Presenters

Training magazine has gathered a stellar lineup of insightful thought leaders for 2008 Training Leadership Summit. Plus, explore the best learning programs inside successful organizations with Best Practice Presentations—discover what's working, why, and practical ideas and strategies you can use for your own learning team.

Best Practice Presentations
Join these business leaders in concurrent conference sessions:

MONDAY, MAY 5
11:15 am - 12:15 p.m.

101 "Pass It On" Leadership Development
Diana Bing, Director, Enterprise Learning, IBM Corporation; Karen Cook, Program Director, IBM

Each year, IBM brings together its top technical leaders and executives in an intensive 3.5-day collaboration on business problems. Following that meeting, leaders return to their work environment, committed to "Pass it on!" This, year, along with offering our technical leadership the opportunity to collaborate and share leading-edge technical and career development knowledge with their luminary peers, we'll offer leaders the chance to participate virtually around the world, using community-building and collaboration technology. Come hear about our brave new world!

Explore a transformational program designed to reduce turnover and increase client retention. Hear how AlliedBarton's leaders measurably improved their leadership and employee engagement skills by focusing on: skills, time applications, and work values. Learn to:
• Reduce turnover with simple and easy-to-use tactics.
• Quantify ROI of turnover reductions.
• Increase employee engagement.

Learn how Qualcomm engages learners, promotes discussion and idea sharing, and gathers collective intelligence using Web 2.0 technologies. Plus, hear how they are testing virtual worlds for experiential learning, and how technology has improved employee onboarding for domestic and global employees.

Learning is often on the periphery of the business, viewed as transactional versus strategic. Hear how Cerner focuses on learning outcomes that directly impact the performance of the enterprise. Learn to:
• Align with what matters most to the business.
• Measure against business outcomes instead of learning transactions.
• Apply a unique set of learning principles to every learning solution to ensure that it delivers the intended results.

What is the single-most important thing you can do to achieve a strategic advantage for your department? Learn how HSBC Bank is completely reinventing its training function through a branding exercise. Wallace will share best practices, as well as current status of branding a national training department.

Recently, Allstate Insurance embarked upon a comprehensive leadership development initiative— Allstate Leadership Curriculum (ALC)— impacting emerging leaders, frontline leaders, and middle managers. Learn the tools used to design and implement the ALC program (including the development process), and how to successfully align performance management and leadership development capabilities with the strategic goals of Growth, Retention, and Improving Customer Experiences.

Scottsdale Insurance quickly developed its knowledge management process by using an "extreme project" model. Explore how this process has led to quicker proficiency of those assuming new jobs and quicker transfer of both tacit and explicit knowledge.

Using a human capital planning methodology that incorporates role segmentation and data analytics, Principal Financial Group has implemented an organizational model that informs its business leaders of the talent requirements needed to execute their business strategies. Join Walljasper in an exploration of its talent strategy evolution from workforce planning to human capital planning.

Most are familiar with Six Sigma initiatives engaging the entire organization to achieve sustained high quality production. What happens when leadership talent initiatives are aligned in an enterprise to achieve extraordinary performance? Employee engagement, client delight, and business success—an unstoppable force for winning in the 21st century. Eileen will discuss the global alignment required to build leaders at every level while maintaining local and cultural responsiveness, and will share best practices for leadership talent learning, performance management, and coaching.

At Verizon Wireless, no critical business initiative kicks off without the involvement of the L& organization. Consequently, all Verizon Wireless L&D initiatives are tightly aligned with the business needs and, ultimately, business results. Learn how the L&D organization at Verizon Wireless measures the business impact of learning initiatives in a way that matters to business leaders.

How can you get the best return on your investment in leadership development? Action learning delivers. Experian teamed with the Center for Creative Leadership to launch an initiative the CEO could love. Come learn how we made it happen and how we measured success.

Join Franz as she shares case examples that demonstrate how Pfizer business leaders have used learning to develop new organizational capability critical to achieving business.

From the transformation of product offerings, to a globalization initiative covering six countries, to a restructuring of internal operations, EMC has been awash in change. Learn how EMC University, in conjunction with HR, instituted a formal approach to change that combined an L&D curriculum with OD methodologies. The result was a change management program that engages all levels in a process that moves seamlessly from needs analysis to organizational planning to leadership development to execution of the plan.

Learn how Lockheed Martin's learning organization significantly increased its credibility by giving executive management a direct window into how learning impacts the business with the development of strategic objectives. Hear how Lockheed Martin developed three-year learning objectives and how key executives are enliste in the development and ratification of the objectives. Fennell will also discuss how the objectives are used to shape annual training plans and resource allocation.

Explore a well-established corporate university and its evolution to a sustainable experience where learning aligns with the corporation's strategic initiatives—and serves as the linchpin for talent management and development. Learn how Franklin established the university and integrated it to serve as a strategic initiative for achieving the company's bottom line while advancing the development of their employees.

Microsoft has more than 30,000 software engineers around the world, developing next
generation products and services, including computing technologies specific to local markets.
Hear how its learning and development teams have effectively implemented global talent initiatives that are in step with the company's growth strategy. Learn to:
• Create clear executive direction and stakeholder involvement.
• Develop competencies within your company's broader talent management framework.
• Design a plan that maps out activities, experiences, and progress expectations.

Explore Booz Allen Hamilton's holistic model for leadership development, which recognizes that training is one of many facets of the process. Learn the critical steps to the success of this approach, including Communications and Marketing, Systemic Changes, Knowledge and Information Sharing, and Learning/Training.

Learn best practices from experts —you and your Summit peers —for demonstrating training's financial impact in your organization. Join this session and meet other learning leaders gathered at the Summit who have practical knowledge, innovations, and breakthroughs to share. Then, rely on your own experience to help others overcome specific challenges.

To participate, submit your own challenges and/or innovations at http://trainingpayback.com/images/innovations/popup.htm by May 1.

For years companies have used the Marsick DeChant Instrument (MDi) team learning assessment to evaluate team learning conditions, processes and results. This tool has recently been converted from a paper-based assessment to an online tool. Learn about the progression and successes of this model. (Each Summit participant will have the opportunity to complete the assessment at no charge prior to the event.)

The Royal Canadian Mounted Police's ‘Bridging the Gap’ is the largest application of Human Performance Technology in any police force worldwide, and is applicable to all workplaces. Learn how facilitators help employees through the process of: identifying detachment and unit objectives, creating the bench strength map, analyzing root causes, establishing the performance table, and assessing results.

We often get caught up in 30,000 foot issues, when at the end of the day we are here to make each individual in our organization better today than they were yesterday. Learn how inVentiv Health grew from three to 35 companies, and how through the journey it has held tight to the importance of its people for organizational success. Hear how, with a modest budget, they have provided learning for all levels by focusing on the basics: effective hiring and onboarding, the Performance Management Process, and maximizing technology.

Hear about Sun Microsystems' award-winning social networking Website for its new hire community and learn to:
• Accommodate 'Net Geners who bring an interactive flair to the workplace and demand creativity, social connectivity, speed, openness, playfulness, and instant access to answers.
• Offer greater flexibility in your new-hire orientation and leadership development programs.
• Emphasize collaboration, communication, and participation.

Discover how Steelcase's Corporate University engaged its senior executives to own, endorse, and support leadership development for all leaders globally. Hear how the Steelcase University team built a global leadership development curriculum emphasizing a performance-based approach and learn how corporate "business timing" became an advantage in helping Steelcase avoid a potential disaster as its crafted a strategy to increase and strengthen leadership capabilities at all levels. Richardson will share the results that are emerging and how they are affecting the business.

Musical Chairs
Enjoy refreshments and conversations with training executives in casual roundtable discussions
as you move from table to table. Here's a sampling of best practices that will be shared—with more to come as the Summit approaches.

WEDNESDAY, MAY 7

8:30 - 9:30 a.m.
 

Cascading Coaching: An Effective, Empowering Model for Culture Change
David Hosmer, Director, Central Training, Andover, Wyeth Pharmaceuticals

Blended Learning For New Recruitment Training at ITT
Linda Bush, Director of Learning & Development, ITT Educational Services, Inc.

Performance Through People: The Intervoice Leadership Development Program
Steve Mortensen, Director, Intervoice Learning Center

Getting Ahead of the Curve Through Strategic Planning
Randi Kline, Director of Training, Holiday Builders

Manager as Coaches at Independence Blue Cross
Gary McLaughlin, Director, Marketing Training, Independence Blue Cross

Transitioning to a Learning Organization
Ted Sudol, Director of Training, Maxim Healthcare Services, Inc.

How to Have More in a Have-not World: Getting More Out of Your L & D Budget
Linda Newell, former Sr. Director, Learning & Development, StarTek

Building Leaders Throughout the Enterprise
Eileen Rogers, Global Director, Talent and Leadership Excellence Programs, Global Learning and Talent Development, Deloitte Touche Tohmatsu

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