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Mary Carolan

TRAINING CHALLENGES

Mary E. Holtschneider, MEd, MPA, BSN, RN, NPD-BC, NREMT-P, CPTD, is simulation education coordinator and co-director of the Interprofessional Advanced Fellowship in Clinical Simulation at the Durham, North Carolina Veterans Affairs (VA) Health Care System. She serves as nursing program manager for Duke Area Health Education Center (AHEC) and holds a position of adjunct faculty for the UNC School of Nursing.Holtschneider is a past president of the ATD Research Triangle Chapter in Research Triangle Park, North Carolina, and serves national ATD as an awards reviewer, item writer for the CPTD exam, and volunteer for ATD International Conference and EXPO.

Mary E. Holtschneider

As vice president of consulting services with ROI Institute, Caroline Hubble manages complex evaluation projects in various areas like leadership development, process improvement strategies, and program implementation. Previously, she managed evaluation, analytics, reporting, and operations for the business line and enterprise-wide HR departments. Her operational, project, and relationship management expertise significantly contributes to improved business practices.Caroline holds a BA in psychology and received her Master of Science in organizational development in May 2013. Her publications include ASTD Handbook of Measuring and Evaluating Training, Chapter 4: Using Surveys and Questionnaires; Measuring ROI in Learning & Development: Case Studies from Global Organizations, Chapter 4 (co-authored); Offering Money for School Pays Off, (co-authored) Chief Learning Officer Magazine.

Caroline Hubble

Mark Van Buren, HR practice leader at CEB, has seen first-hand how the learning landscape has changed over time, requiring learning and development (L&D) to shift from building a culture of learning participation to creating an environment where learning is productive. He works with organizations to reduce wasted learning by ensuring successful implementation of their L&D strategies and platforms in a world where the majority of learning comes from outside the L&D function.  Prior to joining CEB in 2002, Mark directed research and benchmarking on L&D trends at the American Society for Training and Development (now ATD). He has a master’s and PhD from the University of North Carolina at Chapel Hill and a dual bachelor’s degree in computer science and sociology from the University of Dayton.

Mark Buren

Mark Freeman is the head of global customer success at Coursera. He leads Coursera’s customer programs as well as its government and nonprofit partner organizations, advising and ensuring they are all driving learning outcome success. Before joining Coursera, Mark was senior vice president of customer success at a FinTech company, Tradeshift. In this role, he built out and led customer success, support, implementation, and deployment teams around the world. Prior to that, Mark spent four years building LinkedIn’s customer success organization from its inception through the company going public and into a scaled offering worldwide across a vast customer base. Mark holds a bachelor’s degree in HR development—applied psychology from North Carolina State University.

Mark Freeman

Mark Magnussen is the training and development manager for The Citadel in Charleston, South Carolina. He was awarded the CPLP in November 2015, completed his MBA in human resource development through Strayer University, and is a PHR holder through the Society for Human Resource Management. He served in the U.S. Army for 30 years, attaining the rank of sergeant major, and upon his retirement he worked in various industries until accepting his current role.  Mark is the Midlands GIG ATD Chapter president. He received the Midlands Chapter 2014 Best in Practice Award in Distance Learning and Blended Program and was the Darkness 2 Light 2013-2014 Facilitator of the Year for South Carolina. He can be contacted at magnussenm2@citadel.edu.

Mark Magnussen

May 2017 - TD Magazine

Learning to Share

The Public Manager, ATD’s premier publication for federal managers and professionals wrapped up its third successful Government Workforce: Learning Innovations conference in Washington, D.C., last week. Keynoted by three agency directors—Carolyn Colvin, Acting Commissioner of the Social Security Administration; John Koskinen, IRS Commissioner; and Beth Cobert, Acting Director of the Office of Personnel Management—the event attracted nearly 300 federal employees, 25 private-sector sponsors, and 45 panelists representing more than 50 different federal agencies or government working groups. “We’re very proud of this year’s event,” said Ron Sanders, Booz Allen vice president and board chair of The Public Manager. “There was so much enthusiasm on display. It was a real testament to the passion and commitment that government workers bring to their jobs every day.” Government managers and professionals are facing unprecedented challenges, said Sanders, adding that cultivating their knowledge, skills, and capabilities is essential in an environment where engagement levels can be notoriously difficult to quantify. What’s more, building a fully engaged, innovative, and productive workforce in the midst of austere budgets and ever-increasing workload can seem like nothing short of an impossibility for many agencies. Yet every day, dedicated government managers and professionals and their staff come to work, sit down, and do just that, said Sanders. The 2015 Government Workforce: Learning Innovations event put the spotlight on those leaders, with 16 concurrent sessions that examined state-of-the-art human capital and learning practices in the public and private sectors, and covered everything from using workforce data analytics to deliver on agency missions to managing volatility and change to get results. Meanwhile, the release of the new, digital format of The Public Manager magazine was timed to coincide with the event, featuring a cover interview with the conference’s keynote, Acting Social Security Commissioner Carolyn Colvin. “This community of dedicated managers and professionals from federal, state, and local agencies is working to address the public sector’s talent needs,” said Sanders, “and we want this conference and the newly released digital TPM magazine to become two of the essential tools in their toolkits as they tackle government’s many challenges.” (Check out Ron's video detailing the relaunch of the all new The Public Manager.) You can subscribe to The Public Manager magazine today! Click here****, and then click on the September cover image to access the free September issue.

ATD's Government Workforce: Learning Innovations Conference Highlights Best Practices

 As Social Security celebrates its 80th anniversary this year, this program remains the underpinning of the economic security of the United States. The demand for the services we provide has never been greater. As the population aged 65 and older continues to grow, the need for the programs we administer continues to increase. This trend coincides with the threat of our agency losing institutional knowledge, as 29 percent of our permanent workforce will be eligible to retire in the next five years. These challenges, coupled with constraints within the federal government, and uncertainty about future budgets, create opportunities and a mandate for Social Security to be more innovative, efficient, and effective than ever before. So how is the Social Security Administration rising to the challenge?Invest in People For one thing, we focus on the biggest asset we have: our exceptional employees. We support them through developmental opportunities, active engagement, and greater empowerment to make decisions.  Our employees take advantage of a wide range of professional developmental opportunities—both within and outside the agency. Regular training events, mentoring programs, and various detail assignments are a few of the ways we foster skills development and facilitate knowledge transfer. Meanwhile. we work to engage our employees by soliciting feedback and seeking their input and ideas on service and program innovation, which helps them realize they are an integral part of the agency’s operation, policy development, and decision making. Invest in Technology We also embrace new and emerging technologies. We understand the service expectations of the public are evolving, and we need to meet these changing expectations as the demand for our service grows in our data-driven culture. Consequently, we equip our employees with many decision support tools.  However, technology could never take the place of our employees who—through their compassion, experience, and dedication—reflect the “heart of the agency.” Instead, we strive to seamlessly blend the talents of our employees with the impressive capabilities of cutting-edge technology and automated tools designed to support Social Security programs, process data, and support our knowledgeable employees. Putting It All Together This innovative blend of investment, in both our employees and technology, has provided our agency with a customer-centric infrastructure and has made it possible to continue providing the outstanding customer service that has always been the cornerstone of Social Security’s mission. Indeed, now more than ever, it’s all about customer choice—allowing the public to decide how and where they conduct business with us—whether face-to-face in an office setting or by taking advantage of our user-friendly, secure online services.   Bottom line: Social Security is arguably the most successful domestic program in America’s history. Providing outstanding customer service to the public has been the foundation of our agency’s mission since its beginning—and will continue to be for the next 80 years and beyond.Carolyn Colvin will be the opening keynote speaker at the Government Workforce: Learning Innovations conference.

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