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Andy Ho is an executive leader in the technical training industry primarily focused on enterprise software and cloud solutions. He has been a keynote speaker at conferences and has been a mentor for the Asian American Pacific Islander community. 

Andy Ho

Andy Maus oversees all Compass One Healthcare human resource departments. This includes the overall people strategy carried out by the field HR, talent management, talent acquisition, and learning & development teams. Andy joined Compass Group in August 2019, and reports to Bobby Kutteh, Compass One Healthcare’s CEO, and Cindy Noble, Compass Group’s chief people officer. He is a member of the Compass One Healthcare executive management team. Before joining Compass Group, Andy worked across several industries and functions within HR.Most recently, he spent time at US Foods, where he held a variety of leadership roles across corporate and field HR, and mergers and acquisitions. Andy also spent time at Discover Financial Services and Sears Holdings where he led corporate HR, supply chain HR, and learning & development.Andy currently serves on a board for Cure PSP, an organization focused on curing various forms of Parkinson’s. Andy holds a Bachelor of Science in psychology, a Master of Arts in industrial/organizational psychology from Western Michigan University, and a Master of Business Administration from Northwestern University, Kellogg School of Management.

Andy Maus

Talent leaders can ensure the longevity of training programs by incorporating solutions in six areas. 

Can Innovation Save L&D’s Future?

ATD 2016 speaker Andy Lawrence discusses how SCL Health journeyed down a path that took it from delivering incidental training to sustaining a culture rooted in learning.

Silos to Synergy: How SCL Health Transformed L&D

Learning objectives are necessary, but not sufficient. Roy Pollock and Andy Jefferson discuss how to connect business results and learning objectives.

Want to Improve Your Batting Average? Understand the Business Objectives

Roy Pollock and Andy Jefferson examine how trainers and training departments can improve their “batting averages” to deliver greater transfer of learning for their organizations—and increase their own value and prestige.

Want to Improve Your Batting Average? Make Sure Training Is the Right Solution

Andy Storch is an author, consultant, coach, speaker, and facilitator, specializing in helping clients turn strategy into action and people doing the best work of their lives. Andy’s purpose is to love and support his family and to impact the world by inspiring people to stop drifting, take control, and live life with intention.Andy is also the host of two podcasts, including The Talent Development Hot Seat and Andy Storch Show, and the co-founder and host of The Talent Development Think Tank Conference and Community. Andy is also the author of Own Your Career Own Your Life: Stop Drifting and Take Control of Your Future, to be published in September, 2020.Andy has taught strategy, sales, leadership, finance, and innovation to business leaders all over the world including companies like Salesforce.com, Oracle, Google, Box, Toyota, State Farm, Red Bull, Deloitte, EY, KPMG, HP, Sony, Bechtel, Cisco, Tiffany & Co and others.Andy is a partner with Advantage Performance Group. He holds an MBA from the University of Southern California’s Marshall School of Business where he served as president of the MBA program in 2008 and a BS from the University of Florida (Go Gators!)Most importantly, Andy is a husband, father and friend who is on a mission to get the absolute most out of life and inspire others to do the same

Andy Storch

In this week’s Ask a Trainer guest post, Andy Storch offers tips for how you can use networking to grow your career even in a virtual world.

Ask a Trainer: How Can I Network Virtually?

Wouldn’t it be nice to finish interviewing a candidate and be able to say, “This is the one” or even “This isn’t the one!”  But so often, we’re left somewhere in between. It’s worthwhile honing your interviewing skills to save your company the time and money that’s involved in making wrong talent decisions. The added benefit for you personally is that if you become a good interviewer, you will certainly become a better interviewee.Case in pointMy friend Andy recently felt confused after a full hour interview with a company high on his target list. He told me that the interviewer, his prospective manager, didn’t ask him a single question other than “Is there anything you would like to ask me?” Andy came away with a good feeling about the company, the position, and the people after he spent the hour asking questions and hearing responses, But he wasn’t sure how the manager could have been able to assess him.   Apparently, his prospective boss felt as though he had all the information he needed, and Andy received an offer the next day. After he accepted, Andy asked his new boss about the interview. The manager replied that Andy’s questions and observations told him that he was smart and had the right skills, creativity, and vision for the position. More important, the interviewer said that Andy had the same values as the company’s most successful professionals.While Andy’s manager’s approach was a little unusual, it emphasizes that deciphering the way a candidate thinks can be the most important determinant in assessing his fit for a job.  More conventional ways to figure out whether the prospective hire is appropriate for the position are explained below.Offer a challengeWhen I first started interviewing recent grads, I always seemed to think the candidates were smart and nice. They all earned high marks on my review sheet. I then figured out that they can’t all be the perfect fit. I wondered what I was missing.Then I began to realize that I needed to challenge them to see how they would respond. After that realization, I learned a lot more about each candidate.For you to challenge a prospective hire, you don’t have to play the classic intimidating interviewer—and you may give the company a bad image if you do. You just need to ask a question or illicit a response that lets you watch how the candidate responds under pressure. You can ask a tough skill-based question or challenge a statement she made (whether or not you disagree).You want to determine the interviewee’s poise under pressure as well as her analytical/creative capabilities. For example, the famous Google interview questions serve that purpose. Often the interviewer doesn’t care what answer she receives, she just wants to see how the candidate goes about arriving at it.Interview staplesSome questions are more illuminating than others, and should always be part of your interviewing question list. “Briefly, tell me about yourself…” is a good way to get a summary view of the candidate’s background and what he believes are his strengths. Savvy interviewees will have a concise two-minute elevator pitch ready when they hear this question.“Why did you leave your last job?” can be revealing not only because it may uncover relevant issues to explore, but also because you can get a feel for the candidate’s ability to maturely reflect on distasteful or difficult situations. There’s a good chance a griper at one job is going to be a griper at the next.A third useful question is “Give me an example of when you used x skill (showed leadership/performed under stress).” You want them to see if they can fill in the blank with whatever skillset is particularly necessary for the type of job you are offering.Dig deepIf you hear an answer that doesn’t sit well with you, don’t move on. Instead, be sure to ask the interviewee more about that topic. You may find that the candidate did exactly what you would have done given the situation, and that you hadn’t initially fully understood all of the factors involved.I mentored a young professional once who did not receive an offer from his summer employer before graduating. When I asked him why, he gave a quick answer that almost sounded like an excuse. But after probing a bit more, I found he was in an unlucky situation involving a reorganization and a summer offer was the last thing his managers were thinking about.If you don’t pursue a topic when you get an answer you don’t like, you may be overlooking one of your best candidates.Post interview take-awayThere is some basic information that you need to ascertain before you can get a real feel for an interviewee. First, does she have the specific skills needed for the job? Ask the right questions to uncover answers about her background and experience.Next, is she a fit with your company’s culture? You can find out how well a candidate will work on your team by asking them about her last position and what she valued in her job. And there’s no better feel for fit than figuring out if you would like to work with them. Can you imagine yourself day in and day out on a team with this person?Lastly, determine how difficult it will be to hire this candidate. What will influence his decision to take the job if offered? If you conclude the candidate is a winner during your interview, try to get a feel for the factors that will make him accept an offer.Every Interviewer is also a PR professionalWhether you feel the potential hire is a good candidate or not, always try to leave her with a good impression of you and your company. You want her to say good things about your company, even if she doesn’t work there. You never know…her roommate may be the perfect candidate.

How to Be a Great Interviewer

Sales organizations are turning to AI to close the coaching gap

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