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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

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 Q&A, we talk to editor Elaine Biech about what folks can expect from the third edition of ATD’s Handbook for Training and Talent Development.

Talent Development Professionals Look to the Future With ATD’s Handbook

Closing existing skills gaps means you must determine the current level of skills and capabilities, identify which areas to develop, and take a strategic approach to development.

Adapting to Change: Strategies for Bridging Sales Skill Gaps

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While facilitating leadership development workshops at Emerson (a Fortune 125 company with 90,000 employees in 140 countries), there is an interesting comment I frequently hear: “I did not realize how much time you would give me in this workshop to think!”Is that a compliment or a complaint? I believe most people mean it as a compliment because they are surprised. Most of them haven’t had enough time to think in prior trainings.I’ve heard this comment many times, and it never takes me by surprise. In fact, I would be disappointed if I did not hear it. Most learners aren’t given adequate time to think and reflect when they attend training sessions.Far too many training programs rely on content rather than application and do not offer learners time for intentional reflection. In my 28-year learning and development career, I’ve seen too many programs approach learning by telling learners as much as possible in the time provided. Many of us in L&D call that strategy “ten pounds of training in a five-pound sack.”Fred Harburg, former chief learning officer at Fidelity Investments, sums it up well: “If there is no time for reflection, there is almost no chance for improvement.”L&D professionals want to create value for learners. One of the most valuable activities we can build into the design and delivery of our courses is intentional reflection and implementation planning. To improve our training programs, we must stop talking and pushing content, and let learners think.This represents a paradigm shift for many L&D practitioners. Spend less time on content and more time on intentional thinking and reflection.L&D thought leaders Roy Pollock, Cal Wick, and Andy Jefferson (authors of The Six Disciplines of Breakthrough Learning) popularized the term “learning scrap.” Learning scrap refers to content covered in a workshop that is never applied. Most L&D programs have a typical learning scrap rate of 85 percent. At best, most learners apply 15 percent of what’s taught in a workshop on the job. If you want to decrease learning scrap and increase learning transfer, build more deliberate thinking and reflection activities into your courses.In his classic book, Learning and Memory, Donald A. Norman writes, “To remember is to have managed three things successfully: the acquisition, the retention, and the retrieval of information. Failure to remember means failure at managing one of these three things.” I argue failure usually occurs at the retention level. If there is no reflection, there is no retrieval. If there is no reflection and retention, do not expect retrieval to follow.This issue is well-documented by Ruth C. Clark, Frank Nguyen, and John Sweller in another classic book, Efficiency in Learning. They refer to this concept as “information fatigue.” We need to give learners more time to process during a training program. The authors’ research shows a lack of time for reflection leads to cognitive overload. Overload implies a malfunction; learning is short-circuited. If a person attends a program to learn, and we cram it full of content without giving them time to think, it’s no wonder learning scrap occurs.Several years ago, I codeveloped a workshop with Michael Watkins (a former faculty member at Harvard Business School and founder of Genesis Advisers) to create a workshop based on his bestselling book, The First 90 Days. Our workshop designed intentional thinking activities that asked participants a series of questions at the end of each module. The reflection activities took between 20 and 30 minutes to complete and consisted of five or six questions. These were not simply recall or comprehension questions, but rather synthesis and evaluation questions (the higher levels of cognitive thinking).Some of the top executives who attended this workshop told me that if I had not built in deliberate time to think, their goal would have been to rush through the course so they could move on to the next thing on their list.Here are some ways to build time for reflection into your programs:
Build thinking time into the design and delivery of every learning program you create, no matter the delivery method (in person or virtual).Resist the temptation to add more content to your courses. Do not fall prey to the “myth of more.” More content at the expense of intentional time for reflection will not improve learner performance. It will diminish it.Remember, the goal is not to give the content. The goal is for learners to get it, which will only happen through the discipline of quiet reflection.If trainers are given the option to talk or let their learners think, many would choose to fill the silence with their own voices, but the greatest value trainers bring to a workshop is knowing when to stop speaking and give learners time to reflect.

Want Them to Learn? Give Them Time to Think

Andy Aguiluz, APTD is training manager at Techstars. She helps employees succeed by partnering with and empowering them to design and deliver scalable, adaptable, and collaborative learning and development solutions. Most recently, Andy spent two years providing internal operational support to the accelerator programs by helping to improve systems, processes, training, tool development, and knowledge share. Before that, she spent three years helping establish a few of the accelerator programs.Prior to joining Techstars, she led business case competitions and executive mentorship programs while attending the University of Denver. During her time in Denver, she gained experience with the challenges of scaling companies at RG2 Franchise Consulting, the Daniels Consulting Firm, and Biotrends International. Before earning her master’s, she operated a small aviation company.Andy has a BS in mechanical engineering and an MBA in management consulting with a focus on innovation and entrepreneurship.

Andrea Aguiluz, APTD

Between the daily borage of controversial headlines around misappropriated spending, workforce reorganization, and federal pay cuts, we often miss hearing the good news about innovation and progress occurring within the government workforce. Well, the 2012 Next Generation of Government Summit in Washington D.C., which brought together more than 600 Generation X and Y public sector workers, didn’t miss a beat sharing information about how many federal workers are taking steps to move government work forward. The summit was chock full of sessions on everything government employees are doing right. It’s time to share these stories.For two days, attendees learned how their peers were driving change, creating innovation, and leveraging social media tools to improve government.Carmen Medina, former CIA Director of Intelligence and author of the series “Corporate Rebel,” gave attendees a “pep talk” about how to be a “good” corporate rebel. “Optimism is the greatest act of rebellion,” she told the audience. “Nobody likes a pessimistic change agent.” Medina gave the young government leaders several key tips to drive change: start small, don’t avoid conflict, and when opportunity opens up, run through the hole as quickly as possible.Todd Park, the chief technology officer of the United States, discussed lessons learned about “innovation in government.” To create innovation in government, public sector employees must “embrace we-gov (open innovation)” and remember “that most of the smartest people in the world work for someone else.” Park is part of the recently announced series of Open Data Initiatives in energy, health care, public safety, and education to spark new private-sector consumer-facing and business-oriented tools, products, and services—such as mobile apps and websites—all while rigorously protecting personal, proprietary, and national security information.During the keynote on “How to Drive Big Change in Government,” Lena Trudeau—associate commissioner  in the Office of Strategic Innovations for the General Services Administration—challenged the audience to take a risk. “With crisis comes opportunity,” says Trudeau. “Sometimes you need to show the risk inherent with maintaining the status quo.”In other exciting news, I’d like to introduce you to Paula Ketter, the new Editor of The Public Manager, ASTD’s journal dedicated to supporting government managers. While Paula is new to the role of Editor for the The Public Manager, she is certainly no-newbie. Paula is the Editor of ASTD periodicals, and has overseen the publication of ASTD’s flagship monthly magazine T+D (Training + Development) for five years. She has also served as the Managing Editor of The Public Manager for three years. Paula is a veteran journalist with more than 30 years of experience writing and editing for newspapers and magazines. Carrie BlustinDirector, Government SectorPublisher, The Public Manager

Government Newsletter: August 2012

May 2019  - TD Magazine

Mindfulness and Mastery at Work

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Motivate and Engage Learners to Drive Your Business ForwardOrganizations that prioritize employee learning engagement are best positioned to thrive in our rapidly evolving business landscape. Veteran learning strategist Becky Willis demonstrates how an organization can achieve stellar learning engagement in seven simple steps and then turn that engagement into a powerful competitive advantage.Becky writes this book for those who have strategic responsibility for integrating learning into broader organizational initiatives, whether they are learning leaders, HR professionals, L&D practitioners, or other talent development (TD) professionals. Step-by-step, she walks you through the process of devising and communicating a clear strategy for learning engagement, selecting and implementing the right technology, recruiting and deploying champions, and mastering the art of marketing learning experiences. She helps you learn to work with leaders and managers to sponsor, support, and collaborate on learning. Each chapter includes questionnaires, tools, and templates to ensure TD pros and learning designers can translate ideas into practical actions immediately. With this book in hand, you will have what you need to become an effective business partner who enhances employees’ knowledge, skills, and commitment to the organization and drives positive bottom-line results.

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