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Helping individual contributors understand if people leadership is truly a role they aspire to is important for growth and retention. We’ve all seen it—a high performer moves into leadership and is demotivated by having to hold others accountable or struggles in delegating the work. Our Aspiring Leaders program helps individual contributors get a sense of what being a people leader really encompasses to help them determine if that is the path they truly want. We are working to embed tools like success maps as another staple to support employees as they consider how they want to grow their careers.

UCHealth: Aspiring Leader or Simply Aspirational?

The PA Education Association is a national nonprofit representing more than 300 physician assistant (PA) programs and serves as the professional home for about 5,000 PA educators. The profession is experiencing rapid growth, and the association staff continues to grow, currently at 50. The People and Culture Team at PAEA designed a professional capabilities framework as part of the newly formed and growing talent development function, which helps guide employees on both performance and development expectations.

PAEA: Prioritizing Employee Learning and Development to Enable Business Success 

This case study showcases the implementation of the Six Disciplines (6Ds) of Breakthrough Learning in developing “Performance 911,” a training program designed to help managers address team underperformance. Faced with the challenge of translating manager training into tangible performance improvements, our organization applied the 6Ds framework to create a comprehensive learning experience.

TruMark Financial: 6Ds to the Rescue 

To cultivate a genuine “performance culture,” it is imperative to reevaluate our roles, titles, practices, approaches, and the language we employ. This case study is about the presenter’s approach to learning in the flow of work, drawing from extensive experience in implementing performance-based learning through the 5 Moments of Need framework and performance support principles established by Bob Mosher and Conrad Gottfredson in a federal agency.

Federal Government: Learning in the Flow of Work: A Case Study for Performance Culture

Booz Allen Hamilton is widely recognized in the field of talent development for creating substantial value for both our workforce and the company. This reputation is bolstered by our inclusion in the Training Magazine Hall of Fame, receipt of various ATD and Brandon Hall awards, and successive appearances as a CLO Learning Elite Finalist. But we, like everyone, are on a continuous performance improvement journey to keep getting better. In this case study, we’ll provide an overview of strategies for defining success according to our business leaders’ expectations. Following that, we’ll present the outcomes of our SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, examining our strengths and identifying areas for growth, and discuss how you can tailor this approach to define success in your own organization.

Booz Allen Hamilton: Our Continuous Performance Improvement Journey in Demonstrating TD Business Impact

At Grainger, the director+ population comprises ~420 individuals. While Grainger has always offered targeted, individual learning investments, there was no structured or repeatable learning program for this audience. In our business, “starting with the customer” is paramount both internally and externally. Our CEO firmly believes that when leaders know more about our business outside of their functional area, they make better decisions, increase collaboration, and lead their teams with a broader perspective. As a result, Grainger launched the End-to-End Leader Program in 2021. Over nine months, participants attend a series of formal learning courses (taught by functional senior leaders), participate in business immersion activities, and complete a capstone project focused on solving a business problem with the use of AI. They present this project to the Grainger leadership team at the end of the program.

Grainger: Building End-to-End Leader Skills

August Communiqué

Headquartered in Istanbul, Akbank is one of the largest banks in Turkey. The banks more than 13,000 employees receive training through Akbank Academy, the organizations learning and development institute.

Akbank: Increasing Learner Engagement Through Gamification

Founded in 1928, Maersk Line is now the worlds largest container-shipping companyno small feat in such a cutthroat industry. The team called in Cary Bailey-Findley, head of Maersk Lines learning and organizational development (LOD) team, to determine the root of the problem, and it became clear that the organizations call center managers needed to better train their agents to deliver positive customer experiences.Working together, the LOD and CSE teams created the CARE PROgram in 2014.

Maersk Line: Coaching Skills for Customer Service Managers

Its difficult to underestimate the importance of learning to the success of Cerner, one of the largest health care information service providers in the United States, with $4.4 billion in annual revenues and over 23,000 associates. Onboarding of new associates has been a key focus area for learning, and software engineering onboarding in particular has been a challenge given rapidly changing technology.

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