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Elia Lora, CPLP, has worked for Noven Pharmaceuticals for 14 years, in different roles of the training program. Starting her career at Noven as a training associate and working her way up to associate training manager has allowed her to develop her expertise in a variety of training functions. Elia’s most recent experience includes designing and delivering leadership training for Noven leaders, and managing professional development programs for adult learners throughout the organization. Elia earned a master’s degree in instructional design and technology from Walden University and several training specialist certifications from DDI, SkillsPath, and Walden, as well as the ATD Certified Professional in Learning and Performance.

Elia Lora

 In November 2013, I stepped into the vice president of HR’s office to let him know I wanted to be considered for the recently posted training administrator position. He immediately said, “What a great idea. Are you certified?” Not sure which certification he was referring to, I began to list all of my impressive certifications. He graciously allowed me to finish, then asked, “But are you a CPLP?” I lowered my eyes and responded: “No I am not, but I am willing to get it.”He was immediately supportive, telling me that my company, Noven Pharmaceuticals, would help with the time and money it would take to achieve the certification. I rushed back to my office to contact ATD to obtain the information on the certification and requirements, purchased the ATD Study Guide, and downloaded my copy.Getting StartedExcited but overwhelmed by the amount of training material in the ATD Learning System, I enrolled in the ATD Preparing for the CPLP Workshop, which helped me:define core concepts for each area of expertise in The ATD Competency Modelrefine my personalized study planapply test-taking strategiesdevelop an action plan to prepare for the Work Product submissionidentify a potential project that I could use as my Work Productlearn the scoring criteria and guidelines.Armed with new tools and knowledge, I began my journey to success. I partnered with a study buddy from the workshop and established a lunch-hour study time, when we took turns teaching back the materials in the learning system. Unfortunately, halfway through our study plan timeline, she had to withdraw from her test preparation for personal reasons. I was left with a void in my study plan.Finding Study BuddiesI researched online to identify alternative study groups, and found that the ATD South Florida Chapter was starting a CPLP study group that worked well with my study schedule and test window. I immediately became a member of the chapter and enrolled in the CPLP study group. In addition to attending the Saturday morning study group sessions, I continued to:read and study the ATD Learning System every day—one hour at lunch and two hours at nighttake chapter quizzes and develop my own questions to test my ability to apply the key conceptscreate visual study materials for each important concept, highlighting and developing visual pictures to help me recall key conceptscreate my own study materials using Microsoft Notes, rewriting each concept in my own words and revising the materials as I mastered the content.I also became a member of the CPLP Knowledge Owl to use the interactive games and quizzes, and rewarded myself with Sunday brunch after successfully passing the chapter quizzes without referring to my notes.I successfully passed the Knowledge Exam in early 2015. Thrilled that I had passed, I sent an email to my study group partners and VP of HR announcing my achievement and immediately began to prepare for my Work Product submission.Preparing the Work ProductBecause I had selected the training delivery area of expertise for my Work Product submission, I recorded every training session I facilitated at work, advising the participants of my requirements and obtaining their consent by having them sign the ATD participant consent form. However, before I began recording my sessions, I carefully read the CPLP Certification Handbook to know exactly what I needed to prove my proficiency in my area of expertise. Reading the requirements beforehand ensured that each video would meet the performance-related criteria: good lighting, a good view of the room setup, and a clear ability to hear and see my training delivery and the participants’ interactions.Next, I had to review my recordings. My daily tasks included several hours of viewing my previously recorded training sessions, while referring to the handbook to confirm the requirements. I carefully critiqued my training delivery and finally selected the recording that provided the best uninterrupted evidence of my delivery.After finally identifying which video best suited my Work Product submission, I began to write and rewrite my narratives. Once I identified the final version of each narrative, I edited the video according to the criteria in the handbook and compiled all my required and additional evidence and my leader’s guide of the training. I then packaged my Work Product exactly as indicated in the handbook and submitted it.I was exhausted after studying and preparing my Work Product, but I rewarded myself with a long weekend at the beach immediately after I submitted my Work Product. Not because I was sure I would pass, but because of my commitment to achieving the highest certification available for my career.Waiting for my Work Product results was an anxious time for me. But as soon as I received my “passing Work Product” email, I realized that the effort I put forth paled in comparison to the professional benefits I would gain.Moving Forward in My CareerOn June 15, 2015, I was promoted to associate training manager at Noven Pharmaceuticals. If I were asked whether the process was easy, I would say absolutely not! But if I were asked whether the CPLP journey was worth it, I would say absolutely! I strongly recommend that all training and development professionals obtain their certification. It has been a personal and professional accomplishment for me.

How Earning My CPLP Led to a Promotion

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ATD Education/Chapter Partnership Program 

The ATD Talent Development and Training in Healthcare Handbook (ATD Press, November 2021) addresses the many opportunities and challenges TD professionals face in the growing and rapidly changing healthcare space. Effective talent development is the thread that weaves through an entire healthcare organization to ensure it is up to standard with the latest practices in treating patients while providing a safe and engaging environment for staff. TD professionals have the unique role of tying together organizational and employee advancement in healthcare systems—and likewise, this handbook dives into areas for both business and professional evolution.Niranjani Chidamber Papavaritis is the former head of content for ATD's healthcare and government industry verticals, and she was the editor for ATD Talent Development and Training in Healthcare Handbook. In this spotlight Q&A, learn more about Papavaritis and her contribution to the book.What distinguishes or differentiates talent development in the healthcare field from talent development more broadly?Healthcare is a nuanced field that is continuously evolving, innovating (then re-innovating), and one-upping itself with breakthroughs. Provider spaces, specifically, contain multidimensional factors, making talent development priorities one-of-a-kind.Unlike other industries, healthcare deals with the most essential components of the human experience: birth, injury, functionality, physical and mental well-being, and mortality. Furthermore, every component of healthcare learning and development ends up impacting two distinct groups of people: the primary audience of employees and workforces within the industry and a deeper, embedded audience of patients who receive care from these healthcare professionals. That grants trainers direct and indirect influence that can be seen at every turn in a hospital hallway.There’s a quote from the show Scrubs that summarizes how everything a health provider does is done with the intention of staving off injury and death. “You’re in medicine. You gotta accept the fact that everything we do here—everything—is a stall.” (For the record, I don’t refer to this show for medical advice … but it has some great one-liners that aptly describe working in a hospital.) Talent development professionals must train with that ultimate goal in mind—to equip every employee with the right skillset to keep the hospital thriving to provide high-quality patient care.Trainers wear several caps simultaneously, approaching topics from a business perspective, a clinical perspective, an employee-development perspective, a broader organization-development/culture perspective, and a patient-care perspective. Though the multiple ongoing priorities, workforce demographics, job functionalities and concentrations are seemingly siloed, talent development is the glue that brings them all together to form an interconnected, symbiotic business. This handbook provides a comprehensive spectrum of the healthcare talent development landscape, categorized into six broad fields: L&D basics, organization development, employee development, business acumen for the health system, digital transformation and literacy, and patient-centric care.What are some of the challenges or barriers to talent development in healthcare?I recently started Dr. Rana Awdish’s book In Shock (which I highly recommend to anyone in healthcare leadership or TD), and she explains, “Healthcare is exceedingly complex. Errors will inevitably occur at even the best hospitals. What seems different … is the transparent willingness to acknowledge that we are a learning organization.” That resonated so deeply for me.Efficient talent development has a high return on investment (ROI) for any organization or individual’s professional growth. Unfortunately, healthcare has limited resources for talent development priorities, which are typically underfunded and need more support from leaders. Training is an ongoing process—a necessary supplement to knowledge and preparedness gained from medical/business/law school—to allow for continuous growth and upskilling through one’s career and the organization’s lifespan.Challenges arise in delivering more comprehensive training when the workforce does not always work a typical 9–5 day. Non-clinical staff are available at different times than clinicians and nurses, who work shifts spanning all hours of the day. Furthermore, training delivery needs to be easy, digestible, and time-sensitive not to overload practitioners, who already juggle numerous tasks mentally. Current mundane modules or mandatory in-person lessons are not always seen as relevant, but rather as distractions from daily tasks—and that method and perception of training needs to shift drastically.Furthermore, the internal structure of health systems doesn’t lend itself to a cohesive organization; the onus falls on talent development professionals to bring moving parts together. Departments are siloed, functioning independently with its own set of norms and practices. This extends throughout the industry as well. The limited training resources and success stories that do exist are contained within their respective health systems, and they are shared only on a microscale through mediums among the broader provider space network.While there may be differing priorities within specialties, there needs to be uniformity in training practices for interdepartmental collaboration—so that all the moving parts can come together to run as one smooth entity of the health system. And for successful (and unsuccessful) practices to be shared within the industry at large.Continuous education should be a part of healthcare careers and organization culture, and through robust talent development initiatives, practitioners and leaders can stay current with the latest trends such as digital literacy, management styles, and interpersonal skills. The ROI for training needs to be better recognized by those in leadership positions. They have the power of positive influence, the ability to guide decisions for an organization’s trajectory that will better serve employee development and performance improvement.How is the COVID-19 pandemic changing talent development in healthcare? What talent development needs does the healthcare field have as a result of the pandemic?Every aspect of healthcare performance has been impacted by the pandemic; areas of change management, leadership development, and patient care were especially put to the test and continue to be amended on-the-fly. The past two years have changed the entire landscape for talent development, making it evident that the industry needs 1) a more collaborative approach, strengthening teambuilding and interdepartmental collaboration, and 2) a more focused, concerted effort to improve training practices at every employee level and specialty area.A very pressing issue, requiring immediate attention, is physician and nurse well-being. With the pandemic raging since early 2020, clinicians are exhausted in every way possible. I’ve read truly heartbreaking recounts from clinicians who are barely staying afloat emotionally, questioning their entire career paths due to how worn out they are. With increasing turnover rates, the acute care infrastructure is increasingly short-staffed, causing more stress and overload.Addressing burnout and tactics to build resilience requires an all-encompassing re-evaluation of leadership development. Leaders who employ adaptive and effective management styles can bring together aspects of teambuilding, organizational safety and reliability, performance improvement, and value-based care to create a long-term, sustainable approach to addressing clinician well-being. To achieve success, focus needs to be brought back to the humanistic elements of the industry—care and empathy—not just for patients, but for the workforce as well, finding ways to better incorporate these qualities in a health system’s culture.I explored some of these trends as shifts were occurring and found that digital transformation was reshaping the landscape entirely as health systems adjusted to remote workforces and provided care through telehealth platforms. New learning technologies like artificial intelligence (AI) and virtual/augmented reality (VR/AR) are emerging to revolutionize training delivery, using simulations to create real-life, interactive experiences for departmental priorities.Though the dust hasn’t settled, there has been more time to assess the damage and for talent development professionals to analyze areas for improvement or increased focus within learning and development. Now, more than ever, is the time for TD professionals and trainers to shine.How can talent development help meet the goals of interprofessional education?Effective branding of talent development can provide great opportunities for interprofessional education goals. With broader L&D subject matter experts and healthcare professionals working in tandem, the talent development sphere can help individuals grow in their careers by expanding existing skillsets and/or preparing for new roles. The L&D field holds promise for the growth of the healthcare industry—especially in terms of understanding the neuroscience and behavior of learning to better customize lessons. L&D professionals with expertise in instructional design, training delivery, and continuing education across a spectrum of workforces have great insight and successes that can be customized to the healthcare space.On the flip side, those in healthcare can provide innovative insight to the broader L&D world as well. Practitioners and healthcare trainers have firsthand experience working with tight schedules, juggling multiple priorities, moving on fast deadlines, and dealing with the most crucial kinds of change management and interpersonal relationships through both employee engagement and patient engagement.As mentioned earlier, effective executive leadership is key to forming and sustaining such collaborations. Health systems have a lot to learn from both successes and setbacks of the past 22 months—takeaways that can influence future training for all employees. It’s up to leaders to ensure that talent development professionals receive support to provide interprofessional education opportunities and employees feel motivated to meet such goals for their own growth and performance development.What are your goals for the ATD Talent Development and Training in Healthcare Handbook? What impact do you hope this book has on the field?I can’t tell you how incredibly excited and proud I am that this handbook was created! Having an evergreen resource that can enhance the TD sphere within healthcare has been a long time coming! This handbook is truly groundbreaking and has the potential to positively impact everyone who steps into a provider space.When the book first launched in November, I discussed how “an ongoing emphasis on learning and development is the key to success” for “the constant, multiple moving parts and various groups of workforces (clinical, nonclinical, multigenerational, interdepartmental, interpersonal, as examples) that are engaged daily…”.There are case studies and take-aways from experts that can support trainers and leaders to create a collaborative environment; where systems and priorities don’t need to be siloed, and each part of a health system can come together to create a united organizational culture. Up until a few months ago, there has not been a resource pulling together expertise from multiple healthcare leaders, practitioners, consultants, and innovators. It’s somewhat poetic how the collaboration within this handbook is an example for the collaboration potential that exists within the industry.I am passionate about the intersection of business acumen and interpersonal skillsets within leadership development, as it is the perfect combination for impactful patient care. Healthcare leaders who are reskilled and upskilled to use analytic business acumen, interwoven with empathy, EQ, and compassion, can shape provider spaces into well-rounded care facilities. Because it is the first-of-its-kind, I’m hoping for tangible results in teambuilding, so that existing gaps in interdepartmental priorities can be filled.While the handbook is geared toward talent development professionals, my goal when forming it was to bring out possibilities for improved leadership within each chapter and topic area. I wanted every leader and manager to find tangible advice as they are often “accidental trainers” themselves. This handbook provides countless opportunities for improved training and leadership—for anyone who finds themselves in a training role, including talent development professionals and trainers, C-suite executives, clinicians, and managers or heads of departments, who often find themselves coaching others at various points during their careers.This provides a promise for organizational, employee, and patient wellness not just during turbulence, but for long-term sustainable success within the industry. The wide array of topics covered by some of the best subject matter experts within this book can ideally contribute to increased innovation, collaboration, and organizational culture at micro and macro scales, bringing about interdepartmental successes.As the field continues to evolve with medical breakthroughs, I hope this handbook will help reimagine talent development initiatives for all providers—health systems, the armed services, EMTs, private practices, local state and city departments of health, and more. And ultimately, I hope this handbook brings out the very best in every employee and function so we can better serve our communities with the highest quality of care.

Meeting Talent Development Goals in Healthcare: Q&A With Niranjani Chidamber Papavaritis

Chris Grebisz is EVP of MobilePaks & VIA Technology. Chris has more than 20 years of experience as a leader in localization, learning, and technology. Prior to VIA, he served as the EVP of product and strategy at EIA Information Systems. Before EIA, Chris consulted for Google, where he implemented initiatives such as "continuous localization operations model,” community-driven translations, as well as automated project management technologies.

Chris Grebisz

Jeff Weisgerber is an IT leader within Eli Lilly and Company’s Oncology business.  He also is the curator of TEDxLilly, whose inaugural event was held this past May.   Jeff’s 20+ years at Lilly span the areas of Manufacturing, Sales and Marketing, HR and IT Infrastructure.  He’s held positions with local, regional and global responsibilities as well.   Jeff is a proud husband, father of three (two boys and one girl), and enjoys spending time as soccer coach, Boy Scout leader, and when he has time… playing the guitar.

Jeff Weisgerber

Delia Grenville, PhD, is the founder and CEO of Slyn Consulting and host of the To Live List podcast. With 25+ years of experience working for Fortune 100 companies like Intel and Oracle, she’s a powerhouse in driving strategy, transformation, and leadership. As a business consultant and certified coach, Delia empowers organizations to disrupt, innovate, and thrive, unlocking their full potential. For additional insights and resources, visit deliagrenville.com/resources. 

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