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Are Great Leaders Born or Made?

"Great managers aren’t born — they’re trained.” That’s the message Scott Blanchard, principal and…

Winners Circle

Learning! 100

8th Annual Learning! 100 Award Call for Applications Opens

Award Program Recognizes Top 100 Global Learning Organizations Elearning! Media Group, publishers… Read more...

The 2017 Learning! 100

If there is a lesson to be learned from this year’s Learning! 100 honorees, it is that there is… Read more...

The 2017 Learning! 100

If there is a lesson to be learned from this year’s Learning! 100 honorees, it is that there is… Read more...

Best of Elearning!

The 2017 Learning! 100

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… Read more...

99 Solutions Named Best Of Elearning!…

The 2016 “Best of Elearning!” awards honor best-in-class solutions across the learning and technology marketplace. Celebrating their 12th year, these honors are bestowed across 27 different… Read more...

The 2017 Learning! 100

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… Read more...

Best Practices from the Learning! 100: Scripps Health

Speaker: Veronica Zaman, Vice President, HR & Learning, Scripps Health

Four-time Learning! 100 winner Scripps Health has the formula to drive performance through learning. No industry has seen the massive change that healthcare has. Yet, Scripps Health leadership has navigated reduced revenues, industry reorganization and critical talent shortages to be one of America's top healthcare organizations.

In this session, Veronica Zaman will share Scripps Health's formula for success which include:

- Developing a learning culture that embraces all team members and patients
- The CEO – Learning Leader connection
- Recruiting, developing and retaining talent where industry churn is 57% in one year.

 

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Published in On-Demand

The third largest parking company in the United States and one of the 2014 Learning! 100, LAZ Parking operates more than 1,900 parking locations in 24 states. Its workforce is comprised of approximately 7,500 culturally diverse employees, most of whom are hourly workers.
Two years ago, the company's management team set out to address two business challenges:
• Increase employee engagement to reinforce the company's people-first philosophy and its overarching mission to create opportunities for employees and value for clients.
• Build a management pipeline capable of meeting the company's aggressive growth projections.
In this webinar presentation, attendees will learn how social learning, an emphasis on on-demand, mobile accessible content, and coaching for on-the-job application comprised a cost- and time-efficient learning strategy that had rapid impact.

Published in On-Demand

The 10th Annual Best of Elearning! finalists will be revealed at the Executive Learning Conference 2014 in Anaheim, Calif., Aug. 25-27.

The industry’s only true user-choice awards received more than 3,000 nominations from learning, human resources and talent executives.

The awards encompass more than 25 product categories, such as LMS’s and video publishing tools.

ELC14 keynoters are Shirzad Chamine of Stanford University, Jeanne Meister of Future Workplace, and David Price, a senior associate at the Innovation Unit.

—More info: www.elceshow.com

Published in Latest News

Congratulations To Scripps Health, The U.S. Centre For Leadership Development, And 98 Other Cutting-Edge Companies, Agencies And Non-Profits.

By Jerrry Roche

What can Scripps Health, the U.S. Center for Leadership Development and other diverse private- and public-sector organizations like Cricket Wireless, WD-40, High Tech Academy and the U.S. Defense Acquisition University (DAU) have in common?

Easy: Their learning/training personnel and programs are undisputedly among the cream of the crop nationally. And this year’s Learning! 100 list celebrates their excellence.

These honors are unlike any other, in that they have a solid, research-based approach that offers organizations a level playing field despite size. Applicants are evaluated across three criteria: Collaborative Strategies’ Collaboration Index, Darden School’s Learning Culture Index, and overall organizational performance.

There is much to be learned from these winners and other applicants, many of whom had instituted thorough leadership training initiatives.

For instance, Stan Sewitch of WD-40 notes a couple reasons why leadership training is so important:

“One is that there is no substitute for quality leadership. No process, procedure, strategy or any amount of financial resources can succeed without leaders who are expe- rienced, capable, trustworthy, values-based and invested in providing service to the or- ganization.

“Another is that we have recognized that attracting, retaining and developing our talented members is a strategic driver of our business. We methodically apply resources, people and effort to accomplishing this strate- gic objective, with metrics attached.

And Stephanie VanGilder of Mercy Technology Services says:

“Executive sponsorship is key to the success of any major culture shifting initiative. When senior leadership gets behind an initiative, it is a powerful motivator. Our leaders have been visible helping to change the culture of the organization. They have provided course suggestions and book rec- ommendations and have even helped to lead book club discussions.

Brian Cooksey of Shaw Industries reveals that his company’s leadership training isn’t just for leaders:

“We’re trying to build a leadership tool- kit of different skills that any member of our organization on the operations side would have. We also have a relief supervi- sor program when hourly associates fill in for supervisors from time to time. They go through this training as well and become a pool we try to recruit from. We like to see them move into supervisory positions over time. We also have some full-time hourly leadership employees who go through training and can move into the pool.

Kate Kearney of Choice Logistics suggests methods for keeping training real, among them:

>>  “Make an immediate with follow-up discussions after training sessions to engage employees in a dialog about their key take-aways.

>>  “Develop case studies based on real situations they have encountered that are related to the training topic.

>>  “Keep department heads in the loop, so they can help support employees.

To find out more about how the leading companies are being so successful with their learning programs, review the list and watch for upcoming sessions, Web seminars, articles and events hosted by Elearning! magazine.

Published in Top Stories

 

What can Scripps Health, the U.S. Center for Leadership Development and other diverse private- and public-sector organizations like Cricket Wireless, WD-40, High Tech Academy and the U.S. Defense Acquisition University (DAU) have in common?

Easy: Their learning/training personnel and programs are undisputedly among the cream of the crop nationally. And this year’s Learning! 100 list celebrates their excellence.

These honors are unlike any other, in that they have a solid, research-based approach that offers organizations a level playing field despite size. Applicants are evaluated across three criteria: Collaborative Strategies’ Collaboration Index, Darden School’s Learning Culture Index, and overall organizational performance.

There is much to be learned from these winners and other applicants, many of whom had instituted thorough leadership training initiatives.

For instance, Stan Sewitch of WD-40 notes a couple reasons why leadership training is so important:

“One is that there is no substitute for quality leadership. No process, procedure, strategy or any amount of financial resources can succeed without leaders who are experienced, capable, trustworthy, values-based and invested in providing service to the organization.

“Another is that we have recognized that attracting, retaining and developing our talented members is a strategic driver of our business. We methodically apply resources, people and effort to accomplishing this strategic objective, with metrics attached.”

And Stephanie VanGilder of Mercy Technology Services says:

“Executive sponsorship is key to the success of any major culture shifting initiative. When senior leadership gets behind an initiative, it is a powerful motivator. Our leaders have been visible helping to change the culture of the organization. They have provided course suggestions and book recommendations and have even helped to lead book club discussions.”

Brian Cooksey of Shaw Industries reveals that his company’s leadership training isn’t just for leaders:

“We’re trying to build a leadership toolkit of different skills that any member of our organization on the operations side would have. We also have a relief supervisor program when hourly associates fill in for supervisors from time to time. They go through this training as well and become a pool we try to recruit from. We like to see them move into supervisory positions over time. We also have some full-time hourly leadership employees who go through training and can move into the pool.”

Kate Kearney of Choice Logistics suggests methods for keeping training real, among them:

>> “Make an immediate with follow-up discussions after training sessions to engage employees in a dialog about their key take-aways.”

>> “Develop case studies based on real situations they have encountered that are related to the training topic.”

>> “Keep department heads in the loop, so they can help support employees.”

To find out more about how the leading companies are being so successful with their learning programs, review the list and watch for upcoming sessions, Web seminars, articles and events hosted by Elearning! magazine.

TOP 10 PRIVATE SECTOR LEARNING ORGANIZATIONS

1) Scripps Health

2) Cricket Wireless

3) WD-40

4) Shaw Industries

5) ADI, a Honeywell Company

6) Vi

7) USAA

8) ViaSat

9) Salesforce

10) Underwriters Lab

TOP 10 PUBLIC SECTOR LEARNING ORGANIZATIONS

1) U.S. Office of Personnel Management

2) High Tech Academy San Diego

3) U.S. Defense Acquisition University

4) NASCAR

5) PGA of America

6) American Heart Association

7) U.S. Department of Veterans Affairs

8) International Society of Technology in Education

9) Team Orlando

10) Wounded Warrior Program

—More information: Elearning! magazine, September/October 2014

 

 

Published in Latest News

The Top 100 Learning Organizations from Public and Private Sectors Convene to Celebrate Excellence

The Elearning! Media Group announced the Learning! 100 top learning organizations for 2014 at the Annual Learning! 100 Awards Dinner & Reception held last night at the Hilton at the Anaheim Convention Center. The awards program is hosted by Elearning! and Government Elearning! magazines, and honors the top global 100 learning organizations across the private and public sectors.

In its fourth year, the Learning! 100 Award honors organizations that embrace collaboration and innovation and are high-performance organizations. This year, half of the top 10 were first-time honorees. They included High Tech Academy of San Diego, Calif.,WD-40 Company, NASCAR, PGA of America and ADI, a Honeywell Company.

“All these organizations have one thing in common, they have changed the way they invest in learning. Learning is a core success factor within their organizations that drives business performance. From improving retention rates of new hires to instilling leadership values that drive performance across all team members, every one of us can be inspired and empowered by the Learning! 100 organizations’ successes,” touts Catherine Upton, Group Publisher, Elearning! Media Group.

Imagine hosting safety training for NASCAR at 180 speedways around the country. Cars are racing at 200+ mph while emergency, maintenance and safety teams standby — just inches away. Then, discover all the team members are volunteer contractors dedicated to course safety. This is Karen Masencup’s and her training team’s challenge: 100 percent proficiency, zero tolerance for errors. At the Enterprise Learning! Conference, Masencup shares how she get 100 percent buy-in from all volunteers at courses across the country — and her secret to retaining these talented team members for NASCAR.

Imagine being a health care provider in the era of Obamacare. Ranked as one of the top 10 health providers in the U.S.A., Scripps Health is a four-time award-winner of the Learning! 100, and named No. 1 in the 2014 Learning! 100. Every year, Scripps Health invests in team learning and development. Recruiting and retaining new nurses is the challenge, in an industry that sees a 57 percent churn rate in the first two years. Scripps Health developed an on-boarding, training and mentoring program that reduced new nurse churn rate to less than half of the national average.

Jeanne Meister, partner, Future Workplace, hosts Masencup, NASCAR, and David Dayton, Cricket Wireless, an AT&T Co, in the session “Learning! 100: The Collaborative Enterprise.” Discover how NASCAR assures safety on the track. And, learn how AT&T acquired Cricket Wireless and deployed sales and product training to more than 15,000 employees within 60 days.

The Learning! 100 are all about “The Business of Learning.” In a TedX-like session, Linda Jack, ADI, a Honeywell Co, discusses how ADI changed the learning culture and sales performance with a wholesale shift in values and rewards. Then, Dawes Marlatt, PGA of America, shares how his organization increased golfing across courses in America with targeted training and support.

We invite you to learn, network and share with the 2014 Learning! 100 winners over the next year. Elearning! Media Group will host monthly Learning! 100 Web seminars featuring winners with impactful programs and advice. The next Learning! 100 Web sessions are on Oct. 2, 2014, featuring leaders from NASCAR, Cricket Wireless, ADI, a Honeywell Co., and PGA of America.  To attend these session, register for Enterprise Learning! Conference Online. Participation is complimentary for learning, talent and HR professionals. Learn more at www.2elearning.com.

Apply for 2015 Learning! 100 Awards

Is your organization innovative, collaborative or a high-performing team? Then you may have what it takes to be a 2015 Learning! 100 organization. Call for applications opens Nov. 1, 2014. Government, education and non-profit organizations can apply for free. Corporate application fee of $250 includes a Learning! 100 Awards dinner ticket. Learn more about this program at: http://www.2elearning.com/awards/learning-100-awards.

 

The 2014 Learning! 100 Corporate Enterprise and Public Sector Honorees in Alpha Order Are:

 

2U

3M

ADI, a Honeywell Co.

Advanced Distributed Learning

Aetna

Allianz Life Ins of North America

American Express Travel

American Heart Association

Ascension Information Services

Bank Hapoalim

Booz Allen Hamilton

California State Board of Equalization

CA Technologies

CapGemini

Carnival Cruises

CenturyLink Tech Solutions

Choice Logistics

Cisco

Coca-Cola

Consumer Electronics Assoc.

Coursera

Cricket Wireless

DAU

U.S. Dept. of Veterans Affairs

U.S. Dept. of Air Force

ECS

Educause

edX

E-learning for Kids

Equity Residential

Export Development Canada

Facebook

FDIC

FGDLA

First Insight Corp.

Florida Virtual School

Genentech, A Roche Co.

George Mason University, Div. of Learn Tech.

Google

Greenland Ministry of Education

Greenville Hospital System

HealthStar Communications

High Tech Academy San Diego

IBM

Ingersoll Rand

Intel

ISTE

Intuit

Kawasaki Motors Corp. USA

Khan Academy

Lawrence Livermore National Labs

LAZ Parking

LeapFrog

Lhoist NA

Make-a-Wish America

Mandarin Oriental Hotel Group

Manpower Inc.

MasterCard

Mercy

NASA

NASCAR

National Training & Simulation Assn.

Navy Federal Credit Union

NBCUniversal, a ComCast Co.

Neiman Marcus

NetSpeed Learning

New Horizons- No. Fla. Center

Northern Beaches Christian Schools

Pitzer College

PGA of America

Prudential Insurance

Rackspace

RCI

Rotary International

Salesforce

San Diego Zoo Institute for Conservation Research

Scripps Health

Securitas

Shaw Industries

Skillsoft

Southern New Hampshsire University

Team Orlando

TELUS Communications

UCI Extension

Underwriters Lab

Univ of Central Florida, Inst. of Sim. & Training

U.S Dept of Veteran Affairs

U.S. Office of Personnel Management

U.S. Small Business Administration

USAA

USC, School of Cinematic Arts

USDLA

Vi

ViaSat

Vivo

VMWare

WD-40

Wounded Warrior Project

Xerox Corporation

Yum! Brands, Inc.


 

 

 

 

 

 

 

 

 

 

 

 

 

Published in Top Stories

According to the 2014 E-learning Study published today, the business objectives for learning has shifted. Improving employee engagement topped the list with 64.2% of respondents reporting. Increasing collaborative learning (53.7%) and improving overall collaboration across the enterprise (48.9%) are closely behind. personalization of learning (46.7%) and boosting leadership bench strength (43.2%) close the list.

“Together, most companies are betting that their investment in both engagement and collaboration will pay off big in innovation and profits for the enterprise,” concluded Joe DiDonato, co-author of the study.

—The 2014 E-learning User Study can be downloaded at : www.2elearning.com/resources/research-white papers.com

 

Published in Latest News

Ten of Elearning! Media Group’s top Learning! 100 Award winners will address the Enterprise Learning! Conference (ELC) audience, Aug. 25-27,2014 in Anaheim, Calif.

Keynote Jeanne Meister will set the stage for Learning! 100: The Connected Enterprise panel. She will be joined by Karen Masencup of NASCAR and other Learning! 100 panelists who are experts in engagement and the collaborative learning arena. Hear how they have killed internal email, invested in learning that is always on and engaging, and created the collaborative enterprise.

Learning! 100 Award-winner Garry Ridge, CEO of WD-40, will join Larry Rosenstock, founder of High Tech High School, in the opening panel session “Open Applied: The Culture of High Performing Organizations.” Keynote David Price will share the stage with both of these innovative organizations.

—More info: www.elceshow.com

Published in Latest News

Mortgage Firm Leverages E-Learning In Mastery Program

By Richard Acello

Like the Marines, Carrington Mortgage Services is looking for a few good leaders. Actually, Carrington is looking for lots of good leaders, but it needs a few right now because the eight-year-old Santa Ana, Calif. based mortgage provider is in a furious expansion into new markets, in the U.S. and internationally. Once a mortgage originator, Carrington now seeks to be involved in nearly all home-related transactions, from servicing the mortgage to rehabbing prepossessed homes. Its latest international venture is Scotland. Obviously, this kind of expansion calls for an army of specialists, and Carrington has plenty of expertise among its 2,000 employees — but recently the firm has identified the need for leaders. These tend to be personnel Carrington has identified as its future managers, but the lust for leadership is spreading regardless of rank.

The “LeaderSHIFT: Self-Mastery Program” is a six-month training and development program for those it identifies as up-and-coming leaders. The program includes a mix of online e-learning courses, development opportunities, mentoring sessions, and in-class training with activities that positions emerging leaders for a management position in Carrington.

“The goal of LeaderSHIFT is to ensure our next line of leaders are equipped with the skills and tools necessary to lead our company toward growth and success,” says Lou Beckert, Carrington’s director of learning services. “We value the talent our emerging leaders bring to the table, and our goal is to ensure we provide the right training, mentoring, coaching and development in order to successfully position ourselves with the right leadership team. We think the program is already improving the quality and caliber of our leadership team.”

Working with Beckert to execute on the strategy is Claudia Mino, manager of organizational development.

“Speaking generally, people who are highly competent are often promoted to leadership positions and fail,” she says. “Just because they are a great loan administrator doesn’t doesn’t mean they will be a good manager. So we start with the self that you must master: knowing who you are.”

It’s those types of mortgage pros that Carrington is looking at to lead as it expands. “The next level is how do you know how to manage teams,” Beckert continues. “If I know who I am as a person, and have the willingness to get better, now I can leads teams, the team performs, the company grows, and there’s more job security and promotions. It’s a cycle, but it starts with the self.”

All About Intangibles

In an increasingly big-data-driven world, Beckert and Mino are talking intangibles. They’re not apologizing either.

“I don’t believe in rolling out a program in leadership if we don’t spend the time talking about the need to touch their heart, and their soul,” Mino explains. “That’s the most powerful part, more than their job title. You’re not a leader by title, leadership is based on behavior and actions. It’s the unseen leaders who are change agents, and we hope they’ll be our next seen leaders.”

Carrington is an eight-year-old (relatively young) firm in an industry still feeling the effects of the Great Recession of 2008. Even so, it has expanded geographically and now has employee or independent contractor agents in the 50 states and Scotland. Carrington has also expanded through vertical integration — meaning it is a player in each part of the mortgage origination and servicing process. Of its roughly 2,000 employees, the majority work in loan servicing and are located in two Southern California towns, Santa Ana nd Aliso Viejo. The California contingent can be brought together physically, but for their increasingly job-diverse and physically far-flung coworkers, e-learning has come to play an important role.

“We need a program accessible to people all over the country,” Mino explains. Though Carrington naturally started out with an in-class program for its California workers, it has now moved in to a “blended phase,” Mino says.

Beckert says this might involve offering e-learning opportunities to staff, “and then we pull them together in a conference call or have a webinar in a forum, where they get to talk about best practices. At first, the majority of our leaders were in Southern California, but as the program becomes more successful, it’s taking in a bigger national audience.”

Post 2008, Beckert says e-learning started out as propelled by a need for Carrington to protect its customers and minimize risk in an industry in turmoil. Now that the mortgage industry is less in turmoil, the content is blended too. There are certification and license programs that help employees sharpen or add new skills, and that’s driving some of the engagement in the program.

But Beckert and Mino are equally enthused about finding the new leaders from the Self-Mastery program. “Let’s talk about the population of leadership. They are the high-potential, next-level talent pool of leaders,” Beckert says, “because we want to mold them and shape them in the Carrington way, displaying the characteristics of great leaders. It doesn’t matter where you come from, you need to be able to engage, motivate and care.”

What Is The Carrington Way?

“We look at what our CEO Bruce Rose likes to say, about the importance of doing the right thing even when nobody is looking,” notes Beckert. “That’s a big thing in the mortgage industry: having a high level of integrity, doing the right thing at every moment. It’s focusing on that side of the business that will drive everything else, the same thing with our vendors and future potential partners."

But how do you solve problems? How do you build? “We know that in order to maintain and grow we need strong learners, and to retain the best talent, we want the best of the best, the best of customer service,” Beckert continues. “We think our leaders will appreciate a company that sets you up for success, where you’re not just a number but part of the equation.”

Mino calls response to the Self-Mastery program “phenomenal,” as about 50 employees joined the first program, and 40 graduated. “It was a pilot program, so we made changes based on a monthly evaluation form, and we took to heart everything they said.”

Mino concludes that the program found “a significant impact that produced results for the business.”

This year, Mino has added more support but limited participation to 20. “We want to have more coach involvement,” she says. “If you take the 70-20-10 learning model, where 70 percent of learning happens ‘on the floor,’ and 20 percent is informal, and 10 percent is formal, like reading a book, we see the coach having the most impact on the 70 and the 20.”

Mino says the Self-Mastery program produced “bottom-line results,” including some reports of “life-changing experiences” because of the program. “We saw people really stepping up,” she says.

Published in Top Stories

Karen Masencup, Training Director, NASCAR Addresses Learning On and Off the Track

NASCAR’s Training Director, Karen Masencup will speak at the Enterprise Learning! Conference (ELC), the exclusive learning and workplace technology marketplace, August 26, 2014 in Anaheim, CA.

Karen Masencup leads Safety Training at Speedways across the country. Her goal was to reduce the amount of classroom time needed during training sessions at the track and free up more time for hands-on practice before every race. The company’s philosophy is that learning is key to keeping NASCAR in the “victory lane.”  

NASCAR management believes that behind every successful race season are its employees and affiliates on the ground, from officials and track personnel who put on races each week to the corporate IT and R&D employees utilizing the most cutting-edge technologies.

Attend the Learning! 100: The Connected Enterprise session, to hear the pain points, the successes and the technologies that had to be re-invented to enable this engaged learning organization.

Troy Willrick, Senior Director of Event & Emergency Services for Daytona International Speedway, said: "Having more than 400 track services employees complete online courses before they arrive for training has dramatically increased the amount of time we can dedicate to hands-on training. This allows our workers more time to hone their skills and practice realistic scenarios they may encounter during an event. With our diverse workforce coming in from many locations around the country, the centralized system works perfectly, NASCAR’s high-quality training has proven to be extremely worthwhile.” 

ELC registration is now open with Early Bird rates saving attendees up to $500. Workshop and tour passes are also available beginning at $295. Government employees also receive a 30% discount on all conference rates. To learn more about attending ELC 2014 visit: http://www.elceshow.com. For sponsorship or exhibitor information, contact This email address is being protected from spambots. You need JavaScript enabled to view it. or call 888-201-2841 x845.

Published in Top Stories
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