With more than $4.8 billion in annual sales and more than 24,000 customers worldwide, sales training is vitally important to Shaw. Its sales training program encompasses a multi-tiered approach using a variety of media and instructional techniques to developing the salesforce necessary to support the diverse customer needs for Shaw. Included

in the approach are a new talent pipeline, facilities for keeping the salesforce current on new product introductions, and ensuring that it has the skills to serve a diverse customer base.

These and other factors resulted in Shaw being named one of Learning! 100's top organizations.

Shaw's sales workforce of more than 1,700 is faced with meeting the needs of a diverse, global customer base that requires a diverse product mix. New products are introduced two to three times a year - often dozens of styles across multiple product lines.

The salesforce is scattered all across the world, which often can make training challenging when traditional instructor-led approaches are used exclusively. Not only must training be offered in multiple languages, but it must also take into account cultural differences around the world. And that's something new for a company that is just emerging globally.

Additionally, the subject matter - floor coverings - is more technical than you might expect. "We have sales people that sell hard surfaces, carpet and sports turf," says Shaw's Chris Clement. "It's really a wide range of products with technical nuances that separate them from competition. The topic of functionality can also become complex.

"The biggest challenge is that our target audience is not in the same geography as our base it. It’s all over the globe. The feedback is we can’t take as much time out of market coming to Dalton (Ga.). We’ve got to figure out where our clients are, and that’s everywhere. ILT is the best way to asses performance, but you can’t do it all that way."

Maintaining a pipeline of new talent is one challenge that must be met, in order to not lose ground to competitors when retirements or turnover occur.

New hires spend 12 weeks at the corporate headquarters in Dalton, attending a "boot camp" to learn the industry, the company and its products. Many hires are right out of school, so they have the learning habits of Millennials: shorter batches of information with more frequent bursts.

"We've gamified a lot of the training, too," says Clement. "Gamification for us is allows sales people to win points through answering questions correctly. But we're very, very early in developing that facet of our training; our last class was our pilot program. They were our guinea pigs, and it worked beautifully, so we're planning to expand that portion of our sales training. It's a competition, and sales is definitely a competition."

Testing is done via the Trivie mobile format. "We test for comprehension," Clement notes. "Before Trivie, we used written tests that took long time to take and grade. But with Trivie, the results are instantaneous, in real-time. That affords us the opportunity to give needed coaching quickly."

Because the training is competitive, like the sales profession, it has an uptodate leaderboard, and participants are given a monetary incentive to excel.

But experienced new hires don’t attend the corporate university. They are given more condensed training. "We do a lot of things in our mobile app," Clement says. "The idea is, if you're a sales person, we give you information when and where you need it, not just when you can show up."

Diversity is the key, Clement notes: "We've diversified as a company in our product offeriengs and locations. Our learning programs are reflections of that."

 

Shaw Industries is a five-time Learning! 100 winner.                        Shaw 2

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Published in Learning! 100

"NASA's journeys into air and space have deepened humankind's understanding of the universe, advanced technology breakthroughs, enhanced air travel safety and security, and expanded the frontiers of scientific research," the federal space program’s mission statement says. "These accomplishments share a common genesis: education. As the United States begins the second century of flight, the nation must maintain its commitment to excellence in science, technology, engineering and mathematics (STEM) education to ensure that the next generation of Americans can accept the full measure of their roles and responsibilities in shaping the future."

Because of its energetic and insightful approach to STEM education, NASA has been named one of the top Learning! 100 organizations in the nation.

NASA plans to continue its traditionof investing in the nation's education programs and supporting the country's educators "who play a key role in preparing, inspiring, exciting, encouraging, and nurturing the young minds of today who will be the workforce of tomorrow."

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Its three major education goals are:

  • Strengthening NASA and the nation's future workforce

  • Attracting and retaining students in science, technology, engineering and mathematics disciplines

  • Engaging Americans in NASA's mission

NASA's education program strives to "inspire and motivate students to pursue careers in science, technology, engineering, and mathematics" by supporting education in the nation’s schools and to "engage the public in shaping and sharing the experience of exploration and discovery" by supporting informal education and public outreach efforts. NASA's commitment to education places special emphasis on these goals by increasing elementary and secondary education participation in NASA projects; enhancing higher education capability in STEM disciplines; increasing participation by under-represented and underserved communities; expanding electronic education; and expanding NASA's participation with the informal education community.

NASA's Office of Education supports education at all levels, with linkages to NASA research as a central part of its focus. The majority of NASA support to higher education is delivered through the NASA Mission Directorates, which coordinate projects for students, faculty and institutions that broaden the base of those who compete for NASA research awards. According to NASA, these initiatives help create and sustain the scientific and engineering workforce of the future.

NASA's STEM education is directed primarily at educators and students from pre-K through college, along with a special "Kids' Club” interactive website.

Education opportunities for educators include activities like a Ceres "Bright Spot" mystery poll, a "Geography from Space" trivia contest, and teacher professional development programs at the National AeroSpace Training and Research (NASTAR) Center in Pennsylvania.

For students, lectures with live online webcasts have become a prime mode of learning. A small sample: “Birth of Planets," "The Juno Mission to Jupiter" and "Journey to the Center of Mars,” A series of “challenges” also acquaints youngsters and teens with science and technology.

In the future, "the Office of Education will continue to emphasize sharing the results of NASA missions and research programs with wider audiences by using science discoveries and research applications as vehicles to improve teaching and learning at all levels," the respected organization concludes.

NASA is a three-time Learning! 100 winner

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Published in Learning! 100

Because the world's information technology infrastructure is being transformed by the emergence of Cloud computing, IBM's most critical business challenges and opportunities are to reach the new buyers that these major shifts in the technology sector have created. “Learning must support our transformation by enabling us to seize these new opportunities for growth and make the shift to the new era of computing," observes Frank Persico, vice president of IBM Learning. "Learning needs to build the skills to deliver on our growth plays.

"Our initial actions were transforming how we select new IBMers, how we invite and engage them as they join, how we train our sellers and technical professionals to succeed in a rapidly changing technology sector, and how we train our new managers and executives to be effective stewards and leaders of IBM."

While many large corporations determine learning needs based on current requirements, IBM Learning now addresses adaptive challenges - skill and performance gaps that cannot be closed by existing methods alone." It's a profound and fundamental challenge," Persico says.

This year, IBM was named a Learning! 100 winner for collaboration.

Cooperation comes from the top. When CEO Ginni Rometty's new administration began in 2013, she directed the creation of enterprise-wide employee online collaboration tool, "Communities," virtual spaces where employees share information, ask questions and work collaboratively. There are now 138,763 unrestricted public online "Communities" of interest topics where work is done. In one of her more recent all-hands' conversations with employees, Rometty said, "We must evolve by continually developing our skills and expertise. IBM is committed to supporting all our employees’ professional excellence." She also introduced IBM's "Think 40" initiative that provides every employee at least 40 hours of work time each year for the purpose of his or her own professional development. "We cannot build a great business without nurturing from within," she believes.

One of the company's most innovative learning initiatives is its enhanced Technical Leadership Exchange (TLE), a premier showcase for technical leaders that provides a platform to submit, publish, innovate, share ideas and gain recognition.

Not long ago, nearly 5,000 technical leaders would travel to a physical location for a face-to-face, three-day conference. Due to the increase in its global workforce, especially in emerging markets, this model became cost-prohibitive. A totally virtual approach was piloted, but participants were missing the face-toface component. So an innovative hybrid design was developed to limit travel and expenses and keep the face-to-face component. This design focuses on locations where rapid increase of skills is needed by bringing the event to the emerging markets such as Hungary, India, Brazil, China and South Africa with a live global broadcast.

Today, IBM annually broadcasts six smaller face-to-face events live to all 380,000 employees in more than 170 countries. It uses Livestream technology, blending online social elements that engage a large virtual audience. During the live presentation, virtual attendees can ask questions of each other and the speaker. This new design also introduced the business challenges that organize global teams to collectively solve real business problems.

"But that’s not all," Persico insists. “We are building skills in an agile way as older, industrial models of learning become less relevant. We can no longer architect and construct learning 'factories' that prepare predictable crowds of employees to perform predictable work. Technology and the opportunities it creates are shifting too quickly."

IBM is a five-time Learning! 100 winner.                           Coll 2

Published in Learning! 100

By virtue of the American Heart Association's Leadership Engagement and Development (LEAD) program, it has been named one of the top Learning! 100 organizations in the public/non-profit sector.

LEAD is a year-long "mini-MBA" program targeted at the AHA’s 50 executive directors (EDs).

The ED for any metro area is responsible for all volunteers and staff that lead events such as Heart Walk, Heart Ball/Gala and Go Red for Women. The EDs manage and recruit high-level (such as C-Suite) talent for their boards and direct all aspects of their metro area. The intention of the LEAD program is to improve the performance (and reduce the variability of performance) of the EDs, to create an educational experience that focuses on developing leadership skills, and to provide a strong peer network.

The program begins with a two-day launch event preceded by assigned prework that consists of YouTube videos, training created in Skillsoft, articles, chapters of books, various readings, plus a webinar that follows. Then, three case studies and two projects in four days of face-to-face training. Case studies explore topics such as influence, coaching, networking, building/maintaining relationships, diversity and more. Projects deal with real-world problems that AHA is working to resolve, oriented with issues that it's having within the organization. The program concludes with another two-day session a full year after it begins.

"The inspiration and intent of LEAD has been to strategically invest developmental resources and opportunities in the ED role so that it can have a significant impact on the rest of the AHA," says Katherine Neverdousky, vice president of HR and Corporate Training. "If we make an investment of time and resources, we know that we are fostering employee development, impacting retention, and assuring success in AHS’s long-term strategy."

"The inspiration and intent of LEAD has been to strategically invest developmental resources and opportunities in the ED role so that it can have a significant impact on the rest of the AHA," says Katherine Neverdousky, vice president of HR and Corporate Training. "f we make an investment of time and resources, we know that we are fostering employee development, impacting retention, and assuring success in AHS's long-term strategy."

As performance, retention and engagement within the ED role are positively impacted, so too are the same areas of volunteers, boards and staff (employees) in the metro areas led by the EDs.

"AHA is a very respected brand, and as such we want to ensure that our EDs are the best brand ambassadors in the communities where we are present," Neverdousky notes. "By focusing on such a key and pivotal role and investing in a robust and comprehensive leadership development program, we hope to achieve measureable and positive impact to the EDs."

The program's design provides the EDs with:

  • leading-edge content

  • exposure to internal and external subject matter experts/resources,

  • best practices regarding processes and tools,

  • experiences solving real organizational issues

  • a peer network, and

  • in-depth study in the areas designated as important to the role.

The first cohort began in August of last year and ended last month. The second cohort launched this past April.

"Participants are very excited," says Neverdousky. "They appreciate the opportunity to interface with different executives. It’s truly a mentoring opportunity for them and the subject-matter experts assigned to them, and they also get peer networking that makes for great conversations and discussions."

One of the big areas of focus during the first cohort was improving fundraiser retention. To that end, turnover decreased from 21 percent to 17 percent. So the AHA is already seeing impacts to the areas being measured via anecdotal data that confirms the positive effect of the program on the participants, their staff and their leaders.

AHA is a four-time Learning! 100 winner.                           Recognizing 2 

Published in Learning! 100

Because voluntary employee turnover costs Vi Living more than $4 million annually, the company continually looks for areas in which corporate leaders can improve employee engagement and retention.

In 2014, Vi's HR and Learning and Organizational Development teams partnered to create a multi-faceted learning strategy focused on increasing employee understanding of benefits as well as participation. It is for this effort - the Open Enrollment Benefits Education Program - that Vi has been named a Learning! 100 champion in the area of corporate culture.

Even though Vi spends in excess of $23 million dollars annually on benefits (7.5 percent of the company's expenses excluding taxes), and offers a highly competitive benefit program, it has had less than desirable participation. Nor were perceptions and understanding of its benefits strong. So the Open Enrollment Benefits Program was implemented to increase overall participation.

"We didn’t have strong participation in the flexible spending and 401(k) programs, so we applied the practices and principles we use in organizational L&D," notes Vi’s Judy Whitcomb. "To that end, we rolled out an interactive online training tool. Within three weeks, 45 percent of our employees took advantage it."

The results played out last year with a 69 percent increase in flex spending account participation, a 40 percent increase in the enhanced vision program, a 7 percent increase in the medical plan, and a 9 percent increase in 401(k) program participation.

"And employee satisfaction grew along with participation," Whitcomb notes. "A follow-up employee survey determined that 90 percent of employees had a good understanding of company benefits compared to 83 percent from the prior survey."

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The education strategy included the following components:

  • Pre-launch communications and marketing campaign

  • Training and engagement of managers

  • Utilizing Management Development Program participants as education champions

  • Pre-launch in-person and webinar sessions to help managers understand goals of the program as well engaging them in promoting use of a new interactive training tool to help employees learn about and select their benefits

  • Launch of "Alex", a new interactive education benefits portal. This self service portal acted as an education tool as well helped employee select and understand their benefits.

Whitcomb also took an active role in increasing participation by regularly visiting 10 employee communities in six states that include more than 600 employees who have participated in a one-year management development program.

"It’s a local, community-run program with corporate L&D support," she observes. "Employees get to participate in webinars and face-to-face meetings with corporate leaders, on top of all the learning programs we offer them. So at the local levels, they get a very customized program that is unique to their learning needs, but they also have the opportunity to participate in organizational programs that enhance their business knowledge skills and exposure to other leaders and employees in the organization."

Along with Whitcomb and department heads (Beverage, Nursing, Sales, etc.), Jill Denman - Vi's assistant vice president of learning and development — human relations teams at each community, and functional level support were all keys to the continuing L&D successes that have resulted in the company being named to the Learning! 100 for the second consecutive year.

Vi is a five-time Learning! 100 winner.               Increased 2

Published in Learning! 100

It is unlike anyone at the Defense Acquisition University (DAU) to rest on laurels. Finishing tops among all public organizations in this year's Learning! 100 competition is testament to that fact.

"This past year, Jim Woolsey raised the bar and challenged our organization to excel," says Dr. Chris Hardy, the university's director of its Global Learning and Technology Center. "To improve business results, he expanded our scope and reach throughout the world, and integrated all formal and informal assets within our new enterprise wide learning strategy. By doing so, we focused all activities primarily on job and organizational success. With this approach, more than 600 DAU faculty and staff are committed to providing the workforce a continuous presence on the job, helping them and their organizations succeed.

"This has required real-time access to information via a variety of formats, to opportunities to network and share, to experts and coaches, and to the acquisition body of knowledge - all served up dynamically in a single portal designed to give users just what they need when they want it," Hardy continues. "Additionally, our new enterprise learning strategy is called the Acquisition Learning Model (ALM)."                                         warfighter 1

The ALM - which has won numerous awards prior to the Learning! 100 - was nominated in the Performance category. With it, DAU's primary measure of success of all courses, Web assets, and performance support is business results. Composed of the three separate yet integrated domains, the ALM "links" DAU's training, continuous learning, knowledge sharing, mission assistance, qualification and team training capabilities - by being current, connected and innovative in every area.

"Our students need current information - the latest policies and guidelines, as well as example lessons that are relevant to their increasingly diverse and fast-paced work," Hardy further notes. "For our students, current will mean up-to-date case studies and other course materials in our foundational learning, as well as continually refreshed and interesting news, assets and tools in our workflow learning.

"Likewise, DAU must have current and direct knowledge of what's going on in the acquisition enterprise so that we can anticipate the needs of our students, bring them the assets they need and teach in a way that is relevant to their work and their learning style.

"And DAU must also be tightly connected to our customers and aligned with their priorities and challenges. This helps make our work meaningful and is also a key function of a corporate university."

DAU leaders are already improving the organization's overall performance with several initiatives:

  • Deploying alternate delivery methods to include "flipped" classrooms with micro-video lectures

  • Incorporating critical thinking learning objectives into courses, and deploying new courses with emphasis on case studies and practical exercises;

  • Finding efficiency in everything from printing to buildings to work assignments;

  • Developing a "one-portal" philosophy for DAU's Web-presence that enables ease of content discoverability and accidental learning; and

  • Emphasizing Mission Assistance to immediately improve outcomes and also to give its faculty exposure to the most current problems and practices in the acquisition enterprise.

"It has perhaps become a cliche to say that the world is changing fast, but there is no place where it is more true than in training and in defense," Hardy concludes. "Those two worlds converge at DAU. Our new workforce thinks differently, learns differently, and will have demands on it unlike any have had in the past. These new initiatives will help us keep ahead of the changes in our environment and help us discover new opportunities to remain one of the world's very best training organizations. The acquisition workforce and the warfighter deserve nothing less."

DAU is a five-time Learning! 100 winner.                                         warfighter 3

Published in Learning! 100

Community Involvement Spurs Innovation and Collaboration at Salesforce

"Collaboration with our customers, partners and employees has been a hallmark of Salesforce since the beginning - and the Success Community is the hub for that collaboration," says Wayne McCulloch, senior vice president of Salesforce University.

That’s why Salesforce has emerged as the No.1 corporate learning organization on this year’s Learning! 100 list.

Salesforce’s Success Community was recently reborn when it migrated to the organization's new Community Cloud platform. While it remains focused on providing support and training, the network has evolved to include formal collaboration groups, a product idea submission engine and more.

"[Our] collaborative environment is a direct offshoot of the Salesforce culture - actively encouraging our contributors to share constructive feedback to improve our products, support each other through informal training, and build communities that help them network and grow," Erica Kuhl, senior director of Community at Salesforce says. Managed by a team of five and supported by many more volunteers who moderate, answer questions and manage groups, the Success Community has more than 1 million registered members - and nearly 150,000 of those members log in at least once a month.The Community platform brings customers together in a way that is easy for them to navigate, easy to manage and moderate, and that is accessible by those outside the Salesforce customer base.

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Three specific Community areas - peer-to-peer support, collaborative learning groups, and customer-based innovation - help drive the company's learning effort.

  • In the Answers forum, members ask and answer questions about the Salesforce platform; 100 percent of the questions are answered, 98 percent by customers. Salesforce’s support team answers any remaining questions.

  • Salesforce-led collaboration groups are linked directly to instructor led classes from Salesforce University, Salesforce’s training organization. With more than 3,200 members, these groups are focused on continuing the training experience beyond the classroom.

  • Founded in 2013 by a customer, the Certification Study Group, which is free to join, has helped many members to earn Salesforce certifications. Group members have a 98 percent pass rate, thanks to the dedication of 15 customer session leaders around the world.

  • "Our customers are our Community's greatest innovators," McCulloch says. "They are always finding new ways to share knowledge and learn. For example, one of our most engaged groups is the Salesforce Certification Study group, created by customer Deepa Patel. Group members study together and use the group to ask and answer questions, as well as share best practices for getting certified."

    The Community’s product roadmap includes several updates that will greatly enhance the member experience, including:

  • A featured groups directory that showcases and curates the most vibrant, valuable Community groups.

  • Public group landing pages that are viewable without having to log into the Community; this helps group owners promote the groups more broadly.

  • A step-by-step onboarding "wizard" that will drive new members through their Success Community journey.

  • Salesforce is a three-time Learning! 100 winner.

     Comm 3

    Published in Learning! 100

    SUCCESSFUL ORGANIZATIONS SEEK (AND FIND) EMPLOYEE ENGAGEMENT AND ENTHUSIASM WITH INNOVATIVE LEARNING PROGRAMS

    BY JERRY ROCHE

    In this day and age, it's not enough for employees to be well informed and well trained. It's increasingly important for learners at corporations, non-profits and in the public sector to be engaged and enthusiastic - and maybe even entertained.

    Of all the commonalities in this year's Learning! 100 competition, employee engagement from training and development was a major driver of these organizations' successes.

    The American Heart Association's vice president of HR and Corporate Learning Katherine Neverdousky says participants in the AHA's new mentoring program "are very excited. They appreciate the opportunity for them and the SMEs assigned to them, and they also get peer networking, which makes for great conversations and discussions."

    Shaw's Chris Clement tells us: "We are constantly hearing from our audience" - meaning his salesforce. "We can’t design training how we want to deliver it, because people have different learning styles. So we've got to respond to their needs, or we'll be designing training that’s obsolete."

    Vi Living's new open-enrollment benefits education program not only received rave reviews from employees, but it also drove improvements in business-related metrics: a 69 percent increase in flex spending account participation, a 40 percent increase in the enhanced vision program, a 7 percent increase in the medical plan, and a 9 percent increase in 401(k) program participation. "And employee satisfaction grew along with participation," Vi’s Judy Whitcomb tells us. "follow-up employee survey determined that 90 percent of employees had a good understanding of company benefits compared to 83 percent from the prior survey."

    Like the AHA, the financial services company SWBC also has implemented a mentoring program. And, like the AHA, it’s finding increased employee engagement. "One hundred percent of the participants indicated their mentor/mentee was a good match," notes SWBC vice president of Training and Employee Development Mandy Smith. "The vast majority reported feeling more confident in their knowledge, skills and abilities. Six of the 30 participants reported receiving promotions during the program that they attribute to their mentor’s support and the mentoring program."

    Learning! 100 applicants are evaluated across three criteria: Collaborative Strategies’ Collaboration Index, Darden School’s Learning Culture Index, and overall organizational performance.

    But beyond those metrics, if there is one lesson to be learned from the 2015 Learning! 100 honor roll, it’s that engaged employees are informed employees are excellent employees. To find out more about how the leading companies are being so successful with their learning programs, review the list on the following pages and watch for upcoming sessions, Web seminars, articles and events hosted by Elearning! magazine.

    Learning! 100

    Published in Top Stories

    Hybrid Event Attracts Nearly 2000 Attendees

    The learning industry came together at Enterprise Learning! Conference hybrid event with the three-day live event held in Manassas, VA June 8-10, and the two-day virtual held July 16-17. Eighteen hundred and ninety-seven learning professionals registered for the hybrid events to learn, network and share best practices from corporate, government, and higher education leaders.

    ELC15 Hybrid conference theme of "Building Smarter Organizations" provided attendees four distinct learning tracks that included:
    • Learning Environments for the Next Generation
    • Smart Connected Things in Learning
    • Learning Analytics & Performance in the Big Data Age
    • The Learning! 100 Best Practices

    "The way we conduct business and train our employees in today's world is different than any other era and the popularity of having the option to attend an on-site or virtual, from-your-desktop learning event was reflected in the robust attendance for both events," reported Catherine Upton, Group Publisher & Event Producer.

    The July online event featured 6 live sessions and video broadcasts of the most popular onsite sessions. A fully live Q&A opportunity was made available to all virtual attendees during the Keynote address by Wayne
    McCulloch as well as the Learning CEO Panel featuring Todd Tauber from Degreed and Malcolm Lotzof from INXPO. These live sessions included:

    • Keynote: Transformation of Learning Systems – presented by Wayne McCulloch, Salesforce
    • Learning CEOs Power Panel: Trends in Tech & Practices – presented by Todd Tauber, Degreed & Malcolm Lotzof, INXPO
    • Agile Talent Development Strategies – presented by Davina Collins & Ryan Rose, CISCO
    • Managing Your Video Assets Enterprise Wide – presented by Jeff Fissell, KZO Innovations
    • 7 Tips for Creating Great Video Learning – presented by Emma King & Emma Meyer, INXPO
    • Creating Engaging Virtual Learning Experiences – presented by Emma King, INXPO

    Other highlights from the on-site event which were recorded and featured in the virtual event included two cutting-edge keynote addresses from: Dr. Jennifer Golbeck - Director of Human-Computer Interaction Lab, University of Maryland shocked the attendees with Analyzing the Social Web Implications for You, Your Career & Your Organization revealing how much of our personal data is out there without us even knowing! And, finally a riveting presentation by Col. Ronald Dodge- CIO & Associate Professor, West Point Military Academy. He discussed Next Generation Learning Environments and Cybersecurity and disclosed that the greatest threat to your company's Cybersecurity is the users!

    The conference programming was designed by our partners, George Mason University, Defense Acquisition University and Elearning! Media Group. Over 50 sessions were hosted onsite and 20 sessions are available at ELC Online. Those that missed the event can still view this valued content, Q&A and chats on ELC Online platform. The ELC Online content can be accessed on-demand through October 16. To register and view the on-demand content, click here.

    Learning! 100 Awards
    The highlight at ELC15 is always the Learning! 100 Award ceremony and conference sessions. Celebrating 5 years, the Learning! 100 are comprised of 60 corporate enterprises and 40 public sector organizations. The top winner in the corporate enterprise category is Salesforce (www.salesforce.com) and the public sector winner is Defense Acquisition University (www.dau.mil). Both were honored at the 2015 awards dinner and reception on June 9th at the Hylton Center, Manassas, VA.

    ELC15 hosted twenty Learning! 100 winners who share their best practices and strategies. Topics range from:

    - Building the 2020 Workforce by AT&T and IBM
    - Learning Culture at American Heart Association and Advance Auto Parts
    - Sales Enablement at ADI- Honeywell and Allied Barton
    - Next Generation Learning Systems at Waddell & Reed & US Navy,
    - Talent Strategies at Leumi Bank of Israel, Better Homes & Gardens Real Estate & Cisco
    - Going Global at McDonald's Corporation.
    - And others including GMU, DAU, Choice Logistics, FCC, DHS, DISA

    "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 Upton.  "Organizations from 2 to 1.6 million employees are honored this year, and shows size does not matter when it comes to making a difference in the learning field."

    About Enterprise Learning! Conference 
    Enterprise Learning! Conference 2015 (ELC15) hosts the exclusive Learning & Workplace Technology Conference for corporate, government and higher education executives. ELC15 also hosts the Innovations in E-learning Symposium, in partnership with the Defense Acquisition University (DAU) and George Mason University (GMU). At ELC15, attendees learned from learning technology academia, share best practices from the top corporate university — Defense Acquisition University — and networked with the top global learning organizations, the 2015 Learning! 100. Altogether, ELC15 provided executives a collegial environment to network, share and learn from leaders across government, education and corporate enterprise.

    Enterprise Learning! Conference 2015 Partners

    About Defense Acquisition University
    Defense Acquisition University is an award winning corporate university for the 150,000 members of the Defense Acquisition Workforce. DAU uses classroom and Web-based training and certification programs to keep all acquisition workforce members abreast with the latest trends, developments, resources, and information available for the acquisition community. While DAU faculty use a variety of proven teaching techniques to impart information to students, including both lecture and case-based curriculum, they are also on the forefront of innovative teaching techniques such as flipped classroom and distance-learning via Telepresence suites to reach remotely located workforce members while maintaining a low per-student cost. DAU faculty not only provide the certification training that qualified acquisition professionals need now, but continuously develop the body of acquisition knowledge to meet future learning requirements. Learn more at: www.dau.mil

    About George Mason University
    George Mason University is Virginia's largest public research university. Located near Washington, D.C., Mason enrolls more than 33,000 students from 130 countries and all 50 states. Mason has grown rapidly over the past half-century and is recognized for its innovation and entrepreneurship, remarkable diversity, and commitment to accessibility. Mason is setting the gold standard for the modern, public university. Its dynamic culture and innovative academic programs prepare Mason's hard-working students for 21st century careers. Its commitment to teaching excellence combines with cutting-edge research that enriches the academic experience and is literally changing the world. Mason is also one of the best values in higher education, producing graduates who lead all Virginia schools with the highest annual salaries. Learn more at: www.gmu.edu

    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 $220 billion learning & workplace technology market. Suppliers and practitioners can follow us: online at www.2elearning.com ; on Twitter: 2elearning or #ELSummit; via Facebook: Elearning!-Magazine or LinkedIn: Elearning! Magazine Network or Elearning! Summit.

     

    Published in Latest News

    Corona, CA – May 4th, 2015—Today, the Elearning! Media Group announced the Learning! 100 top learning organizations for 2015. The rankings will be revealed at the awards dinner and reception on June 9th at the Hylton Center, Manassas, VA. The awards program is hosted at The Enterprise Learning! Conference (ELC), on June 8th -10th at the Hylton Center in Manassas, VA.

    "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 2 to 1.6 million employees are honored this year, and shows size does not matter when it comes to making a difference in the learning field."

    Celebrating 5 years, the Learning! 100 are comprised of 60 corporate enterprises and 40 public sector organizations. Previous honorees include Scripps Health, American Heart Association, Defense Acquisition University, Khan Academy, IBM, Intel, Shaw Industries, and Verizon. View previous honorees here.
    The 2015 Learning! 100 Award Dinner and Reception is being hosted at the Enterprise Learning! Conference. The conference brings together learning, talent and HR executives charged with building smarter organizations to drive performance. The Learning! 100 Awards Ceremony will take place June 9th proceeded by the award reception hosting all the conference attendees. The 3-day conference offers 50+ sessions, 15 Learning! 100 sessions, 10 workshops ad 3 keynotes. Executives should attend Enterprise Learning! Conference to discover how to build smarter organizations via learning and workplace technologies.

    The 2015 Learning! 100 Corporate Enterprise and Public Sector Honorees in Alpha Order Are:

    ADI- Global, a Honeywell Co.
    Advance Auto Parts
    Advanced Distributed Learning (ADL) Initiative
    AlliedBarton Security Services
    American Heart Association
    American Society of Association Executives
    Ascension Information Services
    AT&T
    AutoDesk
    Bayer
    CA Technologies
    California State Board of Equalization
    CapGemini
    Choice Logistics
    Chrysler
    Cisco
    College for America, SNHU
    Coursera
    Cubic
    Dubois Chemical
    Defense Acquisition University
    Deloitte
    Edmentum, Inc.
    EDX
    E-learning for Kids
    Facebook
    FGDLA
    Fidelity National Title
    First Insight Corporation
    G4S Secure Solutions (USA) Inc.
    Gates Foundation
    George Mason University
    Google
    High Tech High
    IBM
    IBM, Marketing
    iNACOL
    InReach Continuing Ed Svcs
    Intel
    INXPO
    ISTE

    Jafra Cosmetics International, Inc.
    JetBlue
    Joint Staff, Joint Training
    Khan Academy
    Lawrence Livermore National Laboratory
    Leumi Bank
    LinkedIn
    McDonald's Corporation
    Mercy
    MIT Media Lab
    Modern States Education Alliance
    Mondelez Intl
    Montgomery County Community College
    MTR Corporation
    NASA
    NASCAR
    National Training & Simulation Assoc
    National Training Schools
    Naval Air Warfare Center Training Systems Division
    Navy Federal Credit Union
    National Defense University
    Neiman Marcus
    Nodelcorp Consulting
    NorthBay Healthcare
    Quicken Loans
    Realogy
    Robbins Research International
    Salesforce
    Shaw Industries Group, Inc.
    SIBUR
    SkillsUSA.org
    Solutions Cube Group
    Starbucks
    SWBC
    Tata Steel
    Team Orlando
    TedED
    Telus Communications
    Tupperware
    U.S. Army Training and Doctrine Command (TRADOC)

    University of Central Florida, Institute of Simulation Training UL
    United Healthcare
    University of Maryland, Human-Computer Interaction Lab
    University of Texas Southwestern Medical Ctr
    US Air Force
    US Military Academy, West Point
    US Office of Personnel Management
    USAA
    US Distance Learning Association
    Veterans Affairs Acquisition Academy
    Vi
    Virtusa
    VMWare
    Waddell & Reed
    WD-40 Company
    Workday
    Wounded Warrior Project
    Zalf

    How to Register for Enterprise Learning! Conference
    Register now to secure your three day conference pass. Government, Education and Non-profts, as well as teams of 3 or more earn 30% off when registering at http://www.elceshow.com. To learn about sponsorship opportunities, contact Sales at 888-201-2841 x842 or email This email address is being protected from spambots. You need JavaScript enabled to view it. .

    About Enterprise Learning! Conference
    Since 2008, Enterprise Learning! Events bring onsite and online audiences together to learn, network and share. Mark your calendar for Enterprise Learning! Conference, the exclusive learning and workplace technology conference, June 8-10, 2015 at the Hylton Center, Manassas, VA. Enterprise Learning! Conference hosts the Learning! 100 Award. The Enterprise Learning! Conference Online edition is slated for July 16th, 2015 featuring new and more exclusive content. For more information about the Enterprise Learning! Conference, visit http://www.elceshow.com

    About Elearning! Media Group
    Elearning! Media Group, owned by B2B Media Group, LLC, consists of 12 media products including: Elearning! Magazine, Government Elearning! magazine, e-magazines, e-mail newsletters, Alerts, website, Web Seminar Series, Elearning! Institute, Enterprise Learning! Summits and Enterprise Learning! Conference. Elearning! Media Group serves the $220 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, #ELC15, #ELS15; via Facebook: Elearning!-Magazine; and, LinkedIn: Elearning! Magazine Network or Enterprise Learning! Events.

     

    Published in Latest News
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