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As the founder of Velocity, LLC, The Conversation Company™, which emphasizes the art of strategic conversation using 4SConversations, Jill has spearheaded innovative programs for employees from corporations such as American Express, The Walt Disney Company, Elizabeth Arden, L’Oreal, Mary Kay, Donna Karan, Reebok International and Turner Broadcasting. Her approach to employee motivation and wellness has been highlighted at change management best–practices conferences worldwide. Contact her at jill@4Sconversations.net

Jill Miller

Learn how to develop great communications skills from experts Jill Miller and Melissa Goldstein.

Conversational Excellence: A Journey, Not a Destination

To keep your Millennial workers, step-up your commitment in the areas of diversity, inclusion, and flexible work arrangements.

Want to Engage and Retain Millennials? Do This

Sales Training Manager, Inkling Jill Clark is the sales training manager at Inkling. She uses her more than 10 years in direct sales to empower sales professionals with consultative skills and business savvy. Prior to Inkling, Jill built an extensive training curriculum for a global sales organization at Quantcast, which enabled her to see how Millennials work best.

Jill Clark

ATD Links Archive - ATD Links

Emerging Talent: Will They Be Going, Going, Gone?

Jo Miller is CEO of Be Leaderly. Jo is dedicated to helping women around the world advance into positions of leadership and influence—especially in male-dominated industries, such as technology, finance, aerospace, and energy. Through her keynotes, workshops, and webinars, Jo shares the steps women can take to succeed. Globally, she delivers more than 70 presentations—often return engagements—each year to audiences of up to 1,200 women. Jo has spoken at women’s leadership conferences, professional associations, and to women’s networks for hundreds of organizations that include Abbott, Amazon, Bank of America, Boeing, BP, CenterPoint Energy, eBay, KPMG, Google, John Deere, Medtronic, Microsoft, Stryker, Department of Homeland Security, and Princeton University. She has spoken in Europe, North America, Asia Pacific, and the Middle East.To reach emerging women leaders anywhere in the world, Jo founded a popular webinar series that blends leadership skills training with access to live conversations with senior executive women leaders. Now subscribed to by 28 corporate member organizations, the webinars are viewed by participants in 900 locations in eighteen countries.Jo is a Forbes contributor and co-author of the research report, Out of the Comfort Zone: How women and men size up stretch assignments — and why leaders should care. Her book will be published by McGraw-Hill in 2019.

Jo Miller

 In the federal workforce, it takes significant time and effort to get the right candidate into the right role. Making a bad hire can result in significant cost to an organization. In the federal realm, this can end up being what I like to call a “35-year mistake.” Taking the time to design and implement structured interview questions/procedures and employing benchmarking and metrics during interviews will result in getting the most qualified job candidate. Foregoing interviews for the more expedient “paper route” of simply reviewing a resume can have disastrous results. At OPM, we made a huge effort to help agencies improve their Senior Executive Service selection by combining a careful resume review with a structured interview process. We taught agencies how to go beyond the resume to develop interview questions that really get at the job characteristics required. Making quality hires is the first step in creating a robust workforce. The second step is employee engagement—remember the old chestnut “people don’t leave their organization, they leave their supervisor.” Supervisors play a key role in employee engagement. Frontline supervisors and managers need a good understanding of how to encourage and enhance engagement. New people come into an organization with drive and a willingness to put in extra effort to get the job done.  The best supervisors appreciate their workers and move heaven and Earth to get employees what they need to do their jobs.     In the federal government, as well as in private industry, there are managers who have difficulty encouraging employee engagement.  In my experience, a mentoring approach is more effective than training. Having mentors in the workplace who understand engagement to help those who are learning provides a tangible experience that has far-reaching results. Hiring and maintaining a robust workforce are two key parts of driving organizational effectiveness. Agency leaders are consumed by many commitments and their time is limited. Allocating resources and effort toward quality selection procedures and following up by providing the mentoring needed to ensure that supervisors and managers have the tools needed to engage their workforce, will pay organizational dividends. Join me for my session, “Predictive Training: Hiring and Building a Resilient Workforce,” at Government Workforce: Learning Innovations. We will discuss how u****sing a strategic foresight methodology can help you identify several potential future scenarios and prepare for them.

Avoiding the 35-Year Mistake

Every year ATD Research gets asked the same question, when will the new State of the Industry data be available? The data is always released in the fourth quarter and typically has a feature article in the October issue of TD. After the initial excitement of receiving the data, the questions begin rolling in:Okay so, now what?What does this mean?What exactly is included in direct learning expenditure?How can I calculate my organization’s data?Are we spending enough on learning? Or too little?Answering Your QuestionsATD Research attempts to answer all of these questions and others in many ways. Of course, the first avenue is the report itself.  While the figures, charts, and graphs can stand alone and be used to explain each of the 13 financial metrics, reading the text from the “Executive Summary” through the “Conclusion” gives insights and explanations.For example, direct learning expenditure includes T&D staff salaries (including taxes and benefits), travel costs for T&D staff, administrative costs, non-salary development costs, delivery costs (such as classroom facilities and online learning technology infrastructure), outsourced activities, and tuition reimbursement. It does not include the cost of the learner’s travel or lost work time while engaging in learning activities.Another helpful resource for those looking to calculate their own data for comparison is to take a look at the survey. By reviewing the survey you can get the definitions and see how organizations were asked to respond to the questions.Don’t miss out on the webcasts. Two are done every year, one in December and one in March. During these webcasts we run through the charts, explain what we are seeing, and answer questions from the chat box. This will give you an opportunity to hear others questions and have your own questions answered. However, we know it isn’t always easy to really get to your question across in a chat box so that leads us to the next option, email!In the back of the report and on the ATD website, you can find the authors’ direct email addresses and our department address is research@td.org. All of these will put you in contact with ATD Research staff who will be happy to discuss the report with you and do our best to answer any questions you may have.Are We Spending Enough on Learning?However, that last question (are we spending too much or too little?) is a tough one! Each organization is unique and what may be healthy for one organization maybe unhealthy for another. We try to give you the data to benchmark against to make the best comparison possible. In the report, there are tables. The data in these tables are very valuable as you benchmark your organization. They allow you to make comparisons to organizations similar in size and industry to your own. We do this because we can see there are differences in these groupings.And we know not every industry is included, but we would happily break them out if we get enough respondents in the group. So, once you figure out your organizations data to make comparisons, don’t forget to submit your data to be included in the next annual State of the Industry report.Learn More and Sign Up for the WebcastWait, one more thing! Want to quickly share the findings with someone without pulling graphs and writing explanations? We have an infographic available which will give you and your busy colleagues a quick, fun, graphic look at the results that is perfect for sharing. It can be found on the State of the Industry report page on our website along with other helpful information such as how to download the full report.ATD Research is hosting a free webcast on the State of the Industry on March 12, 2015, at noon. The webcast is free and you can register online here.

The State of the Industry Is Available, Now What Do I Do With It?

In June, I wrote a blog about the importance of participating in the State of the Industry and the value of the data published. I am excited now, six months later, to write about the results of the survey. In total, 340 organizations’ data is included in the final report. We greatly appreciate the time and effort of these organizations to provide their data.As I mentioned in my last post, I was hoping we would have enough participation this year to focus on segments of the data, as well as the overall findings. I am excited to present the final product, which includes data by organization size and industry in addition to the consolidated data.The average direct learning expenditure per employee for the consolidated group of participants in 2013 was $1,208. This is a one percent ($13) increase over 2012. The number of learning hours used per employee also slightly increased to 31.5 hours from 30.3 hours. This is great for the industry as a whole as we can see the industry is stable and organizations continue to invest in training.However, many factors influence an organization’s training programs. Size and industry are certainly one of these factors. This year we focused a bit more in the analysis on size and industry. Examining the 340 participants we found nearly a quarter were large organizations with over 10,000 employees, 38 percent are midsize with 500 to 9,999 employees, and the remaining 38 percent were small organizations with less than 500 employees.When we examined direct learning expenditure by employee for each of these subgroups, we found small organizations with less than 500 employees spent on average $802 per employee, whereas midsize and large organizations spent $838 per employee.Digging in a little deeper, we also found that while midsize and large organization reported the same direct expenditure per employee what they offered wasn’t quite the same. The average number of learning hours used by an employee at a large organization was 36 compared to just 27 for a midsize organization.  So this means that a large organization was able to provide an extra day of training (nine hours) compared to midsize organizations at the same expenditure per employee. In the full State of the Industry report, which is available as a free PDF to all ATD members, we examine more benchmarking statistics, such as learning hours used per employee, expenditure distribution (internal, external, and tuition reimbursement), employees per learning staff member, and the cost per learning hour used, to name a few.I encourage everyone to review the report and use the data to benchmark your organization. Take the time to read the analysis and tables and to understand how organization size and industry influences the data.  For some quick stats, you can take a look at the State of the Industry infographic.To further understand the data and hear more about how we analyzed the data, join me for a webcast on December 18 at noon. I will talk about the data and take questions from participants.

2014 State of the Industry Report: Key Findings

Learners of the Future: Taking Action Today to Prevent Tomorrow’s Talent Crisis, a new research study from ATD and i4cp, examines how organizations will leverage social learning.

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