[Trainingmag 2012/7-8] I WANT A JOB THERE

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Training Legends Tell All
Motivation Misunderstanding
Building Careers with Training
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JULY/
AUGUST
2012
Employee
engagement
secrets from
companies on
Fortune’s Best
Companies to
Work For and
Training’s
Top 125 lists
I want a Job
THERE

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I Want to Work There!
Employee engagement secrets from companies on Fortune’s
Best Companies to Work For and Training’s Top 125 and
Hall of Fame lists. BY LORRI FREIFELD
Motivation Misunderstanding
Executives often believe employees are motivated by
external incentives such as money, while they themselves
claim to be motivated by internal factors such as
autonomy. But employees claim the reverse is true. The
reality: What we believe can make a big difference in
employee engagement. BY DavID FacER, Ph.D.
Engagement Means Everyone
While HR is responsible for the process of measuring
and driving engagement, improving it is actually
everyone’s responsibility. And that means reducing the
barriers to productivity to drive business performance.
BY caROL PattOn
Legends in Learning
Ten of the training industry’s most successful professionals
reveal their success drivers and talk about how to effectively
motivate and develop employees.BY MaRLa LEPORE
Incentive Is in the cards
While the most effective way to engage employees during
training is to provide pertinent information that helps
them do their jobs better, handing out gift cards can add
excitement and reinforce key points. BY PauL nOLan
JULY/AUGUST 2012 VOLUME 49, NUMBER 4
Training Vol. 49, No. 4 (ISSN#0095-5892, USPS #414-190) is published six times a year in January/February, March/April, May/June, July/August, September/October, and November/December by
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www.trainingmag.com
FEatuRES
COVER PHOTOGRAPHY: SHUTTERSTOCK
38 career Builders
Training clearly goes beyond course development,
measurement, and reinforcement. At forward-
thinking companies, the Training function also
helps employees create career road maps to keep
moving ahead. BY MaRGERY WEInStEIn
42 committee commitment
Creating the perfect governing body to power
talent development and learning is a balancing act
between centralized control and enough delegation
to lines of business to keep content relevant.
BY MaRGERY WEInStEIn
48 Strategies for Success
Training magazine taps 2012 Training Top 125 winners
and Top 10 Hall of Famers to provide their learning and
development best practices in each issue.Here,we look
at strategies for employee engagement and coaching.
2 Online tOc Web-only content
4 Editor’s note Engagement Party
BY LORRI FREIFELD
6 training today News, stats, and business
intel BY LORRI FREIFELD
10 Soapbox Employee Engagement—Why Care?
BY ROSS taRtELL
12 Soapbox Integrating Training and Performance
Appraisal BY DR. DOnaLD L. KIRKPatRIcK
14 how-to Journal the Journey BY JaSOn WOMacK
15 World view Focus on Spain BY ROB GIaRDIna
54 Best Practices Training Across Time Zones
BY nEaL GOODMan
56 training magazine Events Blowing Up
the Classroom? BY tOnY O’DRIScOLL
58 trainer talk Strokes of Genius BY BOB PIKE
60 talent tips Real Engagement: One Person
at a Time BY ROY SaunDERSOn
64 Last Word Less Teaching...More
Learning BY MIchaEL ROSEnthaL
DEPaRtMEntS
16
16
26
30
32
36
training JULY/AUGUST 2012 | 1www.trainingmag.com

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Is Your Talent Assessment Center Letting You Down?
How to identify and develop high-potential employees and position the
company for long-term success.
http://trainingmag.com/content/your-talent-assessment-center-letting-
you-down
The Changing Face of Training
Employees can bring their brains, ideas, and energy to the workplace,
but you have to develop and nurture the skills they need to be
innovative and creative.
http://trainingmag.com/content/changing-face-training
Where Are Your New Leaders Coming From?
Restoring bench strength for success today and tomorrow.
http://trainingmag.com/content/where-are-your-new-leaders-coming
Developing Skills in Irrationality
What we have lost in our sales approach is the understanding of the
importance of the non-logical, emotional, and non-rational components
of decision-making.
http://trainingmag.com/content/developing-skills-irrationality
Mission Impossible
Millions of people are successful at what they do but have never done the
impossible. Discover The Seven Guideposts to Achieving the Impossible.
http://trainingmag.com/content/mission-impossible
Interested in writing an online article for www.trainingmag.com?
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editor’s note
Lorri Freifeld
lorri@trainingmag.com
I
have to say I LOVE my job (and, no, my publisher did not pay me to write
that). I thoroughly enjoy writing and editing, moderating Webinars, and
overseeing the Training Top 125 application process, and I adore the training
industry. Now that’s not to say there aren’t aspects of my job I don’t love a little
less than others (can anyone say e-newsletters?), but on balance, there’s nothing
I’d rather be than editor-in-chief of Training magazine—and
that means I’m fully engaged in my job.
I’m one of the lucky ones. More than 70 percent of U.S. em-
ployees are either actively disengaged or neither engaged nor
disengaged, according to a recent Avatar HR Solutions survey.
And a Right Management survey of 411 employees in the U.S.
andCanadafoundthattwo-thirdsareeitherunsatisfiedorsome-
what unsatisfied with their current job. Such lack of engagement
quickly leads to lackluster results, productivity losses, and low
organizational morale.
So the $64,000 question is: What can organizations do to
foster employee engagement? And what role does—or should—the Training
department play?
Toanswerthatquestion,welookedatthe2012Fortune100BestCompaniestoWork
For list to find leaders in employee engagement and cross-checked it with our 2012
TrainingTop125 andTraining Top 10Hallof Famelists,whichboastleaders intrain-
ing. It turns out 19 companies appear on both the Fortune and Training lists, so we set
about finding out what makes their employees so enthusiastic, how they use training
to stoke that fire, and how they measure their success. Check out p. 16 for 12 of their
stories,plustipsyoucanapplyinyourownorganization.(Anddon’tforgettoapplyfor
the2013TrainingTop125awards—downloadtheapplicationtodayat:http://training-
mag.com/content/download-2013-training-top-125-application)
Several of the organizations pointed to career development as a significant key to
engagement. We delve further into that topic in “Career Builders” on p. 38. Interest-
ingly enough, executives often don’t realize how important this and other “internal”
motivating factors are to employees. Check out p. 26 for more on this “motivation
misunderstanding.”
Likewise, many companies miss the boat when it comes to employee recognition.
The Spring 2012 Workforce Mood Tracker report from Globoforce shows that 55
percent of respondents would leave their jobs for a company that clearly recognized
employees for their efforts. See p. 36 for tips on using gift cards to both recognize and
motivate employees.
Speaking of recognition, don’t miss our “Legends in Learning” feature on p. 32, in
which we honor 10 of the training industry’s most successful professionals and find
out what has kept them motivated throughout their decades-long careers. I hope my
motivation remains just as strong for the next 20 years of my career—and yours!
Engagement Party
Training EdItorIal advIsory Board
Raymond D. Green, CEO, Paradigm Learning, Inc.
Bruce I. Jones, Programming Director,
Disney Institute
Nancy J. Lewis, former CLO and VP, ITT
Corporation, and former VP, Learning, IBM
Rebecca L. Ray, Ph.D., Managing Director,
Human Capital, The Conference Board
Nick Schacht, President and CEO, Learning
Tree International
traInIng top 10 Hall of famE
Brent Bloom, Senior Director, Global Talent &
Development, KLA-Tencor Corporation
Cyndi Bruce, Executive Director, KPMG
Business School – U.S.
Jim Federico, Senior Director, Platforms &
Operations, Microsoft Corporation
Gordon Fuller, Global Design & Development
Leader, IBM Center for Advanced Learning
David Gauci, Director, Worldwide Talent &
Organization Capability, Pfizer Inc.
Craig Gill, National Director, Leadership and
Professional Development, Deloitte Services LP
Daniel J. Goepp, Managing Director, Learning
& Development, PricewaterhouseCoopers, LLP
Vicente Gonzalez, Learning and
Development, Booz Allen Hamilton
Donald Keller, Chief Learning Officer and VP,
Global Education & Development,
SCC Soft Computer
Diana Oreck, VP, Leadership Center,
The Ritz-Carlton Hotel Company
Kevin Wilde, VP, CLO, General Mills, Inc.
2012 top 10 yoUng traInErs
Bruce Baumgarten, AAA University
Executive, AAA NCNU Insurance Exchange
Josh Bodiford, Manager, Learning
Development, Cerner Corporation
Minette Chan, Training Program Manager,
Ooyala
Stephen D. Evans, Training Manager, URS
D’Anna Flowers, IT Training Manager,
Accretive Health, Inc.
Jason Forrest, Chief Sales Officer,
J Forrest Group
Katie Mulka, Director, Training,
Quicken Loans
Anil Santhapuri, Assistant Manager,
Human Resources, CGI Information Systems ad
Management Consultants Private Limited
James Sokolowski, Director, Global Learning
and Leadership Development,
Savvis, a CenturyLink Company
Danielle Tomlinson, Senior Director,
Global Training, Red Hat
PhotograPhbyPatrICEargaNt

www.coachingredeﬁned.com
Forget
Fear.
Forget
Money.
Get to the heart of
what motivates people.
Using fear and money to motivate your employees
won’t make them work harder or love your company
more. The reality is that behind every unproductive and
disengaged employee in your organization, a coaching
and leadership problem is waiting to be solved.
If you want your managers to inspire and lead today’s
workforce, you need coaching that taps into the
internal motivation of employees – the real force
behind engagement and performance. Redeﬁne
coaching to boost morale, sustain engagement and
get to the heart of what moves people.

HigH-potential talent wHo were tHemselves mentored, coached, or
sponsored to advance in their careers are more likely to “pay it forward”
by developing the next generation of leaders, according to a Catalyst
report, “Leaders Pay It Forward.”
And paying it forward pays back: It benefits not only protégés but leads
tocareeradvancementandcompensationgrowthforthoseprovidingthe
assistance—$25,075 in additional compensation between
2008 and 2010, according to the report, which is based on
responses from 742 full-time employees who had attend-
ed full-time MBA programs.
Why? It may be that developing other talent creates more
visibility and a following within the organization for the
high-potentials who are doing the developing, which leads
to greater reward and recognition for the extra effort.
Women, the report finds, are even more likely than men
to develop other talent. Sixty-five percent of women who
received career development support now are developing
new talent, compared to 56 percent of men. And 73 per-
cent of the women developing new talent are developing
women, compared to only 30 percent of men. This finding
helps bust the oft-cited “Queen Bee” myth that women are
reluctant to provide career support to other women and
may even actively undermine each other.
The report found that the men and women who are
more likely to be developing others:
• Have themselves received develop-
mental support (59 percent) vs. those
who have not received this type of
support (47 percent).
• Were sponsored (66 percent) as
opposed to not receiving sponsor-
ship (42 percent).
• Are in senior executive/CEO-level
positions (64 percent) vs. those at
non-managerial levels (30 percent).
• Are more proactive when it comes to
their own career advancement (63
percent) vs. those who are relatively
inactive (42 percent) with regard to
their own career advancement.
The report poses key questions for
companies to consider, such as: How
is your organization creating a culture
of talent development? What will mo-
tivateyourtalentto“payitforward”to
the next generation of leaders?
by Lorri Freifeld
TO SUBMIT NEWS, research, or other Training Today tidbits, contact
Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com or 516.524.3504.
news, stats, & business intel by Lorri Freifeld
Always Be Ready
Here is a great strategy for increasing productivity, one that is especially helpful
on busy days (back-to-back meetings) and when you return from a long weekend
or vacation and have a lot of catch-up work to do:
Identify about a dozen 10- to 20-minute activities you need to do over the
next 10 days. Bring these small work chunks
with you wherever you go. While waiting for a
meeting to start or for a delayed flight to depart,
you’ll be able to reply to an e-mail or phone call;
in other instances, you might have enough time
to review materials for a project you are working
on. If you’re prepared, you also can confirm
appointments, draft responses, or map out a
project outline.
I can promise you that sometime during the
two weeks, someone is going to arrive late for
an appointment, cancel a meeting, or otherwise
keep you waiting. When that (inevitably)
happens, you can review your inventory and
pick something—anything—to work on.
Identifying and planning for these blocks of
“extra” time can be a key to increased profitability.
As you plan for the coming month, make
optimizing your productivity a priority. Start with
this one idea. Focus on saving time, doing deeper
thinking, or fixing problems that get in the way of
higher performance.
By Jason w. womack, med, ma
www.womackcompany.com | www.twitter.com/jasonwomack | Jason@WomackCompany.com
Products & Services >> Engagement Fur Real >> Tech Talk p. 8
Paying It Forward Pays Back
Productivity Coach’s Corner

Do you want to motivate your entire base of team members? Chances are your organization wants
to make this happen. Yet you probably are limited by the constraints of time and budget.
Fortunately, there are many inexpensive motivation solutions that will work well with your team
members of any level and education. Here are three quick tips you can use immediately in your
entire organization (watch the video at http://vimeo.com/victorprime/tmjuly to see three-time
Super Bowl winner Mike Ditka discuss this topic):
1. Provide impact: Team members of every rank and generation are more motivated when they
understand why their work is meaningful. Is your janitor just cleaning up? Wouldn’t it be better if
he felt he was creating a healthy environment in which everyone can excel? Is your admin, Bob,
just scheduling meetings or is he empowering CEO Jennifer so she can lead? Is your CEO just
running things, or is she providing vision? Show your people their big-picture impact.
2. Give a reason: Study after study demonstrates that if you give someone a reason when
making a request, that person is more motivated to help you. So instead of asking someone to
bring you coffee...ask them to bring you coffee so you can wake up and handle the day better.
You’ll see that people relate to you and want to be more helpful.
3. Incentivize: While it is a great idea to give out small incentive prizes such as movie
tickets, you can be even more economical. Start out with having your people write some simple
traditional paper thank-you cards to one another. Then mail the cards. You’ll be pleasantly
surprised at how motivation increases.
Want a free report on 10 simple motivational tactics you can employ today? Or want to see
more training videos featuring Mike Ditka and other top coaches? Visit www.VictorPrime.com
training JULY/AUGUSt 2012 | 7www.trainingmag.com
>> Under a partnership agreement,
Focal Press will make part of its
library of video-based training
covering film, video, postproduction,
visual effects, and motion graphics
products available via Class on
Demand’s secure online delivery
platform.
>> Georgetown University’s
McDonough School of Business in
Washington, D.C.; ESADE Business
School in Spain; and Brazilian
business school EBAPE/Fundação
Getulio Vargas are developing a
Corporate International Master’s
(CIM) degree program with plans
to begin in spring 2013. The one-
year program will be taught in three
11-day sessions in Washington,
D.C.; Rio de Janeiro; and Madrid;
one five-day session in Shanghai;
and online classes between the
four destinations. The program will
award three degrees—one from each
school.
>> Brainshark, Inc., a developer
of online and mobile video
presentations, was selected to provide
the exclusive rapid content creation
solution for use with Blackboard
Learn for Sales, a cloud-based
learning management solution that
is integrated into Salesforce CRM.
Brainshark enables users to add their
voice—along with video clips, survey
and test questions, attachments,
and more—to PowerPoint decks
and other documents to quickly
create interactive online and mobile
video presentations and e-learning
courses. Brainshark also introduced
new features in its SlideShark Team
Edition iPad app, including folders
to support easy content access and
management.
Partnerships&Alliances
That’s EnterTRAINment!
By Vic Sarjoo of VictorPrime
7. Stay humble.
8 Dejargonize.
9. Embrace management changes.
10. Make sure the good news you’re
hearing adds up and it keeps getting
better.
Why do otherwise brilliant and
successful people crash and burn
at work? A speechwriter for for-
mer GE CEO Jack Welch for
nearly 20 years, Bill Lane lays
out often-overlooked causes of
failure at work and shows how to
avoid them in his book, “Losing It”
(FT Books, June 2012). Here are his
10 tips for surviving and thriving at
work:
1. Be paranoid about keeping current.
2. Banish yes-people.
3. Make micromanaging look
good.
4. Hold a moral ethical compass.
5. Pay attention to the subtext of
jokes.
6. Work to do sustainably good
work, not just to get promoted.
Survive and Thrive at Work

>> SVI launched the 20 Dollar
Eval, a configurable Web-based
performance review system that
provides all of the features needed to
manage performance reviews, along
with on-demand downloading of
quality review reports, for as little as
$20 per report.
>> VitalSmarts released the fourth
edition of Crucial Conversations
Training, which teaches high-
leverage skills to improve dialogue,
relationships, and bottom-line
organizational results. The updated
course includes: updated videos, an
updated linear step-by-step model,
skill rehearsals, streamlined content, a
new instructional platform, and a new
post-training tool.
>> StormWind launched a new
model for delivering live and recorded,
HD-quality online training. HD Live
classes are accessible both during
a scheduled live class, as well as
a “Tivo-like” on-demand replay.
StormWind provides classes focused
on IT certification and business
training topics on Cisco, Microsoft,
VMware, project management,
leadership, and more.
>> Summit Training Source now
offers the opportunity for onsite
training and safety services via the
Summit Safety Alliance, a national
network of experienced safety and
health professionals who provide
clients with hands-on, technical
resources to assure compliance with
regulatory matters and to assist with
injury prevention.
>> Intellum unveiled a rebranded
and enhanced version of its learning
management system, Exceed LMS.
Enhancements include language
localization by individual learners,
integration with GoToMeeting and
GoToWebinar, automatic video
uploads, and new reporting features.
Products&Services
>> Citrix launched its new multimedia
Webcasting service, GoToWebinar
Premier Event, enabling the company
to support large-scale multimedia Web
events for up to 20,000 attendees using
streaming video and audio with pay-
per-event pricing and dedicated support
before, during, and after the event.
>> Wildly Different developed the iPad
Hunt, a new twist on the traditional
teambuilding hunt that features
interactive tech-driven clues that may
involve video, photographs, and/or
puzzles. Some clues may involve props
or other items, such as a QR code, that
must be paired with the iPad to solve
them.
>> Jobscience Inc. launched a
Facebook Job Board application for its
Recruiting solution. This new social
recruiting app enables corporations,
staffing agencies, and executive search
firms to post and manage job openings
on their Facebook business page from
within Jobscience’s Applicant Tracking
System (ATS). Jobscience customers
avoid the complexity and extra time
needed to manage two separate job
boards—one on their Website and
another on their Facebook page.
>> Touch of Life Technologies
(ToLTech) developed a virtual reality-
based cystoscopy simulator to train and
evaluate urologists on the procedure of
injecting Botox into the detrusor muscle
of the bladder to treat incontinence in
adults with overactive bladders due to
a neurologic condition.
Over the last five years, Petco has
worked to engage its more than 1,500
store, field, and support center leaders in
the company’s overall business strategy.
Petco believes that engaged, well-trained
managers create knowledgeable front-line
associates, who, in turn, drive customer
engagement and loyalty in a process Petco
calls the Engagement Profit Chain. The
company also linked its business strategy
with expected leadership behaviors and
practices of its managers in order to deliver
results. To achieve its goals, the company
engagedRoottoimplementtheRootCom-
pass Manager Development Program and
called it “Leading at Petco.”
Petco leaders improved their teams’
connectivity and engagement using
three strategic Learning Map modules
developed by Root. These creative and
visual tools use icons, infographics,
drawings, conceptual illustrations, and
metaphors to present the Petco strategy
in a way that connects each individual’s
actions to the company’s goals, and helps
create action plans for moving forward.
Petco also worked with Root to provide
leaders with a program focused on seven
keyareasofskillbuildinganddevelopment:
understandingthebusinessstrategy,know-
ing their specific role in supporting that
strategy, connecting their team to the strat-
egy, setting clear expectations, building
effective working relationships, coaching
and developing, celebrating wins, and con-
tinual follow-up.
As a result of these efforts, Petco:
• Trained more than 1,500 company
leaders in small groups.
• Increased its customer loyalty index
by 5 points.
• Increased manager effectiveness by
2.6 percent.
• Raised its associate engagement index
by 7 points.
EngagementFurReal

soapbox
An engaged workforce that performs with energy, focus, and
commitment is critical to organizational survival. By Ross TaRTell
But today, as economic constraints are easing,
employers are faced with the re-emergence of
competition for talent. A 2011 worldwide study of
almost 11,000 employees by consulting firm Bless-
ing White reported a disturbing trend: Only 61
percent of employees report that they plan to stay
with their current employer through the next 12
months. That means that four out of 10 employees
hope to leave their current employer during the
next year—a possibly devastating talent drain.
The Blessing White study reported both good
news and bad news about engagement levels.
The good news is that engagement levels gener-
ally have been stable through the recession, but
the bad news is that fewer than one-third of em-
ployees report being engaged on the job. This
finding of low levels of employee engagement is
reinforced by the Society for Human Resource
Management’s (SHRM’s) 2011 Employee Job Sat-
isfaction and Engagement study, which reports
that “all the surveys, from Gallup to Towers Wat-
son, consistently show that only a small minority
of employees feel fully engaged at work.”
Why Is EngagEmEnt Important?
People who are engaged by their work have a sense
of urgency, focus, enthusiasm, and intensity. The
SHRM study reports: “People who are engaged are
determined to accomplish their work goals and
are confident they can meet the goals.” In today’s
Employee Engagement—
Why Care?
Ross Tartell is Learning
& Development Manager
– North America for
GE Capital Real Estate.
He is also an Adjunct
Associate Professor
of Psychology and
Education at Columbia
University. Dr. Tartell
has expertise in the
areas of learning
and development,
talent planning,
and organizational
development. He
received his M.B.A.
in Management and
his Ph.D. in Social
Psychology from
Columbia University.
O
ver the last decade, employee engage-
ment has developed as a vital component of
Human Resource strategy. But economic re-
alities during the last few years have narrowed the
focus of some companies to concerns about cash
flow and sales, leaving employee engagement for-
gotten amid the imperative for economic survival.
Stagnant growth and high unemployment character-
ized an environment that caused many employers
to act as if employees were lucky to have a job and
could easily be replaced if they didn’t produce.
fight for survival, organizations must
have a highly engaged workforce. A dis-
engaged staff can be a major cause of a
spiral into insolvency.
The payoff of an engaged workforce
is highlighted by two studies conduct-
ed by Towers Watson:
• A one-year study of 50 global
companies compared those with
highly engaged employees to those
with low engagement. This study
reported a 19 percent increase in
operating income and 28 percent
growth in earnings per share for
companies with highly engaged employees.
Companies with low levels of engagement saw
operating income drop by 32 percent and earnings
per share decline 11 percent.
• Another study looked at 40 global companies
over a three-year period. This study found a
spread of 5 percent in operating margin and
a spread of 3 percent in net profit margin
between companies with high employee
engagement and those with low engagement.
Clearly, an engaged workforce is critical to busi-
ness success.
hoW Can you ImprovE
EngagEmEnt LEvELs?
Low levels of engagement are a significant com-
petitive disadvantage. But while the problem is
important, most companies do not realize that
significant improvement in engagement levels can
be accomplished through a set of human interac-
tions focused on a few vital areas.
Six leverage points significantly affect engage-
ment levels:
• Quality of interaction with the direct supervisor
• Strategy and objectives
• Meaningful work
• Developmental opportunities
• Adequate resources to get the work done
• A culture of support, ethics, and performance

Quality of interaction with the direct supervisor.
Blessing White points out that the dialogue
between manager and direct report “is at the
heart of high engagement and sustainable per-
formance.” Remember the old adage: “People
don’t leave companies, they leave managers.” It
is through the ongoing manager/direct report
dialogue that almost all the key engagement le-
verage points begin to take shape. Without this
sometimes challenging, always candid and re-
spectful dialogue, none of the other drivers of
engagement have a chance to make a difference.
Strategy and objectives. Two factors are critical if
strategy and objectives are to be a positive force
for engagement. The first is that they are defined
and communicated. Without clear understand-
ing of the objectives, there can be no focus.
Second, there must be a certain level of confi-
dence that the strategy will work. After all, who
wants to work on something that likely will fail,
even if the cause is noble?
Meaningful work. Possibly you know the apoc-
ryphal story of the three bricklayers. Each was
asked what they were doing. The first said he was
laying bricks. The second said he was building a
wall. The third replied that he was building a ca-
thedral. You can guess which bricklayer had the
highest level of engagement. People who work
on activities that have meaningful impact and
contribution tend to be highly motivated. This
point is reinforced by a McKinsey and Company
multiyear research project that reported, “Of all
the events that can deeply engage people in their
jobs, the single most important is making prog-
ress in meaningful work.” Ongoing dialogue
among supervisors and their teams can foster
this crucial understanding among employees of
the significance of their work.
Developmental opportunities. Most people value
the opportunity for personal development and
deeply appreciate someone’s interest in their
welfare and future. A manager’s respectful and
candid developmental discussions can be a
strong indicator of an organization’s commit-
ment to the individual. This type of constructive
dialogue, accompanied by practical developmen-
tal activities, shows a level of commitment and a
capacity to develop talent for the future that is
personal and constructive.
Adequate resources to get the work done. Every-
one wants to succeed, and success requires the
capacity to get things done. Motivation and en-
gagement suffer when employees struggle to get
the minimum resources needed to do the job.
A theory of motivation—Expectancy Theory
—talks about the likelihood of being able to
achieve a goal. If the goal is too hard to achieve,
then people will not be motivated because they
believe it cannot be attained. That doesn’t mean
a goal shouldn’t be difficult or a “stretch.” But
individuals need to believe that through their
efforts and sacrifice, there is a reasonable expec-
tation that they can achieve success.
A culture of support, ethics, and performance.
Then there is the culture. Is it a culture of support,
challenge, respect, trust, and achievement—or
is it highly politicized, destructive, and char-
acterized by a win-lose dynamic? The culture
needs to enable the creation of cooperative
bonds among people, so each person can feel a
commitment to co-workers and the team. That
establishment of a personal connection with at
least a vital few co-workers will reinforce engage-
ment and build a shared sense of responsibility
that results in support, commitment, and perfor-
mance, especially when the going gets tough.
The Learning ProfessionaL’s
resPonsibiLiTy
Managers can significantly influence engage-
ment levels through their communication and
their perspective. How they interact, the ex-
pectations they set, and how they support their
direct reports’ work and development can change
a bystander into a highly engaged colleague.
Senior leaders also play a crucial role through
communication of strategy by ensuring that,
whenever possible, there are adequate resources
to achieve important goals.
Clearly, much of what the leader needs to do
to increase employee engagement levels can be
shaped through learning. Learning profession-
als have a responsibility to their organizations to
ensure that perspectives and approaches critical
to successful engagement are built into curricula,
incorporated into developmental plans, and then
included in the talent discussions that shape the
future leaders of the organization.
Organizations face daunting challenges and
need to use every resource at their disposal to
stay competitive. An engaged workforce that
performs with energy, focus, and commitment
is critical to organizational survival. Address-
ing the issues that drive engagement levels is a
significant strategy to move from surviving to
thriving.

soapbox
Training and performance appraisal can work hand in hand if the
appraisal looks ahead at what can be done to improve employee
performance. By Dr. DonalD l. KirKpatricK
If you have a formal performance appraisal
program, you probably think of it as a Human
Resources program, with the main objective to
determine merit increases and make decisions
regarding promotions and other staffing issues.
This is the emphasis put on most performance
appraisal programs.
In the book, “Improving Employee Perfor-
mance Through Appraisal and Coaching, 2nd
edition,” I describe how an effective performance
appraisal program can have an objective of not
just making salary and promotion decisions
based on past performance, but of developing a
performance improvement plan and implement-
ing it with supervisory coaching. This puts it in
the same category as training, which is looking
ahead and developing practical programs that
result in improved performance. Both programs
rely on managers to work with direct reports to
maximize performance.
Training in many large organizations has
departed from the Human Resources depart-
ment and become a unique entity separate from
performance appraisal. In this case, I recommend
that the two departments work together to see
how they can integrate the functions. For exam-
ple, nearly all performance appraisal programs
identify strengths and weaknesses in an employ-
ee’s past performance. These weaknesses can be
translated into training needs, which are a basic
ingredient of practical training programs. The
needs of individual employees can be tabulated
and used to determine subject matter for training
programs.
Integrating Training and
Performance Appraisal
Dr. Donald l. Kirkpatrick
is professor emeritus
of the University of
Wisconsin and honorary
chairman of Kirkpatrick
Partners. He is a former
Training director and
Human Resources
manager. He is the author
of seven books, including
“Evaluating Training
Programs: The Four
Levels,” 3rd edition; and
“Improving Performance
Through Appraisal and
Coaching,” 2nd edition.
For more information, visit
kirkpatrickpartners.com.
T
raining and performance appraisal
have the same objective: to improve
performance, which means both be-
havior and results. To what degree does your
organization relate the two?
ImprovIng performance
How about the performance appraisal programs
themselves? Are they related to training? In some
organizations,theyarenot.Themanagercallsthe
directreportintohisorherofficeonceayeartogo
over the performance appraisal forms. The man-
agerexplainsandjustifiesboththeratingsandthe
meritincrease.Thedirectreportisgivenanopportu-
nity to ask questions, and the interview and process
are concluded for another year. More savvy orga-
nizations may include a self-appraisal by the direct
report.
I have simplified and perhaps distorted what ex-
actly takes place, but this is the general approach
in many organizations. Unfortunately, little or
nothing is said about what should be done to im-
prove performance, and rarely is any performance
improvement plan developed.
In some organizations, appraisals are done semi-
annually or quarterly, and performance is discussed,
but the overriding factor is still merit increases
instead of improved performance.
There is general agreement that the same ap-
proach should not be used for appraisals aimed at
salary decisions and improving performance, but
in both approaches, an appraisal of performance is
necessary. The main difference is that performance
appraisal looks back, and training looks ahead.
Another difference is the use of self-appraisal, in
which the direct report completes a self-appraisal
using the same form as the manager, and forms are
completed in pencil and subject to change. The at-
mosphere of the interview is different in appraisal
and training discussions. In salary decisions, it
is mostly a one-way conversation, with the ratio
of discussion averaging about 90/10 manager to
direct report. In the interview aimed at future per-
formance, the ratio is about 50/50.
In performance improvement conversations, the
direct report needs to agree that the appraisal is fair,
or there is no sense in going further. Input from the

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directreportisalsousuallynecessary.Onceemployee
strengths and weaknesses are confirmed, one weak-
ness should be converted into a mutually agreeable
training need. The manager and direct report then
jointly develop a performance improvement plan,
and define each of their roles in accomplishing
it. The manager subsequently develops a coach-
ing plan to ensure that what was agreed upon
gets done. Improved employee performance
results, because the manager and direct report
have worked together to accomplish what both
of them want—improved performance.
Be a Change agent
Yes, training and performance appraisal are
close relatives if the performance appraisal
looks ahead at what can be done to improve em-
ployee performance. If you are responsible for
performance appraisal, see how you can be a
change agent involving training. Look at your ob-
jectives, forms, and procedures and talk with the
training team to see how your appraisals can be
turned into training needs.
If you are a training professional, either under
Human Resources or part of a corporate university,
get together with the performance appraisal profes-
sionals to see how you can work together to improve
employee performance and productivity.
One final thought for trainers: Put coaching skills
on the top priority list for management development
trainingandtieitinwithyourperformanceappraisal
program. While you are at it, include a module on
how to conduct an appraisal interview. This will help
tosolidifythecloserelationshipbetweentrainingand
performance appraisal.
Put coaching skills on the top
priority list for management
development training and tie
it in with your performance
appraisal program.

W
e love to read about life. We talk about
what happened, who’s doing what, and
where people are going.
For the next five weeks, follow your own
story. Make a point to acknowledge what you
did, how things are going, and where you plan
to focus your attention next. As they say, it’s not
only reaching the destination, but the journey
you can learn from, as well. Journaling the jour-
ney is one way to look at your best efforts, and
make them even better.
At the end of every day, I write about 100 words
in a small journal I keep on the nightstand.
There are three time zones I journal the journey
in: the past, the present, and the future.
When I capture what happened, I look at:
where I was, who I was with, even what I was
thinking. I look for and recognize surprises,
good things, or when I was discouraged. Final-
ly, I spin out of the past with the question, “If I
were in that circumstance again, what might I
do differently?
Next,there’sthepresent.Icapturethethoughts,
feelings, worries, or plans that are “right there”
calling for my attention. Am I tired? Enthusias-
tic? Am I feeling hopeful? Or am I overwhelmed
or stressed?
And, of course, there’s the future. What’s com-
ing my way? What is six or 12 or even 18 months
out that, as I let the words land on the page, I can
begin to picture it, feel it, or hear it coming true?
Over time, I’ve collected a short checklist of
questions I can use to trigger my thinking, and
journal the journey. Here are just a few of the
ones I use, day to day:
What have I learned today? I know that every
day I will be given an opportunity to identify
something new. At the end of the day, I will note
anything I saw or heard for the first time and
indicate why I think it’s noteworthy.
What opportunity did I create? I ask myself who
I met, where I went, and what I saw that may
have a future opportunity. I’m not making a
to-do list; I’m practicing thinking bigger.
What questions were answered? Did a project
ship? Did a contract get signed? Did a mystery get
solved? Here is an opportunity to “close the day.”
I have found there is something about acknowl-
edging completion that is positive and relaxing. It
is a way to mentally “check things off.”
What question came up? Yes, I keep it to one
question, and while I’m writing, I avoid an-
swering it. Instead, I further clarify the WHAT
behind the question. Occasionally, the question
will transform itself while I’m writing.
Objective vs. subjective
I always remind my clients of the subjective/
objective nature of this journaling process. Objec-
tively speaking, it is important to keep some kind
of record you can look back on and review. This is
a significant part of the self-leadership and mastery
process. Subjectively speaking, it is a roller-coaster
ride. You’ll see the ups and downs, the days when
you were “on” and the ones when you got beat up.
When you go back and see these highs and lows,
you’ll do so with the gift of
hindsight. What seemed like
a big deal (or what seemed like
justalittlesomething)maywind
up being different now than
what you initially imagined.
There’s also going to be a nat-
ural cycle of review for you.
Whether it is monthly, quar-
terly, or annually, there are
benefitstoseeingwhatyou’vecapturedovertime:
• You’ll see where you were.
• You’ll build toward where you’re going.
To read the full-length article, visit
http://trainingmag.com/content/how-journal-journey.
how-to
Journal the JourneyFormalize the feedback loop by keeping a journal of what you do every day.
Acknowledge what you did, how things are going, and where you plan to
focus your attention next. By Jason Womack, mEd, ma
Jason Womack,
mEd, ma, is the
founder and CEO of
The Jason Womack
Company, which helps
individual contributors,
entrepreneurs, and
executives work
effectively and efficiently
so they have the time,
energy, and focus to
achieve more in work
and in life. He is also
the author of “Your Best
Just Got Better.” For
more information, visit
www.womackcompany.
com and www.twitter.
com/jasonwomack
or e-mail Jason@
Womackcompany.com.
It is important to keep some kind
of record you can look back on and
review. This is a significant part of the
self-leadership and mastery process.

world view
W
hile it is difficult to generalize about the
population of any country, this may be
more the case with Spaniards. Spain
has experienced dramatic change in the last 40
years, both in business culture and the society
in general. Individuals, as well as companies,
are at different points along that transformation
curve. Large differences can be found between
multinationalsandsmallandmid-sizecompanies—
especially family businesses. In addition, Spain
has one of the highest percentages of immigrant
population in Europe, calling somewhat into
question what a “typical” Spaniard is.
Nevertheless,wecansayingeneraltermsthatSpan-
ish culture is relationship oriented and somewhat
hierarchical, and the people are flexible, as well as
multi-focused in that they tend to divert their atten-
tionamongvariousissuesandobligations.Spaniards
generally will do their best to make the training ex-
perience warm, fun, and meaningful for everyone.
What Is ExpEctEd of thE traInEr
Participants appreciate dynamic sessions, humor,
and the occasional game. However, they generally
want that rounded out with theory and more tradi-
tional teaching practices. They expect a certain air
of seriousness and even a littleformalityfromtrain-
ers. It should always be clear who the expert in the
room is. Dressing well and one’s image in general
are important. Academic titles lend credibility, so
stress them when possible, perhaps by having some-
one formally introduce you.
Spaniards are generally flexible, but they want a
strong leader to provide at least an initial plan and
structure, and they expect to be “reined in” when
necessary. They like clear instructions, even though
they may not follow them to the letter.
What thE traInEr can ExpEct
Harmony within the group of participants is
important, especially if they work together, so par-
ticipants may try to avoid any possible conflicts.
They also may avoid disagreeing with those higher
in rank and may look to the highest-ranking man-
agers to answer first.
Compared to Northern Europeans, Spaniards
are relatively multi-focused, so interruptions, last-
minute changes, coming and going, lateness, and
ringing mobile phones are somewhat common-
place. There are often side conversations, but this
generally shows interest more than distraction or
boredom. A “well-behaved” group might be an
uninterested group.
Trainers and their knowledge and opinions are
respected, possibly to the point that Spaniards
may hesitate to correct or disagree with them, or
express dissatisfaction directly. Their informal
verbal feedback may differ from anonymous writ-
ten evaluations.
English language levels are generally low in
Spain. One effect of this is that some participants
may be a little embarrassed to speak in front of the
group, or may not want to venture an opinion if
they don’t think they have understood everything
that has come before. Nevertheless, they generally
like full-group discussion, especially in their own
language, if it is well moderated and everyone gets
a chance to speak.
Keep in mind that participants often don’t do pre-
and post-session work that is assigned. And jokes
and comments that may be considered politically
incorrect or even discriminatory in other cultures
are not unusual.
traInIng tIps
Spaniards are often loath to take risks in public, so
be careful that an activity doesn’t leave someone
feeling shown up or embarrassed. Set the stage for a
dynamic session by having learners participate ac-
tivelywithsomethingeasyandimpersonalearlyon,
and then through the session work up to things that
are more difficult or personal. Negative comments
are sometimes personalized, so be careful even with
constructive criticism, especially in front of others.
There are clear regional differences within Spain.
Although they don’t make for a different train-
ing experience, a trainer would be wise to at least
understand identity issues and, when appropriate,
acknowledge them.
Creating a pleasant and relaxed atmosphere is key.
When training in Spain, success will come through
building trust and focusing on the relationship. nt
Focus on SpainWhen training in Spain, remember that success comes through
building trust and focusing on the relationship. By RoB GiaRdina
Rob Giardina is a
senior associate with
Global Dynamics
Inc., a training
and development
firm specializing in
globalization, cultural
intelligence, effective
virtual workplaces,
and diversity and
inclusion. For more
information, visit www.
global-dynamics.com.
anna Zelno, president
of SIETAR Spain, also
contributed to this
article.

The firm’s research has found that the top three factors critical to employee engage-
ment relate to recognition (see sidebar on p. 22), career development, and the direct
supervisor’s relationship with employees. “Managers and supervisors are the key enabler
of their employees’ commitment to their job, organization, and workgroup,” Dustin
says. “And recognition and career development are directly linked to the manager.”
This leads to the conclusion that training can play a key role in developing an organi-
zation’s culture and increasing employee engagement. The $64,000 question, though,
is how exactly can training help organizations foster engagement?
To answer that question, we looked at the 2012 Fortune 100 Best Companies to Work For
list (produced by Great Place to Work Institute) to find leaders in employee engagement
and cross-checked it with our 2012 Training Top 125 and Training Top 10 Hall of Fame
lists, which boast leaders in training. Some 19 companies appear on both the Fortune and
Training lists (see box on p. 18), so we set about finding out what makes their employees so
enthusiastic, how they use training to stoke that fire, and how they measure their success.
Here are 12 of their stories, plus tips you can apply in your own organization.
www.trainingmag.com16 | JULY/AUGUST 2012 training
Employee engagement secrets from companies on
Fortune’s Best Companies to Work For and Training’s
Top 125 and Hall of Fame lists. By Lorri FreiFeLd
I Want
to Work
There!
“TGIM” (Thank God, It’s Monday) is phrase rarely heard from employ-
ees. But most organizations wish it were. Research continues to show that
engaged employees are productive employees. And productive employees
mean a bigger bottom line.
“We have conducted studies on Return on Engagement (ROE) and have
found that there is a distinct positive difference in business outcomes
(i.e., revenue, operating margin, customer satisfaction, etc.) from higher
engaged organizations versus organizations that score lower on engage-
ment,” points out Chris Dustin, senior vice president of Organizational
Development at Avatar HR Solutions.

www.trainingmag.com training JULY/AUGUST 2012 | 17

www.trainingmag.com
AmericAn Fidelity AssurAnce
“According to survey results, our colleagues say the top three
factors that make AFA a great place to work are our family
environment, our perks and benefits, and our customer and
colleague focus,” explains Jeff Forsythe, M.Ed, senior train-
ing specialist, American Fidelity Assurance (AFA). “AFA is
a family owned company and is committed to treating col-
leagues as family. The company offers generous health and
wellness options, 401(k) and a pension plan, a newly ex-
panded fitness center, on-site clinic, restaurant, and many
other great perks. We also are always striving to give our
customers better service, as well as make AFA an employer
of choice for our colleagues.”
David McLaughlin, M.Ed, Training team leader, notes that
the company is committed to an environment of continuous
self-improvement. “Whether it is through Lean initiatives,
training classes, succession planning, or mentoring pro-
grams, AFA is committed to getting better.”
AFA participates in The Great Place to Work Institute’s an-
nual survey as part of the annual Best Companies to Work
For list. “We benchmark against ourselves from year to year,
as well as against the other best companies in America,”
McLaughlin says. “We analyze the results of the survey
as part of our needs analysis process. This helps us deter-
mine what future and current training needs exist for the
company.”
Since employee engagement affects the success of the busi-
ness, Forsythe notes, AFA uses multiple surveys throughout
its front-line departments to measure customer satisfaction,
as well as colleague engagement. “Metrics are used in almost
all departments to measure various levels of productivity.
The president of our company has been very good about
being sure we keep the score, know the score, and post the
score.”
cApitAl One FinAnciAl cOrp.
Capital One Financial Corp.’s associates, culture, and work
environment make it a great place to work, says Crystal Reilly,
vice president of Capital One University. “We aspire to hire
great people and create an environment and opportunity for
them to be great—and training is a key piece of creating a
‘Best Place to Work’ environment for our associates.”
Furthermore, Reilly notes, “Capital One has a culture
focused around constant improvement guided by the
values of Excellence and Do the Right Thing. The value
of Excellence drives our associates to look for continuous
improvement in their jobs. Training is a critical element
in ensuring that associates have the skills to be successful
here.”
As a result, Learning is a critical part of all key busi-
ness initiatives and strategies, no matter how big or small.
And Capital One University’s vision—“equip, engage, and
inspire”—helps “ensure our associates are the best they can
be so they continuously are able to flourish in their careers
and support the business and its strategic priorities,” Reilly
explains.
Leadership also plays a big role. Each year, Capital One
Chairman and CEO Rich Fairbank hosts a series of full-
day sessions to give associates an in-depth look at what has
happened at the company over the last year and the strategy
he wants them to focus on in the coming year. In addition,
many leaders are involved as trainers in the onboarding pro-
gram, which all new associates attend. As part of this 1.5-day
class, leaders speak to new associates about the company
in general and their personal experiences. Each new asso-
ciate also is assigned a buddy to help adapt to the Capital
One culture and navigate day-to-day activities. Virtual
executive-hosted sessions are held throughout the year
to teach associates about career development, Capital
One earnings, customer strategies, and major company
initiatives.
At Capital One, associates are expected to “own” their
career and take personal ownership for their development,
Reilly explains. COU’s Career Development Centers have
career counselors who can provide specific advice and train-
ing and meet with associates one on one to guide them
through key career decisions.
To measure the effectiveness of employee engagement
initiatives, Capital One conducts an All Associate Survey
(AAS), specific pulse surveys, and targeted focus groups.
“Our associates’ opinions help shape our current programs
and the development of new initiatives to support them. Our
associates know that this honest and open feedback loop has
18 | JULY/AUGUST 2012 training
American Fidelity 94 47
Baptist Health Care 25 42
Booz Allen Hamilton Hall of Fame 84
Capital One Financial Corp. 31 98
CarMax 28 91
CHG Healthcare Services 21 9
Deloitte LP Hall of Fame 67
DPR Construction 85 13
Edward Jones 15 5
Ernst & Young Hall of Fame 59
General Mills Hall of Fame 63
Intel 34 46
InterContinental Hotels Group 91 100
KPMG Hall of Fame 94
Microsoft Hall of Fame 76
Navy Federal Credit Union 54 95
PwC Hall of Fame 48
Quicken Loans 53 10
Scottrade 57 3
linking trAining And engAgement
BEST COS.
TO WORK FOR
COMPANY TOP 125 RANK RANK

HOW CAN YOU ASSESS AND
DEVELOP YOUR LEADERS?
WITH THE MOST TRUSTED
360ºLEADERSHIP
ASSESSMENT . . .
Learn more at www.lpionline.com
Proﬁle for Sample Leader
Folder Name
April 22, 2011
Leadership Practices Inventory
2
© Copyright 2009 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.
The Five Practices Bar Graphs
These bar graphs, one set for each Practice, provide a graphic presentation
of the numerical data recorded on The Five Practices Data Summary page.
By Practice, it shows the total score for Self and the average total for each
category of Observer. Scores can range from 6 to 60.
Self Manager Direct Report Co-Worker Other
Model
the Way
5
10
15
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60
0
S
36.0
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M
6.0
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0
C
39.2
5
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0
O
36.0
Inspire
a Shared Vision
5
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0
S
42.0
5
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6.0
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0
C
40.7
5
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O
36.0
Challenge
the Process
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0
S
50.0
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36.0
The Five Practices Bar Graphs
These bar graphs, one set for each Practice, provide a graphic presentation
of the numerical data recorded on The Five Practices Data Summary page.
By Practice, it shows the total score for Self and the average total for each
category of Observer. Scores can range from 6 to 60.
Manager Direct Report Co-Worker Other
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Proﬁle for Sample Leader
Folder Name
April 22, 2011
Leadership Practices Inventory
14
Percentile Ranking
This page compares your Self scores and those of your Observers to the
scores of several thousand people who have taken this version of the LPI.
The horizontal lines at the 30th and 70th percentiles divide the graph into
three segments, roughly approximating a normal distribution of scores.Model
the Way Inspirea Shared Vision
Challengethe Process EnableOthers to Act Encouragethe Heart
Self (Line)
Other(Triangle)
Manager(Diamond)
Co-worker(Circle)
5
4
3
2
1
0
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0

created many of the current associate-focused initiatives
and programs, such as flexible work solutions and associate
networks.”
cHg HeAltHcAre services
CHG Healthcare Services believes in putting people first,
fostering a Return on Culture philosophy, and providing
an opportunity to make a difference in people’s lives. CHG
is built on the belief that having a great people-driven cul-
ture based on trust, open and honest communication, and
engaged employees directly translates into industry-leading
business results and exceptional service to its clients and
providers, says the CHG Learning & Development team. “All
training and development starts with this cultural-building
perspective. This means that we create learning and develop-
ment programs with the primary objective of increasing the
satisfaction and engagement of the participants or helping
improve culture, followed by skills development.”
CHG believes its leaders set the tone for the culture of a
team or division, and, therefore, “we spend significant train-
ing time developing new leaders on how to create a team of
engaged employees,” the CHG Learning & Development
team says. CHG’s Leadership Essentials and Development
(LEAD) program, for example, is a six-month training
program based almost entirely on training new leaders in
people leadership. Curriculum includes engaging employ-
ees, coaching, communicating effectively, learning to
recognize and appreciate employees, and building a
team culture. “Management tools such as budgeting,
forecasting, scheduling, and strategy take a back seat
in leadership development,” says the CHG Learning &
Development team. “Why? Because we know that lead-
ers do not achieve results; employees do.”
As such, twice a year, CHG’s CEO, president, COO,
and other executives travel around the country to meet
face-to-face with employees in every office to update
them on the company’s performance, goals, and initia-
tives. Employees are invited to submit questions and
comments in a variety of ways, including via e-mail
and in the CEO’s blog.
The annual CHG Employee Opinion Survey gives
employees an opportunity to express their views about
the company and what it can do to improve. The sur-
vey is e-mailed to all employees and covers a variety of
topics, including job satisfaction and growth opportu-
nities, quality of departmental and divisional output,
supervision and management, organizational com-
munications, employee relations, and organizational
culture. CHG’s executive team evaluates every score
and suggestion to determine what areas in the com-
pany need attention. Additionally, leaders throughout
the company receive customized reports based on the
survey data to help them develop action plans for im-
provements in their respective areas. They are asked to
involve their staff in developing these action plans.
In addition, every year, CHG tracks data that show
the correlation between employee engagement and
business results. Data across CHG show the relation-
ship between leadership 360-degree assessment scores,
employee engagement scores, and the variance to bud-
get. The CHG Learning & Development team notes
that leaders with high 360s consistently had teams
with high employee engagement survey scores and had
higher results compared to budgets.
delOitte lp
According to Craig Gill, national director, Talent Develop-
ment, Deloitte Services LP, top talent want three things:
engAgement Quick tips
• Establish a firm foundation of what you want to accomplish, then
define your culture and who you are as a company, and, finally,
execute on the plan consistently. Give team members the tools to
innovate and create an atmosphere where innovation is strongly
encouraged. Make employees feel they have a true stake in their
company’s success.
• Manage employee engagement as a critical business process. In
every business, there are at least some segments of the employee
population—critical talent segments—that have a disproportion-
ate impact on business success. Applying marketing and talent
management disciplines to those segments can yield actionable
information about decision-drivers that can be tailored to increase
engagement, retention, and business impacts.
• Create a culture that recognizes, appreciates, and embraces each
person’s unique skills and talents. These principles should be
supported by a learning and development platform that empowers
them to build relationships and grow their career their own way.
• Think holistically about engagement and employee development.
All the training in the world won’t help if employees don’t have
opportunities to apply what they learn.
• Tell employees why things are happening and how it affects them.
Share success stories and failures to help employees connect the
dots between what they do every day to something that has
meaning for them personally.
• Remember that employee engagement starts with senior and
executive leadership and a true shift in mindset to put people first.
Leadership must believe, adopt, and live the principles. This shift
will not happen overnight—it will happen incrementally, probably
over at least three to five years.
• Have leaders and employees decide what they want your culture of
engagement to look like within your company. Training must work
with leaders and employees to put together those ideas and then
become a key driver in continually supporting the culture and driv-
ing the alignment of the culture and the business outcomes. It’s
also crucial to measure people’s view of your progress in building
an engaged workforce.
• Guide and inspire your line managers. Making more great
managers makes everything else better…especially employee
engagement.

1. To work on a broad range of meaningful assignments
2. To build knowledge and skills through formal and informal
learning
3. To engage and connect with each other at all levels
As a result, Deloitte’s Talent Strategy directly focuses on the
three most critical wants: challenge and deliver (Resource
Managers work with Deloitte staff and business leaders to
assign people to projects that, whenever possible, serve their
individual development needs), grow and develop (Deloitte
delivers regular, career-long learning programs), and engage
and connect (employees are highly connected through client
assignments; their service lines; their industry specializa-
tions; a host of affinity groups; and the partners, who are
owners of the firm).
Training primarily supports the three factors through for-
mal development. Deloitte makes a significant commitment
in dollars and time toward each employee receiving formal
learning each year. That has ranged as high as 164 hours for
certain jobs in certain businesses, Gill says.
“Beyond formal training, we believe that the other two
focus areas are important aspects of our investment in
learning,” Gill adds. “Studies show that the majority of how
we learn is not in the classroom (the 70/20/10 model), with
something like 70 percent of learning taking place on the
job, especially in ‘stretch’ assignments. That is what our
‘challenge and deliver’ focus is all about. We also ask each
person annually about their interest in global assignments
and carefully manage expatriation and repatriation to build
skills and experiences.”
Similarly, 20 percent of learning may occur through re-
lationships and networks. Deloitte fosters connections
through many avenues, from an internal Twitter-like ap-
plication called Yammer, through numerous affinity groups
(e.g., Asian-Americans), local office activities, pro bono con-
sulting opportunities, sports, and community outreach.
At the highest level, Deloitte measures engagement through
the annual employee survey, both in terms of trends, and
against benchmarks for high-performing companies. “We
correlate these findings with how Deloitte stacks up in a vari-
ety of ‘Best Of’ lists, places to work, places for diversity, etc.,”
Gill says. “We also regularly talk with employees—at Deloitte
University, in local offices, in project teams. Our CEO con-
ducts town hall meetings with employees to find out what’s on
their minds, what’s working, and what we can do better.” Gill
notes that Deloitte also taps into alumni and “talks to profes-
sors and others who stay close to recent hires to see what the
‘buzz’ about Deloitte is among the workforce.”
dpr cOnstructiOn
It’s all about “our people, our culture, and our passion” at
DPR Construction, say Training Coordinator Melissa Barg-
man and People Practices and Training Leader Cari Williams.
“We believe that great teams build great things, and we are
home to the smartest, most talented, and fun people in the
industry. We take pride in being a learning organization,
where you have the opportunity to learn something new every
day and further your own personal growth and development.
We also have fostered a culture of trust where our people are
given the freedom and opportunity to do what is best for our
customers and their projects.”
Williams and Bargman say DPR’s People Practices group
plays an integral role in building great people and culture.
“We believe that who we build is as important as what we
build, and we create all learning and development programs
with this in mind,” they explain. “Our learning and develop-
ment focuses on what individual skills and abilities people
need to be the most successful.”
DPRusesacustomEmployeeSatisfactionSurvey(ESS)tomea-
sure employee engagement. The overall company result in 2011
was 91 percent satisfied or highly satisfied. “We drill down into
our survey results and review specific questions that relate to
areas where we can provide learning and development opportu-
nities,” Williams and Bargman explain. “This is how we began
many People Skills courses, including Crucial Conversations:
The DPR Way and our Professional Development program.”
edwArd JOnes
Edward Jones is a true partnership, and that means a lot to em-
ployees, notes Senior Media Specialist Regina DeLuca-Imral.
“Associateshavetheopportunitytobecomelimitedpartners,but
the ‘partnership’ philosophy goes beyond the financial implica-
tions and extends to how we work together and help each other.”
The company also has strong values, such as a belief in the
individual and a commitment to treating clients and associ-
ates with dignity and respect. “In addition, we place a strong
emphasis on mentoring,” DeLuca-Imral says. “Rather than
compete with one another, our financial advisors help each
other out, so everyone can succeed.”
The firm’s training programs are based on its corporate
values and mentoring skills. “Our financial advisors receive
training in technology, investment products, and long-term
strategies, but the underpinning of this training is a total
commitment to helping clients achieve their goals,” DeLuca-
Imral says. “And the training we provide to our home-office
associates is both specific to the job and broad-based enough
to help our workers support each other.”
Detailed engagement questions and the collection of
voluminous participant comments enable Edward Jones to
perform thorough analyses, resulting in making changes as
needed to its training programs, DeLuca-Imral says. “We
also regularly employ global associate surveys to measure
overall employee engagement.”
ernst & yOung
“Our people tell us that our inclusive work culture (meaning
everyone’s voice is heard and valued), our global mindset,
and our focus on quality make Ernst & Young a great place
to work and build their careers,” says Mike Hamilton, Chief
Learning & Development Officer - Americas, Ernst & Young.
“We aspire to have a leading people culture everywhere in

the world. Creating a culture that attracts and retains out-
standing people and helps them thrive leads to better service
for our clients.”
Hamilton says E&Y’s approach to development involves
offering the learning, experiences, and coaching all its
people need to enrich their careers and deliver the best
results for clients, as well as offering additional programs
for current and future leaders of the organization.
“We want all our people to feel enthused by their work and
their colleagues and to be comfortable in an organization
that gives them the flexibility to achieve their professional
and personal aspirations,” Hamilton says. “We engage
our people in countless ways, from selecting the right
people to lead major change, to taking an interest in our
people as individuals, to being sure to say thank you for a
job well done.”
Training is one aspect of E&Y’s ap-
proach to development, the other two
being experiences and coaching. “For-
mal classroom training programs often
serve as the gateway to one’s development
experience within Ernst & Young,” Ham-
ilton says. “Not only do these programs
introduce you to the subject being stud-
ied, but they also introduce you to others
around the organization who can serve as
a future resource.”
E&Y measures engagement through its
Global People Survey, utilizing items that
measure pride in the organization, will-
ingness to advocate for the firm, intent
to stay, commitment, and overall satis-
faction. The results of these five surveys
are averaged into the firm’s Engagement
Index. “We benchmark engagement
internally and externally to norms gath-
ered by our external survey provider,”
Hamilton notes. “The survey item most
associated with our Engagement Index is
feeling that one has a promising future
at the organization. We can measure our
effectiveness at improving the belief that
there’s a promising future and know that
this is likely to also improve engagement
overall.
The firm also monitors engagement
through its People Advisory Forum (a
committee comprising a cross-section
of employees that meets regularly with
the CEO and other senior executives),
local people advisory forums (similar to
the People Advisory Forum, but within
a specific business unit), listening tours,
and town hall meetings.
To show how having a great people
culture pays off for the business, E&Y
conducts research across its business
that shows the association between the
Global People Survey results and subse-
quent business outcomes such as revenue
per person, retention rates, and brand
favorability. Notes Hamilton, “We have
confirmed that our people’s level of
recOgnitiOn results
O.C. Tanner and HealthStream’s 10-year study of 220,000 people revealed the
No. 1 factor driving employee engagement is a sense of opportunity and well-being.
This research, combined with a Towers Watson global study on recognition, showed that
appreciating employees through recognition accelerates this factor.
“When employees are valued, trust deepens,” says Kevin Ames, director of Speaking
and Training for recognition expert O.C. Tanner’s Learning Group. “Workers not only feel
valued, but empowered. They deliver the kind of work that aligns with the brand values
of their organization.”
As leaders continue to reinforce that behavior, workers not only feel good about their
jobs, but about their companies, Ames notes. “These timeless principles are all part of
an important cycle,” he explains. “Each one drives another, and they are more important
now than ever before because not only are companies doing more with less, workers
also are doing more with less. Employees are taking on a lot more—more tasks, more
responsibility, more time in the office—and that means there’s more of an opportunity
for companies to say ‘thank you’ for all of that ‘more.’”
At O.C. Tanner, Ames says, “we help our clients build solid, sustainable recognition
programs through three key strategies: noticing effort, rewarding results, and celebrating
careers.”
The president of one of O.C. Tanner’s clients, a Texas-based hospital, wanted to create
a “best-in-class” health-care organization. After the Learning Group delivered a keynote
address to hospital leaders, those executives realized employees could create great
experiences for patients if they made work a great experience for employees. The
hospital executed on the idea by:
· Starting all nursing team meetings with a “shout-out”—a moment of recognition to
show appreciation for an employee who has made a difference.
· Providing departments with a “traveling trophy”—an award departments honor each
other with once every month to build camaraderie and solidarity.
· Empowering leaders to take an hour out of each day to talk with team members about
how things are going, find out if they are experiencing any challenges, and discussing
what managers can do to help.
Results? An industry measurement organization ranks the hospital higher than the
average for hospitals in Texas and hospitals nationwide. And in 2011, the organization
was re-designated with a magnet recognition certification for nursing.
Ames offers a few tips for companies looking to create a recognition program:
Make sure a recognition program is adopted at the executive level. “Adoption encom-
passes both buy-in and execution,” he says. “Company leaders must be actively involved
in launching and growing a recognition program. They have the power to define desired
outcomes and then help recognition strategists craft a program that fulfills those goals.”
Solid training bolsters this concept. It shows leaders how to use recognition effectively.
“Training empowers leaders with clarity, the right vision, voice, and values to help a rec-
ognition solution take flight,” Ames explains. “And it helps employees understand how
recognition works—from top to bottom. They understand their role in the equation, and
realize if they live their company’s brand values, they will create great work; they will
be recognized for it; and customers will feel the difference.”

engagement is a top driver for brand favorability, retention,
and financial performance across E&Y business units.”
generAl mills
General Mills has created a successful culture by combin-
ing career-spanning attention to development with the kind
of support that does not require employees to lose sight of
family and community commitments, according to Chief
Learning Officer Kevin Wilde. Three factors he sees as key to
making General Mills a great place to work:
• Clear senior leadership alignment of the value of talent to
the success of the business strategy.
• Consistent investments in people development—from
entry-level employees to the CEO.
• Innovations to bring value to the workforce, such as flex-
ibility programs with new ways of looking at how and
when work gets done.
“There is a strong connection between workforce attrac-
tion and engagement with development,” Wilde believes. “In
other words, we know if we want the best talent, we have to
be a great place to grow. In fact, development is one of the
five corporate values set by the CEO and the senior team.
L&D is seen as taking the lead in identifying and executing
the most critical aspects of development.”
General Mills measures employee engagement formally
through annual climate surveys and also tracked with
various talent review metrics and systems. “One unique
measurement is our finding that employees are highly en-
gaged when they work for a GREAT manager,” Wilde notes.
“We have a three-year initiative to create more GREAT man-
agers and have moved the number of GREAT managers from
a low of 26 percent to now more than 30 percent.”
intel cOrp.
“Many factors make up Intel’s workplace: world-class tal-
ent; inspiring leaders; industry-leading compensation and
development programs; and a culture that reflects our stated
values of caring, growth, and good corporate citizenship,”
says Learning Benchmarks Program Manager Ron Dickson.
“Selecting just a few is tough, but three that stand out are
our hiring and welcoming processes; the ways we inspire;
and the depth of care demonstrated for our employees, their
families, and the communities in which we do business.”
Hiring starts before an offer is extended, and training helps
ensure that prospective employees know Intel is a great place
to work. “Prospective employees learn about us through ca-
reer fairs, technical talks, information sessions, seminars,
student groups, events and conferences, and internships,”
Dickson says. “In addition, we use social media and the
Internet to communicate and build relationships with pro-
spective employees.” As part of Intel’s pre-hire educational
effort, it recently launched Executives on Campus, a pro-
gram that brings Intel executives to speak with students at
college campuses around the globe.
Once the employee is hired, training takes a prominent role
in the integration and welcoming process. Intel volunteer
instructors lead the orientations, sharing stories and experi-
ences from their Intel careers, giving new hires networking
opportunities with their peers, and providing practical
advice on navigating around the company.
Since employees view flexibility as integral to their overall
quality of life and a key to their success at work, Dickson
says, “Intel has created many programs to support flexibility:
time off, child care and elder care support, onsite centers for
health and wellness, and more. Training is a strategic com-
ponent, ensuring that employees understand these benefits,
as well as how to access and use them effectively.”
Throughout the year, CEO Paul Otellini and other Intel
executives visit Intel sites around the world to talk with em-
ployees. These forums are offered live and, in some cases, via
Webcast, to allow employees at other sites to join in virtually.
A smaller, more informal and freewheeling complement to
the live forums are hour-long employee roundtables between
top leaders and one to two dozen randomly selected employ-
ees. In early 2010, executives from Intel’s human resources
and manufacturing areas hosted a week-long Workplace of
Choice Conference for a group of manufacturing techni-
cians representing Intel factory sites around the world. As
the participants proposed specific changes to their work en-
vironment, processes, and systems, the executives responded
in real time, deciding on each proposal on the spot.
Intel takes a holistic view of engagement and assesses the
average of its annual Org Health Survey (OHS) against the
model it created. “Our work is to drive the full survey aver-
age forward; we do not select a subset of questions,” Dickson
says. “We also recognize that it is not possible to fully mea-
sure all aspects of engagement during any given year; the
assessment simply would be too long.”
pwc
According to the PwC Learning & Development team, the
top three factors that make PwC a Best Company to Work
For are:
1. The PwC U.S. firm provides a comprehensive total
awards package designed to reward and recognize its
people.
2. PwC provides world-class development and career oppor-
tunities that allow its people to grow their own way and
provide high-quality services to their clients at home and
around the globe.
3. PwC creates an inspiring and engaging environment to
work in by caring for its communities and the environ-
ment, and by encouraging a culture of innovation where
the ideas of its people shape the future of the firm.
“Our goal is to develop high-performing leaders who have
impact on our clients, our people, and our communities,”
the team says. “To do this, we take a lifecycle approach to
learning and development, providing staff with numerous
opportunities to customize their career path so they can
meet their personal and professional goals.”
www.trainingmag.com training JULY/AUGUST 2012 | 23

In spring 2011, PwC U.S. enhanced its approach to com-
pensation and development, implementing several programs
designed to demonstrate the longer-term value of building
a career at PwC. These enhancements included increasing
transparency in communications around compensation and
Career Milestone Awards. The Manager Milestone Award,
for example, provides an additional financial award totaling
25 percent of a manager’s salary in the first year following his
or her promotion to manager.
PwC territories around the world participate in the annual
Global People Survey (GPS). “The survey has helped us sur-
face those areas in need of attention, and we built a higher
degree of trust as our people have seen management act on
what they are telling us,” the L&D team says.
As part of its Global People Survey, PwC currently uses
the Engagement Index as its primary measure of improve-
ment—the index is composed of the four questions that
measure employee pride, advocacy, commitment, and over-
all satisfaction.
Last year, the topics of “work-life/flexibility” and “com-
pensation” accounted for 40 percent of the total comments
received from the GPS. To respond to concerns about flex-
ibility, PwC U.S. kicked off a firm-wide program focused on
integrating everyday flexibility into the lives of its people,
and encouraged its leaders to create flexibility plans for their
teams. “We have seen evidence that our focus on work-life
flexibility is starting to pay off,” the L&D team says, “from
teams that create team calendars where individuals can take
turns leaving early or working from home, to ‘stress ’o me-
ters’ that help drive awareness among team members around
the level of stress that their counterparts are feeling due to a
large workload.”
Quicken lOAns
At Quicken Loans, “we put a lot of emphasis on empower-
ing team members,” says the Quicken Loans Learning &
Development team. “We encourage everyone who works at
the company to be curious, look for ways to improve our pro-
cesses, then take the next step and make the changes a reality.”
In addition to empowerment, Quicken Loans focuses heav-
ily on honest, open communication. “Each month, our CEO
sits down with a group of team members for a three-hour,
no-question-barred meeting to discuss any topic that is on
their mind,” the team reveals.
The final factor is fun. “From attending concerts and sporting
events to playing Nintendo Wii and ping-pong in the office, we
like to both work hard and play hard,” the L&D team admits.
Training starts day one with a two-day orientation in-
tended to assimilate new team members into the culture and
to challenge them to rethink the ways in which things are
normally done. During orientation, “founder and Chairman
Dan Gilbert and CEO Bill Emerson spend an eight-hour day
focusing on the ways in which the little things make us dif-
ferent and the company’s ISMS, a series of 18 tenets that
guide everything we do,” the team notes.
Quicken Loans also encourages each team leader to meet
with a member of their team for monthly one-on-ones to
provide two-way communication and promote the free flow
of ideas, areas of improvement, and feedback.
Each year, Quicken Loans participates in several third-
party workplace surveys that allow team members to
provide feedback in areas in which the company is doing
well and areas that need improvement. The company also
sends out internal team member surveys on topics ranging
from improvements in the working environment to well-
ness programs. “In the last year, we listened to what team
members had to say and implemented several incentives, in-
cluding wellness programs, paid time off to volunteer, and a
401(k) match,” the L&D team says.
scOttrAde
Scottrade offers stability, opportunities for growth, and a
culture based on teamwork, says Mike Jacobs, director of
Training & Development. “Scottrade has never experienced
a layoff since we began in 1980 and has never missed a quar-
terly bonus since the inception of our bonus program more
than 20 years ago. Scottrade has more than doubled (117
percent) its workforce during the last five years. As a com-
pany growing to meet the ever-changing needs of investors,
Scottrade has many opportunities for career advancement,
as well as the training to help associates receive promotions
or move into new positions to support new initiatives. Scot-
trade has a culture of open communication and teamwork
that encourages the sharing of ideas and always focuses on
customer service, whether for our clients or associates.”
Scottrade’sTrainingdepartmentofferstheresourcestohelp
associates take an active role in their career development and
the firm continue its tradition of dedicated customer service.
Associates can choose to take classes at a university through
tuition reimbursement and/or join an organization that rep-
resents their field. Internally, they can take more than 400
courses, focused on business skills and industry knowledge,
in both in-person and online formats.
Founder and CEO Rodger Riney meets monthly with new
associates to tell them about the company’s history and its
intention to remain private to ensure a stable future. The
firm’s Intranet features several executive and team blogs,
while town hall meetings allow anyone to ask questions
openly or anonymously.
To determine employee engagement, Scottrade administers
surveys for associate feedback after training courses and the
onboarding program. “We also measure the participation
in wellness programs and work-related events, such as the
firm’s annual meeting or Day of Caring, in which associates
have the opportunity to receive a paid day off to volunteer
for a charity in their community,” Jacobs says.
Scottrade attributes low turnover rates and a high number
of promotions to its employee engagement initiatives. For
example, Jacobs says, “in 2010 and 2011, at least 58 percent
of our job openings were filled internally.” nt

The belief underlying the question is intriguing. It seems to
say that employee motivation is mainly a function of external
incentives such as promotions and money. In other words, when
money is tight, so is motivation. We rarely question that logic.
The trouble is, by so tightly coupling employee motivation and
money,wehavebecomeblindtoseveralmoreimportantreasons
employees engage in jobs and persist in their everyday work.
Executives’ Beliefs
About Employee Motivation
Whenaskedwhytheybelieveemployeesaremainlyexternallymo-
tivated,executiveshavespeedyanswers.“IbelieveitbecauseIknow
from direct experience,” one senior executive explained. “People
workformoney,notforfree,”headded.“It’saloteasier to motivate
employeeswhenI canpromotethemandpaythemmore.”
“That’s what they want,” another said.
“When the economy turns down, I see a drop in morale—and
productivity,” an operations director chimed in.
To explain employee motivation, though, while a seasoned
manager’s considerable experience is important, it is insufficient.
“What motivates you to work 60 hours a week?” I ask.
“I love my work. It is really interesting,” one said. “I have a lot of
freedom to decide how I do my job. I
love the autonomy”
“It’s a terrific challenge to do more
with less these days,” another execu-
tive explained.
Yet another said, “Nothing is more
interesting to me than piecing this
huge puzzle together. Even when it’s
ridiculously stressful, because I work
with great people, it’s still great.”
So these executives are stimulated
by autonomy, their inherent inter-
est in their work, big challenges,
and a sense of relatedness with col-
leagues. I can’t help but ask, “How is
it that you believe you are motivated
by the autonomy you enjoy, a sense
of accomplishment and challenge,
and the positive relationships you have, but you believe your
employees are motivated mainly by external factors such as pro-
motions and money?”
Executives—and Employees—Have It Wrong
According to research out of George Mason University, execu-
tives’ erroneous beliefs about what motivates employees are
remarkably stable over time. At intervals over 40 years, man-
agers were asked to rank the factors that motivate employees.
Their lists emphasize external factors such as compensation,
job security, and promotions. But when employees answer for
themselves, the lists differ considerably. Employees say they
are motivated by inherent factors such as interesting work,
being appreciated for making meaningful contributions, and a
feeling of being involved in decisions.
In other words, the employees are saying the executives have
it wrong. The employees are motivated by inherent factors
just like the executives are. While it is tempting to focus only
on the inaccurate motivation beliefs held by executives, they
are not the only ones whose motivation beliefs about others
are inaccurate. Employees get it wrong when thinking about
what motivates other employees and executives, too.
Executives often believe employees are motivated by
external incentives such as money, while they themselves
claim to be motivated by internal factors such as
autonomy. But employees claim the reverse is true.
The reality: What we believe can make a big difference
in employee engagement. By DaviD Facer, Ph.D.
A
common question executives ask coaches and learn-
ing and development consultants these days is: “Since
I don’t have the freedom to pay our staff more and
promote them like years ago, they don’t seem very
motivated. So how do I motivate them now?”
Misunderstanding
Motivation

[Trainingmag 2012/7-8] I WANT A JOB THERE

[Trainingmag 2012/7-8] I WANT A JOB THERE

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[Trainingmag 2012/7-8] I WANT A JOB THERE