the year by Elearning! and Government Elearning! magazines.

About Elearning! Media Group 

Elearning! Media Group (EMG), owned by B2B Media Group, LLC, a privately held trade media company. A 24-time award-winning media brand, EMG consists of 11 media products including:

Elearning! Magazine, Government Elearning! eMagazine, Alert, Edge eNewsletter,

2elearning.com, Elearning! Web Seminar Series, Enterprise Learning! Events, Best of Elearning! Awards, Learning! Champion and Learning! 100 Awards. Elearning! Media Group serves the $243 billion enterprise learning market. In combination, these brands reach more than 2 million executives, practitioners and professionals, all evaluating or implementing enterprise learning and workplace technologies across their organizations each year. Suppliers and practitioners can follow us: online at: http://www.2elearning.com; on Twitter: 2elearning, #ELC17; via Facebook:

Elearning!-Magazine; and, LinkedIn: Elearning! Magazine Network or Enterprise Learning! Events.

 

Published in Top Stories

 

Award Honors Top Learning Organizations for Innovation, Collaboration and High Performance

Elearning! Media Group, publishers of Elearning! Magazine and Government Elearning! Magazine announced the 2018 Learning! 100 Award Call for Applications deadline has been extended to April 15th. The annual award program honors public and private sector organizations for innovation, collaboration and learning culture that drives performance. Applications can be submitted at: https://www.surveymonkey.com/r/Learning100


“The Learning! 100 award winners are an elite team of high performers. This is your team’s opportunity to join the exclusive Learning! 100 club by applying online before April 15th. The process takes only 20 minutes,” shared Catherine Upton, Group Publisher of Elearning! Media Group. “Learning is at the core of their success. Every Learning! 100 winner inspires us with their innovation, passion and performance.”

Previous Learning! 100 honorees include T-Mobile, Amazon Web Services, American Heart Association, Salesforce, NASCAR, Defense Acquisition University, and Scripps Health to name a few.

Are You a Learning! 100?
In its 8th year, the Learning! 100 Award call for nominations is now open. Elearning! Media Group, host of the Learning! 100 Award, invites all organizations, small and large, private or public sector to apply. The process is easy via an online application. There is no entry fee for public sector submissions. Corporate enterprises invest only $295 to apply, which includes the trophy and ticket to the awards event, if selected as a Learning! 100 winner.

Learning! 100 applications are evaluated on three sets of criteria: (1) Learning Culture Index developed by The Darden School, (2) Collaborative Strategies’ Collaboration TCEP Index and (3) Overall Organizational Performance. The Learning! 100 awards committee reviews all applications which are scored and ranked. The 2018 Learning! 100 applications must be submitted by April 15th, 2018 for consideration at: https://www.surveymonkey.com/r/Learning100


Important Dates
Web Seminars & Sessions
Learning! 100 Call for Applications Feb 1st – April 15th, 2018
Learning! 100 Winner Notifications May 30th, 2018
Learning! 100 Awards Issue Deadline July 1st, 2018
Learning! 100 Awards Reception September 10th, 2018
Learning! 100 Winner Articles, Aug 2018-July 2019

Previous Winners

The Learning! 100 winners have much to share with the learning community including:

“I’m truly honored that ASAE University was recognized for its online programs,” said ASAE Vice President of Online Learning Tammy Blosil. “We always strive to create courses that will advance members’ knowledge as well as provide tools and resources they can share and utilize in their organizations.”

"Our customers' success is everything to us. Seeing Amazon Web Services, Ingersoll Rand and T-Mobile get recognized for their dedication, hard work and accomplishment - and knowing that our solutions are contributing to their success - is an immensely rewarding experience," says Walter Rogers, CEO of CCI and BCI.

“Being ranked in the top 20 is an honor for our organization, and demonstrates that although we are a rather small, privately held organization, we can play with the likes of Salesforce, Facebook, Amazon, and Cisco,” stated Anne Yarmark, EVP of HR & Administration, Choice Logistics, Inc.

“Elearning! Media Group (EMG) announced their annual Learning! 100 awards, ranking the top 100 learning and development programs in the private and public sectors,” reported Tom Cunningham, Vice President, Global Sales On-boarding, Skillsoft. “Along with the dozens of Skillsoft customers that made the list, we are very excited to be named the #17 corporate enterprise honoree for the success of our Sales Onboarding Program!”

“What a great experience – I was humbled to be in the same room as such thought leaders. The TSA thoroughly inspected the gorgeous piece of crystal carefully wrapped in the middle of my suitcase! I hope they enjoyed it half as much as I do.” – Gail Scripko, Training Director, Godiva Chocolatiers.

To learn more about the Learning! 100 Award and prior honorees, visit: http://www.2elearning.com/awards/learning-100-awards

About the Learning! 100 Award
The Elearning! Media Group’s (EMG) Learning! 100 Award recognizes high performance enterprises that are collaborative, innovative, with an immersive learning culture. The Learning! 100 Award recognizes the top 100 global organizations across the public and private sectors for their best-in-class learning and development programs that drive organizational performance. To learn more visit: http://www.2elearning.com/awards/learning-100-awards


About Elearning! Media Group
Elearning! and Government Elearning! magazines, e-magazines, e-newsletters, Alerts, websites and events are produced by B2B Media Company, LLC. Elearning! Magazine is one in a family of 12 media brands serving the $243 billion enterprise learning market. In combination, these brands reach up to 2 million executives and professionals who plan, evaluate and deploy enterprise-wide learning solutions across their organizations each year. To learn more, visit: http://www.2elearning.com.

To learn more at about Elearning! Media Group, visit: 2elearning.com; on Twitter: 2elearning or #ELSummit or #ELCE18; via Facebook: Elearning!-Magazine or LinkedIn: Elearning! Magazine Network or Elearning! Summit.

 

Published in Latest News

 

Award Program Recognizes Top 100 Global Learning Organizations

Elearning! Media Group, publishers of Elearning! Magazine and Government Elearning! Magazine announced the 2018 Learning! 100 Award Call for Applications is now open. The annual award program honors public and private sector organizations for innovation, collaboration and learning culture that drives performance. Applications can be submitted at: https://www.surveymonkey.com/r/Learning100

The Learning! 100 award winners are an elite team of high performers. From small to large enterprises, this award honors those that push the limits of learning and development, to over achieve by exceeding performance expectations,” says Catherine Upton¸ Group Publisher, Elearning! Media Group. “Learning is at the core of their success. Every Learning! 100 winner inspires us with their innovation, passion and performance.”

Previous Learning! 100 honorees include T-Mobile, Amazon Web Services, American Heart Association, Salesforce, NASCAR, Defense Acquisition University, and Scripps Health to name a few. 

Are You a Learning! 100?

In its 8th year, the Learning! 100 Award call for nominations is now open. Elearning! Media Group, host of the Learning! 100 Award invites all organizations, small and large, private or public sector to apply. The process is easy via an online application. There is no entry fee for public sector submissions. Corporate enterprises invest only $295 to apply, which includes the trophy and ticket to the awards event, if selected as a Learning! 100 winner.

Learning! 100 applications are evaluated on three sets of criteria: (1) Learning Culture Index developed by The Darden School, (2) Collaborative Strategies’ Collaboration TCEP Index and (3) Overall Organizational Performance. The Learning! 100 awards committee reviews all applications which are scored and ranked.  The 2018 Learning! 100 applications must be submitted by April 1st, 2018 for consideration at:

https://www.surveymonkey.com/r/Learning100

Important Dates

Learning! 100 Call for Applications    Feb 1st – April 15th, 2018

Learning! 100 Winner Notifications   May 30th, 2018

Learning! 100 Awards Issue Deadline July 1st, 2018

Learning! 100 Awards Reception       August 2018

Learning! 100 Winner Articles,          Aug 2018-June 2019

    Web Seminars & Sessions

Previous Winners

The Learning! 100 winners have much to share with the learning community including:

I’m truly honored that ASAE University was recognized for its online programs,” said ASAE Vice President of Online Learning Tammy Blosil. “We always strive to create courses that will advance members’ knowledge as well as provide tools and resources they can share and utilize in their organizations.”

"Our customers' success is everything to us. Seeing Amazon Web Services, Ingersoll Rand and T-Mobile get recognized for their dedication, hard work and accomplishment - and knowing that our solutions are contributing to their success - is an immensely rewarding experience," says Walter Rogers, CEO of CCI and BCI.

“Being ranked in the top 20 is an honor for our organization, and demonstrates that although we are a rather small, privately held organization, we can play with the likes of Salesforce, Facebook, Amazon, and Cisco,” stated Anne Yarmark, EVP of HR & Administration, Choice Logistics, Inc.

Elearning! Media Group (EMG) announced their annual Learning! 100 awards, ranking the top 100 learning and development programs in the private and public sectors,” reported Tom Cunningham, Vice President, Global Sales On-boarding, Skillsoft. “Along with the dozens of Skillsoft customers that made the list, we are very excited to be named the #17 corporate enterprise honoree for the success of our Sales Onboarding Program!”

“What a great experience – I was humbled to be in the same room as such thought leaders. The TSA thoroughly inspected the gorgeous piece of crystal carefully wrapped in the middle of my suitcase! I hope they enjoyed it half as much as I do.” – Gail Scripko, Training Director, Godiva Chocolatiers.

To learn more about the Learning! 100 Award and prior honorees, visit: http://www.2elearning.com/awards/learning-100-awards

About Elearning! Media Group

Elearning! and Government Elearning! magazines, e-magazines, e-newsletters, Alerts, websites and events are produced by B2B Media Company, LLC. Elearning! Magazine is one in a family of 12 media brands serving the $243 billion enterprise learning market. In combination, these brands reach up to 2 million executives and professionals who plan, evaluate and deploy enterprise-wide learning solutions across their organizations each year. To learn more, visit: http://www.2elearning.com.

To learn more at about Elearning! Media Group, visit: 2elearning.com; on Twitter: 2elearning or #ELSummit or #ELCE18; via Facebook: Elearning!-Magazine or LinkedIn: Elearning! Magazine Network or Elearning! Summit. 

About the Learning! 100 Award

The Elearning! Media Group’s (EMG) Learning! 100 Award recognizes excellence high performance enterprises that are collaborative, innovative, with an immersive learning culture. The Learning! 100 Award recognizes the top 100 global organizations across the public and private sectors for their best-in-class learning and development programs that drive organizational performance.  To learn more visit: http://www.2elearning.com/awards/learning-100-awards

 

Published in Latest News

If there is a lesson to be learned from this year’s Learning! 100 honorees, it is that there is always room for improvement, that learning organizations cannot stand pat from year to year, no matter what kind of accolades they’ve won in the past.

For instance, take Learning@Cisco, which is making its seventh journey into the Learning! 100. The company instituted a “My Services Connect” project this past year. And the U.S. Defense Acquisition University (DAU) — another seven-time honoree — which rewrote its strategic plan to account for advances in the theory and practice of government learning processes. And even relative Learning! 100 newbie Ingersoll Rand, which instituted a “Pathways to Growth” plan for its global sales team.

All three of those institutions, along with the others highlighted on the following pages, did not rest and are still providing cutting-edge approaches to implementing new learning projects and initiatives in their respective organizations.

The only Learning! 100 company to earn first-time Top 10 honors this year is Last Mile Health, whose dedicated work in Liberia against an Ebola outbreak earned a visit from former President Bill Clinton last year. This profile is a must-read for everyone, for it exemplifies what can be accomplished to serve mankind through effective education, learning and training—no matter what the circumstances and obstacles.

Learning! 100 applicants are evaluated across three criteria: Collaborative Strategies’ Collaboration Index, Darden School’s Learning Culture Index, and overall organizational performance. Accolades are awarded in four categories of excellence: innovation, culture, performance and collaboration.

Discover how these leading organizations are so successful with their learning programs on the following pages, and watch for upcoming sessions, Web seminars, articles and events hosted by Elearning! magazine.

 

Here are the Top 10 Learning! 100 organizations for 2017:

CORPORATE

1) T-Mobile

2) Amazon Web Services

3) Salesforce

4) Cisco

5) Ingersoll Rand

PUBLIC SECTOR

1) Defense Acquisition University

2) American Heart Association

3) Advanced Distributed Learning Initiative

4) Last Mile Health

5) U.S. Department of Veterans Affairs Aquisition Academy

 

 

PRIVATE SECTOR #1

The ‘Un-Carrier’ Culture at T-Mobile

Area of Excellence: Culture

L1002017TMobileImage

T-Mobile U.S.A. is the fastest growing company in the extremely competitive wireless communications industry. It’s position as the ‘Un-Carrier’ fuels subscriber growth. No long-term contracts, excellent customer service and high valued services are the norm at T-Mobile, the ‘Un-Carrier.’

T- Mobile U.S.A. has been chosen as #1 Learning! 100 for unifying the ‘Un-Carrier’ vision at the sales level.

When Bart Ons came on board, he found that while the telesales team was performing and meeting its revenue targets, the organization was highly fragmented, with call centers each using different processes, tools, management models and training approaches. Knowing this was not a sustainable approach, Ons deployed a pilot engagement of “Pathways to Growth.” The intended outcome was to change the sales management and coaching approach used by managers in six key T-Mobile call centers for more than 1,200 telesales agents.

As the Pathways to Growth (PTG) engagement launched, the project grew to include all call centers as well as a comprehensive and highly customized sales training curriculum, media campaign and rollout. Branding focused on promoting the Un-Carrier culture with a theme to “Unleash, Empower and Excel U.”

The teams worked together to build a series of e-learning preparation modules, on-site and virtual learning classes, coaching modules, reinforcement e-learning solutions, multimedia solutions, promotions and more. The goal was cultural change, excitement and a focus on working cohesively as one unified T-Mobile to deliver an outstanding customer experience.

T-Mobile had already experienced measurable success through its efforts to fine-tune its sales manager coaching process in its B2B sales unit. Through the PTG sales management program, T-Mobile’s B2B sales group successfully shifted its management culture to not only accelerate the effectiveness of sales team members but also improve the accuracy of forecasting by improving the health of the forward pipeline.

During the PTG discovery process and subsequent sales management training, consultants recognized that there was a deeper need to manage a wholesale cultural shift within this sales group. In January 2017, early results from the PTG training were presented to senior leaders, including recommendations and proposed plans for additional, bespoke change management training for the Digital Frontline built around T-Mobile’s “Un-Carrier” culture.

The kickoff of the UEE program occurred in March of 2017 and the training is ongoing. The components of the program include:

>> U-Unleash – Digital introduction to the Un-Carrier philosophy to onboard participants (March-April 2017)

>> U-Train – Train-the-trainer program for Digital Frontline trainers and quality assurance staff (March 2017)

>> U-Lead – Leadership training for Digital Frontline managers, supervisors, trainers and QA (May 2017)

>> U-Sell – Selling and soft skills training for Digital Frontline sales agents (June-August 2017)

>> U-Call – Introducing a new sales call flow offering agents both consistency and flexibility (Mar 2017)

>> U-Grow – Training on call review and coaching to ensure consistency and improved customer experience (starting September 2017)

>> U-Start – New UEE-based onboarding and new-hire training program (starting September 2017)

With a successful sales program, already begun, T-Mobile is being honored with Learning! 100 designation for the second time.

 

PUBLIC SECTOR #1

A Learning Evolution at Defense Acquisition U.

Area of Excellence: Performance

L1002017DAUImage

Defense Acquisition University’s senior leadership team. First row, center, white shirt: DAU President Jim Woolsey. Photo courtesy DAU.

This year, Defense Acquisition University developed a completely revised strategic plan ensuring both alignment with business strategy and directly targeting its vision and mission.

“This is the future of learning, and is already well within our reach,” says DAU’s Dr. Christopher Hardy. “There will always be more changes, new technology and new possibilities. [But] we are well positioned to identify these, adapt, and remain a world-class learning leader.” The DAU’s new strategic plan includes its comprehensive learning strategy, the Acquisition Learning Model (ALM).

One of the strategy’s primary goals is to ensure cross-domain integration and repurpose learning assets among domains. By doing so, all activities have been focused primarily on job and organizational success.

Comprising three separate yet integrated domains (foundational, workflow and performance learning), the ALM “links” training (both in classroom and on line); acquisition resources and job support tools; mission assistance and customized workshops, allowing DAU to be current, connected and innovative in every area. Why current, connected and innovative?

Students need current information— the latest policies, guidelines, and lessons learned relevant to their increasingly diverse and fast-paced work. For them, current also means up-to-date case studies and course materials found in our foundational learning assets, as well as continuously refreshed and interesting news and tools available in our workflow learning assets. Likewise, DAU must have current and direct knowledge of what’s going on in the acquisition enterprise.

Students also need to be connected quickly and easily to the information required for their success on the job, not to mention connected to each other. Finally, the DAU must be innovative in the methods used to transfer knowledge to the workforce.

The entire strategic planning process is a deliberate, planned, measured, iterative and integrated cycle that continuously moves DAU toward its organizational goals and vision for the workforce. The ALM’s primary purpose, “improve acquisition outcomes,” is a now a pivotal part of DAU’s vision statement, ensuring all supporting objectives and tasks in its strategic plan.

As implemented in the new Strategic Plan, the ALM extends the concept of learning beyond the classroom. DAU is now delivering more “in-context consumption learning” on the job — anytime, anyplace — a growing number of learning products to an increasing number of Defense Acquisition workforce members. All learning assets (courses, how-to videos, self-service portals, job support tools) are integrated and shared among the three domains. By implementing the ALM as a cost-effective measure, the university aligns with senior leadership, continuously modernizes its business and learning infrastructure, has a worldclass learning architecture deployed, continuously updates curricula, recruits the right talent, and rewards performance, ultimately garnering global recognition as a leading corporate university.

The scale and scope of the ALM:

Foundational Learning:

DAU offers more than 400 technical training courses supporting the 14 Defense Acquisition Workforce Improvement Act (DAWIA) career fields, which require that Defense Acquisition workforce members be certified for their positions.

Workflow Learning:

Access to acquisition knowledge outside traditional learning environments improves efficiency, innovation, and effectiveness—enhancing job performance. It also augments the foundational learning that occurred in the classroom.

Performance Learning.

Extends help beyond the classroom into the workplace with mission assistance services. This program places seasoned faculty onsite at organizations ranging from smaller acquisition teams to larger acquisition programs.

DAU is a seven-time Learning! 100 honoree.

 

PRIVATE SECTOR #2

Amazon Web Services Focuses on Enabling Customer Success

Area of Excellence: Performance

 More than 10 years ago, Amazon Web Services (AWS) started as a storage services. Today, it offers more than 70 services for compute, storage, databases, analytics, mobile and enterprise applications. AWS announced 722 new features and services last year making it one the most innovative cloud-storage companies.

Amazon Web Services (AWS) is being honored as #2 Learning! 100 company this year, thanks to its Outcome Based Account Management (OBAM) program. Consistent with the Amazon Leadership Principle of Customer Obsession, the OBAM methodology works backward from customers, defining success through their eyes based on their unique needs and target outcomes. As is common at Amazon, the development of OBAM involved extensive experimentation that spanned more than two years to identify and refine best practices for helping buyers buy. OBAM provides the AWS field organization with a common foundation and universal approach focused on enabling customer success.

OBAM is composed of the process, tools, competencies and dialogue architecture for initiating and solidifying AWS’s customer relationships. It’s a matchmaking process that’s fixated on transforming the buyer-seller engagement into a lifelong journey where everyone involved in the process is focused on the customer’s success. The program includes a pre-call, pre-work, a live twoday collaborative training day session based upon actual customer situations, three post-workshop coaching calls, and an on-demand playbook.

The parent company’s unbroken 20-year streak of double-digit revenue growth shows no sign of slowing this year, helped by an influx of online shoppers who are abandoning stores for “shop by Internet.” Amazon revenues grew by 27.1 percent in 2016 versus 2015, which surpassed last year’s growth of 20.2 percent, and profitability grew by 34.97 percent, versus the prior year’s growth of 34.74 percent. For a company that’s 23 years old, those are unheard-of numbers. And Amazon optimistically projects revenue to continue to increase by healthy margins.

AWS is a Cloud computing platform with a comprehensive suite of services that allows for on-demand computing. AWS has four core feature buckets — Compute, Storage & Content Delivery, Databases, and Networking. At a high level, users can control these with extensive administrative controls accessible via a secure Web client. Tools include identity management, auditing, encryption key creation/control/storage, monitoring and logging, and more.

To continue facilitating its rapid growth, AWS has built an extensive network for live and online training to help people learn AWS or to take on the more technical roles required for devising solutions or running operations. Completion of that training then qualifies learners for AWS certification.

The OBAM program, which has been delivered globally in all geographies, is being met with great success, achieving a global average score from participants of 4.47 out of 5. The program has now been successfully rolled out to more than 1,400 participants, and the overall impact of the program can be seen in both the continued growth of Amazon Web Services and the parent company.

As was evident from the annual report, Amazon Web Services is a major contributor to that growth. It is drawing more small businesses and large enterprises to its Cloud platform.

This is the second time the company has joined the Learning! 100.

 

PUBLIC SECTOR #2

American Heart Association Builds Powerful Relationships

Area of Excellence: Culture

“Life is Why” the American Heart Association (AHA) exists. The mission is to build healthier lives, free of cardiovascular diseases and stroke. This single purpose drives all that they do.

The AHA is the nation’s oldest and largest voluntary organization dedicated to fighting heart disease and stroke. AHA includes more than 22.5 million volunteers and supporters; funds innovative research, fights for stronger public health policies, and provide critical tools and information to save and improve lives. AHA has 156 local offices and more than 3,000 employees. Last year, the American Heart Association (AHA) wanted to establish a unified fund-raising process and culture across the entire organization for both volunteer-centric and direct groups. Besides this unified fund-raising process, AHA also wanted to support its staff in articulating the mission, impact and programs of the AHA, as well as to reach critical thresholds in areas of revenue and health goals. These business outcomes led to the creation of the “Building Powerful Partnerships” program.

Those three key words are actually part of a larger philosophy included in the AHA’s guiding values. From leveraging the strength of its volunteers/ staff partnerships to working with the many individuals and organizations that influence the health of individuals, our nation and our world, the organization collaborates to bring the best and brightest solutions to building healthier lives free from cardiovascular diseases and stroke.

Some of the learning objectives that needed to be achieved to fully implement the “Building Powerful Relationships” program were:

>> Demonstrate the ability to lead conversations that offer value to partners and volunteers by focusing on their needs.

>> Apply best practices for creating rapport, earning trust, and aligning the AHA message and mission with partner and volunteer needs.

>> Discover and practice proven ways to leverage LinkedIn for establishing credibility and making connections with prospective partners and volunteers.

>> Define four typical human behavior styles useful for enhancing conversations with partners, volunteers and team members.

>> Identify and practice proven strategies for each behavior style, resulting in better communication and increased trust.

>> Describe and practice the five-stage “SMART” engagement model to plan and execute high-impact conversations with partners and volunteers.

>> Apply the Powerful Partner Research process during the engagement process with prospective partners and volunteers.

>> Practice the 5-step “HEART” Conversation process.

>> Evaluate and develop plans for transitioning relationships to the next level of stewardship and involvement.

According to the AHA, the program exceeded all expectations and helped it achieve its critical goals, which in turn helped the organization continue its laudatory work.

This marks the sixth year the American Heart Association has been listed among Learning! 100 honorees.

 

PRIVATE SECTOR #3

 Salesforce U Fills Talent Skills Gaps

Area of Excellence: Performance

Salesforce is the most innovative company seven years running according to Forbes. Salesforce’s Customer Success Platform offers a comprehensive portfolio of services, such as sales force automation, customer service and support, marketing automation, digital commerce, community management, analytics, application development, IoT integration, collaborative productivity tools, AI-powered and professional cloud services. The company enables industries and companies of all sizes to connect their customers using cloud, social, mobile and data science technologies. It also encourages third parties to develop additional functionality and new apps that run on its platform and other developer tools.

With rapid transformation of the Salesforce’s platform comes the challenge to train clients on how to tap its power. Enter Salesforce University certification program to close these talent gaps.

Some 300,000 Salesforce administrative jobs go unfilled per year due to lack of certified administrators, according to Salesforce. To fill this gap, Salesforce University launched the Salesforce Proficiency Pack for Administrators.

Learners can grasp the fundamentals of being a Salesforce Administrator in just 30 days. It’s a blended, prescriptive, expert-led training program that gives learners a 30-day plan to learn what they need to be Salesforce Administrators. It can fast-track adept learners to the Salesforce Certified Administrator program. Accessed online and taking just a few hours a day, the latter is a mix of engaging bite-sized Trailhead content, interactive e-learning modules, hands-on exercises, and certification prep guides and materials. The program also features live coaching from Salesforce Certified instructors, and includes a voucher to sit for the Salesforce Certified Administrator exam.

The Salesforce Proficiency Pack for Administrators is a combination of expert-led virtual classroom sessions, self-paced online material and supplemental, hands-on exercises. Plus, Salesforce Proficiency Pack for Administrators is recommended as preparation for the Salesforce Certified Administrator exam.

Salesforce University offers a comprehensive catalog of courses and certifications to help prospective learners, administer, develop and use their organization’s Salesforce environment. It can come in the form of a customized private course for an entire team or an in-depth instructor-led classroom experience for one person.

Salesforce is a four-time Learning! 100 winner.

 

PUBLIC SECTOR #3

ADL Initiative Focuses on Next-Generation Learning

Area of Excellence: Collaboration

The U.S. Department of Defense’s Advanced Distributed Learning Initiative (ADL) is in the process of implementing a new, innovative program called the Total Learning Architecture (TLA), in close concert with many other industry and interagency partners, including the Office of Personnel Management and Army Research Laboratory.

The Defense Department environment served by the ADL Initiative requires its personnel to thrive under volatile, uncertain, complex and ambiguous situations. To meet this challenge, learning personnel must develop an ever-expanding set of sophisticated knowledge and skills — without increasing training and education time or costs. So the TLA is being designed to help meet this demand by giving various personnel access to the right learning content, at the right time, and delivered in the right ways.

Be advised: the final TLA will not be a particular training device or educational tool; it’s the glue that connects all other learning technologies into an integrated, coherent system. Once complete, it will consist of a set of specifications, such as application programming interfaces (APIs), that define how training, education and personnel management technologies “talk” to each other — both syntactically and semantically. The TLA will also define software services that perform automation and artificial intelligence-based whole-system processes.

“Historically, training and education have followed fairly linear, industrial model,” explains ADL Initiative Director Dr. Sae Schatz. “The TLA is meant to enable the next paradigm of learning — one that’s personalized, data-driven, continuous and flexible.” The ADL Initiative’s Director of Innovation, Dr. Jennifer Vogel-Walcutt, adds” “Classically, e-learning was available ‘anytime, anywhere.’ With the TLA, we’re envisioning e-learning to be ‘everytime, everywhere’ — that is, the right learning content, in the right form, at the right time, and all around us.”

The technology team is currently committed to using collaborative development methods, open-source licensing and open-architecture design principles. This project, which uses an iterative design process, including iterative development and testing spirals, began in late 2015. System designers anticipate that scaled implementation of the TLA — a set of Internet and software specifications being developed to enable nextgeneration learning — could begin as early as 2019.

In addition to authoring technical documents, the development team has created a prototype TLA-enabled learning ecosystem. It includes various software services, technical components and learning applications (also known as “learning activity providers”), all of which exchange data using the initial suite of TLA APIs.

A preliminary research project was held earlier this year. Although room for improvement remains, the prototype implementation and integration of the TLA for this year’s study represented a successful team effort that resulted in a usable prototype and supported a week of interaction with dozens of real users.

Founded in the 1990s, the ADL Initiative conducts research, development, testing and evaluation to enhance distributed learning. By mandate, it bridges across the Department of Defense and other federal agencies, as well as industry and academia, to encourage collaboration, facilitate interoperability, and promote best practices for using distributed learning. Its mission is to provide the highest-quality education, training, informal learning and just-in-time support, tailored to individual needs and delivered cost-effectively, anytime and anywhere. Its major activities include crafting the vision and roadmap for future learning, performing R&D to mature emerging concepts, and conducting outreach to diffuse innovation.

ADL is a seven-time Learning! 100 honoree.

 

PRIVATE SECTOR #4

Learning@Cisco Takes on Reskilling of Its Employees

Area of Excellence: Innovation

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Cisco’s professional learning team: left to right, Ryan Rose, Davina Collins, Vandana Malik, Kathy Bries, Holly Howe, Manny Bola.

Three of the most critical business issues facing Cisco and many organizations today are (1) reskilling the workforce for continual transformation, (2) improving employee engagement to drive productivity and agile responsiveness; and (3) sharing institutional knowledge and best practices across the organization.

That’s where the company’s My Services Connect project comes in.

The powers-that-be at Cisco decided to shift its services organization to a consultative, solutions-selling model. This required cross-training more than 14,000 employees on the company’s solutions portfolio as well new offerings in Cloud, security, analytics and data. It also required that employees be reskilled and up-skilled to succeed in the new positions supporting the evolved strategy.

My Services Connect leaders worked with Learning@Cisco leaders to help develop a new social learning platform that would accomplish this goal. To that end, the company launched an internally built Cloud-based software solution focused on knowledge sharing, collaboration, and formal and social learning — all aligned to talent development initiatives and personal/team/corporate goals.

“This was a significant change in strategy” notes Cisco’s Jessica Pasko, “as previous internal policy was focused on the use of traditional talent management and performance evaluation tools. But the enterprise was at a turning point: the need for agile, knowledgeable teams that can share knowledge and learn anytime, anywhere (and from any device) became omnipresent. We also had an immediate need to reskill and up-skill a significant portion of our workforce to align with new objectives and business opportunities the division was intent on pursuing.”

Results of the transformation were dramatic.

>> Employee Engagement: As this platform was replacing others, one goal was to ensure that employee engagement carried over at previously measured levels (25% of employees were accessing these platforms every day). Holding previous levels of engagement met the base-level goal; the “stretch” goal was to increase employee engagement through this new platform. What actually happened was that 33% of total employees engaged with the platform on a daily basis.

>> Employee Empowerment: Another goal was to provide new tools around learning personalization that would give all employees the same curriculabuilding tools previously reserved by HR and L&D teams; in addition, to expand the use of expert profiles by having more employees create peervalidated profiles listing their expertise. Success meant one personalized learning plan per five employees and 75% adoption of expert profiles.

The My Services Connect project proved to be an innovative approach to learning for Learning@Cisco, a multiple Learning! 100 honoree that has a history of addressing the need for technical talent worldwide for Cisco customers, partners and network professionals. Goals historically are accomplished by providing the educational product and training, certifications, social learning communities and learning services necessary to accelerate productivity, opportunity and growth, and to recruit, train and evolve talent. “Learning@Cisco drives the talent development and upskilling needed to evolve the workforce of today to meet the demands of tomorrow,” says Pasko, “and the global networking skills talent gap. In response to an ever-changing industry, Cisco has moved from being a technology-focused company to driving businesslevel outcomes for customers.”

In order to stay on the cutting edge of learning, the company uses collaborative learning, social learning and mobile performance support, along with an LMS integrated platform, Jive, Sharepoint and in-house or custom-built software.

As a worldwide leader in I.T., Cisco has spent the past three decades helping companies seize the opportunities of tomorrow through the transformation of how people connect, communicate and collaborate. This is the seventh time the company has joined the Learning! 100.

 

PUBLIC SECTOR #4

 Last Mile Health’s Training Is a Matter of Life and Death

Area of Excellence: Collaboration

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As she transitions into the role of chief operating officer in 2017, Lisha McCormick gets to celebrate Last Mile Health’s 100,000th patient visit.

“Having worked in the social impact and development sphere both domestically and internationally for nearly two decades, I’ve never seen an organization that has such extraordinary opportunity and potential in front of it,” McCormick says. “An enormous amount of that is a tribute to the work of our team across different counties and countries, and the focus and aptitude they bring to this work.”

Pres. Bill Clinton, who visited Liberia, said last year: “The heroic work [Chief Executive Officer] Raj [Panjabi] and Last Mile Health did to train 1,300 health workers was critical in helping the government contain the [Ebola] epidemic.”

Training community health workers in this setting is literally a matter of life and death. Trainees receive four separate sessions on a series of standardized training modules that Last Mile Health and the government of Liberia developed. The sessions provide community health workers with a comprehensive set of skills covering infectious disease surveillance and response, maternal and neonatal health, and support for adults with HIV/AIDs, tuberculosis and select neglected tropical diseases. After completing each course, trainees are given time to develop their new skills before advancing to the next stage of training.

In partnership with the government of Liberia, Last Mile Health is implementing this five-step model in two of Liberia’s 15 counties. Meanwhile, various other organizations including Partners in Health, International Rescue Committee, PLAN International, Medical Teams International, and Samaritan’s Purse are supporting Liberia to implement the program in other counties. Their shared goal is to ensure that, by 2021, all 1.2 million Liberians who live more than an hour’s walk from the nearest health facility have access to a professional community health worker.

It has not been easy to live in Liberia during the past 20 years. In 2003, the country emerged from more than a decade of civil war, and only 50 doctors remained to treat a population of more than four million. If a Liberian got sick in a remote community — many of which are hours or even days away from the nearest clinic — he or she could die anonymously of a treatable condition like malaria, a complicated childbirth, or untreated infection.

In 2007, Panjabi, Alphonso Mouwon, Weafus Quitoe, Marcus Kudee, Theo Neewrayson and Amisha Raja co-founded an organization called Tiyatien Health, or “justice in health.” Joined by Peter Luckow in 2009, Tiyatien Health began Liberia’s first rural, public HIV program, which treated patients in a gutted closet in a war-torn building in Zwedru, Liberia with only $6,000 in seed money.

Almost immediately, the growing team realized that the greatest needs were at Liberia’s “last mile,” where people lacked access to health care due to distance and poverty. Their solution was to recruit, train, equip, manage and pay community members to provide life-saving health services to their neighbors.

Tiyatien Health came to be known as Last Mile Health in 2013.

Since then, Last Mile Health and Liberia have trained more than 1,300 health workers and community members to prevent and contain the spread of Ebola. In 38 clinics across southeastern Liberia, they supported health workers to “keep safe, keep serving” in the midst of the outbreak through distribution of personal protective equipment (including goggles, gloves, and gowns) and through training on best practices in disease prevention and control. At the community level, the organizations trained their community health workers and other community “mobilizers” to educate their communities about the cause of Ebola, how to prevent its spread, and how to manage and report suspected cases.

The Ebola outbreak, which was finally brought to a halt in 2016, was a defining moment in Last Mile’s growth as an organization.

This is the first time Last Mile Health has earned Learning! 100 honors.

 

PRIVATE SECTOR #5

Sales Management Training Earns Ingersoll Rand’s Award

Area of Excellence: Culture

Ingersoll Rand is a 145-year-old company with nearly 5,000 sellers and managers distributed globally. Ingersoll Rand is being honored as a Learning! 100 organization for a global project undertaken by its Sales Excellence Division that implemented IRSMX/Sales Management Excellence across its business units.

The purpose of the project was to customize and enable one consistent sales management methodology. The implementation spanned multiple geographical and cultural environments, requiring customized content and coaching to address both internal and external cultural diversity associated with business units located around the world.

This project impacted more than 3,200 sales team members in a range of roles, including sales professionals and their leaders.

Due to the scale of the project and Ingersoll Rand’s desire to accelerate adoption of IRSMX across its various business units, global delivery was accomplished through a joint effort between Baker Communications and Ingersoll Rand business unit coaches, with both groups leading IRSMX workshops and IRSMX coaching cadences.

Ingersoll Rand’s goal to make the IRSMX program a part of all its business units’ operations has led to sustained adoption of the methodology and notable business results, with a consistent focus on pipeline health, forecast accuracy, and consistent and effective oneon-one coaching between sales managers and sales professionals.

Through the determination and desire shown by Ingersoll Rand’s Sales Excellence division to make the IRSMX method a part of its core sales management culture, it will succeed in reaching its end goal of rolling out the IRSMX program to every sales manager and team.

The goal was to create a unified sales management system, with consistent coaching and development of sales professionals to improve selling motions, processes and tools utilized from business unit to business unit. The desired outcome would be very clear visibility into pipeline and forecast data, both within their direct and indirect distribution channels.

In one division, the Direct Channel reported consistent, double-digit year-overyear growth in revenue from a combination of strategies inclusive of IRSMX, and an 1800 percent return on investment (ROI) for the program. In the Indirect Channel, the results were equally impressive, with an increase in market share for the first time in several years and a 1300 percent ROI on the IRSMX implementation specifically.

This is the second time Ingersoll Rand has appeared in the Learning! 100.

 

PUBLIC SECTOR #5

The Department of Veterans Affairs Aquisition Academy Changes Culture

Area of Excellence: Culture

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VA101 Training Team Leaders (left to right) Debra Karambellas and Edwin Callahan with VA Acquisition Academy Chancellor Ruby B. Harvey and Deputy Chancellor and VA101 Training Program Manager Paul Gregory.

The Department of Veterans Affairs (V.A.) is responsible for providing federal benefits to more than 22 million military veterans and their families. Its V.A. Acquisition Academy (VAAA) is one of the keys.

“The VAAA fosters a training system that makes an immediate and meaningful difference by improving work performance, says Laura Edwards. “Our fundamental learning strategy reflects a commitment to stakeholder engagement and value measurement methodologies to ensure business results that support V.A.’s major initiatives. The VAAA emphasizes educating learners in real-world workplace scenarios in order to integrate personal and leadership skills. VAAA continues to mature its strategic performance measurement to help realize the impact of VAAA’s training offerings on business results within V.A. and the federal government.”

This historic undertaking was accomplished through a concentrated program: VA 101, a four‐hour, instructor‐led, classroom‐based, enterprise‐wide training that the MyVA Performance Improvement Team developed as a direct result of feedback from across the country. VA 101 helps employees understand and appreciate the diverse workforce and organizational structure, the services and benefits V.A. delivers, its customers, and how the services are delivered.

The goal of this training course was/ is to raise the common level of V.A. and veteran‐specific knowledge on critical topics. Upon completion of the course, learners are able to:

>> Explain how V.A. employees are part of a larger team that is guided by a clear purpose and common values;

>> Describe how V.A. is organized and who its customers are;

>> Explain the services and benefits V.A. delivers;

>> Discuss the various needs of V.A.’s customers and utilize supporting resources to meet these needs; and

>> Demonstrate the application of “I Care” values.

It goes without saying that training nearly 178,000 people in 12 months represented an enormous challenge. Those individuals were and are spread across three administrations, more than 2,600 duty stations, and numerous staff offices throughout the nation—all with separate lines of authority, systems access and communication channels.

The main challenge for the large, complex program arose from a lack of planning and communication to establish robust processes and clear procedures. What proved effective, however, was a “Center of Gravity” (train the trainer) approach that depended on collaboration. The VA 101 team trained and certified 1,462 “ambassadors” and provided the tools to deliver the training. Ambassadors then conducted local training events for employees. The team developed a national rollout strategy; developed comprehensive role-based implementation plan; conducted monthly training calls; and implemented a robust communication plan. 

According to surveys of employees before and after attendance at VA 101, the outcomes realized by staff members were: 

>> 12% increase in understanding how VA’s transformation relates to them;

>> 4% increase in feeling valued for their work; and

>> 8% increase in witnessing positive culture change in the V.A.

By January, 204,903 V.A. employees had been trained, fully 58 percent of the entire V.A. workforce. Total investment was $1.5 million.

The U.S. Department of Veterans Affairs is a six-time Learning! 100 winner.

 

 

View of the full list of 2017 Learning! 100 award winners below:

 

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Published in Products Featured

If there is a lesson to be learned from this year’s Learning! 100 honorees, it is that there is always room for improvement, that learning organizations cannot stand pat from year to year, no matter what kind of accolades they’ve won in the past.

For instance, take Learning@Cisco, which is making its seventh journey into the Learning! 100. The company instituted a “My Services Connect” project this past year. And the U.S. Defense Acquisition University (DAU) — another seven-time honoree — which rewrote its strategic plan to account for advances in the theory and practice of government learning processes. And even relative Learning! 100 newbie Ingersoll Rand, which instituted a “Pathways to Growth” plan for its global sales team.

All three of those institutions, along with the others highlighted on the following pages, did not rest and are still providing cutting-edge approaches to implementing new learning projects and initiatives in their respective organizations.

The only Learning! 100 company to earn first-time Top 10 honors this year is Last Mile Health, whose dedicated work in Liberia against an Ebola outbreak earned a visit from former President Bill Clinton last year. This profile is a must-read for everyone, for it exemplifies what can be accomplished to serve mankind through effective education, learning and training—no matter what the circumstances and obstacles.

Learning! 100 applicants are evaluated across three criteria: Collaborative Strategies’ Collaboration Index, Darden School’s Learning Culture Index, and overall organizational performance. Accolades are awarded in four categories of excellence: innovation, culture, performance and collaboration.

Discover how these leading organizations are so successful with their learning programs on the following pages, and watch for upcoming sessions, Web seminars, articles and events hosted by Elearning! magazine.

 

Here are the Top 10 Learning! 100 organizations for 2017:

CORPORATE

1) T-Mobile

2) Amazon Web Services

3) Salesforce

4) Cisco

5) Ingersoll Rand

PUBLIC SECTOR

1) Defense Acquisition University

2) American Heart Association

3) Advanced Distributed Learning Initiative

4) Last Mile Health

5) U.S. Department of Veterans Affairs Aquisition Academy

 

 

PRIVATE SECTOR #1

The ‘Un-Carrier’ Culture at T-Mobile

Area of Excellence: Culture

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T-Mobile U.S.A. is the fastest growing company in the extremely competitive wireless communications industry. It’s position as the ‘Un-Carrier’ fuels subscriber growth. No long-term contracts, excellent customer service and high valued services are the norm at T-Mobile, the ‘Un-Carrier.’

T- Mobile U.S.A. has been chosen as #1 Learning! 100 for unifying the ‘Un-Carrier’ vision at the sales level.

When Bart Ons came on board, he found that while the telesales team was performing and meeting its revenue targets, the organization was highly fragmented, with call centers each using different processes, tools, management models and training approaches. Knowing this was not a sustainable approach, Ons deployed a pilot engagement of “Pathways to Growth.” The intended outcome was to change the sales management and coaching approach used by managers in six key T-Mobile call centers for more than 1,200 telesales agents.

As the Pathways to Growth (PTG) engagement launched, the project grew to include all call centers as well as a comprehensive and highly customized sales training curriculum, media campaign and rollout. Branding focused on promoting the Un-Carrier culture with a theme to “Unleash, Empower and Excel U.”

The teams worked together to build a series of e-learning preparation modules, on-site and virtual learning classes, coaching modules, reinforcement e-learning solutions, multimedia solutions, promotions and more. The goal was cultural change, excitement and a focus on working cohesively as one unified T-Mobile to deliver an outstanding customer experience.

T-Mobile had already experienced measurable success through its efforts to fine-tune its sales manager coaching process in its B2B sales unit. Through the PTG sales management program, T-Mobile’s B2B sales group successfully shifted its management culture to not only accelerate the effectiveness of sales team members but also improve the accuracy of forecasting by improving the health of the forward pipeline.

During the PTG discovery process and subsequent sales management training, consultants recognized that there was a deeper need to manage a wholesale cultural shift within this sales group. In January 2017, early results from the PTG training were presented to senior leaders, including recommendations and proposed plans for additional, bespoke change management training for the Digital Frontline built around T-Mobile’s “Un-Carrier” culture.

The kickoff of the UEE program occurred in March of 2017 and the training is ongoing. The components of the program include:

>> U-Unleash – Digital introduction to the Un-Carrier philosophy to onboard participants (March-April 2017)

>> U-Train – Train-the-trainer program for Digital Frontline trainers and quality assurance staff (March 2017)

>> U-Lead – Leadership training for Digital Frontline managers, supervisors, trainers and QA (May 2017)

>> U-Sell – Selling and soft skills training for Digital Frontline sales agents (June-August 2017)

>> U-Call – Introducing a new sales call flow offering agents both consistency and flexibility (Mar 2017)

>> U-Grow – Training on call review and coaching to ensure consistency and improved customer experience (starting September 2017)

>> U-Start – New UEE-based onboarding and new-hire training program (starting September 2017)

With a successful sales program, already begun, T-Mobile is being honored with Learning! 100 designation for the second time.

 

PUBLIC SECTOR #1

A Learning Evolution at Defense Acquisition U.

Area of Excellence: Performance

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Defense Acquisition University’s senior leadership team. First row, center, white shirt: DAU President Jim Woolsey. Photo courtesy DAU.

This year, Defense Acquisition University developed a completely revised strategic plan ensuring both alignment with business strategy and directly targeting its vision and mission.

“This is the future of learning, and is already well within our reach,” says DAU’s Dr. Christopher Hardy. “There will always be more changes, new technology and new possibilities. [But] we are well positioned to identify these, adapt, and remain a world-class learning leader.” The DAU’s new strategic plan includes its comprehensive learning strategy, the Acquisition Learning Model (ALM).

One of the strategy’s primary goals is to ensure cross-domain integration and repurpose learning assets among domains. By doing so, all activities have been focused primarily on job and organizational success.

Comprising three separate yet integrated domains (foundational, workflow and performance learning), the ALM “links” training (both in classroom and on line); acquisition resources and job support tools; mission assistance and customized workshops, allowing DAU to be current, connected and innovative in every area. Why current, connected and innovative?

Students need current information— the latest policies, guidelines, and lessons learned relevant to their increasingly diverse and fast-paced work. For them, current also means up-to-date case studies and course materials found in our foundational learning assets, as well as continuously refreshed and interesting news and tools available in our workflow learning assets. Likewise, DAU must have current and direct knowledge of what’s going on in the acquisition enterprise.

Students also need to be connected quickly and easily to the information required for their success on the job, not to mention connected to each other. Finally, the DAU must be innovative in the methods used to transfer knowledge to the workforce.

The entire strategic planning process is a deliberate, planned, measured, iterative and integrated cycle that continuously moves DAU toward its organizational goals and vision for the workforce. The ALM’s primary purpose, “improve acquisition outcomes,” is a now a pivotal part of DAU’s vision statement, ensuring all supporting objectives and tasks in its strategic plan.

As implemented in the new Strategic Plan, the ALM extends the concept of learning beyond the classroom. DAU is now delivering more “in-context consumption learning” on the job — anytime, anyplace — a growing number of learning products to an increasing number of Defense Acquisition workforce members. All learning assets (courses, how-to videos, self-service portals, job support tools) are integrated and shared among the three domains. By implementing the ALM as a cost-effective measure, the university aligns with senior leadership, continuously modernizes its business and learning infrastructure, has a worldclass learning architecture deployed, continuously updates curricula, recruits the right talent, and rewards performance, ultimately garnering global recognition as a leading corporate university.

The scale and scope of the ALM:

Foundational Learning:

DAU offers more than 400 technical training courses supporting the 14 Defense Acquisition Workforce Improvement Act (DAWIA) career fields, which require that Defense Acquisition workforce members be certified for their positions.

Workflow Learning:

Access to acquisition knowledge outside traditional learning environments improves efficiency, innovation, and effectiveness—enhancing job performance. It also augments the foundational learning that occurred in the classroom.

Performance Learning.

Extends help beyond the classroom into the workplace with mission assistance services. This program places seasoned faculty onsite at organizations ranging from smaller acquisition teams to larger acquisition programs.

DAU is a seven-time Learning! 100 honoree.

 

PRIVATE SECTOR #2

Amazon Web Services Focuses on Enabling Customer Success

Area of Excellence: Performance

 More than 10 years ago, Amazon Web Services (AWS) started as a storage services. Today, it offers more than 70 services for compute, storage, databases, analytics, mobile and enterprise applications. AWS announced 722 new features and services last year making it one the most innovative cloud-storage companies.

Amazon Web Services (AWS) is being honored as #2 Learning! 100 company this year, thanks to its Outcome Based Account Management (OBAM) program. Consistent with the Amazon Leadership Principle of Customer Obsession, the OBAM methodology works backward from customers, defining success through their eyes based on their unique needs and target outcomes. As is common at Amazon, the development of OBAM involved extensive experimentation that spanned more than two years to identify and refine best practices for helping buyers buy. OBAM provides the AWS field organization with a common foundation and universal approach focused on enabling customer success.

OBAM is composed of the process, tools, competencies and dialogue architecture for initiating and solidifying AWS’s customer relationships. It’s a matchmaking process that’s fixated on transforming the buyer-seller engagement into a lifelong journey where everyone involved in the process is focused on the customer’s success. The program includes a pre-call, pre-work, a live twoday collaborative training day session based upon actual customer situations, three post-workshop coaching calls, and an on-demand playbook.

The parent company’s unbroken 20-year streak of double-digit revenue growth shows no sign of slowing this year, helped by an influx of online shoppers who are abandoning stores for “shop by Internet.” Amazon revenues grew by 27.1 percent in 2016 versus 2015, which surpassed last year’s growth of 20.2 percent, and profitability grew by 34.97 percent, versus the prior year’s growth of 34.74 percent. For a company that’s 23 years old, those are unheard-of numbers. And Amazon optimistically projects revenue to continue to increase by healthy margins.

AWS is a Cloud computing platform with a comprehensive suite of services that allows for on-demand computing. AWS has four core feature buckets — Compute, Storage & Content Delivery, Databases, and Networking. At a high level, users can control these with extensive administrative controls accessible via a secure Web client. Tools include identity management, auditing, encryption key creation/control/storage, monitoring and logging, and more.

To continue facilitating its rapid growth, AWS has built an extensive network for live and online training to help people learn AWS or to take on the more technical roles required for devising solutions or running operations. Completion of that training then qualifies learners for AWS certification.

The OBAM program, which has been delivered globally in all geographies, is being met with great success, achieving a global average score from participants of 4.47 out of 5. The program has now been successfully rolled out to more than 1,400 participants, and the overall impact of the program can be seen in both the continued growth of Amazon Web Services and the parent company.

As was evident from the annual report, Amazon Web Services is a major contributor to that growth. It is drawing more small businesses and large enterprises to its Cloud platform.

This is the second time the company has joined the Learning! 100.

 

PUBLIC SECTOR #2

American Heart Association Builds Powerful Relationships

Area of Excellence: Culture

“Life is Why” the American Heart Association (AHA) exists. The mission is to build healthier lives, free of cardiovascular diseases and stroke. This single purpose drives all that they do.

The AHA is the nation’s oldest and largest voluntary organization dedicated to fighting heart disease and stroke. AHA includes more than 22.5 million volunteers and supporters; funds innovative research, fights for stronger public health policies, and provide critical tools and information to save and improve lives. AHA has 156 local offices and more than 3,000 employees. Last year, the American Heart Association (AHA) wanted to establish a unified fund-raising process and culture across the entire organization for both volunteer-centric and direct groups. Besides this unified fund-raising process, AHA also wanted to support its staff in articulating the mission, impact and programs of the AHA, as well as to reach critical thresholds in areas of revenue and health goals. These business outcomes led to the creation of the “Building Powerful Partnerships” program.

Those three key words are actually part of a larger philosophy included in the AHA’s guiding values. From leveraging the strength of its volunteers/ staff partnerships to working with the many individuals and organizations that influence the health of individuals, our nation and our world, the organization collaborates to bring the best and brightest solutions to building healthier lives free from cardiovascular diseases and stroke.

Some of the learning objectives that needed to be achieved to fully implement the “Building Powerful Relationships” program were:

>> Demonstrate the ability to lead conversations that offer value to partners and volunteers by focusing on their needs.

>> Apply best practices for creating rapport, earning trust, and aligning the AHA message and mission with partner and volunteer needs.

>> Discover and practice proven ways to leverage LinkedIn for establishing credibility and making connections with prospective partners and volunteers.

>> Define four typical human behavior styles useful for enhancing conversations with partners, volunteers and team members.

>> Identify and practice proven strategies for each behavior style, resulting in better communication and increased trust.

>> Describe and practice the five-stage “SMART” engagement model to plan and execute high-impact conversations with partners and volunteers.

>> Apply the Powerful Partner Research process during the engagement process with prospective partners and volunteers.

>> Practice the 5-step “HEART” Conversation process.

>> Evaluate and develop plans for transitioning relationships to the next level of stewardship and involvement.

According to the AHA, the program exceeded all expectations and helped it achieve its critical goals, which in turn helped the organization continue its laudatory work.

This marks the sixth year the American Heart Association has been listed among Learning! 100 honorees.

 

PRIVATE SECTOR #3

 Salesforce U Fills Talent Skills Gaps

Area of Excellence: Performance

Salesforce is the most innovative company seven years running according to Forbes. Salesforce’s Customer Success Platform offers a comprehensive portfolio of services, such as sales force automation, customer service and support, marketing automation, digital commerce, community management, analytics, application development, IoT integration, collaborative productivity tools, AI-powered and professional cloud services. The company enables industries and companies of all sizes to connect their customers using cloud, social, mobile and data science technologies. It also encourages third parties to develop additional functionality and new apps that run on its platform and other developer tools.

With rapid transformation of the Salesforce’s platform comes the challenge to train clients on how to tap its power. Enter Salesforce University certification program to close these talent gaps.

Some 300,000 Salesforce administrative jobs go unfilled per year due to lack of certified administrators, according to Salesforce. To fill this gap, Salesforce University launched the Salesforce Proficiency Pack for Administrators.

Learners can grasp the fundamentals of being a Salesforce Administrator in just 30 days. It’s a blended, prescriptive, expert-led training program that gives learners a 30-day plan to learn what they need to be Salesforce Administrators. It can fast-track adept learners to the Salesforce Certified Administrator program. Accessed online and taking just a few hours a day, the latter is a mix of engaging bite-sized Trailhead content, interactive e-learning modules, hands-on exercises, and certification prep guides and materials. The program also features live coaching from Salesforce Certified instructors, and includes a voucher to sit for the Salesforce Certified Administrator exam.

The Salesforce Proficiency Pack for Administrators is a combination of expert-led virtual classroom sessions, self-paced online material and supplemental, hands-on exercises. Plus, Salesforce Proficiency Pack for Administrators is recommended as preparation for the Salesforce Certified Administrator exam.

Salesforce University offers a comprehensive catalog of courses and certifications to help prospective learners, administer, develop and use their organization’s Salesforce environment. It can come in the form of a customized private course for an entire team or an in-depth instructor-led classroom experience for one person.

Salesforce is a four-time Learning! 100 winner.

 

PUBLIC SECTOR #3

ADL Initiative Focuses on Next-Generation Learning

Area of Excellence: Collaboration

The U.S. Department of Defense’s Advanced Distributed Learning Initiative (ADL) is in the process of implementing a new, innovative program called the Total Learning Architecture (TLA), in close concert with many other industry and interagency partners, including the Office of Personnel Management and Army Research Laboratory.

The Defense Department environment served by the ADL Initiative requires its personnel to thrive under volatile, uncertain, complex and ambiguous situations. To meet this challenge, learning personnel must develop an ever-expanding set of sophisticated knowledge and skills — without increasing training and education time or costs. So the TLA is being designed to help meet this demand by giving various personnel access to the right learning content, at the right time, and delivered in the right ways.

Be advised: the final TLA will not be a particular training device or educational tool; it’s the glue that connects all other learning technologies into an integrated, coherent system. Once complete, it will consist of a set of specifications, such as application programming interfaces (APIs), that define how training, education and personnel management technologies “talk” to each other — both syntactically and semantically. The TLA will also define software services that perform automation and artificial intelligence-based whole-system processes.

“Historically, training and education have followed fairly linear, industrial model,” explains ADL Initiative Director Dr. Sae Schatz. “The TLA is meant to enable the next paradigm of learning — one that’s personalized, data-driven, continuous and flexible.” The ADL Initiative’s Director of Innovation, Dr. Jennifer Vogel-Walcutt, adds” “Classically, e-learning was available ‘anytime, anywhere.’ With the TLA, we’re envisioning e-learning to be ‘everytime, everywhere’ — that is, the right learning content, in the right form, at the right time, and all around us.”

The technology team is currently committed to using collaborative development methods, open-source licensing and open-architecture design principles. This project, which uses an iterative design process, including iterative development and testing spirals, began in late 2015. System designers anticipate that scaled implementation of the TLA — a set of Internet and software specifications being developed to enable nextgeneration learning — could begin as early as 2019.

In addition to authoring technical documents, the development team has created a prototype TLA-enabled learning ecosystem. It includes various software services, technical components and learning applications (also known as “learning activity providers”), all of which exchange data using the initial suite of TLA APIs.

A preliminary research project was held earlier this year. Although room for improvement remains, the prototype implementation and integration of the TLA for this year’s study represented a successful team effort that resulted in a usable prototype and supported a week of interaction with dozens of real users.

Founded in the 1990s, the ADL Initiative conducts research, development, testing and evaluation to enhance distributed learning. By mandate, it bridges across the Department of Defense and other federal agencies, as well as industry and academia, to encourage collaboration, facilitate interoperability, and promote best practices for using distributed learning. Its mission is to provide the highest-quality education, training, informal learning and just-in-time support, tailored to individual needs and delivered cost-effectively, anytime and anywhere. Its major activities include crafting the vision and roadmap for future learning, performing R&D to mature emerging concepts, and conducting outreach to diffuse innovation.

ADL is a seven-time Learning! 100 honoree.

 

PRIVATE SECTOR #4

Learning@Cisco Takes on Reskilling of Its Employees

Area of Excellence: Innovation

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Cisco’s professional learning team: left to right, Ryan Rose, Davina Collins, Vandana Malik, Kathy Bries, Holly Howe, Manny Bola.

Three of the most critical business issues facing Cisco and many organizations today are (1) reskilling the workforce for continual transformation, (2) improving employee engagement to drive productivity and agile responsiveness; and (3) sharing institutional knowledge and best practices across the organization.

That’s where the company’s My Services Connect project comes in.

The powers-that-be at Cisco decided to shift its services organization to a consultative, solutions-selling model. This required cross-training more than 14,000 employees on the company’s solutions portfolio as well new offerings in Cloud, security, analytics and data. It also required that employees be reskilled and up-skilled to succeed in the new positions supporting the evolved strategy.

My Services Connect leaders worked with Learning@Cisco leaders to help develop a new social learning platform that would accomplish this goal. To that end, the company launched an internally built Cloud-based software solution focused on knowledge sharing, collaboration, and formal and social learning — all aligned to talent development initiatives and personal/team/corporate goals.

“This was a significant change in strategy” notes Cisco’s Jessica Pasko, “as previous internal policy was focused on the use of traditional talent management and performance evaluation tools. But the enterprise was at a turning point: the need for agile, knowledgeable teams that can share knowledge and learn anytime, anywhere (and from any device) became omnipresent. We also had an immediate need to reskill and up-skill a significant portion of our workforce to align with new objectives and business opportunities the division was intent on pursuing.”

Results of the transformation were dramatic.

>> Employee Engagement: As this platform was replacing others, one goal was to ensure that employee engagement carried over at previously measured levels (25% of employees were accessing these platforms every day). Holding previous levels of engagement met the base-level goal; the “stretch” goal was to increase employee engagement through this new platform. What actually happened was that 33% of total employees engaged with the platform on a daily basis.

>> Employee Empowerment: Another goal was to provide new tools around learning personalization that would give all employees the same curriculabuilding tools previously reserved by HR and L&D teams; in addition, to expand the use of expert profiles by having more employees create peervalidated profiles listing their expertise. Success meant one personalized learning plan per five employees and 75% adoption of expert profiles.

The My Services Connect project proved to be an innovative approach to learning for Learning@Cisco, a multiple Learning! 100 honoree that has a history of addressing the need for technical talent worldwide for Cisco customers, partners and network professionals. Goals historically are accomplished by providing the educational product and training, certifications, social learning communities and learning services necessary to accelerate productivity, opportunity and growth, and to recruit, train and evolve talent. “Learning@Cisco drives the talent development and upskilling needed to evolve the workforce of today to meet the demands of tomorrow,” says Pasko, “and the global networking skills talent gap. In response to an ever-changing industry, Cisco has moved from being a technology-focused company to driving businesslevel outcomes for customers.”

In order to stay on the cutting edge of learning, the company uses collaborative learning, social learning and mobile performance support, along with an LMS integrated platform, Jive, Sharepoint and in-house or custom-built software.

As a worldwide leader in I.T., Cisco has spent the past three decades helping companies seize the opportunities of tomorrow through the transformation of how people connect, communicate and collaborate. This is the seventh time the company has joined the Learning! 100.

 

PUBLIC SECTOR #4

 Last Mile Health’s Training Is a Matter of Life and Death

Area of Excellence: Collaboration

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As she transitions into the role of chief operating officer in 2017, Lisha McCormick gets to celebrate Last Mile Health’s 100,000th patient visit.

“Having worked in the social impact and development sphere both domestically and internationally for nearly two decades, I’ve never seen an organization that has such extraordinary opportunity and potential in front of it,” McCormick says. “An enormous amount of that is a tribute to the work of our team across different counties and countries, and the focus and aptitude they bring to this work.”

Pres. Bill Clinton, who visited Liberia, said last year: “The heroic work [Chief Executive Officer] Raj [Panjabi] and Last Mile Health did to train 1,300 health workers was critical in helping the government contain the [Ebola] epidemic.”

Training community health workers in this setting is literally a matter of life and death. Trainees receive four separate sessions on a series of standardized training modules that Last Mile Health and the government of Liberia developed. The sessions provide community health workers with a comprehensive set of skills covering infectious disease surveillance and response, maternal and neonatal health, and support for adults with HIV/AIDs, tuberculosis and select neglected tropical diseases. After completing each course, trainees are given time to develop their new skills before advancing to the next stage of training.

In partnership with the government of Liberia, Last Mile Health is implementing this five-step model in two of Liberia’s 15 counties. Meanwhile, various other organizations including Partners in Health, International Rescue Committee, PLAN International, Medical Teams International, and Samaritan’s Purse are supporting Liberia to implement the program in other counties. Their shared goal is to ensure that, by 2021, all 1.2 million Liberians who live more than an hour’s walk from the nearest health facility have access to a professional community health worker.

It has not been easy to live in Liberia during the past 20 years. In 2003, the country emerged from more than a decade of civil war, and only 50 doctors remained to treat a population of more than four million. If a Liberian got sick in a remote community — many of which are hours or even days away from the nearest clinic — he or she could die anonymously of a treatable condition like malaria, a complicated childbirth, or untreated infection.

In 2007, Panjabi, Alphonso Mouwon, Weafus Quitoe, Marcus Kudee, Theo Neewrayson and Amisha Raja co-founded an organization called Tiyatien Health, or “justice in health.” Joined by Peter Luckow in 2009, Tiyatien Health began Liberia’s first rural, public HIV program, which treated patients in a gutted closet in a war-torn building in Zwedru, Liberia with only $6,000 in seed money.

Almost immediately, the growing team realized that the greatest needs were at Liberia’s “last mile,” where people lacked access to health care due to distance and poverty. Their solution was to recruit, train, equip, manage and pay community members to provide life-saving health services to their neighbors.

Tiyatien Health came to be known as Last Mile Health in 2013.

Since then, Last Mile Health and Liberia have trained more than 1,300 health workers and community members to prevent and contain the spread of Ebola. In 38 clinics across southeastern Liberia, they supported health workers to “keep safe, keep serving” in the midst of the outbreak through distribution of personal protective equipment (including goggles, gloves, and gowns) and through training on best practices in disease prevention and control. At the community level, the organizations trained their community health workers and other community “mobilizers” to educate their communities about the cause of Ebola, how to prevent its spread, and how to manage and report suspected cases.

The Ebola outbreak, which was finally brought to a halt in 2016, was a defining moment in Last Mile’s growth as an organization.

This is the first time Last Mile Health has earned Learning! 100 honors.

 

PRIVATE SECTOR #5

Sales Management Training Earns Ingersoll Rand’s Award

Area of Excellence: Culture

Ingersoll Rand is a 145-year-old company with nearly 5,000 sellers and managers distributed globally. Ingersoll Rand is being honored as a Learning! 100 organization for a global project undertaken by its Sales Excellence Division that implemented IRSMX/Sales Management Excellence across its business units.

The purpose of the project was to customize and enable one consistent sales management methodology. The implementation spanned multiple geographical and cultural environments, requiring customized content and coaching to address both internal and external cultural diversity associated with business units located around the world.

This project impacted more than 3,200 sales team members in a range of roles, including sales professionals and their leaders.

Due to the scale of the project and Ingersoll Rand’s desire to accelerate adoption of IRSMX across its various business units, global delivery was accomplished through a joint effort between Baker Communications and Ingersoll Rand business unit coaches, with both groups leading IRSMX workshops and IRSMX coaching cadences.

Ingersoll Rand’s goal to make the IRSMX program a part of all its business units’ operations has led to sustained adoption of the methodology and notable business results, with a consistent focus on pipeline health, forecast accuracy, and consistent and effective oneon-one coaching between sales managers and sales professionals.

Through the determination and desire shown by Ingersoll Rand’s Sales Excellence division to make the IRSMX method a part of its core sales management culture, it will succeed in reaching its end goal of rolling out the IRSMX program to every sales manager and team.

The goal was to create a unified sales management system, with consistent coaching and development of sales professionals to improve selling motions, processes and tools utilized from business unit to business unit. The desired outcome would be very clear visibility into pipeline and forecast data, both within their direct and indirect distribution channels.

In one division, the Direct Channel reported consistent, double-digit year-overyear growth in revenue from a combination of strategies inclusive of IRSMX, and an 1800 percent return on investment (ROI) for the program. In the Indirect Channel, the results were equally impressive, with an increase in market share for the first time in several years and a 1300 percent ROI on the IRSMX implementation specifically.

This is the second time Ingersoll Rand has appeared in the Learning! 100.

 

PUBLIC SECTOR #5

The Department of Veterans Affairs Aquisition Academy Changes Culture

Area of Excellence: Culture

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VA101 Training Team Leaders (left to right) Debra Karambellas and Edwin Callahan with VA Acquisition Academy Chancellor Ruby B. Harvey and Deputy Chancellor and VA101 Training Program Manager Paul Gregory.

The Department of Veterans Affairs (V.A.) is responsible for providing federal benefits to more than 22 million military veterans and their families. Its V.A. Acquisition Academy (VAAA) is one of the keys.

“The VAAA fosters a training system that makes an immediate and meaningful difference by improving work performance, says Laura Edwards. “Our fundamental learning strategy reflects a commitment to stakeholder engagement and value measurement methodologies to ensure business results that support V.A.’s major initiatives. The VAAA emphasizes educating learners in real-world workplace scenarios in order to integrate personal and leadership skills. VAAA continues to mature its strategic performance measurement to help realize the impact of VAAA’s training offerings on business results within V.A. and the federal government.”

This historic undertaking was accomplished through a concentrated program: VA 101, a four‐hour, instructor‐led, classroom‐based, enterprise‐wide training that the MyVA Performance Improvement Team developed as a direct result of feedback from across the country. VA 101 helps employees understand and appreciate the diverse workforce and organizational structure, the services and benefits V.A. delivers, its customers, and how the services are delivered.

The goal of this training course was/ is to raise the common level of V.A. and veteran‐specific knowledge on critical topics. Upon completion of the course, learners are able to:

>> Explain how V.A. employees are part of a larger team that is guided by a clear purpose and common values;

>> Describe how V.A. is organized and who its customers are;

>> Explain the services and benefits V.A. delivers;

>> Discuss the various needs of V.A.’s customers and utilize supporting resources to meet these needs; and

>> Demonstrate the application of “I Care” values.

It goes without saying that training nearly 178,000 people in 12 months represented an enormous challenge. Those individuals were and are spread across three administrations, more than 2,600 duty stations, and numerous staff offices throughout the nation—all with separate lines of authority, systems access and communication channels.

The main challenge for the large, complex program arose from a lack of planning and communication to establish robust processes and clear procedures. What proved effective, however, was a “Center of Gravity” (train the trainer) approach that depended on collaboration. The VA 101 team trained and certified 1,462 “ambassadors” and provided the tools to deliver the training. Ambassadors then conducted local training events for employees. The team developed a national rollout strategy; developed comprehensive role-based implementation plan; conducted monthly training calls; and implemented a robust communication plan. 

According to surveys of employees before and after attendance at VA 101, the outcomes realized by staff members were: 

>> 12% increase in understanding how VA’s transformation relates to them;

>> 4% increase in feeling valued for their work; and

>> 8% increase in witnessing positive culture change in the V.A.

By January, 204,903 V.A. employees had been trained, fully 58 percent of the entire V.A. workforce. Total investment was $1.5 million.

The U.S. Department of Veterans Affairs is a six-time Learning! 100 winner.

 

 

View of the full list of 2017 Learning! 100 award winners below:

 

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Published in Top Stories

 

9th Annual Enterprise Learning! Conference Announces 6 Keynotes and 2 Awards Events at August 29th-30th Conference in San Diego, CA

 

Elearning! Media Group, the leader in learning and workplace technology media, announced the Enterprise Learning! Conference 2017 (ELC17) keynotes and event agenda. Registration is also now open. The event takes place August 29-30, 2017 in San Diego, CA. The theme is “Building the High-Performance Organization in the Age of Disruption.” 

The Enterprise Learning! Conference 2017 hosts global thought leaders and executives from corporate enterprise, government agencies, higher education and non-profit organizations. This conference reveals how leaders are building high-performance organizations in the age of digital disruption. ELC17 serves the robust $243 billion enterprise learning market expanding at 17% CAGR. 

ELC17 convenes over 125 award-winning learning professionals to share the best practices of high performance organizations, lessons learned, and future strategies. Invest 48 hours at ELC17, and discover how to engage teams, build a productive learning culture, measure impact and embrace the future digital enterprise.

“There is no better location to share what’s now and next than California,” said Catherine Upton, ELC17 conference chair. The rate of technological innovation is disruptive to our organizations. At ELC, attendees will meet leaders from Salesforce, NASA’s Jet Propulsion Labs,Zappos, T-Mobile and Cisco; all are embracing innovation to re-invent learning within their organizations.”

ELC17 Keynotes Announced
ELC17 theme of Building the High-Performance Organization in the Age of Digital Disruption. The digital evolution is just beginning; AI, Machine Learning and Immersive learning is progressing rapidly and will change the workplace, our jobs and roles. Discover how to harness the age of disruption by attending these keynotes at ELC17.



Keynote: Thriving in the Age of Disruption 
Speakers: Sundar Nagaranthnam, SVP, Salesforce University, Salesforce 
& Kathy Bries, GM, Learning@Cisco, Cisco

Keynote: Breaking the Rules: Creating the Contemporary Learning Organization
Speaker: Anthony Gagliardo, Head of HR & Training, NASA JPL

Keynote: The Future Work Experience: 10 Rules for Mastering Disruption
Speaker: Kevin J. Mulcahy, Partner, Future Workplace

Keynote: Learning Ecosystems for Tomorrow’s Workplace
Speakers: Dr Jennifer Vogel-Walcutt, Director of Innovation, ADL, Dept. of Defense, & Tina
Marron-Partridge, VP, Global Talent Director, IBM Watson (invited)

Keynote: Building the Culture of WOW at Zappos.com
Speaker: Erica Javellana, Speaker of the House, Zappos.com

Keynote: Helping Employees Thrive in the Age of Disruption
Speaker: Joe Burton, CEO, Whil Concepts, Inc.

Celebrating Excellence
ELC17 provides executives an engaged environment to network, share and learn from leaders across the globe. Coupled with cutting edge research, expert learning technologists and two prestigious industry award programs- Learning! 100 and Learning! Champions- this is the “Must Attend” forum for learning and performance executives. Registration is now open at: http://www.ELCEShow.com Register by July 1st and save $500. 

Who Should Attend
Executives charged with driving enterprise performance via learning and workplace technologies, including HR, Talent, Development, Training, E-learning, Project Management, Education, Sales & Service should attend ELC17. Government, non-profit agencies and educational institution leaders are also in attendance to collaborate on the now and the next in learning. Attending this conference is an amazing opportunity to meet colleagues from across the globe. Registration is now open at:http://www.elceshow.com. Register by July 1st and save up to $500. 

About Elearning! Media Group
Elearning! Media Group is owned by B2B Media Group LLC. Elearning! Media Group consists of eleven media products including: Elearning! Magazine, Government Elearning! E-Magazine, e-mail newsletters, Alerts, Websites, Web seminars, the Enterprise Learning! Summit and Enterprise Learning! Conference. Elearning! Media Group serves the $243 billion learning & workplace technology market. Suppliers and practitioners can follow us: online at www.2elearning.com; on Twitter: @2elearning or #ELCE; via Facebook: Elearning! -Magazine or LinkedIn: Elearning! Magazine Network or Enterprise Learning! Conference. 

Enterprise Learning! Events 
Since 2008, Enterprise Learning! Events bring onsite and online audiences together to learn, network and share. Mark your calendar for Enterprise Learning! Conference on August 29-30, 2017 in San Diego, CA. Enterprise Learning! Conference hosts the Learning! 100 and Learning! Champion Awards. The Enterprise Learning! Conference Online is an on-demand event available to all ELC17 conference attendees, and online only attendees after the live event. For more information about the Enterprise Learning! Conference visit http://www.elceshow.com

 

Published in Latest News

 

The 7th Annual Enterprise Learning! Conference is now accepting submissions for the September event. The theme is ‘Building the High Performance Organization’ and focuses on the strategy, best practices and technologies that drive performance. The event seeks thought leaders and presenters with expertise in learning, talent development, business performance and learning and workplace technologies.

ELC17 is also host to the 2017 Learning! 100 and Learning! Champions Awards honoring the top 100 learning organizations and those making extraordinary contributions to the learning industry. Attendees herald from Amazon Web Services, AT&T, NASCAR, Dept. of Defense, and others.

To submit to ELC17, visit: http://www.2elearning.com/rss2/item/56671-enterprise-learning-conference-2017-call-for-papers

 

Published in Latest News

Learning! 100 Award Honors Top Global Learning Organizations

Learning! 100 Award call for applications extended to February 28th, 2017. Join Amazon Web Services, Salesforce and others for top global learning organization consideration.The annual award program honors public and private sector organizations for innovation, collaboration and learning culture that drives performance. Applications can be submitted at: http://b2bmediaco.com/learn100/2017/award/form_100.php

“This year’s award applications are coming in at a record pace. To assure we secure the best possible applicants, we elected to extend the deadline,” reported Catherine Upton, Award Chair and Group Publisher, Elearning! Media Group.

The Learning! 100 award winners are an elite team of high performers. From small to large enterprises, these honorees push the limits of learning and development to drive employee engagement or organization performance. Previous Learning! 100 honorees include Amazon Web Services, AT&T, American Heart Association, Salesforce, NASCAR, Defense Acquisition University, and Scripps Health to name a few.

“Learning is at the core of enterprise success. Every Learning! 100 honoree continues to inspire us with their innovation, passion and performance,” concludes Upton.

 

How to Apply

The Learning! 100 Award call for nominations has been extended to February 28th, 2017. Elearning! Media Group, host of the Learning! 100 Award invites all organizations, small and large, private or public sector to apply. The process is easy via an online ballot. The 2017 Learning! 100 application deadline has been extended to February 28th, 2017. For consideration apply at: http://b2bmediaco.com/learn100/2017/award/form_100.php

 

Important Dates

Learning! 100 Call for Applications October 2016- Feb 29th, 2017

Learning! 100 Winner Notifications April 2nd, 2017

Learning! 100 Awards Issue Deadline July 1st, 2017

Learning! 100 Awards Reception August 2017

Learning! 100 Winner Articles, Aug 2017-June 2018

Web Seminars & Sessions

 

To learn more about the Learning! 100 Award and prior honorees, visit:

http://www.2elearning.com/awards/learning-100-awards

 

About Elearning! Media Group

Elearning! and Government Elearning! magazines, e-magazines, e-newsletters, Alerts, 2elearning.com, events and award programs are produced by B2B Media Company, LLC. Elearning! Magazine is one in a family of 11 media brands serving the $243 billion enterprise learning market. In combination, these brands reach up to 2 million executives and professionals who plan, evaluate and deploy enterprise-wide learning solutions across Page 2/3 If you have any questions regarding information in these press releases please contact the company listed in the press release. Our complete disclaimer appears here their organizations each year. To learn more, visit: http://www.2elearning.com.

To learn more at about Elearning! Media Group, visit: 2elearning.com; on Twitter: 2elearning or #ELWS or #ELCE17; via Facebook: Elearning!-Magazine or LinkedIn: Elearning! Magazine Network or Elearning! Summit.

 

About the Learning! 100 Award

The Elearning! Media Group’s (EMG) Learning! 100 Award recognizes excellence high performance enterprises that are collaborative, innovative, with an immersive learning culture. The Learning! 100 Award recognizes the top 100 global organizations across the public and private sectors for their best-in-class learning and development programs that drive organizational performance. To learn more visit: http://www.2elearning.com/awards/learning-100-awards

Published in Latest News

 

Award Program Recognizes Top 100 Global Learning Organizations

Elearning! Media Group, publishers of Elearning! Magazine and Government Elearning! Magazine announced the 2017 Learning! 100 Award Call for Applications is now open. The annual award program honors public and private sector organizations for innovation, collaboration and learning culture that drives performance. Applications can be submitted at: http://b2bmediaco.com/learn100/2017/award/form_100.php

The Learning! 100 award winners are an elite team of high performers. From small to large enterprises, this award honors those that push the limits of learning and development, to over achieve by exceeding performance expectations,” says Catherine Upton¸ Group Publisher, Elearning! Media Group. “Learning is at the core of their success. And, every one continues to inspire us with their innovation, passion and performance.”

Previous Learning! 100 honorees include Amazon Web Services, AT&T, American Heart Association, Salesforce, NASCAR, Defense Acquisition University, and Scripps Health to name a few. 

Are You a Learning! 100?

In its 7th year, the Learning! 100 Award call for nominations is now open. Elearning! Media Group, host of the Learning! 100 Award invites all organizations, small and large, private or public sector to apply. The process is easy via an online ballot. There is no entry fee for public sector submissions. Corporate enterprises invest only $250 to apply, which includes an award and tickets to the awards event, if selected as a Learning! 100 winner.

Learning! 100 applications are evaluated on three sets of criteria: (1) Learning Culture Index developed by The Darden School, (2) Collaborative Strategies’ Collaboration TCEP Index and (3) Overall Organizational Performance. The Learning! 100 awards committee reviews all applications which are scored and ranked.  The 2017 Learning! 100 applications must be submitted by February 1st, 2017 for consideration at: http://b2bmediaco.com/learn100/2017/award/form_100.php

Important Dates

Learning! 100 Call for Applications    October 2016- Feb 1st, 2017

Learning! 100 Winner Notifications   March 1st, 2017

Learning! 100 Awards Issue Deadline July 1st, 2017

Learning! 100 Awards Reception       August 2017

Learning! 100 Winner Articles,          Aug 2017-June 2018

    Web Seminars & Sessions

Previous Winners

The Learning! 100 winners have much to share with the learning community including:

I’m truly honored that ASAE University was recognized for its online programs,” said ASAE Vice President of Online Learning Tammy Blosil. “We always strive to create courses that will advance members’ knowledge as well as provide tools and resources they can share and utilize in their organizations.”

"Our customers' success is everything to us. Seeing Amazon Web Services, Ingersoll Rand and Publicis.Sapient get recognized for their dedication, hard work and accomplishment - and knowing that our solutions are contributing to their success - is an immensely rewarding experience," says Walter Rogers, CEO of CCI and BCI.

“Being ranked in the top 20 is an honor for our organization, and demonstrates that although we are a rather small, privately held organization, we can play with the likes of Salesforce, Facebook, Amazon, and Cisco,” stated Anne Yarmark, EVP of HR & Administration.

Elearning! Media Group (EMG) announced their annual Learning! 100 awards, ranking the top 100 learning and development programs in the private and public sectors,” reported Tom Cunningham, Vice President, Global Sales On-boarding, Skillsoft. “Along with the dozens of Skillsoft customers that made the list, we are very excited to be named the #17 corporate enterprise honoree for the success of our Sales Onboarding Program!”

 

Learning is at the very core of ISTE’s mission to empower learners to flourish in a connected world by cultivating a passionate professional learning community,” said ISTE CEO Brian Lewis, who accepted the award on the organization’s behalf. “On behalf of ISTE’s board of directors, staff and the more than 100,000 education stakeholders we serve worldwide, it’s an honor to accept this recognition of the culture of learning that is ISTE.” 

To learn more about the Learning! 100 Award and prior honorees, visit: http://www.2elearning.com/awards/learning-100-awards

 

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