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Christine Rush

July 2010 - The Public Manager

Implementing the Four-Day Workweek

The worldwide talent development community is diverse. Our members bring a wealth of experience and insight to their work. We're spotlighting their stories.Christine Assaf has been a member of ATD since 2021. Here's her story in her own words.Years in the Talent Development Field?15+ years in HR and current master’s student in industrial and organizational psychologyFavorite or Most Used ATD Member Benefit?WebinarsState of the Industry ReportTemplates and toolsBest Talent Development Advice?Talent development stems from the ability to understand organizations’ needs. Most issues in organizations stem from an incomplete assessment of the talent development needs and therefore problematic solutions. My best advice for talent development professionals is to ensure a thorough analysis is conducted (which can be performed alongside development). But don’t rush into bright and shiny technologies without first truly doing some design-thinking. Slow down; do it right the first time.What’s the most valuable thing you’ve gained or experienced during your membership with ATD?I’ve been a local ATD member for years and found the community to be helpful and talented. Local chapters always do a great job of inviting new people in and integrating them into the group. ATD, at large, has an excellent amount of information, tools, and resources at my fingertips. This is my first time being a national member, and so far, I'm loving the webinars!Have your own story to tell? Share it with us.

"Slow down; do it right the first time."

To achieve organizational excellence, core management systems and processes need to be fully integrated and focused on measureable results. Measures of results should be based on customer requirements and feedback. Baldrige puts major management systems into six categories. But you shouldn’t think of them as categories. Rather picture six engaged gears that push the organization toward results. The systems/gears are: LeadershipStrategic PlanningCustomerFocus Workforce FocusOperations/Business ProcessesResults Measurement. Leadership articulates the model to all employees at all levels and reinforces the values that propel the integrated systems, such as customer focus, continuous improvement, and employee engagement and empowerment. Baldrige is as much a culture as a management approach—and what a culture it is! All hands and all brains are on deck. Pride, fellowship, and know-how grow because results are achieved and no one is a bench-sitter. Employees and the systems work together as a whole to produce exceptional results. Case in Point During my tenure with the City of Coral Springs, the city employed the Baldrige business model to create system integration and customer focus. In our case, every city worker was introduced to the model and the strategic plan at new employee orientations. Orientation covered the principles that keep professional silos at bay and job satisfaction high, including: establish and deploy vision and valuesfacilitate the development of an evidence-based strategic planset objectives, strategies and measures of progressalign resources and activity to the objectivesmonitor implementation of plansevaluate the effectiveness of plansfoster customer-focused lean processescontinuously improve through “feedback loops” that create organizational and individual learningengage in all of the above. More importantly, my city government experience with the Baldrige model informs my approach to performance management at the Department of Commerce.Applying Baldrige to the Federal Landscape Over the decades, the federal government has searched for the Holy Grail of performance management. This has proved elusive, though, because staff offices have set up performance measurement systems that are not aligned with a strategic plan, employee work plans, or process design. Instead, measures have been created by staff offices, not the folks who are on the line. What’s more, feedback on systems happened primarily when a catastrophic failure occurred; regular feedback for system improvement was an anomaly. Here’s the good news: Times are changing, and there are federal initiatives for customer focus, use of performance indicators and evaluation, employee engagement, and strategic plans that are actionable and monitored. However, if we don’t move on all these fronts through integrated systems that involve the entire workforce, the Holy Grail will remain elusive—even though Baldrige has put it in plain sight.  Check out http://www.nist.gov/baldrige to get a better view. If you have worked in a Baldrige culture, you will never want to settle for less. For a deeper dive on this topic, join me for the session “Changing Up: Integrating a Culture of Performance in Your Organization” at the Government Workforce: Learning Innovations conference.

Building a Federal Culture that Supports Results—Everywhere You Look

2021 Best Practices  - TD Magazine

After the Coronavirus Aid, Relief, and Economic Security (CARES) Act was signed into law, Paylocity made a push to prepare client organizations for changes affecting their customers and the human capital management software solutions they depend on.

All Hands on Deck

Consider a popular statistic: Generation Y, or Millennials, are expected to comprise more than 50 percent of the workforce by 2020. That is just five years away, so it is essential for this new generation to prepare for a future of leadership.In ATD’s 2012 whitepaper Leadership Development for Millennials, 56 percent of employers surveyed believe that Millennials require specialized leadership development programs to succeed. Envisioning a world that works better begins with instilling the right knowledge and skills in young professionals.Seeking to better serve future leaders of the profession, ATD introduced its Young Professionals initiative in 2014 to encourage professionals entering the field to expand their expertise while shaping the future of the talent development industry. Keeping up with trends and the hottest gadgets is part of the Millennial culture, but how can organizations promote a sustainable future with strong leaders? We asked ATD CEO Tony Bingham to share his thoughts on the future of the industry and what that means for new professionals entering the field.Q: How can organizations prepare for a future with young professionals as leaders?TB: In order to meet the demands of the future, organizations need programs designed to meet the development needs of Millennials. Opportunities for regular and focused development are important to this generation, and acting on that is critical. And, since this generation looks at technology as a utility (like electricity), we must shift our perspectives and design our content to support consumption via a variety of technologies. Smartphones, tablets, apps, social networks, and the cloud are used in virtually every workplace and with increasing frequency. If we want to engage this generation, our design and delivery must include the devices and channels most favored by them.Being the “employer of choice” will be determined in part by the talent development team. In order to help attract, grow, and retain young professionals with leadership potential, a prioritized talent development function must be in place. This goes beyond a requisite training program’s focus on technical skills. Young professionals also seek to enhance transferable soft skills. Organizations should consider mentoring and coaching programs in the areas of communication, relationship building, and diplomacy.Q: What is the best way for today’s young professionals to make an impact in talent development?TB: Young professionals do a great job connecting with one another and adapting to new technology. This group has the opportunity to influence the field by increasing collaborative efforts and sharing content, ideas, and practices across the entire global community using digital and social media. Young professionals must be engaged in creating a culture of collaboration and one that is comfortable with change. It’s their responsibility to get their voices heard, and it’s the responsibility of senior leaders to ensure that an environment exists where this generation can comfortably share their thoughts, and be confident that they are being actively listened to.Q: How can young professionals engage with other ATD professionals?TB: Talent development professionals of all ages are encouraged to share their knowledge with the ATD community by connecting in person at ATD conferences, ATD education programs, local ATD chapter meetings, or online in our very active social channels (LinkedIn, Twitter, Facebook, YouTube, WeChat, Pinterest, and so on). I urge young professionals to share their ideas by creating blog posts, podcasts, videos, or infographics. \[Editor’s note: If you’re interested in contributing content, let us know by submitting this form or emailing youngprofessionals@td.org.\]Q: What difference would ATD membership make for a member of Gen Y? Why would a young professional want to join the ATD membership community?TB: This generation understands the importance of community and connections, and that is what ATD membership is about. ATD is dedicated to supporting the growth of talent development practitioners throughout their professional journey so that they can drive results in their organizations, and enjoy greater satisfaction in their careers with a well-proven model for success.Young professionals—really all professionals—need information that is available on demand and highly relevant. With more than 70 years of history, ATD is a trusted source of data-driven best practices, case studies, and education focused around 11 communities of practice (targeted areas of interest). We are constantly searching for offerings that our members will value—we do the work of ensuring that the information is relevant and valuable, saving our members time. Membership also provides many benefits, including discounts, connections to subject matter experts and to one another, assessments, career guidance, and access to content created specifically for members.Additionally, ATD membership and local chapter membership offer many opportunities to network online and in person. It’s always great to see people meet face-to-face at our conferences after virtually connecting on one of our social channels. There is nothing like personal, face-to-face connection. Networking is powerful and robust in the ATD member community.Q: What career advice would you give to young professionals just starting out in talent development or people looking to make a career change?TB: Never stop learning. But, learn with a plan or model. Get involved in online discussions and attend face-to-face events. Joining an association like ATD allows you to develop your networks, potentially leading to new career opportunities, skills, industry information, and relationships. When you’re ready, consider developing expertise and earning recognition through one of our Master Series offerings (trainer, instructional designer, performance consultant, and so forth) or ATD’s industry certification, the Certified Professional in Learning and Performance credential, to demonstrate your skills, advance your career, and deliver even greater results for your company.Q: Do you have any final thoughts for young professionals or the organizations that want to attract and retain them?TB: Great organizations have great people, and in today’s workforce those great people come from multiple generations. While each generation has unique characteristics, I think an important reminder is that every generation has something it can learn from others. Organizations would be wise to recognize the unique opportunities this provides by creating an environment for collaboration within and across generations. Being a lifelong learner is particularly important in this field. Whether you’ve been in the profession for five months or 35 years, you have to continue pushing yourself to learn new things, challenge your assumptions, meet new people, expose yourself to growth opportunities, and embrace change. I think this applies to individuals as well as organizations. We are entering a period in business where innovation and change are key areas of focus for CEOs. The best organizations are developing their talent and their cultures to meet these important challenges.ATD young professionals are encouraged to get involved and submit blog posts, podcasts, videos, or learning visuals. Read more about how you can share your content.

The Time Is Now for the Next Generation: Q&A With Tony Bingham

Christina Wood, MSOD, is a talent development partner with more than 15 years of experience in healthcare and higher education with Saint Luke’s Health System. She is passionate about helping leaders and physicians navigate change through coaching and development. She is a Certified Professional in Talent Development and a Strengthscope Practitioner, who uses a strengths-based approach to coaching to help others achieve their highest potential. Within Saint Luke’s, Christina has helped lead the push toward a strengths-based organization by implementing onboarding, leadership development, mentoring, and career development strategies that leverage individual strengths for organizational outcomes.

Christina Wood, CPTD

The Workshop Series book bundle offers all thirteen books in the series at a 15% savings off of the full list* price.
The ATD Workshop Series is written for trainers by trainers. And each book includes all the activities, handouts, tools, and assessments you need to create and deliver powerful, effective training. Take on your next training workshop with guidance from renowned experts Maureen Orey, Lou Russell, Lisa Haneberg, Elaine Biech, Kimberly Devlin, Karen Lawson, Karl Mulle, Lisa J. Downs, Wes Balakian, Christee Gabour Atwood and Erica Nelson. Ready-to-use resources associated with each book can be downloaded from individual book pages.Read sample content from Communication Skills Training, Coaching Training, Leadership Training, New Supervisor Training, Customer Service Training, New Employee Orientation Training, Change Management Training, Emotional Intelligence Training, Time Management Training, Project Management Training, Presentation Skills Training, Facilitation Skills Training and Management Development Training.*Refers to ATD list price.

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