25 training professionals who have demonstrated exceptional leadership skills and business savvy. 7 Ways Leaders Can Facilitate Transition: The arrival of a new leader can be a threatening, unsure, and unsafe period for any worker. But it also can be full of uncertain promise.

1. www.trainingmag.com
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3. Cultivating Culture
Teaching employeesg not justt howt tow do their jobs,
but thet way youy expect themt to treat co-workerst and
customers, requires leading byg exampley and consistent
communication. BY MARGERYY WEINSTEINY
2013 Emerging Training Leaders
These 25 training professionalsg soar withr exceptionalh
leadership skills and businessd savvy. BY LORRIY FREIFELD
GLOBAL LEADERSHIP DEVELOPMENT SURVEY
All-Around Leadership
Organizations ares broadeninge theirg definitionsr ofs af
“leader,”and” realizingd theirg programsr aren’ts coveringt
critical competenciesl relateds tod technology andy innovation,d
according tog the fourthe annualh Globall Leadershipl
Development Surveyt conductedy byd Training, AMA,and, i4cp.d
Leadership Incubator Lessonsr
Ultimately,it, takest actives involvemente byt seniory leadershipr to
develop stellar leaders.r BY GAIL DUTTON
The Secret Sauce for ar Better Bossr
Bosses who know theirw strengths,r have, the tools they needy
to succeed, and, ared adaptable enough toh try outy differentt
job roles are leaders your organizationr and employeesd will
respect andt admire.d BY MARGERYY WEINSTEINY
Novartis TakesTT the LEAD
Leadership development fort transformationr andn innovationd inn
emerging growthg markets.h BY FRANKY WAK LTMANNLL
AY/JUNE 2013 VOLUME 50, NUMBER 3AY/JUNE 2013 VOLUME 50, NUMBER 3
www.trainingmag.com
FEATURES
46Schooled on Skills
Corporate/academic partnershipsc may bey a biga partg
of thef solution to the skills gap. Learn how tow choose
the right partnerst and measured effectiveness.
BY LORRIY FREIFELD
60 Finding Skilled Labor
Of thef organizationse thats hiret skillede labor,d more, thane
83 percent saidt it’sd difficults tot find skilledd workersd ats
either ar regionala orl enterpriser level.e BY STACEY HARRISY
62 Strategies For Success
2013 Training Topg 125 winners ands Topd 10 Hall
of Famersf details leadershipl development andt jobd
rotation best practices.t
2 Online TOC Web-only content
4 Editor’s Note A Tale of 2 Cultures
BY LORRI FREIFELD
6 Training TodayTT News, stats, and business
intel BY LORRI FREIFELD
10 Soapbox Coach to Gain the Win
BY JASONY FORREST
12 Soapbox Developing Leaders at Walmart
BY DAMIAN McKINNEY
14 How-ToTT Collect Data to Create Great Training
BY ROSS TARTETT LL
15 World View Focus on Thailand
BY ANCHALEE NGAMPORNCHAI AND
JONATHAN ADAMS
66 Best Practicest Learning Howg to Be a Great
Bosshole BY NEAL GOODMAN
67 Learning Matters Building Sense-Able
Leaders BY TONY O’DRISCOLL
68 TrainingTT Magazine Events Embrace Your
Inner Positiver Deviant BY JANEY BOZARTH
69 TrainerTT TalkTT Committed to Training BY BY OB PIKE
70 TalentTT Tips Positive Leadership:
Being and Doing BY ROY SAUNDERSON
72 Last Word Measuring Learning Effectiveness
BY AJAY M. PANGARKAR AND TERESA KIRKWKK OOD
DEPARTMENTSPP
16
20
32
38
40
44
training MAY/JUNE 2013 | 1www.trainingmag.com
20
MAMAMM

4. nlineoonlineo contentscontents
2 | MAY/JUNE 2013 training www.trainingmag.com
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7 Ways Leaders Can Facilitate Transition
The arrival of a new leader can be a threatening, unsure, and unsafe
period for any worker. But it also can be full of uncertain promise.
http://trainingmag.com/content/7-ways-leaders-can-facilitate-transition
The Peter Principle of Training
The Peter Principle describes a competent employeet who continued to
be promoted until he reached a job he did not havet the skills to perform,
where he was stuck and ultimately failed.y
http://trainingmag.com/content/peter-principle-training
Harness the Power ofr Visioningf tog Be a Better Leaderr
Three central ideas to visioning that yout can put intot practice to
become a better leader.
http://trainingmag.com/content/harness-power-visioning-be-better-leader
Close the Talent Gap: Transform the Learning Experienceg
The ultimate empowerment oft tomorrow’sf workforce will be the self-
employment oft thef freelanceee worker who will actively seeky training,
knowledge, and skills to compete on his or her own terms.
http://trainingmag.com/content/close-talent-gap-transforming-
learning-experience
Keys to Successful Talent Reviews
Companies should consider revamping their talent managementt
philosophy toy be transparent andt align purpose and process.
http://trainingmag.com/content/transparent-development-keys-
successful-talent-reviews
in writing an online article for www.trainingmag.com?
E-mail Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com.
Your sourcer for morer training tips, trends, and tools
www.trainingmag.com
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home of Training magazine, you’ll find
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6. Lorri Freifeld
lorri@trainingmag.com
I
would not bet a happya campery if myf publishery pulled a “Marissaa Mayer”a and
called me to say Iy could no longer work fromk home after three blissful years of
doing sog and would have to resume my four-hour-a-dayy commutey to an office
in New Yorkw City.k And I shudder at thet very thoughty oft comingf homeg to two lonely,
enraged dachshunds with too much time on their…um…paws. I certainly wouldy
think aboutk lookingt forg another job. In the meantime, I would
drag myg sorryy selfy tof the office and be unhappy, unengaged, and
resentful (and probably prettyy unproductive).y
I can only imagy ine the vibe at Yahoot offices after CEO Mayer
issued her unexpected no-more-working-from-home edict.
While I understand the business reasons for her decision, from
a personala standpoint, it mustt havet been a bittera pill for many
telecommuting employeesg to swallow.
Now contrastw that with the culture at Keller Williams Part-
ner Realty iny Florida: In March, a new hirew opted not to kick
in $20 when her office mates pooled their money fory Power-
ball tickets, but they decidedy to share a portion of thef $1 mil-
lion prize they wony with her anyway. “As a team we put together a fat pile of
money,” Laurie Finkelstein Reader, a realtor and head of thef team in that office,
told USA Today. “If wef do the right thing andg always care about other people, the
right thing willg happen to us.”
Creating ag corporatea culture that encouragest employees to do the right thingt
and also primes them to grow andw lead is no easy task.y Our feature story, “Culti-
vating Culture,”g on p. 16 explores how severalw 2013 Training Topg 125 winners lead
by exampley and utilize constant communicationt to underscore the importance of
a values-drivena culture that emphasizest employee engagement andt development.
That meanst today’s leaders must possesst the ability toy foster suchr ah culturea by act-y
ing asg a mentor/coach,a empowering employees,g providing regularg feedbackr andk rec-d
ognition,inspiringtrust,g andsettingd ang ethicalexample.l The25winnersofourf 2013r
Emerging Trainingg Leadersg awards program do just that.t See p. 20 for profilesr of thef
winners and theird stellarr accomplishments.r Expect tot see them leading theg Training
or Learningr &g Development& functiont at ant organization in the near future.r
Our focus on leadership continues with results from our annual Global Leader-
ship Development survey. It shows organizations are broadening theirg definition
of af leader and looking tog create a culture of innovationf (see p. 32). Plus, we look
at how tow create a leadership incubator (p. 38), how tow build a better boss (p. 40),
and how tow develop leaders in emerging growthg markets (p. 44). And Part 2 of
our Skills Gap series (p. 46) looks at how corporatew partnerships with colleges
and universities can help employees develop the skills—including leadershipg
abilities—that employers need.
One of those skills just might be “positive deviance” (getting it done
where others can’t)—we’ll talk more about that at our Online Learning
Conference in Chicago September 17-19. To learn more, see p. 68 and visit:
www.onlinelearningconference.com. I hope to see you there!
ditor’se note
4 | MAY/JUNE 2013 training www.trainingmag.com
editor se note
A TaleA of 2f Cultures
TRAINING EDITORIAL ADVISORY BOARD
Raymond D. Green, CEO, Paradigm Learning,m Inc.
Bruce I. Jones, Programming Director,
Disney Institutey
Nancy J.y Lewis, former CLO and VP, ITT
Corporation, and former VP, Learning, IBM
Ann Schulte, Director/Global Practice Leader,
Procter &r Gamble&
Ross Tartell, Manager, Learning & Development&
- North- America, GE CapitalE Reall Estatel
TRAINING TOP 10 HALL OF FAME
Brent Bloom,t Senior Director, Global Talent &
Development, KLA-Tencor Corporationr
Cyndi Bruce, Executive Director, KPMG
Business Schools –l U.S.–
Jim Federico, Senior Director, Platforms &
Operations, Microsoft Corporationt
Gordon Fuller, Global Design & Development
Leader, IBM CenterM forr Advancedr Learningd
David Gauci, Director, Worldwide Talent &
Organization Capability, Pfizer Incr .
Craig Gill, Director, Development Center of
Expertise, Deloitte Services LPs
Daniel J. Goepp, Managing Director, Learning
& Development, PricewaterhouseCoopers, LLP
Vicente Gonzalez, Learning and
Development, Booz Allenz Hamilton
Donald Keller, Chief Learning Officer and VP,
Global Education & Development,
SCC SoftC Computert
Diana Oreck, VP, Leadership Center,
The Ritz-Carltone Hoteln Companyl
Kevin Wilde, VP, CLO, General Mills,l Inc.
2012 TOP 10 YOUNG TRAINERS
Bruce Baumgarten, AAA UniversityA
Executive, AAA NCNUA InsuranceU Exchange
Josh Bodiford, Manager, Learning
Development, Cerner Corporationr
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,
Forrest Performancet Group
Katie Mulka, Director, Training,
Quicken Loans
Anil Santhapuri, Senior Manager, Learning &
Development, HCL Technologies Limiteds
James Sokolowski, Director, Global Learning
and Leadership Development,
Savvis, a CenturyLink Companyk
Danielle Tomlinson, Senior Director,
Global Training, Red Hatd

7. A Lot is Riding on
the
Make Sure They’re
Headed in the
Development of
Your Leaders
Right Direction
Metrics that Matter®
Check out a free demo of The Metrics that Matter®
Leadership
Edition today at www.knowledgeadvisors.com/leadership.
+1 800 561 3341 (within the U.S.) +1 312 676 4400 (worldwide)
www.knowledgeadvisors.com

8. WHILE THE NUMBER OFR ORGANIZATIONSF offering virtualg workl arrangementsk
has increased fromd 35 to 45 percent overt ther last fewt years,w a fewa nota-w
ble companies recently havey gone against thet trend andd bannedd workingd
from home policies. These moves may leady mored employers to reevaluate
their ownr flexible work arrangements,k says Aon Hewitt, the global humanl
resource solutions business of Aonf plc.
“It’simportants fort employersr tos rememberthatr virtu-t
al workl programsk ares note one-size-fits-all,”t says Carols
Sladek, work-life consultinge leadg atd Aont Hewitt.n “They
need tod consider howr tow best balancet workforcee pro-e
ductivity withy initiativesh thats attract,t engage, and re-d
tain topn talent. This balances ise particularlys importanty
in today’sn increasinglys globaly andl mobiled workforce.”e
Aon Hewittn offerst fives questionse employerss shoulds
considerwhenr evaluatingn theirg virtualr workl programs:k
• To what extentt doest the organization’s strategy
emphasize collaboration and innovation,d and whatd
tools does it havet to encourage and enhanced col-
laboration for thoser working virtually?g How mightw
collaboration be affected byd requiringy allg employ-l
ees to work on-site?k
• Are formale guidelinesl ins placen toe help managers ands
employees evaluates whethere ar virtuala workl arrange-k
ment ist appropriates fore ther role/employee,e or
are arrangementse offereds ond ann adn hocd basis?c
• How doesw offering ag virtuala workl programk
affectemployeet attraction,engagement,and
retention, especially withy high-performingh
employees? What effectt wouldt eliminatingd
this policy have?y
• Does the organization have managers
who can successfully managey their teams,r
whether employeesr are working ing or outr oft
the office?
• Are there tools in place to assess the ef-
fectiveness of virtualf work,l such ash perfor-
mance, engagement, retention, teamwork,
and cost/savingsd impact?
“Virtual workl programsk are most suc-t
cessful whenl organizations set appropriatet
expectations, foster communication be-
tween managers and employees,d and mea-d
sure performance to ensure effectiveness,”
adds Sladek. “They shouldy bed designed andd
implemented tod support thet needs of em-f
ployees, yet drivet results and supportd thet
organization’s overall businessl goals.”
6 |MAY/JUNE 2013 training www.trainingmag.com
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
Building a Productive Mindset
Would you like to get event more done each day? With just at little bit oft
forethought, there are two ways to build a productive mindset intot your
daily routine:y
1) Always Be Ready. When time opens up
in your schedule,r such as a cancelled meet-
ing, you suddenly havey time to handle other
opportunities. For example,r carry notecards,y
envelopes, and stamps with you. “Found” time
can be used to write a “thank you”k or “Ir noticed”
card sharing appreciation with someone you
work with.k You also could use that timet to up-
date your “to-do”r list andt make some calls that
needed to be made anyhow. When you let got of
what yout can’t control—sucht as the fact you’ret
suddenly diningy alone—and look atk whatt yout
can control,n you’ve taken a huge step in getting
your dayr backy onk track.
2) Slow Down.w Sometimes we get sot caught
up in what’s happening in the moment wet forget
to breathe deeply. When unanticipated situations
crop up, stress is a natural reaction. However,
remembering to breathe deeply cany calm the
hectic moments and allow youw to re-focus on
where you want thist day toy go. This reflective
pause helps you experience improved con-
centration and an increase in energy. Relaxed
bodies also have greater self-confidence—justr
what yout need when things seem to be spinning
out oft control.f Pause. Reflect. Refocus.
Being productive means you’re doing what
you said you’d do, in the time you promised.
Check yourk routinesr and build a mindset tot get
more done, and you’ll achieve more every day.y
By Jason W. Womack, MEd, MA www.womackcompany.com
www.twitter.com/jasonwomack | Jason@WomackCompany.com
Products & Services >> Power to the People >> Tech Talk p. 8
Do Your Homeworkr
Productivity Coach’s Corner

9. “Leadership development” may soundy better, but ourt researchr shows that what’st missing in the
repertoires of 9f out oft 10f leaders is consistent practicet of thef old-fashioned basics of management.f
There is so much work tok be done by trainingy professionals:
1. Bad news: Nobody cany transfer tor someone else the ability toy have vision, integrity, energy,
intelligence, passion, charisma, or infectiousr enthusiasm—those seemingly magicy intangibles that
inspire and motivate others. Some rare people have these natural “leadership” abilities, but mostt
people don’t. Good news: One need not bet a natural leader tor get goodt at leadership.t
2. More goode news: Anyone can learn mission focus, ethical conduct, organization and discipline,
critical thinking, strategic planning, persuasive messaging, acute listening, clear verbalr and written
communication, defining expectations, monitoring and measuring performance, documentation,
trouble-shooting, and course correction…not tot mention human capital management bestt practices.t
3. Like clockwork,e the moste effectivet leaderse are people—e natural or not—whor learn proven
techniques, practice those techniques diligently untily they becomey skills, and continue practicing
them until they becomey habits.
4. Every leadery needsr to learno and practice thee basics.e But thet most effectivet approach is to
customize your developmentr approacht to every leadery basedr on individual needs assessments.
Especially wheny it comest to high-priority leaders,y it ist worth investing in a thorough 360-degree
review. That alsot sets the table for engagingr the leader’s direct reportst in supporting his or herr
growth on an ongoing basis.
5. Here’s another huger opportunitye hidingy ing plain sight: When organizations invest int
“followership training” for everyone,r it makest leadership much easier. That’s one of thef secrets to
creating a culture of strongf leadership. If youf don’t believet me, just askt anyonek who has ever servedr
in the United States Army, Air Force,r Marines, Navy, or Coastr Guard.t
training MAY/JUNE 2013 | 7www.trainingmag.com
>> Rosetta Stone acquired Seattle-based
Livemocha, one ofe thef world’se largest
online language-learninge communities,g for
$8.5 million in cash. Livemocha features a
robust andt extensible cloud-basede learning
platform and a community ofy moref thane 16
million members.
>> Payroll Data Processing (PDP),g a
provider ofr payrollf administration services
distributed exclusively throughy independent
insurance agents,e formed a strategic
partnership with ThinkHR. Every newy andw
existing clientg oft PDPf will have accesse
to ThinkHR services—including ang HR
Hotline, an HR Library, and an HR Training
Center—through this partnership.
>> Mobiquity, a professional services firm
creating mobileg solutionse and apps that
drive businesse value, acquired Providence,
RI-based Vertical Performance Partners
(VPP), an enterprise-class mobile softwaree
provider. Mobiquity nowy willw offer Velocity,r
VPP’s customizable softwaree fore brandedr
interactive livee meetings,e events, and
training sessions,g to its enterprise cliente
base. The newlye formedy company willy be
called Mobiquity Velocityy Solutions,y Inc.
>> Energy marketingy specialistg Reese
Energy Consultingy announcedg the formatione
of Reese Energye Training,y Inc., a full-service,
knowledge-based provider ofr high-endf
energy trainingy designedg for virtuallyr everyy
level of employee—fromf new hiresw and field
employees to mid-level management andt
executives.
>> In an initiative toe accelerate thee growthe
of leadershipf skills among first-g and second-
level managers, national IT consultingT
company Catapult Systemst is using Rise
Performance Group’s CheckPoint 360t
leadership assessment tool.t The toole focuses
on eight managementt competencies;t once
the assessmente ist complete, managers
receive individuale development planst and
guidance regardinge waysg they cany improve
and be moree effective.e
Partnerships&&&&AlliancesPPP
Back to the Basics By Bruce Tulgan
sales associates the information they needy
just whent and whered they needy it.d
Training’s seconds 2013d Chinese confer-
ence will bel held Augustd 27t in Shanghai
and repeatedd ond August 29t in Guangzhou.
Speakers will includel performance con-
sulting expertg Juditht Haleh and e-learningd
development authorityt Bryany Chapman.
MORE THAN 460 TRAINING and learning
executives and practitioners gathered
in Shanghai ini April tol attend Training
magazine’s first-ever conferencer in China,
organized byd Training’s exclusives Chinese
partner, ACT Group. The focus was “Tak-
ing E-Learningg tog the Next Level,”t through
the expanded use of mobile and social
learningandg gamification.d Speakersinclud-
ed mobiled learning expertg A.J.t Ripin, VP of
Strategic Engagement,c Moving Knowledge;g
Mathew Tang,w former Trainingr managerg
and mobiled learning developerg atr Lowe’s;t
and e-learningd expertg Rayt Jimenez.y Lowe’s
use of electronic performance support
epitomized oned of thef conference’s main
themes: using mobileg devices to give aisle
Training Goesg to China
www.rainmakerthinking.com/blog | Twitter @brucetulgan | www.talkaboutthework.com | brucet@rainmakerthinking.com

10. For companies looking
to better manage their
people, PeopleFirm of-
fers the following tips:g
1. Know whatw yout do ando
what yout don’t do.t To aug-
ment yourt services,r use
great partners.t
2. Empower your team
members, and they willy
rise to the occasion.
3. Be opene about resultst and decisions. Share
the goode andd badd newsd withs theh teame som
everyone knowse whats ist happening.s Other-
wise, secrets cause unnecessary churn.y
4. Set at few annualw goals that thet teame
drives toward. Don’tmeasuret thee businesse tos
death, but dot include criticale metrics.l
5. Surprise youre teamr members. They willy
remember ar thoughtfula giftl rewardingt per-g
formance muche moreh thane ann extran $100a
bonus.
8 |MAY/JUNE 2013 training www.trainingmag.com
>> Third-party logistics provider
LeanCor launchedr LeanCor Academy,r
an online professional training and
education program. Facilitated in a
virtual classroom, the first course, “Lean
Leadership: Building the Lean Culture,” is
broken down into 16 one-hour self-pacedr
modules, each followed by a knowledge
assessment and application work.
>> PDI Ninth House, a Korn/Ferry
company, unveiled TalentSync Roadc
Map for High-Potentialr Leaders, which
takes organizations through the high-e
potential cycle bye identifying,y developing,
accelerating readiness,g and easing transitiong
into new roles.w
>> Online presentation company
Brainshark launchedk SlideShark
Broadcasting, significantly expanding
the scope and utility of thef 1.5-year-old
SlideShark app. Now, mobile presenters
can “broadcast” their presentationsr live
over ther Web and invite others to view
them. Recipients simply click ak link tok
view the presentation in real time in their
Web browser onr any computer, tablet,
or smartr phone. Presenters also can
make drawings and annotations on the
presentation content.
>> Shadowmatch USA debutedA its new
Behavioral Team Analysis Module, which
provides insight intot the balance and
management oft corporatef teams based
upon team members’ behavioral strengths
and habits. The module comprises two
new views of thef team: team analysis
map (represents, in a single view, the
individuals and team along 12g dimensions
of behavior)f and the team groups map
(shows the sub-groups that formt within the
team and which individuals fall into each
category ofy sub-group).f
>> Mindflash launched Learning
Analytics for Onliner Training,e with new
reports providing visibilityg intoy training
effectiveness, helping trainersg in large ande
midsize enterprisese improve programse and
maximize returne on training investment.g
The companye alsoy revised its pricing
packages, with plans including real-timeg
reports now startingw atg $149t a month.
Products&&Services
>> Panopto announcedo the lateste
version of itsf e-learning andg video
platform solution: Panopto 4.3. New
features include failsafee recording,e social
enablement (includingt richg comments,
community ratings,y and video bookmarks),
and a scalable platforme (per-user analyticsr
and an IT adminT dashboard).
>> The American Academy ofy
Orthopaedic Surgeons (AAOS) partnered
with Touch of Lifef Technologies (ToLTech)
to develop a virtual reality-based shoulder
simulator tor train and evaluate orthopedice
residents in surgical proficiency iny shoulder
arthroscopy. The devicee combinese 3-D
graphics with robotic capabilitiesc that
simulate thee touche and feel of af surgical
procedure ande human tissue.
>> Belkin announced the Belkine Stage appe
for next-generationr learning usingg ang iPad.
It combinest the conveniencee ofe af document
camera with the powere ofr anf interactive
whiteboard for cost-effective,r connected
learning. Belkin also unveiled its Tablet
Stage, an ergonomic standc for tabletsr
that makest training roomg presentations
easy toy deliver.
>> ON24, Inc., a provider ofr Webcastingf
and virtual environment solutions,t unveiled
its Continuing Educationg (CE) solutions
on tablet computerst and smart phones.t
Developed primarily fory keyr customersy
in the financiale services and accounting
industries, ON24’s new mobilew CEe offering
meets evolving CEg access requirements in
the legale and medical professions, as well.
>> AgreeYa Mobility, a mobile engineeringe
product andt service firm,e introduced
Onvelop, an intuitive, unified collaboration
and communication platform. Onvelop
utilizes licensed Microsoft protocolst to
provide securee accesse to enterprise servere
software suche as SharePoint, Lync, and
Office 365e from smart phonest and tablets
across multiple operatinge systemsg such as
iOS, Android, and Windows 8 devices.
WHEN SEATTLE-BASED WORK-
FORCE consulting company
PeopleFirm was first recog-t
nized as one of thef fastest
growing companiesg in the
state, all employees received
iPads engraved with a per-a
sonal thank you.k The newest
team members, some of
whomhadm onlyd beeny withn theh
company fory ar month,a were shocked.e
But thist wass alls aboutl rewardingt theg teame
for theirr outstandingr efforts.g Tenure, role,
or levelr didn’tl matter.t Being partg oft thef
PeopleFirm teamm ism whats counted.t
PeopleFirm believesm ins buildingn ag peoplea
strategy, which definesh whats ist neededs tod
drive businesse successs ands outlinesd wheres toe
find thed peoplee needede tod drive businesse re-s
sults:whetherther companye isy goings tog build
(train), buy (hirey newe employees),w or bor-r
row (hirew consultantse ors temporaryr staff).y
Powertor thePeople

11. Industry research proves the behavior of your managers is contagious. Do you like what they’re
spreading within your organization?
And, with a global talent crisis on the horizon, has your organization adjusted its training strategy
and tactics?
Explore our latest white paper authored with KnowledgeAdvisors, the world’s leading analytics firm,
proving how Skillsoft elearning can develop your leaders just as well or better than classroom
training.
Call or click to receive your copy of this report today.
FACT: A manager’s behavior—good or bad—directly influences 12.4 people.
1-855-462-1420 or
www.skillsoft.com/firstresponders3
FACING A BAD MANAGEMENT
BEHAVIOR OUTBREAK?
CONSIDER US YOUR FIRST
RESPONDERS.

12. soapboxssoapboxs
www.trainingmag.com
Hiring the most talented or experienced people isn’t enough. Inspiring them to
give their best is the only way to lead your team members to achieve all they’re
capable of. BY JASON FORREST
S
ales team leaders: Do you manageu to gain
the win or tor prevent thet loss? I talk tok
clients all thel time who try toy tell mel that
they takey a proactivea approach toh manag-
ing theirg teamr members, as well asl the sales. But
when I dig ag littlea deeper, I find they’red sitting ing
their offices,r taking phoneg calls from sales profes-
sionals, making sureg marketing collateralg looksl
good, and talkingd aboutg customert offers.r During
those calls, they havey one overriding goal—getg
the deal tol the finish lineh without gettingt creamedg
and losingd ag tona of profit.f In football, this approach
would bed like being ing a goal-linea stance; knowing
that you’ret about tot get scoredt on;d and doingd allg youl
can just tot hold yourd opponentsr to a fielda goal.d
Defense ise “an actionn ofn defendingf fromg orm resist-r
ing ang attack,”n an “attemptn tot protect/defend againstd
opposition,” or ar “barriera againstr attack.”t When
leaders of sales teams manage defensively, they
are juste tryingt tog survive. Offense ise “the actione ofn
attacking” or “ther teame orm playersr who are attempt-e
ing tog score ore advancer thee ball.”e An offensiven coache
takes offensive measures.e She coachese (rather thanr
manages), she strategizese potential salesl before theye
happen, and shed tapse into team members’m “why”
and inspiresd them tom give theire best.r
MANAGING VS. COACHING
Managing isg what yout dou to someone; coaching isg
what yout dou for them.r If If had myd way,y any referencey
to manager orr directorr wouldr bed eliminated fromd
sales leaders’ business cards and replacedd withd ah
title that identifiest them with preparing,h educating,
inspiring, and holdingd peopleg accountable for whatr
they’re worth. The title would bed “sales coach.”
Even the definitions for managerr andr coachd evokeh
very differenty feelings—onet is associated withd con-h
trol andl limitations,d the other withr inspirationh and
progress. A managerA isr “a persona who has control
or directionr of anf institution, business, etc., or ofr
a part,a division, or phaser of it.”f Did youd noticeu the
word, “control,” in that definition?t That causest
feelings of oppressionf and domination.d And ford
good reason—itsd synonyms are hold back,d bridle,
check, constrain, repress, corner, smother, and sub-d
due. On the other hand,r a coacha ish “a persona who
Coach to Gain the Win
One of Training
magazine’s 2012
Top Young Trainers,g
Jason Forrest ist an
expert att creatingt
high-performance
sales cultures
through complete
training programs.g
He incorporates
experiential learning
to increase sales,
implement culturalt
accountability, and
transform companies
into sales organizations.
Forrest ist a sales trainer;
management coach;t
speaker; and author ofr
three books, including
his latest, “Leadership
Sales Coaching:
Transforming fromg
Manager tor Coach.” For
more information, visit
www.forrestpg.com.
trains an athlete or ar teama of athletes.”f Think ofk
your peopler as corporate athletes—people who get
paid basedd ond their performancer and contributionsd
to the team. Would youd ratheru controlr orl lead?r Be
exhausted ord fulfilled?r It’s exhausting tog try toy find
ways to force people to get thet job done. On the
other hand,r coaching isg energizing andg fulfillingd
because you knowu youw areu leading peopleg to achieve
more than they couldy accomplishd byh themselves.y
An importantn aspectt oft gainingf theg wine isn strat-
egizing theg salee beforee ite happens.t Find outd whent
your salesr professionals are havinge theirg prospectr
appointments and talkd throughk theh exacte processt
and presentationd (play)n they plany ton use ine ordern tor
make thee salee happen.e Talk throughk potentialh ob-l
jections and howd thew salese professional isl going tog
handle those.e Before youe callu thel play,e you makeu ae
strategy. This is a greata timet toe role-play soy the salese
pro can confidentlyn executey thee playe you’vey agreede
upon. This gives him them higheste probabilityt fory
success (rather thanr havingn himg makem ite upt as he
goes along).
GETTING TO KNOW YOU
When a salesa coach knows his people, he can tap
into the passions and the “why” behind why theyy
do what theyt do.y Hiring theg most talentedt people
isn’t enough.t Hiring theg most experiencedt isn’t
enough. Even getting teamg members to do what
they’re supposed to do isn’t enough.t Inspiring
them to give their best ist the only wayy toy lead your
team members to achieve all they’re capable of.
And the only wayy toy do that ist to know them.w Take
Jane, for example. Jane was once a modela sales
professional, but she’dt lost hopet and she felt liket
there was no point int taking prospectsg through
her demonstration because “nobody cany qualify,”
and “people can’t affordt to buy righty nowt anyway.”w
Jane was waiting forg customersr to prove they werey
interested befored giving themg her best.r I asked Jane,d
“Have you everu walkedr throughd ah subwaya ory down-r
town area anda seend a streeta musiciant playing herg
heart out,t making beautifulg music?l Maybe 99 per-
cent oft thef people who walk byk don’ty event notice,
let alonet put anyt changey in her case.r But she’st not
playing tog get at quarter,a is she?”
10 | MAY/JUNE 2013 training

13. Jane shook herk head.r “No, she’s playing becauseg
she wants to create beautiful music.”l
“Just thet same,” I told her,d “if youf reallyu lovey sell-
ing, then you’re not doingt itg justt fort work.r You’re
doing itg becauset you enjoyu they challenge. You loveu
perfecting theg art.”
My advicey to Jane was not tot worry abouty whot
could ord couldr notd buy—andt justd tot focus on giv-
ing everyg customery ther best Janet she could. She
was inspired becaused her perspectiver changed andd
she wanted tod give her bestr tot each personh she saw.
“When you dou that,” I said, “you’ll getl enought peo-h
ple who will wantl tot buy youry salesr music.” I used
this example with Janeh because she plays cello. Not
for payr andy rarelyd fory audiencesr beyond herd friendsr
and family.d She just playst because she loves perfect-
ing ag piecea of music.f Because I knew her,w I was able
to tap into her personalr motivation.l Her “why.”r
So when I asked herd tor picture a passionatea street
musician, she pictured herself.d Jane later toldr med
that goingt intog the office every dayy withy theh idea
of tryingf tog create her salesr masterpiece made a biga
difference in her mindset.r She started demonstrat-d
ing herg productr tot each prospecth becauset it wast part
of masteringf theg sales process. And, yes, she started
making moreg sales and enjoyingd herg jobr more.
The lesson in it ist that salest coaches know theirw
people. They knowy theirw passions,r their goals,r and
their hobbies.r And theyd knowy thew disappointments
and successesd that havet shaped them.d One of myf
coaches tapped intod my passiony by talkingy aboutg
all-state football. He said, “If youf wereu successful
then, you canu do the same things now andw bed suc-
cessfulagain.l Ibelievethatyou’ret capable.”It’sawaya
to transfer ther coach’s beliefs to the team members.
Because it doesn’tt mattert whatr theirt coachr believesh
is possible unless the team member believes,r too.
We each haveh greatness in us, because when we’re
playing forg fun,r we reach forh ther highest heightst
because we want to.t It’s a switcha thath turnst off whenf
we grow up.w A coach’sA job is to find thatd switcht andh
turn it backt on.k
There just aren’tt enought marketh salest (those that
would happend with orh withoutr thet persuasive ef-
forts of salesf coaches and salesd professionals) for usr
to make our goalsr each month.h Market salest can be
counted byd any admin, not six-figuret sales coaches.
You canu either manager to defend ad salea or coachr toh
win it. The choice is yours—and yourd company’sr
success depends on the choice you make.u
training MAY/JUNE 2013 | 11www.trainingmag.com

14. soapboxssoapboxs
www.trainingmag.com
How the Walmart Leadership Academy become a center of
excellence for the global retailer. BY DAMIAN McKINNEY
E
arly iny Walmart’sn history, most storet man-e
agers began theirn careersr working atg thet
register or another entry-level position.
Through a gradual process of working
their wayr upy the corporatee ladder,e these employeese
werepromotede tod storemanagere inr sevenn ton 11years.
This process served thed companye andy itsd employees
well, providing ag securea predictablee careere pathr andh
producing knowledgeable, loyal people at the
middle-management level.t
However, today, boasting 10,000g retail unitsl in
27 countries, Walmart ist faced withd theh demande
to open storesn faster thanr itn cant producen qualifiede
managers. Recognizing theg importancee ofe over-f
coming thisg obstacle, Walmart determinedt thatd thet
companymusty collapset thee timee frame,e discovertal-r
ent faster,t and traind themn morem efficiently,e without
sacrificing quality.g
To transform itsm management trainingt approachg
so it couldt accelerated thee preparednesse of leadersf
and cultivated managerse fast enought toh meet risingt
demand, CEO Bill Simonl enlistedn thed helpe of busi-f
ness execution expertsn McKinney Rogers.y Using theg
British Militaryh Staffy Collegef model,e an operator-n
led teamd ofm McKinneyf Rogersy consultants designed
and directedd ad comprehensivea leadershipe develop-
ment systemt form identifyingr employeesg with greath
potential andl trainingd themg tom be highlye prepared,y
successful managers.l
As as result,a after threer yearse ofs perfectingf itsg leader-s
shipdevelopmenttool,t Walmartbroughtt itst Walmarts
Leadership Academy (WLA)y in-house permanentlye
as thes retailer’se centers ofr excellencef fore developingr
accelerated leadershipd skills ins itsn managers.s
THE WALMART LEADERSHIP
ACADEMY PROGRAM
Together, Walmart andt McKinney Rogersy created
a leadershipa training processg that hast generated
unprecedented career opportunities for the com-
pany’s future leaders by cultivatingy highlyg trainedy
management fromt the inside.
The programe takesm each participanth throught ah
series of developmental,f training, and inspirationald
experiences that causet theme tom think ofk themselvesf
as leaders. Over fourr months,r the participantse spend
Developing Leadersg at Walmart
Damian McKinney
is the author ofr “Thef
Commando Way” (LID
Publishing, wwww.
lidpublishing.com).
He spent 18t years
as a Royal Marines
Commando before
setting upg his own
company iny 1999.
McKinney Rogersy
leverages lessons from
the military toy help align
international businesses
and deliver exceptionalr
results.
every thirdy weekd immersedk ind then programe form ar
total ofl sixf weeksx of instruction.f Training consistsg
of on-the-jobf experience, master classes,r virtual
classroom environments, instructor-led events,
self-paced study,d student-led activities,d experiential
exercises, service projects,e distance learning,e and
small groupl discussions. The coursee followse a seriesa
of themesf such ash communication, leadership, inter-
national scoping,l and globald thinking.l Increasing ing
complexity eachy week,h these themese and othersd are
examined andd revisitedd throughoutd thet programe inm
the contexte oft eachf week’sh curriculum focus.m For ex-r
ample, during theg weeke thatk focusest on “Deliveringn
Business Results and Productivity,”d the instructorse
teach theh communicatione themen ine then contexte oft
results and productivityd byy examiningy negotiations,g
communication tools,n presentations, and byd study-y
ing successfulg businessl case studiese from innovativem
companies such ash Zappos.
The outcomee ise ans alumnin networki ofk graduatesf
who identify themselvesy ass leaders,s collaborate ande
work togetherk inr ann integratedn fashiond asn high-s
performing teams,g and continued toe develop and leadd
across as varietya ofy circumstances.f Crucially, in linen
with theh Staffe Collegef modele wherel selectede mid-d
career high-potentialr officersl ares trained,e leaders ats
all levelsl ares madee toe think “twok levels up”s in then
context oft thef businesse ands acrossd functionals areas.l
By combiningy development,g training, and opera-d
tional activitiesl in then contexte oft thef company’se day-
to-day needs,y the Walmarte Leadershipt Academy
delivers greater impactr andt relevanced thane genericn
management training.t Critical tol the integratede
approach toh business leadership is that thet coursee
leverages the principalse of thef McKinneye Rogersy
Mission Leadershipn philosophy. This emphasizes
keeping everyoneg alignede tod the mission,e but trainedt
and empoweredd tod make decisionse independently.
TRANSFORMATIVE RESULTS
Since itse implementation, the programe hasm gener-
ated approximatelyd 500y graduates across the U.S.e
and delivered more consistent, confident, and
thoroughly trained store, market, and regional
managers. As Celia Swanson,a senior vicer presidente
of Talentf Developmentt fort Walmartr U.S.,t explains,
12 | MAY/JUNE 2013 training

15. “We know our associates are our greatest asset; in-
vesting in the development of our future leaders is
essential.ThroughtheLeadershipAcademy,wehave
developed talented leaders, managers, and asso-
ciates around the country—providing immersion
trainingandbroaderdevelopmentforourleaders.We
appreciate the partnership with McKinney Rogers
and its support in developing a world-class training
program that focuses on building high-performing
teams relevant in today’s business environment.”
TheWLAhastransformedWalmart’smanagement
andhasexpandedtheprogramintoamulti-function
andmulti-levelhigh-potentialtalentinitiative.Inad-
dition to store managers, the system has expanded
to develop market leaders, senior merchants, and ex-
ecutives.It’sproducingboththequantityandquality
of leaders needed to sustain and drive growth.
Walmart has exceeded its goal of producing highly
trained leaders in less than two years. Not only have
74 percent of graduates been promoted one, two, or
three levels up within just 18 months of graduation,
but they’re outperforming their peers and produc-
ing real business results. Stores and markets led by
these graduates have posted higher sales growth
numbers than the rest of the company every quarter
since entering their position [typical store revenue is
approximately $100 million, and markets bring in
up to $1 billion].
WLA has emerged as more than just a program
for advancement. It is recognition and the promise
of a more fulfilling career. Its impact bears more re-
semblance to a scholarship than a training program.
Those selected say they feel valued and empowered,
because they know that within a short time frame
after graduation, they could be promoted. They are
given the mandate to “pay it forward” across their
teams and pass the training along.
WLA has achieved the holy grail of development
programs: true behavioral change. Graduates
have testified to their personal and professional
transformation with enhanced performance.
Today, entry-level employees aspire to be selected
to the program, while graduates aspire to return to
teach; the best graduates are brought back to help
lead the future training classes.
Businesses around the globe are starting to
recognize that a unified solution to leadership
developmentsuchastheWLAisthebestwaytorap-
idly flood their organization with quality leaders at
every level.
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training MAY/JUNE 2013 | 13www.trainingmag.com

16. M
ost of usf have had the disappointing
experience of workingf hard to collect
data, analyze it, and then present the
results to lukewarm levels of reception.f In this
highly competitivey and cost-constrained market,
great data is not enough to build the manage-
ment commitment and sponsorship so critical to
training success.
Wendy Heckelmany of WLHf Consulting points
out that the success of anyf datay collection process
depends on three interrelated factors:
• Politics: The alignment of influencef and pow-
er from key individualsy and groups in support
of anf outcome. Stakeholders need to feel that
the new trainingw program will benefit them
and they can influence the relevance and
application of thef effort.
• Logistics: How thew effort is organized and
implemented. Good project management en-
sures that key stakeholdersy are appropriately
involved, and the data collection process flows
smoothly andy effectively.
• Content: The understanding of audiencef char-
acteristics, and what knowledge, skills, and
attitudes will lead to successful performance.
This is the core of traditionalf needs analysis.
Here is the key toy success: Incorporate a stake-
holder analysis into the planning stage of thef
training needs analysis. A stakeholder analysis
can add critical intelligence about politics and
logistics—and can transform your effort from
“so what?” to “must have!”
Use a stakeholder analysis when you want to:
• Understand stakeholders’ level of interestf and
support.
• Efficiently deployy youry resources and manage
logistics.
STEPS TO SUCCESS
There are many differenty versionst of af stakeholdera
analysis.Thisonekeepsitsimple.t Herearethesteps:
1. Identify the key stakeholders. These are peo-
ple or groups who are affected by ory can influence
the success of thef needs analysis and the train-
ing effort.
2. Place them on the following matrix:
This will depict the level of interestf and the
power/influence they cany have on the success of
the needs analysis.
3. Color-code each person’s/group’s level of
support. Those who are supportive are green;
those who are obstacles are red.
4. Develop an action plan using the following four
strategies:
Champion: Engage these stakeholders through
active participation in the data collectiona process
and include them, as appropriate, in governance of
the process. The engaged support oft thesef power-
ful individuals or groups is key toy your success.
Blocker: Attempt to increase the level of supportf
from this group through deliberate engagement
and consultation. Use champions to influence
and increase their support—or to mitigate their
negative impact.
Advocate: Use this group to carry youry message.
Keep them informed on a regulara basis so you
maintain their support. But dot not spendt signifi-
canttimet orresourcesconsultingwithg themunless
they havey significant contentt tot contribute.
Indifferent: Do the minimum to keep them in-
formed, and occasionally monitory their status to
minimize potential surprises, but use your time
and resources elsewhere.
Organizations face enormous challenges. The
need for an engaged and well-educated workforce
that is able to overcome obstacles is greater than
ever. Incorporating a stakeholder analysis into
your project plan will enable you to use the data
you collect to create the great training so critical
for success. t
ow-toh
14 | MAY/JUNE 2013 training www.trainingmag.com
Collect Datat to Create Great Trainingt
Incorporate a stakeholder analysisr into the planning stageg of thef training needsg
analysis. It can add critical intelligence about politics and logistics—and can
transform your effort from “so what?” to “must have.” BY ROSS TARTTT ELL
how toh
Ross Tartell is Learning
& Development Manager
– North– America for
GE Capital Real Estate.
He is also an adjunct
associate professor
of Psychologyf and
Education at Columbia
University. Dr. Tartell
has expertise in the
areas of learningf
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.
High
Low
Low High
Interest/Support
Blocker
Indifferent
Power/
Champion
Advocate

17. orld vieww
training MAY/JUNE 2013 | 15www.trainingmag.com
world vieww
Focus on ThailandHuman resource development has become critical for both private
companies and government agencies, with particular emphasis on
technology, skills training, and English language learning.
BY ANCHALEE NGAMPORNCHAI, PH.D., AND JONATHAA AN ADAMS, ED.D.
T
hailand is a Southeast Asian country
where cultural values are characterized
by Buddhism, respect for monarchy, and
national pride. Thailand is the only country in the
region that has never been colonized by Western
nations. While the Thai economy suffered dur-
ing the financial crisis that engulfed the region
in the late 1990s, sound economic policies have
resulted in low unemployment and a high stan-
dard of living relative to other countries in the
region. The strong direction of its economy led
the World Bank to recognize Thailand as an
upper-middle-income economy in July 2011.
Thailand’s current development is focused on
the commencement of the ASEAN Economic
Community (AEC) in 2015. The free trade zone
will include 10 countries and is widely expected
to increase economic prosperity and strengthen
political stability. Human resource development
has become critical for both private companies
and government agencies, with particular em-
phasis on technology, skills training, and English
language learning. One-on-one coaching also has
increased, especially for executives.
TRAINING TIPS
When conducting training in Thailand, use
best-practice training strategies and consider
the following culture-specific tips:
1. Present your credentials in a humble way.
Thai people respect expertise, education, and
the wisdom that comes with age. It is im-
portant to introduce your credentials and
explain your expertise in order to build
trust. It is more effective, however, to in-
troduce yourself in a humble way as Thai
tend to dislike people who appear to be self
important.
2. Use simple language. If training is in English,
be sure to avoid slang and cultural expressions.
It’s more effective to explain concepts using
short sentences. While English is widely spoken
and many Thai have good command of it, speak
slowly and clearly to ensure the content is well
understood. Break down complex ideas, para-
phrase, and use graphics and visual aids instead
of word-only presentations.
3. Silence is golden. Anticipate few questions
during training events. Thai are used to learning
by listening rather than interacting or inquiring.
In large group training events, individuals are
not likely to “speak up.” Avoid challenging your
audience or putting individuals on the spot to
inspire engagement. In Thailand, doing so may
be regarded as a public embarrassment or face-
threatening act. It’s more effective to conclude
early and linger to allow individuals to approach
you with questions.
4. Engage the audience with stories and humor.
Thai appreciate a good balance of formal and
informal interaction. Use relevant stories and a
good sense of humor to engage the audience. Be
mindful that criticizing or ridiculing the monar-
chy is a criminal offense in Thailand.
5. Food is always appreciated. Thai enjoy ac-
tivities around food. Use food as an icebreaker
to start training events and snack breaks to give
individuals an opportunity to approach you with
questions.
6. Relationship building is critical to long-term
success. Thai people value friendships, personal
connections, and long-term relationships. If the
goal is to continue or expand your business, take
time to build trust. Word of mouth is usually
the best business strategy in this group-oriented
society. t
Anticipate few questions
during training events.
Thai are used to learning
by listening rather than
interacting or inquiring.
Anchalee
Ngampornchai, Ph.D.,
and Jonathan Adams,
ED.D., are senior
associates at Global
Dynamics Inc. (www.
global-dynamics.com),
a leader in in cultural
competence, global
diversity, and virtual
team management.
Both authors can be
reached at programs@
global-dynamics.com.

18. 16 | MAY/JUNE 2013 training www.trainingmag.com
M
astering the technical skills of af position, along with
techniques for meeting deadlines and getting approval
from the decision-makers, is just one facet of af success-
ful employee. The other major facet is the individual’s
ability toy successfully blendy into your company’s cul-
ture. The C-suite of mostf organizations has decided how itw wants its
customers to be treated and how itw expects employees to treat each oth-
er. Those expectations often are put in writing in the form of af mission
statement. Once the statement ist tacked onto a wall,a however, the fate of thef
Teaching employees not justt howt tow do their jobs, but thet way youy
expect themt to treat co-workerst and customers, requires leading by
example and consistent communication.t BY MARGERY WEINSTEIN
CULTIVATING
CULTURE

19. decided-upon culture is up for grabs. Some companies are
using training and learning programs to make it more likely
those ideals are lived out.
CULTURE RIGHT FROM THE START
Teaching employees about the corporate culture starts on
day one of employment at information technology provider
EMC Corporation. “We align enterprise and organizational
onboarding programs to accelerate time to productivity and
to ensure consistency. From a global perspective, 100 percent
of new employees participate in an interactive online program
called FastStart, where they learn about the company’s his-
tory, products, strategy and corporate mission, values, and
expectations,” says Director of Learning Strategy and Acquisi-
tions Ernie Kahane. “The virtual deployment of this program
enables us to ensure a global and consistent onboarding
experience for all new employees.”
In addition to enterprise-level orientation, hiring orga-
nizations deliver job-specific orientations. The tailored
programs teach employees what the company expects cus-
tomers to receive in each specialized area. “Sales Education
conducts a five-day, intensive case-study-driven program
culminating in sales presentations, and our Global Services
organization delivers a two-week orientation to introduce
organizational goals, measurements, contributions, and roles,”
says Kahane.
Sometimes the buddy systems works best in introducing
new employees to the culture. At heavy civil construction,
mining, and manufacturing company and material sup-
plier American Infrastructure, new employees learn from
seasoned employees how the company does business. “New
employees are assigned an onboarding ‘buddy,’ and some
new employees (depending on their position) are assigned
a mentor and a coach during this period,” says Director of
Career Development and Training Jamie Leitch. “Onboarding
at American Infrastructure is designed to orient employees
to our corporate culture and to provide them with the op-
portunity to ask questions, gain clarification, and share best
practices from their previous organizations.”
Inaddition,allnewemployeesarerequiredtoweara“green”
hard hat on all of their job locations for the first 90 days in
order to signal to their fellow employees that they are new to
the organization. As such, Leitch says, these employees are
treated with special care and concern at all jobsites. “They
are provided with extra onboarding assistance by their fellow
employees in order to support their onboarding process.”
SPREAD THE WORD
Law firm Bass & Associates, P.C., ensures employees under-
stand the mission statement, so it isn’t just an abstraction.
“Our mission statement very much describes the culture at
Bass & Associates. We focus on producing high-quality work
in all that we do. This is delivered by having multiple levels
of quality control in place throughout our company,” says
Training and Development Manager Andrew Hoskins. “We
also perform and receive random audits throughout the year.
We are able to offer comprehensive and customized service
to each of our clients by incorporating departments that
handle specific client needs. We also have customized our
training programs to fit the needs of both the company and
the learner.”
The firm uses regular communications with its workforce
to transmit the culture. “We produce a company newsletter
that covers the issues related to our industry and our clients.
It also serves as a forum for employees to share about their
personal lives and outside interests,” says Hoskins. “We let
them know that while the work they do is important to Bass
& Associates, we recognize that their personal interests are
also important and related to our success.”
Perhaps the best way to spread the word is by example.
Choice Hotels International looks to its leaders to set an ex-
ample worth following. “Communication and accountability
are paramount in our culture. Treat others how they want
to be treated and hold yourself and others accountable for
all actions,” says Manager of Talent Development, Learning,
and Development Lori Greaves. “We know that coaching and
training toward the reinforcement of positive behaviors is
vital as this leads to a more progressive development experi-
ence; ultimately creating and cultivating a positive, lasting
experience for our customers.”
EMPLOYEE FEELINGS COUNT, TOO
Banking and finance company BB&T Corporation doesn’t
forget to consider the employee’s point of view in spreading
corporate culture. “Associates who feel valued and engaged in
their work are central to BB&T’s success. Our strategies focus
on all facets of associates’ well-being: career, financial, physical,
community, and social. In a recent anonymous survey of our
training MAY/JUNE 2013 | 17www.trainingmag.com
CORPORATE CULTURE RED FLAGS
You’ve made your best effort to teach employees about your
corporate culture, but you think something may have gone wrong.
Doug Williamson, CEO of leadership development firm The Beacon
Group, offers some red flags to watch out for:
• Lack of candor and transparency at all levels. No one under-
stands senior management’s plans or the company’s goals.
• Decisions that do not stick or get implemented. Management
announces a change, but then nothing comes of it.
• Senior leaders who are not first-rate role models. They talk a
good game, but then act in ways that undermine their message.
• Lack of consequences for failing to live up to the cultural norms
and expectations. No repercussions for managers who are
notoriously abusive toward employees.
• No measures are used to track and spot gaps over time.
Employees are not effectively monitored for performance con-
sistency.
• Behaviors are not included as part of the performance review
process. There is a tolerance for employees who mistreat co-
workers as long as they meet their financial goals.
• Lack of a balanced scorecard methodology (hard and soft
metrics measured equally). Interpersonal relations toward
colleagues and clients or customers are not meaningfully con-
sidered in employee evaluations.

20. www.trainingmag.com
associates, 90 percent said they were proud to work at BB&T—a
sign of exceptional associate engagement,” according to BB&T.
“We continue to make substantial investments in associate
education to create a knowledge-based learning organization.
To successfully operate our decentralized structure of 36 com-
munity banks, we know we must have highly trained associates
who understand BB&T’s philosophy—and who are ‘masters’ of
their areas of responsibility, whether they are computer opera-
tors, tellers, lenders, or financial consultants.”
The company also strives to develop employees who are
self-motivated. “In our rapidly changing and unpredictable
world, companies and individuals also need a clear set of val-
ues to guide their actions. As a values-driven organization,
BB&T encourages and trains our associates to have a strong
sense of purpose, a high level of self-esteem, and the capacity
to think clearly and logically,” BB&T says. “We believe that is
the essence of BB&T’s competitive advantage: associates who
turn rational ideas into action that, in turn, accomplishes
our mission. BB&T’s values form the foundation for the way
we do business.”
ENGAGED EMPLOYEES
LEAD TO CULTURE SUCCESS
At Mountain America Credit Union, employees often
are pre-set for engagement by being culled from the
ranks of customers. The ability of the company to sus-
tain that engagement is a marker of cultural success.
“Many of our employees were members of Mountain
America before being employed here. They had posi-
tive experiences as members, which made them want
to apply for employment,” according to Senior Vice
President of Educational Services Suzanne Oliver and
Assistant Vice President of Educational Services Shel-
ley Muhlestein.
For the last five to six years, “approximately 30 percent
ofallnewhireshavecomefromemployeereferrals,”Oli-
ver and Muhlestein note. “Our current employees know
what a good place this is to work and recommend it to
their friends and family. Since employees know what’s
needed to be successful at Mountain America, they can
identify others with similar values and standards who
will enjoy being part of our organization.”
Recent employee engagement scores reinforce Oliver
and Muhlestein’s assessment. “Our annual engagement
scores continue to be high, letting us know what is
working well and areas to improve from the employee
perspective. Good people want to work at Mountain
America. We have been a ‘Best Places to Work’ recipient
for several years and many seek employment here,” they
point out. “In 2012, just 5 percent of total applicants were
hired, with 34 percent of all open positions being filled
internally. Our turnover rate is 24 percent, and 7 percent
of employees who leave Mountain America re-apply to
work here again.”
MERGER = CULTURE OPPORTUNITY
When workforce development and mobility company
Cartus Corporation conducted an acquisition three
years ago, the company used it as an opportunity to
strengthen its organizational culture. “We decided to
undertake a cultural integration as part of our acqui-
sition planning. We made a significant investment
in determining what the culture of the two merged
companies had been previously, and what we want-
ed our new, combined company culture to be,” says
Senior Vice President of Global Human Resources Amy
Meichner. “After we defined the culture, we built a
Cultivating Culture
18 | MAY/JUNE 2013 training
CREATING YOURYY OWN UNIQUE CULTURE
By Dr. David “Doc” Vik, Founder and CEO, The Culture King,
and a former Zappos.com Coach
“Culture” within a business, in and of itself, is kind of “sqwooshy.” Com-
panies attempt to do many things to create a culture, but the anticipated
positive effects are not always realized because the five key structures that
create the culture often are missing.
STEP 1: CREATEAA A COMPELLING VISION. Within all companies, groups
of people need to know “what” they are doing or delivering. Once they know
the “what,” all thoughts, decisions, and actions can be aligned to it. This will
help in creation and reinvention and will be crucial for your employees to
find the best way to do things. This needs to evolve over time, and will be a
guiding light or “North Star” to follow and help guide.
STEP 2: ESTATT BLISH A PURPOSE. Everyone needs a purpose in their lives,
and this is just as true in businesses. The purpose is the “why” you are doing
what you are doing. If your company’s purpose is only about making money,
employees won’t stand behind it for long. If the purpose is compelling enough
and gives them a great reason to work at your company, it will attract passion-
ate employees who want to fulfill your company’s purpose. A word of advice:A
Make your purpose short, memorable, and repeatable—just like your vision.
STEP 3: TAKE A GOOD, LONG LOOK ATAA YOUR BUSINESS MODEL. Is it
aligned with the wants, needs, and demands of your customers? Is it aligned
with all the possibilities and opportunities the Information Age has to offer?
The lifespan of an S&P company a generation ago was 50 years. Today,
the lifespan of an S&P company is 25 years and shrinking. Companies are
“dying” at an unprecedented rate, and many times, it has to do with the
business model not evolving with the times.
STEP 4: CREATEAA UNIQUE/WOW FAW CTORS FOR YOUR COMPANY. Why
should anyone want to work for or buy from your company? What is unique
or “wow” about it? Does what you sell or deliver stand out from the rest?
When creating your own unique/wow factors, you can choose from any of a
number of things, including: quality, value, price, service, delivery, etc. Just
be different! If everyone is building fences, dig a tunnel.
STEP 5: ESTATT BLISH VALUES THATAA LET THE OUTSIDE WORLD KNOW
WHATAA YOU ARE ALL ABOUT. Company values are basically what everyone
values within the organization.
Once the structure is set, allow the people of your organization to create the
culture. Over time, your culture will become part of your DNA. It then will be
the blueprint of “what,” “why,” and “how” you do things…now and long into
the future, helping your employees and company to reach their full potential.
For more information about Dr. Vik’s book, “The Culture Secret: How to
Empower People and Companies No Matter What You Sell,” visit
www.theculturesecret.com.

21. long-term plan that wast executed byd ay cross-a
functional andl globald teaml of employees,f
who oversaw thew new culture’sw rollout.”
Meichner explainsr thats Cartust thens com-n
municated and provided training on the
culture in many ways. “Our multifaceted
approach included communications and
messages; visual representationsl ofs ourf cul-r
ture; inclusion ofn thef culturale elementsl ins alln
ourcorer programs,e includinghiring,g training,
and recognition;d and toolsd ands eventsd tos en-
gage oure employeesr ins seeingn andg feelingd whatg
the culturee wase alls about.”l t
www.trainingmag.com training MAY/JUNE 2013 | 19
A CORPORATEAA CULTURE
EMBRACED BY ALL
It’s difficult tot get employeest to believe and
live out at corporate culture chosen by they
C-suite. Clara Lippert Glenn,t president andt
CEO of Thef Oxford Princeton Programme,
offers the following tips:g
• Instead of askingf employeesg how hardw
they willy work fork ther company, ask themk
what theyt willy do to balance their work/r
personal life. Someone who can balance a
busy worky lifek with a rewarding homeg life
is one who can handle any worky situationk
you throw atw them.t We want peoplet who
are happy insidey the office, as well as
outside the office.
• Create ande enforce good,e easily understoody
workplace policies.e Policies give everyonee
the parameterse needed to beo creative,e suc-
cessful, and happy aty work.t
• Think aboutk peoplet management. It’s not
just aboutt managingt ag task, budget, or
project. It’s about managingt people—theirg
expectations, their motivations,r their
hurdles, and their joys.r
• Remember thatr itt ist not alwayst about whot
is going tog geto thet jobe done best,e it’s about
who iso going tog doo theo worke wellk and get
along withg those arounde them.
• Encourage employeese to asko questions.k
Pass along theg age-olde motto: The onlye
stupid question is the onee youe didn’t ask.t
• Teach employees to beo proud.e Tell them:
If youf are note proudt of thef worke youk are
doing, you’re ine the wronge job.g
• Encourage a no-complaining culture.
Instead of whining,f teach employees to
take the initiative to discover and explain
a solution.
For morer one this topic, visit http://t
trainingmag.com/content/corporate-culture-
foundation-success.

22. www.trainingmag.com20 | MAY/JUNE 2013 training
These 25 training professionals soar
with exceptional leadership skills and
business savvy. By Lorri Freifeld

23. Like butterflies bursting from their cocoons and flying
to new heights, the 25 winners of Training magazine’s 2013
Emerging Training Leaders awards are on an upward trajecto-
ry of leadership and organizational success. These 25 training
professionals have been in the industry for two to 10 years
and have demonstrated exceptional leadership skills, business
savvy, and training instincts.
The Emerging Training Leaders (ETL) awards program
replaced the five-year-old Top Young Trainer awards program.
All Emerging Training Leader candidates had to be nominated
by co-workers or industry peers.
Training Editorial Advisory Board members and the editor-
in-chief judged the nearly 80 nominations and chose the 25
winners based on the following factors:
• Have been in the training industry for a minimum of two
years but no more than 10 years
• Took on at least one new responsibility in the last year
• Successfully led a large-scale training/learning and
development initiative within the last year that required
management/leadership of a group of people and result-
ed in the achievement of a corporate strategic goal (with
results provided for Kirkpatrick Levels 1-4)
• Demonstrates the following specific leadership qualities
(with specific results provided as an example for each):
acts as a mentor/coach, adopts new technology, collabo-
rates, communicates often and effectively, embraces
and adapts to change, empowers employees, fosters
employee/team recognition, has a global mindset, in-
novates, inspires trust, provides regular feedback, sets
an ethical example, thinks outside the box, and thinks
strategically
• Has the potential to lead the Training or Learning &
Development function at an organization in the next one
to 10 years
On these pages, you’ll find in-depth profiles of the Top 5
Emerging Training Leaders (listed in alphabetical order), plus
slightly shorter profiles of the other 20 Emerging Training
Leaders. And we continued our tradition of creating a “To
Watch” list, which features five up-and-coming professionals
who didn’t receive an award this year, but who are well on their
way to becoming future Emerging Training Leaders.
“I was impressed with the quality of this year’s Emerging
Training Leaders class,” says ETL Judge Kevin Wilde. “Their
innovation, business impact and leadership gives me encour-
agement that the future of L&D is bright. I look forward to
their continued contributions to building our profession.”
ETL Judge Daniel Goepp likewise was impressed with the
level of competence and accomplishments indicated in the
nominations. “Some individuals demonstrated significant inde-
pendence, initiative, and leadership that has helped to shape
the success of their respective learning organizations. Clearly,
the profession is fortunate to have such talented emerging
leaders.”
What struck ETL Judge Jim Federico about this year’s group
of Emerging Training Leaders is “their degree of alignment to
business priorities and the innovative practices they are bring-
ing to the L&D discipline.”
Adds ETL Judge Brent Bloom, “It was inspiring to read
and assess the many innovative projects and initiatives
these talented leaders have taken from development to
implementation.”
ETL Judge Cyndi Bruce agrees. “The ability to design and
deploy development solutions beyond the typical classroom
with measureable results was an ongoing theme among this
year’s winners.”
“This year’s winners are an extraordinary group,” ETL Judge
Ross Tartell concludes. “They showed leadership, the ability to
overcome adversity, and an understanding of how to creative-
ly apply their learning expertise to resolve critical business
issues across diverse functions.”
www.trainingmag.com training MAY/JUNE 2013 | 21
ETL JUDGES
• Brent Bloom, Senior Director, Global Talent & Development,
KLA-Tencor Corporation
• Cyndi Bruce, Executive Director, KPMG Business School – U.S.
• Jim Federico, Senior Director in SMSG Readiness,
Microsoft Corporation
• Daniel J. Goepp, Managing Director, Learning & Development,
PwC
• Craig Gill, Director, Development Center of Expertise,
Deloitte Services LP
• Vicente Gonzalez, Learning and Development,
Booz Allen Hamilton
• Raymond D. Green, CEO, Paradigm Learning, Inc.
• Michael S. Hamilton, CLO, Ernst & Young
• Alison Hooker, Chief Talent Development Officer,
Ernst & Young
• Bruce I. Jones, Programming Director, Disney Institute
• Donald Keller, CLO and VP, Global Education &
Development, SCC Soft Computer
• Diana Oreck, VP, Global Learning & Leadership Center,
The Ritz-Carlton Hotel Company
• Ann Schulte, Director/Global Practice Leader, Procter & Gamble
• Ross Tartell, Manager, Learning & Development – North
America, GE Capital Real Estate
• Kevin Wilde, VP, Organization Effectiveness, and
CLO, General Mills, Inc.
• Lorri Freifeld, Editor-in-Chief, Training magazine

24. www.trainingmag.com
CHARLES L.C. HO
Manager – Quality & Staff Wellness
Training (5 direct reports)
MTR Corporation Limited
B.Engineering, University of
Hong Kong; MBA, Hong Kong
University of Science & Technology
10 YEARS IN TRAINING
CHILDHOOD AMBITION: “I wanted to
be an engineer and that’s why I enjoy
making models of airplanes, cars,
battleships, machines, etc. That may
explain why I studied engineering in my undergraduate years. But as time
passes, I find I am more interested in dealing with people. And I enjoy
inspiring people and also being inspired by people around me. So, I choose
to be a ‘human engineer’—a Training & Development professional!”
FAVORITE PHRASE OR MOTTO: “Sow a thought, reap an action. Sow
an action, reap a habit. Sow a habit, reap a character. Sow a character,
reap a destiny.”—Samuel Smiles
FAMILY/PETS: “The eldest son in my family, I am married without kids.”
OUTSIDE INTERESTS: “I like reading, traveling, and playing racketball
games (e.g., badminton, table tennis, tennis, etc.). I also volunteer to be
a mentor to university students/young graduates and deliver seminars
related to career development, personal leadership, and positive thinking.”
ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “Know that:
1. You have the talents to become a training professional. That means
you need to possess the training skills (e.g., presentation skills) or have
the determination to develop and master these skills.
2. You have the passion to develop people and foster continuous learning.
3. The training intervention can address or relate to the needs of the
organization and the participants.”
>> Charles L.C. Ho oversaw a team of five to drive and manage the
“You Have a Say” Work Improvement Team Training Scheme (WIT), a
corporate-wide strategy in MTR to engage 5,000 staffers to improve
work processes and create value for the Hong Kong-based transportation
corporation, nurturing a continuous learning and innovation culture. It
operated in three stages: Team Formation, Project Initiation, and Annual
Presentation and Awards.
Ho implemented a four-phase framework, which included top
management alignment, formulating WIT training policies, activities,
and models for different improvement projects; forming divisional
steering committees to uphold the partnership among the relevant
departments; and engaging staff in ongoing initiatives through “See-
Understand-Use” marketing. Results: Some 798 WIT teams submitted
823 WIT projects in 2012, contributing to a saving of HK$30.9 million
through improvements in productivity, customer service, safety, reliability,
and environmental protection.
Ho also drove the customized client-based Continuous Professional
Development (CPD) Curriculum for several departments, including the
HR & Administration Division, Legal & Procurement Division, IT Services
Department, and Internal Audit Department. With positive responses
from staff members and division/department heads (4.6 out of 5 on a
5-point scale), all these curricula have been continued in 2013, and the
approach is being extended to the Commercial & Marketing Division in
2013.
“Charles has a clear mission that L&D is the most effective way to help
people discover and develop their talents, and he has a strong passion
to work toward this mission,” says nominator Chester Tsang, senior
manager, Management Training & Development, MTR Corporation Ltd.
“As a result, he can create a more effective working atmosphere in the
department, as well as in the corporation, which can help drive many
complex L&D and HR interventions efficiently.”
LINDSAY D. DONAIRE
Associate Director, Learning &
Development (5 direct reports, with
total team of 11)
Coca-Cola Enterprises
BS in Industrial and Labor Relations,
Cornell University; International
Management Program at Vlerick
Business School
6 YEARS IN TRAINING
CHILDHOOD AMBITION: Nun
FAVORITE PHRASE OR MOTTO: A
hermit was meditating by a river when a young man interrupted him
and said he wished to become his disciple. “Why?” the hermit asked.
The young man thought for a moment. “Because I want to find God.”
The master jumped up, dragged him into the river, and plunged his
head under water. After holding him there for a minute, the master
pulled him up out of the river and asked, “What did you want most of
all when you were under water?” “Air!” answered the man. “Very well,”
said the master. “Go home and come back to me when you want God
as much as you just wanted air.”
FAMILY/PETS: “Even ratio of children to adults with son, Moxie, and
daughter, Quintessence, and husband, Jim.”
OUTSIDE INTERESTS: Travel to 30 countries, certified PADI open water
diver, tasting wine and Belgian beer
ADVICE FOR THOSE ENTERING THE TRAINING FIELD: Follow your
curiosity that led you to join the L&D field, and focus it on:
1. Honing your craft
2. Being obsessive about applying your understanding of business
strategy and how people contribute to it
3. Seeking the answer to the questions: What is the expected
performance? What is the gap between expectations and current
performance? How will closing the gap be measured?
>> In 2012, in addition to Lindsay D. Donaire’s “day job” of leading
the commercial capability team, she was asked to take on two other
responsibilities: 1) to select and onboard Coca-Cola Enterprises, Inc.’s
first-ever instructional designer (80 percent of CCE’s L&D solutions
were created externally by vendors) and 2) centralize Leadership/
Management development. Donaire supported the instructional designer
role development, led the recruitment, and onboarded the hire. As a
result, four e-learnings were created in-house and saved CCE $154,000
Donaire’s second new large responsibility in 2012 was taking two
different senior managers reporting to different leaders, and centralizing
them under herself. This meant her client focus was expanded to 6,500
employees, including 2,000 people managers across all countries
and business units (she is based in Brussels, Belgium). She assumed
responsibility for three additional senior managers, expanding her direct
reports from two to five. Kirkpatrick Level 1 ratings for her leadership
deployment are a strong 4.47 of 5.
Donaire also redesigned the CCE Marketing training program across
business units. The redesign included six e-learning modules, a group on
Chatter (a type of corporate Facebook), virtual classroom experience with
experts for Q&A, coaching by Chatter 30 days after the session, and a 90-
day follow-up to share real-life experiences. Results: accelerated learning,
classroom time reduced by eight hours, and cost savings of $375,000.
“Lindsay approaches problem-solving with an ROI mindset, both
quantitatively and qualitatively,” notes nominator James Matte, VP,
Organizational Capability, Coca-Cola Enterprises, Inc. “She also is the
only American within the L&D team. Her success is a testament to
her ability to be open to and aware of the diversity across cultures and
markets, seeing the simultaneous uniqueness and commonalties.”
22 | MAY/JUNE 2013 training
TOP 5 EMERGING TRAINING LEADERS
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25. www.trainingmag.com
ELIZABETH LYNN KINDER
Senior Training Specialist
Bankers Life and Casualty
Company (led 15)
BA in Communication (Journalism),
Bradley University; MBA,
Saint Xavier University
3 YEARS IN TRAINING
CHILDHOOD AMBITION: A doctor,
lawyer, or writer
FAVORITFF E PHRASE OR MOTTO:
“Before you are a leader, success
is all about growing yourself. When you become a leader, success is
about growing others.”—Jack Welch
FAMILFF Y/PELL TS: “I’m currently engaged to be married in October 2013
to the love of my life, Dr. Tom Kim.”
OUTSIDE INTERESTS: “Running! I’m addicted to road races and have
completed five marathons in two states over the last six years.”
ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “A trainer
must perform many roles throughout the day: coach, facilitator,
communicator, counselor, guide, and leader. It is a daunting list, and
it will take time to learn how to be effective. While you’re learning,
take cues from others. Listen before you speak and build connections
from the start. Prepare for success tomorrow by building meaningful
relationships today.”
>> Elizabeth Lynn Kinder joined Bankers Life and Casualty Company’s
Learning & Development function as a subject matter expert in Long
Term Care two years ago. She had six years of experience in operations
and was asked to join the team as a stretch assignment. “Elizabeth
has led many high-profile, long-term projects over the last two years,”
says nominator Tori England, manager, Long Term Care Learning &
Development, Bankers Life and Casualty Company. “She is able to
look at the big picture of the department and the company to make
good choices and collaborate with others. Her passion to succeed
and commitment to our brand are extraordinary within not only our
department but also our enterprise.”
In 2012, Kinder spearheaded Project Alpha, the Long Term Care
Learning & Development team’s repeatable, multi-phase approach
to handbook creation and baseline assessment of key production
departments. With a focus on best practices, Kinder coordinated with
key business members, subject matter experts, and quality assurance
teams to discover and document processes, which participants then
were trained and assessed on. Audit scores for procedural quality of
work went from a pre-training average of 97.23 percent to 98.32
percent after six months. Audit scores for financial accuracy went from a
pre-training average of 90.78 percent to 95.61 percent after six months.
Kinder also acts as an early-adopter change agent within the
department for key initiatives, chairing the department’s weekly
Change Management meeting where supervisors, managers, and
senior members of the department’s 12 units convene to announce
and discuss changes. As a Senior Training specialist in this department,
Kinder is trained in the procedures of all units and oversaw 103
completed changes in 2012. Kinder received an “innovator” award
in third quarter 2012 for her work in identifying and creating a
new process for claim adjusters to follow, which reduced errors and
increased servicing accuracy.
Last summer, Kinder served as the project manager to train
approximately 30 associates located in India on role procedures.
Kinder turned to Audacity, a free Web-based audio recording tool she
had never used, to build “broadcast” training programs. Five unique
sessions were provided over eight weeks. Quiz scores steadily rose
from an 82 percent average on the first quiz to a high of 98 percent
on the fifth.
MARITA JA ONES
Project Manager, Training and
Development for Payroll Operations
(managed/led 20)
Paychex, Inc.
BA, SUNY Brockport
8 YEARS IN TRAINING
CHILDHOOD AMBITIONS:
Archeologist or extra in a Star Wars
movie
FAVORITFF E PHRASE OR MOTTO:
“Do not follow where the path may
lead. Go instead where there is no path and leave a trail.” And, “It’s
all good!”
FAMILFF Y/PELL TS: “Husband, Doug; sons, Jared (14) and Lucas (12);
2 dogs, Ares and Ellie; 2 guinea pigs, Rocky and Creamsicle; a cat,
Elmo; and a partridge in a pear tree (not really).”
OUTSIDE INTERESTS: “Spending time with the family—hiking,
fishing, playing euchre, planning our cross-country road trip, parental
groupie for swim team and marching band.”
ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “We have
been the recipients of training from pre-K to college to our first
job. In some sense, we are all subject matter experts when it comes
to learning. Use your own learning experiences and apply them to
your day-to-day job, whether it is as a trainer, instructional designer,
leadership developer, project lead, or training manager. Stay in touch
with your audience and don’t create training in a bubble.”
>> Marita Jones was instrumental in developing a global training
strategy to ensure the success of a companywide technology project at
Paychex Inc. As a result of her leadership on this project, the organization
obtained measurable data showing an increase in sales revenue and
operations productivity (this data was provided in the nomination but is
not for publication).
Jones currently is the training project manager assigned to oversee
many of the assimilation activities for a company Paychex recently
acquired. The goal of the project is to integrate the acquired company’s
tax system for efficiencies, legal, and expense reasons. According to
nominator Laurie O’Mara, Training manager, Paychex Inc., “Marita
was chosen to lead this effort because of her ability to embrace and
adapt to change on a day-to-day basis. Her experience and expertise
in payroll fundamentals allows her to manage the expectations of the
project while at the same time lead the employees of the acquired
organization through this massive change effort.” Measurable results
to date include successful integration of systems, no turnover of
acquired employees, and high employee morale.
Jones also was part of a project team that was responsible for
creating productivity actions for Paychex’s field operations front line.
One of the specific areas targeted was the use of a feature in the
payroll system called Check Templates. The Check Template training
was delivered to more than 2,000 front-line service givers, and as
a result, running bonus checks for a seven-person payroll saved 65
percent or just over two minutes per payroll. This translated into a
significant time savings across the branches at a busy time of year.
As a result of Jones’ leadership and direction to Paychex instructional
designer Cindy Caldwell, the training for a recent onboarding project
was rolled out to more than 300 employees, who successfully
onboarded 4,700-plus clients in December 2012. “Marita is
an excellent and creative leader who trusts her project team and
appropriately, willingly, and seamlessly shares that leadership role,
resulting in a fully engaged and motivated team,” says Caldwell.
“These feelings of empowerment spill over into all of the projects
I work on—pushing me to take on a leadership role whenever I am
presented with the opportunity.”
training MAY/JUNE 2013 | 23

26. AMY ALEXY
Director, Learning and Talent Development,
North American Tire (managed/led 12 L&D
associates and 12 trainers)
The Goodyear Tire & Rubber Company
BA in Communications, Walsh University;
MBA, Kent State University
8 YEARS IN TRAINING
In 2012, Amy Alexy took over responsibility for the Learning &
Development function within Goodyear’s North American Tire (NAT)
Division, covering approximately 25,000 associates. Alexy spearheaded
the creation of the North American Tire Senior Leader Development
Program (SLDP), which included collaborating with Harvard Business
Publishing (HBP) to develop a custom portal that contained functionality
to host live development plans for those in the program. The SLDP was
delivered via a blended delivery approach (live and virtual), leveraging
the 70/20/10 Learning Model, labeled in North American Tire as “Learn.
Grow. Act.” Within one month of launching the NAT SLDP, 98 percent
of the participants had used the Individual Development Plan feature.
In addition, 50 percent of the learners received a new job assignment
while participating in the program; 21 percent of the moves were
developmental in nature; and 29 percent of the moves were promotions.
“Amy can develop a strategy and bring people on board to support
her vision,” says nominator Steve Haigh, senior strategic relationship
manager, HBP. “She understands and communicates in the language of
business, as well as L&D.”
www.trainingmag.com
RACHEL GOBER KLEMENS
Manager, Training and Development
(3 direct reports)
CHG Healthcare Services
BS, University of Utah
8 YEARS IN TRAINING
CHILDHOOD AMBITION: “When I
was a child, I wanted to be a horse
trainer or a rodeo barrel rider. Pretty
much anything that had to do with
horses, I was on board.”
FAFF VORITE PHRAA ASE OR MOTTO:
To paraphrase John Lennon, “The learning you take is equal to the
learning you make.”
FAFF MILY/PETS: Married to David Klemens with two Labrador retrievers
and one child on the way in July.
OUTSIDE INTERESTS: “My husband and I enjoy taking our dogs
hiking around the mountains in Utah. We also love to travel and cook
together.”
ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “This can be a
hard field to break into, so don’t get discouraged if it takes time. Take
any opportunity you can to train or develop others in your current
role. That can translate into training experience when applying for a
training role.”
>> Rachel Gober Klemens was promoted to the position of manager,
Training & Development, within the Corporate Training & Development
team at CHG Healthcare Services and took on the responsibility to lead
the Leadership, Employee, and Team Development programs and the
supporting team. Gober Klemens led a team of four (including two
senior training and development specialists, a director, and a senior vice
president) in researching, sourcing, and developing the content for the
Leaders Leading Leaders (L3) initiative, which aimed to increase the size
of CHG’s leadership bench by 15 percent while increasing leadership
promotions from within the company to 75 percent. The resulting
program featured an initial two-day instructor-led classroom session,
followed by five 90-minute instructor-led classroom or videoconference
sessions. During the period of the program implementation, overall
leadership within CHG has increased by 20 percent, with 76 percent
coming from internal promotions. This is a 15-plus percent increase
over the previous year in internal versus external leadership placements.
Gober Klemens mentors current leaders in the development of their
new leaders and coaches the new leaders themselves in the use
of the models and tools taught in the company’s basic leadership
development program, “LEAD.” In her 360-degree assessment
scores, Gober Klemens received a 6.3 out of 7 for coaching and
mentoring from her team and 6.0 to 6.5 from other leaders.
“In fulfilling her strategic leadership role, whether it is guiding her
team members in projecting their longer-term strategy or developing
their coming year’s business plan, contributing to the creation of
the three-year and one-year plans for the larger corporate Training
& Development team, or participating in defining the direction of
learning and development for all of CHG, Rachel always brings an eye
for results and outcomes and the realistic steps needed to effectively
deliver what is needed,” says nominator Wayne Davis, director,
Corporate Training & Development, CHG Healthcare Services. “This
translated into her team accomplishing multiple extensive projects
this previous year, including rolling out the L3 program for directors
and above, revamping the ‘LEAD’ program to include ‘Crucial
Conversations,’ and completing the implementation of the ‘Building
and Inspiring Trust’ training for all leaders. This has led to a team
effectiveness score of 97 percent.”
24 | MAY/JUNE 2013 training
ABDALLAH ALJURF
Training and Development Senior Specialist
National Water Company- NWC,
Saudi Arabia (managed/led 9)
Bachelor’s in Systems Engineering, KFUPM
(King Fahd University of Petroleum and
Minerals)
6 YEARS AND 4 MONTHS IN TRAINING
Abdallah Aljurf led the companywide Middle Management Development
Program (MMDP), which aimed to improve retention of middle managers,
develop leadership competencies and business acumen skills (NWC is
in the process of being privatized), and increase employee engagement.
The program features six courses created by Aljurf, who also mentored
the external trainers. The courses included group and pair discussions,
brainstorming, games, videos, coaching, case studies, individual
exercises, and one-on-one feedback during and after each session. As a
result, the turnover rate of Saudi employees in headquarters compared
to last year decreased from 8 percent to 3.5 percent, and the employee
satisfaction index increased companywide from 65.8 percent last year
to 78.3 percent this year. “Abdallah coaches a minimum of 10 middle
managers every week (face to face) for different performance- and
development-related issues,” notes nominator Mohammed Shabib, NWC
T&D senior specialist. “This resulted in higher productivity, clarity of
business goals, and more confidence on how to achieve them. Some 98
percent of middle managers gave great feedback on Abdallah’s coaching
style and results.”
2013 20 WINNERS
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