Remaining 2025 BEST Award Winners

The BEST Awards recognize organizations that demonstrate enterprise-wide success as a result of employee talent development. The winners use learning as a strategic business tool to get results. View the entire list of 2025 BEST Award winners.

Videos on Demand

Recognizing that video is its learners' preferred content delivery method, Choice Hotels International established an in-house video studio at its headquarters. A dedicated space for video production enables the talent development function to use a more agile approach and more quickly and efficiently produce content. In the studio, the team produces direct-to-camera takes or interview-style content, capturing insights directly from subject matter experts, which staff package in bite-size, two-to-five-minute videos.

Further, because many visuals from third-party platforms were repetitive and did not accurately reflect franchisees, the company developed a comprehensive b-roll strategy. The TD function created a detailed list of visuals to obtain, and team members now capture video and stills when on-site. Then, staff established a centralized library to catalog the images. The library ensures that employees can easily access the footage for content development and enables the team to track usage frequency. That prevents saturation and promotes a more diverse, yet cohesive, range of content that is engaging and relevant to learners.

Elevated Sales Training

"The Rise of SME" learning series is ICICI Lombard General Insurance Company's comprehensive, modular program for subject matter experts that focuses on in-depth product knowledge, co-selling techniques, and a hands-on approach to supporting agents. The initiative embodies a forward-thinking model of continuous learning and a 70-20-10 framework.

At its core, the program fosters a knowledge-sharing ecosystem among SME sales teams and insurance intermediaries. Through regular collaboration and learning discipline via pre-defined touchpoints, SME sales team members and insurance intermediaries exchange insights and develop a deeper understanding of unique challenges and opportunities.

Gamified modules and role-playing scenarios make the learning accessible and easy to recall. New-hire programming includes an induction experience to strengthen experiential, hands-on learning via shadowing SME managers; weekly cross-functional mentorship circles; and collaborative success metrics.

To ensure that the learning program results in tangible, on-the-ground impact, the talent development team engaged senior stakeholders across the organization, which has won a BEST Award 13 times and earned Best of the BEST status. Sales leaders contributed real case scenarios and claims insights, providing participants with relevant, up-to-date information. Furthermore, collaboration with analytics and underwriting staff led the company to create tools that streamline business processes and empower agents to achieve faster, more efficient success.

Getting Executives Involved in Training

Leadership endorsement for learning campaigns is not only common at M&T Bank, but also a key ingredient for success. Therefore, L&D staff design learning initiatives specifically to achieve buy-in and involvement from that core group. Learning consultants partner with business lines to conduct needs analyses, and each program has a C-level executive sponsor who remains connected to the program and continuously advocates for it. Each program also includes a topical speaker series that complements a curriculum rooted in eight leadership competencies wherein senior leaders often share personal stories of failure, triumph, and personal development with participants.

Executive team members have training as well. In 2024, M&T Bank required every senior leader to take an immersive, engaging, and application-focused workshop, "The Way We Work." The program trains learners in mindsets and behaviors that relate to customer centricity, enterprise agility, change management, and continuous improvement. It enables participants to create cultures and expectations for those behaviors in their domain of the organization and creates an ecosystem so all levels can grow—and holds them accountable for doing so.

University Partnerships

CIMC Container (Group) Company Limited and its subsidiaries have established 36 cooperation agreements with multiple universities and professional institutions such as setting up joint research and development bases and internship training centers. The initiative aims to cultivate cutting-edge technologies and high-end talent. An internal online learning platform offers approximately 600 courses, supplemented by nearly 4,000 external courses from contributors such as Harvard Business School that cover a wide range of subjects, including leadership, financial management, and production management.

Individuals can access the resources and contribute to their own learning plans in two main ways: self-directed learning paths, in which trainees choose courses based on personal interests and knowledge or job level; and program-based learning paths, which the talent development team designs for new employees and those enrolled in specific training programs. The team annually updates and enhances the curriculum.

Building AI Capabilities at Scale

In June 2023, K. Krithivasan, CEO of Tata Consultancy Services, unveiled a mandate to train 100,000 associates of the IT services firm in generative artificial intelligence the following year. The talent development team got to work, quickly devising two company-wide learning campaigns: #IamGenAIReady and #Secuware.

The team developed a comprehensive competency framework for generative AI and cybersecurity to empower the workforce to create resilient software systems and maintain a strong defense against potential breaches. The TD function established partnerships with hyperscalers such as AWS, Google, Microsoft, NVIDIA, and IBM. The plan was to build a competency directory with certifications, training programs, hands-on labs, and hackathons.

The company—a Best of the BEST winner that has won a BEST Award 16 times—also invested in building a platform, Experience Zone, enabling the workforce to train in a safe and secure environment. Beyond capability building, the TD team piloted a road map for rolling out generative AI applications such as coding tutors, interview assistants, and content generators that facilitate personalized learning experiences, improve learning efficiency, curate content, and increase TD's ability to scale learning programs.

As a result, the team surpassed its goal, training more than 244,000 associates in AI and more than 25,000 individuals in security. The campaign-based approach has created a vibrant, positive learning culture, with many participants continuing to deepen their skills.

AI as a Design Partner

GuideWell Chat is an in-house tool powered by generative artificial intelligence that Florida Blue – GuideWell's talent development team uses to create realistic scripts and customer responses for simulations and scenarios. The tool has reduced TD's overall development time by 20 percent and streamlined the ADDIE model. Features include authoring tools to enhance video content; text-to-speech; multilingual content translation; and direct correction of company acronyms.

The technology also reviews design elements and provides feedback to ensure that the TD team uses proper learning strategies and approaches and aligns them with industry best practices and learning theory. In addition, the tool enables TD to develop coaching or upskilling content based on users' assessments.

Integrating GW Chat has enabled the team to optimize its technology tool belt, enhancing the capabilities of existing tools. For instance, the AI program has helped users correct script errors and write JavaScript for complex interactions. It has also reduced the time staff spend on correcting translations and bolsters script and storyboard creativity. Moreover, all users have found GW Chat to be 80 percent to 100 percent accurate in responses over time. Florida Blue – GuideWell is among the Best of the BEST companies, having won a BEST Award 11 times.

Quality Control for Training Content

In alignment with University Health's strategy of improving efficiency, quality, the customer experience, and access, the Center for Learning Excellence (CLE) team focused on internal improvements during the past year.

Instructional designers implemented a comprehensive, multistage peer-review process for all online training deliverables. Protocol includes using a quality checklist to evaluate content during development and during peer review of the training materials. Each deliverable meets high standards before reaching a supervisor final review and approval.

Additionally, the CLE team introduced a course pilot phase to further refine e-learning modules. During the pilots, team members observe participants' interactions with the course. Participants vocalize and write down their thoughts, providing detailed, actionable insights. A debriefing session summarizes and clarifies feedback, especially on contentious issues where designers' and subject matter experts' opinions differ.

The approach mirrors real-world conditions; it assesses elements such as the effectiveness of robotic versus live voice-overs and the relevance of specific lessons. The process incorporates diverse perspectives and catches potential issues early, producing significant efficiencies and enabling the CLE to deliver higher-quality products and services to internal customers.

University Health is a 15-time BEST Award recipient and a Best of the BEST company.

Achieving Certified Excellence

Tech Mahindra Limited, an IT services firm, conducted certification drives for hyperscaler cloud technologies so employees could validate their skills. First, the talent development team chose business-unit-wide certification targets and owners. An automated central voucher allocation process enabled employees to self-nominate. Training methods included digital, instructor-led, and hybrid instructor-led training as well as expert sessions. The program offered multiple self-learning avenues, such as alliance partner portal courses, as well as Read Me guides for participants and pre-assessments for certification. During the past 12 months, the TD team completed more than 100 sessions for more than 8,000 employees across all levels. Of those individuals, nearly 3,500 have achieved hyperscaler cloud certifications.

Another certification drive focused on telecommunications. Tele Management Forum, a global telecommunication association, offers certifications in an endeavor to standardize frameworks and open application programming interfaces and information frameworks across the industry. Training offerings include a foundation level, a specialist track, and a practitioner track. Each program has an assessment for certification. Employees could volunteer to participate, and more than 2,000 have completed certifications.

Reverse Mentorships That Boost Engagement

WNS Global Services, a business transformation and services firm, is deeply committed to nurturing talent and preparing individuals for the future. As an organization with millennial and Generation Z workers comprising 93 percent of staff, the company tailors its content, delivery methods, and engagement strategies with a particular focus on the younger workforce.

One notable initiative is the Millennial Council, a reverse mentoring program sponsored by the CEO. The program empowers younger employees to influence company culture and policy alongside senior leaders. It is an opportunity for Gen Z and millennial employees to voice their thoughts and work with senior leaders on organization-wide projects. Business and HR leaders provide subject-matter guidance and developmental feedback to high-potential employees based on the leaders' areas of expertise and the topic their mentee chooses.

Last year, participants delivered four key projects that helped enhance employee engagement. The Millennial Council 2.0 batch, with 16 participants across geographies, is in the process of working on their projects alongside their mentors.

Cybersecurity Training Takes Priority

To address the growing importance of privacy and data protection in today's digital landscape, IT company Infosys Limited implemented the Embedding Privacy into Infosys Culture (EPIC) program.

The initiative has several components: privacy engineering training; a privacy champion certification that declares participants as experts and resources within their teams; reusable privacy components and rules to embed in client projects and streamline privacy measures; and rewards for delivery teams that adopt privacy-by-design principles and share their experiences.

The talent development function has rolled out the EPIC program to 50 accounts; the team plans to expand to all applicable delivery accounts by fiscal year 2026.

By investing in employee training, fostering a culture of innovation, and providing practical tools and resources, Infosys—a 12-time BEST Award winner, earning it Best of the BEST status—has strengthened its own data protection practices while ensuring compliance with regulations and serving its clients.

Leadership for Everyone

The American Cancer Society's talent development function recognized the need to transition from job-family-specific competencies, which varied among departments, to a cohesive, organization-wide approach that promotes a shared leadership vision.

The resulting career pathway system empowers employees to understand their current position in the organization, research their career aspirations, and map their journey forward. The program centers around integrating six core leadership competencies into the daily workflow. The rollout included a summit experience for executive and senior leaders; 17 immersive experiences to deepen leaders' understanding of each competency; actionable plans for participants to model key behaviors; virtual learning tools such as LinkedIn Learning and Miro; reflection questions and development activities; and interview guides that assess candidates during hiring and onboarding.

To maintain momentum, the TD team launched six panel-style sessions in which leaders from different business pillars shared their program experiences. The company now expects every team member to embody the six competencies—because leadership is a shared responsibility. As a result, the percentage of leaders who reported being confident or extremely confident increased from 40 percent to 80 percent.

View the entire list of 2025 BEST Award winners.