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Mary C. Kelly is president of Productive Leaders and an executive leadership development and corporate training coach.

Mary Kelly

September 2016 - TD Magazine

In a good economy, employees realize they don’t have to settle for poor leadership.

Managing Top Talent

Peter B. Stark is president of Peter Barron Stark Companies, an executive leadership development and corporate training coach, and co-author, with Mary C. Kelly, of Why Leaders Fail and the 7 Prescriptions for Success.

Peter Stark

Discusses abstracts of several research papers on human resource development (HRD). \`The ten most important practices for effective management,' by Kelly Radaker Jones and Mary Rull; \`A human performance system using a structured on-the-job training approach,' by Ronald L. Jacobs; \`Succession planning practices in major aerospace companies,' by Stan Maliszewski.

Research Capsules November 1987

Organizations are increasingly relying on advanced analytics to make better, more strategic business decisions. Unfortunately, many talent management professionals are not applying advanced analytics to their organization’s biggest asset—its people. But that is changing quickly, according to a new whitepaper from UNC Kenan-Flagler Business School_,_ Driving Talent Development with Data. Whitepaper co-authors, UNC Executive Development Director Kip Kelly and Vetrics founder and CEO Gene Pease, explore how leading-edge companies are exploiting the potential of human capital analytics to improve talent acquisition, employee engagement, retention, and talent development. Driving Talent Development with Data defines human capital analytics, also known as human resources analytics or talent analytics, is the “application of sophisticated data mining and business analytics techniques to human resources data.” According to the research, several trends have converged to accelerate the growth of talent analytics: Amount of data that is available to companies is growing exponentially.Cheaper and faster technologies have made it more affordable than ever to collect and analyze large datasets.New technologies enable the structuring of unstructured data.Annual and quarterly reports are giving way to real-time decision making and predictive analytics. Although talent analytics is taking hold in organizations, the process is still intimidating to many leaders. Kelly and Pease advise organizations that want to venture into human capital analytics to start by taking smaller measurement steps. More important, it is helpful for these organizations “to view the human capital analytics process as a measurement continuum,” the authors write. The continuum looks something like this: Anecdotes—tell the story behind the numbers.Scorecards and dashboards—summarize talent management strategies and associated measurements.Benchmarks—compare with an organization’s actual practices.Correlations—describe the statistics where two or more variables move together.Isolation and causation—discerns why a metric or key performance indicator has changed.Predictive analytics—measure the impact of the causes and prescribe future investments.Optimization—offers insight into where human capital investments are working and presents options for improvement. In addition, Driving Talent Development with Data recommends that organizations follow a five-step process for creating a human capital analytics measurement strategy: Step 1: Drive alignment with business goals.Step 2: Establish business measures of success.Step 3: Guide the development of content that’s aligned with business needs.Step 4: Provide in-process measures for continuous improvement.Step 5: Prove and improve. According to Kelly and Pease, “Best-in-class organizations see measurement is an intentional process and have a measurement strategy in place that guides the design, deployment, and analysis of each investment. A measurement process provides a mental model for everyone in the organization to use and provides a common language that makes it accessible and achievable by everyone involved.” For details on each step, guidelines for creating a measurement map, and examples of organizations successfully using human capital analytics, download the UNC whitepaper, Driving Talent Development with Data.

How Analytics Drives Talent Development

ATD will hold its 2017 International Conference & Exposition on May 21-24, at the Georgia World Congress Center in Atlanta, Georgia. The conference is the premier international event for trainers and everyone working in the talent development profession. ATD 2017 is anchored by three general sessions featuring Mark and Scott Kelly, NASA astronauts and retired U.S. Navy Captains, Dr. Kelly McGonigal, a health psychologist and lecturer at Stanford University, and Dr. Ronan Tynan, who, as an Irish Tenor, Paralympic Champion, and M.D., has been described as a modern-day Renaissance-man. These three dynamic speakers will share their stories and perspectives on leadership, conquering stress, and living life to the fullest.Learning opportunities at this conference are abundant. There are• more than 300 networking and education sessions• content tracks that include career development, learning technologies, global human resource development, learning measurement and analytics, human capital, management, instructional design, science of learning, leadership development, and training delivery • industry tracks that include government, healthcare, higher education, and sales enablement• simultaneous interpretation for several sessions in Japanese, Korean, and Mandarin Chinese.Attendees can build their own schedule and manage it in the conference app. Recordings for select sessions will be available for 90 days following the end of the conference to full conference attendees. ATD 2017 offers the world’s largest EXPO dedicated to the talent development field. More than 400 world class suppliers with the latest tools and resources will be on hand to share and showcase their expertise. For more information about the ATD 2017 International Conference & Exposition, visit www.atdconference.org. Follow the conference conversation on Twitter with #ATD2017.

Astronauts Mark and Scott Kelly, Kelly McGonigal, and Ronan Tynan to Keynote ATD 2017

(From Fast Company)—Not a lot of people exclaimed “Yahoo!” at the online giant’s latest mandate, accidentally disclosed a week or so ago: workers could no longer work from home. Since that announcement, Yahoo! CEO Marissa Mayer has come under heavy fire from such respected online sites as Forbes, Slate and Bloomberg BusinessWeek—as well as from some high-powered Twitter users.Does it seem contradictory, an internet company telling its workers they can’t do their jobs maximizing remote work via the internet?Indications are that a big part of Mayer’s concern was that employees who worked from home weren’t as productive as those who came into the office, which brings us to a tricky issue that’s symptomatic of a seismic shift in how the U.S. does business.As is widely written about, the fact is that the American economy used to be all about making things—but, in recent years, the service industry has vastly outstripped the manufacturing side. Every year, the list of Fortune 500 companies features more and more service companies and fewer and fewer manufacturers, and, currently, our GDP is estimated to be composed of roughly 19 percent industry and 80 percent service. Right now, six out of seven American workers are employed by service-oriented companies such as Wal-Mart and the Kelly temp agency, while only one out of ten are employed by manufacturers.What does this have to do with Yahoo!’s shutdown of telecommuters? Simply this; it’s much more difficult to lead, manage, motivate and measure a team and the results of service work, as opposed to managing face-to-face manufacturing production. When a job is to make something, there are very simple physical measurements an employer can utilize when it comes to performance. With knowledge-based work, those measurements become a lot more elusive--and a lot less conclusive—especially when these knowledge workers are not at the office.At the same time, younger workers, because they are accustomed to being service workers, want to be granted a lot more autonomy in their jobs. They feel they should be trusted to do their work wherever they might be doing it, and they resist any attempt at oppressive oversight by management.Adding weight to their argument is the fact that productivity actually seems to increase when an employee turns telecommuter. A Brigham Young University study demonstrated that those who worked from home were able to work up to 57 hours a week before any real strain showed. Those who came to an office to work? Only 38 hours. Similarly, a Stanford University study concluded that workers were 13% more productive at home (in China, anyway…).Read more.

Why Accountability Is Key to Successful Workplace Flexibility

Follow the Backchannel at #ASTD2014If you’ve been to any conference in the last few years, there was likely an entire conversation going on behind the scenes, where people share ideas, questions, notes from sessions, and of course random musings. This is the conference backchannel, and if you’re not on Twitter, you’re missing out.The official hashtag for the ASTD 2014 International Conference & Exposition is #ASTD2014. If you’re not currently on Twitter, I strongly suggest you start an account, and get familiar with it before the event.  Don’t think you’re ready? Check out this SlideShare of David Kelly (@LnDDave) and Anne Scott’s (@annemscott) TechKnowledge session.Also, I recommend following these people, who are always active on conference backchannels:@eGeeking (Bianca Woods)@CammyBean@JaneBozarth@Moelhert (Mark Oehlert)@LnDDave (David Kelly)@Dan_SteerI am no doubt forgetting a lot of great people, so if you have some additional people to recommend, please mention them in the comments.Join more than 9,000 of your learning colleagues from around the globe in Washington, D.C., May 4-7, 2014, to share best practices and insights at the ASTD 2014 International Conference & Exposition.

Social media at ASTD 2014

 I rebel; therefore we exist. – Albert Camus The most subversive people are those who ask questions. – Jostein Gaarder (Sophie’s World) Rebels at Work: A Handbook for Leading Change from Within challenges readers to create ways to improve, change, and innovate their organizations. L&D and other talent professionals can take inspiration from the book to help us be more successful in our own work lives, as well as those we strive to support. Indeed, nurturing our inner rebels may just help us improve the continuous cycles of learning and adapting that organizations and people require. In 150 pages, Rebels at Work delivers an abundance of ideas, tips, and examples for gaining credibility, communicating ideas, navigating the organizational landscape, managing conflict, and dealing with fear, uncertainty, and doubt. Ultimately, authors Lois Kelly and Carmen Medina illuminate how rebels can bring good ideas forward in organizations. More important, they offer guidance on how to move beyond organizational fears and misunderstanding about the rebel mind, which often make leaders miss the innovative ideas these important messengers convey.   While the book’s pragmatic advice targets challenges in today’s corporate arena, it also resonates loudly for those working within government organizations. Learning professionals can garner sound advice on behaviors that will help them understand the broader organizational landscape, navigate political and bureaucratic traps, and examine—and avoid—reasons previous innovation efforts failed to drive their organizations forward. For instance, the section on demonstrating “what’s at stake” can aid L&D professionals in articulating stronger rationales for specific projects, as well as an enlarged vision for the future of learning within agency missions and across public service. To be sure, much of Rebels at Work is relevant to the experiences of federal employees—as tabulated in OPM’s Federal Employee Viewpoint Survey. Kelly and Medina target many practical facets of rebel life in organizations helpful for those looking for the best paths forward on a journey toward improving agency processes and outcomes, including:controversy is necessary for changesolve problems worth solvingbe familiar with what worries your bossexpect people to say nofocus on the “what”know your “give up” linework is not more important than peoplerestoring your resiliencyrebel fears and rebel mistakesavoid bad rebel behaviorhone in on change that really matters.  Bottom line: Government workforce development and learning needs successful “changemakers” now more than ever, so endeavor to bring your best rebel self to work—and be a messenger of innovation and improvement for your agency and colleagues.   P.S.  And don’t neglect to share the Rebels at Work’s section, “Give This Chapter to Your Boss,” with your supervisor or any member of your executive team. It will help them distinguish between good rebels and bad rebels—and can advance collective learning!

Shape the Future of Learning: Bring Your Best Rebel Self to Work

Mary Olson-Menzel has over 30 years of leadership across media, tech, healthcare, and many other industries globally. She is the Founder and CEO of MVP Executive Development, a national leadership, coaching, and organizational management consultancy with offices in Connecticut, New York, and Illinois. Her clients range from Fortune 500 companies to start-ups with a broad reach of industries from FinTech to Football (the NFL). As a seasoned executive leadership coach, Mary works with both companies and individuals to unlock the potential that improves business performance and catalyzes growth. Her coaching methods bring a fresh lens to business and a perspective that nurtures teamwork and helps drive results through grace, empathy, and "Humane Leadership". Before starting her company in 2012, Mary was a partner at two leading global executive search firms. She also spent a decade at Tribune Company in Chicago as National Managing Director of Talent, leading a team of 40+ human capital professionals. This is where her understanding and expertise in recruiting and coaching were honed. She worked closely with 20 newspapers, 27 television stations, and hundreds of digital assets across the country to attract and retain the best and the brightest. In her early years, Mary worked in both the tech space and media and entertainment where she started her career as a television reporter. Her innate curiosity and ability to connect with people paved the way for her life's work: helping leaders at all levels channel what “lights them up” and inspires them into more fulfilling and successful personal and professional journeys. Mary earned her MBA from Northwestern University’s Kellogg School of Business and a Bachelor’s degree in Communications and Public Relations from Illinois State University. She is a part of Marshall Goldsmith 100 Coaches, which brings together the world's leading executive coaches, consultants, speakers, authors, iconic leaders, and entrepreneurs. Her first book, What Lights You Up? Illuminate Your Path and Take the Next Big Step in Your Career, will be on bookshelves in early October 2024. 

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