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Dave Dillon is the retired chairman and CEO of the Kroger Co.

Dave Dillon

Fall 2019 - CTDO Magazine

Learn how others see your actions and use that to grow and change.

The Feedback Mirror

Empower Frontline Workers and You’ll Power Your BusinessFrontline employees are the backbone of every organization. They’re the grocery clerks, manufacturing workers, call center representatives, hotel housekeepers, and retail associates who keep the world running. Yet, despite making up 70 to 80 percent of the global workforce, they are often treated as an afterthought. The Frontline Enablement Playbook is here to change that.Written by JD Dillon, founder of LearnGeek and passionate advocate for the frontline, this book is a practical guide for HR, L&D, and operations professionals who want to do better by their deskless teams. Drawing on more than 25 years of experience and insights from over 100 global practitioners and actual frontline workers, Dillon delivers the first-ever playbook designed to help you build a frontline experience that’s resilient, adaptable, and human-centered. Inside, you'll dive deep into six parts that redefine frontline support: Understanding who frontline workers really are—and what they needArchitecting a modern enablement ecosystemEmpowering frontline managers to empower their employeesHelping frontline workers do a great job todayFostering future opportunities for developmentEvolving your entire strategy to get that all-important buy-inThis book is packed with tools and tactics that work—whether you’re looking to improve training, manage change more effectively, enhance communication, or support manager well-being. Modular by design, you can read the entire story or pick and choose specific sections to address timely needs. You’ll find frameworks like the Modern Learning Ecosystem, stories from the field, and letters from frontline workers themselves.Stop just saying your frontline is essential and start proving it. Because when your frontline thrives, your business does too.

The Frontline Enablement Playbook

Megan Dillon is a manager of instructional design. She has experience developing and overseeing successful onboarding, continuous education, and leadership development programs across various industries. Megan believes L&D have the potential to empower individuals to perform at optimal levels. She is passionate about developing strategic learning programs that inspire, motivate, and create change across entire organizations.Megan grew up in Charlotte, NC, and graduated from Queens University of Charlotte. She resides in Charlotte, NC, with her husband and two busy little boys.

Megan Dillon

(Alexandria, VA) January 14, 2020—In the modern workplace, new technologies are changing how we communicate, learn, and get things done. These technologies are forcing talent development (TD) professionals to embrace, test, and adopt them to advance their careers and the performance of employees and the organizations they serve. ATD’s 2020 Trends in Learning Technology, a new volume by ATD Press, provides a glimpse into several popular trends and gives insight into how they can be used to impact human performance in organizations.“As a talent development professional, it’s important to stay current on new technologies and to constantly assess what can be useful for your TD function, but it can be challenging to do that,” says Justin Brusino, editor of this book and director of content for ATD. “There’s a lot of noise and hype out there. We wanted to produce a book that could be a quick guide for TD professionals to review the potential and limitations on some of these new technologies, trends, and ideas.”ATD’s 2020 Trends in Learning Technology includes chapters by seven technology experts who examine a different trend and look at what impact each has had and might have in the future:· Microlearning by Shannon Tipton· Podcasting by Mike Lentz· User Experience Design by Becca Wilson· xAPI by Sarah Mercier and Sean Putman· Artificial Intelligence by JD Dillon· Augmented and Virtual Reality by Destery Hildenbrand.Capping off the volume is a chapter on talent development’s role in the changing, technology-driven business landscape by Brandon Carson.“While this book focuses on technology, it’s important to remember that technology is only a tool,” says Brusino. “It’s fun and exciting, but without a purpose, technology is meaningless. Fortunately, the best uses of technology can bring us even closer as humans—by putting us in someone else’s shoes through virtual reality, making content more accessible to all, or enabling workers to achieve their best potential through effective learning. The theme of this book may be technology, but the element that ties all the technology together is people.”TD professionals must continually assess their technology toolbox. Given the pace of change and disruption, a regular review and evaluation of new technologies is a best practice. ATD’s 2020 Trends in Learning Technology is a timely resource for today’s future-focused professionals.About the editorJustin Brusino is director of content for ATD and leads the development of new content and products, including articles, webcasts, books, conferences, and workshops on a variety of talent development topics. With a strong interest in technology, Justin is always looking for new trends and emerging topics in learning tech that can impact the talent development industry.About ATD and ATD PressThe Association for Talent Development (ATD) is the world’s largest association dedicated to those who develop talent in organizations. ATD’s members come from more than 120 countries and work in public and private organizations in every industry sector. ATD Press publications are written by industry thought leaders and offer anyone who works with adult learners the best practices, academic theory, and guidance necessary to move the profession forward. For more information, visit td.org/books.ATD’s 2020 Trends in Learning TechnologyISBN: 978-1-947308-90-9 | 110 Pages | PDFhttps://www.td.org/product/book--atds-2020-trends-in-learning-technology-pdf/711912To order books from ATD Press, call 800.628.2783.To schedule an interview with Mr. Brusino, please contact Kay Hechler, ATD Press Senior Marketing Manager, at khechler@td.org or at 703.683.8178.

New Technologies Change Human Performance in Organizations

To leverage the complete workplace ecosystem, L&D professionals have to forsake “publicity” and take a decidedly more behind-the-scenes role.

Is Ego Limiting the Potential of Your Learning Ecosystem?

Your frontline employees finished the course. They passed the test. But when it came time to do the job, they froze. Mistakes piled up. It was almost like training never happened.Companies invest enormous effort in crafting initiatives, building content, and deploying programs. Yet frontline performance often falls short. Workers get frustrated. Managers get overloaded. Customers feel the impact.Completions might prove employees consumed content, but they can’t answer the most important question: Are people ready?Defining ReadinessFrontline work changes constantly. One day, it’s a new product. The next, it’s an updated regulation. Factor in equipment downtime, weather disruptions, and challenging customers, and the job is rarely the same from shift to shift.Readiness is a moving target. Every change reshapes how employees must approach the job—no matter how much experience they have or what training they’ve completed.Actual readiness requires a blend of capability and mindset.Capability: the knowledge and skills needed to serve customers, follow procedures, and solve problems on the spotMindset: the confidence and motivation to apply these abilities when the line is long, the system is slow, or the guest is upsetWithout the right capability, people can’t do the job. Without the right mindset, they won’t.Fostering ReadinessFrontline managers are the critical link between strategy and execution. But if they’re burned out, they can’t focus on their teams. Companies must lighten the load so managers have the space to engage with their people, spot gaps, and take action to improve performance.Readiness efforts must also align with workplace realities. For example, high turnover, inconsistent schedules, and varied experience levels often result in persistent capability gaps. On the frontline, training alone isn’t enough to keep people ready.Employees must be able to self-serve their way through change. Digital assistants and other in-the-flow tools bolster confidence, no matter what a person’s tenure or experience level. At the same time, workers must be able to rely on their teammates. Organizations must prioritize relationship-building so the team is motivated to work together to achieve shared goals.With these foundations in place, training and communication can do what they’re meant to do. Organizations don’t have to overload people with information in a short window. Instead, they can help employees understand the value of change and enable two-way conversations that ensure people have what they need to get the job done.Measuring ReadinessWhile checking the box may reassure stakeholders, it doesn’t prove that people are ready to do the job. Readiness must be assessed using both objective data and self-reported insight.Knowledge is one factor. Regular practice reinforces knowledge by challenging employees to apply what they’ve learned. It’s also a valuable pulse check to identify potential capability gaps across the workforce. Sentiment is another key measure. The only way to know if employees feel confident is to ask them. Regular pulse surveys let employees share timely feedback and provide insight into how the operation really works. Then there are outcomes. Operational results—error rates, compliance scores, customer feedback—show if readiness translates into performance. Together, these signals create a living picture of readiness. By breaking measurement into complementary components, companies isolate readiness from other challenges. If goals aren’t met, they know it wasn’t because employees failed to prepare. Instead, they can look to challenges with processes, technology, and other elements. Prioritizing ReadinessAre people ready? This question must shape every frontline initiative. Enablement must become part of the workflow to ensure employees have the capability and mindset to perform, so staying prepared is just part of the job, not a distraction from it. 

Readiness: The Real Purpose of Frontline Enablement

Labor hours are the most valuable resource in frontline training.Operations only schedule the hours needed to get the job done. Labor budgets are often tied to metrics like sales, foot traffic, and production volume. If business slows, hours get cut. When demand spikes, managers scramble to cover shifts. Every hour must be justified. Only activities that help the team hit its numbers make the cut.This is why L&D is often told, “We don’t have time for learning.” Training is one of the first things to get cut.Managers understand the importance of a capable, confident workforce. They just don’t have time to spare for your learning solution. There’s also a good chance they’ve spent hours on past training that didn’t produce results.L&D can’t afford to waste time. Every minute spent in training is a minute not spent serving customers and completing tasks. If it doesn’t drive results, it doesn’t belong. Time is currency on the frontline and L&D must spend it responsibly.Here’s how you can train faster, reduce labor costs, and ensure every frontline worker is properly supported.Make info easy to findThe first thing every frontline employee should learn is how to use the knowledge base. This way, they can solve problems on their own. Curate helpful job info in a place that’s easy to access on the devices people use on the job. Then focus training on the hard stuff—safely operating equipment, resolving customer issues, and making good decisions on the floor.Don’t waste time on information people won’t remember. Leverage technology to provide them with quick, reliable answers in the flow of work.Skip what they already knowFrontline workers waste a lot of time on training they don’t need. Many come to the job with experience but are still required to complete every module. By using pre-assessments, you can skip what people already know and fast-track them through lengthy onboarding, training, and compliance programs.Adapt training to each employee so they only spend time on what they need to learn. Reinforce critical knowledge to ensure the right information sticks long term.Cut the fluffFrontline training is often packed with unnecessary details—lengthy intros, wordy slides, and lots of “what ifs.” This isn’t just a waste of time. It’s overwhelming for employees who already work in hectic, distraction-filled environments.Apply a microlearning approach. Focus only on what employees need to do the job. Get straight to the point in every video, module, session, and activity. Keep content short, clear, and useful so people stay engaged and get up to speed faster.Provide training guidesHands-on activities are essential in frontline training. Without structure, it’s easy to waste time on ineffective methods and unnecessary topics. This is especially important when you rely on managers and peers to lead training across locations. Clear structure keeps the process on track and drives consistent outcomes.Provide both trainers and trainees with guides outlining the process. Prioritize skills that matter most to day-to-day performance. Include a comprehensive assessment to verify readiness before someone goes solo. Hold trainers accountable for performance results as well as time spent in training.Earn time by proving valueThe frontline runs on a tight schedule. L&D must apply the right mix of tactics to keep up. Our goal isn’t just to cut labor costs. We must find ways to get people contributing faster to meet the needs of the operation.When we adapt to labor constraints, we earn the trust, buy-in, and time needed to make a real impact. This provides us with the opportunity to accelerate readiness, reduce disruption, and provide employees with right-fit support.Every minute saved through smarter training gets someone closer to delivering value for customers. That’s time well spent.

Every Minute Counts: How to Train Frontline Workers Faster

“Next person up.” This is how most frontline managers get the job.According to DDI, frontline managers are the most important people in the workplace. They lead 80 percent of the workforce and influence every part of the employee experience. But most never planned to do this job. In fact, 70 percent of managers didn’t anticipate their promotion.Companies rely on these managers to turn strategy into action. “As a result, the work piles on, and 40 percent of managers feel burned out,” according to The Deskless Report 2024. This leaves little room for development. Even a 30-minute quarterly webinar is a stretch.Traditional leadership development isn’t built for the frontline. It’s designed for people with steady schedules, not those running the floor and putting out fires all day. Managers are asking for help, but they need a different approach—one that fits into their reality, rapidly builds capability, and boosts on-the-job confidence.Here’s a better way.Start with guidanceBefore building any courses, make sure managers have access to real-time support. Provide a knowledge base with proven practices and answers to everyday challenges, such as:What happens if we miss a delivery or run out of stock?What’s the process for approving shift swaps?What do I say in a write-up conversation?Make this knowledge easy to find and apply. Use AI to provide managers with a digital assistant that’s always available to answer questions, share advice, and help them stay focused.When managers can solve everyday problems on their own, training can shift from teaching processes to building the skills that drive outcomes.Focus on what’s most useful nowSkip the leadership theory—at least at first. New managers need practical skills that enable them to run the operation without letting things fall apart.Start with the basics, then build up. Restructure your manager training into job-relevant phases:Manage a shift. Build core confidence in leading daily operations.Navigate disruption. Provide the knowledge and tools needed to handle the unexpected.Lead a team. Focus on building trust, improving communication, and coaching to performance.Lead initiatives. Help them take ownership of projects and excel in stretch opportunities.Pursue opportunities. Foster the skills that will get them to the next role.Personalize the path so each person can progress at the right pace. Strong operators may move fast. Newcomers might need more time to build the basics. Make sure the manager and their team are confident they can handle the next shift—because it’s tomorrow. Foster peer networks“Training has limits. There’s only so much you can cover in the time available. It’s no surprise that 67 percent of frontline managers say they’re making it up as they go,” according to The Deskless Report 2024.Microlearning and reinforcement are essential for ongoing development, but a manager’s most valuable resource is fellow managers. They’ve been through it. They know how topics discussed in the classroom play out in real life. Make it easy for managers to connect with peers who can share advice and offer support in difficult moments.A frontline manager might be the only one in their location, and that location might be the only one in the city. But they shouldn’t feel alone. Foster community. Create space for real conversations and judgment-free guidance. The support they need is often one text message away.Design for realityLeadership development is falling short, and most companies know it. “75 percent say their programs don’t deliver value,” according to Josh Bersin.This gap is even wider on the frontline. Managers don’t need theories and slide decks. They need actionable training that fits into their free moments. They need tools to solve real problems and lead through the daily chaos.Fixing leadership development doesn’t mean lowering the bar. Instead, L&D must design for the reality frontline managers face every day—and give them a real chance to succeed.

From Teammate to Team Leader: A Blueprint for Frontline Manager Development

Frontline work is mobile. Employees are constantly on the move—stocking shelves, assisting customers, making deliveries, or running equipment. Traditional online or in-person courses rarely fit into their busy routines. Many don’t have regular computer access, frequent LMS logins, or even company email addresses.Mobile devices offer a solution to these challenges. But mobile learning isn’t about putting courses on phones. It’s about delivering the right support at the right time, fitting seamlessly into the flow of work. Mobile tech enhances the frontline experience, boosting knowledge and performance without disruption when done well.Here are four tricks to make mobile learning work for your frontline: Find the screens If you don’t have screens, you can’t do mobile learning—plain and simple. Not all frontline employees have the same tech access. Cashiers and inventory clerks use devices regularly, while construction workers or housekeepers may rarely see screens. Even within the same workplace, access can vary by role or policy.To make mobile learning work for everyone, get to know the workflow first. Where do employees spend time? What tools do they already use? This helps identify available screens and opportunities to introduce them. Take a choose-your-own-device (CYOD) approach to give employees flexibility with options for personal or company devices.The key to an effective mobile learning strategy is understanding the relationship between work and technology to boost performance equitably without adding disruption. Establish a mobile policy When rolling out mobile learning, consider when and how employees can access work tools. Some regions have strict rules about off-the-clock activities, so mobile apps available outside work could cause issues.Create a clear user agreement that defines what can and can’t be accessed after hours. Use tech with lock-down features to restrict certain content to on-the-clock use or company networks. Still, consider leaving some resources open, such as internal policies or training on personal-interest topics. A balanced policy ensures compliance while enabling employees to take advantage of improvement opportunities. Design for moments Frontline employees need answers, not obstacles. Mobile learning works best when built around key moments that help employees perform better. This might mean giving quick access to information via a digital assistant or a short video to refresh a process. Keep content short, targeted and easy to access.For example, place QR codes in the workplace to link to relevant content. Consider integrating learning tech with task management or scheduling apps employees already use. Learning that fits naturally into the workflow empowers employees without slowing them down. Trust your people Some workplaces, like safety-critical manufacturing lines, need to restrict devices. But in other roles, like restaurant servers, mobile devices can make work easier without getting in the way. The problem isn’t tech utility; it’s long-standing fears about misuse. Trust your employees to use devices responsibly. Provide clear guidelines, hold them accountable and train them to use these tools effectively as part of the job. Demonstrate the value of mobile learning by showing how it simplifies tasks, keeps employees in the operation and reduces risks to the organization.Concerns about distractions are less about technology and more about clear expectations and accountability—so focus on the root cause, not the symptom. Closing the gapFrontline employees often miss out on the support they need simply because they don’t work behind a desk. Mobile learning changes this by putting the right tools, information and support directly into their hands, wherever and whenever they need it. By designing a strategy aligning with how frontline work gets done, you can ensure these essential workers have access to meaningful, right-fit support that helps them succeed daily.

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