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2016 Training Trends: Global, Cloud Based and Data Driven

Luke Kempski

Just about every learning leader I interviewed in 2016 spoke about three trends impacting their role in the organization. First, they need to consider the global reach of their training initiatives and how they’ll be received by learners in different parts of the world. Second, they need to use cloud based technologies to more efficiently reach learners inside and outside of their organization. And third, there is growing demand for using data when deciding the best way to impact performance. Here are interview segments that highlight these trends.

https://www.youtube.com/watch?v=HtdMixknwJ42016 Training Trends: Global, Cloud Based and Data DrivenMost learning leaders Luke Kempski interviewed in 2016 talked about three common trends impacting their role in their organizations. This video highlights these trends.T2M37Shttp://img.youtube.com/vi/HtdMixknwJ4/default.jpg

Special thanks to the learning leaders who shared their valuable insights:

Elina Koussis, Leadership Development Program Manager, GE

Ken Taylor, President, Training Industry

John Leh, CEO and Lead Analyst, Talented Learning, LLC

David Leaser, Senior Program Manager, Innovation and Growth Initiatives, IBM

Dr. Brandy Parker, Senior Analyst, Workforce Analytics Team, Johnson & Johnson

Related blog post: 2016 Training Trends: Connecting Training to Customers

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2016 Training Trends: Connecting Training to Customers

Luke Kempski

In 2016, I’ve had the opportunity to interview learning leaders in prestigious companies in a variety of industries for our learning solutions video blog. In reviewing these interviews, I see a growing emphasis on connecting training to customers. Leaders want their training to positively impact customers directly and through interactions with their knowledgeable sales and customer service representatives.

https://www.youtube.com/watch?v=GdpCCGsWb-82016 Training Trends: Connecting Training to CustomersIn 2016, JPL President Luke Kempski had the opportunity to interview learning leaders in prestigious companies in a variety of industries. These leaders are placing a growing emphasis on connecting training to customers.T1M56Shttp://img.youtube.com/vi/GdpCCGsWb-8/default.jpg

Special thanks to the learning leaders who shared their valuable insights:

John Leh, CEO and Lead Analyst, Talented Learning, LLC

Mike Baker, VFIS, Director, Risk Control

Cynthia Cornug, Director of Training Resources, Chick-fil-A

Adam Kucera, Director of Sales Training, DISH Network

Stacey Gardner, Senior Learning and Development Specialist, Microsoft

David Leaser, Senior Program Manager, Innovation and Growth Initiatives, IBM

This is the first of our compilation video blogs featuring the insights of leading training leaders in 2016. Look for more interviews featuring learning leaders throughout 2017 on our new website, www.dvinci.com.

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Training that Influences a Global Network

Luke Kempski

Lisa Ploeg, Senior International Learning and Development Specialist, Mary Kay

Based near Dallas, Texas, Mary Kay manufactures and sells hundreds of cosmetic and personal care products through 3.5 million Independent Beauty Consultants located in more than 35 countries. Supporting the millions of consultants are more than 5,000 corporate employees located in offices around the world. As a learning and development specialist, Lisa Ploeg provides training for the employees ensuring that Mary Kay values and practices are present throughout the network.

https://www.youtube.com/watch?v=gXo3x0RLv5UEmbedding Mary Kay Values in TrainingMary Kay manufactures and sells hundreds of cosmetic and personal care products through 3.5 million Independent Beauty Consultants located in more than 35 countries. As a learning and development specialist, Lisa Ploeg provides training for the employees ensuring that Mary Kay values and practices are present throughout the network.TM31Shttp://img.youtube.com/vi/gXo3x0RLv5U/default.jpg

By following a standard coaching model, Mary Kay can ensure consistency through its vast organization. Teaching this coaching model and adapting it for different cultures is one of Lisa’s most important projects.

https://www.youtube.com/watch?v=nDHlFaEr1rgTeaching Leaders to Coach ConsultantsBy following a standard coaching model, Mary Kay can ensure consistency through its vast organization. Teaching this coaching model and adapting it for different cultures is one of Lisa’s most important projects.TM36Shttp://img.youtube.com/vi/nDHlFaEr1rg/default.jpg

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Onboarding Sales Reps to Enable Customers

Luke Kempski

Stacey Gardner, Senior Learning and Development Specialist, Microsoft

Today’s sales representatives need to bring value to customers. At Microsoft, the seller needs to educate the customer on how the product will solve business problems and enable opportunities. As a senior learning and development specialist, Stacey Gardner’s mission is to develop sales reps to enable every person and business worldwide to use Microsoft products to achieve more.

https://www.youtube.com/watch?v=6R117hLXtxsShowing Customers How Microsoft Products Solve Problems As a senior learning and development specialist, Stacey Gardner’s mission is to develop sales reps to enable every person and business worldwide to use Microsoft products to achieve more.TM29Shttp://img.youtube.com/vi/6R117hLXtxs/default.jpg

Stacey believes that many organizations misunderstand what sales people value in training.  Too often, she sees inaccurate stereotypes influencing decisions on training approaches.

https://www.youtube.com/watch?v=Emb9gGcPjtQWhat Sales Reps Want from TrainingMiscrosoft's Stacey Gardner believes that many organizations misunderstand what sales people value in training. Too often, she sees inaccurate stereotypes influencing decisions on training approaches. TM34Shttp://img.youtube.com/vi/Emb9gGcPjtQ/default.jpg

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Providing Training to Increase Subscribers

Luke Kempski

Adam Kucera, Director of Sales Training, DISH Network

Adam Kucera and his team are responsible for training and supporting anyone authorized to sell DISH products. This includes DISH sales employees, employees at direct sales call centers, and partners and retailers across the country. Retailers and partners range from small family-owned appliance stores to larger partners with hundreds of people selling door-to-door. This diverse and widely distributed sales force requires Adam to manage his resources efficiently to have the highest impact on increasing DISH subscribers.

https://www.youtube.com/watch?v=4JH-oFRQ2YQKnowledgeable Sales Representatives Educate CustomersIn this video blog interview, DISH Network Director of Sales Training Adam Kucera talks about the connection between a knowledgeable sales staff and increasing subscriptions. TM36Shttp://img.youtube.com/vi/4JH-oFRQ2YQ/default.jpg

DISH is competing in a highly competitive and rapidly-changing marketplace. Consumers, especially millennials, consume television programming on the go and are less likely to buy traditional home services. While training on DISH products changes with their offering, Adam keeps sales process training consistent.

https://www.youtube.com/watch?v=vq7J5kDz7cUTraining the Sales Force to Master a Consistent Sales ProcessDISH Network Director of Sales Training Adam Kucera explains how the sales process stays the same, regardless of the product they're selling. TM48Shttp://img.youtube.com/vi/vq7J5kDz7cU/default.jpg

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How Training Gets Customers to “EAT MOR CHIKIN”

Luke Kempski

Cynthia Cornog, Director of Training Resources, Chick-fil-A

With over 2,000 locations in 43 states, Chick-fil-A has steadily grown to become the largest quick-service chicken restaurant chain in the United States. As Director of Training Resources, Cynthia Cornog provides training for the franchisees they refer to as Operators. Each year, around 100 new restaurant operators rely on the support of Cynthia and her team to successfully open their doors so more customers can “EAT MOR CHIKIN”.

https://www.youtube.com/watch?v=WEUr51UW_uYTraining Support for Franchise OperatorsTM45Shttp://img.youtube.com/vi/WEUr51UW_uY/default.jpg
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Increasing Diversity with Equitable Training

Luke Kempski

Melissa Walker, M.Ed, Assistant Director, Educational Equity, Penn State University

Research shows that training investments are much greater at the executive levels of an organization. According to Melissa Walker’s research, this imbalanced distribution of training resources can perpetuate a lack of diversity at higher levels of the organization. She believes that by taking a more equitable approach to training, organizations will be stronger and more diverse.

https://www.youtube.com/watch?v=twDegoMAepgDefining Equitable TrainingResearch shows that training investments are much greater at the executive levels of an organization. According to Penn State University's Melissa Walker, this imbalanced distribution of training resources can perpetuate a lack of diversity at higher levels of the organization. As she told JPL President Luke Kempski, she believes that by taking a more equitable approach to training, organizations will be stronger and more diverse. TM51Shttp://img.youtube.com/vi/twDegoMAepg/default.jpg

Organizations increasingly value diversity because they see results in terms of creativity and innovation in today’s global marketplace. Through more equitable training investments, organizations can tap into and promote the more diverse workforce at the lower levels of the corporate hierarchy. Melissa explains.

https://www.youtube.com/watch?v=ZZiS4oOSbvIBenefits of Equitable TrainingOrganizations increasingly value diversity because they see results in terms of creativity and innovation in today’s global marketplace. Through more equitable training investments, organizations can tap into and promote the more diverse workforce at the lower levels of the corporate hierarchy. Melissa explains in this interview with JPL President Luke Kempski.TM33Shttp://img.youtube.com/vi/ZZiS4oOSbvI/default.jpg

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Analyzing Workforce Data for Better Training

Luke Kempski

Dr. Brandy Parker, Senior Analyst, Workforce Analytics Team, Johnson & Johnson

With more than 125,000 employees, Johnson & Johnson (J&J) generates an almost endless amount of workforce data.  Inside this data lies value that can be used to help the organization improve performance and make better decisions. But as with any data analytics initiative, it requires a skilled team with specific goals in order to unlock the most value. As a Senior Analyst, Dr. Brandy Parker’s mission is to find insights in workforce data that can support changes that lead to improved performance.

https://www.youtube.com/watch?v=nPOvt0XkiXgWorkforce Data Analytics in Action With more than 125,000 employees, Johnson & Johnson (J&J) generates an almost endless amount of workforce data. Inside this data lies value that can be used to help the organization improve performance and make better decisions. But as with any data analytics initiative, it requires a skilled team with specific goals in order to unlock the most value. As a Senior Analyst, Dr. Brandy Parker’s mission is to find insights in workforce data that can support changes that lead to improved performance. Dr. Brandy Parker, Senior Analyst, Workforce Analytics Team, Johnson & Johnson spoke to JPL President Luke Kempski.TM38Shttp://img.youtube.com/vi/nPOvt0XkiXg/default.jpg

Too often, organizations may make assumptions without supporting data. These assumptions can lead to poor decisions resulting in a competitive disadvantage.  By analyzing and applying workforce data, Johnson and Johnson is helping to build a culture of analytics. Dr. Parker explains how her team dispelled myths about what employees are more likely to exit the organization.

https://www.youtube.com/watch?v=cyczq4Y4T94Workforce Data Challenges Assumptions Too often, organizations may make assumptions without supporting data. These assumptions can lead to poor decisions resulting in a competitive disadvantage. By analyzing and applying workforce data, Johnson and Johnson is helping to build a culture of analytics. Dr. Brandy Parker explains how her team dispelled myths about what employees are more likely to exit the organization.T1M06Shttp://img.youtube.com/vi/cyczq4Y4T94/default.jpg

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Using Open Badges to Recognize and Verify Learning

Luke Kempski

David Leaser, Senior Program Manager, Innovation and Growth Initiatives, IBM

In the information technology industry, micro-credentialing is helping employers and professionals keep pace with rapid change. At IBM, David Leaser promotes innovative way to recognize skills and achievements within the IBM community of professionals, employees, channel partners and customers. This new approach is transforming how IBM delivers training and how individuals demonstrate their knowledge and skills.

https://www.youtube.com/watch?v=akGTdXutRmU

Currently, IBM is adopting the Open Badges standard as an innovative way for IT professionals to validate their learning activities, skills and achievements. Organizations issue Open Badges and individuals earn and display them. Open Badges can be earned for completing courses, passing an exam, publishing expertise and creating apps. For IBM, it is a faster way to get new skills into the marketplace rather than building and requiring an entire certification program. David explains how they work.

https://www.youtube.com/watch?v=tEUZqlkxL4I

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Developing Global Leaders Using Virtual Instructor Led Training

Luke Kempski

Elina Koussis, Leadership Development Program Manager, GE

GE’s Crotonville Global Leadership Institute is legendary as the world’s first corporate university and a central hub for innovation, ideas and learning. While many GE leaders still visit Crotonville for advanced learning and development, the Crotonville organization today supports leadership training at multiple campuses and through a variety of technology-based modalities. As the Leadership Development Program Manager, Elina Koussis is extending the leadership development learning experience through virtual training.

https://www.youtube.com/watch?v=EbKwpn2nWeI

Crotonville is the center of leadership development at GE. Each region and each business unit including aviation, transportation, energy, health care, and more, connects with the Crotonville leadership institute to provide input and set priorities. In addition, Crotonville takes direction from GE’s CEO to shape the culture and support the company’s strategy with innovative leadership development experiences. For Elina and the GE global learning team, this means taking advantage of the capabilities of the virtual training platform.

https://www.youtube.com/watch?v=6OEfKtDq9VY

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