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Shrinking Budgets, Rising Expectations: Innovations for High-Impact Leadership Programs

Elaine Newton | May 07, 2014 | Video

Sequestration has mandated budget cuts across the government. In response, training and travel budgets are slashed. However, the need to develop the future leaders of the federal government at all levels of agencies has never been more crucial. The Office of Personnel Management (2013) predicts that 33 percent of leaders are eligible for retirement in one year, 50 percent in three years, and 60 percent are eligible in five years. With high-cost, vendor-delivered leadership programs no longer an option for many agencies, it is critical to use creative approaches to develop learning solutions of comparable quality in an era of shrinking budgets. The development of high impact leadership programs is 'mission possible' through cross-agency collaboration, the sharing of internal and external resources, leveraging talent across government, and innovation in the area of training program design and delivery. In this session, you will develop a cross-government network, assess free and low cost resources that facilitate the delivery of identified program objectives, and create blueprint for a low-cost, high-quality, high-impact training program that you can implement quickly.

Against All Odds: Creating an Award Winning Leadership Academy

ATD 2014 Session: TU119
Jeri Oswalt | May 06, 2014 | Video

The speakers will present a clear roadmap to build a customized program, challenges to learn from, and the results for the organization. The company wanted a leadership academy but they faced several challenges: limited resources, an economic downturn, and changes in leadership. In the end they created an award winning academy that is meeting their objectives. You are moving into higher level positions. We are building cross functional connections that are being used to address wicked problems. And, during a very negative time we provided something positive for people to work on.

Social Government: Continuous Development Environments for Federal Agencies

ATD 2014 Session: TU219
John Low | May 06, 2014 | Video

Much of the training and development in the federal government is measured by the hour and takes place at discreet times throughout a career. In many cases federal employees must complete a specific number of hours of online or in-class training in order to qualify for promotion. The learning event model is based on a systematized approach to training intended to standardize qualifications and provide a road map for development. Unfortunately it often fails to support actual on-the-job performance. Contributing factors include lack of engagement with the content, training that is too far removed from the job, and content that is not relevant or 'one size fits all.' This model is starting to be subsumed by a more comprehensive learning ecosystem comprised of formal and informal content, online social interaction, and smarter knowledge management, which is facilitated through the use of enterprise social media and collaboration technologies. This combination of content and resources accessed through a social collaboration platform is the foundation of the continuous development environment. In this session we will examine continuous development environments that have been implemented within U.S. federal government agencies. We will explore specific use cases along with strategies to promote engagement and participation. Topics include enterprise social media, short format content, and performance support.

The Role of Learning & Development in Talent Management

ATD 2014 Session: M208
Mark Allen | May 05, 2014 | Video

The emerging discipline of talent management is an important issue for organizations all over the world. The talent management functions of workforce planning, talent acquisition, development, deployment, engagement, and retention are important issues for any organization in any industry. The learning and development function has played a vital role in talent development, but the rest of the talent management functions are typically handled by other parts of the organization. In this session, we will explore the ways that learning and development can assist with all of the talent management functions beyond the obvious development function. Using numerous real-world examples, the speaker will present case studies discussing how many organizations are using their learning and development function or corporate university to contribute to the execution of all of the talent management functions.

NASA Goddard Space Flight Center's Integrated Approach to Leadership Development

ATD 2014 Session: M119
Mike Marshall | May 05, 2014 | Video

The leadership development and excellence in management (LDEM) program—developed in 2009 at NASA's Goddard Space Flight Center from previous successes—has been recognized as a state of the art program and a best practice in leadership development. Throughout its history, the program has been benchmarked by another NASA centers and several federal agencies. This session will provide an overview of the program, including its: philosophy and goals, integrated and competency-based approach to leadership development, evaluation strategy for keeping the program fresh and validating program components, use of internal resources to support the program, and challenges of maintaining a program of this sort. You will be engaged with throughout the program using an interactive polling mechanism.

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