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In this spotlight Q&A, learn more about, Timothy R. Brock, senior associate of ROI Institute and faculty with Capella University, and his contribution to the book on evaluating learning impact.

Proving the Value of TD in Healthcare: Q&A With Tim Brock

Tim Brock, PhD, is a senior consultant at ROI Institute, where he provides coaching and consulting services and facilitates ROI certification. A speaker at international conferences, Tim has written about the return on investment (ROI) methodology in multiple publications.After retiring from the Air Force as a field grade officer, Tim led Lockheed Martin's science of learning and performance improvement team as a human performance system engineer and architect. Tim also has experience as a K–12 private school principal, a college director of education, and an associate professor. Tim earned his PhD from Capella University in education, specializing in training and performance improvement.

Tim Brock

Tim Brock previews his ATD 2016 session in which he will discuss how to move healthcare talent development solutions to a pay-for-value model.

How Rearview-Mirror Thinking Sidetracks Healthcare

ATD Links Archive - ATD Links

Most executives want us to quantify workplace behaviors and performance measures that make a difference to the bottom line.

Moving From Learning Analytics to Performance Analytics

Talent leaders must address the human performance element of a larger healthcare delivery value stream—or cost savings and quality care will not occur.

Learning How Innovative Leadership and Analytics Are Transforming the Healthcare Delivery Value Stream

In this video, Tim Slade answers questions about virtual facilitation.Questions answered in this video:-"When does it make sense to use a producer for your webinar or virtual event, and how can you justify the extra expense?" (1:22)-"I'm going to be facilitating a series of virtual workshops and I don't want my participants to get bored. Where can I get ideas for virtual icebreakers and activities?" (3:30)-"I often deliver virtual classes that are broken into multiple sessions. What advice would you give about how and/or when I should include prework or intersession work?" (4:37)Interested in submitting a question for a future video? Each month, we'll solicit your questions on LinkedIn and Twitter around a common topic. You can submit your questions by posting on LinkedIn or Twitter with the #ATDAskATrainer hashtag. Check out the complete ATD Ask a Trainer Advice Column: https://www.td.org/atds-accidental-trainer-podcast

Tim Slade Answers Your Questions About Virtual Facilitation

You have a network and ways to upskill, even from afar.During recent months, many of us may feel as though we’ve lost our network. It’s no longer easy to pop by a colleague’s office and bounce off ideas for a new training program or discuss a new tool. However, the Association for Talent Development has several resources that can help make up for the peer expertise you feel you’ve been missing.Ask a Trainer. This online question-and-answer column featured on TD.org seeks to be responsive to real-world talent development problems, reflecting what’s on practitioners’ minds and offering practical guidance. The series enables talent development professionals to ask questions anonymously and receive advice on training dilemmas, instructional design snafus, e-learning challenges, and any other stumbling blocks that come their way. Originally featuring Tim Slade answering questions, the column now includes guest columnists weighing in.For example: Do you have multiple generations in your training audience? How do you deliver effectively to all of them? Management and generational diversity expert Bruce Tulgan answered this diverse audience question. The individual who submitted the question posited, “Younger learners seem to respond to a more conversational facilitation style and appreciate interaction, while older learners seem to be less bothered by lecture.” Tulgan advised, “No matter what, I try to teach like I’m talking to each and every individual. Whenever possible, we survey the audience in advance to find out what’s bothering them and what their learning goals are.”Other columns have addressed such topics as how L&D professionals can support frontline workers, ways to develop an online learning support system, and how to prove the value of talent development in a down economy. Submit your pressing talent development questions to askatrainer@td.org.The Accidental Trainer. This bi-monthly podcast series, which kicked off on January 20, features interviews with renowned experts in the talent development field. Among them have been Elliott Masie, Karl Kapp, Connie Malamed, and Bev Kaye. Moderated by ATD’s Career Development Content Manager Lisa Spinelli and sponsored by GP Strategies, The Accidental Trainer has relayed expert advice on such topics as how to stay on top of trends in technology, why talent is everything, and how to gain confidence in your training delivery.An especially timely guest was Whitney Johnson, author of Disrupt Yourself: Putting the Power of Disruptive Innovation to Work. Given the massive upheaval these last few months—to our businesses and to the way we do work but, most importantly, to life in general—how can you manage more easily? That is a challenge regardless of the circumstances behind it, even when we disrupt ourselves. Gather some tips from Johnson and hear how she has managed during challenging times. (Bonus: Access Whitney Johnson’s Disrupt Yourself podcast for further tips.)Friday Twitter Chat. When the COVID-19 pandemic first began, most of us (who weren’t already doing so) began working from home. Even for those who had been working remotely, things likely felt different: uncertain, scary. To help connect and share what we are going through together, ATD began Friday Twitter Chats, beginning at noon ET. Participants have talked about how they’re staying productive and healthy and about how they’re supporting each other. Niranjani Chidamber Papavaritis, manager of ATD’s healthcare community, mentioned that she asks about others’ well-being rather than jumping right into work discussions. For her own health, she takes breaks to focus on deep breaths throughout the day and to clear her head.On March 20, participants shared some of their virtual training tips—including suggestions on engaging learners in the virtual environment and advice for first-time virtual trainers. A recap of the conversation is available at TD.org.What are you learning? Take part in the next @ATD chat to share and learn from your talent development colleagues.ATD Virtual Training Resources. Many in the talent field are embarking on training, managing, collaborating, as well as other processes virtually for the first time. That’s why ATD has pulled together some of its best resources on virtual training in one place. Watch, read, and learn. And discover how you can access additional resources. Check out “6 Things to Consider When Transitioning to Virtual Training,” “Remote Workers Need Real Communication,” “Producing Virtual Training Certificate,” and much more.Times are challenging, but now is also a great time to grow yourself so you can continue to upskill and reskill learners.Share your ATD Virtual Conference experience on social media. #ATDVirtualConference

ATD Resources to Keep You Connected

Every year, Gallup releases the State of the American Manager, its analysis of the current condition of managerial expertise. The latest results, released December 2017, contained several new conclusions, but the grim fact remains: Little has changed with the state of management in the United States. The sobering news:One-third (35 percent) of managers are engaged in their work.One in five managers (18 percent) has the “high talent” needed to succeed in their roles.Bad management costs the U.S. economy anywhere from $319 billion to $398 billion in lost productivity annually.We all know that bad managers wreak havoc on employee performance—either by not developing their teams and enabling accountability for results, or by simply creating an environment where employees don’t want to come to work. In fact, Gallup reports: “Managers account for at least 70 percent of the variance in employee engagement scores across business units. Gallup’s study of employee engagement found that just 30 percent of U.S. workers are engaged, demonstrating a clear link between poor managing and a nation of ‘checked out’ employees.”Yet, the most somber news in the Gallup analysis may not be that the state of management is in disarray. More worrisome is Gallup’s conclusion about the innate nature of good managers: Only a certain number of managers are born with the capacity to manage others and, as a result, companies should focus more heavily on selection of managers rather than the development of them.“If great managers seem scarce, it’s because the talent required to be one is rare. Talents are innate and are the building blocks of great performance,” the report states. “Gallup’s research reveals that about one in 10 people possess high talent to manage. Though many people are endowed with some of the necessary traits, few have the unique combination of talents needed to help a team achieve excellence in a way that significantly improves a company’s performance. These 10 percent, when put in manager roles, naturally engage team members and customers, retain top performers, and sustain a culture of high productivity.”It's an odd conclusion to make because it defies the fundamental understanding we have about human development and the ability for people to change in a positive, progressive way. What’s more, taking such a static view inherently limits many people by default into managers or nonmanagers, ignoring the capacity for people to develop their skills.So, are there some leaders who are just bad managers and can never be that great? Sure. But I would argue that a majority of individuals can be great—with the right tools, culture, and framework. That’s where ATD can set the right approach with its ACCEL model, a framework for the core skills managers need to be successful: accountability, collaboration, communication, engagement, and listening and assessing.ACCEL revolves around establishing a culture (from the CEO to every manager on down) where learning and improving is the focus. And rather than focusing only on an individual’s strengths, ACCEL encourages managers to develop in five core areas, which might be areas that they currently are not considered strong.Some might say this notion is folly, because having a talent for managing is simply innate. But ATD believes that everyone has the capacity to become better—where weaknesses can become strengths, with a focused effort on culture and learning as a priority.Think about it: If every executive focused their efforts on improvement of their team, wouldn’t they see improvement in performance? Wouldn’t their results also improve? Indeed, in the end, your business certainly isn’t static, so why should your view of people be?Learn more about our ACCEL model at www.td.org/accel, and make sure to check out our ATD/Yale Foundations of Management Excellence program, which is based on our ACCEL model.

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