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Andi Campbell is a workplace behavior expert with an emphasis in strategic talent management. As the senior vice president of people and culture for LAZ Parking, she leads human resources for LAZ’s 15,000+ employees across the US.Prior to joining LAZ in 2012, Campbell was the vice president of L&D for LPL Financial. She was listed as one of the “Top 40 Young Trainers” by Training Magazine in 2012 and a “Game Changer” by Workforce Magazine in 2014, as well as having received acclaim in CLO, ELearning, and Parking magazines for her work with people strategies.Campbell speaks at many events, conferences, and organizations about her cutting-edge work with people and culture initiatives at LAZ Parking. She was a featured speaker at TEDx Hartford in 2017 (“Bringing Humans Back to Work”) and a speaker at DisruptHR 1.0 in Hartford in 2018 (“HR on the Frontline of the Self-Care Revolution”).

Andi Campbell

A one-size-fits-all approach to employee well-being is falling dramatically short of reaching today's workforce. Learn how two employers embraced a culture of well-being and effectively delivered solutions tailored to their employee's unique needs. This session will demonstrate how you can achieve better health outcomes, improved organizational culture, and happier employees. This session will be audio recorded and synced to the session slides.

Embracing a Culture of Well-Being to Drive Better Organizational Outcomes

Employees today face numerous biological, psychological, and social challenges that become barriers to achieving total well-being. Discover how taking a holistic, life-dimensional approach can empower employers to address these barriers and help employees uncover the intrinsic motivation needed to make lasting change while improving business results.

A Holistic Approach to Improving Employee Well-Being

May 2021 - TD Magazine

LAZ Parking’s talent and benefits teams partnered to merge employee well-being with leadership development.

Achieving Happy, Healthy, Highly Productive Leaders

At the fastest growing and second-largest parking operator in the United States, they believe in 'people over profits' and strive to ensure that all 12,000+ employees know they care about their health and well-being---they call it 'living whole.' In this session, the speaker will share how they built learning programs around supporting whole living, and why they believe self-care is so critically important to a company's success. This session was recorded at the ATD 2019 International Conference & EXPO, May 19 - 22, 2019 in Washington D.C.

Leading a Self-Care Revolution: A Case Study for Improving Employee Well-Being

Amir Ghannad is a frequent and highly sought-after keynote speaker at leadership summits in the U.S. and abroad, and the founder of the Ghannad Group, which specializes in guiding leaders and equipping them with tools, skills, and the mindset to create extraordinary cultures that deliver breakthrough results.For more than 31 years, Ghannad has held leadership positions of increasing responsibility and scope in multiple locations in the U.S., Southeast Asia, and Europe, with such companies as Procter and Gamble and Campbell Soup Company.Ghannad’s first book, The Transformative Leader, has been shipped to more than 30 countries. Find his his podcasts and blog posts on leadership and culture transformation at www.theghannadgroup.com.

Amir Ghannad

Greg Campbell and Dimyas Perdue Education Session from ATD24

Excellence in EQ Habits: Supporting Well-Being and Effectiveness in Government

Think back to onboarding experiences that you’ve participated in. Those may have provided you with critical first impressions of the company. Research says that onboarding also can be a factor in how long an employee stays with an organization.Chief Learning Strategist and Founder of ThinkLearnEngage Shana Campbell and Jason Sturges, CPTD, project lead of courseware development at AllenComm, co-facilitated the session “How to Rock Your Onboarding: 10 Steps to an Employee Centered Program.” During this upbeat presentation, Campbell and Sturges defined onboarding and reviewed onboarding’s role and purpose.They then discussed three onboarding frameworks. The first model focuses on who needs to be involved—commonly the employee, HR, and the manager or supervisor. The second model emphasizes four Cs: connection, culture, clarification, and compliance. The third model from Bamboo HR offers seven steps: “Outline Responsibilities, Train, Accept the New Hire, Give Early Feedback, Put Management in Charge, Assign a Mentor, and Focus on Stuff That Really Matters.”As Sturges pointed out, however, onboarding holds various meanings at different organizations. He covered some of the more prevailing definitions, including “Getting new employees oriented, integrated, and delivering results as efficiently and energetically as possible.” He noted that that definition covers the onboarding process’s business, social, and energetic aspects.He likewise pointed out that onboarding’s ideal length is often debated and varies by company. As many can attest, onboarding can be nonexistent or seemingly never-ending. Imagine your first day at a new job, completing the paperwork and then starting on your work with nothing but well wishes.Citing research, Sturges affirmed that onboarding begins at the point an individual applies for a position and lasts until the employee’s one-year anniversary. Does that mean onboarding leaders are tasked with a whole year of activities? No. However, during an employee’s first 12 months, Sturges says that companies should keep top of mind the “experiences, interactions, knowledge, and training” that new hires receive.In designing an onboarding program that brings people into your organization, makes them feel welcome, trains them up, and aids in retention, Campbell and Sturges agree that it must be an employee-centered experience. Sturges shared 10 steps to accomplish that goal:Identify problems.Categorize the biggest hurdles.Brainstorm all solutions.Determine success criteria.Evaluate and brainstorm.Organize solutions into the program.Pitch to management and leaders.Pilot.Gather feedback.Enhance and repeat.He points out, though, that Step 0 is to remember that you shouldn’t develop onboarding in solitude and that generally you need multiple departments involved in planning a successful onboarding. “Don’t do this by yourselves,” he advised. “Just as onboarding is a social event, preparing onboarding should be a social event as well.”In explaining Step 10—enhance and repeat—Sturges advised those planning onboarding experiences to refine along the way. “If it doesn’t work, throw it out, pull in a new idea, do something different, and just keep trying,” he said.To wrap up the presentation, Campbell offered advice to those tasked with pivoting from in-person onboardings to virtual experiences. She noted that—regardless of the model you choose to shape your onboarding—your program doesn’t have to change because it is virtual. Focus on the how not the what, and consider aspects like screen time and creative ways to record video content, she said. Those are the keys to making your virtual session a success.Share your ATD Virtual Conference experience on social media. #ATDVirtualConference

Rock Your Onboarding

Reviews three books. "Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance," by Gary L. Neilson and Bruce A. Pasternack; "5-D Leadership: Key Dimensions for Leading in the Real World," by Scott Campbell and Ellen Samiec; "Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion," by Richard Boyatzis and Annie McKee.

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Dr. Bingham is Founder of Future-Ready Leaders Now©, LLC, a co-operative created in July 2011 to improve NC public-school leader practice through pre- and in-service education. Bingham is currently designing curricula and training for the NC Principals and Assistant Principals Association’s Distinguished Leadership in Practice and Future-Ready Leadership programs. Bingham also serves as adjunct professor at the School of Education at Gardner-Webb University and previously at Campbell and North Carolina State Universities. Bingham is Executive Director Emeritus of Triangle Leadership Academy, a public-private partnership created to build system leadership capacity in NC Triangle-area school districts. TLA trains, facilitates, coaches, and consults leaders at every level. TLA was honored as the 2008 winner of the prestigious James B. Goodmon Award for the organization most impacting the Triangle. Bingham was Director of the SERVE Program on Education Leadership where he managed major R&D projects for the Education Laboratory for the Southeastern states, including the Teachers of the Year Advisory Committee and the Rural School Superintendents Network. He also co-designed programs of professional development, mentoring, and evaluation for principals and teacher leaders.

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