Employee Learning & Development Excellence January 2023

JANUARY 2023 • Vol.10 • No.
01
(ISSN 2564-2014)
Employee
Training And
Professional
Development 2023
- Eimile Tansey, Chief People Officer, ATI
Physical Therapy
14
Safeguarding Your
21
Long-Term Learning
30
Employee Success And
34
Mistakes To Avoid
Workforce During A Delivers Long-Term Customer Success Go When Launching A
Downturn Benefits Hand-In-Hand GBL Training Strategy
- Janice Burns, - Stephen Rapier, - Krystal Lamoureux, - Christopher Pappas,
Degreed Pepperdine Graziadio Pearson The eLearning Industry’s Network
Employee Learning & Development
INDEX Excellence
JANUARY 2023 Vol.10 No.01
(ISSN 2564-2014)
07
Employee Training
And Professional
Development 2023
Listening to the needs of those on
the inside
- Eimile Tansey,
On the Cover Chief People Officer, ATI Physical Therapy
Content
11 Leadership Development From A Place 26 Do You Have The “Currency Of The
Of Abundance And Possibility Future Workplace?”
Learn how to lead with abundance Skills that employees need to future-proof
- Dr. Jonathan H. Westover, Chair and their careers
Associate Professor, Organizational - Jason Richmond, Founder, Ideal Outcomes
Leadership, Woodbury School of Business
(UVU) 32 Five Tips To Build Better Leaders In
Your Organization
17 Organizational Change And Employee Transforming your work environment for
Training And Development Trends To the better
Watch In 2023
- Chandrashekar LSP, Senior Evangelist,
People leaders’ priorities for 2023 Zoho Corp
- Association of Equipment Manufacturers
37 How Caring Leaders Nurture And Grow
Collaboration
Collaboration is much more than people
working together
- Bob DeKoch, President, Limitless and
Phil Clampitt, Professor, University of
Wisconsin-Green Bay
Top Picks INDEX
14
Safeguarding Your Workforce During A
Downturn
Digital transformations begin with skills
- Janice Burns, Chief People Officer, Degreed
21
Long-Term Learning
Delivers Long-Term
Benefits
5 key ingredients of a long-term,
impactful training program
- Stephen Rapier, Assistant
Professor, Marketing, Pepperdine
Graziadio Business School
30
Customer Success Go
Hand In Hand
3 strategies to enable employee success
- Krystal Lamoureux, Vice President,
Customer Success, Pearson
34
Mistakes To Avoid
When Launching A
GBL Training Strategy
Learn how to fit GBL into your
employee training strategy
- Christopher Pappas, Founder, The
eLearning Industry’s Network
EDITOR’S NOTE
Editorial Purpose
Debbie Mcgrath Deepa Damodaran
Our mission is to promote personal and Publisher, HR.com Editor, Employee Learning &
professional development based on Development Excellence
constructive values, sound ethics, and
timeless principles. Employee Training And Professional Development 2023
Excellence Publications A pandemic, mass resignation,

and people’s changing priorities
have transformed the world of
As market conditions change, your
workforce may need to make quick
decisions. The uncertainty of a
Debbie McGrath
CEO, HR.com - Publisher work forever. Now, with layoffs, an downturn requires experimenta-
impending recession, and an ever so tion and flexibility, and you can only
Dawn Jeffers competitive market, 2023 is going achieve that if your workforce has
VP, Sales
to be one of the toughest years for up-to-date knowledge and skills.
Sue Kelley organizations.
Director (Product, Marketing, and Research)
In Safeguarding Your Workforce
Babitha Balakrishnan and Today, people no longer want to be During A Downturn, Degreed Chief
Deepa Damodaran associated with a company that
Excellence Publications Managers and Editors
People Officer Janice Burns tell us
does not prioritize their professional what makes a company thrive in
development. Any company that has a downturn.
no plans for career development
Employee Learning & Development
Excellence Team and skills enablement of employees Also, read Mistakes To Avoid When
will see a major setback. People Launching A GBL Training Strategy by
Deepa Damodaran
Editor seek a place where they are valued Christopher Pappas, Founder of The
and given an opportunity to grow eLearning Industry’s Network.
Chinnavel and develop.
Design and Layout (Digital Magazine)
That is not all! We bring you a handful
Chandra Shekar Do you care about your employees’ of other insightful articles in this
Magazine (Online Version)
growth and development? This is a edition of Employee Learning &
crucial question, the answer to which Development Excellence, and hope
Submissions & Correspondence
will define every company in 2023. you find answers to your queries
Please send any correspondence, articles, letters about employee learning and
to the editor, and requests to reprint, republish, So, what can human resources development that help you achieve
or excerpt articles to ePubEditors@hr.com. professionals do to make their excellence in our L&D initiatives.
company a place that employees
For customer service, or want to stay and grow with? Check Will 2023 be any different from 2022,
information on products and services, out ATI Physical Therapy Chief only time will tell. Till then, Happy
call 1-877-472-6648 People Officer Eimile Tansey’s Reading. And, a Happy New Year.
Employee Training And Professional
Development 2023 to understand
For Advertising Opportunities, how you can build a culture Write to the Editor at
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COVER ARTICLE
Employee Training
And Professional
Development 2023
Listening to the needs of those
on the inside
By Eimile Tansey, ATI Physical Therapy
I n 2021, U.S. workers left their jobs in record numbers

in what is now known as the “Great Resignation.” A
top reason employees chose to resign was that they
grow with? The answer rests in building a culture of
learning and professional development so employees
know the organization offers a pathway to growth —
believed there were no opportunities for advancement while also keeping personal goals in mind.
in their position or at their organizations.
There are many reasons for an organization to provide
When an organization experiences a lack of employee educational opportunities for its employees, not
retention in the workplace, it begs the question: what the least of which is it conveys that their employer
can we as human resources professionals do to make genuinely cares about their growth and development.
our company a place that employees want to stay and
Employee Learning & Development Excellence presented by HR.com January 2023 7 Submit Your Articles
Employee Training And Professional Development 2023
It is no coincidence that employee retention has a be customized both to the employee and ideally to the
direct correlation with employee training and career needs of the business. If done correctly and collab-
development — retention rates rise 30-50% when an oratively, we as HR professionals can help our people
organization creates a strong culture of learning and continually improve in their day-to-day roles while
its people know that their employer cares about their working toward where they would like to advance in
personal career goals. Another intangible benefit the company.
shows up over time in recruiting, when a company is
able to establish itself as an employer of choice. This These individual plans also build effective succession
in turn helps support company growth by ensuring plans for the organization to ensure that there is
your people are happy, healthy and productive, but development of future leaders, which is important to
they also work on your behalf to help attract and the longevity of any company.
retain other talented people.
In my position at ATI Physical Therapy, I oversee our
The key to employee retention and recruitment learning and development program, which utilizes
benefits is to establish a highly effective learning internal and external training assets for the growth
program that caters to both outstanding individuals of our employees at nationwide clinics and within
and the larger pool of employees. Successful training our corporate team. To help with individual growth,
and learning methods depend in part on the person, we have created clinical and leadership pathway
their aspirations and their role in the organization. programs to aid a new employee’s transition into the
organization or a veteran employee into a promotion.
To start, effective leaders in management positions
need to understand how their people feel about Additionally, we maintain on-demand best practice
growth and development through conversations and learning tracks for self-study in the domains of
surveys. Then, an individual development plan should clinical, leadership and professional development.
Employee Training And Professional Development 2023
We also offer a learning management system ●● Make training accessible — from a time
for knowledge development and the acquisition standpoint, technologically and in alignment
of continuing education units (CEU) for physical with the employee’s current role. A great training
therapists in our clinics. program is beneficial only if your people are able
to utilize it.
Clinicians have access to an external CEU course ●● Listen to your employees so you can pinpoint
stipend to attend courses outside of what we offer. their exact needs.
These outside learning options are necessary for
retaining and helping employees grow their careers.
You will know that your organization’s training
program is a success when you hear directly from
These are just a few examples of how human
your employees that they are receiving the training
resources can support employees, who are starting
and development opportunities they expect. Key
or growing at a company, while also offering ongoing
performance indicator metrics that can affirm the
internal/external training to continue to develop key
effectiveness of a program and gauge its progress
skills, including those that support inclusion, diversity
over time include retention, employee engagement,
and equity.
and internal employee referrals.
To help ensure training and professional development

That being said, rely and act upon what your
programs continue to meet the needs of employees,
employees tell you they need, then deliver it. Over
it is important for human resources to listen to team
time, the increasing number of long-term employees
members on an ongoing basis and introduce new
and new hires will be the definitive indicators that your
programs to meet their needs. For example, at ATI
people are happy with your work and their own.
we evaluate our program several times per year with
employee surveys and we have seen increased scores
in this area.
This includes feedback from new hires, many of Eimile Tansey is the Chief People
Officer at ATI Physical Therapy. Eimile
whom say they choose to work at our company
comes with more than 20 years of
because of our development program. We also have experience in human resources and
created a series of nationwide listening tours to hear operations. Before coming to ATI,
firsthand from our people what is most important to she served as chief people officer at
them, and this feedback will be further incorporated elder-care provider InnovAge. Prior to
into our programs going forward. that she held various HR leadership
positions at CVS Health for more than
a decade, rising to vice president of
When an organization starts to get feedback like human resources.
this, it demonstrates one of the biggest returns on
investment for any company: knowing that their
employees have the tools, training and processes to
make them successful at delivering on the company’s Would you like to comment?
mission.
Any organization can use these guidelines to have a

more streamlined and effective learning program:
●● Start with your people to understand what is

important to them and their career development,
then design or tailor your education and training
programs accordingly.
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In addition, this event will also explore the role of emerging

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Leadership Development
From A Place Of
Abundance And
Possibility
Learn how to lead with abundance
By Dr. Jonathan H. Westover, Woodbury School of Business (UVU)
A s a university professor, I am well acquainted

with making do with limited resources. For a
variety of reasons, in recent years, most institutions
This situation is certainly not unique to institutions
of higher education. In fact, most organizations face
similar pressures, as leaders have to wrestle with
of higher education across the country have resource prioritization and allocation, often making
seen declining budgets. It seems that on a daily difficult choices that benefit some in the organization
basis, various university divisions and academic while hurting others.
programs across my university’s eight colleges and
schools are jockeying for position in order to secure What is interesting to me is how I see different indi-
necessary resources. viduals approach these challenges in vastly different
Leadership Development From A Place Of Abundance And Possibility
ways. For example, I consistently observe some doing more with less and bootstrapping new projects
leaders and colleagues approach budget constraints and initiatives to generate new support and attract
from a paradigm of scarcity. They tend to see it as a new students.
fixed pie, a zero-sum game. They view the world and
their area from the perspective of what is lacking. Which type of leader or colleague would you prefer to
work with or for? For me, there is no question — I want
As a result, they often lead through fear and tend to to work with an abundance-minded team.
chase the easy wins, while avoiding the more complex
challenges and problems, rather than looking for Adopting an Abundance Mindset
ways to overcome them. When a leader has a scar- In a recent Inc. article, the author writes: “Most suc-
city mindset, if another area of campus or academic cessful leaders who have come from nothing have
program gets resources, that means there is less for in common [an] abundance mindset. A clear mission
the leader and their area. This often leads to a hyper- and hard work can launch people to success, but an
competitive environment, political games and other intentional abundance mindset creates the long-term
unhealthy organizational behaviors and practices. and sustained success that leaders desire.” There is
no substitute for hard work, resilience and grit, but
In contrast, occasionally I observe leaders or col- unless we want to burn out, there is only so long we
leagues who seemingly reject the scarcity paradigm, can beat our head against the wall of scarcity. We
replacing it with an abundance mindset. Despite the need to generate new opportunities.
reality of limited resources that we all face, these
individuals see challenges and obstacles as opportu- Fostering an intentional abundance mindset helps us
nities for learning and innovation. They adopt a growth to recognize that opportunities for growth and contin-
mindset and constantly work to develop new skills, ued success are all around us. While this may seem
competencies and capabilities. like a naïve, Pollyanna-esque approach that ignores
the harsh realities of a complex, messy and competi-
While there is only so far a fixed pie to go around, tive world, the opposite is actually true.
these individuals work to figuratively increase the
size of the pie, so there will be more than enough for Those with a true abundance mindset are clear-eyed
everyone. They find creative and innovative ways of about the realities of the world around them. However,
Leadership Development From A Place Of Abundance And Possibility
the needed support when we are facing the daunting

challenges that can push us towards scarcity thinking.
View growth and abundance as collaborative: Sus-

tainable growth is inherently a collaborative endeavor;
we cannot go it alone. We need to get out of our silos,
create and maintain dynamic cross-functional and
interdisciplinary teams, and foster a “rising tide lifts all
ships” culture where no one is left behind. Leverage
the diverse contributions of your people to fuel the
next pie-expanding innovation.
unlike their scarcity-minded counterparts, abun-
dance-minded individuals and leaders lean into the Show genuine gratitude: Get in the habit of recogniz-
messiness, ambiguity and nuance of the challenges ing and acknowledging the many contributions of
they face. They recognize the opportunity to learn and your team. Give generous thanks and never suppress
grow from their struggles, and they focus on expand- a kind thought. An attitude of gratitude leads to an
ing the pie and creating new opportunities, rather than abundance perspective.
worrying about the current limitations they face.
By asking a lot of questions, building a great team,
How to Lead with Abundance leaning on that team and generously and relentlessly
While we may have the desire and intention of leading expressing gratitude for the good work everyone does,
with an abundance mindset, human nature tends you will be able to shift the constraint-based culture
to suck us back into more of a fear-based scarcity of your organization to one focused on abundance.
paradigm if our thinking is left unchecked. Just like Using the framework outlined above, and shifting the
with any other skillset, competency or capability, an focus from a fear-based, scarcity mindset, leaders
abundance mindset can be fostered and developed can adopt a healthier approach to their work, one that
over time, as we give continual attention to shifting sees abundance and creative solutions to tackling
our paradigm. business problems.
Below are four tips to start you on an abundance path

as a leader:
Dr. Jonathan H. Westover is Chair and
Associate Professor of Organizational
Get and stay really curious: We need to foster intellec-
Leadership at the Woodbury School of
tual humility and continuously ask a lot of questions. Business (UVU), Academic Director of
We need to challenge our assumptions and the status the UVU Center for Social Impact and
quo. We need to continually strive for growth and the UVU SIMLab, and Faculty Fellow
development. If we think we have figured it all out, for Ethics in Public Life (previously the
we will stunt our own growth and model an unhealthy Associate Director) in the Center for
the Study of Ethics. He is also an expe-
dynamic for our people. On the other hand, model-
rienced OD/HR/Leadership consultant
ing curiosity with your people will give everyone the (Human Capital Innovations, LLC), with
permission to speak up and innovate — generating experience transforming organizations
more opportunities. across the globe.
Surround yourself with an abundance-minded

team: We need to surround ourselves with a diverse
Would you like to comment?
and inclusive team of dynamic, abundance-minded
individuals. If we empower each team member to
bring their unique perspectives to the table, collec-
tively we can enrich each other’s thinking and provide
Top Pick
Safeguarding Your
Workforce During A
Downturn
Digital transformations
begin with skills
By Janice Burns, Degreed
A cross the globe, business leaders are watching

the current indicators of a downturn with laser
focus. The impact of any economic uncertainty on
pivot, and, therefore, any gaps that need to be filled to
make the pivot. Employees might be moved from one
role to another, or they may require reskilling if your
organizations is well documented, with many leaders business model, products and services change.
hunkering down and cutting back on anything they see
as unnecessary spending. As market conditions change, your workforce may
need to make quick decisions. The uncertainty of a
However, research is proving that clever investments, downturn requires experimentation and flexibility, and
particularly in your people, are needed more than ever you can only achieve that if your workforce has up-to-
to help organizations navigate uncertain markets and date knowledge and skills.
emerge stronger.
Digital Transformations Begin with Skills
What Makes a Company Thrive in a Likewise, a technology investment is only as effective
Downturn? as the people using it. They need the right skills to
During the recessions of 1980, 1990, and 2000, a work with a new technology. Yet, almost 90% of CEOs
small minority (9%) of companies actually flourished, state that they do not have enough digital skills in their
outperforming competitors by at least 10% in sales workforce (hindering the technology from the start).
and profit growth. They had two things in common,
prior preparation that enabled their people to pivot Doubling Down on Upskilling
quickly, and technology that made their business This explains why leading organizations double
more transparent, flexible, and efficient. The common down on upskilling their people during uncertain
denominator needed for both is skills — namely, times. McKinsey & Company also found that these
having the right people, with the right skills, in the companies motivate their workers through more
right places. meaningful assignments and clarity over career
advancement. These additions are key, as not only
Skills Power Pivots does it reinforce what is being learned by giving real-
Pivoting quickly requires you to understand the world opportunities linked to someone’s skills, but it
current skills in your workforce, the skills needed to
Safeguarding Your Workforce During A Downturn
also provides incentives for an employee to remain

Autonomy to Learn
with their employer for longer.
These two organizations hold valuable lessons for
others looking to safeguard and empower their people
Increasing Your Talent Pool
during uncertainty. Firstly, they recognize particular
Opening up opportunities for diverse candidates is
pain points of the people they are looking to upskill.
also vital. With many sectors suffering from talent
For busy professionals, having easy-to-access, online,
shortages, it makes sense to widen your talent pool as
bite-sized learning makes it more likely that they will
much as possible. Especially now, when many workers
engage with consistency. Give people opportunities to
are quitting to enter other industries, gig work, or take
learn in their own time, at their own pace, and to learn
early retirement. Consequently, some organizations
subjects that interest them.
are discarding requirements for education and are
hiring people from more unconventional backgrounds
Alignment with the Business
as long as they have relevant skills and the ambition
Second, the subjects they offer are closely aligned
to learn.
with business needs. Bell Canada, for example, saw
a need to reskill its people in AI, machine learning,
Closing the Skills Gap
business intelligence, cybersecurity, software
The current skills gap of 5.4 million in the U.S. would
development, and cloud computing. As a result, Bell
be 14% lower if the women, who lost their jobs
Canada has moved 241 employees into new roles
during the Covid-19 pandemic, are able to re-enter
that align with its future needs, and 30% of these
the workforce. These candidates have skills and
candidates are women (+8% over market availability).
experience, they just need employers who are willing
Likewise, Verizon created the Women of the World
to take a chance on them and refresh their skills
(WOW) career development program to amplify
where needed.
opportunities for women and minority groups.
Participants in the program are 7.3 times less likely
That is why the likes of Verizon and Bell Canada
to quit, 1.7 times more likely to make lateral career
have learning programs designed to be accessible
moves, and 2.3 times more likely to get promoted.
to people from all backgrounds and life stages, no
For a second, let us look at these figures from the
matter if you are commuting or on the school run.
employee’s point of view because it is a win-win for
Safeguarding Your Workforce During A Downturn
term growth potential and innovation efforts. Instead

of pausing on upskilling your people, prioritize your
development activities by focusing on the areas,
where learning will have the most impact on business
outcomes.
Some companies may upskill to make their marketing

efforts more effective through social media platforms.
While another may upskill their salesforce so that they
can expand into a new market or penetrate deeper
into their current client portfolios.
When learning and upskilling activities are tied to

strategic business outcomes, it is easy to identify
business metrics that will show the return on the
investment. By taking this approach, linking skills
to your business strategy and goals, your business
executives will soon see how integral learning and
them and their employers. For an individual, this
upskilling are vital to the overall success of the
investment has made their skills more aligned with
business in all economic climates.
the changing market, future-proofed their career, and
opened opportunities to move to other departments
or get a promotion.
Janice Burns is the Chief People

Cost-effective Learning Officer at Degreed. As a human capital
Providing your employees with upskilling futurist and strategist, Janice develops
opportunities does not have to break the bank. Online and implements talent management
learning content, both public and paid-for, can be and development programs that drive
a cost-effective way to provide ongoing learning business results. She joined Degreed
as their first Chief Career Experience
opportunities. This can be cemented by on-the-job
Officer. Prior to Degreed, Janice spent
learning, through stretch assignments, temporary 27 years at Mastercard, most recently as
redeployments, mentoring, and volunteering. their Chief Learning Officer responsible
for thought leadership on change
Again, these are relatively cost-effective to set up, and management, business transformation,
you may find skill gaps in other teams that can be and the design and implementation
of employee learning experiences and
filled in this way. Peer learning is another area worth
development programs globally.
exploring, where peers learn together and from each
other, helped by a facilitator.
Learning Is the Foundation of Everything

The temptation to cut back in areas that do not give
immediate, clear returns is extremely high when the
outlook is uncertain. However, if your learning efforts
are clearly tied to business outcomes, the return on
investment is clear.
Companies that choose to cut back on their learning

and upskilling budgets could be hindering their long-
Organizational Change
And Employee Training
And Development Trends
To Watch In 2023
People leaders’ priorities
for 2023
By Association of Equipment Manufacturers
W ith 2022 firmly in the rearview mirror and the

new year now underway, it’s clear many of the
opportunities and challenges impacting equipment
by reexamining their business models. Supply
chain issues, increased competition, technology
advancements and economic uncertainty have all
manufacturers today are poised to remain as relevant placed pressure on companies to adapt, innovate and
as ever in the weeks and months ahead. rethink how they do business.
While it is a fool’s errand to try and predict exactly how In addition to these challenges, leadership will also
2023 will unfold for the industry, equipment need to address the morale of their workforce this
manufacturers would be wise to pay close attention year. What many have called the Great Resignation
to a number of trends and how they may evolve in has affected organizations of all sizes and has made
the near term. With that in mind, AEM caught up with employee retention the single most important issue
several staff leaders to hear which ones, specifically, of 2023. After struggling through the COVID-19
are top-of-mind for them at the moment. pandemic, people are now reevaluating their role in
the workplace. Many have placed a stronger value
1. The Industry-wide Emphasis on on their health and have chosen to accept other
Oraganizational Culture opportunities better aligned with their personal
well-being.
-- By Jaime Vos, AEM Senior Director

Taking this into account, organizations will need to
of Revenue Development and Cultural
Innovation create a shared vision that supports the following
areas for its employees:
With so much change taking place in 2022, ●● Employee values

organizations in many industries, including equipment ●● Work/life balance
manufacturing, are being forced to respond
●● Creativity and collaboration
Organizational Change And Employee Training And Development Trends To Watch In 2023
●● Mental health awareness and support person would be a good fit to work in the skilled trades.
●● Hybrid telecommuting models Imagine being able to cast an organizational hiring
net to consider people based on the skills, talents and
●● Opportunities for career growth
interests that would make working in the skilled trades
good fit instead of hiring someone based on skills used
Studies show that employees who feel recognized, in a job a person could get as a 20-year-old. (Let’s face
respected and supported do more than what is it, none of us were working in the job we wanted at that
expected. If organizations want to strengthen point, we were working in the job we could get.)
employee retention, leaders will need to communicate
openly with workers, listen to their concerns, address This is exactly how skills-based hiring works, and it
issues in real time and provide opportunities that results in having a wider talent pool from which to
empower a healthy culture. recruit. The catch is equipment manufacturers must
be able assess individual skills and then train them to
Employees want to feel valued in their roles. competency. (This can be done either by partnering
Organizations that create a shared vision of well-being actively with education, possessing trainers OR a
for their staff will see their culture empowered, combination of the two.)
inspired and committed to a prosperous new year.
The government funded the Apprenticeship Building
2. The New Normal of Employee Training America grants program to the tune of $121.7 million
and Development dollars in 2022. Why? Because apprenticeship and
work-based learning programs done right continue to
be a proven way to train, attract and retain workers
-- By Julie Davis, AEM Senior
think again. Can’t set one up? Think again. Partners
Director of Workforce and Industry
like Apprenticeship Works, JFF and GPS Education can
Initiatives, SHRM-CP
guide organizations through the process both
efficiently and effectively.
Workforce issues remain so prevalent in equipment
manufacturing today, that it’s simply not enough to The workforce is aging, and employees at every level
foster a strong organizational culture in order to meet with critical masses of knowledge are walking out the
workforce demand. door every day. What questions are asked before they
leave, and how is their knowledge being captured and
Fewer people working coupled with more jobs, more transferred to the person who will be taking their place.
diversity in available jobs and more competition Three years ago, before the surge of retirements that
across industries make workforce arguably the came with COVID-19, surveyed Baby Boomers said:
most pressing issue as 2023 gets underway.
Because of these challenges, employee training and ●● 57% have shared half or less of the knowledge
development should be a top priority for equipment needed to perform their job responsibilities with
manufacturers in 2023 and beyond. While employee those who will assume them after they retire
training and development may be a budgetary
●● 21% have shared none of their knowledge
afterthought for some equipment manufacturers, it’s
becoming increasingly clear up-skilling, re-skilling and ●● Only 18% have shared all of their knowledge
new-skilling employees on an ongoing basis is fast
becoming the new normal, and here’s why. Transferring knowledge is poised to work best when
training and development is already normalized within
Consider someone who has an engine spread out in a company’s culture. Trainers and educators are taxed
a garage, is wiring his or her friend’s hunting cabin, to keep pace with technological advancements, yet
or is the neighborhood handyman and, based on his new skillsets are needed every day.
or her hobbies, interests and personal aptitude, the
There is no automation to off-set workforce shortages host of critical components, and reaching a bipartisan,
without up-skilling or new-skilling workers to use long-term agreement on the debt ceiling this year.
advancing equipment. Ready or not, partnering,
internal training and ongoing learning is here to stay. 4. The Rise of Alternative Power
3. The Ongoing Impact of Supply Chain -- By Jason Malcore, AEM

Issues Senior Director Safety & Product
Leadership
-- By Kip Eideberg, AEM Senior
Vice President of Government and
Governmental agencies and non-governmental
Industry Relations
organizations throughout Europe and across
North America and Asia continue to look for
It has been an issue for several years now, and new opportunities to transition their automotive
unfortunately equipment manufacturers will continue and equipment fleets toward new decarbonized
to hear about it for a while – the supply chain. There technologies. These pressures and motivations
is no denying the 2020 COVID-19 pandemic turned reveal themselves in the form of new rules and
the world on its head, but it was tough to predict just regulations on internal combustion engine emissions
how long the supply chain would be impacted by the and incentive programs for zero-emission equipment
pandemic. A recent AEM survey of 179 equipment purchases. In addition, increasing customer demands
manufacturers revealed that 98% of equipment for hybrid and zero-emission vehicles also highlight
manufacturers are still battling with an unreliable the industry’s evolution and direction in this space.
supply chain – and over half (58%) are experiencing
worsening conditions. Some examples of anticipated industry pressures in
2023 are as follows:
AEM confirmed that the two driving factors of these
supply chain woes stem from workforce shortages California Air Resources Board’s (CARB) continued
and access to intermediate components for rulemakings and public workshops regarding the next
production. These things coupled together paint a stage of California’s engine emissions regulations
stark picture, but there are reasons to be optimistic The implementation of the Inflation Reduction
that supply chain challenges will start to abate over Act’s tax incentives for the electrification of light duty,
the course of this year. commercial and heavy-duty vehicles.
One thing is certain, equipment manufacturers remain Federal and state executive announcements to
willing to rise to the occasion and adapt. decarbonize the U.S. economy Zero-emissions
requirements for small engines under 25 horsepower
AEM continues to survey our member company Diesel fuel is the primary power source for the
executives to better understand how they are non-road equipment industry, and it will likely continue
impacted by continued high inflation, strained supply to be for the foreseeable future. However, if one
chains and global instability, and to provide elected thing’s for certain, it’s this year will spotlight the
officials with the data points they need to move many alternative power challenges and opportunities
legislation that will revitalize U.S. manufacturing and facing the non-road equipment industry and represent
bolster U.S. global competitiveness. Republicans and an inflection point for new power sources over the
Democrats can take immediate action to alleviate coming decade.
these problems by prioritizing an extension of
research and development (R&D) expensing, enacting
meaningful permitting reform, removing tariffs on a
public relations teams are in a new normal of crisis

5. The Acceleration of Communication
communications.
and Connection

The equipment manufacturing trends listed above,
-- By Kate Huskin, AEM Senior from organizational change and employee training
Director of Communications and development, to supply chain challenges and
the rise of alternative power, are challenges that will
be driven by communications and an organization’s
ability to connect and support its internal and
The key to driving change in an organization is rooted
external stakeholders.
in an organization’s ability to communicate effectively
and build lasting connections with important
stakeholders. In 2023, communications will take
on a leading role in helping organizations address
challenges, identify opportunities and drive success.
Association of Equipment
Effective communications happens from the inside Manufacturers (AEM) is the North
out, and a renewed focus on internal communications America-based international
will be needed to help organizations establish and trade group representing off-road
“walk the talk” of their culture, putting actions behind equipment manufacturers and
the words on their websites and internalizing how suppliers with more than 1,000
they wanted to be viewed and accepted by their companies and more than 200
employees, prospective employees, customers, product lines in the agriculture
partners, and the marketplace at large. and construction-related industry
sectors worldwide.
During the pandemic, communications leaders
across the globe were faced with unprecedented Would you like to comment?
communication challenges that required a new
playbook for sharing up-to-the-minute information.
This has forever changed the way we look at
crisis communications, and communications and
Top Pick
Long-Term Learning
Delivers Long-Term
Benefits
5 key ingredients of a long-term, impactful
training program
By Stephen Rapier, Pepperdine Graziadio
“Nothing valuable can be lost the idea that worthy work endeavors values haste over proficiency.
by taking time.” These prophetic take time. YouTube videos have replaced live
words from Abraham Lincoln instruction. In this context, there
speak to the unheralded truth that The same short-sighted is little evidence that short-form
extended effort delivers long-term phenomenon is taking place in training is of much greater benefit
benefits. In the post-pandemic workforce training. In an era of to the person and organization.
workplace, the blind drive forward “sprint courses” and “one-day
to checkboxes and get face time MBAs”, inch-deep learning is on the In fact, only 25% of respondents to
(aka The Rat Race) is challenging rise. A proliferation of online training a recent McKinsey survey believe
Long-Term Learning Delivers Long-Term Benefits
that corporate training measurably They complete job tasks and future. Organizations are
improved performance. From the fulfill the company mission. increasingly placing greater
perspective of a faculty member value on the ability to
2. Develop soft skills. Listening,
in an MBA program, there are key apply digital approaches
communication, time-
ingredients to long-term training to industry problems to
management, teamwork,
programs that deliver impact. achieve long-term results.
and conflict resolution
Here are five: For example, the Covid-19
are non-technical skills
pandemic accelerated the
that impact performance.
1. Build functional expertise. use of automation and
Increasingly, organizations
Functional experts have delivered a greater return on
value the ability to consider
achieved a high level of investment (and responsible
problems in new ways, or
skill in a particular area. companies sought to
imaginatively generate new
For professionals, this can enhance the role of human
ideas. According to a recent
be expertise managing workers). Applied learning in
report from Adobe, the
critical processes or many industry environments
volume of new hires with
deep knowledge working is racing ahead to provide
creative skills has grown 78%
in a certain geography. relevant, applicable,
over the past two years. Like
Professionals who learn and technology-driven
functional expertise, these
functional skills are viewed approaches for competitive
soft skills, including creativity
as “clutch shooters” - they advantages.
and resourcefulness, deliver
are successful in addressing value over time. 4. Encourage personal-
complex questions and professional networks.
3. Focus on industry exposure
problem-solving in difficult Professional networking
and skills. The best
situations. Their talent is is known to increase
approach to industry skills
not superficial, nor irrelevant shared knowledge,
includes the ability to fulfill
but highly applicable and identify new business
tasks for current needs,
comprehensive in impact. opportunities, and create
but also look ahead to the
Long-Term Learning Delivers Long-Term Benefits
are incentivized to take further

related courses (and a 20%
discount).
If past patterns are an indication

of future trends, the benefits of
longer-form learning are due to
come around. Job searches are
taking longer and people are
staying on the job rather than
jumping to new companies.
Interestingly, as the economy
starts to show signs of softening,
there are reports of increasing
applications to MBA programs.
new capabilities. On a for those who earn an MBA, The conditions are rife for a
personal level, professionals the “badge” of a degree shift toward long-term learning
benefit from networking conveys to customers, for long-lasting benefits. As
with those who possess peers, and employers that individuals reevaluate how they
the same aspirations the employee has earned a aim to enhance their skills, they
on the learning journey. distinctive accomplishment. should take a lesson from Honest
However, according to The degree also suggests Abe: take your time.
research from the American they will uphold the
Psychological Association, values and reputation
professional and personal of the organization
networks shrunk by more they represent. Overall,
than 15% during the recognition of training
pandemic. Corporate demonstrates personal
training should include determination, persistence,
exercises that encourage and commitment.
networking focused on
personal ties. This can To be certain, there are contexts in Stephen Rapier, Ph.D., is an Assistant
be accomplished through Professor of Marketing at Pepperdine
which short-form training is suited
games and competitions, Graziadio Business School. Stephen
to the need. Training experiences has been actively engaged in
Q&A, and extended times that provide an entry to a deeper marketing as both a practitioner and
for socializing. subject enable the learner to gain lecturer since 1982. As a practitioner,
5. Give recognition for exposure and can be beneficial. he has over 25 years of experience on
training completion. Also, short-term training that is both the agency and client sides.
Evidence of completion, tied together in a sequence of

or “badges”, are important learning opportunities can aid in
because they demonstrate mastering a subject area.
an accomplishment and
special meaning to the For example, at Pepperdine
bearer and beholder. Graziadio students, who take part
For example, similar to in short-term executive education
those with many years of programs, can transfer skills and
professional experience, credits to degree programs. They
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Do You Have The
“Currency Of The
Future Workplace?”
Skills that employees need to
future-proof their careers
By Jason Richmond, Ideal Outcomes
F or years technical skills ruled the roost. Mastery of

these hard skills was the way to get a job and later
get promoted into leadership roles.
In fact, they have even been labeled “the currency
of the future workplace” by LinkedIn’s VP of talent
development, Jingfang Cai, citing an increased demand
for soft skills across industries. As an example, in a
But the rapidly-changing workplace environment has recent three-month period soft skills were featured in
highlighted more than ever the importance of soft 78% of jobs posted on the site while 45% of all premium
skills. In the “new world of work” these “people skills” jobs referenced the importance of an aptitude for
have taken on greater significance. communication
Do You Have The “Currency Of The Future Workplace?”
LinkedIn data also shows that while job skill sets ●● Create employee belief in the company’s vision
have changed by about 25% in the last seven years, and mission.
they are expected to change by 41% over the next
three years. And while most people are hired for It is essential to assist managers to acquire these
their technical abilities, it is their soft skills that give much-needed soft skills and do so in a way that does
them “career durability,” according to Alexandra Levit, not expose their blind spots and weaknesses and the
author of Humanity Works: Merging Technologies and risk of humiliating them or threatening the standing they
People for the Workforce of the Future. have built within the organization. How? Motivate them
to be enthusiastic about the opportunity to improve
Individuals with soft skills are most likely to succeed their capabilities. Show them how the acquisition of
in meeting “new work” challenges in 2023 and soft skills will enhance their value to the company with
beyond. Managers must demonstrate the ability to: mutually rewarding outcomes.
●● Empathize. Use constructive group sessions for all supervisors

●● Put ego aside. to teach interpersonal skills and provide examples of
●● Admit self-vulnerability in pioneering real-world case studies—and whenever possible slant
unexplored frontiers. them to cover hybrid and remote working situations.
●● Naturally inspire individuals to commit to the

It is true that the wheels of leadership spin more
team effort.
effectively when everyone is under the same roof so
●● Foster an environment of inclusion the challenge of working with these different work
and belonging. structures needs to be met head-on.
Do You Have The “Currency Of The Future Workplace?”
Leaders should deploy team-building exercises, ●● Simultaneously address recent initiatives

friendly competitions, and other innovative HR that are working well and those performing
techniques to uplift morale, bearing in mind that below expectations.
guidance and support should converge on:
Soft skills, of course, can be hard to acquire,
●● Promoting the roles of individuals within especially for individuals long-steeped in doing things
the team even if everyone works in separate their way and working in a top-down management
locations. style. It is vital therefore that these skills are
●● Combining as a cohesive unit through presented to them as part and parcel of an overall
virtual channels such as conferencing and corporate culture of learning.
zoom communications.
●● Reserving fixed hours for virtual all-members- In such culture, covered in detail in my books Culture
present integration via video conferencing. Spark and Culture Ignited, leaders are encouraged to
set the right example by fully participating in helping
their organizations to evolve their culture and be open
This brings us to another point that is critical for the
to continuous learning and development. For workers
promotion of soft skills in the new world of work:
at every level, the currency of the future workplace
feedback. A Microsoft study revealed that only 43% of
comes down, in particular, to interpersonal soft
employees say their organization solicits feedback at
skills. Embrace them and your organization will reap
least once a year. Look at this another way—57% may
the rewards.
rarely, if ever, bother to ask about their employees’
work experience. The numbers are not encouraging
even when feedback is collected because 75% of
employees say it is not often enough, and 75% of
business decision-makers say it is not actionable Jason Richmond is the Founder of
enough. Ideal Outcomes. Jason is an in-demand
keynote speaker, widely recognized as
The Microsoft report made a statement that I a noted authority on helping companies
build strong, sustained revenue growth
emphasize in my role as a culture change consultant
by empowering their employees and
to companies large and small: “In an era of ongoing developing energizing office cultures.
volatility, timely, actionable employee insights are Over the course of his career, he has
critical to gaining and maintaining a competitive assisted organizations ranging from
edge. To ensure that decisions are driven by the most startups to Fortune 100 companies. He
up-to-date information, leaders need to consistently is the author of Culture Spark: 5 Steps
to Ignite and Sustain Organizational
take a pulse on how their employees are doing.”
Growth and Culture Ignited: 5 Disciplines
for Adaptive Leadership.
You can do so by using a variety of methods including
360 performance reviews, pulse surveys and
end-of-project evaluations.
Leadership should:
●● Recognize innovative ideas and follow through

on their implementation.
●● Structure formal virtual and in-office sessions to
generate new and progressive goals.
Top Pick

Customer Success Go
Hand-In-Hand
3 strategies to enable employee success
By Krystal Lamoureux, Pearson
E mployees are the backbone of your business. They

support your operations and act as a direct link to
your customers. Trusted, respected, and appreciated
glecting their workforce is high: U.S. organizations col-
lectively lose as much as $500 billion each year due to
a lack of employee engagement.
employees support customer retention and benefit
your whole company. Implement these three strategies to enable employee
success, which drives success for customers - and
However, leaders are often so focused on the cus- ultimately your whole company.
tomer service experience that they fail to address
Support and Promote Possibilities for
employee sentiment. Without attention and support,
Growth
employees can become unmotivated and disengaged.
Think about how you support customers, especially at
They’ll produce lower-quality work, and the customer
the beginning of a working relationship. Our customer
will suffer. When leaders and organizations invest
success team encourages new customers during
strongly in the employee experience, they will see
onboarding processes by identifying their needs and
their investment pay off through increased customer
goals, providing resources and support, and fostering
satisfaction.
connections. Ensuring the customer has the tools to
According to Gallup, organizations whose employees maximize the product’s value in their own organiza-
are highly engaged report: tion means going the extra mile to build a relationship
early on. By providing customers with a robust and
●● 23% greater profitability. repeatable process to eliminate potential confusion,
●● 18% more productivity. you guarantee customers’ needs are met and they
start strong.
●● 10% higher customer loyalty.
Talent management works similarly, as HR profession-
Higher engagement is associated with a decrease als help new employees start their journey by offering
in workplace accidents and an improvement in work the support and resources they need to succeed. Pri-
quality. More engaged employees are also less likely oritize an onboarding plan to help employees transi-
to leave the company or have high absenteeism. tion into their new roles smoothly and develop lasting
relationships within the organization. Employees, like
And while organizations stand to gain greatly from customers, possess unique backgrounds, skills, inter-
their employee engagement efforts, the cost of ne- ests and insights that can contribute to your team’s
Employee Success And Customer Success Go Hand-In-Hand
success. For this reason, learning opportunities and Giving away your Lego bricks freely and consistently
resources should be tailored to meet individual em- and offering support and enthusiasm for what takes
ployee needs. shape, you can instill trust while encouraging your em-
ployees to use their skills in new ways, take ownership
Empower your employees by offering skills develop- of their work and solve problems with creativity. Ac-
ment opportunities from Day 1. This will demonstrate cording to SHRM research, employees are 23% more
trust, show employees you want them to succeed, and likely to share their ideas and solutions when their
establish a long-term commitment to employee suc- workplace cultivates a trusting environment. Allowing
cess. Combined with transparent career roadmaps, employees to experiment and embrace new things will
promotion tracks and timely check-ins on develop- enable them to keep growing within the company. If
mental progress, these efforts will ensure you have your experience is anything like mine, you’ll be pleas-
engaged employees eager to grow with your team. antly surprised by the results of sharing those bricks.
Show You Trust Your Team by Letting Establish an Environment of Employee

Them Take Initiative Appreciation
Empowering employees and improving customer Building employee appreciation programs also con-
results go hand in hand. But how do you demonstrate tributes to customer success. Research by Deloitte
trust so that employees feel comfortable taking the found that internal recognition programs boost rev-
lead? Think of it like this: Entrusting your employees enue by 2% while increasing employee productivity by
to take initiative is like giving away your Lego bricks. as much as 14%.
Each of us builds big, impactful projects with our
pieces throughout our roles. Someone new joining Whether an employee completed a presentation or
the team doesn’t have any bricks. Engaging with new obtained a new certification, recognizing their achieve-
team members will require you to share some of ments is a powerful method to increase employee
your bricks. And it doesn’t end there — you must also engagement. And employees agree: 40% of American
allow them the freedom to construct what they think workers say they would perform with greater energy if
is necessary rather than dictating where each piece their employers acknowledged them more frequently.
should go.
Employee Success And Customer Success Go Hand-In-Hand
What does employee recognition look like? Every their independence and creativity can help you cre-
organization is different, but digital credentials are a ate a dynamic, growth-oriented atmosphere where
great way to begin your employee recognition journey. your staff members have the resources and motiva-
Incorporating digital credentials into your training tion to succeed. Customers will feel the difference.
programs builds acknowledgment, celebration, and
recognition into the hard work employees are already
doing. Digital credentials streamline the recognition
process and make accomplishments more visible. Krystal Lamoureux is Vice President
Employees who receive digital credentials for their of Customer Success at Pearson
skills can showcase their achievements on social where she oversees developing
media, within email signatures and through internal internal strategies, programs, and
and external networks. When employees demonstrate training for the Credly by Pearson
their learning and employers recognize and encourage Customer Success function and
those efforts, engagement becomes a virtuous cycle to enable their CSMs in order to
of improvement and celebration continue providing a best-in-class
service to their clients while helping
Digital credentials offer independently validated them meet their business objec-
information about employee recognition, unlike other tives. She brings a passion for
talent management and assessment systems that empowering and elevating her team
rely on employee self-reporting or manager input. With as they guide organizations in the
greater insights into your workforce’s competencies, design and rollout of comprehensive
you can evaluate and adjust to meet needs, fill skill digital credential programs.
shortages and promote internally to build on employ-
ee success. Would you like to comment?
Supporting your employees’ professional aspirations,

recognizing their accomplishments and encouraging
Five Tips To Build
Better Leaders In Your
Organization
Transforming your work environment
for the better
By Chandrashekar LSP, Zoho Corp
T he importance of developing leadership skills

among your employees, especially among senior
and mid-level employees, cannot be overstated. When
during this time, rather than simply dispensing orders.
This enables employees to develop a plan of action
themselves while using manager input as a guide.
it comes to managers, leadership skills play a huge
role in how effectively they can support employees, It’s also crucial to foster a feedback culture in which
make key decisions, delegate tasks, and leverage their mistakes are seen as opportunities for growth.
team’s strengths to improve organizational growth. Managers should provide constructive feedback that
This enhances employee satisfaction and productiv enables employees to understand what went wrong
ity, encouraging them to stick with your organization and how to avoid similar issues in the future. You can
for longer. Similarly, fostering leadership skills in your nurture this culture by establishing a system in your
employees prepares them to take on greater responsi- performance reviews that rewards employees for
bilities and grow in their careers. coming up with new initiatives.
If you are wondering how to build better leaders, 2. Organize Regular Soft-Skill training
especially in your mid-level management, here are five Soft skills enable employees to understand
tips to develop essential leadership skills: other perspectives, collaborate with their peers,
communicate well, solve problems, and develop
1. Promote Independent Thinking and resilience. Team building skills, for instance, allow
Autonomy leaders to motivate their team members, keep them
Preventing micromanagement is the first step to accountable, steer them toward their individual goals,
strengthening employee leadership skills. Your and foster mutual trust. Emotional intelligence skills
employees should receive the support to take on allow leaders to better connect with and support
responsibilities and make decisions independently. their team members, especially during challenging
For example, it’s important to encourage managers moments. Similarly, decision-making skills help
to set clear expectations and goals for their team managers and team members produce effective
members before beginning a new project or entering outcomes that benefit the organization. Regular
a new performance period. Remind managers to soft skills training programs can promote a positive
allow their team members to come up with ideas workplace and mindful leaders.
Five Tips To Build Better Leaders In Your Organization
3. Develop Effective Mentorship impact on project outcomes. That’s why C-level

Opportunities leaders must perform in a way that inspires
Effective mentoring allows experienced employees to employees. They should embody your organization’s
show beginners what it takes to excel, and it can be culture in their management strategies while
a great way to help all parties build leadership skills. empowering employees to work towards strategic
Compared to other techniques, mentoring is relatively goals and connecting them with an overall
inexpensive and less time-consuming. Simply identify purpose. Employee growth and development should
experienced employees whose leadership qualities be at the forefront of their minds. More than anything
are consistent with your organizational values and else, they should take a compassionate approach and
pair them up with less-experienced coworkers. lead with a strong sense of responsibility.
Mentors can then determine what their mentees
require to succeed, help them set clear goals, teach Building Better Leaders
them how to overcome setbacks and more. Taking steps to cultivate leadership skills among your
employees could transform your work environment
4. Delegate Tasks Effectively for the better. As a result, your employees will be able
The kinds of projects your employees work on play a to approach their work with greater motivation and a
huge role in shaping their leadership skills. Assigning stronger sense of achievement.
high-impact tasks that involve a significant amount
of planning, collaboration, execution, and monitoring
will truly help your employees understand the nuances
Chandrashekar LSP, is Senior
of their work. This will also allow them to handle Evangelist at Zoho Corp.
greater responsibilities and make key decisions
effectively. Managers should divide high-impact
tasks among team members rather than completing
all the important tasks themselves. This ensures all Would you like to comment?
employees have an equal opportunity to develop prob-
lem-solving and project management skills.
5. Encourage C-level Leaders to Set an

Example
How your organization’s C-level leaders conduct
themselves among employees can have a huge
Top Pick
Mistakes To Avoid
When Launching A
Learn how to fit GBL into your employee
training strategy
By Christopher Pappas, The eLearning Industry’s Network
Game-based learning is best for reinforcement and

GBL Training Pitfalls and Implementation
knowledge refreshers. It can also be used to bridge
Tips
more targeted skill gaps. For more comprehensive
If every business could move beyond the
training challenges, you might consider a gamification
misconceptions surrounding game-based learning
strategy that involves incentives. Which we also
(GBL), they’d probably rethink their entire employee
discuss in the new downloadable guide.
training program. Badges, points, levels, and serious
games don’t have to be distractions. You just need
to know the basic rules of GBL training to implement 2. Unclear budget and implementation timeline
a successful strategy for onboarding, compliance, You don’t know how much you have to work with
certification, and performance management. This and which resources you have on hand. Nor are you
versatile approach allows you to track competencies, certain of the implementation time window. These are
impart real-world experience, and boost employee all factors that must be ironed out beforehand. Set
engagement. Our guide can help you design a realistic budget that accounts for reusable assets
an effective framework. But first, let’s review and upkeep costs. Then develop an implementation
some of the most common mistakes to avoid in timeline that includes every task, milestone, and
gamification design. team member assignments. Meet with your L&D
department to get their input and evaluate their
current workload. Do they have the time, experience,
5 Mistakes to Avoid When Creating Your
and resources to develop GBL activities, or should you
consider outsourcing?
1. Not knowing the limitations
Game-based learning is not the miracle cure-all. 3. Don’t have the right tools
It won’t bridge every gap in under five minutes or Game-based learning isn’t reserved for pro game
remedy all your compliance issues. The secret is designers, but you need the right tools to lessen
knowing GBL training limitations in advance so that the learning curve. Preferably, software with built-in
you can incorporate them into your existing strategy. assets to reduce costs and speed up development
Mistakes To Avoid When Launching A GBL Training Strategy
time. Rapid authoring tools are usually the go-to gaps impede their work performance and explore all
platforms because they’re easy to use and have a the risks involves. As well as the consequences they
resource library. For example, they might feature can expect if they fail to meet company standards or
game templates, customizable badges, and cut-out break the rules.
characters. Look for tools that are compatible with
your LMS to avoid additional replacement fees. Test This article first appeared here.
out the top choices to check for intuitive UIs and
multimedia integration.
4. Your design is anything but mobile-friendly Christopher Pappas is the Founder

Every gaming experience is packed with need-to-know of The eLearning Industry’s Network.
info and supports your eLearning objectives. But Christopher, who holds an MBA, and an
does everyone get the same benefit from your online MEd (Learning Design) from BGSU, is
training? What about mobile users who must swipe an eLearning blogger, EduTechpreneur,
eLearning analyst, speaker and social
and tap their way to the end? Your training games
media addict.
must be mobile-friendly to improve accessibility
and foster an inclusive training environment. Not
to mention make employee development more
convenient for remote staffers. Would you like to comment?
5. Games don’t align with desired behaviors

A major mistake that GBL designers make is to
focus on the entertainment value of training games.
They want to keep employees engaged, even if it’s
at the cost of the training objectives and goals.
The top priority should be the behaviors, skills, and
competencies you need your employees to develop.
Games must show staffers how negative behaviors or
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How Caring Leaders
Nurture And Grow
Collaboration
Collaboration is much more than
people working together
By Bob DeKoch, Limitless and Phil Clampitt, University of Wisconsin-Green Bay
C aring leaders know that they can’t bark a drill

sergeant’s “Collaborate now!” command. Rather,
cultivating collaboration requires a mindset similar to a
master gardener committed to blending the right soils,
planting the right seeds, and nourishing growth.
First, they foster a commitment to collaboration. For

some people, committing to collaboration is as natural
as cooperating on family chores. For other people,
collaborative opportunities resemble a dysfunctional
family outing. For some hyper-competitive people,
collaborative opportunities dissipate because
their egos will not allow others to win. Professor
Morten Hansen of INSEAD studied the challenge of
collaboration and noted that these “lone stars” deliver
on their numbers “big-time” but their “behaviors
run counter to the teamwork that the firm is trying
to install.” the right time and avoid the desire to fill silence at the
wrong time.
Second, they ensure they have the right structural
elements—or the right soil and seeds to cultivate Caring leaders recognize that all three building blocks
growth. Structural elements include making sure the are necessary and self-reinforcing. For example,
right people are in the room, securing proper meeting leaders with excellent collaborative skills but without
spaces, and creating compelling agendas. the right people in the room will become frustrated
with the results. Likewise, assembling the right
Third, they build and use the right skills. Active people, who are not skilled, will be equally infuriating.
listening and empathy are a must, but so are question- Integrating these building blocks requires both the
asking skills. Caring leaders ask the right questions at visible and subtle strategies discussed next.
How Caring Leaders Nurture And Grow Collaboration
meeting summaries? Routinely evaluating the

Visible Practices for Collaboration
effectiveness of the meeting? These questions
These visible strategies emerged from our
represent the top complaints in many organizations.
observations and experiences about how to synergize
the core building blocks of commitment, structure,
and skill: 4. Co-develop meeting ground rules with the team.
Collaborative dynamics are acutely sensitive to the
media used for communication—a successful TV
1. Make sure the right people are in the room and
advertisement may not play well in print or social
participating at the expected level. Most collaborative
media.
opportunities occur during meetings of various types.
In the long run, caring leaders will be respected for

2. Use personal instruction manuals to jump-start
their collaborative approach to problem-solving,
collaboration in newly formed groups. When you buy
even if they’re not successful in every case. They
a new product, you receive an operating manual with a
will also be appreciated for their decisiveness when
list of dos and don’ts. Why aren’t people equipped with
collaborations fail. Collaboration is much more than
a similar manual? A personal instruction manual can
people working together; it is building a sense of
fill this gap.
community with a group of people who respect and
trust one another. They support each other and are
3. Assess meeting mechanics. Are meeting
able to disagree while finding a path forward. They
facilitators sending out agendas before meetings?
recognize that, together, they find better solutions than
Providing information before meetings? Sharing
anyone individually.
Bob DeKoch has over 40 years of executive leadership experience, which included 20 years leading
The Boldt Company, a $1 billion construction services and real estate development company. Bob is
currently the President of his own leadership consulting firm, Limitless,
Phil Clampitt is an award-winning communication and information science professor at the University
of Wisconsin-Green Bay and has over 40 years of experience in university teaching, ground-breaking
research, and business consulting.
They are co-authors of Leading with Care in a Tough World: Beyond Servant Leadership
t i o n 22 - 2 3
i c a r 2 0
P u bl alend a e d
em ent
HR
e oria C t h
l u p c o m ing elopm
D ev
d i t w and rning &

e ne e Lea
E c k
t h
out ploye
Che s in Em
ic .
top llence
e
Exc
1
Training and Measuring Productivity Jan 2023
of Remote Employees
2 Learning Personalization Feb 2023
3
The Future of Upskilling and Mar 2023
Employee Learning
4
Learner Engagement/ROI - Interview Apr 2023
Special
5
The State of Coaching and May 2023
Mentoring
6 Internal Mobility June 2023
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13 Targeted Publications
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Informing, Educating, Enlightening and Assisting HR professionals
in their personal and professional development, the Excellence
series offers high-quality content through the publications!
Like to submit an article? Use our online submission form or for more information go to www.hr.com/ExcellencePublications

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JANUARY 2023 • Vol.10 • No.

Excellence Publications A pandemic, mass resignation,

Employee Learning & Development Become a Member Today

SEP 2017 • Vol. 5 • No. 09

Use these invaluable Training

In a world of unparalleled challenges (global pandemic, racial injustice, politi-

Excellence publications are my ‘go-to’ resource for contemporary and action-

Julie Winkle Giulioni

I regularly read and contribute to Leadership Excellence and Talent Manage-

Dr. Beverly Kaye

We’re eager to hear your feedback

By Eimile Tansey, ATI Physical Therapy

I n 2021, U.S. workers left their jobs in record numbers

To help ensure training and professional development

Any organization can use these guidelines to have a

●● Start with your people to understand what is

Join us to learn how to maximize the potential of your people

This complimentary 2-day virtual event will include expert

Examples of session topics include:

 strategies and solutions to help HR improve employee

In addition, this event will also explore the role of emerging

Register for Free

By Dr. Jonathan H. Westover, Woodbury School of Business (UVU)

A s a university professor, I am well acquainted

the needed support when we are facing the daunting

View growth and abundance as collaborative: Sus-

Below are four tips to start you on an abundance path

Surround yourself with an abundance-minded

By Janice Burns, Degreed

A cross the globe, business leaders are watching

also provides incentives for an employee to remain

term growth potential and innovation efforts. Instead

Some companies may upskill to make their marketing

When learning and upskilling activities are tied to

Janice Burns is the Chief People

Learning Is the Foundation of Everything

Companies that choose to cut back on their learning

W ith 2022 firmly in the rearview mirror and the

-- By Jaime Vos, AEM Senior Director

With so much change taking place in 2022, ●● Employee values

3. The Ongoing Impact of Supply Chain -- By Jason Malcore, AEM

public relations teams are in a new normal of crisis

By Stephen Rapier, Pepperdine Graziadio

are incentivized to take further

If past patterns are an indication

Evidence of completion, tied together in a sequence of

For HR Professionals For Your Organization

Show that management values the Certified HR professionals help

Ensure that each person in your HR HR Professionals lead employee

Place your HR team in a certification

CALL TODAY TO FIND OUT MORE

Group Rate Options

overall length of the course.

CALL TODAY TO FIND OUT MORE

By Jason Richmond, Ideal Outcomes

F or years technical skills ruled the roost. Mastery of

●● Empathize. Use constructive group sessions for all supervisors

●● Naturally inspire individuals to commit to the

Leaders should deploy team-building exercises, ●● Simultaneously address recent initiatives

●● Recognize innovative ideas and follow through

Employee Success And

By Krystal Lamoureux, Pearson

E mployees are the backbone of your business. They

strategies and solutions to help HR improve employee