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Stuart is an enthusiastic and professional individual, who enjoys being part of, as well as leading, a successful and productive team. Quick to grasp new ideas and concepts, and to develop innovative and creative solutions to problems. As a community manager for Hilti, Stu is responsible for producing content and engaging in conversations that build internal collaboration within defined communities. He is the bridge that ensures that users of the system are heard and that they have the best possible learning experience throughout their journey with Hilti. Keen to build an extensive network within Learning and Development. Stuart holds several coaching badges, a CIPD Level 5 Diploma in Learning and Development and holds a degree in eCommerce.

Stuart Ryan

 

The Coaching Habit has helped thousands of leaders stay curious a little longer and rush to advice a little more slowly. Now, there’s a new way to bring that change to life.

 

Whether you’re looking to build a customized learning experience from start to finish through a full licensing and asset package or you want a learning journey that you can plug and play out of the box, we can help.  

 

Our team will share the thinking and design that came together to shape a new learning format built for real change, inside real work, at real scale. Then we’ll explore how it works in practice by walking you through exactly how a sample learning journey works, what it looks like in action, and how it can be implemented in your organization.

Whether you’re new to The Coaching Habit or looking to scale its impact, this is your chance to see how learning journeys turn great content into real capability.

What You’ll Learn


	How learning journeys were built to scale The Coaching Habit
	How you can customize and personalize based on your goals and learner needs
	The thinking and design behind this new learning experience


DEMO: Choose Your Own Adventure With the Coaching Habit Learning Journeys

Tamara J. Erickson is a McKinsey Award-winning author and widely respected expert on organizations and the changing workforce – on the shifting relationship between individuals and corporations – and on enhancing innovation and workforce productivity. She is one of the 50 most influential living management thinkers in the world – named in the 2009 and 2011 Thinkers 50, a prestigious, biennial global ranking of business thinkers created by Des Dearlove and Stuart Crainer and published in The (London) Times. Her work is based on extensive research on changing demographics and employee values and, most recently, on how successful organizations innovate through collaboration. Recently, Tammy founded and is CEO of Tammy Erickson Associates, www.tammyerickson.com, a firm of renowned thought-leaders and senior business leaders committed to developing insights into the challenges that today’s businesses are facing and offering a specific set of services that help companies re-shape their organizational practices. She has co-authored four Harvard Business Review articles: “It’s Time to Retire Retirement” (March 2004), winner of the McKinsey Award, “Managing Middlescence” (March 2006), “What It Means to Work Here,” (March 2007), and “Eight Ways to Build Collaborative Teams,” (November 2007), as well as the book Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent, published by Harvard Business School Press (2006). She has also co-authored an MIT Sloan Management Review article, “Bridging Faultlines in Diverse Teams,” (Summer 2007). Tammy is the author of one of Harvard Business Review’s Breakthrough Ideas for 2008, “Task, Not Time,” (February 2008), one of HBR’s Forethoughts on Unconventional Wisdom in a Downturn, “‘Give Me the Ball’ Is the Wrong Call,” (December 2008), and the HBR Case Study “Gen Y in the Workforce” (February 2009). Tammy recently completed a trilogy of books on how individuals in specific generations can excel in today’s workplace. Retire Retirement: Career Strategies for the Boomer Generation and Plugged In: The Generation Y Guide to Thriving at Work were published by Harvard Business Press in 2008. What’s Next, Gen X? Keeping Up, Moving Ahead, and Getting the Career You Want was published in 2010. Her blog “Across the Ages” is featured weekly on HBP Online (http://discussionleader.hbsp.com/erickson/). The research initiatives she and colleagues have undertaken include Demography is De$tiny, exploring the implications of current demographic changes on human resource practices, The New Employee/Employer Equation, developing new and powerful approaches to increasing employee engagement through segmentation, and the Cooperative Advantage, done in collaboration with a team at London Business School, exploring the working practices of over 50 teams in 15 multi-nationals, representing the most extensive academically-grounded study of industry-based team working ever conducted. Her current research is focused on the implications of social enterprise software on the way we work. Tammy is also a respected authority on technology and its implications for business and coauthor of the book Third Generation R&D: Managing the Link to Corporate Strategy, a widely accepted guide to making technology investments and managing innovative organizations. Tammy is a former member of the Board of Directors of PerkinElmer, Inc., a Fortune 500 company competing in advanced technology markets, and a former member of the Board of Directors of Allergan, Inc. She holds a Bachelor of Arts degree in Biological Sciences from the University of Chicago and a MBA from the Harvard Graduate School of Business Administration where she was the recipient of the James Thomas Chirurg Fellowship.

Tamara Erickson

 What do talent development professionals in human capital care about? Do you see any themes?Here are the top 10 blog articles from ATD's Human Capital Community:Signs of a Learning Culture by Stephen GillPositive Change Management Starts With Yourself by Elad LevinsonEmployee Motivation: The Neuroscience Connection by Ryann EllisDeveloping a Learning Culture: An Infographic by Stephen GillThe Purpose of Performance Management: Redefining Aspirations by Dr. Elaine D. Pulakos and Dr. Rose Mueller-HansonForget Work-Life Balance, Pursue Well-Being Instead by Beth CabreraEmployee Engagement Spectrum: Myths Versus Facts by Tracy MaylettA Path to Performance Management Reform by Dr. Elaine D. Pulakos and Dr. Rose Mueller-HansonHow Analytics Drives Talent Development by Ryann EllisIs Kindness the Missing Link to Employee Performance? by Dan SchwartzIn 2015 we learned that harvesting an organization with a strong learning culture to support high performance starts with its leaders. When a leader values learning, it becomes contagious for the people around to strive for more. Redefining and understanding a new path to performance management, as well as adopting a positive workplace and the neurological connection, also were top priorities for organizations in 2015.Look out for more articles and content on improving your work culture and managing talent next year. Leave a comment with other topics you'd like to see covered as well next year! If you haven't already or you're still thinking about how to start the 2016, take a look at the _ATD Talent Management Handbook_for an overview of these topics and more.

Top Human Capital Blogs in 2015

 The federal government collects mountains of data from its citizens. However, knowing how best to organize, manage, and extract insights from these large, diverse data sets is a challenge.  Enter data analytics. The good news: Most state and federal governments have begun to recognize the benefits of applying analytics. In fact, a Fortune article reports that “McKinsey & Co. estimates that by digitizing information, disseminating public data sets, and applying analytics to improve decision making, government agencies can act as catalysts for more than $3 trillion in economic value.” Government Workforce: Learning Innovations has dedicated an entire track to helping public managers tap into the power of data analytics. Here’s a look at four sessions that can help your agency use its many data sets to see the big picture. Connecting the Dots: Using Relational Data to Drive Workforce AnalyticsAre you looking at the big picture when it comes to workforce development? Do you know what your levels of attrition or engagement actually say about your agency? Join us to learn how to use relational data to build a deeper understanding of the health of your agency’s workforce by connecting the trends you already track.Taking It to the Next Level: Boosting Program Performance With Smart DataDo you use data to improve your workforce? Do you understand how to measure efficiency and performance? The analytical processes you’re already using can also be applied to manage your agency’s performance. This session covers everything you need to know about measuring the effectiveness of specific agency programs while identifying areas where you can improve.Measuring Change: Building an Environment for EngagementWhere do you start when improving employee engagement rates and optimizing Federal Employee Viewpoint Survey data? How do you gauge engagement? Is your agency doing everything it can to make improvements? Join us as we take an action-oriented approach to engagement. In this session, we’ll look at what government is doing to meet federal requirements and what individual agencies can do now to make improvements across the board.Social Media Strategies for Customer-Centered GovernmentAre you ready for the challenge of new media? Agencies are being tasked with developing a stronger digital presence, leveraging platforms like the Internet and mobile. But engaging the public can be almost as difficult as engaging the workforce if the right strategies aren’t followed. Learn how you can make public services more accessible by implementing strategies that create a customer-centered government in the digital age.

Using Data Analytics to Transform Government

At the Federal Reserve Bank of New York, employees not only need core knowledge of the finance and banking industry as well as compliance requirements and procedures; they must have expertise in general leadership skills, such as communication, and emerging and technical areas, such as data analysis. Employees likewise must stay up to date on the technology and tools they use every day.According to Jeremy Manjorin, the organization’s chief learning officer, that broad spectrum of skills demands a “holistic approach to employee development that takes into consideration not just the technical [skills] but the values and behaviors we want at the New York Fed.”Given that experience levels among workers can range from people with doctorates to those in their first year of work, Manjorin notes, that variance can complicate the development and rollout of learning initiatives.“We really have to make sure that we are focused on the learning needs of the total employee population, whether they’ve been here for one year or 30 years, and in whatever group they work in. It’s a challenge,” he admits.Mission-driven learningThe Federal Reserve, commonly called the Fed, is an independent governmental entity created by Congress in 1913 to serve as the central bank of the US. The Federal Reserve Bank of New York is one of 12 regional banks that work within that system to foster economic and financial stability and vitality throughout the country.“We’re a mission-driven organization. Our goal is to make the US economy strong and create a stable financial system for all segments of society,” says Manjorin.Although the New York Fed serves a geographically small area compared with the other Federal Reserve banks, it is the largest in terms of assets and volume of activity. Chief among the functions for its approximately 3,000 employees is the implementation of monetary policy, one of the Fed’s three central missions. The other two missions are international operations and supervision and regulation.Carrying out those missions requires its workforce to have a wide array of skills and competencies.Mapping skillsLike in many organizations, while the various roles at the New York Fed seem significantly different on the surface, they typically have common skills. To get a better handle on the shared and distinctive skills of each job, the New York Fed embarked on an organization-wide skills-mapping journey.“We have taken on a skills-based approach to talent development at the bank. This means you have a holistic understanding of your workforce—really understanding the roles, then mapping those roles to specific skills,” Manjorin explains.The New York Fed started the initiative by conducting an analysis of all roles throughout the entire workforce, isolating the skills, knowledge, and competencies required for each. The first pass at mapping skills was automated, using market data and job descriptions and then marrying that information to the New York Fed’s internal profiles to create extensive skills taxonomies.“There’s technology that helps facilitate skills analysis, but it also requires a lot of input from subject matter experts,” Manjorin states. “This was a bankwide effort. It’s not just an HR effort. It’s not just the talent development department or the organizational effectiveness department. We needed subject matter expertise at all levels.”After the initial intake, the teams worked with subject matter experts to validate the information gathered and align similar skills and competencies to each role as well as help define requirements for demonstrating proficiency. For example, when defining competencies around project management, specific skills may be the same, but the proficiency level for an entry-level project manager will of course be different from that of an experienced project manager.“SMEs would go in and review all the roles within their function, evaluate the skills we identified, and calibrate the assigned proficiency levels,” Manjorin shares.The teams worked with SMEs to conduct several levels of validation. The result is a complete skill ontology and architecture with mechanisms in place to update the architecture as additional roles and skills emerge.“The skills ontology is not set stone,” Manjorin explains. “As new roles develop, it grows and evolves too.”Linking skills to development“The driving force behind skills mapping was so that our people could get a better understanding of their skills and career development planning, and the organization could get better at enabling the development of our talent,” he adds.
Manjorin notes that a skills-based approach helped his team cultivate a heightened awareness of the organization’s learning needs and opportunities, in addition to its existing training and development resources. By having individual skills and competencies identified for each role, the team was able to connect them to workshops, online learning programs, training programs provided through content partners such as LinkedIn Learning, and microlearning assets.In addition, the talent development team used the gathered information to create a variety of learning paths that guide employees to deeper skill proficiency. Fortunately, many assets and programs work for multiple roles. More importantly, the learning function was able to spot gaps among its learning deliverables and determine where it needed to build, refresh, or buy new learning solutions.“Skills mapping helped us gain insight into the most coveted or sought-after skills as well as where the organization had opportunities to provide the right learning,” Manjorin states. “For the learning function, it’s a way to see those opportunities at a glance. It was transformative from a strategy and planning perspective.”During the past 18 months, the talent development team has built a robust catalog of offerings and paths that enable employees to self-serve development. “What we really want to do is change the model from ‘We’re going to push learning to people’ to where managers and employees say, ‘This is what I want to develop’ and simply access it,” explains Manjorin.“And if individual employees or managers do not see what they need, we encourage them to let us know. They can tell us what type of skills they want and why they need to develop them. That type of feedback is baked into the infrastructure of the catalog.”What’s more, when employees are looking to develop a skill or competency, the catalog enables them to search assets such as formal workshops and e-learning programs that are part of a learning path. But there’s another learning component outside of the formal aspect of a learning catalog.The organization has released a marketplace of on-the-job learning experiences that fall outside of a classroom-based approach. In fact, the New York Fed has formalized such experiential development opportunities into what it calls gigs.“These gigs are longer-term opportunities where employees go to a different department, function, or group to work for a specified number of hours a week over the course of a few months,” Manjorin states. “They focus on performing tasks that offer identifiable skill development and experiential learning opportunities.”While those short-term, project-based assignments always existed, he asserts that there is now a “more intentional effort toward tying gigs to specific skills and a focus on an employee’s skill development.”Any department can launch a gig. For example, let’s say a team has a major project on the horizon. The manager can create a gig that the entire workforce can view. The gig profile must pinpoint specific skill development opportunities the employee will gain from the experience, making it a far more valuable endeavor.“We changed it from simple ‘Department X needs a pair of hands’ to ‘this is a development opportunity,’” Manjorin explains. “That narrative shift and the ability to see how the work benefits the employee’s development right in the gig’s description invigorates our people around talent development.”Opportunities to develop select skills needs to be distributed broadly throughout the organization. Just as anyone can launch a gig, any employee can apply for one. Manjorin describes how having workers participate in gigs in other departments creates a competency boost for their original team as well.“Maybe a team needs a certain skill or more likely a higher proficiency level of that skill. Or perhaps an employee is really interested in learning a skill or raising their proficiency so they can move their career to the next level. Training will only get them so far without experiential learning and on-the-job experience.”He adds: “Gigs are not only about filling a resource need. It’s actually about ‘How can we build skills organization-wide and nurture networks? How can we cross-pollinate the workforce?’ Learning from people who have the skills is really what gets people to advance in their careers.”What’s next?“Our people are seeking a stronger understanding of their own career potential and development. They’re looking for career mobility,” says Manjorin. “They want awareness and insight of not only their current role and skills but skills for future roles. They want a better understanding of career planning.”
He imparts that people leaders at the New York Fed are also starting to look for more development and mobility opportunities for their people.“Aligning skills through roles helps bolster the idea of mobility because we can look at different skills and see how some skills are usable across different roles. That opens up more opportunities within the bank,” Manjorin explains.“This holistic approach to skills and development makes it easier for our employees at the New York Fed to identify their own career path and start planning their own development journey.”The views expressed in this article are the author’s and do not necessarily represent those of the Federal Reserve Bank of New York or the Federal Reserve System.

Banking on Holistic Development

Eric Spencer, Senior Vice President, is a proven leader with more than eighteen years building and shaping Human Resources organizations. His experience includes human resources, executive and leadership development and organizational effectiveness to talent acquisition, performance management, M&A and integrations work. He has designed, developed and delivered human resources and leadership programs of varying complexity -- from simple coaching courses to complete concepts – for organizations ranging from start-ups to Fortune 100 companies. Prior to joining SkyeTeam, Eric served in leadership capacities at P3 Group, 3C Network, Local Matters, Level 3 Communications, and Target Corporation, among others. His experience with organizations of varying sizes and business life cycle stages has provided him with a rich set of human resources and training and development experiences. Eric holds a Bachelor’s degree in Management from Arizona State University, and an MBA with a focus in Organizational Behavior from Virginia Tech. He is an avid musician and spends his free time writing, recording and performing.

Eric Spencer

Yash has been with us at our Boston headquarters for over 9 years. While at Inward, he has advised on a wide variety of consulting engagements and business development initiatives regarding branding, team alignment and service offering feasibility. His clients range from well-established companies such as Zürich Financial Services, Pitney Bowes, Becton Dickinson and Briggs & Stratton to venture funded startups like DayJet, Unique Home Designs and TripAdvisor.com. Yash is currently working with a global retailer to engage its 2 million associates to embrace and live the mission, vision and values of its rich heritage. Prior to joining the Inward Strategic Consulting team, Yash worked as a Senior Competitive Intelligence Analyst for the Cambridge, MA think-tank, Fuld & Company, where he developed CI strategies for high-technology clients. In addition, he served as a Program Coordinator at the Miller Consulting Group in Boston, MA. There he helped formulate business-positioning strategy to clients ranging from start-up stage/early seed capital to established Fortune 1000 companies. On the non-profit side, Yash served over 5 years on the Executive Board of The Network of South Asian Professionals Boston Chapter (NetSAP–Boston) in a variety of positions, from Board Secretary to President of the organization. Today, he continues to act as an Adviser to NetIP North America and The Indus Entrepreneur (TiE). In addition, Yash also served as an intern for the 1995 Clinton Administration in the Office of Scheduling and Advance at The White House, in Washington, DC. He holds a degree in international relations with a concentration in international business and economics from Boston University.

Yash Chitre

ATD Talent Development and Training in Healthcare Handbook (ATD Press, November 2021) addresses the many opportunities and challenges TD professionals face in the growing and rapidly changing healthcare space. Effective talent development is the thread that weaves through an entire healthcare organization to ensure it is up to standard with the latest practices in treating patients while providing a safe and engaging environment for staff. TD professionals have the unique role of tying together organizational and employee advancement in healthcare systems—and likewise, this handbook dives into areas for business and professional evolution.Written by 25 fellow healthcare practitioners with extensive experience in the field—from nurses, physicians, and administrators to instructional designers, chief learning officers, technology experts, and leaders across the industry—the book covers six key themes across 26 chapters:Learning and development basicsOrganization developmentEmployee developmentBusiness acumen for the health systemDigital transformation and literacyPatient-centric careLearn more about Scott Kashman, market president for St. Dominic’s and the Franciscan Missionaries of our Lady Health System (Jackson Market), and his chapters on leadership development, business acumen, and well-being in this spotlight Q&A.How have your experience(s) in leadership development, business acumen, and well-being shaped the best practices you shared?Leading with a strategic lens, being grounded in operations with the support of a healthy team provides a balanced leadership approach. Based upon experience, I find these three need to stay in harmony or else an organization will achieve inconsistent performance and team engagement.Leaders should engage the hearts and mind of their team by providing a clear vision and sharing the importance, purpose, and why behind the vision. Then they should step back, trust, empower, and support their team as they develop plans and achieve the collective goals. While it sounds basic, it is not always practiced consistently. If you re-enforce how much the team is valued, cared for, and connected, you will unleash the full potential of your organization.How do you foresee advancement of talent development in these areas within healthcare? (i.e. in an ideal world, how do you see this area flourishing for employee or organizational development)?Developing talent takes an ongoing commitment by healthcare leaders and organizational development specialists. Ensure leaders know how to coach other leaders and staff. Many leaders mentor others by telling them about their own experiences and having others shadow them. Learning to be leader-coach takes a different skill: being present and focused on the person you are developing. By asking questions, staying curious, and allowing others to find the answers within, you will create the necessary bandwidth to solve for new and emerging opportunities.What is something unexpected you learned while working on this book?Through this process, I had a chance to connect with other authors. It broadened my understanding of the many facets that contribute to talent development. I appreciated learning from my colleagues and applying these skills within my own leadership practice.Is there something professional or personal you are proud of accomplishing in the past year?Holding space for others to develop personally and professionally. Completing a coaching certification through the NeuroLeadership Institute helped me think differently about how to coach and develop others. For more than a year I was fortunate to develop a strong, healthy leadership team across my previous health system. This served as a foundation of collaboration and trust as we opened our incident command in March 2020 and started navigating through the pandemic. At the same time, we engaged our community partners and internal team to advance our quality, safety, and overall performance.What is a fun fact about yourself or one sentence of advice you’d like to share?Start with self. In the past, I ran many marathons, counseled patients as a psychiatric counselor, joined an improv comedy troupe, and worked on stage at a karaoke bar (and I’m a terrible singer). Each of these experiences shaped my leadership, focused on humility, strategy, operations, and the health of a team.

Advancing Talent Development in Healthcare: A Q&A With Scott Kashman

Mary Olson-Menzel has over 30 years of leadership across media, tech, healthcare, and many other industries globally. She is the Founder and CEO of MVP Executive Development, a national leadership, coaching, and organizational management consultancy with offices in Connecticut, New York, and Illinois. Her clients range from Fortune 500 companies to start-ups with a broad reach of industries from FinTech to Football (the NFL). As a seasoned executive leadership coach, Mary works with both companies and individuals to unlock the potential that improves business performance and catalyzes growth. Her coaching methods bring a fresh lens to business and a perspective that nurtures teamwork and helps drive results through grace, empathy, and "Humane Leadership". Before starting her company in 2012, Mary was a partner at two leading global executive search firms. She also spent a decade at Tribune Company in Chicago as National Managing Director of Talent, leading a team of 40+ human capital professionals. This is where her understanding and expertise in recruiting and coaching were honed. She worked closely with 20 newspapers, 27 television stations, and hundreds of digital assets across the country to attract and retain the best and the brightest. In her early years, Mary worked in both the tech space and media and entertainment where she started her career as a television reporter. Her innate curiosity and ability to connect with people paved the way for her life's work: helping leaders at all levels channel what “lights them up” and inspires them into more fulfilling and successful personal and professional journeys. Mary earned her MBA from Northwestern University’s Kellogg School of Business and a Bachelor’s degree in Communications and Public Relations from Illinois State University. She is a part of Marshall Goldsmith 100 Coaches, which brings together the world's leading executive coaches, consultants, speakers, authors, iconic leaders, and entrepreneurs. Her first book, What Lights You Up? Illuminate Your Path and Take the Next Big Step in Your Career, will be on bookshelves in early October 2024. 

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