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Debbie Herd leads the talent management and learning activities for Comerica Bank. Her responsibilities include the training, development, mentoring, coaching, competency management, career management, employee engagement, orientation and onboarding, organizational change management, performance management, and succession planning programs.Debbie joined Comerica in 2008. She previously worked for JCPenney and Hanson North America in a variety of sales, management, and HR leadership positions.She holds a doctorate in organizational development and change. Her research focus is on performance management and teams. She also has a Master of Sciences in organizational development and leadership and a Master in Business Administration. She has earned various certifications in her field, including Certified Professional in Learning & Performance, Sr. Professional in HR, Certified Compensation Professional, Certified Compensation Professional, and ATD Instructional Designer.She has developed or led many of Comerica’s premier programs, including but not limited to the award-winning Leadership Development and Emerging Leaders Programs, the Trusted Advisor sales program, talent review/management strategy, and the Voice of the Colleague employee engagement initiative.Debbie is a sought-after speaker on the topics of leadership, development, performance, and succession. She serves on the American Bankers Association Professional Development Council where she helps guide the skills needed for bank employees across the industry. She is also on BAI’s Learning & Development Council where she works with industry peers to achieve higher employee performance. She is an active volunteer in her church and community.She grew up in small town east of Lubbock, Texas, and comes from a close Mexican American family. She resides in Frisco, Texas, with her husband, son, and two dogs. When not at work, she enjoys traveling, cheering for Texas Tech, and reading.

Debbie Herd

Fall 2022 - CTDO Magazine

Comerica created a leadership development program to prepare high potentials to move into middle management roles.

Leadership Development at Any Level

Debbie Petru is a senior consultant on the learning and development team in Union Pacific’s marketing and sales department. She previously worked in two logistic services positions for Union Pacific’s subsidiary company, Loup Logistics. Debbie is pursuing her master’s degree in business and professional communication with anticipated graduation in June 2019. She has a longstanding interest in training and development and recently obtained certifications in Emergenetics+ and The Challenger Sale. She looks forward to developing curriculum and innovative teaching tools conducive to adult learning preferences.

Deborah Petru

(From CNBC.com)—With the release of the book, Lean In: Women, Work, and the Will to Lead (Random House, 2013), by Sheryl Sandberg, the chief operating officer at Facebook, there has been a lot of healthy debate in the United States about how companies can enable employees, especially women, to pursue their goals at work while caring for family members and raising children. With women entering the workforce in increasing numbers around the world, and since technology has blurred the lines between working hours and personal time, people in many other countries now face the same problems.Reading Lean In, Sandberg's personal story of how she struggled to balance family and work as she advanced in her career, reminded me how essential flexibility in the workplace is when you're raising a family (I am father to two children who are now grown—Holly and Sam). At the Virgin Group, we're committed to making sure that our female employees have the tools they need to succeed, and that's one of the reasons why Virgin America has taken part in activities arranged by the nonprofit group LeanIn.org, which was established with the mission of ''offering women the ongoing inspiration and support to help them achieve their goals.''Whether you're launching a startup or helping to grow an established company, finding solutions tailored to your group's needs will help you to build a happy, creative, dedicated team. Here are three suggestions that will help you to design more effective policies:1. Make your office family-friendly. Many people spend more waking hours at the office than at home, which can be problematic for employees who must also handle the ordinary responsibilities of family life: caring for young children and sick family members, and helping the elderly.As an entrepreneur or business leader, you should be sure to think creatively about how to provide family-friendly benefits, which will help your company to attract and keep employees. Flexible work arrangements and guaranteed paid family leave tell employees that you recognize their many responsibilities—that you care and that you valuable their contributions.In Lean In, Sandberg admits that she didn't realize how cumbersome parking in a spot far from the office entrance could be for pregnant women until she was pregnant herself, and only then did she ask her employer to reserve some spots close to the doorway for expectant mothers. Not everyone has the authority or confidence to speak up like Sheryl, so be sure to ask your employees how you can help—don't wait for them to come to you.2. Create more opportunities for women to succeed. Sandberg puts the responsibility on women to speak up, take advantage of opportunities and prove themselves as leaders, but from my perspective, companies also need to do more. Make sure, for example, that at your company women receive equal pay and that they are given opportunities to prove themselves able to take on leadership roles—both are areas where many women still face challenges.The flexible policies you put in place at your company can go a long way toward helping all your employees to succeed. One of our employees at Virgin, Debbie, has worked from home since her first days with us. This arrangement allowed her to raise two exceptional children while taking on more responsibilities over the years. Today, her home office permits her to work across many time zones, which is essential for the person who's in charge of all my global speaking events.Read more.

On Leaning In and Balanced Workplaces

Debbie Marino is a learning and development advisor at Greystar. She is a bilingual learning consultant and change champion with vast experience in the hospitality industry and, most recently, property management. She has designed, developed, and implemented onboarding, operations, sales, and customer service training. Her clients range from individual contributors to C-level executives.Debbie has delivered learning on various topics ranging from emotional intelligence, situational leadership, emergenetics, Dale Carnegie sales training, and customer service trainings. She is most comfortable when interacting with others and watching them grow. She is passionate about talent development and is thankful for the opportunity she has to share her experiences and knowledge with those she interacts with.Debbie holds a bachelor’s degree in hospitality management and a master’s degree in human resources management from the University of Central Florida. She earned her SHRM-CP in 2020 and CPTD in 2022. Through her passion for learning and growing, she proudly boasts that “learning is the one thing no one can take away from you.”

Debbie Marino, CPTD

Debbie Richards is a highly accomplished learning architect and technology enthusiast who has dedicated over thirty years to designing impactful learning experiences. Her expertise is creating user-friendly learning solutions integrating tools, platforms, and content to deliver exceptional results. Passionate about fostering growth within the learning community, Debbie actively mentors fellow professionals and holds a board position at L&D Cares, a nonprofit supporting talent development.Debbie's profound influence extends beyond her professional work, as evidenced by her past ATD Houston chapter presidency and her former national advisor role. Her commitment to knowledge sharing shines through her authorship of two ATD at Work guides: "Seeing the Possibilities With Augmented Reality" and "Preparing Your Organization for New Technologies." Recognized as a "Guild Master" by the Learning Guild in 2022, Debbie's contributions continue to shape and inspire the learning industry.

Debbie Richards

Debbie Craig is founder and managing director of Catalyst Consulting. She has more than 18 years’ experience in the field of strategy, leadership development, change management, talent management, and organizational development. She has worked and consulted at leading local and global organizations throughout Southern Africa and internationally on five continents and in 15 countries. Debbie is a skilled strategist, a design architect, a powerful facilitator, a change agent and an executive coach. Her passion is transformation and empowerment, which she facilitates through individual, team, and organization wide interventions. She is a registered Master HR Professional through the SA Board for People Practices (SABPP). Debbie has published three books : I am Talent, I am Alive, and Accelerated Learning — and contributes regularly to various publications and conferences as a sought-after speaker. For more information and articles on talent development go to www.catalystconsulting.co.za or www.iamtalent.co.za.

Debbie Craig

Here are six technological areas that are trending because of their importance to the L&D profession.

Is Your Strategy Ready for These 6 Tech Trends Shaping L&D?

“First think, second believe, third dream, and finally dare.”—Walt Disney The world of work is shifting from traditional and predictable career paths, to relentless change, leaner structures, evolving roles, global opportunities, portfolio lives, and a need to find meaning and purpose from work. This shift leaves a lot of employees uncertain, confused, and anxious about how to secure a sustainable income—and ensure that they are rewarded for adding value to a business or industry. New Landscape Many young people (Millennials) are entering the workplace with outdated or unrealistic ideas about what constitutes value or how to carve out a niche for their unique skills and talent. Many have learned from their parents how to be the type of an employee with a predictable career at a company that made many of their developmental decisions for them. These expectations can bring about a sense of entitlement, as well as intolerance for not being looked after and treated well. Meanwhile, an increasing number of those already in the workplace (Gen Xers and Baby Boomers) are shell-shocked by restructuring, downsizing, mergers/acquisitions, financial crises—not to mention being passed over for younger, more global, tech savvy individuals. This situation can bring about a sense of resentment and disengagement among this cohort. The talent landscape also is shifting. In the past, organizations had most of the power, resources, and decision rights. In today’s world, though, talented individuals have more choice and different lifestyle expectations, and they demand to be treated as unique individuals. New Skill Set A new skill set and mindset is required to drive a successful path through the various career options, as well as to cope with volatility, complexity, and uncertainty. Employees need to learn how to be more adaptable, courageous, and resilient, as well as how to connect, collaborate, influence and inspire others. In addition, they require an understanding of how to investigate career choices—matching them to existing skills, talents, and strengths (while managing any possible derailers). More importantly, a sense of curiosity and thirst for fast learning, continuous improvement, and innovation is essential for anyone who wants to stand out from the crowd and navigate transitions gracefully. Finally, the ability to cultivate a unique personal brand through a digital and face-to-face image, relationships, and behaviors can prepare employees for new opportunities. The sad fact is that many of our educational institutions are not sufficiently preparing learners for this new world of work. Not only is there a high drop-out rate from colleges (25 percent in the United States, for students attending full-time) but those that do enter the workforce often require a significant amount of upskilling, re-skilling, and development around personal and career empowerment. Next Steps Some critical questions to explore to build personal and career empowerment include:What are the drivers in the world of work and how do you create value?What makes you unique, what drives you, and how can you make the most of what you have?What are organizations looking for when they search for talent?How can you build your distinctive value and personal brand?How can you maximize your performance and fast-track your development?What qualities and competencies are core to becoming the best you can be?How can you make the best career choices and make the most of transitions? Organizations that invest in learning initiatives and find answers to these questions are far more likely to shift employee attitudes and career mindsets from passive entitlement to active accountability. The added benefits of this investment are clear: greater employee engagement, a shift in culture, and a growing pool of talent that is ready to tackle future challenges and opportunities. Debbie Craig is a featured speaker at the ATD 2015 Conference and Exposition. Join her for the session, M100 - Transforming Culture Through Career and Personal Empowerment, May 18, 2015.

Career Development: From Passive Entitlement to Active Accountability

Technology rollouts are easy; people and process change is hard. This has never been truer than with AI.

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