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While employee recognition programs can be effective in acknowledging achievements and performance, they are not successful in helping individuals feel appreciated at work. Senior leaders can learn the foundational issues necessary for employees to feel truly valued and create a more positive work environment, which has been shown to have numerous benefits for the organization's functioning. Be prepared to challenge your thinking about employee recognition and communicating appreciation in the workplace. You will also receive practical action steps to help make a culture of appreciation a reality in your organization.
Learn how Health Care Service Corporation (HCSC) developed a hands-on leadership simulation event to prepare leaders to make critical decisions during unprecedented ambiguity and industry change. HCSC is the largest customer-owned health insurer in the United States and fourth largest overall, operating through its Blue Cross and Blue Shield plans in Illinois, Montana, New Mexico, Oklahoma, and Texas.
The term marketing makes most people think of products, services, and commodities. How about marketing ourselves—our talents, accomplishments, and value—inside our organization and within our profession, industry, and community? Are you or your staff members comfortable talking about yourselves in this way? More importantly, are you prepared to talk about yourself in this way—packaging your talents and accomplishments, showcasing them, leveraging them, and presenting them to your organization and community? Identifying, creating, and articulating a personal brand empowers people to own their career and seize opportunities. Personal branding and the ability to market ourselves is an essential ingredient for successful career management. Learn how to create a framework to embrace and develop this core competency.
Personalized leadership development holds great potential to drastically change the learning experience. It taps participant engagement, promotes ownership, and builds independence and confidence, while maximizing the leader's learning potential based on their individual needs, abilities, and preferences. Today, learners have access to diverse content and are making their personal preferences known regarding what is included in their training and the format in which they receive that content. They want to focus on learning that is unique to their current situation taking into account where they are in their careers and in their lives. At the same time, we need to ensure that they are achieving their behavior development goals. In this interactive session, you will learn the five practices for harnessing the power of personalized leadership development: personalized content, personalized insight, personalized practice, personalized performance support, and personalized learning environment. Additionally, you will network with peers to share personalization successes and tips for incorporating the new mixes of face-to-face, social, electronic, virtual, and on-demand learning.
Getting outside your normal working and thinking mode is critical to creating elegant, meaningful solutions for your organization. Learn how to frame innovation so that your team can experience a whole new paradigm for thinking, based on the skills of improvisation, which leads to more creative, flexible, and adaptive work. We not only examine creativity—we apply it to real situations so that the information is useful rather than theoretical. You'll learn how improvisers can be so creative in risky, stressful situations. We will examine how creative and innovative people and organizations interact, how they manage risk, and the most effective ways to implement creativity in a culture. You will engage in improvisational exercises, small-group discussions, and intense challenges.
The session will focus on sharing implementation of a systematic measurement and ROI process to improve the value of training delivered. The factual data is shared from the measurement and ROI results across six diverse markets in the Asia-Pacific Region. The speaker will share the business value and results. The interactive session and discussions will provide key details on: the process adopted to train 25 trainers on the measurement and ROI process, the process adopted to partner and plan the evaluation project, how performance data was collected ? the role of coaching the ROI project owners through an ROI expert coach and consultant to analyze data and calculate ROI, the importance of reporting and communicating results to stakeholders, and how the findings were integrated with the current training and performance process.
Sustaining a career in training requires a strategic partnership with the business that produces measurable business results. So how do you become a strategic business partner? In this thought-provoking session, an industry leader in training evaluation will outline what to do before, during, and after training to produce and document organizational results. He will provide tactics and tools for earning the trust of stakeholders and expanding your influence beyond the classroom. Training leaders will come away from this informative session armed with the information they need to become strategic business partners with their stakeholders. All training professionals will gain an understanding of the role training must play to remain viable in any organization.
This session challenges the traditional beliefs about motivation that are so embedded in our collective psyche that we can collectively fill-in-the-blank on statements such as: ? It's not personal, it is just _______. ? The purpose of business is to ____ ______. ? We need to hold people _________. ? The only thing that really matters is ______. ? If you cannot measure it, it ______ ______. These traditional beliefs set leader behaviors in motion that undermine people's basic psychological needs—and result in low-quality motivation. You are encouraged to challenge outdated beliefs about motivation and consider how more optimal beliefs cultivate an environment where people experience enhanced well-being, sustained performance, and long-term results. You will be asked to complete alternative belief statements, such as: ? If it is business, it is _____. ? The only reason business exists is to ____. ? People live up (or down) to our _______. ? In the end, what really matters is not just results, but how those results __ _____. ? If you cannot measure it, it is probably ___ ___. The speaker builds a case for replacing obsolete beliefs with more highly developed values that promote leadership behaviors proven to nurture an optimally motivating work environment.
See the big picture and discover three important principles to becoming a more effective L&D leader. First, you will learn how to gain buy-in for your initiatives by identifying and communicating how they impact your company's key performance measures. Second, you will learn how to become more relevant in your role and how to establish yourself as a business partner by aligning your strategies with your organization's goals. Third, you will learn how to increase employee engagement by helping them understand how their roles contribute to the organization's success.
A group of leading industry practitioners and thought leaders created the talent development reporting principles (TDRP) for L&D, which provides the same type of guidance the generally accepted accounting principles (GAAP) provide for accountants. TDRP answers your questions about what data should be collected, how the measures are defined, how the data should be organized, and how it should be reported. Learn the history and evolution of the principles, the recommended measures and how they should be organized, the three statements that incorporate the recommended measures, and the three management reports that draw from the statements. The TDR principles apply to profit, nonprofit, and government organizations, and are a collective, open-source effort (no copyright) by L&D professionals to provide much needed structure to data gathering, organization, and reporting. Learn how this ground-breaking initiative can make your life much simpler by providing the standards and report formats you need to do your job. Join this session to get answers to the following questions: What are these new principles and how do they provide GAAP-like direction for our profession? What measures should be tracked and where can I find their definitions? How should L&D data be organized and how should results be reported? How can TDRP in general and the TDRP reports in particular be used to run learning more like a business to deliver planned results more effective TDRP?
ASTD changed its name to ATD to meet the growing needs of a dynamic, global profession.
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ASTD is now the Association for Talent Development (ATD).
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