The Source of Professional Development in Corporate.

THE SOURCE FOR PROFESSIONAL DEVELOPMENT
www.trainingmag.com
$35
NOVEMBER/
DECEMBER
2015
How
Does
Your
Salary
Stack
Up?
Average trainer
salaries in 20142015 increased
nearly 3 percent to
$83,494, according
to Training research
PLUS: 2015 Training Industry Report
Exclusive: Inside AAMCO University
2015 Ttv Award Winners
Get your managers

coaching, and
everybody wins.
Trainers, training managers:
Increase the return on your training
investments by arming your managers
to continually reinforce and expand on
WKHOHDUQLQJGHOLYHUHGLQIRUPDOWUDLQLQJ
The Progress Coaching

Certication Program
starts with a Kickoff Webinar followed by
a series of short (5-8 minute) lessons and
SDUWFHUWLFDWLRQWHVW
This will NOT interrupt your daily work
and training but prove to enhance it.
Upon completion, you will be issued a Training
magazine-sponsored National Progress Trainer
&RDFK&HUWLFDWLRQ
Help your personal career growth
Develop a Progress Coaching Program
and culture in your organization
Get manager buy-in for your training
efforts like never before!
DESIGN and DELIVER

coaching to DRIVE
manager buy-in for
VXSSRUWRI\RXUWUDLQLQJ
progress coaching
For pricing and details, contact:

Tim Hagen
262-377-5655
tim@trainingmag.com
www.trainingmag.com/progress_coaching_certificate
www.trainingmag.com
mag.coo m
NOVEMBER/DECEMBER 2015
NOVEMB
VOLUME 52, NUMBER 6
54 Elevating Learning at OLC

Trainings 2015 Online Learning Conference takes
learning and collaboration to the next level.
BY LORRI FREIFELD
58
L&D BEST PRACTICES
Strategies for Success

A look at ERA Real Estates strategy for creating
brand ambassadors and Valvolines journey to
determine how the learner experience affects
employee performance.
40
62 Top 10 Hall of Fame
FEATURES
Outstanding Training Initiative
20
DEPARTMENTS
34
38
2015 Training Industry Report

Training magazines exclusive analysis of the U.S. training
industry, featuring 2015 training expenditures, budgetary
allocations, delivery methods, and training priorities.
The Training Economy

The economy is strengthening, but does the Great
Recession of 2008and recent stock market slide
continue to affect the dollars allotted for your learning and
development programs? BY MARGERY WEINSTEIN
Training and the Bottom Line

Business leaders of large publicly traded corporations need
to invest in education and training solutions that build
the skilled talent needed for today and tomorrow.
BY EDWARD E. GORDON
40
46
50
How Does Your Salary Stack Up?

Average trainer salaries in 2014-2015 increased nearly 3 percent
to $83,494, according to Training research. BY LORRI FREIFELD
Emotional Inequality at Work

A new study conducted by VitalSmarts reveals womens
perceived competency drops by 35 percent when they are
assertive or forceful. Can a brief, framing statement reduce
social backlash? BY JOSEPH GRENNY AND DAVID MAXFIELD
EY worked with JMReid Group to design The Edge:

The Art and Science of Lasting Client Relationships.
4 Online TOC Web-only content

6 Editors Note They Want Their Ttvs!
BY LORRI FREIFELD
8 Training Today News, stats, and business

intel BY LORRI FREIFELD
11 How-To Create an Impactful One-Hour Train-theTrainer Boot Camp BY J.D. WALLACE
12 Soapbox On-Camera Instruction

BY DIANA L. HOWLES
14 World View Focus on Myanmar BY STEVE COYLE

17 World View Focus on Ireland
BY DR. NEIL ORKIN
65 Training Magazine Events Quiet Leaders

5 Tips for Success BY SUSAN CAIN
66 Best Practices Training Chinese Leaders

to Go Global BY NEAL GOODMAN
68 Learning Matters Overcome Paradigm

Paralysis with Courage, Condence, and
Conviction BY TONY ODRISCOLL
69 Trainer Talk Ask Questions BY BOB PIKE

AAMCO Overhauls Its Training Strategy 70 Talent Tips Crossing Bridges to Real Learning
An inside look at the new AAMCO University training
facility and insights from senior leaders about the companys revamped training strategy. BY LORRI FREIFELD
BY ROY SAUNDERSON
72 Last Word Show Me the Money!

BY AJAY M. PANGARKAR AND TERESA KIRKWOOD
&29(5$576(5*(<1,9(166+877(5672&.&20
7UDLQLQJ

!"#$%$&'($'$&%)*&$&% +$&,)-& +$%)(' (%)-." "#&)/,"& $'
0#&)1,#&%
2$34 + $5& 2266%&."%2$34 + $5& 226 778'!-0' +''$ +
7-&."&&0 -''$,&"'&$"9:;<
:6$'$ $', ;=5><$' :$"&,'"&'.,%&,:!,"($'$&%)*&$&%:7$'
0#&)1,#&:7 '.$' $' '.6$;;77
IRUVXEVFULSWLRQV3HULRGLFDOVSRVWDJHSDLGDW0LQQHDSROLV01DQGDGGLWLRQDOPDLOLQJRIFHV&DQDGD3RVW3XEOLFDWLRQV0DLO$JUHHPHQW1R5HWXUQXQGHOLYHUDEOH&DQDGLDQDGGUHVVHVWR
'+/*OREDO0DLO:DONHU5RDG:LQGVRU211$-3ULQWHGLQ86$32670$67(56HQGDGGUHVVFKDQJHVWR7UDLQLQJ32%R[([FHOVLRU01
www.trainingmag.com
training NOVEMBER/DECEMBER 2015
online contents
www.trainingmag.com
Your source for more training tips,
trends,
and tools
On www.trainingmag.com, the online

home of Training magazine, youll nd
these Web-only articles. Send your
feedback to lorri@trainingmag.com.
Lakewood Media Group

PO Box 247, Excelsior, MN 55331
Corporate: 952.401.1283 Subscriptions: 847.559.7596
Website: www.trainingmag.com
EDITORIAL:
Editor-in-Chief
Lorri Freifeld 516.524.3504

lorri@trainingmag.com
Research Director
Saul Carliner
saulcarliner@hotmail.com
Contributing Editor Margery Weinstein
margery@trainingmag.com
Columnists Neal Goodman, Kendra Lee,
Neil Orkin, Bob Pike,
Peter Post, Michael Rosenthal,
Roy Saunderson, Jason Womack
Art Director David Diehl 646.932.3402
daviddiehldesign@gmail.com
The Stay Interview: What Can I Do to Keep You?

Re-recruiting has become as important as recruiting.
And it should start the moment the new hire says, Yes!
http://www.trainingmag.com/stay-interview-what-can-i-do-keep-you
3 Steps to Reward and Retain Your Top Performers

Making sure the compensation plan adequately differentiates
high performance from average and low performance is critical
to supporting a sales-oriented culture.
http://www.trainingmag.com/3-steps-reward-and-retain-your-topperformers
Design Training to Impact 3 Critical Organizational Dynamics

Those key dynamics are: the individual, the quality of relationships
that individual has within the business, and the mechanisms within
the organization.
http://www.trainingmag.com/design-training-impact-3-criticalorganizational-dynamics
Virtually There: Learner Engagement

in the Modern Classroom
Learner engagement turns on three factors: an emotional response
to the training; an intellectual response to the training; and an
environmental response to the learning.
http://www.trainingmag.com/virtually-there-learner-engagementmodern-classroom
Interested in writing an online article for www.trainingmag.com?
E-mail Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com.
FOLLOW US ONLINE HERE:

Twitter: @TrainingMagUS @LorriFreifeld
LinkedIn: http://goo.gl/oHokF
Facebook: Facebook.com/TrainingMagazine
YouTube: YouTube.com/TrainingMagUS
Google+: GPlus.to/TrainingMagazine
Webmaster Matt Tews 763.712.8555

matt@trainingmag.com
SALES & MARKETING:
Publisher Mike Murrell 952.401.1283
mike@trainingmag.com
Account Executive
Gary Dworet 561.245.8328

gary@trainingmag.com
Account Executive
Lori Gardner 952.544.6906

lori@trainingmag.com
Sales Associate
Payton Powell 612.978.4195

payton@trainingmag.com
Digital Marketing Manager Jeremy Tews

jeremy@trainingmag.com
Art Director/Promotions
Susan Abbott
susan@abbottandabbott.com
Production Manager Tony Kolars

tony@trainingmag.com
Audience Marketing Director Vicki Blomquist
vicki@trainingmag.com
CORPORATE & EVENTS:
President Mike Murrell 952.401.1283
mike@trainingmag.com
VP, Finance/Operations
VP, Market Strategy
Bryan Powell 612.922.9399

bryan@trainingmag.com
Philip Jones 612.354.3525
phil@trainingmag.com
VP, Expositions Dick Powell 952.417.6504

dick@trainingmag.com
Brand Products Director
Joyceann Cooney-Garippa
917.923.8052
jcooney@trainingmag.com
Conference Director Julie Groshens

julie@trainingmag.com
Conference Manager Leah Nelson
leah@trainingmag.com
SUBSCRIBER/ADVERTISER SERVICES:
Copyright Permissions Copyright Clearance Center
(Print & Online) 978.750.8400; info@copyright.com
Custom Reprints The YGS Group, Anastasia Stover
(Print & PDF/Digital) 717.430.2268
anastasia.stover@theygsgroup.com
List Rental Manager
TriMax, Paul Kolars 651.292.0165

pkolars@trimaxdirect.com
Subscriber Customer Service 1.877.865.9361 or 847.559.7596

(Address Changes, Back Issues, ntrn@omeda.com
Renewals) Fax: 847.291.4816
4 | NOVEMBER/DECEMBER 2015 training
www.trainingmag.com
SILKROAD: ULTIMATE LEARNING

Grow Your Talent With Highly Engaging Online Learning
Compliance?
Should I be
concerned
about it?
Uh...
What do I do?
Where is my
equipment
and training?
Still waiting
for my
training...
I hate writing
out reports!
Put employee learning front and center with the award-winning

SilkRoad Learning.
LEARNING
Roll out the RedCarpet with SilkRoad Life Suite. Deliver a smooth
connection from onboarding to learning and to performance.
ONBOARDING
Download the Ultimate Guide to Learning Today.

hr1.silkroad.com/UltimateGuideLearning
PERFORMANCE
silkroad.com
Talent Acquisition | Talent Development | Talent Portal | HRMS
Copyright 2015, SilkRoad. All Rights Reserved. All trademarks are the property of their respective owners.
editors note
They Want Their Ttvs!
TRAINING EDITORIAL ADVISORY BOARD

Brent Bloom, VP, Organization Effectiveness and
L&D, Applied Materials
Vicente Gonzalez, Senior Director, Global Training,
MAXIMUS
Raymond D. Green, CEO, Paradigm Learning, Inc.
Bruce I. Jones, Programming Director,
Disney Institute
Michael S. Hamilton, former Chief Learning &
Development Officer, Ernst & Young
Nancy J. Lewis, former CLO and VP, ITT
Corporation, and former VP, Learning, IBM
Ann Schulte, Director/Global Practice Leader,
Procter & Gamble
Ross Tartell, former Technical Training and
Communication Manager - North America,
GE Capital Real Estate
TRAINING TOP 10 HALL OF FAME

Cyndi Bruce, Executive Director,
KPMG Business School U.S.
Gordon Fuller, Global Design & Development
Leader, IBM Center for Advanced Learning
Daniel J. Goepp, Managing Director, Learning
& Development, PricewaterhouseCoopers, LLP
Jennifer Hentz, Talent Development Manager,
Booz Allen Hamilton
Glenn Hughes, Senior Director, Learning &
Development, KLA-Tencor Corporation
Diana Oreck, VP, Leadership Center,
The Ritz-Carlton Hotel Company
Myra Pettis, Director of Educational Service,
SCC Soft Computer
Lou Tedrick, Staff Vice President Workforce Development, Verizon
Annette Thompson, CLO, Farmers Insurance
Nicole Roy-Tobin, Director, Best Practices &
Innovation, Deloitte
2015 TOP 5
EMERGING TRAINING LEADERS
Courtney Cordova, Director, Learning and
Development, Rush Enterprises
Huligeshwari Devi, Learning Consultant and
Head - Enterprise Domain Learning, Tech Mahindra
Limited
Rian Oosthuizen, Global Learning & Development
Consultant, Kimberly-Clark Corporation
Aaron Rollins, Director, Quality and Training,
Verisk Health
Swarnasudha Selvaraj, Regional Head, Learning
& Development, Tata Consultancy Services Ltd.
Lorri Freifeld
lorri@trainingmag.com
6
NOVEMBER/DECEMBER 2015 training
www.trainingmag.com
@/>/5A-@BC->A 6D-A5-
>
ately, I nd myself singing Row, Row, Row Your Boat twice while washing
my hands. I denitely think twice about stepping outside in a thunderstorm.
And I feel queasy every time I attach a document to one of my e-mails.
Why? Youll understand after watching the winning 2015 Top Training Videos
(Ttvs)visit http://www.trainingmag.com/training-magazine-announces-2015-ttv-winners
and see the article and photos from the awards ceremony on
pp. 56-57.
Indeed, video seems to be employees learning method of
choice these days. According to a recent survey of 1,800-plus
employees conducted by BizLibrary, respondents said video is
more effective than instructor-led training (ILT), virtual classroom sessions, and traditional click-and-advance e-learning
when it comes to teaching new things, improving performance, and preparing employees for the future (see p. 9).
Employers do seem to be getting the message: According to
Training magazines 2015 Training Industry Report, video is
one of the most used training technologies (see p. 12 for training video tips).
In other Industry Report news, we saw training expenditures soar 14.2 percent
to $70.6 billion in 2015 as mergers and acquisitions increased the number of large
companies in the U.S. (see p. 20 for the full report). In keeping with that positive
trend, average training salaries rose 3 percent to $83,494 in 2014-2015, according to
Training magazines 2015 Salary Survey (see p. 40). We look at what a strengthening
economy has meant for training investment on p. 34 and examine why only some
organizations invest in their human capital as a key business strategy to improve
their productivity, performance, and prots (see p. 38).
One organization that recently made a signicant investment in training is car care
company AAMCO. The company invested more than $1 million in a new learning
management system (LMS) and the creation of AAMCO University, a state-of-theart training facility in Newnan, GA, that opened in February 2015. We view training as an investment, not a cost, explains Rob Rajkowski, COO. We wanted to
align our training strategy with our ve-year plan and use training as a strategic
foundation for growth. Rajkowski and other AAMCO leaders recently gave Training magazine an exclusive tour of the new facility and detailed their amped-up focus
on learning and developmentsee p. 50 for the full story.
As I write this Editors Note, Im watching Game 2 of the National League Championship Series in which my beloved Mets are battling the Cubs for the chance to enter
the World Series. I have to admit Im glad my Mets nally decided to invest in their
talent development this yearand even more glad to see it paying off! Hopefully,
that magic continues for a few more games after we go to press
Speaking of magic, I hope you will join me in Orlando February 15-17, 2016, for
our Training 2016 Conference & Expo (www.trainingconference.com). It promises to
be an amazing event, where well imagine the possibilities and collaborate to innovate with our Training Top 10 Hall of Famers and keynoters from Backyard Brains,
Cirque du Soleil, and Pixar.
Best wishes for a happy, healthy, and magical holiday season. I look forward to
seeing you in the Magic Kingdom next year!
Focused on learning.
Dedicated to
advanced technology.
Training and education methods have changed with

the advancement of technology, but the core value of
learning and knowledge enhancement persists. Whether
you seek to advance business skills or expand knowledge
of company products, services and procedures, fostering
the expertise of your staff can help increase sales, sharpen
management skills, encourage employee retention,
improve customer service, cultivate efficiencies and save
on the bottom line.
No matter the curriculum, its all about finding the right
training solutions. Find out more. Call us at 800.487.3393
or visit us online at www.ttnlearning.com for info about
our lan Enterprise LMS webinars.
ONLINE LMS | MOBILE LEARNING | COURSE OFFERINGS | AICC / SCORM CONTENT

CUSTOM E-LEARNING | CEUs | SPEAKERS BUREAU
2014
news, stats, & business intel
by Lorri
by Lorri
Freifeld
Freifeld
Products & Services >> Savvy Online Searches Save Time >> Tech Talk p. 10
The Korn Ferry research analyzed derailment

risks in several dimensions of leadership, including competencies, traits, and drivers.
Competencies: Competencies are the basic skills
or abilities a leader needs to succeed, such as strategic mindset and decision quality. When Korn
Ferry researchers analyzed results of 360-degree assessments, they found that high scores
on negative stallers and stoppers are more predictive of derailment than simply low scores on
needed competencies. Those stallers and stoppers include: key skill deciencies, failure to staff
effectively, and being non-strategic.
A SIGNIFICANT NUMBER OF HIGH-POTENTIAL LEADERS are at high risk to derail in
Traits: Traits are personality characteristics that
their careers, according to research by Korn Ferry, which analyzed nearly could be considered hard wired such as social
40,000 360-degree surveys and more than 9,000 self-assessments of leaders astuteness and general cognitive capacity. Korn
around the globe. More than a quarter of leaders (26 percent) who were Ferry identied several traits that are associated
rated by their bosses as having high potential also were seen by their bosses with derailment, including: volatility; micromanas having high risk of career derailment.
agement; and being closed, which often means
being unable to take advantage of different perspectives and being resistant
to change.
By Jason W. Womack, MEd, MA www.womackcompany.com
Drivers: What personally motivates
www.twitter.com/jasonwomack | Jason@WomackCompany.com
and drives leaders is directly connected
to how engaged they are on the job, and
Time ies when youre having fun. A new beginning is exciting and energizing. low engagement is a key indicator of derailment. Often, the lack of engagement
No matter how you look at it, another year is about to start. Want to make it
is due to poor cultural ta mismatch
even better? Look back and ask yourself some new questions to gain
between the leaders motivators and
valuable insights. Ring in the new year with renewed energy, focus, and purpose.
know the part they played in your success
Get ready for whats coming at youin
what gets rewarded in the culture of the
over the last year.
life and at work. Ask three questions
organization.
3. WHAT am I most proud of? Last year,
about last years goals and gain perspecAccording to Stu Crandell, Korn Feryou got things done; theres no debate
tive on the goals youre planning for next
ry senior vice president, Korn Ferry
there. But, of all the projects you comyear:
Institute, assessment, intervention, and
pleted and events you attended, write a
1. WHY did I do what I did? Pick ve
development are key to helping leadfew paragraphs about the ve of them you
goals you achieved. For each, clarify the
ers overcome potential hurdles in their
know youll talk about years from now.
why behind the what. Describe in detail
careers. Its important to assess for the
The end of the year is more than just a
your motive for action; that is, What was
good and the bad, he says, and to cretime to look forward and make resoluthe purpose of you achieving each?
ate a development culture where leaders
tions. Its a time you can use to reect,
2. WHO was there for me? Identify at
become more self-aware of possible
to review your accomplishments, and to
least ve people who helped you this year.
prepare for the year ahead.
Write a letter to each of them letting them
shortcomings and how to overcome them
with the help of their organization.
Detecting High-Potential Derailers
Productivity Coachs Corner
Look Back to Launch Forward
TO SUBMIT NEWS, research, or other Training Today tidbits, contact Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com or 516.524.3504.
www.trainingmag.com
Partnerships&Alliances
Lets Go to the Video!

ONLINE VIDEO DELIVERS THE
Video Out Performs Other Methods
best results compared to

60.61%
other training methods
68.21%
Online Videos
in terms of teaching new
73.22%
things, improving per54.13%
formance, and preparing
eLearning
61.06%
employees for the future,
67.0%
according to a survey con57.31%
ducted by BizLibrary of
Virtual Classroom
64.62%
67.54%
1,800-plus employees during the summer.
53.32%
Employees said video In-Person Classroom
62.35%
66.44%
was either effective or
very effective 73.22
Q Prepare for Future QImprove Performance QTeach New Things
percent of the time at
teaching new things. Each of the other
The results for the other two stratemethodsinstructor-led training (ILT), gic questions were similar (see chart).
virtual classroom, and click-and-advance The data from the employee perspeceLearningranged between 66.44 percent tive brings an important and fresh
and 67.54 percent. The margin of difference perspective to the conversation about
between video and each method was:
best practices for employee training. A
sPERCENTOVER),4
more complete report on the results of
sPERCENTOVERVIRTUALCLASSROOM
this survey will appear in the January/
sPERCENTOVERE,EARNING
February 2016 issue of Training.
Become a Change Master
By Bruce Tulgan
www.rainmakerthinking.com | Twitter @brucetulgan | brucet@rainmakerthinking.com
Theres nothing new about change. But there

can be no doubt that the pace and scope
of change is greater now than ever before.
People tell me every day about the pressure to
adapt to changes at work: learning new skills,
knowledge, wisdom; performing new tasks and
responsibilities; working with new machines,
managers, co-workers, customers, and rules.
There is so much literature on change
leadershipimplementing lasting changes
in systems, practices, and competencies
but not enough on leading people through
all these incessant changes that we couldnt
stop if we tried. In the course of my work,
Ive come to know what I call change
masters over the years. That is, leaders
www.trainingmag.com
and managers with great track records of

successfully leading direct reports through
mineelds of change. From these change
masters, Ive learned what I call the three
pillars of leading people through change:
1. Remind yourself (and others) constantly
of whatever is constant. What is never
going to change around here?
2. Engage in regular contingency
planningand encourage others to do
so, as well. What is likely to change?
Exactly what will we do if that happens?
Coach your people through practice runs
of regularly recurring scenarios.
3. When the unforeseen occurs, adapt and
improvise. What else can you do?
>> Komatsu America Corp. selected

Heartwood, Inc., a supplier of 3-D
interactive training technologies, to
develop custom 3-D virtual training
courseware to train operation and
maintenance personnel.
>> Arbys Restaurant Group is now a
corporate partner of Bellevue University.
The University, with input from Arbys
executive management team, developed a
custom learning program, Arbys Business
Management & Leadership, exclusively for
Arbys team members. Upon completion of
the program, Arbys team members earn a
certicate of completion worth 36 college
credits that may be applied to Bellevue
Universitys Bachelor of Science Degree in
Business Management & Leadership.
>> Bloomre announced a partnership
with IBM to integrate its Watson cognitive
computing systems natural language
processing technology with Bloomres
social knowledge network software. Using
Watsons advanced data insights APIs,
Bloomre customers now can automatically
tag content to improve users ability to
search and nd information.
>> Boeing acquired Peters Software
GmbH, a provider of European Aviation
Safety Agency (EASA)-based training
content for early stage pilot training. Located
in Cologne, Germany, Peters Software
specializes in curriculum and materials for
commercial and private pilots operating in
rapidly growing markets aligned with EASA.
>> Pearson is partnering with the Ariel
Group to deliver a new online learning
and development service called Presence
Essentials that uses principles from actor
training and empowers organizations
to improve employees communication
skills and develop their presence in
the workplace. Presence is the ability
to make authentic connections through
dynamic communication.
Products&Services
>> Allego announced global availability
of its mobile-rst, just-in-time (JIT) sales
learning platform. The Allego solution
enables companies to collect, curate,
and distribute sales content, and allows
managers and sales representatives to
maximize remote collaboration through
role-play and video-based practice.
>>Talent, leadership, and
learning consultancy Vybrant
launched LnDmarket, a new dedicated
online marketplace for Learning &
Development (L&D) professionals who
are looking for high-quality, trusted
resources. LnDmarket allows buyers to
quickly and easily nd and purchase
the resources they need, including
training exercises, workshop materials,
assessments, and case studies.
>>Cornerstone OnDemand, a
global leader in cloud-based talent
management software solutions,
unveiled three new dashboards
Compliance Control, Compliance
Guide, and Predictive Succession
for Cornerstone Insights, the companys
predictive analytics solution.
>> Hilton Worldwide announced a new
GED Assistance benet that will give
thousands of eligible team members
the opportunity to earn their high
school equivalency diploma. The GED
Assistance program is available to all
full-time U.S. Hilton team members
at owned and managed hotels and
corporate ofces with six months of
service or greater. Free of charge, the
new benet will provide one-on-one
advising and test preparation support.
>> General Assemblys corporate training
team launched the beta version of its
new online learning platform, Digital
Foundations, which teaches the digital
basics so all employees are empowered
to engage in meaningful conversations
about the digital topics that matter
most. Twenty-two lessons are organized
into ve topic areas: digital leadership,
customer journey, user experience, data
and analytics, and digital marketing.
10
| NOVEMBER/DECEMBER 2015
training
Savvy Online
Searches Save Time
By Sunil Gupta, Founder, SASSavvy.com
THESE
DAYS,
JUST
ABOUT
EVERYONE
conducts online searches to nd quick

answers to most questions. But the real
question is: How to do smarter online
searches that can save time and learn
from previous searches?
Savvy online searches enable us to, for
example, save links to favorite sites, make
journals of summaries and tips, and
document answers to frequently asked
questions. For the last four years, I have
used my online platform, SASSavvy.com,
to mentor university and remote students as they learn to make savvy online
searches. I utilized technology to help
standardize and automate the process of
building an online knowledge base.
Students can access answers by
navigating the technical content by categories or by entering keyword searches.
This method returns information and
links to solutions, videos, presentations,
>> Lockheed Martin introduced

Prepar3D v3, which allows users to
build or experience advanced simulation
environments and tools that simplify
development and augment the training
experience. Prepar3D v3 enhancements
simplify training scenario creation by
employing a SimDirector drag-and-drop
technique. A new avatar mode enables
users to experience the simulated
environment in the third or rst person.
>> SurePeople, a global provider of
human capital analytics solutions,
launched its cloud-based intelligent
learning and development platform.
Key features include: SurePeople
PRISM, a personal assessment built
on psychometric testing standards and
scientic research; SurePeople PULSE,
which delivers real-time data through
custom 360-degree assessments
examples, and discussions that compare

and contrast similar approaches. For answers they cannot nd within the wiki,
students can search the frequently asked
questions section. If students still cannot
nd the answer, they can make an entry
in the discussion forum or send an e-mail
asking for support. The question then is
added to the frequently asked questions
section as a continuous improvement
process. This virtual classroom-type of
environment helps to assure learners are
part of a global network of students with
a common mission. In addition, monthly
online training sessions help learners reinforce their understanding, as well as
answer questions live.
and surveys; Personalized Learning

and Development Plans; and the
Performance and Analytics suite of tools.
>> Skillsoft, a global leader in learning
and talent management, announced that
its latest Skillsoft Learning App is now
available for Android and iOS devices.
The Skillsoft Learning App simplies
the content discovery experience by
proactively recommending videos, books,
audiobooks, and summaries based on an
individual users interests.
>> Digitech Systems launched
PaperVision Forms Magic technology
(the FM technology), which introduces
accurate document recognition and
classication along with data extraction.
The FM technology is available as a
component of PaperVision Capture,
the companys scanning and indexing
software.
www.trainingmag.com
how-to
Create an Impactful One-Hour

Train-the-Trainer Boot Camp
An RCQ analysisexamining receptivity of the trainees, credibility of
the trainer, and quality of the trainingcan help trainers identify relevant
areas that can enhance training impact efciently. BY J.D. WALLACE, PH.D.
TIME MANAGEMENT
First, a bare-bones time management segment is

essential. If the trainees are familiar with Coveys
Urgent/Important 2x2 table (see graphic at right),
language can be accommodated. Typically, training developmental activities fall into the not
urgent but important category. This category
includes items that are important but do not necessarily require immediate attention and need
to be planned for. This quadrant is highlighted
because Covey emphasized this is the quadrant
we should focus on for long-term achievement
of goals. Some brief attention is needed so T3
trainees shift developmental activities to the urgent and important category or expand time for
non-urgent but important activities. One or
both of these are necessary to get beyond current
procrastination or temporal barriers that prohibit
better quality training. The important thing here
is to provide a catalyst to shift from the status quo.
RCQ ANALYSIS
Once a more fertile time structure is provided,

then an RCQ analysis can help the trainer identify the relevant areas that can enhance training
impact efciently. RCQ refers to receptivity of the
trainees, credibility of the trainer, and quality of
the training. These are not mutually exclusive categories. For example, the credibility of the trainer
is going to affect the receptivity of the trainees.
However, even an inexperienced trainer probably
can think of accessible activities in one or more of
these three areas to improve training impact.
Trainee receptivity certainly will have an impact
on actual transfer. Aside from credibility, content
www.trainingmag.com
Not Urgent
Important
Urgent
Crying baby
Exercise
Kitchen Fire
Vocation
Some calls
Planning
1 2
Not Important
ecently, I was asked to do some train-thetrainer (T3) training on items that could help
a local group of professional trainers have
more impact. Their coordinator told me I could
use a whole hour if I chose. Clearly, only the sparest
of frameworks can be attempted in such a limited
time, but there are things that can be done.
Interruptions
3 4
Trivia
Distractions
Busy work
Other calls
Time wasters
Source: Stephen Covey
for trainer receptivity might provide insights into

prospective trainees level of motivation and abilities. The trainers credibility is inuenced by factors
such as rst impressions, either real or perceived
competency, and intentionally developing greater
trust among the trainees.
Quality of training is enhanced by knowing objectives and assessing impact. Only trainees can fully
determine training quality from a transfer perspective. However, an often-overlooked category for
determining quality of training is audience match
making sure there is a match between the training
and the ability for the trainees to receive it.
ADVANTAGES OF BOOT CAMP
For those doing T3 training, RCQ boot camp can

provide a nice framework into which the trainers
can insert developed material or solicit suggestions
from the trainees. For those teaching training, it
provides a primer that can be used to kick-start
training projects. The key here is to transfer a usable framework that trainees can employ in their
current training. As such, the closer it is given to
actual training projects, the more likely it will be
adopted in part or in total. It is not meant to replace more robust T3 designs, but it does provide
a memorable structure that is exible enough to
accommodate various levels of experience around
a wide range of topics and audiences that can enhance current trainees impact. Qt
J.D. Wallace, Ph.D.,

is the past co-chair
of the National
Communication
Associations Training
and Development
Division. He has
been active in
the governance
of the National
Communication
Association, including
roles of senior
leadership for both
the Training and
Development and
Human Communication
and Technology
Divisions. An awardwinning scholar and
teacher with numerous
consultations in
both for-prot and
nonprot organizations,
Dr. Wallace is
also a professor of
Communication at
Abilene Christian
University.
11
soapbox
On-Camera Instruction
Leverage effective video for training with four core elements:
great message design; on-camera presence; visual staging;
and technical quality. #:%*"/"-)08-&4
%JBOB-)PXMFTis
owner and president
of Howles Associates,
LLC, specializing
in multimedia
communication. As a
speaker, consultant,
and trainer, she
provides workshops
and coaching on how
to improve on-camera
presentations, visual
communication
design, and virtual
instruction. She has
worked as on-camera
and voiceover talent,
and is an awardwinning speaker
with more than 25
years of experience
in training and
education. Follow her
on Twitter
!%JBOB)PXMFT
or visit XXX
IPXMFTBTTPDJBUFT
DPN to learn more.
12
ideo is on a roll. Over the last few years,

video creation has become as ubiquitous
as photography. Quick access to video
hosting platforms such as YouTube or Vimeo,
along with affordable mobile devices with easyto-use recording and editing capability, has
changed everything. According to YouTube, 300
hours of online videos are uploaded to the site every minute. Several sites, including curious.com,
now offer thousands of video tutorials. Online
video is not only transforming the way we train
and communicate, but the way we learn. As Aragon Research lead analyst Jim Lundy said earlier
this year, The future of learning is video-based.
As trainers and educators, we need to thoughtfully consider how to leverage video for
workplace learning in new, effective ways. According to Elliott Masie, chair of The Learning
CONSORTIUM and president of The MASIE
Center, Our employees increasingly are turning
to video as their medium of choice to access updated knowledge, skill development, corporate
storytelling, and even peer-to-peer social collaboration. Some organizations are even accessing
open-sourced (universal, free access) video content, or using online videos for corporate training,
video-based learning modules, pre-work course
material, and sharing corporate expertise.
If you havent already, you also may nd yourself presenting on-camera. An increasing number
of subject matter experts (SMEs) and instructors
now use videos to explain concepts, model tasks,
and add a personal touch to online and blended
learning. However, many professionals have little background in video presentation. Like any
other medium of communication used for instruction, videos require knowledge and skills to
be used effectively. If online videos are not designed and delivered well, they may not have an
impact on learning and performance, or worse,
may not be watched at all. In some of Purdue
Universitys online certication courses for lifelong learners, research showed that students
preferred watching shorter videos of professional actors presenting content instead of subject
matter experts. Another option is to develop

SMEs on-camera presentation skill sets.
4 CORE ELEMENTS
Developing on-camera skills for instruction requires a framework. Through my experience as

a multimedia developer, on-camera talent, and
presentation coach, Ive found it helpful to focus on a few core elements. In the model below,
effective video begins with identifying the desired goals. These goals inuence the four core
elements of speaking on-camera, each of which
runs deep with underlying strategies and principles. Each core element also can be used as a
rubric for skill development.
MESSAGE DESIGN
Content is inherently about message, so thats the

place to start. Message design includes elements
such as capturing attention, conversational scripting, supporting visuals, optimal length, and more.
Lets focus on two essential principles here:
t$IVOLWJEFPTJOUPGPVSNJOVUFTPSMFTT According
www.trainingmag.com
to several studies on optimal viewing length

for videos, learners tend to engage more with
shorter videos. The optimal video length is four
minutes or less. When you have more than four
minutes of content, identify the content most
conducive to video delivery, then chunk and
sequence it into modular videos. Ofoad remaining instructional content to other media
(such as self-paced reading assignments) when
appropriate. When it comes to online video,
brevity is better, because as videos get longer,
viewers attention spans get shorter.
t#VJMEBEZOBNJDnPXJOUPJOTUSVDUJPOBMWJEFPT Keep
in mind that learners are able to click the Stop
button at any time. Based on the concept of habituation, we need to work harder to capture and
maintain learners attention with online video.
Habituation says that the more exposed we are to
a stimulus, the less attention we pay to it. If a talking head remains static, if facial expressions do
not change, if there are no cut-away shots to other
visuals, learners tend to disengage.
ON-CAMERA PRESENCE
Staring into a camera lens and speaking in a uent,

compelling way doesnt come easy to most people.
On-camera presence is about building credibility, using eye contact, projecting energy, and more.
Here are a few principles to keep in mind:
t7JTVBMJ[FPOFQFSTPOXIPTFOBNFZPVLOPXTUBOEJOH
JOGSPOUPGUIFDBNFSBMFOTBOETQFBLUPIJNPSIFS
Imagine someonepreferably in your target

audiencereacting facially to what you say. This
will help your on-camera delivery be more conversational. Your delivery needs to feel like youre
really talking to someone because the more natural you can be, the more effective youll be.
t &OHBHF ZPVS BVEJFODF CZ MPPLJOH EJSFDUMZ BU UIF
DBNFSBMFOT Online video instruction is still about
relationship, even though your learners may appear invisible. Eye contact is the most powerful
way to connect. If youre using a teleprompter
or cue cards, position them as close to the camera lens as possible. If it doesnt feel like youre
looking at viewers, they wont engage. Maintain
eye contact slightly above the center of the lens,
never below it.
VISUAL STAGING
Viewers can easily get distracted. The next core

element addresses management of anything
inside the visual frame that could draw focus
away from the content.
www.trainingmag.com
t6TFCBDLESPQTUPIJEFWJTVBMEJTUSBDUJPOTIf you have
access to a studio, use it. If you dont, you can use

photography background paper as a backdrop or
weighted fabric. Overowing bookshelves, ofce
paper piles, and many other items compete for
viewers visual attention. The exception to this is
if you shoot on a location related to your content.
Pay attention to the background scenery because
it subtly conveys messages that may compete with
your content.
t"WPJEXFBSJOHCSJHIU MPVEQBUUFSOT TUSJQFT BOEMPHPT
Many people ask what they should wear on video. Heres a rule of thumb: Avoid black and white,
as well as bold, bright patterns, stripes, and logos.
This competing imagery draws learners attention away from content. White reects too much
light, and black can cause the speaker to be absorbed by a dark background or dark furniture.
Solid, muted colors work best on-camera.
TECHNICAL QUALITY
Many people minimize the importance of technical quality for video. There may be some truth
to good enough, but with a little more effort,
you can produce higher-quality video, giving
greater credibility to your message. Technical
quality includes good audio, camera equipment,
lighting, and more. There are a few simple things
you can do to ensure better technical quality:
t -JHIU UIF TQFBLFS XFMM GSPN UIF GSPOU Good video requires lots of light. Pay most attention to
lighting your speakers face. Viewers dont want
to see the speakers face in shadows. Good lighting separates the speaker from the background.
Consider using an inexpensive LED light placed
near the camera directed at the speaker.
t6TFBMBQFMNJDSPQIPOFUPFOTVSFBVEJPJTIFBSEBOE
VOEFSTUPPE Poor audio can be a major distraction.
Use a lapel microphone, which picks up more of

the speakers voice and less ambient room noise.
This effect can happen when you use the microphone on your recording device, unless you are
very close to it. Wearing a lapel microphone also
allows you to move around, if needed.
These are exciting times for learning and training. According to Ciscos forecasting research, by
2018, online video will be one of the most highly
adopted forms of media. As video use continues to grow and expand, lets build our skills for
teaching effectively on-camera with these core
elements: great message design; on-camera presence; visual staging; and technical quality. And
thats a wrap! Qt
13
world view
Focus on Myanmar
Myanmar learners are highly motivated to learn. After class, they asked for
additional reading material to better develop their skills. BY STEVE COYLE
ur Malaysia-based training company was
selected to help a new Myanmar telecommunications company launch its service.
It had paid billions of dollars for the rights to a
15-year license and wanted to capitalize on this investment quickly. The training need was to get their
local staff up to speed in working in a modern telecommunications company within four months.
The company was hiring between 100 and 200
locals per month, most of whom could speak
English. In addition, the company employed expats from 50-plus countries in a variety of skill
areas to assist in the launch. One of the license
requirements was that within 10 years, the company must employ 95-plus percent locals.
O
Steve Coyle is an
American trainer
based in Malaysia
for 20 years. Hes
managing consultant
of ServiceWinners
International, a training
company delivering
programs throughout
the Asia-Pacic region.
He can be contacted at
steve@servicewinners.
com.
MYANMARS CHALLENGES
Besides the challenges from the client, the country

itself posed other challenges to our training team:
t Suitable accommodations are difcult to nd.
Myanmar has an undeveloped business and

tourist scene after being under sanctions for
40-plus years. As a result, the hotel standards
are lacking. Each night, we needed to cover
ourselves with mosquito repellent in a fourstar hotel that would be lucky to qualify for
one star anywhere else. Yangons mosquitoes
are everywhere.
t Basic infrastructure is lacking. We found ourselves walking alone at night on dimly litor
even darkstreets. Most of Myanmar runs on
generators, and whole sections of town can be
blacked out when there is an engine failure. One
time, while landing in Yangon, I could see whole
sections of the city having their electricity turned
off for whatever reason. That said, Myanmar is
a safe country, and you will see locals walking
along chatting without any worries. Many men
will wear their billfolds sticking out the back
of their longyis (like sarongs, they are without
pockets) without any worry of being robbed.
t Commuting to work involves using taxi drivers.
As anywhere in the world, some drivers are

good and some not so good. This is especially
a concern when traveling on weekends and
particularly at night as sometimes we found
14
the drivers drinking together. This was the

rst time I had to make a group of taxi drivers
complete a sobriety test and then choose the
least drunk one for my ride home. The taxis
here have the steering wheel on the right, but
the cars drive on the right.
tU.S. dollars are king. Credit cards are rarely accepted. If any U.S. bill had the slightest tear or
crinkle, it was rejected. We eventually stopped
carrying U.S. dollars in our wallets and instead
carried the bills in a non-foldable envelope to
protect them.
THE TRAINING SOLUTION
Prior to the training rollout, we had done a

Training Needs Analysis (TNA) six months earlier with the client. From those meetings and
before rollout, we stayed in contact with the client to understand their current situation.
To train large numbers of locals quickly in basic skill areas, it was agreed that we would create
the following core training curriculum:
Custom-Focused
Mindset
Induction
(1-day, all
staff, program
designed by
client)
Custom-Focused
Mindset
(2-days, all
staff, program
designed by
ServiceWinners)
(3-days, no
supervisors,
designed by
ServiceWinners)
Success Begins
with Me
(4-days,
supervisors,
designed by
ServiceWinners)
All staff attended the client-designed Induction

program. Since the client was a start-up with few
local trainers, we often conducted this session.
Afterward, the staff attended a two-day mostly
attitudinal workshop about the importance of customer service in a modern, competitive economy.
This workshop was named Customer-Focused
Mindset (CFM). We used case studies from
best-in-service worldwide companies. We shared
www.trainingmag.com
with them a simple customer service model. The

program ended with an individual commitment
from each learner on how he or she would deliver
high customer service with the companys internal or external customers. This commitment was
written on a 15-foot banner and displayed prominently within the company, with each training
sessions group photo attached.
After CFM, the staff separated into two groups.
The non-supervisors attended our three-day
program called Success Begins with Me. It
taught the basics of working with colleagues and
supervisors in a modern organization. The supervisors attended our four-day program called
First Steps in Management. It taught the basics
of supervising and leading others.
TRAINING ENVIRONMENT
Since we were in a start-up environment, we

often would be called on with little notice to
deliver a quick ad-hoc program. For example,
Steve, can you guys deliver an Interviewing
Skills course in two days time? Our trainers
have experience working in start-ups, including Afghanistan, and enjoyed such last-minute
requests that pushed our skills to the limit.
The Myanmar learners were fantastic. Our
training team has trained throughout Asia-Pacic,
and beyond, and found the Myanmar learners to
be the best we have ever encountered. We came
with preconceived ideas that the learners would
have poor English language skills. What we encountered was the opposite. Since incomes are
low and unemployment high in Myanmar, our
client was able to pick and choose from the best
candidates. Hired employees were in their 20s,
highly motivated, English-speaking, modern,
with a positive outlook for their new employer
and Myanmars future.
The learners were ethnically mixed, with
the majority being Burmese Buddhist, but
there were also learners from the various hill
tribe minorities such as Mon, Kachin, Chin,
and Shan. Unlike Afghanistan, this diversity
was not an obstacle. We detected no silent elephant in the room. They seemed to consider
themselves all Myanmar. That said, we brought
up the topic of the Rohingya minority as many
of them have relocated to our home country
of Malaysia. This was greeted with awkward
silence. We never brought up the subject again.
Unlike many East Asian countries where class
participation can be problematic due to the fear
www.trainingmag.com
THE SHWEDAGON TEMPLE courtyard in Yangon is bustling.
of losing face, in Myanmar, class participation

was excellent. The learners shared their ideas
and concerns. Like most Southeast Asians, they
were sporting, even playful, when taking part in
the training activities. Right before taking a
15-minute group tea break, the learners asked
one of our trainers if they could dance during
the break. That has never happened before for
my training team in Malaysia. For most learners, this was the rst time they had ever attended
a modern training program. The change from
the accustomed classroom lecture-style learning
environment was enthusiastically received.
Myanmar learners are highly motivated to
learn. After class, they asked for additional reading material to better develop their skills. They
sought our feedbackon the sidein order
to perform better than their peers. They explained that their income supports many family
members. If they can move up faster in the organization, they can improve their families living
conditions. Training such motivated learners
helped to energize our trainers batteries.
POST-TRAINING FUN IN YANGON
Yangon is the countrys largest city, but its largely undeveloped. There were no McDonalds or
KFCs when we were there. Im sure in 10 years,
it probably will be unrecognizable. Still, its interesting to see how the locals live as it is likely how
our grandparents once lived. Myanmar has had
economic sanctions on it for most of its existence,
so the place looks like it is stuck in a time warp.
This time warp also may explain why the people
are so nice.
If you have the time, see the largest Buddhist
temple in the world: Shwedagon temple. Its the
15
world view
holiest temple in all Myanmar. You will
see Myanmar people from all walks of life
there going to pray and receive blessings.
Each time I visited, some locals would
ask me to be in their pictures. As a
middle-aged man, this hasnt happened in
a long time.
The Bogyoke Market is an interesting
indoor/outdoor market where the locals
and tourists shop. Its a nice place to have
tea and watch the locals carry on with
their business. Besides the normal food
essentials, the market also sells jewelry,
hardwood carvings, and oil paintings.
Myanmars streets are dotted with tea/ MYANMAR STUDENTS show they are both well-red and well-read.
beer houses. The locals sit on low stools and pass smattering of English, so you are able to underthe time of day. Basic tea is freeeven in restau- stand their lives and challenges better than in
rantsas its Myanmar custom to offer visitors other Asian countries.
Ultimately, Myanmar can pose many challengfree tea as a way of demonstrating hospitality.
The best thing about Myanmar is its people. es for trainers, but the experience was likely the
They are genuinely polite and kind. Money is best training experience we have ever had. If you
important, but its not the most important thing have a chance to train in Myanmar, take it! But
in most peoples lives here. Old-fashioned values be sure to bring plenty of perfect U.S. dollars and
dominate here. Luckily, many of the locals speak a mosquito repellent. Qt
A Management Education
For Those Who Expect More
American Public University knows the value of strong management and
leadership skills. Learn talent development and other management strategies
for organizational success in a competitive business world. APU oers 190+
career-relevant online degree and certicate programs including:
*$"$! #
*# #
*!" !##"#" #
Partner with a nationally recognized leader in online education and
strengthen your workforce investment.
Get started today at StudyatAPU.com/solutions
BEST
ONLINE PROGRAMS
BACHELORS
2015
16
We want you to make an informed decision about the university thats right for you. For more about our graduation rates, the
median debt of students who completed each program, and other important information, visit www.apus.edu/disclosure.
www.trainingmag.com
world view
Focus on Ireland
The Irish government champions and supports
training for its citizens. BY DR. NEIL ORKIN
reland is known for its beautiful scenery. Its
coast has been featured in countless movies
and books.
In recent years, companies have done business
here for many reasons. The Irish are hard-working
people and very literate (99 percent literacy rate).
Irelands main language is Englishand it is valued in both its spoken and written form. Ireland
has had its share of famous authors, including
James Joyce and playwright Samuel Beckett.
This serves as a major benet for North American trainers, who do not need to translate their
training content, and can maintain their typical
language and speed of delivery.
In addition, Ireland is a member of the
European Union. This opens up many business opportunities in Europe with minimal red
tape for organizations operating here. North
American organizations that do business here
are well positioned for future growth. For many
years, Ireland had the fastest-growing economy
in Europe. It experienced a downturn more recently, but business is slowly improving, and the
future is bright. Irelands highly educated population is skilled in manufacturing higher-order
products, including telecommunications and
pharmaceuticals.
Irelands population is slightly less than
ve million. Because of its relatively small
population, Ireland needs to export products to truly grow its economy. There is an
awareness that workers require a higher skill
set to compete in the global economy. Irish
companies can earn far higher prots selling
nished goods as opposed to commodities.
Training is needed to allow this change to
occur. Businesses will benet from manufacturing products, and exporting them worldwide.
Irish companies have strong reputations and are
highly regarded for high-tech products.
The Irish government is willing to invest in
the countrys business future and attract new
global organizations by providing them with
a favorable tax situation. It also champions
and supports training for its citizens. Training
is needed in topics such as customer service,
quality, and leadership.

The main locations for training are the capital,
Dublin, and the cities of Cork and Belfast. Training programs often are held in hotels or onsite at
the company itself.
TRAINING TIPS
Training in Ireland is similar to training in

North America. Trainers should portray themselves as peers to participants. They should
position training as a way for adult participants
to build knowledge together with the trainer in a
collaborative fashion.
Irish participants do not want to be lectured to.
Trainers can and should introduce small group
work. The Irish are an outgoing people and will
want to participate in training programs. Let
participants realize they should not be afraid to
speak out and voice their opinions. They should
be told that there are no bad questions. This will
give them permission to be themselves.
This is an informal culture. Participants will
be ne being on a rst-name basis with trainers. Although individualism is highly valued,
be careful with overt praise. Showing off is
not appreciated. Trainers should observe and
Dr. Neil Orkin is

president of Global
Training Systems. His
organization prepares
corporate professionals
for global business
success. For more
information, visit www.
globaltrainingsystems.
com.
For global organizations looking

for growth opportunities, having
a presence in Ireland can help
them build a strong presence in
Europe and beyond.
www.trainingmag.com
monitor reactions and adjust their feedback style

accordingly.
Its also important to have clear ground rules
for the format and schedule of the training. Participants value the structure and organization
trainers provide them.
For global organizations looking for growth
opportunities, having a presence in Ireland can
help them build a strong presence in Europe and
beyond. Qt
17
The All-New Training Magazine Network

Powered by Training magazine | Technology by Vignettes Learning
Imagine a world where the highest quality,

most respected training resources you need
at every stage of your career are:
Easy to find and quick to access

Targeted and aligned to your development goals
Interactive, engaging, trackable, and shareable
Curated just for you
Welcome to the All-New Training Magazine Network

On-Demand, Personalized, and At Your Service
Join our community and discover what its like to have learning catered to your needs.
TM
Path2
Training Magazine Networks Path to Expertise (Path2X)

is your single source for all the resources and systems
you need to plan, measure, track, and share your learning
progress, credentialing, and goal achievement.
A personalized learning management system designed exclusively for training

professionals, Path2X allows you to chart your learning in key specific areas
validated by leading industry experts:
Create your learning path with a highly visual, dynamic interface
Find relevant resources at each step
Track, monitor, and share progress and accomplishments
Network with colleagues
TM
INTERACTIVE WEBINARS
Training Magazine Networks Pinpoint

Interactive Webinars are on-demand, at-yourservice learning unlike anything youve ever
experienced before.
Jump to the exact point of reference that addresses your specific needs, and
leave questions or comments for the presenters and other viewers to build your
knowledge. This is learning technology with a precision focus on your learning:
Search by content, topic, keyword, and desired action
Dive in exactly where you want to land
Learn from the most respected thought leaders and experts in the field
Ask questions and share insights
Sign up today at: TrainingMagNetwork.com/membership
Let experts serve your professional development needs for a change!

Rave Reviews for the All-New
This is the place to be for all thats happening in L&D! The new
Training Magazine Network is a user-friendly portal to resources,
recorded webinars, discussion groups, white papers, and more
all the current intel! Plus, it gives you direct access to your
favorite speakers.
Training Magazine Network is

your learning concierge, an active
community of learning industry
professionals that brings together
the expert resources, innovative
technology, and vast content
database to help you chart your
course, learn and share with
With Path2Expertise, theres finally a new way to learn that is

customized to fit your individual style of learning and just-in-time
L&D training needs. This is a much-needed alternative to our
traditional industry mustcheck-this-box approach
to learning advancement.
Maria Chilcote &
Melissa Smith
(aka Team M&M)
Managing Partners,
The Training Clinic
peers around the world, and grow

your career.
We are impressedits an elegant

solution and very much needed. This will
be a fun (and informative) place to go to
build professional skills. Thanks for all the
micro-learning wisdom that is embedded.
Its truly wonderful.
At last! The new Training Magazine Network is a

personalized platform where we learning professionals
can search, learn, track, and connect with each other.
The depth, breadth, and history
is all there, all curated, and
available in a variety of formats.
Megan Torrance
Chief Energy Ofcer, TorranceLearning
Judith Hale, PhD, CPT, CACP, ID(ILT,JA+)

CEO, The Institute for Performance Improvement
Sharon L. Gander, M.Ed., CPT, ID(SEL/SLG), CACP
Director of ID Certications, The Institute for
Performance Improvement
Experience it for yourself!

Learn more and join our community at
trainingmagnetwork.com/membership
For every stage of your career, its personalized learning, at your service.
2O15 TRAINING
INDUSTRY
REPORT
ABOUT THIS STUDY
Now in its 34th year, The Industry Report

is recognized as the training industrys
most trusted source of data on budgets,
stafng, and programs. This year, the
study was conducted by an outside
research rm May-July 2015, when
members from the Training magazine
database were e-mailed an invitation
to participate in an online survey. Only
U.S.-based corporations and educational
institutions with 100 or more employees
were included in the analysis.
The data represents a cross-section of
industries and company sizes.
Industrial Classications
Respondent prole by industry (weighted per Dun & Bradstreet).
/"&=
+$'X$,"&'.=
,- #'"&$"'=
W$)
D ,$"'$&0,)
1"&"'=
-,$ #, '"""'=
6##',$"'7=
6'"&,"'=
B'
&0,;=
@"$"%=
50&'#'")
+"$&%=
@$")+ ,$
&0,=
6'"'.=
$X"%)
,&"%=
A$D"$")
'&$',=
SURVEY RESPONDENTS
Small companies
30%
(100-999 employees)
Midsize
41%
(1,000-9,999 employees)
Large
*'$',)
B$'3'.7=
A"$=
>&$'&"$"')
"";=
>,'.%)
X"4$&=
29%
(10,000 or more employees)
Total respondents
777
Note that the gures in this report

are weighted by company size and
industry according to a Dun & Bradstreet
database available through Hoovers of
U.S. companies. Since small companies
dominate the U.S. market, in terms of
sheer numbers, these organizations receive
a heavier weighting, so that the data
accurately reects the U.S. market.
20
About Survey Respondents:

tBSFNBOBHFSTPSBCPWFJOUIFPSHBOJ[BUJPO
tBSFEFWFMPQFSTPSJOTUSVDUJPOBMEFTJHOFST
tBSFNJEUPMPXMFWFM CBTFEPOUJUMFTFMFDUJPO
BTTPDJBUFT
tEFUFSNJOFUIFOFFEGPSQVSDIBTJOHQSPEVDUTBOETFSWJDFT
tTFUUIFCVEHFU
tNBOBHFSFRVFTUTGPSQSPQPTBMTCJET
tSFDPNNFOEUIFQVSDIBTF
tIBWFUIFmOBMQVSDIBTFEFDJTJPO
www.trainingmag.com
TRAINING EXPENDITURES
Total 2015 U.S. training

expendituresincluding payroll
and spending on external products
and servicestook an upward
trajectory, soaring 14.2 percent to
$70.6 billion. Spending on outside
products and services skyrocketed
29 percent from $6.1 billion to
$8 billion, while other training
expenditures (i.e., travel, facilities,
equipment) more than doubled to
$28.7 billion. Meanwhile, training
payroll plummeted 20 percent to
2011-2012 levels at $33.9 billion.
The training expenditure
gures were calculated by
projecting the average training
budget to a weighted universe
of 125,778 companies, using
a Dun & Bradstreet database
available through Hoovers of U.S.
organizations with more than 100
employees.
Note: This year, there were
signicantly more large companies
than accounted for in past Industry
Reports, in part due to mergers and
acquisitions. In addition, although
small companies have the smallest
annual budgets, there are so
many of them (98,443), that they
account for 35 percent of the total
budget for training expenditures.
Training Expenditures 2010-2015

':B'
;
70
60

;

Q
Q
Q
Q7
Q
Q

50

7
40
7
77
77
30
;
20
10

;
;
>"$>&$''.
D!' "&
>&$''."$XX
$%&
' '.'/"

& ,"\&0,
DEFINITIONS
Total training spending: All training-related expenditures for the year,
including training budgets, technology spending, and staff salaries.
Training staff payroll: The annual payroll for all staff personnel assigned
to the training function.
Outside products and services: Annual spending on external vendors and
consultants, including all products, services, technologies, off-the-shelf
and custom content, and consulting services.
Average of Total Annual Budget

Organization Type
Education
Government/Military
Manufacturer/Distributor
Nonprot
Association
Retail/Wholesale
Services
Avg. Across Sizes
www.trainingmag.com
Large
$2,156,250
$37,500,000
$16,960,417
$4,545,417
N/A
$6,433,846
$12,137,387
$12,859,656
Midsize
Small
Average
$689,350
$1,948,146
$1,546,074
$1,198,750
$225,000
$803,750
$1,515,841
$1,402,352
$52,500
$255,400
$491,267
$189,636
N/A
$210,056
$388,443
$350,301
$807,929
$7,605,110
$5,479,795
$1,589,174
$225,000
$2,589,224
$4,157,350
$4,113,009
21
2015 TRAINING INDUSTRY REPORT

Types of Training Products and Services

Intended to Purchase Next Year
Assessment & Analysis Testing
21%
Audience Response Systems
7%
"VEJPBOE8FC$POGFSFODJOH1SPEVDUT4ZTUFNT
23%
"VUIPSJOH5PPMT4ZTUFNT
33%
Business Skills
23%
$FSUJmDBUJPO
24%
$MBTTSPPN5PPMT4ZTUFNT
29%
$POTVMUJOH
21%
$POUFOU%FWFMPQNFOU
36%
$PVSTFXBSF%FTJHO
19%
$VTUPNFS3FMBUJPOTIJQ.BOBHFNFOU
10%
Enterprise Learning Systems
8%
Games & Simulations
24%
,OPXMFEHF.BOBHFNFOU5PPMT4ZTUFNT
17%
Learning Management Systems
38%
Mobile Learning
25%
Online Learning Tools & Systems
37%
4VQQPSU0O%FNBOE-FBSOJOH5PPMT4ZTUFNT
20%
1SFTFOUBUJPO4PGUXBSF5PPMT
24%
Talent Management Tools & Systems
17%
Training Management Administration
15%
Translation & Localization
7%
8FC
5%
0
Average training expenditures for large companies decreased

GSPNNJMMJPOJOUPNJMMJPOJO XIJMF
the numbers for small companies ($350,301 in 2015 vs.
JO
BOENJETJ[FDPNQBOJFT NJMMJPOJO
2015 vs. $1.5 million in 2014) remained basically at.
4PNFQFSDFOUPGPSHBOJ[BUJPOTTBJEUIFZJODSFBTFETUBGG
from the year before (up from 35 percent in 2014), while
50 percent said the level remained the same (down from 51
percent in 2014). Some 13 percent said it was lower vs. 14
percent in 2014. Large nonprots and services organizations
had the largest personnel costs. Across all organization
UZQFT MBSHFSDPNQBOJFTTQFOUBCPVUUJNFTBTNVDIBT
midsize, and midsize companies spent about three times
as much as small ones. The average payroll gure for large
DPNQBOJFTXBTNJMMJPOGPSNJETJ[FPSHBOJ[BUJPOT JU
22
10
15
20
25
30
35
XBT GPSTNBMMDPNQBOJFT JUXBT

For those who reported an increase in their training staff,
the average increase was nine people, ve more than in
2014. For those who reported a decrease in their staff, the
BWFSBHFEFDSFBTFXBTQFPQMFEPXOGSPNMBTUZFBS
Other training expenditures more than doubled this year to
CJMMJPOGSPNCJMMJPOJO4VDIFYQFOEJUVSFT
DBOJODMVEFUSBWFM USBJOJOHGBDJMJUJFT BOEFRVJQNFOU0O
average, organizations spent 5 percent of their budget or
WT MBTUZFBS
POMFBSOJOHUPPMTBOE
technologies. Small and midsize education organizations
spent the highest portion of their budgets on tools and
technology (23 percent and 11 percent, respectively).
-BSHFFEVDBUJPOPSHBOJ[BUJPOTBOEHPWFSONFOUNJMJUBSZ
organizations spent the smallest percentage of their training
www.trainingmag.com
Training Expenditures per Learner 2013-2015

Q7
Q
Q
$881
$976
All Companies
$702
$1,092
$1,238
$1,105
Small (100 to 999

employees)
$829
$819
Midsize (1,000 to
9,999 employees)
$544
$490
Large (10,000 or
$903
more employees)
$447
0
300
600
900
1200
1500
Hours of Training per Employee 2014-2015

All Companies
Q
Q
40.7
53.8
Small (100 to 999
42.2
employees)
46.2
Midsize (1,000 to
9,999 employees)
41.6
67.4
36.2
Large (10,000 or
more employees)
41.6
0
10
20
30
40
50
60
70
budgets on tools and technologies (1 percent or less).

-PPLJOHBIFBE UIFNPTUGSFRVFOUMZBOUJDJQBUFEQVSDIBTFT
BSFMFBSOJOHNBOBHFNFOUTZTUFNT QFSDFOUWT
QFSDFOUMBTUZFBS
BOEPOMJOFMFBSOJOHUPPMTBOETZTUFNT
percent vs. 44 percent last year). This is followed by content
EFWFMPQNFOU QFSDFOUWTQFSDFOUMBTUZFBS
BVUIPSJOH
UPPMTTZTUFNT QFSDFOUWTQFSDFOUMBTUZFBS

classroom tools and systems (29 percent vs. 33 percent),
and mobile learning (25 percent vs. 23 percent last year).
Several items received 10 percent or less of hits, including
8FC BVEJFODFSFTQPOTFTZTUFNT DVTUPNFSSFMBUJPOTIJQ
management, translation and localization, and enterprise
learning systems.
0WFSBMM POBWFSBHF DPNQBOJFTTQFOUQFSMFBSOFS
UIJTZFBSDPNQBSFEXJUIQFSMFBSOFSJO4FSWJDF
www.trainingmag.com
80
organizations, overall, spent the most per learner this

ZFBS
GPMMPXFECZNBOVGBDUVSFST
-BSHFS
companies apparently are back to operating on an economy
PGTDBMFBTUIFZTQFOUMFTT
UIBONJETJ[F
BOE
small ($1,105) companies.
8IJMFUIFZTQFOUMFTTQFSMFBSOFS DPNQBOJFTQSPWJEFENPSF
hours of training this year. On average, employees received
IPVSTPGUSBJOJOHQFSZFBS IPVSTNPSFUIBOMBTU
year. Midsize companies provided the most hours of training
UIJTZFBSBU(PWFSONFOUNJMJUBSZPSHBOJ[BUJPOTIBEUIF
IJHIFTUBWFSBHFOVNCFSPGIPVSTPWFSBMM

$PNQBOJFTDPOUJOVFEUPEFWPUFUIFCVMLPGUIFJSUSBJOJOH
expenditures to training non-exempt employees (39 percent,
down from 40 percent in 2014). Training for exempt nonNBOBHFSTJODSFBTFEGSPNQFSDFOUUPQFSDFOUJO
23

Training Expenditure Allocations

Who Gets Trained?
29%
30
7.7
6.4
5.8
20
+ c6#$'
8
22%
10
Staff per 1,000 Learners
39%
40
10%
2
0
D!,"0
+$'$.&
D!#"
'
+$'$.&
D!#"
'
D!#"
D#%
/0&$
X&+ c
6#$'
"

2$&.6#$'
#$6#$'
9.8
10
"

20
15.3
8
6
15
6.7
6.3
11.3
4.4
9.2
10
10.6
4
5
2
0
/0&$
X&2$&.
6#$'
"

"

&
#&
>$0&$."&$''.
."X&$&.
,#$'4$
:#' 4
# c,#$'
$,$" $'$0&$.X
:#' $' #$
,#$' ,$" $'
$0&$.X:7 7
24
/0&$X&
#$
6#$'
"

"

"

Is the Number of
Training-Related Staff Higher
or Lower Than Last Year?
+LJKHU

/RZHU

6DPH

www.trainingmag.com
TRAINING BUDGET
Like last year, budget status was almost

evenly split, with 42 percent saying
their training budget increased and 43
percent saying it remained the same.
Some 15 percent reported a decrease
in budget. Last year, 43 percent said
UIFJSCVEHFUXFOUVQQFSDFOUTBJE
JUSFNBJOFEUIFTBNFBOEQFSDFOU
said it went down. Like last year,
FEVDBUJPOBOEHPWFSONFOUNJMJUBSZ
organizations showed the greatest
tendency for training budget cuts,
XIJMFTFSWJDFTDPNQBOJFT SFUBJMFST
XIPMFTBMFST BOENBOVGBDUVSFST
distributors all showed large gains.
Increases were not evenly distributed
across organization sizes. Small
companies showed fewer decreases
QFSDFOU
BOENPSFJODSFBTFT
QFSDFOU
UIBONJETJ[F QFSDFOUBOE
QFSDFOU
BOEMBSHFDPNQBOJFT
percent and 44 percent).
Most of the budget increases were
NPEFTUMFTTUIBOQFSDFOU4PNF
QFSDFOUTBXJODSFBTFTJOUIFUP
15 percent range, while 29 percent of
organizations reported increases in the
1 to 5 percent range. Most respondents
who reported an increase in their
training budgets attributed it to the
following reasons:
What Happened to Your

Training Budget This Year?
'HFUHDVHG

,QFUHDVHG

5HPDLQHG
WKHVDPH

Budget Change by Industry

16%
Q1,&$
Q ',&$
Q$#
43%
41%
.BOVGBDUVSFS%JTUSJCVUPS
10%
47%
43%
Services
11%
t*ODSFBTFJOUIFTDPQFPGUIFJS
USBJOJOHQSPHSBNT QFSDFOUWT
percent last year)
t"EEFEUSBJOJOHTUBGG QFSDFOUWT
51 percent last year)
t*ODSFBTFEOVNCFSPGMFBSOFSTTFSWFE
(55 percent vs. 51 percent last year)
44%
44%
3FUBJM8IPMFTBMF
27%
24%
(PWFSONFOU.JMJUBSZ
49%
28%
31%
Education
This year, more respondents (39

percent) reported budget decreases
between 1 and 5 percent vs. 25 percent
GPSUPQFSDFOUEFDSFBTFTBOE
QFSDFOUGPSNPSFUIBOQFSDFOU
decreases. The majority of respondents
(33 percent this year vs. 40 percent last
year) cited reduced training staff as the
main reason for the budget decrease.
This was followed by:
www.trainingmag.com
41%
0%
0%
Association
100%
15%
Nonprot
44%
41%
0
20
40
60
80
100
25

TRAINING BUDGETS
t#VEHFUBEKVTUFEUPSFnFDUMPXFSDPTUT
QFSDFOUWTQFSDFOUMBTUZFBS
t4PNFQFSDFOU WTQFSDFOUMBTU
ZFBS
DIPTFiPUIFSwBTUIFSFBTPOGPSUIF
EFDSFBTF DJUJOHiJODSFBTFEWJSUVBMUSBJOJOH
PGGFSJOHT wiDPSQPSBUFFYQFOTFDPOUSPMT w
BOEiOFXEJSFDUPSOPFNQIBTJTPOUIF
-FBSOJOHGVODUJPO wBNPOHPUIFST
t%FDSFBTFEPVUTJEFUSBJOFSDPOTVMUBOU
JOWFTUNFOU QFSDFOUWTQFSDFOU
MBTUZFBS NPWJOHVQUPUIF/PSFBTPO

t%FDSFBTFETDPQFPGUSBJOJOH EFDSFBTJOH
GSPNQFSDFOUMBTUZFBSUPQFSDFOU
UIJTZFBS
-JLFUIFMBTUUISFFZFBST UIFIJHIFTU
QFSDFOUBHFPGPSHBOJ[BUJPOT QFSDFOU
TBJE
NBOBHFNFOUTVQFSWJTPSZUSBJOJOHXJMMSFDFJWF
NPSFGVOEJOHUIBOUIFZFBSCFGPSF0O
BWFSBHF PSHBOJ[BUJPOTQMBOUPBMMPDBUF
UIFNPTUGVOEJOHUPQSPGFTTJPOBMJOEVTUSZ
TQFDJmDUSBJOJOHBUNJMMJPOPOCPBSEJOH
BUNJMMJPOTBMFTUSBJOJOHBU
BOENBOBHFNFOUTVQFSWJTPSZUSBJOJOHBU

5IFIJHIFTUQSJPSJUJFTGPSUSBJOJOHJOUFSNTPG
BMMPDBUJOHSFTPVSDFTJOBSFJODSFBTJOH
UIFFGGFDUJWFOFTTPGUSBJOJOHQSPHSBNT
QFSDFOU UIFTBNFBTMBTUZFBS
GPMMPXFE
CZSFEVDJOHDPTUTJNQSPWJOHFGmDJFODZ
BOE
NFBTVSJOHUIFJNQBDUPGUSBJOJOHQSPHSBNT
-JLF
MBTUZFBS MFBSOJOHJOGSBTUSVDUVSFUFDIOPMPHZ
JOJUJBUJWFTBOEPCUBJOJOHSFWFOVFUISPVHI
FYUFSOBMUSBJOJOHSFNBJOUIFMPXFTUQSJPSJUJFT
How Much Did Your Training Budget Increase?

-6#$'
=
+&>$'=
=
="=
=
="=
=
="=
0
10
20
30
40
#$6#$'
+&>$'= =
="= =
="= 7=
="= ;=
10
20
30
40
+ c6#$'
+&>$'= 7=
="= =
="= =
="= =
0
10
20
30
40
2$&.6#$'
+&>$'= =
="= 7=
="= =
="= 7=
10
20
30
40
50
Why Did Your Budget Increase?

"EEFE5SBJOJOH4UBGG
*ODSFBTFE/VNCFSPG-FBSOFST4FSWFE
*ODSFBTFE4DPQFPG5SBJOJOH
"UUFOEFE.PSF0VUTJEF-FBSOJOH&WFOUT DPOGFSFODFTTFNJOBST
*ODSFBTFE0VUTJEF5SBJOFS$POTVMUBOU*OWFTUNFOU
1VSDIBTFE/FX5FDIOPMPHJFT&RVJQNFOU
#VEHFU"EKVTUFEUP3FnFDU)JHIFS$PTUT
0UIFS
=
=
7=
;=
=
=
7=
=
0
26
10
20
30
40
50
60
www.trainingmag.com
How Much Did Your Training Budget Decrease?

-6#$'
+&>$'=
18%
="=
18%
25%
="=
39%
="=
0
10
20
30
40
#$6#$'
+&>$'=
31%
13%
="=
18%
="=
38%
="=
0
10
20
30
40
+ c6#$'
+&>$'=
19%
="=
19%
="=
31%
="=
31%
0
10
20
30
2$&.6#$'
0%
+&>$'=
="=
21%
="=
21%
58%
="=
0
10
20
30
40
50
60
Why Did Your Budget Decrease?

33%
Reduced Training Staff

Decreased Number of Learners Served
Decreased Scope of Training
"UUFOEFE'FXFS0VUTJEF-FBSOJOH&WFOUT DPOGFSFODFTTFNJOBST
%FDSFBTFE0VUTJEF5SBJOFS$POTVMUBOU*OWFTUNFOU
#VEHFU"EKVTUFEUP3FnFDU-PXFS$PTUT
Other
7%
19%
13%
24%
31%
30%
0
www.trainingmag.com
10
15
20
25
30
35
27

TRAINING BUDGETS
Projected Funding for Learning Areas Next Year

Executive Development
Management/Supervisory Training
Interpersonal Skills (e.g., communication, teamwork)
IT/Systems Training (e.g., enterprise software)
Desktop Application Training
Customer Service Training
Sales Training
Mandatory or Compliance Training
Profession/Industry-Specic (engineering, accounting, etc.)
Onboarding
13%
55%
6%
29%
26%
58%
20%
6% 7%
62%
19%
6%
55%
11%
8%
60%
10%
21%
55%
19%
36%
16%
19%
6%
6%
18%
39%
72%
13%
7% 5%
66%
27%
4%
55%
20
40
12%
18%
5%
60
17%
13%
80
100
Q+&>$'2$"C$&Q-""$#$2$"C$&Q2>$'2$"C$&Q
)T R A I N I N G D E L I V E RY
learning accounted for 5 percent of hours, up a bit from
4.2 percent last year. Some 25 percent of companies said
they are using social learning to some extent.
Some 46 percent of training hours were delivered by a standand-deliver instructor in a classroom settingdown a bit from
the 47 percent reported last year.
4NBMM QFSDFOU
BOENJETJ[F QFSDFOU
DPNQBOJFT
continue to rely on instructor-led delivery methods more so
UIBOMBSHFDPNQBOJFT QFSDFOU
#MFOEFEMFBSOJOHXBT
fairly even across companies of all sizes, ranging between
QFSDFOUGPSMBSHFDPNQBOJFTBOEQFSDFOUGPSTNBMM
ones. Large and midsize companies appeared to be focusing
POPOMJOFPSDPNQVUFSCBTFENFUIPET QFSDFOUWT
percent for small and midsize companies).
tQFSDFOUPGIPVSTXFSFEFMJWFSFEXJUICMFOEFEMFBSOJOH
UFDIOJRVFT VQBCJUGSPNQFSDFOUMBTUZFBS
tQFSDFOUPGIPVSTXFSFEFMJWFSFEWJBPOMJOFPS
computer-based technologies, down from 28.5 percent last
ZFBS7JSUVBMDMBTTSPPN8FCDBTUBDDPVOUFEGPSQFSDFOU
PGIPVSTEFMJWFSFE EPXOTMJHIUMZGSPNQFSDFOUMBTUZFBS
tQFSDFOUPGUSBJOJOHIPVSTXFSFEFMJWFSFEWJBNPCJMF
EFWJDFT WJSUVBMMZUIFTBNFBTJO XIJMFTPDJBM
Training Delivery Methods by Company Size 2015

Small UPFNQMPZFFT
7==;===

Midsize UP FNQMPZFFT
7=7=====
Large PSNPSFFNQMPZFFT
=7;=;===7=
0
30
60
90
120
150
QB' 2$&''.$,#'$"'X#" " 4

Q '"&,"&2 6$&#/'%
Q&"$6$&#)W,$"/'%'"&,"&X&#&#",$"'
Q/''&6#"&B$ +" /'%''"&,"&
Q+/'%,' "$" 1-
Q,$2$&''./'%
28
www.trainingmag.com
T R A I N I N G D E L I V E RY
followed by virtual classroom/Webcasting/video

broadcasting at 72 percent (both down just a bit from 74
percent last year)
t3BQJEFMFBSOJOHUPPM QFSDFOU VQGSPNQFSDFOUMBTU
year)
t"QQMJDBUJPOTJNVMBUJPOUPPM QFSDFOU VQGSPN
percent last year)
Mandatory or compliance training continued to be done

mostly online, with 73 percent of organizations doing at least
some of it online and 26 percent entirely online (up from
20 percent last year). Online training also often is used for
desktop application training (70 percent vs. 56 percent last
year) and IT/systems application training (67 percent, up
from 54 percent last year). Online training was least used for
onboarding (31 percent had no online training for it), executive
development and interpersonal skills training (28 percent had
no online training for either one), and customer service and
sales training (27 percent had no online training for either
one).
Technology use overall is higher than last year. Of the learning
technologies presented, the most often used included:
t-FBSOJOHNBOBHFNFOUTZTUFNT -.4
BUQFSDFOU
The delivery methods least often used for training remained

the same as last year:
t1PEDBTUJOHBUQFSDFOU VQGSPNQFSDFOUMBTUZFBS
t-FBSOJOHDPOUFOUNBOBHFNFOUTZTUFN -$.4
BU
percent (down from 25 percent)
t0OMJOFQFSGPSNBODFTVQQPSU &144
PSLOPXMFEHF
management system at 23 percent (up from 21 percent)
Online Method Use for Types of Training

&YFDVUJWF%FWFMPQNFOU
.BOBHFNFOU4VQFSWJTPSZ5SBJOJOH
=7;=77===
*OUFSQFSTPOBM4LJMMT FH DPNNVOJDBUJPO
=7====
*54ZTUFNT5SBJOJOH FH FOUFSQSJTFTPGUXBSF
;=====
=====
%FTLUPQ"QQMJDBUJPO5SBJOJOH
====;=
$VTUPNFS4FSWJDF5SBJOJOH
;=7=7==
4BMFT5SBJOJOH
;=7=;===
.BOEBUPSZPS$PNQMJBODF5SBJOJOH
===7==
1SPGFTTJPO*OEVTUSZ4QFDJmD FH FOHJOFFSJOH
==7===
Onboarding
7=7==7=7=
0
20
40
60
80
100
Q
/''Q-*4/''&.&$#Q#/''Q+"%/''Q-/''
#&,'"X"&$''.&4&
0& %$"$' $' 0&'"&,"&'
DFODVVURRPVHWWLQJ7KDWJXUHLVGRZQ
."%X&#";&,'"&&" $"
%$&#&,'"X,#$'$&
'.,$$&''."#!"'"
www.trainingmag.com
29

T R A I N I N G D E L I V E RY
Learning Technologies Current Usage-6#$'

Podcasting
Online Performance Support or Knowledge Management System
Rapid E-Learning Tool (PowerPoint conversion tool)
Application Simulation Tool
Virtual Classroom/Webcasting/Video Broadcasting
Learning Content Management System (LCMS)
Learning Management System (LMS)
Mobile Applications
= ;==
7===
===
=
==
;===
=;==
;7=7==
=;==
0
20
40
60
80
100
Q,&&'"%Q1'"Q
"&
#$6#$'
Podcasting
Mobile Applications
==7=
7===
7===
=;==
=7=7=
=;==
=7==
7=;=7=
0
20
40
60
80
100
Q,&&'"%Q1'"Q
"&
+ c6#$'
Podcasting
Mobile Applications
=;==
=7==
=7;==
=7==
;===
=;;=;=
===
=;==
0
20
40
60
80
100
Q,&&'"%Q1'"Q
"&
2$&.6#$'
Podcasting
Mobile Applications
===
=7==
;===
===
;==7=
==;=
===
7=7==
0
20
40
60
80
100
Q,&&'"%Q1'"Q
"&
30
www.trainingmag.com
TRAINING OUTSOURCING
2015 saw only a slight increase in the average expenditure for

USBJOJOHPVUTPVSDJOH VQGSPN JO
Large companies on average spent $1.1 million vs. $195,144
GPSNJETJ[FDPNQBOJFTBOE GPSTNBMMPOFT"O
BWFSBHFPGQFSDFOUPGUIFUPUBMUSBJOJOHCVEHFUXBTTQFOUPO
PVUTPVSDJOHJO EPXOGSPNQFSDFOUJO
0OBWFSBHF QFSDFOUPGDPNQBOJFTDPNQMFUFMZPVUTPVSDFE
-.4PQFSBUJPOTIPTUJOH WTQFSDFOUMBTUZFBS
XIJMF
MFBSOFSTVQQPSUBOE-.4BENJOJTUSBUJPO QFSDFOU
MBSHFMZ
were handled in-house.
*OTUSVDUJPOGBDJMJUBUJPOXBTIBOEMFEBCPVUFRVBMMZJOIPVTF
QFSDFOU
BOEPVUTPVSDFE QFSDFOU
"DSPTTBMMUIF
topic areas, large companies outsourced more than midsize
ones, and midsize organizations outsourced more than small
companies. This effect was most striking for custom content
EFWFMPQNFOU QFSDFOUTPNFPSDPNQMFUFMZPVUTPVSDFEGPS
MBSHFDPNQBOJFTQFSDFOUGPSNJETJ[FPOFTBOEQFSDFOU
for small organizations).
The level of outsourcing is expected to stay relatively steady
JOTPNFQFSDFOUPGPSHBOJ[BUJPOTTBJEUIFZFYQFDU
to stay the same in the outsourcing area. The percentage
PGDPNQBOJFTFYQFDUJOHUPEFDSFBTFVTF QFSDFOU
JT
slightly lower than those expecting to use outsourcing more
(9 percent). There are exceptions for individual functions,
though. In learner support, more than twice as many
companies said they will be doing less than those that said
they will be doing more.
8IJMFUIFSFBSFOUNBOZEJGGFSFODFTCFUXFFOUIF
outsourcing changes by company size, large companies will
outsource less custom content development, while midsize
and small companies indicate they will increase learner
support outsourcing.
$4$."',&$'"$0&$.
!' "&X&"&$''."&,'.9:7 7
X&#:77 77'-'$0&$.X
&,'"X"""$"&$''. ."4$'"
'"&,'.>0X"&,'.
!," ""$%&$"0%"$ %'
Extent of Outsourcing-6#$'
*OTUSVDUJPO'BDJMJUBUJPO
LMS Administration (registration, upload data)
-.40QFSBUJPOT)PTUJOH
Learner Support
$VTUPN$POUFOU%FWFMPQNFOU
;==7=
7=7==
===
7===
===
0
20
40
60
80
100
Q
/"&,'.Q#/"&,'.Q+"%&6#"%/"&,
www.trainingmag.com
31

TRAINING OUTSOURCING
Extent of Outsourcing#$6#$'
Instruction/Facilitation
LMS Operations/Hosting
Learner Support
Custom Content Development
===
===
===
7===
7=77==
0
20
40
60
80
100
Q
/"&,'.Q#/"&,'.Q+"%&6#"%/"&,
+ c6#$'
Learner Support
===
;===
===
;=7==
;==7=
0
20
40
60
80
100
Q
/"&,'.Q#/"&,'.Q+"%&6#"%/"&,
2$&.6#$'
Learner Support
===
==7=
===
;==7=
===
0
20
40
60
80
100
Q
/"&,'.Q#/"&,'.Q+"%&6#"%/"&,
23'.$$ " $&.,#$'

3%4"&,,"#,'"'"
0#'" 4# c$' #$
,#$'' ,$""%4',&$
$&'&&""&,'.
32
www.trainingmag.com
Projected Use of Outsourcing-6#$'

Learner Support
===7=
====
===7=
====
===7=
0
20
40
60
Q+&/"&,'.Q>$#Q2/"&,'.
Q:H'RQW:RQW2XWVRXUFH7KLV)XQFWLRQ
80
100
#$6#$'
Learner Support
====
;=7=7==
==7=7;=
7=7==7=
=7;=;==
0
20
40
60
80
100
Q+&/"&,'.Q>$#Q2/"&,'.
+ c6#$'
Learner Support
==7=7=
====
==7=;=
;====
;=7==7=
0
20
40
60
80
100
Q+&/"&,'.Q>$#Q2/"&,'.
2$&.6#$'
Learner Support
====
7=7==7=
====
7===;=
=;=7==
0
20
40
60
80
100
Q+&/"&,'.Q>$#Q2/"&,'.
www.trainingmag.com
33
The
Training
Economy
The economy is strengthening, but does the Great Recession of 2008
and recent stock market slidecontinue to affect the dollars allotted
for your learning and development programs? MARGERY WEINSTEIN
he economy is ofcially turning around, with

positive nancial news reported regularly
on the nightly news (barring a setback or
two, such as periodic stock market plunges).
The question is whether the strengthening
economy is trickling down to your training programs. And of the dollars that are
allotted, where should they be directed? A
Training Top 125 winner, a Training Top 10 Hall of Famer,
and two experts share their thoughts on the impact of the
economy on training, and how you can continue delivering
the learning programs your employees need.
34
TRAINING INVESTMENT ON THE RISE

Some companies are experiencing an increase in training funding, at least partially commensurate with the
strengthening economy. Compass Group North America,
which owns Training Top 125er Morrison Healthcare, is
experiencing a strong investment in learning and development. Compass Group has increased its investment
in training for salaried associates as the company has
expanded, says Eileen Springer, senior vice president,
Talent Acquisition and Development. For example, we
offer a variety of courses via our Learning Management
System (LMS) and third-party partners, and have greatly
expanded our in-house offerings targeting unit managers, multi-unit managers, and leadership programs.
www.trainingmag.com
People
grow
business.
We grow
people.
ej4.com/freetrial
Award-Winning
Soft Skills
Training Library
800-566-3159
Topics Include
/HDGHUVKLS
6DOHV
&RPPXQLFDWLRQ
&RPSOLDQFH
6XSHUYLVLRQ
6DIHW\ PRUH
The Training Economy

The company has a systematic process for ascertaining needed training dollars, and then directing the funds to the proper
projects and purchases. Each of our businesses has a Talent
Plan, where the HR leaders work closely with the L&D subject
matter experts (SMEs) to understand timing, cost, and delivery methods for the anticipated needs in the upcoming year,
says Springer. By attending business unit leadership meetings
and participating in the planning sessions, we are able to plan
ahead for the number of seats needed for each management/
leadership program well in advance.
The LMS the company recently invested in, as a result of the
increase in funding, will have long-lasting impact in the organization, and Springer notes that the purchase of the LMS
has helped enable Learning professionals at Compass Group
to create a new framework for delivering training. We also
recently created an L&D Center of Expertise, which is focused
on new delivery methods and current practices in instructional design, with an emphasis on delivering programs in a more
exible way, such as providing choices for participants to meet
minimum requirements to reduce time to complete and cost,
plus target the learning to the individual, she says. Some
of our programs, which used to be delivered in a traditional
classroom setting, now will be blended or move completely to
online content, saving on travel and time out of ofce.
ADAPT TO A GLOBAL ECONOMY

The globalization of business has been going on for years, but
companies are still trying to gain their footing as global entities. Our research shows that the business environment is
fundamentally reshaping in response to global mega-trends,
such as changes in global economic power, technology breakthroughs, and demographic shifts, says Mary Lyons, Advisory
principal with Training Top 10 Hall of Famer PwC, who specializes in helping businesses transform their human capital
function. Business strategies and operating models are evolving at a new velocity in response, and as such, organizations
are adapting their talent strategies.
QUICK TIPS
t$SFBUF PSMFBSOIPXUPOBWJHBUF ZPVSDPNQBOZTTZTUFNGPS
NFBTVSJOHNPOFUBSZOFFETPGOFXUSBJOJOHQSPHSBNT
t.BLFJOWFTUNFOUTDPVOU*GZPVJOWFTUJOBOFXMFBSOJOHNBOBHFNFOUTZTUFN mOEXBZTUPFOIBODFZPVSPGGFSJOHTPSDIBOHFUIF
XBZMFBSOJOHJTEFMJWFSFE
t5JFSFRVFTUTGPSBEEJUJPOBMGVOETUPUIFOFXOFFETZPVSDPNQBOZ
NBZIBWFJOBHMPCBMFDPOPNZ TVDIBTGPSNPSFEJTUBODFMFBSOJOHPSBOFXJOUSBOFUXJUIHSFBUFSBCJMJUZGPSJOGPSNBMJOUFSBDUJPO
TPDJBMNFEJBTUZMF
t.BSLFUUIFDPOUSJCVUJPOTPGUIF-FBSOJOH%FWFMPQNFOUEFQBSUNFOUTPBDVMUVSFPGJOWFTUNFOUJOUSBJOJOHJTDSFBUFE5IBUXBZ
FWFOXIFONPOFZJTUJHIU -%TUJMMXJMMCFBUUIFUPQPGUIFMJTU
PGSFDJQJFOUT
t5JFSFRVFTUTGPSUSBJOJOHEPMMBSTUPMPOHUFSNDPSQPSBUFTUSBUFHZ
&YQMBJOIPXOFXUSBJOJOHQSPHSBNTXJMMIFMQTVQQPSUOFXQSPEVDUEFWFMPQNFOUPSUIFSPMMPVUBOENBSLFUJOHPGOFXQSPEVDUT
BOETFSWJDFT
36
Lyons says the needs of the global company are affecting even
the modes of training delivered to learners. We are seeing more
companies consider ways to leverage experiential learning concepts to develop their professionals. For some, this is a formal
mentorship program, while others make greater use of less formal
shadowing activities, she says. For instance, by teaming highpotential employees with strong leaders and high-performance
teams, overall development of high-potential employees is accelerated. By aligning high potentials with leaders and teams in
order to focus on the development of specic capabilities such as
technical skills, global acumen, or leadership, organizations are
trying to deliver the value of todays nano-degrees.
Hand-in-hand with the needs of being a global organization
is the need for highly evolved people skills. As employees
reach across the world more easily than ever before to communicate, they need to know how to approach others, and how to
work together toward a common goal. Developing these people
skills, fortunately, is also amenable to staying budget conscious.
Companies are leveraging alternative development strategies to help mitigate costs while maintainingor sometimes
enhancingeffectiveness, Lyons says. They are challenging
themselves to develop their peoples skills in news ways, including blended learning, virtual classroom settings, and on the job.
For example, some companies have been focusing on rotational
assignments as a means to expand the understanding and skills
that are essential to the organization. These assignments have
been used effectively as part of the onboarding process and as a
component of a leadership development program.
CULTURE OF TRAINING INVESTMENT

The economy is strengthening, and making it easier for companies to invest in training, but some organizations, regardless of
the economy, are more likely to spend money on learning and
development, says Michael Bleadorn, vice president and practice lead for North America for Right Management, the global
workforce consulting arm of ManpowerGroup. The amount
organizations are prepared to invest in their people often is tied
more to corporate culture than prots, he says. Obviously,
when times are tough, everybody cuts back, but as companies
have started to grow again, and merger and acquisition activity
has picked up, it is the organizations that view their employees
more as a strategic resource, rather than an interchangeable
commodity, that we see investing in their workforces.
Bleadorn says that along with a continuous investment in
training, forward-looking companies are focused on delivering
programs that drive innovation. However, they want this innovation to take place in what is often a pared-down environment.
What we hear more today, is clients looking for development
programs that help drive innovation and simplication throughout the corporation, he says. Having spent years painfully
slimming down and becoming more efcient, nobody is interested in adding back layers of bureaucratic complexity. However,
developing a more creative culture that can adapt to new technology and changing market forces is widely seen as crucial.
In addition, Bleadorn says there is a trend now to spend more
money on assessment tools that help companies determine which
up-and-coming employees will be ready to step into leadership
www.trainingmag.com
roles. With Baby Boomers quickly advancing toward retirement,

organizations realize they will soonif they dont alreadyhave
open slots to ll. Programs targeting high-potential talent are
booming, because they tend to deliver clear, measurable results,
says Bleadorn. Assessment and development tools benet from
this trend, too, because they can offer a clear measure of where
companies are strong or weak on talent, and how that relates to
turnover and the companys bottom line.
TIE SPENDING TO CORPORATE STRATEGY

Whatever dollars you are allotted will go further if you tie it
to your companys long-term strategic goals, says Edward G.
Brown, co-founder of Cohen Brown Management Group,
which offers change management consulting and training for
the nancial services industry. When a company feels the effects of a downturn, top management doesnt keep doing the
same thing. They adopt a strategy and tactics to adapt to the
new environment. And when they do, that demands equally
strategic adaptations from their Training leaders, says Brown.
As an example, he points to a recent change in banking regulations that strictly limited banks ability to charge fees that
previously had been a signicant source of income.
The loss of this income demanded that banks come up with
other ways of generating revenue. They needed to develop
more high-priced products and attract more protable customers, while lowering the cost of serving unprotable customers.
Some of the Training departments at these banks were able to
work with executives to tailor training to these new challenges,

while others oundered. We saw banks Training departments
rise to the occasion with compliance training around the new
regulations. But when it came to supporting the new sales strategy, some simply offered refresher courses of their general sales
training, he says. What they needed were highly specic programs for the new strategy: a deep dive into the challenges of
selling high-priced products, or how to overcome the specic
objections that afuent customers tend to make, or new scripts
for interacting with unprotable customers. So it is important
that Training be in the room where corporate strategy is dened, so they can tailor their budgets accordingly.
Brown says understanding the mindset of management is key
to convincing them to fund the programs you have in mind.
Ask yourself what management is trying to accomplish: more
sales, better service, greater customer retention? If we fail to
offer training on X, what will it cost us in terms of lost sales,
service, or customers? Thats how you gure out how much you
can spend, he explains. If my technicians dont know how to
use tablets in the eld to analyze data from the cloud for making
on-the-spot buy/dont buy decisions, that could cost us $1 million in missed revenue. Theres your answeryou can afford to
spend half a million dollars on technician tablet training. Whatever you spend on training, you should be able to bring in twice
thatthats a decent rule of thumb. Youll come out ahead this
year, and by next year, its all gravy. Thats a rationale process top
management will understand and appreciate. Qt
Learning & Performance Management Solutions

for High-Consequence Industries
www.NetDimensions.com
www.trainingmag.com
37
Trainingand the
Bottom Line
Business leaders of large publicly traded corporations need to move beyond
only paying lip-service to the importance of human capital to actually making
substantial investments in education and training solutions that build the
skilled talent needed for today and tomorrow. BY EDWARD E. GORDON
he 2015 Manpower Talent

Shortage Survey indicated that
approximately 20 percent of
businesses offered training to
their employees. After 40 years
in the Training and Development eld, I continue to search for answers on why only some
organizations invest in their human capital as
a key business strategy to improve their productivity, performance, and prots. Many
others complain in multiple industry surveys
about shortages of skilled workers but remain
focused on maximizing short-term prot by
continually cutting costs. Investments for the
long term, including training and development, too often are forgotten. How can we
change this business-culture mindset?
38
What are some of the insights we can share from those executives
who have made a strong business commitment to investing in their
human capital? To nd out, I conducted a series of interviews with
executives from Training Top 125 companies that are recognized for
their excellence in training and human capital development. I asked
them three basic questions:
1. To what degree are the top decision-makers in your organization
committed to investing in their human capital?
2. How did they arrive at the realization that employee training and
education is a strong driver of employees performance and overall business productivity and prot?
3. How have they been able to satisfy stockholders and Wall Streets
xation on maximizing short-term prot by cutting what often is
viewed by nancial specialists as extraneous non-core costs such
as employee training and development?
Here are some of their thought-provoking insights:
sh7EKNOWWESUCCEEDONLYTHROUGHOTHERS!NDTHATMEANSWE
have to lift our people up by investing in them.
s h)NVESTING IN EDUCATION LED TO EXTRAORDINARY 2/) FOR ALL STAKE
holdersThats how we became an education-based company.
John Davis, President, Keller Williams
sh7ETRAINANDPROMOTEOUROWNTALENTx.INETY EIGHTPERCENTxOF
leadership positions [were] lled internally for 2014.
sh4WOOFOURFOURCOREVALUESARETHATOURCLIENTSCOMElRSTANDWE
www.trainingmag.com
believe in a quality-oriented, long-term investment philosophyTraining our branch staff will make this possible.
sh7EBELIEVECONSIDERINGTRAININGASANINVESTMENTNOTAN
expense, is a model more companies should adopt. It has
been incredibly successful for us.
Ken Cella, Branch Development Principal, Member,
Executive Committee, Edward Jones
$ELOITTES'LOBAL(UMAN#APITAL4RENDSREPORTSURVEYED
AND INTERVIEWED BUSINESS AND (2 EXECUTIVES FROM
NATIONSANDPERCENTRATEDTHETALENTCHALLENGEAShVERYIMPORTANTvORhIMPORTANTvAPERCENTINCREASEFROMRESULTS
Yet only 28 percent of those surveyed said their businesses are
prepared to deal with this talent decit.
PUBLIC VS. PRIVATE PERSPECTIVE

sh;/UR=#%/SCOMMITMENTANDREALIZATION;IS=THATLEARNING
and a highly developed staff are a competitive advantage.
Francine T. Robinson, Media Relations Manager, CareSource
sh7EDONTJUSTBUILDBUILDINGSWEBUILDPEOPLE4HISHAS
been a value and part of our culture since day one.
Charles Mogab, Manager, Team Member Development,
SpawGlass
sh7ITHOUTSKILLEDPEOPLEWEWILLFAILv
Robin Renschen, Director, Training & Development,
McCarthy Building Companies
THE TALENT CHALLENGE

-ANY&ORTUNEORGANIZATIONSSUCHAS"OEING5NITED4ECHNOLOGIES 7ALGREENS $ISNEY AND -C$ONALDS HAVE CORPORATE
universities, institutes, and large technical training programs.
/THERSSUCHAS3TARBUCKSAND#HIPOTLEHAVECONCENTRATEDON
EMPLOYERTUITIONASSISTANCE3OMEPUBLICLYTRADEDCORPORATIONS
INCLUDING#OMCAST-ICROSOFT)"-AND*0-ORGAN#HASEUSE
their foundations to fund nonprots that train students of all ages
to potentially become employees. Foreign-owned companies,
SUCHAS3TIHLAND3IEMENSHAVEBEENJOINEDBY.ORTHROP'RUMMANANDOTHER53lRMSINOFFERINGAPPRENTICESHIPPROGRAMS
"UT WHAT IS THE OVERALL TALENT PICTURE TODAY -ANPOWER REported that 35 percent of the 38,000 employers it surveyed in
HADDIFlCULTYlLLINGJOBSDUETOTHELACKOFAVAILABLETALENT
3OMECOMPANIESREMAINRELUCTANTTOPAYENOUGHTOlLLTHEESTIMATEDTOMILLIONVACANTJOBSACROSSTHE53ECONOMY
9ETTRAININGREMAINSTHEMAJORPROBLEM4HE3OCIETYFOR(UMAN
2ESOURCE-ANAGEMENT3(2- REPORTEDIN/CTOBERTHAT
PERCENT OF (2 PROFESSIONALS HAVE INCREASING DIFlCULTY lLLINGJOBSATALLSKILLLEVELSANDPERCENTlLLINGSKILLEDJOBS4HIS
trend has increased over the last 17 consecutive months.
/NEREASONEMPLOYERSWONTPAYORTRAINISTHEILLUSIONTHATTHERE
ISCONSIDERABLESLACKINTHE53LABORMARKETIEALARGEPOOLOF
UNEMPLOYEDWORKERSISSTILLAVAILABLE)N3EPTEMBERTHE53
"UREAUOF,ABOR3TATISTICS",3 REPORTEDTHATTHE53LABORPARTICIPATIONRATEWASPERCENTTHELOWESTRATESINCE4HE",3
ALSOFOUNDTHATMILLION!MERICANAREhNOTINTHEWORKFORCEv
Approximately 50 million are retirees, but more than 37 million
AREPRIME AGEDWORKERSAGESTO 4HEREALDIFlCULTYISTHAT
THE53LABORMARKETHASANACUTESHORTAGEOFSKILLEDWORKERSWHO
can meet the demands of the 21st century workplace.
4HELATEST0RICEWATERHOUSE#OOPERSSURVEYOF#%/SINCOUNtries reported that 78 percent of them ranked skill shortages as
THEGREATESTTHREATTOTHEIRCOMPANIESTHISWASAPERCENTJUMP
FROMTHERESULTS!NDPERCENTOFTHE#%/SSAIDTHEIRlRMS
are looking for a much broader range of skills than previously.
www.trainingmag.com
4HESESURVEYSCLEARLYSHOWTHATTHEGLOBALNATUREOFTHESKILLS JOBS
disconnect makes it unlikely that American businesses can nd
the skilled workers they need simply by recruiting them from
abroad. In general, it seems that larger family-owned and employee-owned businesses, partnerships, nonprots, and leading-edge
TECHNOLOGY DRIVENCOMPANIESARERECOGNIZINGTHATTHEYNEEDTO
INVESTINEDUCATIONANDTRAININGTOMEETTHEIRTALENTNEEDS/N
the other hand, many publicly traded for-prot companies are
STILLRELYINGONPOACHINGUSING( "VISASORMERGERANDACQUISItion strategies to obtain skilled workers. They remain reluctant to
increase their training and development expenditures.
7HAT IS TRIGGERING THIS TALENT HYPOCRISY SYNDROME AMONG
SUCHCOMPANIES/NTHEONEHANDTHEYCOMPLAINABOUTSKILLED
worker shortages and trumpet the value of their human capital,
BUTONTHEOTHERHANDTHEYDONThWALKTHETALKv!TLEASTINPART
THE&EDERAL2ESERVESULTRA LOWINTERESTRATEPOLICYHASUNINTENtionally encouraged short-term talent xes. It has helped fuel the
CURRENTTRILLIONMERGERANDACQUISITIONSURGE"USINESSES
ARE USING -! PARTIALLY TO BUY UP OTHER COMPANIES SKILLED
talent and ll their vacant positions. Many companies are borrowing at low rates to nance stock buy-backs, which may reach
an all-time high of $1 trillion in 2015. This tactic, along with
increased dividend payments, has kept stock prices high and has
pumped up top executive salaries and bonuses that also are on
track to reach a record high this year.
*ANET 9ELLEN CONTINUES TO SIGNAL THAT THE &EDERAL 2ESERVE IS
LIKELYTORAISEINTERESTRATESLATERTHISYEAR4HE&EDS1UANTITATIVE
%ASING 0ROGRAMS ) )) AND ))) WERE DESIGNED TO PUSH INCREASINGINVESTMENTINTHE53ECONOMY)NSTEADBUSINESSESMAINLY
have used cheap money to drive up short-term prots, not to
make long-term physical and human capital investments.
/NCE THE CHEAP MONEY SPIGOT IS TURNED OFF PERHAPS BUSINESS
leaders of large publicly traded corporations will move beyond only
paying lip-service to the importance of human capital to making
investments in education and training solutions that build the
SKILLEDTALENTNEEDEDFORTODAYANDTOMORROW7HATJOBVACANCY
LEVELlNALLYWILLRAISEALARMACROSSTHEBUSINESSCOMMUNITY
"USINESSES ACROSS !MERICA HAVE A SHARED RESPONSIBILITY WITH
local communities to provide the education and training needed
FORSTCENTURYCAREERS4HESURVIVALOFMANY53BUSINESSES
AND !MERICAS FUTURE ECONOMIC GROWTH DEPENDS ON A HIGHER
PROPORTIONOFTHE53POPULATIONGAININGTHESKILLSREQUIREDIN
TODAYSHIGH TECHWORKPLACESTHROUGHARESTRUCTUREDEDUCATION
to-employment system.
Edward E. Gordon is the president of Imperial Consulting
Corporation (www.imperialcorp.com). His latest book is Future
Jobs: Solving the Employment and Skills Crisis (Praeger, 2013),
which is a 2015 Independent Publishers Book Award winner.
training
39
EXCLUSIVE SALARY SURVEY
How
Does
Your
Salary
Stack
Up?
Average trainer
salaries in
2014-2015
increased nearly
3 percent to
$83,494, according
to Training research.
40
verage training salaries grew nearly 3 percent to $83,494 in 2014-2015, according to Training magazines Annual
Salary Survey of 1,280 readers. The average increase in salary in the last 12 months (not including a promotion or change
of employer) also remained at just under 3 percent, the same as in 2013-2014. The majority (48 percent) of respondents
typically work between 40 and 44 hours per week. Some 44 percent of respondents said their salary was low relative to their
responsibilities, while another 46 percent said it was equitable. Only 9 percent (down 1 percent from last year) believe they are
well paid relative to their responsibilities. Some 55 percent of respondents said they received a bonus in 2014, and 59 percent
are eligible for one this year (both answers are the same as last year). The average cash bonus was $10,603, up from $9,866 the year before.
Only 2 percent said employers asked them to take a pay cut in 2014-2015, down from 3 percent previously. Some 39 percent of
respondents said their organization cut budgets in the last 12 months, 6 percent less than in 2013-2014. Travel was trimmed by 36
percent of respondents, down from 41 percent. Some 12 percent froze salaries vs. 14 percent in 2013-2014. And 6.5 percent eliminated bonuses compared with nearly 8 percent the year before. Employee layoffs decreased a bit, from 24 percent to 21 percent.
Most training professionals continue to enjoy what they do for a living, with nearly 73 percent saying they wouldnt choose another
career if they could do it all over again. Of those who preferred other careers, answers ranged from cybersecurity expert, Human
Resources director, and petroleum engineer to actor/performer, cosmonaut, and ction writer.
Training Salaries by Region

PACIFIC
MOUNTAIN
CENTRAL
GREAT LAKES
NORTHEAST
SOUTHEAST
CANADA
Regional Average
$93,820
$69,381
$79,979
$82,991
$93,025
$80,340
$78,922
2014 Regional Average
$88,708
$75,096
$76,880
$79,461
$90,243
$79,431
$86,543
Executive-level management
$183,571
$94,750
$192,419
$102,333
$165,616
$133,533
N/A
Executive-level training/HRD manager
$143,994
$90,167
$131,495
$116,918
$129,687
$110,282
$62,500
Training department manager (+5 trainers)
$108,296
$101,000
$82,678
$100,291
$106,142
$91,491
$62,160
Training department manager (1-5 trainers)
$110,081
$77,072
$85,810
$89,511
$89,446
$89,915
$88,754
One-person training department
$77,517
$56,502
$70,973
$69,944
$74,237
$68,137
$93,500
Information technology training manager
$87,746
$74,343
$131,500
$76,167
$79,840
$70,896
N/A
Classroom instructor/trainer
$64,767
$55,174
$56,748
$70,801
$79,502
$65,472
$60,333
Instructional designer
$78,024
$65,770
$69,243
$82,310
$72,834
$70,977
$71,182
CBT/Web/multimedia programmer/
designer/manager
$86,580
$65,000
$72,057
$74,925
$85,167
$64,799
N/A
Management/career/organizational
development specialist
$87,650
$71,150
$84,545
$89,039
$73,380
$82,562
N/A
Independent consultant or other outside

provider of training/HRD goods and services
$123,600
$69,322
$113,092
$83,400
$100,207
$92,378
N/A
Personnel manager/specialist
$60,000
$125,300
$75,344
$61,205
$75,278
$70,000
N/A
Line or staff manager other than

training/HRD, personnel or IT
$80,517
$63,842
$66,800
$74,980
$79,883
$82,175
$63,500
Professor/teacher/other education
$60,800
$53,500
$74,999
$95,600
$121,000
$63,125
$90,500
www.trainingmag.com
41

Job Category
Average Salary
Overall Average
2014 Overall
Average
Fewer
than 100
employees
100-499
$83,494
$81,334
$92,356
$73,931
Executive-level management (e.g., CEO, CLO, CIO)
$154,370
$129,053
$146,936
$132,887
Executive-level training/HRD manager - other

training managers report to you
$118,271
$112,245
$113,938
$89,116
$95,331
$91,287
$77,000
$91,283
Training department manager - between one

and ve full-time trainers/learning specialists
report to you
$89,910
$88,658
$100,208
$72,684
One-person training department
$71,662
$68,858
$73,677
$62,736
Information technology training manager
$80,080
$83,616
$70,000
$72,500
Classroom instructor/trainer
$65,846
$68,482
$69,044
$61,873
$72,588
$71,901
$76,125
$66,574
Training department manager - more than ve

full-time trainers/learning specialists report to you
CBT/Web/multimedia programmer/designer/manager
$75,680
$75,432
$49,000
$75,333
Management/career/organizational development
specialist
$82,128
$81,137
$73,374
$79,798
Independent consultant or other outside

provider of training/HRD goods and services
$97,085
$87,692
$104,797
$59,500
$74,122
$75,048
$52,167
$76,617
Line or staff manager other than training/HRD,

personnel or IT (e.g., sales, operations, manufacturing)
$76,876
$73,944
$61,038
$80,864
Professor/teacher/other education
$74,500
$72,643
$40,000
$65,625
Manufacturing
$88,023
$91,867
$64,717
$78,902
Retail/wholesale/distribution
$81,278
$76,564
$137,617
$68,800
Finance/banking/real estate/insurance
$77,019
$83,679
$72,750
$69,725
Business services/hospitality
$80,058
$69,254
$98,830
$70,024
Communications
$87,759
$85,684
N/A
$79,098
Transportation/utilities
$91,305
$83,037
$86,333
$45,333
Health/medical services
$85,896
$78,445
$98,800
$67,743
Educational services/academic institution
$72,686
$70,273
$64,676
$72,224
Government/military
$76,708
$74,159
$66,406
$72,621
$111,938
$98,664
$114,011
$103,631
$91,617
$91,592
$88,406
$94,133
Less than $1 million
$82,599
$86,587
$90,013
$53,050
$1 million to $49.9 million
$74,600
$73,506
$92,314
$70,635
$84,676
$80,516
$119,603
$86,311
$85,310
$81,429
N/A
$61,683
Industry
Consulting
Supplier to the training industry
Gross Sales/Fees
$1 billion to $9.9 billion
$91,781
$88,941
N/A
$70,331
$10 billion or more
$96,039
$92,724
N/A
N/A
No college degree
$72,249
$68,340
$76,349
$61,859
Associates degree
$77,692
$75,350
$65,749
$63,829
Bachelors degree
$80,610
$80,259
$82,782
$72,542
Masters degree
$87,850
$85,122
$112,851
$79,976
Doctoral degree
$112,802
$107,865
$103,523
$90,063
3 years or less
$67,576
$67,393
$64,259
$65,077
4 to 7 years
$69,283
$68,222
$82,883
$69,506
8 to 12 years
$81,108
$77,303
$74,500
$64,885
13 years or more
$91,371
$91,073
$100,175
$78,481
Education
Years of Experience
42
www.trainingmag.com
500-749
750-999
1,0002,499
2,5009,999
10,00024,999
25,000
49,999
50,000
or more
$77,375
$71,015
$81,315
$83,573
$88,061
$86,766
$95,295
N/A
N/A
$188,000
$232,000
N/A
$187,000
$190,917
$94,794
$110,000
$96,339
$147,591
$140,472
$115,875
$108,780
$80,882
$78,453
$90,254
$89,493
$103,073
$103,950
$106,840
$96,281
$68,030
$99,096
$87,712
$95,766
$95,483
$116,638
$73,147
$62,085
$68,226
$78,058
$79,206
$72,813
$120,472
$63,333
$80,000
$125,350
$74,733
$78,854
$79,000
$87,000
$59,575
$73,200
$65,849
$66,239
$58,719
$71,409
$73,789
$67,604
$70,750
$67,611
$69,493
$73,433
$75,267
$84,647
N/A
$72,000
$74,396
$67,129
$89,992
$81,000
$82,125
$76,222
N/A
$77,074
$87,313
$53,750
$83,957
$94,888
N/A
N/A
$97,175
$81,740
$100,875
$97,000
$87,000
$84,608
$77,016
$81,000
$80,000
$70,500
$65,000
$95,000
$95,000
$46,833
$88,239
$84,079
$117,000
$74,058
$70,000
$62,333
$87,333
$97,500
$98,500
$71,000
N/A
N/A
$75,798
$71,000
$88,473
$92,106
$81,913
$97,607
$107,825
$65,000
$53,000
$95,917
$70,484
$72,773
$82,233
$81,714
$83,165
$75,767
$80,885
$74,571
$88,486
$80,047
$89,825
$73,054
$57,940
$68,278
$77,928
$78,201
$72,350
$92,967
$57,179
N/A
$104,119
$85,100
$96,454
$87,063
$86,771
$85,164
$175,000
$77,585
$96,835
$108,209
$110,000
$102,500
$74,860
$73,929
$83,892
$90,950
$91,964
$87,700
$100,408
$70,702
$61,473
$82,980
$73,443
$78,348
$69,667
$73,500
$81,946
$76,400
$73,800
$87,336
$74,848
$68,150
$92,280
$127,667
N/A
$106,267
$129,333
$121,800
$93,850
$101,494
$84,138
$80,000
$93,750
$74,208
$115,951
$106,833
$102,850
$92,000
$98,000
$57,697
$64,654
$125,000
N/A
N/A
$63,036
$71,243
$69,136
$71,131
$77,738
$55,000
N/A
$96,787
$74,689
$84,599
$74,980
$82,118
$82,017
$89,000
$88,993
$72,875
$92,631
$91,476
$82,052
$66,643
$58,400
$76,500
$52,900
$83,126
$101,040
$92,177
$95,025
$89,542
$37,500
N/A
$95,955
$81,038
$90,518
$100,955
$98,917
$63,167
$45,533
$71,108
$73,109
$86,783
$68,156
$89,296
$103,631
$83,057
$67,354
$88,208
$86,762
$73,333
$97,675
$79,479
$68,961
$81,396
$84,710
$80,348
$84,776
$86,951
$74,596
$74,317
$80,942
$81,542
$92,065
$92,722
$103,279
$121,938
$68,000
$119,403
$123,670
$180,000
$120,000
$93,875
$64,522
$56,638
$69,515
$69,431
$68,656
$74,502
$78,010
$66,118
$58,709
$67,569
$65,915
$70,017
$71,583
$75,227
$75,604
$62,000
$87,533
$78,047
$90,745
$77,732
$99,963
$87,076
$81,531
$89,081
$92,446
$94,949
$91,783
$100,613
www.trainingmag.com
43
Training Salaries by Number of Employees Trained

NUMBER OF EMPLOYEES
IN ORGANIZATION
Less than 100
$81,457
100 - 499 (avg.)
$76,815
100 - 249
$73,864
250 - 499
$79,766
500 - 749
$70,998
750 - 999
$82,914
1,000 - 2,499
$85,150
2,500 - 9,999 (avg.)
$86,212
2,500 - 4,999
$78,463
5,000 - 9,999
$93,961
10,000 - 24,999
$91,604
25,000 - 49,999
$100,482
50,000 or more
$94,124
0
20,000
40,000
60,000
80,000
100,000
FEMALE
MALE
Salaries by Gender
Executive-level
management
$122,298
$172,696
Executive-level training/
HRD manager
$100,341
$135,675
Department manager
(+5 trainers)
$92,013
$98,597
Department manager
(1-5 trainers)
$87,692
$93,925
One-person
department
$67,345
$79,413
Classroom
instructor
$62,713
$70,685
IT training
manager
$72,496
$84,956
Instructional
designer
$70,947
$76,214
CBT/Web/multimedia
designer/manager
$76,153
$75,681
Career/
OD specialist
$81,371
$83,440
$98,415
$93,624
Consultant
Personnel manager/
specialist
$70,786
$83,586
Staff manager other

than training/HRD
$71,789
$82,448
Professor/
teacher/educator
$61,591
$87,409
0
44
120,000
50,000
100,000
150,000
200,000
www.trainingmag.com
Executive-level management
Executive-level training/HRD manager
Department manager (more than 5 trainers)
Department manager (1-5 trainers)
One-person department
Classroom instructor
IT training manager
CBT/Web/multimedia designer/manager
Career/OD Specialist
Consultant
Staff manager other than training/HRD
Professor/teacher/educator
Salaries by Age
N/A
$70,841
$72,330
$78,709
$59,670
$51,427
$58,000
$64,536
$59,099
$62,364
$60,500
$79,375
$47,956
$67,000
35 years
or younger
$121,200
$114,820
$99,928
$83,368
$77,435
$63,652
$63,667
$66,316
$71,411
$70,140
$63,800
$68,000
$67,764
$55,000
36 to
43 years
$120,333
$122,543
$94,771
$97,321
$71,409
$71,651
$78,364
$71,363
$75,050
$72,696
$84,500
$65,100
$83,643
$59,500
44 to
49 years
$165,610
$128,498
$98,292
$95,197
$77,399
$72,091
$86,359
$79,589
$83,982
$92,360
$106,124
$77,400
$86,862
$88,625
50 years
or older
www.trainingmag.com
50,000
100,000
150,000
200,000
45
Training Exclusive
Emotional
Inequality
at Work
A new study conducted by
VitalSmarts reveals womens
perceived competency
drops by 35 percent and
their perceived deserved
compensation by $15,088
when they are assertive or
forceful. A look at whether
using a brief, framing
statement can reduce social
backlash, plus other tips.
BY JOSEPH GRENNY
AND DAVID MAXFIELD
esse Jackson once confessed,

There is nothing more painful to me at this stage in my life
than to walk down the street
and hear footsteps and start
thinking about robbery. Then look around
and see somebody white and feel relieved.
46
We all do it. We make unconscious judgmentseven

unwelcome ones. You dont get to vote on it. You may not
even know you do it. In fact, if you doubt that you do it, its
even more likely that you do.
New research techniques developed over the last decade
have enabled us to expose the stubborn implicit biases we
make about race, gender, disability, class, sexual orientationand, yes, gender. If you want an exercise in humility,
go take one of the dozen-plus tests at implicit.harvard.edu.
Unconscious bias isnt about being a good or bad person. Its
www.trainingmag.com
conclusive evidence to work with. Period.

Its a bold, brash, and emotional statement that
doesnt demonstrate much listening or patience.
What do you think of your new colleague?
Observers who hear this interaction think less of
their new colleague. There is a social backlash against
people who voice this kind of strong disagreement.
But it turns out that your judgment is likely to be
harsher if the colleagues name is Patricia than if it is
Patrick. Women who disagree in forceful, assertive
ways are judged more harshly than menby both
men and women.
We have spent 30 years documenting high-stakes
conversations like this and the role they play in every
facet of organizational performance and employee
engagement. More recently, weve become concerned
with the unique deterrents women face to expressing
strong opinions. Leaders in training and professional
development roles, specically, should take special note of the role unconscious judgments against
assertive women play in suppressing the contributions of more than half of their workforce. It is
difcult enough to create a culture of candor without implicit biases offering additional disincentives
to authentic communication.
The Long and Short Term
not about being black, white, gay, straight, male, or female. At

least for now, these biases are part of the human condition.
Heres an example. Imagine you see a manager in a meeting
working with other managers. You already know this manager
has been hired by your organization and soon will become
your peer. You watch as your future colleague speaks up in a
forceful way that borders on anger: Im not on board with the
direction this decision is going. . . No, Im not nished. I wont
back down from this position, and Im not going to commit
my team and resources to this project until we have more
www.trainingmag.com
Such bias is unfair, wrong, and real. So what is to

be done about it?
The truth is, there is no settled science on ultimate
solutions. Our colleagues at Facebook are taking
bold rst steps by drawing the hidden problem into
the light. Theyve even made their compelling video
discussions available (http://managingbias.fb.com).
But beyond making the implicit a bit more explicit,
we dont know what it will take to banish automatic thoughts that even the thinker doesnt know are
inuencing her or his judgments.
In the meantime, each day the problem persists,
women who show up in powerful ways in crucial
conversations will be punished unfairly. Is there
anything women can do to minimize these consequences? We decided to nd out.
Let us be clear before sharing these strategic tipsit
is unfair to ask a woman to do anything different than
a man would in order to enjoy equal verbal freedom.
We do not suggest these tactics as responsibilities for women, but
rather as options for those who see upside in employing them.
Dont Judge Me
We set out to identify learnable skills women can use that
inoculate them against tacit criticisms of colleagues without
stiing their speech. We wanted to nds skills that make
women more effective when they do lean in.
A hint of a solution came from a landmark study by Yale psychologist Victoria Brescoll called Can an Angry Woman Get
47
Emotional Inequality at Work

Ahead? (Brescoll, V. L., and Uhlmann, E. L. (2008). Can an
angry woman get ahead? Status conferral, gender, and expression of emotion in the workplace. Psychological Science, 19(3),
268-275). Brescoll concluded that subjects judged a person who
presented an aggressive opinion most negatively when they concluded the speaker was out of control. And, importantly, they
were quicker to conclude a woman was out of control than they
were with an equally aggressive man.
We asked more than 11,000 subjects to watch videos of a man
or woman taking an aggressive position in a meeting (download
the study, Emotional Inequality: Solutions for women in the
workplace, at vitalsmarts.com/GenderBiasEbook). In the control condition, they would see the actor make the statement you
read earlier: Im not on board with the direction this decision
is going. . . No, Im not nished. I wont back down from this
position, and Im not going to commit my team and resources
to this project until we have more conclusive evidence to work
with. Period. Subjects were instructed to imagine the person
they were watching was joining the organization as their peer.
Next, we asked them to decide how much respect, autonomy,
and power the individual deserved. They also were asked how
much salary the person deserved.
As we predicted, the woman suffered more than the man for
her strong emotion. Viewers docked her pay twice as much as
they did for the man!
In the experimental condition, we used the same video clips but
added ve seconds on the front end. Both the man and the woman
prefaced their emotional statement with one of these two frames:
1. Behavior Frame: The actors described what they were
about to say before saying itIm going to express my
opinion very directly. Ill be as specic as possible. The
intent of this frame was to make the actors appear in control and deliberate.
2. Value Frame: The actors described their motivation in value-laden terms before making their forceful statementI
see this as a matter of honesty and integrity, so its important for me to be clear about where I stand. The intent of
this frame was to show the thought process for the actors.
It gave an explanation for their disapproval.
The behavior frame reduced negative judgments by about 10
percent. The value frame reduced judgments almost twice as
muchclose to 20 percent. The most effective by far, however,
was a controversial one:
3. Inoculation Frame: The female actor suggested it could be
risky for a woman to speak up the way she was about to
I know its a risk for a woman to speak this assertively, but
Im going to express my opinion very directly. The intent
of this frame was to prime the observers to the possibility
that they would be biased against her. We were interested
in whether this would affect their judgments in a positive
or negative way.
This frame reduced judgments by 27 percentsubstantially
more than the other two. But should women use it?
Interestingly, when we asked women this question directly,
there was a strong negative reaction to the Inoculation Frame
(but a consistently positive one to the other two frames).
48
However, when we prefaced the question by asking, How would

you feel if you saw another woman use this frame? followed
by the question: Would you use it yourself or recommend it to
others? they responded far more positively.
We were interested in this conditionally sensitive response and
are interested in additional research to discern both the utility
and desirability of this tactic. Importantly, the frames reduced
the negative judgments against both men and womena point
that often is lost in consideration of the extra judgments made
against women. So both can benet from the use of the frames.
What Could Be Better?

These framing statements show potential as partial solutions
to social backlash in generaland the increased backlash that
reects gender bias. However, even the most successful frame
produced only a 27 percent reduction in social backlash. What
can be done to mitigate the other 73 percent?
Princeton psychologist Susan Fiske points out that the most
critical assessments humans make of one another are warmth
and competence. Warmth is our best guess about whether others intend us good or illits our assessment of their motives.
Competence is our estimate of their ability to make good on
their intentions. Thus, if we see them as evil but incompetent,
we can safely ignore them. If they are selsh and capablewe
watch them closely.
Applying Fiskes model, one might assume that the additional
73 percent reduction in credibility and trust requires additional
reassurance that we are not just competent (in control), but that
were also benign (intend no harm). Perhaps frames that assure
others of our positive intentions or emphasize a desire for a mutually benecial outcome would erase even more of the backlash
while still allowing the speaker to express his or her strong feelings on the topic.
Given the importance of creating workplaces where everyones
ideas get due consideration, managers must, like Facebook and
others, continue the search for ultimate solutions to unconscious
bias. In the meantime, tactics such as framing may provide tools
for interrupting or mitigating the negative effects of implicit
biases for those of us who have things to say right now. Qt
Download the full study, Emotional Inequality: Solutions
for women in the workplace, at:
vitalsmarts.com/GenderBiasEbook
Joseph Grenny is cochairman and cofounder of VitalSmarts. He
is a keynote speaker and business strategy expert. For the last
25 years, Grenny has designed and implemented major corporate
change initiatives. He is coauthor of New York Times bestsellers
Change Anything, Crucial Conversations, Crucial Accountability, and Inuencer. Grenny cofounded Unitus, a nonprot organization that helps third-world poor achieve economic self-reliance.
David Maxeld is a New York Times bestselling author, keynote
speaker, and leading social scientist for organizational change. As
vice president of Research at VitalSmarts, Maxeld leads an ongoing
series of research projects uncovering the negative impact of cultures
of silence in organizations around the world. His research has been
published widely, including in the MIT Sloan Management Review.
www.trainingmag.com
Join Training magazines

online community, where you can:
learn from top thought leaders
share ideas with colleagues and peers
be inspired
acquire new skills and knowledge
Go online for a complete calendar of Complimentary Webinars.

TrainingMagNetwork.com/calendar
Serious Games + Smart
Implementation = Win!
10 Things to Do Immediately to
Modernize Your Learning Culture
Steven Boller, Marketing Director,
Jennifer Hofmann, President,
Bottom-Line Performance, Inc.
InSync Training
Sponsored by
Wednesday, December 2, 2015
Tuesday, November 17, 2015
Doing the Impossible through

Training: Creating Culture Change
Great Tips and Tricks for Captivate

8 and the All-New Captivate 9
Ed Muzio, Author & CEO,
Joe Ganci, President, eLearning Joe, LLC
Wednesday, December 2, 2015
Group Harmonics
Tuesday, November 17, 2015
Activities to Improve Your Positivity
5 Ways to Get Real

Training Implementation
Sivasailam Thiagarajan,
Ellen Finkelstein, President,
Resident Mad Scientist, The Thiagi Group
Ellen Finkelstein, Inc.
Thursday, November 19, 2015
Thursday, December 10, 2015
BECOME A MEMBER OF THE

TRAINING MAGAZINE NETWORK
Exchange ideas, solutions, and
training strategies with 64,000+
colleagues in learning.
For sponsorship opportunities, go to:
http://bit.ly/TMN-sponsorship
Training Exclusive
AAMCO
Overhauls
Its Training
Strategy
An inside look at the new AAMCO University
training facility and insights from senior
leaders about the companys revamped
training strategy, best practices, and
performance results. BY LORRI FREIFELD
very time I let off the gas, the guy explains to the
AAMCO technician, it makes this kind of
He trails off and looks at the large dog
sitting next to him.
Rrrr, rrr, the dog mournfully bays.
Like that. Just like that! the guy exclaims.
Its just your idle. Its a bit ruff, the AAMCO technician says with a smile as the commercial ends with the familiar
refrain: Double ABeep, BeepMCO.
In some ways, the same once could be said for AAMCOs training,
much of which previously was done at various locations throughout
the years, with the latest rendition held at the total car care companys headquarters in suburban Philadelphia, PA. The experience
in all those locations really wasnt betting such an iconic brand, and
students werent immersed in all the brand has to offer, according
to Brian ODonnell, senior vice president of Franchise Support, who
has been with AAMCO for 30 years.
But that all changed two years ago when the 50-plus-year-old
company decided to invest more than $1 million in a new learning
management system (LMS) and the creation of AAMCO University, a state-of-the-art training facility in Newnan, GA, that opened
in February 2015. The training facility is next door to AAMCOs
sister company, Global Powertrain Systems (GPS), and its
50
200,000-square-foot factory, which produces remanufactured transmissions and also offers employee
training. Both facilities were major parts of AAMCOs
ve-year, eight-step strategic plan for 2014-2018 that aims
to modernize the brand and win customers for life.
AAMCO University houses training activities for
AAMCO technicians and managers, as well as prospective, new, and current franchisees. The educational
facility offers both lecture and hands-on technical instruction with a theater-style classroom that holds 60
people and a full-service AAMCO center, including a
replicated front ofce and repair shop. In addition to recorded Webcasts and videos, AAMCO University offers
more than 300 interactive courses via its online LMS.
AAMCO leaders recently gave Training magazine an
exclusive tour of the new training facility and GPS factory and detailed their amped-up focus on learning and
development.
TRAINING AS A STRATEGIC PLATFORM

We view training as an investment, not a cost, explains
Rob Rajkowski, COO, who joined AAMCO 1.5 years ago
and is in charge of marketing, operations, recruiting,
and in-market training. We wanted to align our training strategy with our ve-year plan and use training as a
strategic foundation for growth.
President and CEO Brett Ponton is similarly passionate
www.trainingmag.com
BRAND EQUITY:
Clear, consistent AAMCO
branding starts outside
the new training facility
and continues throughout
the lobby, auditorium,
breakroom, call center,
repair shop, and replicated
front ofce.
necessary repair in a timely fashion.

At all four moments, training is a key enabler to allow us to
do those things really well and deliver the right customer experience, Ponton says.
In addition, on the franchisee side, notes Ponton, who
spent 20 years as an operations and marketing executive at
Goodyear, people buy franchises wanting to leverage the
brand equity and capitalize on the strong processes and training systems the franchise offers. Employees, in turn, want to
work for AAMCO centers as they see this as an opportunity to
develop their professional and technical skills and have a career path that provides an opportunity to grow personally and
professionally. With our commitment to training and their
career path, they can nd that working for AAMCO. With
well-trained and motivated employees, we are able to deliver a
great experience, and that leads to consumers being more loyal
to the brand. It is really the foundational element in us creating customers for life. Were creating that mindset and culture
at AAMCO, and AAMCO University is a critical element in
bringing that mantra to life.
BRANDING FRONT AND CENTER
about training. We needed to modernize this 50-plus-year-old

brand and create a culture committed to lifelong learning, he
says. Cars now are computers on wheels and the issues cars have
are more complex to solve for customers. We want AAMCO to
be recognized by consumers as a brand they can count on to
solve all of their car needs, both routine maintenance and complex repairs. We want to win customers for life. The best way to
do that is to have well-trained employees who consistently solve
problems for their customers.
When looking at what it takes to win with the consumer,
Ponton points to four moments of truth:
1. If a consumer has a problem with a car, where do they go?
Consumers go online to gather information and make their
decision. We must win that decisive moment.
2. Next, we want to invite consumers to our centers. We
believe it is important to build a relationship with our customers; to effectively do that, we must be face to face and
physically inspect their vehicle to assess their issues.
3. Once in-store, we have to work with the consumer to understand both the vehicle issues and the consumers personal
situation. This allows us to clearly communicate the options
they have in getting their vehicle repaired and offer payment
options for most consumers.
4. Finally, we have to deliver on our brand promise: to x the
consumers car right the rst time, every time. To do this,
we are focused on having the best-trained technicians in
our industry who diagnose issues correctly and perform the
www.trainingmag.com
As the tour begins, ODonnell points out the clear, consistent

AAMCO branding that starts in the lobby with the large AAMCO
University sign over the reception desk and continues throughout
the facility. This includes a mural of the AAMCO timeline showing how the brand has changed in the kitchen area, along with the
faade of the outside of an AAMCO building seen when exiting
the facility and heading into the GPS factory.
AAMCO University hosts Discovery Day for potential franchisees, where they get the chance to meet with the leadership
team and learn more about the company, so its important that
the branding message is front and center, ODonnell says.
Outside the conference room is an area with small bar-height
tables where learners can check their e-mail during session
breaks. The theater-style auditorium with a soaring ceiling
allows for instructor-led sessions or virtual presentationson
that particular day, an instructor is covering key performance
indicators (KPIs) in the store, showing the students how pulling
different levers can impact the P&L, sales, and revenue.
Sessions can be recorded and played back. Sometimes
AAMCO brings in a guest speaker, records the session, edits
it, and puts it up on www.aamco.com. There is a big screen at
the front of the room. Each student has a laptop, and theres a
video connection to the repair shop down the hall, allowing
learners in the auditorium to watch a live feed of other students working on a car in the shop.
Featuring two lifts and an array of equipment, the AAMCO
Technical Institute allows for hands-on training of technicians,
from entry-level to master. It also helps customer service managers (CSMs) understand what techs are doing, so when their
customers cars go on a lift, they can walk them into the shop
and explain what the tech is evaluating and show them whats
wrong with the car. We can have a camera under the car and
show it on screen, ODonnell notes. We can rotate ve people
under the car while the other students are watching via video.
training NOVEMBER/DECEMBER 2015 | 51
AAMCO Overhauls Its Training Strategy

take apart valve bodies, clean them, and put them back together.
Workstations have printouts with the steps to rebuild valve bodies, plus job aids and instructions on what tools to use.
We like to see employees up to full productivity within eight
to 12 weeks, ODonnell says. Were also looking at implementing one week of new employee training. Weve grown at 50
percent year over year, so training will be critical.
The test area makes sure the transmission shifts and has the
right gears; more than 300 data are points tested and measured
through a sophisticated piece of equipment called a Dynometer
that conrms functionality. Every transmission comes with
a certicate showing the consumer that it went through these
quality checks and passed, Rajkowski says.
NEW CURRICULUM AND CAREER PATHS
FINE FACILIILITES: AAMCO University features a theater-style

classroom that holds 60 people (top) and an on-site repair shop.
Another room is set up to look like the lobby of an AAMCO

center. This shows franchisees what the store will look like
at the point where employees meet and greet customers and
what the experience should be. This is where role-playing on
the 15-step customer interaction system takes place with Jason
Herman, dean of AAMCO University. As in the shop, role-play
sessions can be recorded in the service lobby and played on the
big screen in the training auditorium. ODonnell notes that
the lobby was carefully designed to decrease customer anxiety while waiting for their cars diagnosis, with warm touches
such as hardwood oors and reassuring poster boards touting
AAMCOs reliability and car care knowledge.
AAMCO University also houses a call center, which is in the
process of building a Website that will have screens with performance levels. It also has recording technology.
Next door, at the GPS factory, ODonnell explains that the
idea was to move building transmissions to a factory rather
than individual stores, which helps with consistency. There
used to be just six transmissions, but today there are 420 families of transmissions and 4,500 skus. That makes it difcult for
techs to be familiar with all the different types and be able to
diagnose and x problems. Plus, there are no cables on the gear
shift now, for example, so training is moving from mechanical
diagnoses to electrical.
On the rst day at GPS, techs get a four-hour plant safety instruction. Each worker has a specic product line and works
within a buddy system. They are not expected to produce
anything in the rst two weeks. At one station, they learn how to
52
Back at AAMCO University, ODonnell explains that it is

more than just a new training facility, boasting a revamped
curriculum and career paths. AAMCO University now consists of four schools (see graphic on opposite page):
School of Franchise Ownership (growth strategies, optimizing nancial performance, reputation management, and
employee recruiting and retention)
School of Management (customer relations, sales, quality
assurance, inventory control)
School of Technical Excellence (vehicle inspection and diagnostics; routine maintenance and repair; entry- to master-level
courses, including transmission rebuilding)
School of Franchise Support (career paths, department
structure, brand excellence, AAMCO culture)
This last school is designed for the AAMCO support team
to build their skills and competencies to better support the
franchisees.
The newly developed curriculum shows the training and progression needed to navigate a successful career patheither
technical or managementat AAMCO. Rajkowski notes that
such career paths aid recruiting and retention.
The hierarchy, from high to low, for a technical career path at
an AAMCO center would be:
s-ASTER4RANSMISSION2EBUILDER
s-ASTER#ERTIlED$IAGNOSTICIANAND2EPAIR4ECHNICIAN
s#ERTIlED2EPAIR4ECHNICIAN
s'ENERAL-AINTENANCE4ECHNICIAN
For a management path for managing and owning franchises,
the hierarchy would be:
s-ULTI #ENTER/WNER
s#ENTER/WNER
s'ENERAL-ANAGER
s#USTOMER3ERVICE-ANAGER
Ponton points to the newly developed Advanced Customer
Service Manager training that takes place at AAMCO University and in the eld as a recent big win. Our goal is to increase
CSMs condence and performance and achieve better business
results, Ponton says. Indeed, comparable store sales were at 4.8
percent before Advanced CSM Training vs. 13.4 percent after.
Many CSMs are paid on commission, so they see the training as
www.trainingmag.com
getting a raise, says AAMCO University Dean Jason Herman.

Training like this allows for our franchisees to build a strong
Employer Value Proposition (EVP) with prospective employees. It really shows them that this is much more than just a job
and they care about the employees individual development and
career, Ponton adds.
On customer satisfaction surveys, Advanced CSMs scored
between 8.8 and 9.7 out of 10. More of our competitors are using remanufactured transmissions and they are becoming a real
choice for consumers. We now are training on best practices for
selling and engaging with the customers on remanufactured transmissions, in addition to custom building them, Rajkowski adds.
ODonnell predicts AAMCO University eventually will offer
remanufactured transmission training with techs and CSMs in
the same room.
FRANCHISE OWNER TRAINING

Franchise owners do not need a background in automotive
repair, ODonnell says, rather, AAMCO is looking to partner
with good businesspeople who are passionate and committed
to taking care of customers. Some 15 to 20 percent of franchise
owners are former AAMCO employees, but the rest are new to
the brand and need some foundational training.
The training at AAMCO University starts with a welcome and
pictorial introduction, history of AAMCO, details on the ve-year
plan, and expectations, explains new franchisee Naim (Nick)
Barakat, who is on-site for the training that day. The training
covers everything from A to Z: managing your shop, managing
your eet, your KPIs, recruiting, nance, e-learning, accounting,
sales, etc. There are some Webinarsincluding those on bankcards and parts suppliersplus PowerPoint presentations. We
got both paper and digital copies of those. You leave here with all
the tools you need. How you use them is up to you.
Steve Barley, another new franchisee at AAMCO University
that day, describes the training as well-thought-out and intentional with great resources. He explains, Its been a long time
since Ive been in a classroom setting. The use of illustrations is
more powerful than just the factoids and data. I believe people
learn more from stories and illustrations.
New franchisees do a competitive analysis in which they pretend they are consumers. They spend two weeks at AAMCO
University, then one week in the eld at an AAMCO store, and
one nal week back at the training facility. I thought I would
be able to pick the store I trained at, but AAMCO picked it,
Barakat says. They want us to see stores that are doing things
right and learn the process.
During the training, Barakat says, owners create 60-, 90-, and
120-day planssome going up to two yearsthat include advertisements, how to move the shop forward, and how to keep
customers.
Barakat and Barley say they learned how the Web-based LMS
gives owners visibility into the training of everyone in their
organizationdetailing courses started and passed, as well as
tracking where employees are on a particular career path. The
300 courses are laid out by job role, and ODonnell says new
www.trainingmag.com
AAMCO UNIVERSITY now consists of four schools,

with a revamped curriculum and career paths.
courses are added every month.

Franchisees get points for the Presidents Club Award
AAMCOs award/trip for the best franchisees in the system.
AAMCO uses the points as a carrot to motivate franchise employees to take online training. In fact, the No. 2 franchisee
in completed training courses is holding a contest in Utah for
its techsthe one who passes the most online courses will be
own to AAMCO University for on-site training at the facility.
AAMCO also is rolling out salesforce.com in the form of a
franchisee relationship management (FRM) system, Ponton
says. Well be able to synch performance and training and show
the franchisees all this in one place. It will be a business dashboard
that provides franchisees with the key performance indicators
(KPIs) that drive their business performance, one-stop shopping
for all their centers information. Ultimately, data is only as good
as our ability to connect the dots and execute better; with FRM,
well be able to assist our franchise owners in analyzing their business and making recommendations on areas to improve their
performancein real time, all in the palm of their hand.
Once the franchise is in business, the operations team does
center visits to help identify opportunities for the franchisees
to grow their business. The operations team does a physical audit of the stores performance. Part of that visit is connecting
dots between the performance opportunities and training to see
if the employees are taking advantage of the tools available to
them to succeed, Rajkowski says.
The day concludes with the leaders citing a famous exchange:
CFO: What happens if we invest in the development of our
people and then they leave us?
CEO: What happens if we dont and they stay?
As Barakat says: AAMCO University is the transmission.
Senior leaders are the fuel. And franchisees and our employees
are the engine to move AAMCO forward.
Looks like AAMCO is running smoothly on all cylinders
these days. Qt
training NOVEMBER/DECEMBER 2015 | 53
2015 OLC WRAP-UP
Elevating Learning at OLC

Trainings 2015 Online Learning Conference takes learning
and collaboration to the next level. BY LORRI FREIFELD
Participants at Trainings 2015 Online Learning Conference (OLC)
took hands-on learning to new heights in the mile-high city last
month. More than 400 Learning & Development professionals
attended the event in the Colorado Convention Center October
6-8. There, they tested hot apps such as Sway, Adobe Voice,
Explain Everything, and Adobe Premiere Clip; made rockin videos
with their smartphones; created executable e-learning les to bring
back to the ofce; and learned to build learner-centric training
events at the co-located Allen Interactions Experience.
This level of hands-on learning was made possible in part
because of the ipped community created specically for OLC
attendees were able to access handouts, Webinars, and other
materials and connect with each other online in the month before
the conference. So facilitators could spend less time lecturing
onsite and more time on interactive, collaborative activities.
The hands-on theme extended to tours of the MillerCoors
Brewery and Western Union University, plus the Top Training Videos
(Ttvs) awards ceremony at Howl at the Moon, where OLC attendees
voted on the Top 3 video clips in the in-house and vendor-produced
categories (see pp. 56-57).
Even the bears want in on

the learning at OLC in the Colorado
Convention Center. Photo by Billy Hathorn
OLC participants learn about the art of making beer during

the MillerCoors Brewery Tour. Photo courtesy of Bob Mack
OLC attendees get right to the point at the opening Learning

Bytes Speed-Sharing session (above). One lucky attendee
(below) won the rafe for an iWatch provided by Scrimmage.
A tour of Western Union University offers a

chance to explore the Customer Experience
Center and WU Learning Lab. Photo by Azi Rezaian
54
www.trainingmag.com
Training magazines
39th Annual Event
!
Y
A
D
O
T
R
E
REGIST
Certificates:
Conference:
Expo:
February 12 14
February 15 17
February 15 16
All photos Disney
Disneys Coronado Springs Resort

Walt Disney World Resort, Florida
FREE Magic Kingdom Ticket

& $250* Early Bird Discount!
*Save $250 off the Conference with
Discount Code: TAD9. Register by Dec 31, 2015.
Training 2015 Conference attendee testimonials:

A wonderful place to network
and learn from leading training
professionals in an event that
is the ideal size.
Ken Barber, Manager L&D,
Shell / Jiffy Lube International
The Training Conference is a

valuable experience. Not only
did I learn from the speakers, I
was able to learn so much from
my peers in different areas of
Training and Development.
Samantha Wilson, Manager,
Training and Development,
Dollar General
I always come back from the

conference refreshed and
renewed and can hardly wait to
put into action the information,
tips and techniques.
Christi Skinner, Trainer,
ANB Bank
I always look forward to

Training Conference & Expo
to learn about new trends
that are always evolving in our
profession, and learning from
other training professionals.
Doug Dillard, Sales Training
Development Specialist,
Shaw Industries Inc.
Visit www.TrainingConference.com to register and book your hotel!
2015 OLC WRAP-UP
2015 Ttv Winners

BY LORRI FREIFELD | PHOTOGRAPHY BY JOSH GOLD
A self-deprecating cloud demonstrating his prowess with
lightning and a virus-infected messenger transporting
les to a desktop computer made the crowd laugh out
loud and earned the No. 1 spots in their respective
categories in Training magazines 2015 Top Training
Videos (Ttv) awards program.
Lightning Safety: Interview with a Cloud, produced
by LDS Church, took No. 1 in the videos produced inhouse category. EYs Metro Email Service, produced
by Cohn Creative Group for EY, earned the top spot in
the videos produced by a professional video company
for a client category.
The awards ceremony was held October 7 at a
special event featuring dueling pianos and a Back to
the Future theme at Howl at the Moon in Denver. The
Howl at the Moon musicianswith help from industry
expert Jane Bozartheven created a special song
for Training: The Power of Us (to the tune of Huey
Lewis and the News The Power of Love). Attendees
screened the Top 3 video clips in the two categories and
used the audience response system provided by Turning
Technologies to vote on their favorites based on factors
such as engagement, creativity, and effectiveness. Each
of the three winners in both categories received crystal
awards created by Pelucida for Training.
Who says trainers dont know how to bust a move?
OLC attendees line up for a Training photo op.
Dueling pianos mean those song requests keep on coming.
56
Jane Bozarth (center) helped the Howl at the Moon musicians create an exclusive
song for the event: The Power of Us.
www.trainingmag.com
The Top 3 winners by category are:

Videos Produced In-House:
No. 1: Lightning Safety: Interview with a Cloud, LDS Church
No. 2: New Beginnings, DEFENDERS
No. 3: Handwashing, Blood Systems, Inc.
Videos Produced by a Professional

Video Company for a Client:
No. 1: EYs Metro Email Service, Cohn Creative Group for EY
No. 2: Covered, Resonate Pictures, INC
No. 3: The Importance of Documenting Experiments,
Performance Development Group and MedImmune
This is Trainings second year doing the Ttv awards program.
Training received nearly 140 two-minute video clip submissions.
Judging the submissions to come up with the Top 3 in the two
categories were nine 2014 Emerging Training Leaders, along

with one additional industry expert:
s
s
s
s
s
s
s
s
s
s
Greg Cole, BKD

Theda Riggins-Crawford, Fiserv
Kristin Hall, PPD
Jennifer Hentz, Booz Allen Hamilton
Rebecca Lockard, Advance Financial
Christine Marciano, Nationwide
Eileen Miller, Vanguard
Ming Ng, Paychex
Subadhra Parthasarathy, Cognizant
James Goldsmith, Accenture
To watch the winning Ttv videos and other submissions,

visit http://www.trainingmag.com/training-magazineannounces-2015-ttv-winners
No. 1: Lightning Safety: Interview with

a Cloud, LDS Church
No. 2: New Beginnings, DEFENDERS
No. 3: Handwashing, Blood Systems, Inc.

(not present for ceremony)
No. 1: EYs Metro Email Service,

Cohn Creative Group for EY
No. 2: Covered, Resonate Pictures, INC
No. 3: The Importance of Documenting

Experiments, Performance Development Group
and MedImmune
www.trainingmag.com
57
L&D Best Practices

STRATEGIESFORSUCCESS
Training magazine taps 2015 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 ERA Real Estates strategy for creating brand champions and Valvolines journey to
determine how the learner experience affects employee performance.
Brand Champions
By Shannon Poser, Senior Director, Learning, ERA Real Estate
hen reecting on the best practices Ive gathered over 11 years in the training industry,
the aspect that stands out most to me is the
people. Without empowering employees, how
can a company make the most of the tactical training tools
it has created? As Learning and Development professionals,
we must create brand ambassadors within our organizations.
They become our go-to people, and they are essential.
The challenge for a franchised company such as ERA Real
Estate is that we must disseminate information to thousands
of rms operating independently across the country, while
instilling in them the ERA Real Estate values and making them
aware of the breadth of resources available to them as an ERAafliated brokerage. Most recently, weve improved our strategy
for doing so through our Brand Champion initiative.
Program Details
The Brand Champion initiative involves waves of new
ambassadors, 25 at a time, coming to our headquarters for
a three-day intensive learning session. First, they are broken
down into smaller groups of three or four people and trained
on a specic product we have rolled out or revamped. They
absorb the ins and outs of the tool until they feel comfortable with it. Then we give the session a jolt by turning it into
a game: We toss around a ball that has all of our services
written on it, and each catcher has to deliver a training to the
group on whichever tool his or her right thumb lands on. Who
said games were only for kids? They keep a long training session lively and challenge players to think on their feet around
peerswho often can be more intimidating than customers.
The goal of each session is for all the Brand Champions to
feel condent in reiterating the knowledge they have gained
by the time they walk out the door. That is how we measure
success. But the relationship needs to continue in order to
keep condence high, so weve implemented monthly Brand
Champion conference calls and online presentations.
58
Consistency is key when it comes to communication with the

people who are representing your brandboth to keep them
informed, and to show them you value their participation.
Results
While our Brand Champion program is relatively young,
weve already begun to see success with Kirkpatrick Level 3
in particular. Our online tools and services, and our Internet
platform in general, already have seen a 28 percent increase
in traction.
Tips
Here are three key learnings Ive taken from the launch and
primary phases of the Brand Champion program that can be
applied to virtually any business.
1. Develop brand ambassador trainings based rst and
foremost on the students needs. Of course, the strategy
behind developing a team of brand ambassadors is to teach
and empower them to represent what is important to your
brand. But if trainings are built primarily around what you
want them to knowand not necessarily what they want or
need to knowthey wont be nearly as successful. You can
learn from them as much as they can learn from you, and
thats an important mindset to have.
2. Turn them into the teachers. Socrates had the right approach back in the day. By turning students into teachers, you
force them to dig into the details and wrap their minds around
the why and how of a tool. All of our Brand Champions
are required to conduct a training with their own teams immediately after they return from our headquarters, while the
tools are fresh in their minds and theyre most excited about
spreading the news. This gets them in the proverbial groove
right away, so the momentum is easier to continue.
3. Figure out what modes of communication work best
for both sides. One challenge weve faced is that because
our tools are ever-evolving, so must our trainings be. And,
www.trainingmag.com
therefore, trainings also must be constant. To overcome this

challenge, weve done two things: First, weve utilized private
Facebook groups that extend learning, allow Brand Champions
to talk about shared experiences, and facilitate cross-country
communication in a more informal environment. Second,
weve allotted 10 minutes at the end of monthly Brand
Champion update calls to talk about questions and concerns.
Allocating this time for feedback helps us better understand
how we can improve the next iteration of our initiative.
In any business or industry, strong leadership is what
keeps a team moving forward. But the leaders cannot be the

only people yelling from the rooftops. By creating your own
band of brand ambassadors, you extend the message about
why other team members should want to grow with your
company and why customers should want to work with your
team. And by bringing those brand ambassadors together in
an intra-organization community, you create the opportunity
to train them, bond with them, and reinvigorate their excitement around the brand. That enthusiasm, when it comes to
training, learning, and development, is priceless.
Learner Experience Affects Employee Performance

By Jamie Hinely, Manager, Talent Development, Valvoline Instant Oil Change
alvoline Instant Oil Change is the nations secondlargest quick-lube chain with approximately 940
locations in the U.S., providing oil changes and preventative maintenance services to nearly 11 million
motorists each year. Valvolines 7,500 team members are
united around the companys mission of providing hands-on
expertise as a premium consumer-branded lubricant supplier.
Meeting Industry Challenges

Training and development in the quick-lube industry comes
with a number of specic challenges, from a dispersed workforce with an average of only eight employees per location, to
relatively high turnover and a work environment poorly suited
for some forms of training. As in many retail settings, employees dont have a designated computer, workspace, or e-mail
address. Roughly 30 percent of Valvolines service centers are
company owned; the balance is owned by franchisees.
Beginning in 2006, Valvoline set out to meet these challenges,
investing heavily in custom e-learning, creating a home-grown
succession or bench-planning system, and working with its
learning management system (LMS) vendor to create a system
that provides immediate feedback when employees fall behind
their scheduled training regimen. The investment paid off with
dramatically reduced turnover, consistent same-store sales
growth, and a system of development in which nearly every
management position is lled from within the organization.
Capitalizing on Data
Still, the company had not yet fully capitalized on a key
strengthdata. While a lack of relevant data makes it difcult
to track the impact of training and development in many
organizations, Valvoline had sales data, customer service data,
service times, and more, all at the employee level. In theory,
it was possible to understand the impact of training on any of
www.trainingmag.com
these metrics, down to the individual team member, as well as

specic training element. What part of the learner experience
has the greatest impact? Does a great instructor make all the
difference, or is it the materials? How does the classroom
environment affect results? What does e-learning do well,
and what does it do poorlynot theoretically, but with actual
employees in the specic quick-lube environment?
As the company set out to answer these questions, it
became apparent that collecting the necessary data in an appropriate format would be a formidable challenge. Employees
did not have company-issued e-mail addresses, so e-mailing
surveys after classroom training was not a possibility, nor
were pre- and post-testing by e-mail.
Instead, Valvoline opted for mobile technology and collected post-event surveys and pre- and post-test data via
tablets and smartphones. Working with an outside vendor,
the system was congured to send summary data to trainers,
instructional designers, operational leaders, and executive leadership, each according to their own needs. More
importantly, the data was imported daily into Valvolines data
warehouse, allowing correlations between training metrics
and employee performance.
Because customer service and retention data required long
time periods to collect the required sample size, the study
started with sales data alone. Initial correlations conrmed
some things that Training professionals know intuitively,
but included some surprises, as well. As expected, team
members who gave a top box score of veindicating they
had learned something newproduced an average ticket 4
percent higher than all other learners. The impact on complex or difcult-to-explain services was even more dramatic.
But the individual factors that affected performance were
even more telling. Training materials had the biggest impact.
Employees who rated the materials with a top box score of ve
59
Need to do more,
in less time?
Weve got you covered.
Get the training you need, from the
convenience of your desk! Our online certificate
programs cover the topics you need right now.
LOG IN
+ LEARN
For full details visit TrainingLiveandOnline.com
REGISTER EARLY!
Save money AND secure your spot courses fill quickly!
REGISTER FOR BOTH
Articulate Storyline
Fundamentals and Articulate
Storyline for Next Level Design
at the same time and save
$300. For a special discount
code, contact: Conferences@
TrainingMagEvents.com
Training Coordinator: A Consulting Approach

to Coordinating the Training Function
Learn how to develop a training plan, be active not reactive and
maintain management support for training.
A series of 4 sessions
Starts April 5, 2016
Instructional Design: Performance-Based and Results-Focused

Youll work on your own eLearning or instructor-led project and learn
just what you need to produce a highly effective end product.
NEW Articulate Storyline
Starts April 27 or September 28, 2016
Show Em
What Youre
Worth
After successfully completing
one of our online certificate
programs, you will receive both
a paper certificate of completion
signed by your instructor and
suitable for framing and an
eBadge which can be showcased
in your email signature line or on
social media sites like LinkedIn,
Facebook and Twitter.
Fundamentals
Learn how to deliver more effective
and appealing eLearning that saves
you time and money using Storyline.
Learn how to juggle your projects and get more done with less rework.
A series of 4 sessions.
Starts January 25 or March 22, 2016
NEW Articulate Storyline for
Next Level Design

This certificate builds upon your
existing foundational Storyline
knowledge and provides you with
the hands-on experience needed
to develop and build advanced
interactions.
Starts March 1 or April 12, 2016
Register one month prior to the start

of your course and automatically
Project Management for Learning Professionals:

Reduce the Rework
Starts April 28, 2016
Training Manager: Managing the Training Function

for Bottom-Line Results
Learn practical ways, sound techniques, and proven ideas to manage
your organizations training and yield tangible, bottom-line results.
Starts October 19, 2016
Developing Small Bites Learning

Youll examine the methods of micro-learning content design and
delivery that facilitates quick transfer of knowledge and application.
SAVE $150!
Coming in 2016
TRAIN AS A TEAM AND SAVE!

For valuable group discounts contact Conferences@TrainingMagEvents.com
L&D Best Practices

produced 4.1 percent higher tickets than others. The learning

environment and the energy and enthusiasm of the instructor
had a similar effect. Surprisingly, the perceived knowledge of
the instructor had a much smaller impact. Preliminary data for
other measures, including customer service and retention, suggest the same dynamiclearner experience has a significant
and measurable impact on employee performance.
Taking Action
Based on this initial data, the Learning team took several
actions. First, the team dispatched its most experienced professional trainers to work with 40 field trainers for whom training
is a secondary responsibility. Focusing on training delivery,
classroom management, energy, and enthusiasm, the team
certified each trainer against a set of strict criteria. Trainers
were benchmarked against the top 25 percent of retail trainers.
On the facilities and materials front, each team member was
assigned specific markets and worked with them to improve
training facilities, in many cases adding multimedia equipment, lighting, and furniture. In addition to improving training
materials as part of a regular update cycle, steps were taken
to ensure that all materials were produced in full color and in
proper bindings for every learner, every time. As a result, 100
percent of classes delivered by Valvolines field trainers now
rank in the top 25 percent of retail courses nationwide, as

measured by Valvolines measurement and analytics partner.
Valvoline also took steps to track the impact of training
where employee performance data is not available. In these
cases, employees are asked what percentage of their job
responsibilities will be affected by the training, how much
they expect to improve in those areas, and how much of
that improvement they attribute to the training. The result is
an estimated percentage improvement attributed to training. That figure is adjusted downward based on the actual
performance impact in those areas where data is available.
Always Improving
So far, Valvolines efforts have focused on the employees
reaction to training. Next steps include expanding the program
to include pre- and post-test data, which will allow the
company to determine exactly which knowledge elements
affect performance and which are extraneous. Early results
indicate that positive correlations exist, and that test design
is of great importance if the resulting data is expected to be
truly predictive. In addition, reporting tools will track the
trend of correlations over time, with the goal of building
stronger correlations between each element and its impact
t
on key metrics. Q
Renew
Online!
Your Source for Professional Development
Published six times a year, Training magazine is the #1 source
of information for professional development for corporate training,
learning and performance professionals. Its the go-to resource
for innovative global learning and development news; trends;
research and statistics; best practices; new products, services,
and technologies.
Your subscription includes the January/February Top 125 issue
and the November/December Salary Survey and Industry Report.
Keep your issues coming!
www.TrainingMag.com/subscribe
Dont miss Trainings FREE e-newsletter!

Click on the e-newsletter tab at
www.TrainingMag.com to subscribe.
Visit www.TrainingMag.com for more information

www.trainingmag.com
61

OUTSTANDING
TRAINING INITIATIVES
Each year Training magazine requires all Training Top 10 Hall of Famers to submit an
Outstanding Training Initiative that is shared with our readers in a print issue. Here are the
details of The Edge: The Art and Science of Lasting Client Relationships, which EY worked
with JMReid Group to design, develop, and deliver.
EY: The Edge: The Art and Science of Lasting Client Relationships
Y is committed to developing talented professionals

as a key part of its vision to build a better working
world. Whether they become senior leaders at EY
or elsewhere in the business world, EY believes that
developing future leaders is imperative to its mission.
To this effort, EY created a multi-year program for a select group
of senior partners to ready them for the next level of leadership.
Each participant is assigned an executive coach, a partner mentor,
and an executive-level sponsorall of whom support participants
through the entire program. The program design was guided by a
Steering Committee of 30 senior leaders who identied building
and maintaining exceptional client relationships as a critical skill
for participants to hone.
A Course for Developing Client Relationships

In response, a new course was developed to explore the complexities of interpersonal relationships between EY senior executives
and their clients. The course, developed in partnership with
JMReid Group and titled The Edge: The Art and Science of
Lasting Client Relationships, focuses on how to develop a client
relationship from acquaintance to trusted advisor.
Through case studies, challenging exercises, and continuous feedback, participants learn to handle a variety of business discussions
with clients in a way that engages, inspires, and creates value.
A Different Learning Approach

Recognizing that this was not typical subject matter, the team
chose to apply ndings about the basis and mechanics of relationship-building from both neuroscience and the social sciences.
Recent work at EY applying neuroscience ndings to leadership
had shown promising buy-in from the senior partners. The team
integrated that data with relationship-based social science and
applied this to senior-level client relationships. Interestingly, the
principles and tactics identied apply to any relationship: work or
62
personal. In this case, the application is to the EY-client context

but the benet for participants is broader than just work contexts.
Our in-depth analysis of the neuroscience and social science
data revealed ve essential elements to building and improving
any relationship:
t"OBCJMJUZUPCFGVMMZQSFTFOUXIJMFSFMBUJOHUPBOPUIFS
t4FOTJUJWJUZUPFNPUJPOTBOEUIFBCJMJUZUPFOHBHFFNPUJPOBMMZ
at an appropriate level.
t"XJMMJOHOFTTUPCFWVMOFSBCMF UPMFUPOFTSFBMTFMGCFTFFO
t"OBCJMJUZUPNBOBHFPOFTPXOTFMGEFGFBUJOHUIPVHIUTBU
critical moments.
t"XBSFOFTTBOETFMGNBOBHFNFOUPGBTTVNQUJWFiGBTUUIJOLJOHw
Each of the ve topics then was further developed, edited, and
arranged as a large-scale infographic by a visual designer. We
used this format of text, pictures, and spatial relationships because
it enables a quick understanding of the material, notes EY
Americas Chief Talent Development Ofcer Alison Hooker.
For the actual course design, a focus group with EY partners in
senior leadership roles was held to test the concepts. The goal
was to determine if the science was solid, unique, and distinct.
The focus group provided early validation of the approach and
insights that led to some revisions of the design and materials.
Bringing the Course to Life

For the course, the ve content areas were developed into
stations. Each station consisted of a self-standing set of foamcore panels, like a Japanese room screen, with concept-driven
infographics. The stations were designed to work for small-group,
self-directed discovery learning activities.
The infographics were arranged on the standing panels under
three headings:
t8IZXPVME*DBSF
t8IBUTUIJTBCPVU
t5BDUJDT
www.trainingmag.com
OUTSTANDING TRAINING INITIATIVES

Each station was staffed with a facilitator, and display walls
were covered with graphics that described the neuroscience
ndings that corresponded to the relationship context.
Participants chose from a menu of stations and were issued
a ticket. At each station, discovery and experiential learning methods were supported by neuroscience ndings. The
facilitators described these ndings to participants so they
understood the reasoning behind these non-traditional materials and methods.
The ve stations focused on the following actions:
1. Remain fully present through mindfulness. Explore the
efciency and relationship costs of multitasking and lack
of focus.
2. Be interested in feelings. Understand the biological mechanism of emotion and the evolutionary advantages of feelings.
3. Build credibility through humility. Delve into the ways in
which openness can be a strength.
4. Manage self-defeating thoughts in relationships. Look into
the research that proves the mind can rewire the brain.
5. Manage the downside of expertise. Study the two systems
of thinking, and how one system can manage the speed and
assumption risks of the other.
Each station also included a set of succinct tactics provided as
a slim pamphlet.
Assessing Effectiveness
Overall, the partners have demonstrated their willingness to embrace this innovative approach. Feedback has been positive, with
each program being highly rated. Specic comments include:
ti7FSZJOTJHIUGVMUPQJDT'PSDFTVTUPMPPLEFFQFSJOUPXIP
we are, how we experience and are experienced.
ti(PPEEBUBUPTVQQPSUMPHJDBMBOEFBTJMZDBOTFFUIF
ROI.
ti3FBMMZDIBMMFOHFTVTPOUIFXBZXFXPSL*UXBT
an excellent session that I can apply to improve my
productivity.
ti(PPEQSPHSBNGPSTIJGUJOHUIFXBZXFUIJOL*OUSPEVDJOH
scientic data. I think it helps analytical people get it.
EY is testing the effectiveness of The Edge using its Audit
Service Quality (ASQ) program and executive coaching sessions. ASQ is an annual client-satisfaction process in which
an independent reviewer visits with a client to assess the
strength and weaknesses of the relationship. These personal
interviews with C-suite executives provide detailed feedback
on the partners relationship skills. Post-training measures
are compared to those gathered prior to participation in the
program. EYs target is a ve percent increase in customer
satisfaction ratings. These measures will help shape and rene
t
the content for future programs. Q
crucial
conversations LIVE
ransfor
Be oour special
cial guest
g
and evaluate
te the ac
Crucial
al Conversations
C versat s Tr
Training for your
ou organ
ga
Reservve yourr seat

s ttoday at
64
vita
talsm
maartss.com/
m/tour
ur
www.trainingmag.com
Quiet Leaders
5 Tips for Success
When introverts draw on their natural strengths
as leaders, they often deliver even better outcomes
than extroverts. By Susan Cain
DQ\ SHRSOH GRQW DVVRFLDWH LQWURYHUVLRQ ZLWK OHDGHUVKLS
EXWTXLHWOHDGHUVKLSLVQRWDQR[\PRURQ,QUHVHDUFKIRUP\
ERRN4XLHW7KH3RZHURI,QWURYHUWVLQD:RUOGWKDW&DQW
6WRS 7DONLQJ , IRXQG PDQ\ H[DPSOHV RI SRZHUIXO TXLHW
OHDGHUVIURP 5RVD 3DUNV WR 6WHYH :R]QLDN %LOO *DWHV WR 0DKDWPD
*DQGKLDQG(OHDQRU5RRVHYHOWZKRDOOVXFFHHGHGDVOHDGHUVEHFDXVH
RIWKHLUTXLHWWHPSHUDPHQWQRWLQVSLWHRILW7KHVHOHDGHUVHPERG\WKH
VWUHQJWKVLGHQWLHGE\WKHUHVHDUFKRIWRGD\VWRSOHDGHUVKLSH[SHUWVZKR
KDYHIRXQGWKDWZKHQLQWURYHUWVGUDZRQWKHLUQDWXUDOVWUHQJWKVDVOHDG
HUVWKH\RIWHQGHOLYHUHYHQEHWWHURXWFRPHVWKDQH[WURYHUWV
,QWURYHUWVUDUHO\ULVHWROHDGHUVKLSIRUWKH
VDNHRIEHLQJDOHDGHU7KH\JHWLQWRWKRVH
SRVLWLRQVZKHQWKH\FDUHDERXWDFDXVHDQG
SHRSOHVWDUWWRWUXVWWKHPQRWEHFDXVHWKH\
KDYHWKHORXGHVWYRLFHVRUODUJHUWKDQOLIH
SHUVRQDOLWLHV 3HRSOH UHVSRQG WR SHRSOH
ZKRKDYHDWUXHDXWKHQWLFFRPPLWPHQWWR
VRPHWKLQJDQGDGHHSH[SHUWLVH
Empowering Quiet Leaders

%HFDXVH WKH\ RIWHQ GR QRW LQWHQWLRQDOO\
VHHN OHDGHUVKLS SRVLWLRQV LQWURYHUWHG
OHDGHUVFDQVWUXJJOHZLWKQGLQJDOHDG
HUVKLS VW\OH WKDW LV DXWKHQWLF WR WKHLU
SHUVRQDOLW\VW\OH+HUHDUHYHWLSVTXLHW
OHDGHUVRIWHQQGHPSRZHULQJ
1. Know that the force is with you.4XL
HW OHDGHUV RIWHQ GHOLYHU EHWWHU RXWFRPHV
WKDQ H[WURYHUWHG OHDGHUV DFFRUGLQJ WR
VHSDUDWH VWXGLHV E\ ERWK :KDUWRQ SUR
IHVVRU $GDP *UDQW DQG EHVWVHOOLQJ
OHDGHUVKLSH[SHUW-LP&ROOLQV,QWURYHUWV
DUH PRUH OLNHO\ WR DOORZ SURDFWLYH HP
SOR\HHV WR UXQ ZLWK WKHLU LGHDV DQG WR
IRFXV RQ VXEVWDQFH DQG VWUDWHJ\ UDWKHU
WKDQUHO\LQJRQFKDULVPD
2. Use your energy strategically. $V D
OHDGHU\RXOOVRPHWLPHVKDYHWRVWHSRXW
VLGH\RXUFRPIRUW]RQHDQGGRWKLQJVWKDWDUH
H[KDXVWLQJ IRU \RX SRLQWV RXW &DPEULGJH
www.trainingmag.com
SURIHVVRU%ULDQ/LWWOH7KHNH\VD\V/LWWOH
LV WR JUDQW \RXUVHOI SOHQW\ RI UHVWRUDWLYH
QLFKHVLQZKLFK\RXFDQUHFKDUJH\RXUHQ
HUJ\DQGEH\RXUEHVWVHOI7KLVPHDQV\RX
VKRXOGSODQ\RXUFDOHQGDUFDUHIXOO\0DNH
VXUH D GD\ RI PHHWLQJV LV IROORZHG E\ D
PRUQLQJRITXLHWKHDGVGRZQZRUN
3. Connect with employees your own
way. 'RXJ &RQDQW IRUPHU &(2 RI
&DPSEHOO 6RXS LV D VK\ LQWURYHUW ZKR

WUXO\ ORYHG DQG YDOXHG KLV HPSOR\HHV
+HVQRWDQDWXUDOVFKPRR]HUVRKHIRXQG
KLVRZQZD\RIH[SUHVVLQJDSSUHFLDWLRQ
VHQGLQJ KDQGZULWWHQ QRWHV RI JUDWLWXGH
'XULQJKLVGHFDGHDW&DPSEHOOKHZURWH
PRUHWKDQRIWKHVHSHUVRQDOQRWHV
DQG ZDV EHORYHG E\ KLV HPSOR\HHV IRU
KLVTXLHWO\KXPDQHDSSURDFK
4. Schedule a time to walk the hallways. ,I\RXUHQRWDQDWXUDOVFKPRR]HU
LWFDQEHHDV\WROHWWKHGD\JRE\ZLWK
RXWHYHUOHDYLQJ\RXUGHVNDQGWDONLQJWR
SHRSOH6FKHGXOHWLPHHYHU\GD\WRVWRS
E\SHRSOHVGHVNVDVNWKHPKRZWKH\UH
GRLQJDQGOLVWHQWRWKHLUFRQFHUQV
5. Use your solitude to make great
decisions. 0DQ\ JUHDW OHDGHUV VD\ WKH\
UHVLVW WKH LPSXOVH WR PDNH TXLFN GHFL

VLRQVGXULQJPHHWLQJV,QVWHDGWKH\JLYH
WKHPVHOYHVVRORWLPHWRWKLQNDQGUHHFW
WKHQ UHWXUQ ZLWK D VWURQJ GHFLVLRQ DQG

WKHFRXUDJHRIWKHLUFRQYLFWLRQV
7RKHOSRUJDQL]DWLRQVXQOHDVKWKHSRZHU
RITXLHWOHDGHUV,VWDUWHGWKH4XLHW/HDG
HUVKLS ,QVWLWXWH 4/, 2XU PLVVLRQ LV WR
KHOS RUJDQL]DWLRQV KDUQHVV WKH VWUHQJWKV
RI WKH LQWURYHUWHG HPSOR\HH SRSXODWLRQ
DQG WR LPSURYH FRPPXQLFDWLRQ EHWZHHQ
LQWURYHUWVDQGH[WURYHUWV:HOHYHUDJHWKH
ODWHVWUHVHDUFKE\SDUWQHULQJZLWKDQDG
YLVRU\ERDUGRIOHDGLQJEXVLQHVVWKLQNHUV
LQFOXGLQJ$GDP*UDQWRI:KDUWRQ$P\
&XGG\RI+DUYDUG%XVLQHVV6FKRRO DQG
6FRWW %DUU\ .DXIPDQ RI WKH 8QLYHUVLW\
RI 3HQQV\OYDQLD ,PDJLQDWLRQ ,QVWLWXWH
:HYHDOUHDG\ZRUNHGZLWKRUJDQL]DWLRQV
DV GLYHUVH DV *( 3URFWHU *DPEOH
1$6$DQGWKH'XWFKPLOLWDU\
7R OHDUQ PRUH YLVLW www.quietrev.com/
quiet-leadership-institute RU SDUWLFLSDWH LQ
RXUWZRGD\SUH7UDLQLQJ&RQIHUHQFH
OHDGHUVKLSVHPLQDU)HEUXDU\
UPCOMING EVENTS
Training 2016 Conference & Expo
February 15-17, 2016; Orlando, FL
www.TrainingConference.com
Training Live + Online
Certicates and Clinics
www.TrainingLiveandOnline.com
Susan Cain is an author,

speaker, and co-founder
of Quiet Revolution LLC, a
mission-based company
that offers parenting and
educational services to
unlock the power of introverts. Her book,
Quiet: The Power of Introverts in a World That
Cant Stop Talking, has been on The New
York Times bestseller list for more than three
years and counting. For more information,
visit www.quietrev.com.
65
best practices
Training Chinese Leaders

to Go Global
An eight-step process for identifying and training Chinese employees
to succeed globally. BY NEAL GOODMAN, PH.D.
s a growing number of China-based organizations seek to establish a global footprint,

there is an increased need for a cohort of
leaders who have the global mindset and cultural intelligence to lead non-Chinese teams. Unfortunately,
these organizations and their leaders commonly do
not know what they do not know. However, with a
little wisdom and a solid process, these organizations
can learn how to avoid common missteps.
One success story is a major Chinese chemical
company that initially had a rough start, sending
Neal Goodman, Ph.D.,
high-potential employees on expat assignments,
is president of Global
only to result in unhappy local employees and deDynamics, Inc., a
moralized expats who returned home frustrated by
training and development
their failure to meet their objectives. More recently,
rm specializing in
the company changed its approach and is now highglobalization, cultural
ly successful in its global operations. What was the
intelligence, effective
secret to success?
virtual workplaces, and
The CEO of the company selected an HR leader
diversity and inclusion.
with learning and development experience to come
He can be reached at
up with a plan to better prepare employees for future international assignments and for working with
305.682.7883. For
people from other cultures. One of the major conmore information, visit
cerns was that, for the most part, the employees were
www.global-dynamics.
happy with their conditions in China and had little
com. Please share your
interest or motivation to develop a global mindset
experiences with training
or to take an assignment overseas. The HR director
Chinese employees and
for the project partnered with a leading provider of
others for global success
global mindset and cultural competence training
via e-mail: ngoodman@
to design an eight-step process for the identicaglobal-dynamics.com.
tion of qualied employees, coaching and training
for their international assignments and global work,
and to conduct an assessment of the global mindset
of the CEO and his direct reports to create a learning and development roadmap for the future. Eight
happens to be a lucky number in China. The steps
taken, which can be replicated by any organization
that wants to succeed globally, are as follows:
1. Candidate Evaluation and Selection: A pool of
70 high-potential candidates who had passed
an English prociency exam were identied
as those most likely to be selected for international assignments. Each of the candidates
66
completed an assessment tool to determine his

or her readiness and adaptability needed for an
international assignment or to become a global leader. The assessment tool was evaluated
with each candidate by a cross-cultural adaptability expert, who reviewed the results of the
assessment and discussed other factors such as
motivation and family issues that might affect
the success of an international assignment.
2. Global Mindset Training: Those candidates who were identied through the
selection process attended a two-day program
on Developing a Global Mindset. This program
focused on building global competence, crosscultural understanding, reviewing global
issues, examining expatriate issues, and other
key topics. The course was also made available to
all employees who worked across cultures. The
instructor of the course evaluated those deemed
most procient and competent for global work
based on their performance in class.
3. Expatriate Cross-Cultural Training: Each of the
candidates selected for an international assignment and his or her family were provided with
a customized cross-cultural training program
focused on how to ease the transition for the
employee to live and work in the host country. The assignees training examined cultural
norms and values such as management style, relationship and trust building, decision-making,
conict resolution, negotiations, and communication style in the host country. Each candidate
also completed a Cultural Tendencies Diagnostic Assessment Tool, which allowed him or her to
compare his or her unique cultural prole with
that of the new host culture and develop a personalized plan to bridge any gaps between his or
her prole and that of the host country. The employee and spouse/partner received training on
cultural adjustment and processes for a smooth
integration into the new communities.
4. Training Host Country Nationals: Cultural training on Chinese business and culture
www.trainingmag.com
was provided to all non-Chinese staff in the

new host country. They also completed a
cross-cultural diagnostic tool to identify their
cultural proles and to create action items to
bridge any cultural differences.
5. Alignment Teambuilding Program: The assignees
and their host country manager and team met
to discuss the cross-cultural differences in leadership, management, and communication styles
and to evaluate the gaps in cultural differences
based on each persons cultural prole to create
bridging strategies and to explore mutual expectations between the assignee and his or her
manager and team.
6. In-Country Coaching. Each expat and a minimum of one direct report received coaching to
examine any new needs and areas for improvement once each month or sooner as needed for
six months.
7. Web-Based Cultural Learning Tool. Each assignee and host received 24/7/365 access to Culture
Wise, a Web-based multimedia cultural learning
tool that has both country-specic information
on China and the host country and specic rec-
ommendations regarding leadership, virtual

communication and teams, family adjustment,
and many other related topics deemed important by the Chinese organization.
8. Executive-Level Assessment and Recommended Roadmap. The CEO and his direct reports
were interviewed separately to identify where

the organization was on it globalization journey compared to where they wanted to be in
three years. A roadmap for the development
of talent to achieve these objectives was presented to the CEO and his team. The executive
team is working on aligning their approach
to globalization, their positioning in overseas markets, and determining what kind of
specic talent is needed to support the global business and what kind of culture or image
they should have in different countries.
The involvement of the CEO and HR leadership
has created an environment in which international
experiences are appreciated, promoted, and rewarded. A commitment to training and development that
promotes globalization and cultural competence
has created a cohort of leaders for the future.
Save the Date!
Certicate Programs ............... Sept 19 20

The Allen Experience ............... Sept 20
Conference ............................... Sept 21 22
Online Learning Conference is designed

for learning and training and development
professionals who want to leverage the
latest in eLearning tools, virtual classrooms,
serious games, simulations, mobile, social
media, and other emerging technologies
to improve workplace performance. Go
KPFGRVJYKVJCRTGEQPHGTGPEGEGTVKECVG
program or The Allen Experience hosted by
Allen Interactions.
McCORMICK PLACE CHICAGO, IL
YYY1PNKPG.GCTPKPI%QPHGTGPEGEQO
Co-located
the
E PERIENCE
)'6/1$+.'75')#/'5$'51%+#.&4+8''0)#)'/'06
www.trainingmag.com
| 67
learning matters
Overcome Paradigm Paralysis

with Courage, Condence,
and Conviction
We need to open ourselves up to the possibility of a new paradigm of
real-time, collaborative, networked learning. BY TONY ODRISCOLL
A
Tony ODriscoll is
regional managing
director of Duke CE in
Singapore, where he
focuses on identifying
and implementing
next-generation
learning strategies
and approaches
that accelerate the
development of
Leadership SenseAbilities in this rapidly
growing part of the
world.
s you read through this years Training

Industry Report beginning on p. 20, it no
doubt will become clear that we nd ourselves in the midst of a classic paradigm shift.
In The Structure of Scientic Revolutions,
Thomas Kuhn argued that scientic advancement
is not evolutionary, but rather a series of peaceful interludes punctuated by intellectually violent
revolutions in which one conceptual worldview
replaces another.
When this happens, a paradigm shift occurs, and
our collective perception is forever altered; i.e., the
world is not at, and the planets do not revolve
around the Earth.
We all know that there cannot be change without learning: Learning and change are two sides
of the same coin. The paradox we face today is that
the Learning profession itself has experienced little
change since the founding of the University of Bologna in 1088. For almost a millennium, our industry
has built up a litany of orthodoxy that has infected
us with paradigm paralysis: an inability or refusal
to see beyond current models of thinking.
As Internet technology proliferates, creating a
global digital nervous system that is redening how
we connect, communicate, coordinate, collaborate,
and take collective action, we continue to be blinded by our own biases of course, content, classroom,
and curriculum as the foundation of learning. Instead of opening ourselves up to the possibility of
a new paradigm of real-time, collaborative, networked learning, we are falling into default by
merely seeking to leverage disruptive technology to
improve individual classroom training. Jay Cross
says it best: We have to shift our thinking from
learning as lling peoples heads with knowledge to
learning as people tuning their networks.
NAVIGATING THE PARADIGM SHIFT
To successfully navigate this paradigm shift, we

must have the courage to let go of what we know,
the condence to step up to what we dont, and the
68
conviction to hold on as we make the shift.

When it comes to letting go of the status quo, we
must have the courage to relinquish our reliance on
orthodoxy in order to see the new reality of how
we can accelerate an organizations ability to learn,
change, and grow.
When it comes to embracing the unknown, recent
research has shown that it is better to act your way
into a new way of thinking rather than thinking your
way into a new way of acting. Doing things differently is about action, not contemplation. Trying new
and different ways to apply what you know about
how adults learn is the key to building the condence
to step up to a new way of accelerating an organizations ability to learn, change, and grow.
When it comes to staying the course, research has
shown that during a paradigm shift, performance
initially dips. During this uncomfortable time in
the trough of disillusionment, condence wanes
and courage is called into question. In navigating
this pivotal moment of the paradigm shift, it is critical to maintain your conviction to hold on during
the darkest hour of change to emerge to a new dawn
where learning nally can achieve its fullest and
brightest potential.
I wish you the very best in this journey of courage, condence, and convictionthe longevity of
our industry depends on it!
www.trainingmag.com
trainer talk
Ask Questions
Most of the time, you can take better action if you ask a few questions rst and then
continuing asking more. BY BOB PIKE, CPLP FELLOW, CSP, CPAE-SPEAKERS HALL OF FAME
f youve been reading my column for a while,

youll know I end each column with the same
line: Until next timeadd value and make a
difference. Those arent just wordsI mean them
sincerely. Have you been taking them to heart? I
hope so. In this column, Id like to discuss a very
specic way to add value.
How? Ask questions. For most of my career, Ive
been one who sees a need and takes action. What
Ive learned, though, is that I sometimes can take
better action if I ask a few questions. Or, if Im
already asking questions, I should ask a few more.
For example, a manager comes to you and says,
My people are really stressed outId like a
stress management course for them.
What do you do? First, Ill tell you what you dont
do: You dont provide the courseat least not
without asking questions. Why? Because unless
you know the sources of stress, you cant be sure
training will help. And training actually might
hurt. Why? Ill answer that in just a minute. But
think about the questions we should be asking:
s7HATISYOURBESTGUESSABOUTWHATS
causing the stress?
s(OWLONGHASTHISBEENHAPPENING
s7HATCONSEQUENCESAREYOUEXPERIENCING
because people are stressed?
You get the idea. Im sure you can think of
more. Notice these are open-ended questions
yes or no answers wont sufce. We want
to draw out more information.
There is a reason for choosing this example.
A friend of mine, Tor Dahl, has spent more
than 40 years researching productivity in the
workplace. The White Bear Lake, MN, consultants research shows repeatedly that more
than 50 percent of the stress managers experience in the workplace is caused by nonproductive
behavior. Stress management shouldnt happen
apart from productivity improvement.
Lets say someone procrastinates on a deadline
and then works under tremendous pressure to
meet the deadline. The pressure causes tension
headaches. Teach stress management to show
the person how to prevent the headaches
and you have enabled the person to live with a
www.trainingmag.com
nonproductive behavior by showing how to

eliminate one of the consequences.
In the long run, this doesnt help either the employee or the company. If youre familiar with my
Performance Solutions Cube, you know I recommend asking questions about ve things before
trying training as a part of the solution. If youd
like a copy, e-mail me at Bob@Cttnewsletters.com.
Adapting the solution to the above example, I
might ask questions such as:
s!REPOLICIESORPROCEDURESCAUSINGSTRESS
s7HATARETHEYANDHOWDOTHEYCONTRIBUTETO
the stress?
s$OWEHAVETHERIGHTPEOPLEINTHERIGHTJOBS
s$OWEHAVETASK ORIENTEDPEOPLEDOING
people-oriented jobs or vice versa?
If we get yes answers to these questions, were
better off rst making improvements to our systems, changing policies and procedures, and/or
reassigning people. This will reduce stress and improve productivity. Well nd plenty of challenges
with training as part of the solution and gain greater
Bob Pike, CSP, CPLP

FELLOW, CPAE-Speakers
Hall of Fame, is known
as the trainers trainer.
He is the author of more
than 30 books, including
Creative Training
Techniques Handbook
and his newest book,
The Master Trainers
Handbook. You can
follow him on Twitter
Well nd plenty of
challenges with training
as part of the solution and
gain greater support from
management for these
programsif we make a
habit of asking questions.
and Facebook using

bobpikectt.
support from management for these programsif

we make a habit of asking questions.
As always, until next timeadd value and
make a difference. And join me at Training 2016
Conference & Expo in Orlando, where Ill present a Certicate Program February 13 and 14
on Moving from Training Provider to Trusted
Advisor with Performance Consulting. To register, visit www.trainingconference.com.
| 69
talent tips
Crossing Bridges to
Real Learning
Using a cross-disciplinary learning approach to create
highly skilled professionals. BY ROY SAUNDERSON
hose with vision difculties wear glasses or

contact lenses. It can be quite unnerving to
pick up someone elses glasses by mistake
and start looking at the world through them.
Cross-disciplinary learning is a lot like that experience of looking through another persons pair
of glasses. It is one academic eld of study trying
to look at another disciplines worldview with a
different frame of reference and trying to learn
and experience life with that new viewpoint.
Roy Saunderson is
author of GIVING
the Real Recognition
Way and Chief
Learning Ofcer of
Rideaus Recognition
Management
Institute, a consulting
and training rm
specializing in helping
companies get
recognition right. Its
focus is on showing
leaders how to give real
recognition to create
positive relationships,
better workplaces, and
real results. For more
information, contact
RoySaunderson@
Rideau.com or visit
www.Rideau.com.
SETTING THE CHALLENGE
In 2012, Seneca College (http://www.senecacollege.ca),

one of Canadas leading post-secondary institutions with a comprehensive range of programs
offered at campuses across the Greater Toronto Area, set a bold mission with its ve-year
Academic Plan.
One of Senecas goals within the Academic Plan
(http://www.senecacollege.ca/about/reports/academicplan/inspiring-cross-disciplinary-networked-learning.
html) was to develop a cross-disciplinary, net-
worked approach to learning that emphasizes

diverse learning experiences, both virtual and
physical, through a rigorous, exible, and relevant curriculum.
This mandate requires everyone to cross the traditional boundaries between academic disciplines.
A cross-disciplinary and networked learning approach gives both faculty and student learners a
chance to explore the links within, across, and outside of the regular curriculum. It is like putting on
a new pair of glasses and viewing what typically
has been taught and learned before, and examining learning in completely different and new ways.
DRIVING FORCE FOR CHANGE
When asked why this educational approach at

Seneca and why now, President David Agnew responds, You shake your head and wonder why we
werent doing this sooner. Agnew points to the
demands of the employer community wanting
better-trained new hires with topnotch skill sets
and experience ready on day one.
70
Todays workforce is changing rapidly, and graduating students need an educational edge for getting
hired. Agnew feels a cross-disciplinary learning
and networked education experience is now the
table stake for Senecas students to obtain a career
position in todays challenging job market.
Even students know that being exposed to more
real-world situations through learning pushes
them out of their comfort zone and allows them
to integrate, solve problems, and apply all they
have learned versus just regurgitating facts on an
examination at the end of a course.
NOBODY WORKS IN ISOLATION
Seneca has set two learning outcomes from this

one Academic Plan goal:
s%VERYSTUDENTWILLHAVEANEXPERIENTIAL
learning opportunity.
s%ACHGRADUATEWILLHAVEPARTICIPATEDINA
cross-learning experience.
The reality is that none of us works in isolation,
and so education should not happen on an academic island either.
What does a cross-learning experience look
like to Seneca students? Agnew excitedly shares
memorable examples of the creativity involved
in bringing students from different programs together, including:
A simulated car crash leaves two injured children
at the scene. Enter Emergency Services Communications students receiving the tough 911 calls,
Nursing and Practical Nursing students offering
medical assistance, Child Development students
helping the children, and the rst-on-the-scene
Police Foundations students.
Besides what students have been professionally taught about responding to an emergency from
their isolated academic and practical training, how
should they interact with the other professionals
they will encounter at the accident? What do they
need to consider from the perspective of their respective profession? What is the give and take of
responsibilities, communication, and life-saving actions required? How will they really work together?
www.trainingmag.com
Another program asks students from Senecas

Faculty of Communication, Art and Design programs to create a short and quick turnaround
video for Doctors Without Borders. Composition, graphics, scripting, storyboarding,
videography, and sound mixing take on new
meaning beyond heavy textbooks and classroom
lectures when you have to create an instructional
training video for doctors on how to deal with
situations they will face going into war or world
conict zones before they can touch a patient
needing their medical attention.
Faculty also must learn new ways of doing
things to make this learning experience a reality for their students. Making cross-disciplinary
learning happen requires the right chemistry of
people and professional stretching. Agnew shares
that it is easier to achieve this on a smaller campus than on a larger one. And some programs are
more natural ts than others.
Agnew also points to the powerful input Seneca gains from more than 100 program advisory
committees. These committees are made up of representatives from various community employers
and industry professionals who give valuable input

to college faculty on essential workplace competencies and skills needed today and tomorrow.
SUCCESS THROUGH EXPERIENCE
Seneca has worked hard to get cross-disciplinary

learning happening in all of its programs across all
campuses. Each of its programs maps out learning goals and competencies against the learning
outcomes of the Academic Plan. Agnew speaks
highly of Senecas faculty, staff, community partners, and students who have upped their game to
broaden applied learning and create a rich learning
experience for everyone. Hes convinced that crossdisciplinary learning allows faculty and students to
look at their expertise a little differently than they
did before they began this new learning method.
Agnews enthusiasm for cross-disciplinary
learning at Seneca is readily apparent. He rmly believes it is not a passing fad; its here to stay.
And it is not because he is wearing a pair of rosecolored glasses. He knows that for students to
have a successful career today, cross-disciplinary
learning is the right way to make it happen. Qt
"$"#'"X/4'& +$'$.#'" $' 6&,$"'Ah"&,$

"'/'%,$"'""9>&$''.,$"''#&97
*'. $"9"#&7 X&h',%9B#'"%
#&
X $''$%9-''$,&"'&,X$'%9:;;
&RPSOHWHPDLOLQJDGGUHVVRI.QRZQ2IFHRI3XEOLFDWLRQQRWSULQWHU
8'! -0' " +''$ +
@''' 6'"% 6'"$,"
&'9,3B#h"<>'9;6#"+$'.-
GUHVVRI+HDGTXDUWHUVRU*HQHUDO%XVLQHVV2IFHRI3XEOLVKHU.QR[
-0'" +''$ +
*
$#$' ,#"#$'.
$ &X& "&$' #$'$.'. "&&9+,$+&
& ;
A$ &4 +
77D "&92&&*&X ;
A$ &4 +
772$34 + $5& 226 77
8'!-0'" +''$ +
8'4'' & #&"
.$. $' "&,&"% &4''.& '.&,'"X#&X"
"$$#'"X' #&".$.&"&,&"9
'>$!"$"9>
SXUSRVHIXQFWLRQDQGQRQSURWVWDWXVRIWKLVRUJDQL]DWLRQDQGWKHH[HPSW
"$"X&X &$',#"$!&9
-7,$"'>"9>&$''.
$"X&,&,$"' $"$49"#&)/,"&D!"'"
$' '$"&X",&,$"'9-0.',$, &'.&, '.
PRQWKV DQG QR FRSLHV RI VLQJOH LVVXH SXEOLVKHG QHDUHVW WR OLQJ GDWH
$>"$'#&X,'"&&'-0&$.
6D$,
1&'.&, '.+'"977 <
6X'.
$&""*'.1$"97 72."#$"$ $' )&&h" "&

"'%#$$' " "#$9/" 6'"%$ )&h" #$
,&"'"$" '*&#7 ', &,"4&""'&h"X&#&
,'" "#$&3"'.$' '"&'"&h"X&#&,'" $ ,&"'
LQFOXGLQJQRPLQDOUDWHVXEVFULSWLRQVDGYHUWLVHUVSURRIFRSLHVDQGH[FKDQJH
,-0&$.9 <'. 7 '6'"%$ )&h"
#$ ,&"' "$" ' *&# 79 ', &," 4&""' &h"
X&#&,'" "#$&3"'.$' '"&'"&h"X&#&,'" $
VFULSWLRQVLQFOXGLQJQRPLQDOUDWHVXEVFULSWLRQVDGYHUWLVHUVSURRIFRSLHVDQG
!,$'.,-0&$.9<'.97$"&. $&$'
,$&&& "&"0' & ,'"&$$' "&$ &&h" "&"'
" " -0&$.9 < '. 9 ; Ah" ,
"&" % "& #$ ,$ "&. " . *&" 6$ +$
-0&$.9<'.9,>"$$ $' )&&h" ,&,$"'#
X 7 $' 9-0&$.97 <'.9
'
www.trainingmag.com
&h" "&"'%#$$' " "#$9/" 6'"%

'
&h" ,"$" '*&#7', $#, &h"
0&7%$& &h"' , %$&## 3$$' &h"
', '. $,$"' &h" '$# "$' X&# ' &,"&
"$' "&&,-0&$.9;<'.97; '6'"%
'
&h" "$" '*&#7', $#, &h"0&7
%$& &h"' , %$&## 3$$' &h"',
'. $,$"' &h" '$# "$' X&# ' &,"& "
$' "& &, -0&$.9 < '. 7
'&h" ,
"&" "&."%"&,$X#$.*&"6$+$
'&h"&,#$ '!,X=2#"#$ $""$' $& +$

& $,3$. &0, A$"-0&$.9 < '. 9
'&h"
, "&" " "#$', ,3"$' "&$ 4 4
&#$' "&&,-0&$.9<'.9>"$''
&h" "&"'#X 7\-0&$.9 <'.
X>"$ "&"'#X,$' -0&$.97 <'
.7 7.6'" "&" '"&,"'"&
$.7-0&$.9 <'.9 77>"$#XX$'
.-0&$.977 <'.7 7&,'"$ $' )&&h"
,&,$"', 0 %X"#-0&$.9=<'.97=
D,"&',6%6&,$"'$Ah" $' $ D,"&',,
-0&$.
6D$, 1&'.&0#'"9
6
X'.
$&""*'.1$"9 >"$A
h" $' $ &'"6',jAh" )$ D,"&',6
2'$-0&$.97 '. 9 ;,>"$Ah"
6%1"&"'2'XjAh" )$ D,"&',6$-0&
$.9 '. 9 7 &,'" $ $' )& Ah"
6&,$"'B"&'"\D,"&',6 0 %,!-0&
$.='. 9=;,$"'X"$"#'"X4'&
X&$&h"&,$"'&h& $' 4&'" '"
0#&)
1,#&X",$"'.'$"&$' >"XD "&
& B'+$'$.&&/4'&9B&%$'4 B'+$'$.&
"#&7 ,&"X%"$"$'X&#$"'X&' '"X&#"&
$' ,#" ' &"$' "$"$'%'4X&'X$&#$ '.
'X&#$"''"X&#&4#"#$"&$&'X&#$"'&h" '"
IRUPPD\EHVXEMHFWWRFULPLQDOVDQFWLRQVLQFOXGLQJQHVDQGLPSULVRQPHQW
$' )&,0$',"'', '.,0'$"
training
71
last word
Show Me the Money!

Are you performing to your leaders expectations or overvaluing your learning efforts?
BY AJAY M. PANGARKAR, CTDP, CPA, CMA, AND TERESA KIRKWOOD, CTDP
A
Ajay M. Pangarkar,
CTDP, CPA, CMA,
and Teresa Kirkwood,
CTDP, are founders of
CentralKnowledge.
com and
LearningSourceonline.
com. They are
employee performance
management experts
and three-time authors,
most recently publishing
The Trainers
Balanced Scorecard:
A Complete Resource
for Linking Learning to
Organizational Strategy
(Wiley). Help them
start a Workplace
Revolution at
blog.centralknowledge.
com or contact ajayp@
centralknowledge.com.
72
fter reviewing Training magazines 2015

Salary Survey on p. 40, you may be screaming, Show Me the Money! either because
you are below the average or you want to jump to the
next level. In either case, the answer is the same.
Start by asking yourself a couple of questions such
as, How does my role compare to those in the
salary survey? and What can I do to improve my
salary performance? The rst question benchmarks your current salary level to the industry
median. If youre above the median, congratulations,
youre among the better-performing practitioners
within that role. If youre not, then you need to address the second question, so you are not left behind.
Learning practitioners we meet often believe
they are underpaid and undervalued. It is easy to
blame leaders for your insecurity within the business. Before blaming others, however, you must
take personal responsibility for your professional
development. It is astonishing how many learning
practitioners shirk their responsibility to practice
what they too often preach to othersand that is to
be learners themselves. It is shocking that those holding the responsibility for some type of organizational
learning fail to challenge what they know and make
little attempt to discover what they dont.
YOUR OWN LEARNING IS PRIORITY
There sometimes is an unspoken arrogance

within the learning community in that many practitioners frown upon topics unrelated to learning.
It comes across as if there is purity to learning
and everything else is unworthy of attention.
This may be a dramatic generalization, but those
thinking this way are, themselves, closed to learning for both their own personal growth and for the
growth of those depending upon them.
Your objective (and responsibility) is not only to
help employees learn but to be learners, as well. The
learning role is to venture into unknown knowledge
areas and to lead by example. Your professional
development is as relevant as the need to instill
learning within your organization.
For both your and your organizations growth
and success, it is critical to focus on relevant skills.
Addressing and developing the following top three
skills will help you to ascend the salary ladder:
Acquire business skills: Workplace learning is a

business within a business just like every other internal function. Like every other function, L&D
must demonstrate value and be accountable for
its actions. With this in mind, practitioners must
respect how learning efforts align with business
expectations. This is why its essential to develop
your business and nancial literacy.
Leaders never want to hear about the learning
process. Their preoccupation is with results and, in
L&Ds case, improving performance. Begin with the
end in mind. First, identify primary business objectives to develop targeted learning solutions. This
aligns the learning initiative with your leaders expectations. Second, always communicate learning results
in precise business terms, not learning jargon.
Maintain technology competencies: Evaluating,
selecting, and implementing learning technology is
dependent upon your learning expertise, not ITs.
No one expects you to become a technology expert.
But leaving it to IT will make your learning efforts
t the technology rather than the other way around.
It is incumbent upon L&D to decide the appropriate technology (software and hardware) that best
ts the learning need. Your combined learning and
tech expertise will drive the effectiveness of the
learning process, while the technology will deploy
the learning solution effectively.
Master leadership/motivational skills: The learning process is more than simply telling people
what to learnit is also motivational. Every
learning practitioner must master two types of
motivational skills: recognizing the participants
initial motivation to learn and maintaining his or
her motivation throughout the learning process.
Experienced practitioners, from instructional designers to facilitators, never assume that a learner
simply wants to learn. They investigate why he or
she needs learning in the rst place. Respecting
why a person wants to learn allows you to adapt the
learning process to meet his or her needs. Granted,
adapting the learning process for a large group is
challenging, but this is why you were hired.
Learning practitioners carry a big responsibility: to
be learners and to develop their skills holistically. Do
this and then compare yourself to next years Salary
Surveyyou may surprise yourself.
www.trainingmag.com
Employee training has evolved...

evo
has yours?
Legacy eLearning
BizLibrary Online Training
> Click-to-advance slides
> HD-quality videos
> Time consuming (14 hours)
> Micro-learning (510 minutes)
> Built for desktop training
> Any device, anywhere
THOUSANDS OF VIDEOS UNLIMITED ACCESS
www.bizlibrary.com
888.432.3077
Early-Bird Discountsee page 32
Training magazines 39th Annual
Certificate Programs . . . . . . . . . . . February 12 14

Conference . . . . . . . . . . . . . . . . . . February 15 17
Expo . . . . . . . . . . . . . . . . . . . . . . . February 15 16
Join a serious learning and

performance community
focused on applying training
to solve business problems.
Disneys Coronado Springs Resort, FL
Training
matters.
Build skills in effective learning

design, development, and
evaluation.
Learn to prove value in a special
measurement track.
LEARN IT.
DO IT.
PROVE IT.
An event designed for learning professionals
Benchmark with award-wining

learning organizations including
PwC, Farmers Insurance,
Ritz Carlton, Verizon Wireless,
and more.
Learn by doing in hands-on clinics
and a Technology Test Kitchen.
Explore emerging technologies and
mindsets in the Future Forum.
Disney
Register online at www.TrainingConference.com
Greg Gage
Welby Altidor
Jay Shuster
Neuroscientist
Backyard Brains
Executive
Creative Director
Cirque du Soleil
Production Designer
Pixar Animation
Studios
Mystery
Keynote
An Attention
Grabbing Experience
Special Event
Hop on the Magic
Bus...see page 3
Training Matters.
Early-Bird Discount...see page 32
A wonderful place to network

and learn from leading training
Masters of Illusion
professionals in an event that is
I believe training professionals often are masters of illusion. After all,

you persuade busy employees to attend training sessions. You lure
them into listening to you instead of looking at their smartphones
for whole minutes at a time. You get content to take root in their
overloaded brains and bloom into usable knowledge. Not to mention
the countless other tricks you have up your sleeve
Clearly, training requires a great deal of creativity, ingenuity, and resourcefulness. And its
often a case of mind over matter. Thats why for the Training 2016 Conference & Expo at
Disneys Coronado Springs Resort in Orlando, weve assembled a quartet of keynoters
who are experts in innovation and neuroscience: Pixar Production Designer Jay Shuster,
Cirque du Soleil Executive Creative Director Welby Altidor, Backyard Brains Greg Gage,
and a mystery guest who gives new meaning to the phrase, Now you see it, now you
dont. (After all, we are in the Magic Kingdom.)
That said, Training 2016 is not smoke and mirrors. This event is about real-world problem
solving helping you turn whats keeping you up at night into sweet dreams. Thats the
idea behind our new Training Top 10 Hall of Fame Town Hall meetings, where you get the
chance to brainstorm solutions to your challenges with the industrys training elite. These
are not panel sessions with presenters talking at you; they are dialogues that offer an
opportunity for you to collaborate to innovate with the best in the business from Hall of
Famers such as IBM, KPMG, The Ritz-Carlton Hotel Company, Farmers Insurance, PwC,
and KLA-Tencor. Well hold three Town Hall meetings with attendance capped at 30
participants each, so check out page 5 for the discussion topics and register today to
make sure you reserve your spot.
We take innovation one step further with our new Future Forum where we explore the
challenges of training Generation Z, changes in content curation and delivery, and
leading-edge learning technologies on the horizon.
the ideal size.

Ken Barber, Manager L&D,
Shell / Jiffy Lube International
Outstanding opportunity to
learn about trending topics
in training.
Peter Szlosek, Trainer, DaVita
The best training experience

I have ever had. The keynote
speakers motivated me to
perform my job better.
Sue Thais, Training Specialist,
ORNL Federal Credit Union
PARTICIPANT
Training
Boot Camp
2016
2016
Training
Measurement
2016
Walt Disney once said, People wont go down a long corridor unless theres something
promising at the end. You have to have something that beckons them to walk this way.
Level Up at Training 2016!
I believe Training 2016 has that something, and if you choose to walk this way with us in
Orlando, you will walk away with even more than you possibly could have imagined.
how your hard-earned achievements
Lorri Freifeld
Editor-in-Chief, Training magazine
Digital credentials can transform

are recognized, shared, and rewarded.
Earn eBadges at Training 2016 and
showcase them on LinkedIn and
Facebook!
Table of Contents
Whats In It for YOU. . . . . . . . . . . . . . . . . . 3
Keynotes . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Town Halls . . . . . . . . . . . . . . . . . . . . . . . . . 5
Pre-Conference
Certificate Programs . . . . . . . . . . . . . . . 6-9
Future Forum &
Technology Test Kitchen . . . . . . . . . . . 10
Training 2016 Expo . . . . . . . . . . . . . . . . 11

Breakouts & Clinics . . . . . . . . . . . . . . . . 12-28
Tours . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Orlando & How to Register . . . . . . . . . 30
Venue & Hotel. . . . . . . . . . . . . . . . . . . . . . 31
Registration Form . . . . . . . . . . . . . . . . . . 32
Team Discounts
Groups of 3 or more
are eligible for a team
discount. Contact
Staff@TrainingMagEvents.com
Whats in It for YOU

We know how difficult it is to leave the office behind
(especially knowing all the work that will greet you
upon your return). So we made sure the Training 2016
Conference & Expo offers you some powerful incentives
(and hopefully balmy temperatures) to attend:
Training
matters.
Up-close-and-personal dialogues
with L&D VIPs:
Including Training Top 10 Hall of Fame Town Hall meetings
on content curation, training technology, and measuring
and achieving business impact through training, plus
sessions led by Training Top 125 winners (see page 5).
LEARN IT.
DO IT.
PROVE IT.
With IBM, the University of Central Florida,

the Gates Foundation, and more (see page 10).
Cant-miss tours:
Including a behind-the-scenes
excursion through Disney and
the University of Central
Floridas Institute for Simulation
and Training (see page 29).
Disney
Keynotes by entertainment juggernauts:

Including Pixars Jay Shuster and Cirque du Soleils Welby Altidor,
plus neuroscientist Greg Gage and a mystery guest who will
boggle your mind.
Hands-on Clinics
Double the number from previous
years (see pages 16 & 27).
Technology
Test Kitchen
Hands-on sharing and exploration
with technologies (see page 10).
Whats Included in a
3-Day Conference Registration:
A Magical Special Event:
Following Tuesdays Expo, youll hop on a
bus for a free trip to the Magic Kingdom!
BONUS Get a $40 Disney Gift Card
when you book your hotel room through
Connections Housing (see page 31).
Your 3-Day Conference registration includes the

First Timer Orientation on Sunday (4:15 pm); all
keynotes and sessions offered Monday to
Wednesday; two days admission to the Expo
Hall; lunch each day; and the Magic Kingdom
event on Tuesday night.
The Certificate Programs Friday through Sunday
and the Tours on Thursday are an additional fee.
Disney
Log on to TrainingConference.com to register today!
Keynotes
Imagine the Possibilities

Mesmerizing.
Riveting.
Fascinating.
These are the adjectives audiences
use to describe performances by
this years keynote organizations.
They leave us scratching our heads,
thinking, How do they do that?
How does Pixar turn squirming
three-year-olds into statues for
more than an hour? How does
Cirque du Soleil train acrobats to
fly effortlessly from one end of the
stage to another without a net?
How does Greg Gage make one
persons brain control anothers
arm? How can our special mystery
guests hands be quicker than
our eyes?
The answer is simple: They engage
our minds and hearts and make
us think and learn. They make
us retain what weve seen or
experienced and want to tell others
(how many times have you seen
a really cool YouTube video and
forwarded the link to a friend or
colleague?). They convey their
passion through their performance
and take us along on their journey
through compelling storytelling
and creativity. Equally important,
they arent afraid to fail.
These are all lessons training
professionals can take to heart.
Indeed, even our Training Top 10
Hall of Famers admit to looking
outside training for inspiration
and innovation. So sit back, relax,
and imagine the possibilities for
your organization!
Brain Teaser
Demonstrating the power of hands-on
learning, neuroscientist and Backyard
Brains cofounder Greg Gage shows
us how understanding the way our
brains work can strengthen training
reinforcement and retention. Put your
thinking cap on!
A Mind-Bending
Experience
Its not what you look at that matters,
its what you see. Perception plays a
major role in training both for the
trainer and the learner. How perceptive
are you? And can you influence the
perceptions of others? This mystery
keynoter showcases the strengths
and vulnerabilities of the human mind.
In this case, seeing is believing!
Creative Courage
Creativity isn't reserved to a happy
few; it can be found within all of us,
argues Welby Altidor, executive
creative director for one of the worlds
most creative companies, Cirque du
Soleil. He shares his concept of
creative courage uncovering
innovation through engagement,
collaboration, and controlled failure
and how it can apply to, and change,
our approach to both training and
business. Get ready to stretch!
Behind the Scenes

Jay Shuster has worked on some
of the worlds most beloved films,
including Cars, WALLE, and two
of the Star Wars movies. Previously
a designer for Lucasfilm and now
with Pixar, he offers powerful lessons
on creativity, collaboration, and
innovation while drawing the path
of a great idea from genesis to
commercial success. Its time to create
a new script!
Town Halls
Lets get the conversation started

Bring your business challenges. Bring your questions. Bring your dilemmas
and debates. Heres your chance to pick our Training Top 10 Hall of Famers
brains. These are Town Hall meetings in the truest sense: They are give-andtake dialogues with members of the most successful training organizations in
the world. They offer you the exclusive opportunity to problem solve and
network with the Top 10 Hall of Famers and your peers.
Town Halls: Tuesday, February 16

Content Curation (8:00 am)
Leveraging Technologies (11:00 am)
Measuring Impact (1:45 pm)
How do we effectively curate the massive

amount of content both internal and
external and make it easily available to
and personalized for learners
at the time of need?
How do we effectively leverage different

technologies (including video, MOOCs,
SPOCS, portals, and micro-learning) to
deliver the right training at the right time?
How do we effectively measure, track, and

achieve business impact through training?
What works and what doesnt?

How does a mostly mobile and
increasingly Millennial workforce
influence the consumption of
learning material?
What does the journey look like to
move from a creation paradigm?
Tina Kelly
Partner-in-Charge of
Advisory Training,
KPMG Business School
Candace M. Haynes
Managing Director, L&D,
Sectors & Services, PwC
Lou Tedrick
VP, Learning &
Development,
Verizon Wireless
What are the opportunities to

consolidate disparate technologies into
aggregated solution systems within the
learning function? What would an IT
roadmap for the Learning function
look like?
Can you really align a learning objective
to three minutes of content?
How can we accomplish more through
agile learning design?
How do we ensure we are consistently

delivering what the business needs?
How do we ensure effective use
of L&D resources and alignment with
the strategic imperatives of the
organization?
How can we change Learning &
Development measurement and
reporting processes for greater
resonance with business unit leaders
and key stakeholders?
Graham Johnston
Talent Development Leader,
Deloitte LLP
Jennifer Hentz
Talent Development
Manager,
Booz Allen Hamilton
Tal Goldhamer
Chief Learning Officer
Americas,
Ernst & Young
Matthew Valencius
Manager, Instructional
Design & Development,
IBM Center for
Advanced Learning
Glenn Hughes
Senior Director,
Learning & Development,
KLA-Tencor Corporation
Jim Harwood
VP, University of Farmers,
Farmers Insurance
Diana Oreck
VP, Leadership Center,
The Ritz-Carlton
Hotel Company
Each Town Hall session is

limited to 30 participants.
Pre-registration is required.
Certicate Programs
Training magazine presents Certificate Programs

conducted by leading industry experts. These 3-day
and 2-day Certificate Programs give you the
essential knowledge, practiced techniques, and
sound theories you need to become (and remain!)
a top performer in your field. In the end, youll not

only walk away with a certificate of completion
and an eBadge, youll also jumpstart your career
and enhance your professional know-how.
Additional fee required, see page 32.
THREE-DAY CERTIFICATE PROGRAMS

Friday, February 12 Sunday, February 14
9:00 am 4:00 pm
P01 Training Design, Delivery, and Facilitation for Engagement

Day 1:
Creative Training Techniques

and Participant-Centered Models
Becky Pike Pluth, Author,
Webinars with WoW Factor
Learn how to create a high-impact, high-retention,
high-application environment where everyone
learns through their total involvement. Discover
how to achieve 90% retention, cut design time by
50%, and increase transfer by 75% with easy-toapply techniques that create results and can be
immediately applied to your programs. Learn to:
Create powerful new openings for your training.
Use a seven-step process to transform your
current courses into high-impact, learner
centered courses.
Ban lecture and choose 36 ways to add variety.
Apply CPR and the 90/20/10 rule to all
your training.
Create valuable learning materials your
participants will love to use.
Create powerful new ways to demonstrate
your training results.
Day 2:
Applying Brain Science to

Make Training Stick
Sharon Bowman, Author,
Training from the Back of the Room
Toss outdated training assumptions and explore
the most current cognitive neuroscience that
explains how humans naturally and normally learn.
Begin using these principles immediately in your
own classroom and eLearning instruction. You will:
Apply six learning principles based on current
brain research every time you train, regardless of
the complexity of the topic, size of the group, or
level of the learners.
Demonstrate a variety of brain science elements
using your own training topics, and dramatically
increase learners attention, retention, and
engagement.
Create your personal trainers toolbox of

easy-to-use, brain-based training strategies.
Access a collection of new brain science
resources to enhance your instruction, both in
the classroom and online.
BONUS! Youll receive a copy of Sharons book,
Using Brain Science to Make Training Stick.
Day 3:
Designing and Conducting

Training Games and Activities
Sivasailam Thiagarajan, Author,
More Jolts! Activities to Wake Up and
Engage Your Participants
Are you excited about training games and activities
but anxious about losing control, wasting time, and
being attacked by participants? Based on 20 years
of field experience and research, Thiagi will share
important secrets for effective training facilitation.
Learn about:
Structured sharing activities that facilitate
mutual learning.
Interactive lectures that transform presentations
into training tools.
Textra games that bring your dull, dry handouts
to life.
Jolts that provide powerful insights and concepts.
Seven critical dimensions of activities-based
training and how to select, maintain, and balance
appropriate levels of each.
The importance of the debriefing process for
linking the training game or activity to the
workplace reality.
A six-phase model for maximizing learning
from experience.
DOUBLE BONUS! Attend this certificate plus
five of the designated Training Boot Camp sessions
and receive a special Training Boot Camp
certificate signed by Lorri Freifeld, Training
magazines Editor-in-Chief. See page 12 for details.
P02 Instructional
Design Fundamentals
Geoff Bailey, Senior Consultant,
Friesen, Kaye and Associates
Discover the keys to creating interactive and
engaging learning programs that ensure
learner success whether in the classroom,
online, or a combination of both. Using a case
study, practice key steps in class and take
home tools to help you apply what you learned
back on the job. Through expert facilitation,
practical exercises and group discussions,
youll learn to:
Incorporate learning and motivation
principles into your designs
Follow a systematic learning process to
ensure learning takes place.
Select the right content for the right people.
Plan a variety of presentation, application,
and feedback methods.
Align objectives and tests, and outline
strategies to help learners close any
remaining performance gaps back
on the job.
Write questions that engage the learners,
test for understanding and encourage
learning.
Design interactive lessons that use a
variety of processing methods to maximize
retention.
Create a validation plan that ensures
learners achieve the desired performance
improvement.
Decide which design shortcuts have the
least risk.
BONUS! Youll receive a 220-page
Instructional Design Fundamentals participant
manual plus case study documents and job
aids. Youll also receive a 190-page Support
Manual full of instructional design best
practices, and instructions for accessing
online templates, worksheets, checklists and
look-up tables.
Certicate Programs
THREE-DAY CERTIFICATE PROGRAMS

Friday, February 12 Sunday, February 14
9:00 am 4:00 pm
P03 Managing the Training

Function for Bottom
Line Results
P04 Creating Interactive

eLearning with
Adobe Captivate
Jean Barbazette, Founder; Maria Chilcote; Melissa

Smith, Managing Partners, The Training Clinic
Joe Ganci, President, eLearning Joe; Pooja Jaisingh,

eLearning Evangelist, Adobe Systems
In this certificate, youll focus on practical, useful

and effective methods to manage the entire scope
of your organizations training effort. Learn to:
Identify key training and development roles
needed in your organization.
Develop a vision, mission and function priorities
statement.
Prioritize and keep your sanity as a department
of one.
Use audit tools to benchmark your function and
identify areas for improvement.
Apply an eight step consulting approach that
focuses on performance improvement.
Use seven key consulting roles and identify
appropriate use of each.
Utilize a nine-part plan to build alliances and
work successfully with line managers and
employees.
Gain managements commitment to performance
improvement.
Use five diagnostic tools to determine
performance problems.
Identify essential elements of performance
enhancement plans and training proposals.
Contract effectively with your internal clients.
Identify powerful yet simple techniques to market
your training function.
Evaluate and develop trainers using a 16 point
competency tool.
Use four tools to supervise and coach instructors.
Evaluate and develop course developers using a
32 point competency tool.
Use five design tools to supervise and coach
course developers.
Apply four tactics to improve learning transfer.
Identify methods to cost justify training and
monitor a training budget.
Develop an action plan to get results.
Adobe Captivate is the most popular eLearning

development tool. Now is your chance to learn
Captivate (v8) and take advantage of its very latest
features as well as those that have been around
since its introduction. Youll learn how to publish to
HTML5, create drag-and-drop exercises, record
system audio along with narration, reusable
advanced action templates, and much more. Over
the course of three days, you will build a real
eLearning lesson that youll be able to take back
with you and customize to your needs. How cool is
that? Youll build a lesson that includes a soft skills
sample and a software simulation built in a brand
new way. Learn to:
Combine text, audio, video and images.
Add click-, drag-, and rollover-based interactions
Add pre-built learning interactions and games.
Use smart shapes to create your own buttons.
Use Captivates new Responsive Design to create
learning that works perfectly across desktops,
tablets and smart phones.
Add photographic and illustrated actor characters
as mentors.
Create a high definition video you can upload to
YouTube.
Create a pretest and set up partial and
negative scoring.
And, so much more! No more boring training.
PROJECT: Participants will complete and interpret

at least 3 key areas of the Training Function
Systems Audit, identify strengths, areas for
improvement and develop an action plan to
implement tools and skills learned in the workshop.
BONUS: Youll receive a Training Managers Tool
Kit containing the Training Function Systems Audit
as well as a 16-point Instructor Competency
Inventory and a 32-point Course Designer
Competency Inventory. CEUs are available for
this certificate.
P05 Designing and Developing

Micro-eLearning
With a little effort and guidance, you will be able to

use and repurpose Captivate elements in your own
lessons. Come prepared to learn and have fun!
BYOD: Please bring a WiFi-enabled laptop with
Microsoft Word and PowerPoint installed. If you do
not already own Adobe Captivate, download the
latest trial version from www.adobe.com/products/
captivate.html no sooner than 20 days before class
(so that it doesnt expire before class begins).
Upgrade Your Conference

Registration with a
Pre-Conference
Certificate Program.
You will receive a certificate of completion
and eBadge upon successfully completing
your certificate program. Lunch and
refreshment breaks are included each day.
See page 32 for fees.
Ray Jimenez, Author, Scenario-Based Learning:

Using Stories to Engage eLearners
Youll examine methods for micro-learning content
design and delivery for the quick transfer of
knowledge and application. This program is not
about authoring or mobile software. It focuses on
content development, design and delivery for
eLearning and performance support systems. At the
end of the certificate, you will own examples and
demos to serve as your models. In addition, you will
be able to:
Design shorter, succinct and chunked learning
lessons and exercises.
Use templates and design models to
communicate your design approach.
Present cost-benefit justifications for using
micro-lessons, games and exercises.
Apply micro-learning in compliance, technical,
software, soft skills, and on-boarding.
Identify challenges and opportunities for microlearning demands.
Understand the environments of on-the-move,
on-the-job, and mobile learners.
Measure impacts and benefits of micro-learning
content in work efficiencies, cost reduction, and
improved performance.
Integrate micro-learning content in social
learning, communities of practice, technical
support, and performance support.
Implement a Subject Matters Expert (SME) microlearning content preparation process.
Implement a conversion of existing large content
into micro-learning approach and convert new
content.
Adapt and configure LMSs, Performance Systems,
and social learning tools to facilitate microcontent delivery and tracking.
Present a business case on financial impacts and
returns of micro-learning design.
BONUS ITEMS! You will receive a free copy of
Rays book 3-Minute eLearning: Micro-Learning
Design and Development along with demos, files,
templates, forms, and examples of micro-learning to
download for reference.
PROJECT: Participants will prepare a storyboard
and wireframeof a small project.
BYOD: Please bring a WiFi-enabled laptop (with
headset) with MS Office and at least 1 Gig of free
space to copy files.
BYOD: Laptop recommended.
Certicate Programs
TWO-DAY CERTIFICATE PROGRAMS

Saturday, Feb. 13 & Sunday, Feb. 14
P06 Agile eLearning Development:

Success with SAM
Richard Sites, Vice President, Training and
Marketing, Allen Interactions
If you are seeking an efficient and effective learning
development process focused on performance and
the creation of the best instructional products and
a model that not only fosters creativity, gets
stakeholders involved from the very beginning, and
is practical look no further! In this program, you
will be provided with a thorough overview of the
Successive Approximation Model (SAM) and will
leave equipped with specific strategies to put SAM
to work in your organization. What is SAM? The
Successive Approximation Model, aka SAM, is a
proven, collaborative agile-based process that
addresses learning performance needs early
through iterations, and repeated small steps, rather
than with perfectly executed giant steps. SAM
challenges the notion of moving through a linear
process (like ADDIE) from analysis to evaluation as
an effective strategy for designing learning events
intended to produce improved performance. SAM
also addresses the roadblocks we all face (product
quality, meeting timelines and budgets, and
managing SMEs). Sites, co-author of Leaving ADDIE
for SAM, will provide you with a thorough overview
of the SAM process, and equip you with specific
strategies to put SAM to work in your organization
as he shares:
Why SAM is needed.
Introduction to SAM.
Agile product development key points.
Designing with iterations.
The power of sketching.
SAM starts with savvy a brainstorming session.
Making SAM work for your organization.
P07 Practical, Cost-Effective Video

Production for eLearning
Steve Haskin, Chief Creator,
Industrial Strength Learning
Streaming video content is everywhere and its
becoming especially important in engaging our
eLearners. We all need to step up our video game.
But how do we produce great video with microbudgets, little technical expertise, and short
timelines? This certificate program will show you
how to solve those problems. Youll learn about:
Making great video on a shoestring budget.
Selecting the right video equipment and setting
up a small studio.
Video storytelling.
Shooting and editing for the small and
large screen.
9:00 am 4:00 pm
Planning a video (pre-production).

Shooting great video (production).
Techniques that will make your video a cut above
the rest (post-production, forgive the pun).
Integrating your videos into compelling, engaging
eLearning courses.
PROJECT: You will shoot and edit an eLearning
video as part of this course. Well end the course
with a video showcase where a winner will be
celebrated!
BYOD: Youll need your laptop, pre-loaded with
Adobe Creative Cloud programs including Premiere
Pro, After Effects, Photoshop and Audition. These
are the best programs, but you can use any video
and audio editing programs you wish. Also, while
you can use your phone as your video camera, a
DSLR, point-and-shoot camera or a video camera is
preferred. Youll find out why during the online
webinar!
P08 Designing and Delivering the

Modern Virtual Classroom
Jennifer Hofmann, President; Karen Vieth,
Facilitator, InSync Training
The virtual classroom has evolved, and expectations
for quality are higher than ever. Is your organization
ready to bring their virtual learning design and
delivery to the next level to ensure it is meeting,
and potentially exceeding, the traditional classroom
experience? What do you and your designers and
facilitators need to do to level up and become
masters at their crafts given the trends of
globalization, mobility, and social networking? By
establishing a foundation of knowledge and skills in
these areas, you can get ahead of the trends and
create core practices in your organization. Bring
your laptops, mobile devices, and your creativity.
Well explore as much technology as we can while
focusing on modern design and facilitation
techniques. Learn to:
Design virtual classroom activities that will
engage learners with appropriate interaction and
collaboration techniques.
Design and develop a variety of instructional
activities that utilize the whiteboard, chat,
application sharing, web browsing, webcam, and
breakout room activities.
Keep participants energized, focused, and
motivated throughout a modern learning
experience by applying virtual facilitation
techniques.
Adjust your existing instructional design and
facilitation skills to accommodate a global
audience.
Apply design strategies that maximize the live,
mobile environment.
Incorporate social media tools and networks into

a virtual learning experience to accomplish formal
and informal learning.
FINAL PROJECT: Approximately two weeks
after the conference, youll reconnect online for a
2-hour hands-on session in immersive social
activities where youll compare desktop and mobile
learning environments.
BYOD: Please bring Wi-Fi Enabled Laptop AND
one Wi-Fi Enabled Mobile Device (Smart phone or
IPad) with ability to access sites like Facebook,
Linked In, and Twitter, plus login IDs.
P09 Moving from Training Provider

to Trusted Advisor with
Performance Consulting
Bob Pike, Author, Master Trainers Handbook
Its time to stop reacting to training requests and
start meeting real performance needs. Learn to
eliminate training that does not add value and start
doing the right training, at the right time, for the
right people, while identifying other performance
solutions that will make you a trusted advisor within
your organization. This program will provide a road
map that will allow you to have pain conversations
within your organization. Youll learn:
The 3 signals that performance improvement (not
necessarily training) is needed.
About the 6 parts of an organization impacted by
performance gaps.
5 performance solutions to implement before
doing any training.
10 strategies for getting management support for
performance improvement.
About the 3 people who most impact
implementation of performance solutions and
how to engage them!
10 ways to tap the power of the right questions.
17 powerful performance improvement questions
to ask.
5 leverage areas that accelerate organizational
resultsand why only 2 can be optimized at
a time!
15 capabilities any organization needs to leverage
for maximum results.
How to create working agreements that
actually work.
How to lead effective focus groups and
interviews.
How to develop effective questionnaires and
surveys.
How to prove ROI for your projects (its easier
than you think!)
BONUS MATERIALS! Youll receive a copy of
Unlock the Power to Learn Unleash the Power to
Perform book by Bob Pike; a 125+ page Performance
Consulting Workbook; a personal Training Transfer
Action Plan; a Performance Solutions Cube; and
much, much more.
Certicate Programs
TWO-DAY CERTIFICATE PROGRAMS

Saturday, Feb. 13 & Sunday, Feb. 14
P10 The Art of eLearning Design

Using Storyline
Kevin Thorn, Chief NuggetHead,
NuggetHead Studios
Design starts on paper! The eLearning design phase
not only includes Instructional Design, but also
Visual Design two different disciplines. Articulate
Storyline is the tool that fits in the middle. So where
do we start? We start on paper away from the tools.
When were not distracted, we can think differently.
When we think differently, we can design differently.
By sketching our designs first, we can see the visual
flow of instruction and refine those interactive
behaviors during the storyboard process. Then we
can apply specific aspects to our storyboards in
preparation for development in Articulate Storyline.
You will:
Learn how to design a visual hierarchy
of instructional flow.
Design a visual library for storyboarding
eLearning projects.
Create a set of design documents in
preparation for development.
Create a storyboard template specific to
Articulate Storyline.
Keep track of all your assets with a
Storyline Style Guide.
PROJECT: This 2-day workshop will prepare you
to design and create a set of storyboard documents
that specifically match the development environment on day one. On day two, you will assemble
your design in Articulate Storyline and begin to see
the nuances of designing before development,
helping you be a more efficient designer/developer.
Microsoft Word and PowerPoint installed. If you do
not already own a licensed copy of Articulate
Storyline, download the latest free trial version from
http://articulate.com/storyline no sooner than a few
days before class so you will have plenty of time to
practice before it expires.
P11 Measuring Learning Impact

Using the Kirkpatrick New
World Model
Jim Kirkpatrick, Senior Consultant; Wendy Kayser
Kirkpatrick, President, Kirkpatrick Partners;
Gerald Jones, Associate, Booz Allen Hamilton;
Glenn Hughes, Senior Director of Learning and
Development, KLA-Tencor; Keith Davis,
Intelligence Analyst, Booz Allen Hamilton;
Mollie Stanford, Supervisor, Design Team, Navy
Federal Credit Union
The Kirkpatrick Model comprises the foremost
evaluation methodology in the world. Learn directly
from the Kirkpatricks the true and correct
9:00 am 4:00 pm
methodology and how to apply it to maximize the

business results from your training initiatives. Youll
learn the four levels, receive a participant manual
filled with examples and templates that you may
borrow and adapt to build your own tools, and gain
a complete understanding of what each level
measures. You will also explore the reasons why
Blended Evaluation is critical to training success
and hear case studies and success stories from
companies that have used the model effectively
including from award winners of Training magazines
Top 125. You will learn not only how to evaluate, but
why and to what degree and how to ensure that
what is learned transfers to on-the-job behaviors.
You will learn why training alone is not enough and
receive guidance to make sure that what you teach
actually gets used on the job. Learn to:
Explain the elements of an effective program
evaluation plan that maximizes business results
and minimizes resources employed.
Define the critical difference between effective
training and training effectiveness.
Evaluate programs using appropriate Kirkpatrick
Blended Evaluation tools.
PROJECT: You will finish by creating a plan to
ensure that your own learning transfers to on-thejob behaviors.
BONUS! Attend this certificate plus five of the
designated Measurement sessions and receive a
special Training Measurement Certificate signed
by Lorri Freifeld, Training magazines Editor in-Chief.
See page 13 for details.
P12 Planning and Developing

eLearning from Concept
to Launch
Nick Floro, Learning Architect, Sealworks
Interactive Studios
There are lots of tools, techniques and solutions for
delivering eLearning today. Whether you are new to
eLearning or you are currently an eLearning
designer, developer, or manager who is looking to
reboot your eLearning, dont miss this workshop
where you will learn the latest techniques, tools and
work flows to create amazing learning experiences.
This program is designed to give you real solutions
that you can apply as soon as you get back to your
office. Youll start with how to define your project,
sketching concepts, building a prototype, designing
analytics into your solutions then youll build your
knowledge on key technologies that will help you
plan and select the best tools to develop your
ecosystem of learning. You will learn:
About tools and apps for mobile, tablets,
and desktop.
To understand design and how to create amazing
experiences.
About prototyping tools and techniques.

To use feedback loops to improve your
solutions before you start development.
About content strategies and architecting
bite-sized learning.
5 Ways to improve your learning without
breaking the bank.
How to compress and optimize videobased content.
HTML5 and why your team should add
this to their toolbox.
About designing mobile browser-based
experiences vs a native app.
About testing and iterating solutions.
Microsoft Word and PowerPoint or Keynote (Apple),
HTML5 browser, HandBrake (opensource) and a
Mobile Device with free app Prototyping on Paper.
P13 Quiet Leadership

Harnessing the Power
for Your Organization
Mike Erwin, CEO, Quiet Leadership Institute
More than half the workforce has introverted
personality traits traits often undervalued in our
Extrovert Ideal corporate culture. Imagine the
impact to teams and organizations if introverts were
celebrated for their strengths and encouraged to
channel their qualities in productive ways. The
aggregate effect has the potential to dramatically
improve company-wide performance. Based on
Susan Cains research in Quiet: The Power of
Introverts in a World That Cant Stop Talking, the
Quiet Leadership Institute will help you develop a
framework for understanding the unique strengths
of introverts, extroverts, and ambiverts. You will
learn how to apply the framework to build more
productive teams, conduct more efficient meetings,
and lead individuals and teams to greater
performance outcomes. You will leave with clearly
defined action statements for what to do differently
with your learning teams and organizations. In this
workshop, you will:
Explore the neurobiology of Introversion and
Extroversion.
Assess where you fall on the IntroversionExtroversion scale.
Discuss unique strengths of Introverts and
Extroverts.
Learn how to act out of character with the
Free Trait Theory.
Develop leadership techniques for leveraging
strengths in your teams and organizations.
Learn to communicate and win in mixed
Introvert/Extrovert Teams.
Strategize how to tap into the power of quiet
leadership for yourself and others in your
organization.
10
Future Forum & Technology Test Kitchen
Future Forum:
Emerging Technologies
& Mindsets
FEBRUARY 15, 2:00 4:00 PM
Forum Moderator:
Darren Nerland, Senior
Learning and Innovation Leader,
Bill and Melinda Gates Foundation
The digital universe the data we create
and copy annually is doubling in size
every two years. By 2020, it will contain
nearly as many digital bits as there are stars in the physical
universe. With such a quantity of information available, the
role of Learning & Development professionals needs to change
from subject matter expert to curator of content and architect
of better virtual learning ecologies that support searching for
and surfacing the right learning content for the learner at the
right time. This is especially important as tech-savvy
Millennials enter the workforce expecting both on-demand
training and self-created learning paths.
Join us for this special Future Forum where you will brainstorm
with forward-looking Learning experts, including:
Lt. Col. Wilson Ariza, Associate Director for Training,
National Simulation Center (SimLEARN), U.S.
Department of Veterans Affairs
David Metcalf, Senior Researcher and Director,
Mixed Emerging Technology Integration Lab (METIL),
Institute for Simulation & Training
Matthew Valencius, Manager, Instructional Design &
Development, IBM Center for Advanced Learning
(Training Top 10 Hall of Fame member)
Manal Houri, Technical Training Manager, Ericsson Inc.
Technology Test Kitchen

Executive Chef:
Phylise Banner, Director of
Online Teaching and Learning,
Union Graduate College
The Technology Test Kitchen is
designed as a makerspace approach
for sharing innovative tools, new media, and approaches to
integrating technology into online and instructor led training
design, development, and delivery. This open and collaborative
environment provides opportunities for individual or guided
hands-on exploration.
The Technology Test Kitchen includes stations where
participants are guided by Master Chefs who are available to
talk about design, discuss recipes (quick how-to guides),
utilize apps, brainstorm strategies, explore new media
(hardware & software), and provide 1:1, hands-on sharing with
technologies.
Attendees are encouraged

to bring their own devices
(laptop, tablet, smart phone)
and visit the Technology Test
Kitchen area to learn, explore,
and share knowledge within a
lab environment. Approaches
focus on designer, developer,
facilitator, and participant
applications, and include
multiple platform and device
applications.
Come join us for our chef demonstrations throughout the
conference. Hear from the experts, download the recipes,
and start cooking!
Training 2016 Expo

Browse top training products and services and gather a
wealth of information to help you and your organization
make the right decisions and save time and money.
11
Expo Hours
Monday, Fe
bruary 15
11:00
See www.TrainingConference.com for a list of exhibitors.
am 5:30 pm
Tuesday, Fe
b
11:00 am 5
ruary 16
:00 pm
Meet the Learning Leaders

on the Expo Stage
Have plenty of business cards
handy youll definitely want to
network with these folks.
Top 125 Award Recipients

Monday, Feb 15, 3:15 3:45 pm
Congratulate the winners of the special
2016 Training Top 125 Best Practice and
Outstanding Initiative Awards as they
receive their crystal trophies on the
Expo Stage.
25 to Meet
Tuesday, Feb 16, 12:30 1:00 pm
For exhibit/sponsor
opportunities, contact
Dick@TrainingMag.com
Training recognizes 25 training

professionals who have been in the
industry for two to 10 years and have
demonstrated exceptional leadership skills,
business savvy, and training instincts.
Applaud these Emerging Training Leaders
award winners. Heres your chance to
mingle with rising training stars on the fast
track to success.
12
Breakouts & Clinics
Training Boot Camp Certificate

Attend five of the designated boot camp sessions,,
in addition to the Training Design, Delivery
and Facilitation Certificate Program
(P01 on page 6), and receive a Training
Boot Camp Certificate signed by Training
magazine Editor-in-Chief Lorri Freifeld.
MONDAY, FEBRUARY 15
8:00 AM 9:00 AM
101 Learning is a Contact Sport:
Ten Strategies for Boosting
Professional Development
Gus Prestera, Organizational Learning and
Development Consultant, Prestera FX, Inc.
People develop more profoundly and rapidly
when their development is rich in person-toperson interaction. Well examine ten
strategies you can use to infuse more
interaction into your initiatives including:
mentoring, group-based mentoring (e.g.,
mentoring circles), cohort-based learning
assignments, experiential learning, manager
coaching, and feedback loops. Well look at
real-world examples of each and consider
their strengths and weaknesses. Learn to
make development more of a contact
sport and see tangible gains in results.
102 An Impartial Arbiter:

Which Authoring Tool Will
Meet Your Needs?
Joe Ganci, President, eLearningJoe
So many authoring tools each with its
strengths and weaknesses. How do you know
which will work for you? Would you like an
expert guide who is beholden to no tool
vendor? Joe specializes in development tools
and will help you make sense of the tool
landscape and give you guidance as to which
will fit the bill for you.
Boot
CAMP
103 Practical and Powerful

Post-Training Evaluation
Jim Kirkpatrick, Author, Training on Trial;
Wendy Kirkpatrick, Founder,
Kirkpatrick Partners
Using a blended evaluation approach, youll
learn the most effective ways to obtain the
data and information you need after your
training program. You will get tips on what
information to gather, when to obtain it, and
how to ask the questions in a way that will
yield the most useful information possible
from your post-program evaluation efforts.
You will receive a sample evaluation form to
use and adapt for your own training
programs.
104 What Motivates: New

Research into Employee
Engagement
Christopher Kendrick, VP, The Culture Works
With almost universal awareness about the
business benefits of employee engagement,
why are employees disengaging in droves? To
find out, we surveyed more than 850,000
people globally to learn what makes them
most engaged in their jobs. This session will
share the findings of this study, as well as the
secrets to unlocking workplace potential. You
will also be introduced to a step-by-step
method for tailoring your work to better fit
what motivates you, boost happiness, and
inspire greater energy and engagement within
your teams.
First-Timer Orientation Session

Sunday, February 14, 4:15 5:30 pm
If this is your first Training conference, make the most of your conference
experience by joining Training magazines Emerging Training Leaders
your ambassadors for this orientation session.
Breakouts & Clinics

are included with
a 3-Day Conference
registration.
105 Developing Critical

Competencies in Emerging
Technologies for Instructional
Designers
Aileen Zaballero, Senior Rothwell &
Associates, LLC.
Organizations continue to expand operations
globally; multiple generations are integrating
in the workforce; technology is advancing at a
faster rate; and learners are not only more
diverse, but also more advanced. In the face
of these changes, how has instructional
design been impacted? What new
competencies must instructional designers
now have? This session will focus on how to
develop relevant competencies to
instructional design with a key emphasis on
emerging technologies.
106 The 7 Greatest

Mistakes Trainers
Make and How to
Avoid Them
Bob Pike, Chairman, P3 Associates
Well explore the worst mistakes trainers
make when designing and delivering training
and show you how to avoid them. Well cover
learning transfer strategies; chunking content;
the amount of content being presented;
asking and answering questions; being off
schedule; evaluation; keeping participants
energized; opening and closing the training
program; and handout development.
107 News Flash: Adopting Agile

Requires a Culture Change
Are You Ready?
Megan Torrance, CEO, TorranceLearning
Agile is more than a project management
method its a culture. Youll learn how agile
methods resolve inherent shortcomings of
traditional methods (ADDIE), how to build the
Breakouts & Clinics
13
Training Measurement Certificate

Attend five of the designated measurement sessions,
Lunch and coffee

are included each day
of the Conference.
in addition to the Measuring Learning Impact Using

the Kirkpatrick New World Model (P11 on page 9),
and receive a Training Measurement Certificate signed
by Training magazine Editor-in-Chief Lorri Freifeld.
culture that supports an agile project team,

and about the tools needed to manage your
first project using agile. Plan on good
discussions, stories, and tips on what to do
and what to avoid and meet colleagues you
can connect with as you manage your own
implementations.
108 So No One Told You

Youre a Marketeer?
Melissa Smith and Maria Chilcote,
Managing Partners, The Training Clinic
Like it or not, marketing training is part of
your job! Youll identify a variety of ways to
improve attendance at training events and to
build alliances and a presence in your
organization. And youll get practical tips and
tricks so you meet organizational needs,
rather than put on events that have marginal
participation.
109 Managements Real

ROI: Capitalizing
e/mLearning
Investments
110 Leadership Through

Biography: Shedding Light
on Strategic Leadership
Lessons from the Past
Melissa Robertson, Manager of Leadership
Programs; Sean Thomas, Director of
Leadership Programs, The Fred W Smith
National Library for the Study of George
Washington
People are born with certain innate
characteristics (temperament, intellect,
natural talents) that contribute to their
potential for successful leadership, but
leaders at all levels are shaped by their
training, education, and experiences.
Examining the stories of others through
biography is one of the best methods to gain
an understanding of our own personal
leadership style; both in areas of strengths
and weaknesses. Learn about leadership
development through the example of
prominent historic figures.
111
5 Proven Ways to Create

Change with Gamification
Ajay Pangarkar, Workforce Revolutionary,

CentralKnowledge Inc.
Monica Cornetti, CEO,The Sententia

Gamification Consortium
Training efforts are often viewed by

management as a line expense for a specific
period. e/mLearning initiatives are considered
investments since they require tangible
financial requirements including technology
and supporting infrastructure viewed as
capital expenditures. Well discuss specific
financial literacy tools you can use to build a
comprehensive financial structure to support
these projects and to gain senior
management buy-in.
Gamification captures measurement, behavior

analysis, and engagement in ways that can
provide a real-time understanding of
performance, generate needed change, and
enable organizations to meet their objectives.
Discover how to create fun, collaborative
gamification experiences in which players
are interested in greater interaction and
understanding of the rules of the game.
112 Compressing Audio and

Video for Desktop and
Mobile Delivery
Nick Floro, Learning Architect,
Sealworks Interactive Studios
Nick will share techniques and interactivity
that can be added to your audio and video as
well as the latest standards and how you can
take advantage of open source, free
compression tools, and the latest applications
for getting the smallest file sizes and the
highest quality. Youll also learn about the
hardware and software that is needed to
create your own in-house studio.
113 A Trainer and a

Clown Walk into
a Classroom
Margie Meacham, Chief Freedom Officer,
learningtogo.info; Steve Haskin, Chief Creator,
Industrial Strength Learning
Many organizations advise their employees
that using humor is just too risky in todays
business climate. But did you know that
your brain is finely tuned to respond to
humor? Some of your most powerful, lasting
memories will be made when you are having
fun. When you understand the neuroscience
of humor, you can incorporate it into your
existing training programs to increase learner
engagement, recall and retention. This highly
interactive hands-on session will make you
laugh and learn.
For a detailed schedule and session updates, visit: www.TrainingConference.com
14
Breakouts & Clinics
114 Accelerating New Employee

Productivity
MONDAY, FEBRUARY 15
11:00 AM 12:00 PM
Moderator: James Goldsmith, Learning

Architect, Accenture; MeChelle Callen,
VP of OD, FORUM Credit Union; Angelique
Ringgold, Manager L&D, Andrew Bishop,
Manager L&D, and Jessica Sanchez, Sr. Trainer,
L&D, Verizon Wireless; Don Schimidt, Director,
Global Sales, Client Services and Customer
Support, lynda.com a Linkedin company
201 Once Upon a Time,

You Changed the World:
Transforming Attitudes
Through Personal Stories
in Training
Are you onboarding or waterboarding? Stop

torturing your new employees! Learn how
FORUM Credit Union implemented a new hire
onboarding process that lowered the new hire
turnover rate to less than 5% with nearly a
10% increase in productivity and with new
hire satisfaction scores through the roof. Hear
about the unique business needs that led to
the creation of a national new hire program
for Verizon Wireless Retail employees which
includes delivery options for classroom,
virtual instructor led, and self-guided learning.
And hear how training leader lynda.com trains
its own staff.
115 Guerrilla Learning:

Revolutionize Your Learning
by Going Under the Radar
Adam Weisblatt, Learning Technology Leader,
Nielsen
You want to get started with mobile and social
learning. You want to try gamification. But
content owners dont want their high priority
project to be your guinea pig. You need to use
Guerrilla Learning to experiment with
innovative techniques under the radar with
low effort, low cost, low visibility but
high-impact programs. Youll learn techniques
for creating Guerrilla Learning campaigns and
for converting them to fully successful
projects.
Morning Yoga
We invite you to clear your mind and
center yourself each morning of the
Conference with a yoga class led by
certified yoga instructor Kristine
Iverson. All levels are welcome
whether you are practicing for the first
time or have an established routine.
This will help you make the most of
your day and you may also learn
some valuable training techniques.
Please wear loose-fitting clothing.
Moderator: Jenny Dearborn, Chief Learning

Officer, SAP; Mary Ann Baynton, Executive
Director, Mindful Employer Canada; Leslie
Bennett, Corporate Culture Game Changer,
Open Spaces Learning; Donna Hardaker,
Director, Wellness Works, Mental Health
America of California; Clare Miller, Director,
Partnership for Workplace Mental Health,
American Psychiatric Foundation
How can training help create truly inclusive
workplaces? One route is stigma reduction,
which happens best and fastest through
direct contact with those deemed outside
the norm. In this unique session, discover the
impact of personal storytelling-based training
on reducing workplace stigma around mental
health. Expert panelists will share revealing
findings, statistics and best practices and also
model the technique by telling their own
moving personal stories of living with mental
health challenges.
202 10 Traps that Derail SMEs in

Training and What to Do
Kendra Lee, President, KLA Group
Effectively involving Subject Matter Experts
(SMEs) in development and delivery makes
your training resonate, drives higher
participant engagement and stronger ROI. Yet
SMEs job descriptions typically dont include
training and their attention is frequently
pulled elsewhere. Youll learn to anticipate 10
traps SMEs fall into, discover proven
strategies to guide them back on track, and
get techniques to avoid the traps from project
start.
203 Increase Your

Learners Thinking
Agility with
These 5 Mind Hacks
Ann Herrmann-Nehdi, CEO,
Herrmann International
Explore 5 mind hacks your learners can use
to build their agility, improve their day-to-day
effectiveness, and take back control of their
thinking rather than letting complexity,
technology, and change control it for them.

Along with a variety of proven techniques
based on the latest brain research, youll also
discover practical new models for adapting
your learning approaches to your learners
needs, keeping in mind desired learning
outcomes, business requirements, and the
mental energy required of the learner.
204 Micro-Learning Design for

On-the-Go-Learners
Ray Jimenez, Author, Story-Based eLearning
Design
Move beyond the antiquated, costly and slow
method of designing and delivering learning
with Micro-Learning. Youll get a 5-step
process for creating Micro-Learning lessons,
an implementation checklist, five free source
codes, and links to demos and examples.
205 Maximizing the Employee

Experience with Moments
of Impact
Peter Mostachetti, Management Development
Professional, IBM
Can training make an impact on a persons
professional and personal life? Its
possible with help from the Moments of
Impact! Youll identify six Moments of Impact
that managers should get right to create
meaningful experiences for employees and
youll learn the three steps to creative data
collection that help illustrate when Moments
of Impact show up. Through stories and a
fun mobile-enabled Bingo game, youll learn
how creating a signature employee
experience is not only meaningful, but also
simple.
206 Instructional Designs that

Drive Results
Victoria Halsey, VP Applied Learning, The Ken
Blanchard Companies
Explore an innovative instructional design
model that connects people, content and
design to drive engagement, energize
learners and keep their voice front and center.
Youll learn techniques for developing
instructional designs that create a learnercentered mindsetdesigns that focus not on
figuring out how smart learners are, but how
they are smart.
Breakouts & Clinics

Pre-Register for
Your Clinic Choices!
Be sure to pre-register for the
two hands-on clinics, which are
included with your 3-Day
Conference registration.
207 Memory and Learning

Preferences
Bob Pike, Chairman, P3 Associates
Too many people have been told to learn,
but have never been taught how to learn.
Many of us have sloppy filing systems. In this
fast-paced, highly interactive session, youll
experience seven ways to remember anything
and go through a simple process that will
enable you to understand how you learn best.
208 Ten Wicked Cool

Classroom Training
Tricks!
Mark Snow, VP Performance Technology,
HRD Press
Sometimes we find even our best sessions
falling flat. Our learners are tapping their
fingers, rolling their eyes, yawning, and
generally itching to do just about anything
except listening to our content. Learn 10
proven tricks that can be used anywhere in a
session where you start to see a lull. Youll
grab their attention, get them on the edge of
their seats, and instantly re-engage their
minds to an optimal state. Yes, it CAN be done!
209 Cracking the Code for

Kirkpatrick Levels 3 and 4
Jim Kirkpatrick, Author, Training on Trial;
Wendy Kirkpatrick, Founder,
Kirkpatrick Partners
Levels 3 and 4 have intimidated training
professionals for decades. Some think they
have cracked the code with a highly
standardized 90-day post-training survey,
but this is not adequate and could even be
counterproductive. Others think that 360s are
the key, but this is not a complete solution
either. Learn to unravel the mystery, starting
with the need to focus on the Level 4
organizational results, then on how to create
and implement a strong Level 3 on-the-job
application plan, and finally, on a real-world
approach to tracking short-term outcomes
and maximizing program results.
210 Supporting Diversity and

Inclusion: Mitigating Hidden
Bias in Instructional Design
Steven Yacovelli, Director, Inclusion and
Change; Shauna Vaughan, Lead Instructional
Designer, SweetRush Inc.
From selecting course references and visuals,
to designing activities, to facilitating, the
importance of context and cultural
appropriateness in learning cannot be
overstated. Using the latest neurological
research, youll explore where hidden biases
come from and examine how we can uncover
them within ourselves and others and
identify strategies to avoid hidden bias in
instructional design and delivery. And, youll
look at ways to forward the mission of
inclusivity in your day-to-day work.
211 How to Design

Leadership Programs
to Maximize ROI
Jack Phillips, Chairman, ROI Institute
Organizations are allocating record amounts
of funding to leadership training and
executives are requesting evaluation at the
Business Impact and ROI levels.
Unfortunately, evaluations are stuck at
reaction, learning, and application levels. Well
discuss the reasons for failure of leadership
training programs, the drivers for leadership
training measurement and how to connect
leadership training to business value and to
calculate ROI.
212 Create Professional Videos

in Three Simple Steps
Pooja Jaisingh, Product Evangelist, Adobe
Systems
Video is an excellent medium to share
information and demonstrate the steps to
master a skill. Creating professional videos
can be a time-consuming and elaborate
procedure. But time and funds are often
short. Learn how to create professional
looking videos right at your desktop without
specialized equipment or training. You will see
a live demonstration of recording, editing, and
publishing a video using an extremely quick
and easy workflow.
15
213 Instructional
Techniques for OJT
Michael Nolan, President,
Friesen, Kaye and Associates
Delivering effective training in an on-the-job
(OJT) environment requires a unique set of
skills for trainers. They must identify what
helps and hinders the learning process and
adapt basic instructional strategies to ensure
the learner can apply the knowledge and skills
immediately to their jobs. Learn to apply the
Systematic Learning Process to OJT, to
identify strategies to handle difficult OJT
situations, and to integrate the principles of
adult learning into OJT.
214 How MOOCs are Redefining

Corporate Learning
Moderator: A.J. Ripin, COO, Moving Knowledge;
Jean Marrapodi, VP, Manager of Instructional
Design, Citizens Bank; Timothy Brannan,
Professor, Central Michigan University; Tally
Booth, Sr.Manager, Learning Development,
ADP; Shannon Hasa, Sr. Instructional
Designer, ADP; Ingrid Urman, Head of
Learning Methods, Tenaris
2012 was dubbed the year of the MOOC by
the New York Times that year three large,
well-financed MOOC providers, edX, Coursera,
and Udacity, associated with top universities
were founded. 2015 has been cited in
forbes.com as the year of Corporate MOOCS.
Get multiple views on how they are impacting
learning, if such a solution will work for you,
and how to approach the design,
development, measurement, and
management of a MOOC.
215 Training Department

Systems Audit
Melissa Smith, Managing Partner;
Jean Barbazette, Founder, The Training Clinic
How does your learning department stack up
when it comes to operating at its full
potential? If you feel yourself running on
empty, not able to keep up with monitoring
performance or not fulfilling the organizations
needs in general then its time for an audit!
Learn to audit and benchmark your training
function in ten key areas. Whether your
training function is strategic or reactive (and
wants to be more strategic), youll learn to
clarify and identify how your function is
operating.
16
Breakouts & Clinics
Hands-on Clinics
Learn by doing
in a 2-hour hands-on,
interactive session
that is included with
your 3-Day Conference
registration. Space is
limited, pre-registration
is recommended.
MONDAY, FEBRUARY 15
2:00 4:00 PM
C101 xAPI: What It Is,
and Why It
Matters to You
C103 Really Rapid

Design for
Engaging Training
C106 Doin the Socials
Sivasailam Thiagarajan, Resident

Mad Scientist, The Thiagi Group
Well explore social media tools like Facebook,

Pinterest, Twitter and Periscope with a special
emphasis on using them to support learning.
Then well roll up our sleeves and put the tools
to work as we enhance our conference
experience through posting, Tweeting, and
pinning.
Learn how to design effective, efficient, and

engaging learning using a Really Rapid
Instructional Design (RRID) model which
combines best practices from design thinking,
creativity process, improv techniques, agile
methodology, and cognitive sciences. Youll
experience a training activity that was created
with the RRID approach and deconstruct this
activity and apply the procedure to design
your own training package.
BYOD Laptop recommended, not required.
C104 Applying the Power of

Positive Psychology
Ken Phillips, CEO, Phillips Associates
Devin Hughes, Partner, ITLN/Shawn Achor
The eXperience API (xAPI) presents an

entirely new way of thinking about learning
with new opportunities for designers to make
amazing new products weve never before
imagined. But what IS xAPI, anyway? How
does it work? And how can it help track users?
Using real-world examples to illustrate how
xAPI allows us to design content differently,
well look at the possibilities, and the hazards,
of adopting this exciting new technology.
At the end of the session, youll know if your
company is ready to start taking the first
steps. Spoiler alert: You are.
Note: Also see C201 on page 27.
Based on the principles in Shawn Achors The

Happiness Advantage and The Orange Frog
(each participant will receive a complimentary
copy) you will learn how the latest research in
positive psychology can be applied to your
benefit, and to the benefit of your colleagues.
You will explore the seven principles of
positive psychology that fuel success and
performance in the workplace and create your
own personal plan for incorporating
happiness into your life and organization.
Margie Meacham, Chief Freedom Officer,

learningtogo.info
Explore how to design brain-aware learning
experiences using a learner-constructed
graphic language. The graphic organizer is a
design technique that helps learners focus on
key points, link those points to what they
already know and encode the information in a
way that makes it easy to retrieve and apply.
Learn why they work, identify formats you
can use in your next project, and come away
with editable templates for your own learning
designs.
BYOD Bring your laptop with security

configured to allow access to popular
social sites.
C107 State-of-the-Art
Survey Design
Techniques
Anthony Altieri, Consultant
C102 Leaving Breadcrumbs for

Learning: The Neuroscience
of Graphic Organizers
Jane Bozarth, Author,

Social Media for Training
C105 Building Strategic Linkages

to Map and Measure
Learning Strategy
Ajay Pangarkar, Workforce Revolutionary,
CentralKnowledge Inc.
Business leaders have made learning a
priority. But they expect learning initiatives
to connect with organizational objectives,
ensuring improved performance though a
cause-and-effect effort. Discover how to do
this through a performance management
framework by working through a case study
of a fictitious company completing the
learning and growth component of a
balanced scorecard, ensuring learning
aligns with the companys existing metrics
and strategic objectives.
Poorly designed surveys can lead to bad

decisions and disastrous results. In this
interactive session, you will identify a proven
five-step organization survey process and
analyze the common mistakes made in many
organizational surveys. Youll also identify 16
tips for overcoming these mistakes resulting
in organization surveys that produce valid,
scientifically sound data data that aids
organization decision-making and helps focus
strategic planning efforts.
C108 25 PowerPoint Tricks

for Trainers
Nick Elkins, Director of E-Learning
Development, Artisan E-Learning
Uncover the best PowerPoint features for
saving time, customizing your look, and
engaging your audience. Whether you present
in the classroom, convert PowerPoints to
elearning, or use it in another authoring tool,
youll discover how to take your designs to the
next level. Attend and learn to create
graphics, animations, presentations, and
courses that people wont believe you did in
PowerPoint.
BYOD Bring your laptop with PowerPoint
installed.
BYOD Laptop recommended, not required.
For a detailed schedule and session updates, visit: www.TrainingConference.com

Breakouts & Clinics

C109 Identifying and Reducing
Decision Making Biases
Stephanie Hemmert, Senior Judicial Education
Attorney, Federal Judicial Center
By the end of this interactive clinic, you will
examine a dozen decision-making bias
concepts, identify and discuss workplace
examples of each, have the opportunity to
practice explaining a concept to colleagues,
get strategies for reducing and counteracting
these potential biases, and write a personal
action plan for improving decision making. In
addition, you will explore the role emotion
plays in influencing decisions.
C110 Performing Under Pressure:

The Science of Emotional
Intelligence
Sara Ross, VP, Institute for Health and Human
Potential (IHHP)
TUESDAY, FEBRUARY 16
8:00 AM 9:00 AM
304 Build a Project Charter in

45 Minutes or Less
301 50 Tips (Yes 50!) for Making

Better Videos
Matthew Pierce, Customer Support Manager,
TechSmith
Want to improve your video creation process?
We will explore highly applicable tips 50 of
them to be exact at a lightning pace that will
keep you on the edge of your seat. The tips
will cross the spectrum of planning, recording,
editing, and production. Each tip is practical,
actionable, and focused towards instructional
video creators. Youll walk away with reminder
materials to help you recall and apply all 50
tips.
302 Aspire to Be a Positive

Deviant
Why do smart people fail? Why do technically

brilliant individuals have trouble managing
others and collaborating on a team? It is not
because they lack intelligence or technical
skills. Far from it. What they lack is a critical
level of Emotional Intelligence and the ability
to manage their own emotions and others
when they are under pressure. Well explore
science-based research about pressures
impact on the brain and, ultimately, our
performance. Youll learn and practice
practical, actionable techniques that
maximize success during pressure situations.
Jane Bozarth, Doctor of Learnin Stuff and

Positive Deviant
C111 A Proven Approach to

Driving Organizational
Change
303 Training for Transfer

of Learning
Stu Cohen, Principal Consultant; Briana

Goldman, Consultant, Linkage
Ever ponder why some training sessions are

one-hit wonders? Lack of training transfer is a
big part of the problem. In this session, youll
discover how to improve results by improving
the transfer of training. Youll identify the
three people who have the greatest impact on
transfer, the three times when something can
be done to accelerate transfer, and 27 specific
strategies to improve trainings transfer.
In this clinic youll learn to apply changereadiness diagnostics and get a roadmap for
driving change. First, youll assess the degree
of readiness of your organization to undertake
a specific change implementation relative to
six success factors. Then, youll evaluate the
readiness of individuals to commit to the
change and embark on the transition. Finally,
youll apply a tool to help clarify the business
case and define the future state. Youll leave
armed with new resources, ready to lead a
change initiative.
17
Whats a positive deviant? Researcher Jerry

Sternin discovered that, In every group there
are a minority of people who find better and
more successful solutions to the challenges at
hand. Even though they have access to
exactly the same resources as the rest of the
group, their uncommon practices or behaviors
allow them to flourish. Bozarth, one of
Training magazines favorite positive deviants,
will lead you in an exploration of some
positive deviants and their successes.
Becky Pike Pluth, CEO, The Bob Pike Group
Lou Russell, Queen, Russell Martin &

Associates
The Project Charter defines why the
organization is spending money on the project
instead of something else. Since Bad News
Early is Good News in project work, skipping
the Project Charter means frustration, churn
and rework. Invest in the front end and
improve your capacity to deliver results. Learn
to fill in the blanks using a Project Charter
template to clearly establish business
objectives, project objectives, scope, risk,
constraints, communications and governance
in 45 minutes or less.
305 Effectively Evaluating

eLearning: The Story
of Pearl White & the
Seven Dorks
Steven Yacovelli, Director, Inclusion and
Change; Shauna Vaughan, Lead Instructional
Designer, SweetRush Inc.
Mirror, mirror on the wall, whos got the best
eLearning of them all? Framed through the
(copyright-infringement free!) fable of Pearl
White and the Seven Dorks, well explore the
seven strategies for critically evaluating the
quality of asynchronous online learning.
Thats right, Perdy, Clicky, Techy, and the rest
of the crew will show you how to laser focus
on what really matters in an eLearning course,
and how to spot a shiny apple that your
learners will love.
306 Engage Learners to Train

Each Other Using Internal
Social Media Tools
Joel Ott, Software Instructor, Mayo Clinic
Learn how to use the power of internal social
media tools to provide just-in-time training
while building a knowledge base of how-to
information in your organization. This session
details the use of online tools to transition
help desk workload to social media
communities in a 60,000 employee
organization. Youll learn about the specific
techniques and tools that will ensure success
for a company of any size.
18
Breakouts & Clinics
307 Ready To Use

Activities for
Virtual Training
Cindy Huggett, Consultant, Cindy Huggett
Consulting
Are you looking for ideas to create
interactivity and engagement in your virtual
classes? Do you wonder how to successfully
transfer activities from your in-person classes
to the virtual classroom? Attend this session
to learn activity ideas in 5 categories:
openers, games, technical topics,
interpersonal skills, and closers. Youll gain
new ideas and a fresh perspective on using
virtual classroom tools to engage your
audience, regardless of which platform you
use. Youll leave with several ready-to-use
activities that can be immediately put to use
in your own virtual training classes.
308 Leveraging the Innovation

Process to Develop WorldClass Training
Len Ferman, Managing Director, Ferman
Innovation
World champion juggler and innovation expert
Len Ferman will teach you how to juggle
(literally!), while demonstrating a simple
framework for designing world-class training
programs via the innovation process. You will
receive a free set of juggling scarves to learn
with learning to juggle is easier than you
think, really!
309 Extending Learning Beyond

the Classroom: Improving
Performance in the Workflow
Christopher King, Principal Consultant, CRK
Learning
Explore a performance-focused learning
design methodology that blends the benefits
of deliberate instructional design with the
just-in-time characteristic inherent in informal
learning. Find out how to extend the learning
beyond the classroom and meet your learners
in their workflow. Youll see real-world
performance support tools and get a
high-level review of what makes them tick.
You will leave with a list of things to do now to
help kick-start your organizations
Performance Support efforts.
310 Science vs Folklore:

The Clash of
Employee Training
Methods! The Winner is?
313 Providing Results

That Executives
Will Love
Chris Osborn, VP, BizLibrary
Todays top executives clearly realize the

heavy investment they have in human capital.
They also understand that the most admired
organizations, the best places to work, the
most profitable firms, and the most innovative
organizations are built with human capital.
What do executives want to see from this
huge investment? Well discuss the
measurement categories that are important
to them, examples of companies doing it
right, and how to communicate your results to
the top.
The leading edge of employee training today

is in a much different place than it was just a
few short years ago. Emerging research about
how we really learn should change everything.
We dont have to rely upon theories or
methods that do not work. We can embrace
new approaches to employee development
that are scientifically sound and will yield true
gains in learning and skill improvement. Learn
about proven techniques that will sharply
accelerate employee learning simply by
using your current tools and methods in
different ways.
Jack Phillips, Chairman, ROI Institute
314 Why Trust is the One Thing

That Changes Everything
311 No Graphics Background:

No Problem
Donna Burnette, Regional Practice Leader,

FranklinCovey
Danielle Watkins, Chief Learning Officer,

Zenith Performance Solutions
What if your team could produce better

results faster, at a lower cost, with higher
engagement? With trust you can, and we will
show you how. Learn to leverage the four
traits common to every credible leader and to
apply the 13 behaviors common to every
high-trust, collaborative, engaged, and
high-performing team.
As you developed your latest eLearning

course, did you wish you had a graphics
background? Did you struggle when you
couldnt find the right character with the right
expression? Not to worry, you dont need a
graphics background to create custom
eLearning characters without a hassle. In this
session, you will learn how to take any stock
graphic from your favorite authoring tool or
vendor and create a custom character that is
perfect for your eLearning project.
312 The Accidental

Instructional
Designer: Designing
Better eLearning
Cammy Bean, VP, Learning Design, Kineo
Chances are, you didnt dream of becoming a
designer of eLearning when you grew up, did
you? Most instructional designers in the
eLearning business got here by accident. So
now that youre here and doing this work, how
can you become a more intentional
practitioner? Youll take a look at four key
areas to focus on in order to become a
well-rounded eLearning designer, talk about
ways that you can take your practice to the
next level, and share some quick tips for
better eLearning design.
11:00 AM 12:00 PM
401 Better than Bullet Points:
Creating Engaging eLearning
with PowerPoint
Jane Bozarth, Author, Better Than Bullet
Points: Creating Engaging eLearning with
PowerPoint
Effective, engaging eLearning programs
can be created with nothing more than
PowerPoint and some creativity. In this fast,
fun session youll look at ways of eliminating
bullet-based content and replacing it with a
meaningful treatment, making better use of
art and animations, and incorporating solid
instructional design principles to support
development of good online training.
Breakouts & Clinics

402 The Art of Estimating
Its Not Just Numbers
405 eLearning: Whats Changed?

What Hasnt?
Jennifer Yaros, VP Operations, Radcom
Michael Allen, Author, Michael Allens Guide to

eLearning
Estimating is an art form. Like any artist, you

will be successful with the right technique,
practice, and tools. Get the right formulas to
use for various training projects, such as
eLearning, classroom training, and oddball
projects. Learn which variables affect a
project, how to adjust your estimate for them,
and how to protect your estimate against
surprises during project development.
Participants will receive a copy of Jennifers
estimating calculator.
403 Beyond ROI and

Kirkpatrick
Preponderance of
Evidence Approach
to Evaluation
Doug Lynch, Professor,
University of Southern California
Come discuss how big data, Bayesian
statistics, and mixed method evaluation point
the way toward a simple but much more
reliable approach of making the case for
learning with one of worlds leading experts
on research in Corporate Learning (creator of
PennCLO program). Youll learn the strengths
and weaknesses of prevailing evaluation
paradigms, the promise and pitfalls of big
data as it relates to learning, and the
possibilities of doing real ROI.
404 Crush the

Forgetting Curve:
How to Design and
Drive Sustainability
JP Michel, Consultant, Development
Dimensions International (DDI)
Well identify where your opportunities lie to
crush the forgetting curve, make development
stick, improve performance, and drive results.
With only 15% of learners applying what they
learn to improve performance, you need a
holistic approach to design and drive
sustainability for your T&D initiatives. Well
break down sustainability into workable
parts and tactics, including your internal
marketing and communication strategy,
on-the-job application and reinforcement,
leader engagement, and measurement.
Rapid development tools, readily available

templates, mobile delivery, and social media.
These advancements have opened the
eLearning industry up to more than learning
professionals with deep skills in both
instructional design and programming. An
SME with PowerPoint skills is now expected to
develop eLearning. While technology has
improved, has instructional design followed
suit or has it been undermined with
conformity and complacency? Michael will
discuss whats changed and what hasnt;
whats still valid and how to take advantage of
opportunities for technology-supported
learning.
19
and Senior Leadership, and developed a

content plan to support community goals and
drive engagement. Youll get a tour of the
community including discussion boards,
podcasts, and curated resources.
408 Project Management

3.0: Influencing Project
Stakeholders
Lou Russell, Queen,
Russell Martin & Associates
To successfully complete your project, you
must borrow the brains and approval of many
people in your organization including business
experts, executives, customers, technical
resources, compliance staff and legal. Learn
how to influence these people who are critical
to the success of your project even when your
project is not critical to them.
406 Enabling Virtual and

Blended Learning Success:
An SAP Case Study
409 The Visual Cortex: Simplified

Visual Design for eLearning
Malte Bong-Schmidt, Virtual Learning Lead,

SAP SE; Jennifer Hofmann, President, InSync
Training
The Visual Cortex is the area of the brain we

use to process visual information. We can
communicate an action or perceived
affordance on a screen by applying simple
visual techniques. Learn why less is more
allows learners to use their imagination and
experiences to complete the image or graphic
and in turn results in higher retention. Learn
how making subtle changes to your graphics
can be a powerful companion to the
instruction. And, get techniques for creating
on-demand graphics following basic visual
communication principles.
Is your virtual classroom viewed as just a

cost-cutting measure? Prior to 2013, the SAP
sales organization utilized virtual and blended
learning, but without an integrated strategy.
Learn how in 2013 they introduced GCO
University Virtual Live Classroom program,
serving over 15,000 sales and sales related
employees globally, and changed from a
perception of yet another online training
program to a core value in learning plans
with an integrated approach and consistent,
quality instructional design.
407 Launching and Managing

Online Communities that
Build Knowledge and Impact
Business Results
Chris Coladonato, Learning and Development
Consultant, Farmers Insurance Group
Have you attempted or are you considering
launching an online community? An online
community can be a valuable tool to build
skills, knowledge, and drive behaviors. Learn
how Farmers created and launched a
community designed to build business literacy
through peer-to-peer interactions. Youll learn
how they built membership, engaged SMEs
Kevin Thorn, Owner, NuggetHead Studioz
410 Things About Leadership

We Never Would Have Said
Just Three Years Ago
Scott Blanchard, Executive Vice President,
The Ken Blanchard Companies
Recent research into neuroscience, motivation
theory, engagement, and well-being are
beginning to converge on a new holistic
model for leading others effectively. Are your
leaders ready for this new environment?
Youll learn how advances in each of these
separate disciplines are pointing toward a
new model of leadership for a new generation
of leaders.
20
Breakouts & Clinics
411 Twice as Much in

Half the Time
Becky Pike Pluth, CEO, The Bob Pike Group
Twelve seconds. When you train or speak,
thats how long you have before the audience
decides whether or not to tune you out. Learn
how to SCORE by integrating super closers,
openers, revisitors, and energizers into your
training. Becky will model and share 37
alternatives to lecture that help people learn
twice as much in half the time.
412 Blue Emotional Intelligence:

Protecting Your Brand
Promise
Timothy Clark, CEO, BlueEQ
Learn about the relationship between
emotional intelligence and the ability of an
organization to keep, break, or exceed its
brand promise with its customers. Well
explore the use of assessment technology
and training to identify and neutralize the
emotional intelligence liability of brand
breakers before they inflict damage on an
organization. Well also discuss how organizations can use the emotional intelligence
strengths of an individual to define and create
stand-out customer experiences.
414 Two Truths and a

Lie: The 2016
Learning
Professionals Edition
503 How to Measure

Training Impact and
Get the Biggest
Returns
James Goldsmith, Learning Architect,

Accenture
Paul Leone, Senior ROI Consultant, Verizon
Do people really have specific learning styles?

Is it true that we can only hold about seven
items at a time in our short-term memories?
Are there better areas to place information on
a screen to achieve optimal retention? Join us
for the Two Truths and a Lie game format to
explore key ideas and debunk persistent
myths in the learning profession, with a
special focus on learning design and
development. You may be surprised by what
current research has uncovered. Also, top
scorers in the game will receive prizes!
1:45 PM 2:45 PM
501 Avoiding Clicky
Clicky Bling Bling:
Top Tips for Making
eLearning that Shines
from the Inside
Cammy Bean, VP, Learning Design, Kineo
413 Wearable Learning:

Connecting People to
Capability
Vidya Krishnan, Head of Learning; Diogo Julio,
Learning Leader, Ericsson North America
How will the connected learning landscape
shift when cognitive technology takes over?
Connected print technologies, extreme
wearables, device-to-device and machineto-machine communication will completely
change the way a learner interacts with
content, changing everything we know about
the ecosystem of learning. Join us for this very
interactive session, to find out more about
what the wearable future holds, and the new
ways we can literally hold connected learning
in our hands, minds, and bodies. Are you
ready for it?
What You Must Know About

the Future of Learning
Join us for a special Future Forum
where you will brainstorm with
forward-looking Learning experts.
See page 10.
Clicky-clicky bling-bling is eLearning with lots

of whiz, lots of bang, lots of clicky-clicky in a
lame attempt to add pizzazz to dry content
and to make it more engaging. Dont mistake
clicky-clicky bling-bling for engagement. Its
just shiny wrapping paper covering up a pair
of crummy socks with holes in them. Dont get
caught with crummy socks! Get top tips for
making eLearning that rises above the bling,
looking at strategies for writing, graphics,
games, and interactivity.
502 The New Science of Influence

David Maxfield, Author, Crucial Conversations
Hardly a day passes that we dont try to
influence others to change writing an email,
making a phone call, holding a meeting. In
todays world, what are behavioral scientists
teaching about influence? What works? What
doesnt? If youre done with haphazard
approaches to increasing your meaningful
impact on employees as well as increasing
their positive impact on others, its time to
embrace the new science of influence. Come
learn an empirical-based, proven influencer
model that can change entrenched negative
behaviors across teams and organizations.
Why, when we put two comparable individuals

through the same training program, might
one show an incredible application and ROI
while the other shows no changes on the job
and no business impacts? By building a
simple bridge (a Level 1 to 6 measurement
strategy) between the training event and your
bottom-line business results, youll be able to
identify the top climate factors that help or
hinder your participants from reaching their
destinations. By building the right bridge in
the right climate, youll always ensure youre
getting the maximum returns on your training
investments.
504 Bite Size is the Right Size:

How Micro-Learning
Empowers the 21st Century
Workforce
Alex Khurgin, Director, Learning and
Creative, Grovo
Rapid technological change has led to a skills
half-life of just 2.5 years, according to
Deloitte. At the same time, the way people
consume information, and thus how they
learn, has changed attention is a diminishing
resource. To defeat these twin challenges, we
learning professionals must lead a revolution.
Our secret weapon? Micro-learning. Learn
how to implement and reap the benefits of
micro-learning across your L&D efforts.
505 Video Within Reach:

Myth-Busting & Testing
to Greatness
Sam Rogers, Learning Strategist, Snap
Synapse LLC; Lee Rodrigues, Senior
Instructional Designer, Autodesk
What is stopping you from making The Great
Video Learning Content? Something
technical? Budgetary? Or is it a
misunderstanding about what is involved?
Great video learning content does not have to
be expensive or complicated. It does not have
to require extensive retraining or upscaling of
your infrastructure. Youll learn to prioritize
learning content and scale video production
to your available resources.
Breakouts & Clinics

506 21 Keys to Moving
Your Classroom
Based Training to
Virtual, Online
509 Successful Behavioral

Leadership Through
New Discoveries in Team
Neurodynamics
Nanette Miner, President,

The Training Doctor, LLC
John Kolm, CEO, Team Results USA
We will discuss the myriad decisions

necessary for successfully moving your
current, classroom based educational
offerings, to the live, online medium, (such as
WebEx or Adobe Connect). Youll learn about
choosing the right content, understanding the
capabilities of the technology, preparing the
learner for success, reskilling your facilitators,
and more!
507 Make Every Training Program

a Retention Opportunity
and Community-Building
Experience
Michelle Poley, Training Director,
Denali Training Solutions
It doesnt matter what topic youre teaching: if
your learners needs for safety, society and
esteem are unmet, youre getting half (or less)
of the results you could be. To transform
behavior we must first transform hearts.
Youll explore 12 interactive training exercises
to use as ice-breakers, community builders,
and skill enhancers. Instructional handout
included!
508 Make Powerful Infographics

Fast!
Mike Parkinson, Principal, Billion Dollar
Graphics
Harness the power of infographics visuals
(or animations/videos) that combine several
bits of quantitative information into easy-tounderstand, appealing designs, ultimately
used to educate and persuade. Well explore
trends and underlying psychology you can
apply on your next project. And well review
examples of static and animated infographics
from organizations, identifying the tools they
use to educate and promote a course of
action and discuss what works and what
fails the test.
21
Reserve your Spot

for Town Halls
Space is Limited!
Explore emerging brain research that tells us

the team brain is much faster and more
agile than previously thought. Well share
work done by UCLA, U.S. Nuclear Submarine
teams, and surgical teams and present new
leadership discoveries outlining the
implications for mid-level and senior leaders.
We will also present relevant case studies and
a practical, hands-on demonstration of EEG,
team behavioral change and evidence-based
learning that is a lot of fun and memorable for
anyone who needs to lead people through
effective change.
510 Supercharge Your

Leadership Development and
Engagement Initiatives with
No Impact on Budgets
Mark Phelps, Chief Engagement Enthusiast,
TNS Employee Insights
As a result of leadership development
programs and employee engagement
initiatives typically being managed by
different groups, with different program
cycles, different sponsors, and different goals
and objectives, organizations are missing a
golden opportunity to increase the speed at
which leaders acquire new skills and put them
into practice. Youll examine engagement
results from Fortune 500 organizations to
support tighter integration as well as practical
tips, methods, and strategies. Youll leave
ready to take action to enhance your talent
initiatives with very little or NO impact on
your budgets!
To ensure the dialogue format, we

are limiting each Town Hall session to
only 30 participants. The sessions
are included in a 3-Day Conference
registration, but you must pre-register
for the Town Halls. See page 5.
the mystery of the craft is what can guide us

to an enhanced mindset, where we can take
advantage of the technologies and
communities that exist now and will shape
the learning of tomorrow.
512 Your Teaching Is Getting

in the Way of My Learning!
Sarah Thompson, Principal Consultant;
Ronnie Ashline, Learning Consultant,
Xerox Learning Services
True learning is contingent on application, not
lecture. Learn to build better learning that is
experiential in nature. Youll identify how to
use essential questions as a foundation for
learning, explore the key principals to
designing experiential learning, and assess
how creativity fits into the experiential
opportunity. Youll walk away with a course
outline for a topic that uses experiential,
problem-based learning that you can use in
your own training.
513 Designing for All Screens:

A Learning Experience
Design Method
Sean Bengry, Senior Principal, Learning
Strategy and Design, Accenture Academy
511 Designing
eLearning: Art,
Science or
Witchcraft?
Phylise Banner, Director of Online Teaching
and Learning, Union Graduate College
Instructional design practices are defined in
the schools of science and art. Educators
argue on the side of science, tool junkies and
creatives on the side of art. But with all the
tools at our fingertips, we havent moved far
beyond the instructional design paradigms of
the 1960s. Learn how the science guides us,
and the art inspires us, but what lies hidden in
Google and Apple apps are different across

all devices and screen sizes, yet, there is a
design methodology that makes you feel like
youre in the same product and ecosystem no
matter the device. How do you replicate
something like this across your performance
and learning environment? Well explore
learning experience design best practices
and guidelines needed to achieve a unified
instructional brand and theme, no matter
the screen size or intent. Youll see
demonstrations that share a common
thread something we call Polymathic
Learning Experience Design.
22
Breakouts & Clinics
514 Evaluating Informal

Learning
Saul Carliner, Associate Professor,
Concordia University
The Kirkpatrick approach that dominates
training evaluation is practically and
intellectually inconsistent with informal
learning, as Kirkpatrick-based evaluations
require externally identified objectives and
tests, both of which informal learning lack.
So what can Training and Development
professionals do? This session offers
suggestions. After exploring the unique role
of evaluation in informal learning, youll get a
framework for evaluating it, identify some
specific evaluation techniques you can use,
and consider issues when reporting the
results to stakeholders.
WEDNESDAY, FEBRUARY 17
8:30 AM 9:30 AM
601 Oh Yeah...
Make Me!
Techniques for
Handling Resistant Learners
Laura Arellano, Senior T&D Specialist,
CHG Healthcare Services
I was told to be here....How long will this
last?... Ive done this kind of training before.
Learn simple techniques that will instantly
shift resistant participant thinking, whether
expressed verbally or non-verbally. All
trainers dread dealing with negative
participants, so you will be pleased to
discover that it is possible to quickly and
easily transform them into focused,
contributing learners. Learn how to assess
the Roots of Resistance and deploy the
appropriate strategies before, during, and
after a session using principles from
Accelerated Learning and Whole Brain
Thinking.
Busy schedule?
Learn online!
Visit TrainingLiveandOnline.com
for upcoming Certificate programs.
602 Adult Learning

Theory in 60
Minutes or Less
Nanette Miner, President,
The Training Doctor, LLC
Without a foundation in how adults learn, or
an emphasis on appropriate learning
techniques in the design and development
process, we create a workforce that is
dependent on us for instruction. By
understanding and exploiting adult learning
methods, you can ensure that your
participants will internalize what theyve
learned knowing not only what and how, but
why and when and will be able to transfer
that learning back to their jobs. Youll identify
learning processes that appeal to adults in
the workplace.
603 Becoming a Critical Channel

in Executing Strategy
David Yesford, Sr. Vice President,
Wilson Learning
Deloittes recent study states many CEOs view
having a human capital strategy as a top
priority for growth. This presents an exciting
opportunity for T&D. Well explore what it
means to take on the role of strategic talent
development consultant and will uncover the
consulting skills you will need. Learn to go
beyond the need expressed by one person,
one department, or one executive and help to
define what the business truly needs.
604 Measuring Learning

Impact at Genentech
Don Kraft, Head of HR, Career &
Learning, Genentech, Inc.
Genentech, Inc.s Career & Learning team has
measured the impact of learning by
developing an evaluation strategy and
approach for leadership and career
development which has resulted in
measurable results. During this session youll
learn Genentechs approach to developing an
evaluation strategy, process for implementing
the plan, identifying measurable results and
lessons learned. Don will share the results of
multiple impact studies (levels 1 - 4) which
identified higher employee engagement,
improved manager effectiveness, and
improvements in productivity and quality.
605 Creating a Lean Learning

Organization
Deb DeNure, Instructional Design Manager;
Patti Coan, Learning Program Manager, Sales,
Humana, Inc.
Are you a lean, mean training machine? As
a natural problem solver, training creates
innovative solutions to drive our organizations
forward. Applying a Lean state of mind makes
these innovations sustainable and
measurable. During this session, you will
identify best practices and tools to eliminate
waste and calculate savings, determine how
to produce sustainable and cost-effective
learning processes and walk-away with an
action plan that drives strategic and Lean
business results.
606 How to Produce

Learning Transfer
and Sustainable
Corporate Change
Art Kohn, CEO, AKLearning
As trainers, our success is measured by
whether we can get people to transfer
learning and behave differently. Youll
examine scientific research demonstrating
how to produce sustainable learning transfer
and behavior change and specific
technologies and incentive programs that
are tailored to readiness for change. Youll
also review myths that often interfere with
effective behavior change. And, youll get
strategies that will help you monitor changes,
including how the judicious use of social
media can define new standards of action.
607 Destructional Design:

The Perils of Online
Instructional Design
Sean Bengry, Senior Principal, Learning
Strategy and Design, Accenture Academy
How do you blend the art and science of
instructional design to develop strong content
that both engages users and targets what
they need to know? Learn to weigh the
business constraints of each project along a
spectrum that will help you understand the
power of innovation when married to sound
principles of instructional design. And learn to
quickly determine the variables in play for
each project, understand the audience you
need to reach, and decide where to focus your
attention and resources along the art-science
continuum.
Breakouts & Clinics
23
608 Driving Results with Mobile

Tools
611 How to Sell, Negotiate, and

Influence More Effectively
614 Secrets to Powerful

Instructional Feedback
Barbara Bucklin, Director of Instructional

Design, and James Ver Hague, Technical
Solutions Architect, Ardent Learning, Inc.;
Tara King, Director, Volvo Cars Performance
Academy
Jeff Cochran, Master Facilitator,

Shapiro Negotiations Institute
Ethan Edwards, Chief Instructional Strategist,

Allen Interactions
Learn an approach you can use to teach sales,

negotiation, and influencing skills critical
competences for employees in any function.
Youll explore a proven systematic approach
and improve your ability to ask questions and
get to the other sides interests. And learn to
become more confident in any situation and
translate that confidence into results.
Explore how feedback in eLearning

interactions is vital for high impact
communication with the learner. Ethan will
share several simple, yet powerful, guidelines
to replace useless feedback messages (e.g.,
No, try again) with engaging instructional
feedback. Leave this session empowered to
apply these principles to impact your own
eLearning designs! The presentation will
include exploration of numerous real
examples and some short small-group design
challenges.
Explore how a project team including the

right balance of Creative, Technology,
Instructional Design, and SMEs worked
together to build mobile tools to put product
knowledge and service know-how in the
hands of retail employees at Volvo. Youll
participate in demonstrations of the mobile
tools and have the opportunity to practice
developing a simple tool framework; showing
how the tool framework, while automotive
focused, can be implemented for any industry.
609 Experiential Micro Learning:

Aligning Content across
Multiple Levels of Blooms
Taxonomy
Ayana Azim, Learning and Development
Specialist, Farmers Insurance
Is simulation still the King on experiential
learning? Can it be done without expensive
simulation-based software? Is it possible if
you dont have a sandbox system? Well
explore how the explosion of micro learning
techniques has opened the door to
experiential micro learning moments. Youll
learn when experiential learning works best
and receive a list of extenders for lower levels
of Blooms Taxonomy.
610
Gamification in Action:
Real-World Results
Carol Leaman, CEO, Axonify

Theres lots of talk about gamification at a
theoretical level and how its used to engage
people in learning. But seeing is believing.
Learn how gamification is having a real
impact on corporate learning. Youll discuss:
game interfaces and aesthetics; rules and
challenges; mechanics and reward systems
and youll hear the learning story of Sitel.
612 Creating Engaging and Unique

Interactions Using Advanced
Actions in Storyline
Alicia Blitz and Mark Neder, Senior eLearning
Designer/Developers, MUFG Union Bank, N.A.
Do your eLearning courses seem stale? Are
you tired of creating the same drag and drop
interactions for your courses? Todays tools
provide more options for creativity. Learn to
create fresh and engaging interactions, using
the triggers and variables available in
Storyline 2 in a unique ways. Well also discuss
errors and pitfalls we have encountered while
developing the interactions and how we were
able to work around them.
613 The Fundamentals of

Measuring ROI
Patti Phillips, CEO, ROI Institute
This session is for those who havent taken
the ROI journey yet, but want to know how it
works. Youll get the fundamental concepts of
measuring the return on investment in
learning and development. Exercises,
examples, and tools will demonstrate the
fundamental aspects of ROI.
615 Building Leaders in

Your Organization
Moderator: Christine Marciano, Commercial
Lines Training Consultant, Nationwide
Insurance; Sara Finch, Leadership
Development Manager, and Terri Radcliff, VP,
Talent and Knowledge Management, YMCA of
the USA; Tamara Patrick, Senior Director,
Whirlpool University, Whirlpool Corporation;
James Barnes, Director, Office of Training
Programs and Administration, OSHA; Sanford
Gold, Sr. Director of Learning Programs Senior
Director of Learning Programs, ADP
Lets talk leadership. How does the YMCA
create a leadership brand for a more
consistent, connected approach to
leadership development? What strategies,
methodologies and innovative tools does
Whirlpool use to handle leader transitions?
How does OSHA use Leadership Assessment
Centers in succession planning? How does
ADP use simulations and peer leadership as
part of their leadership philosophy? Attend
and join the conversation!
Training magazine has been the preeminent

voice in the training industry for more than
50 years. Start your FREE subscription!
Subscribe (or renew) today at:
www.TrainingMag.com/subscribe
24
Breakouts & Clinics
9:45 AM 10:45 AM
701 A Brainy Strategy for
Unleashing the Can-Do Spirit
in Learners
Jamie Millard, Executive Partner, Lexington
Leadership Partners, LLC; Frank Satterthwaite,
Professor of Organizational Leadership,
Johnson & Wales University
How do you create the conditions for people
to get motivated for a Can-Do Spirit? Drawing
on Nobel laureate Daniel Kahnemans
groundbreaking research on how the brain
operates, well provide practical insights into
how you can create truly engaging learning
environments. Youll walk away with cuttingedge tips n tools for planning, designing, and
facilitating highly engaging learning sessions
that make productive use of what Kahneman
calls System 1 and System 2 ways of
thinking.
702 Serious Game

Secrets What,
Where, Why, How?
Who Cares?
Andrew Hughes, President,
Designing Digitally, Inc.
Many serious games have been built to spark
employee engagement and drive learning
retention. What makes one a success while
others fail? Learn how to ensure success with
proper planning, metrics, implementation
strategy, and post-deployment support. Youll
explore best practices and the pain points
youll have to deal with should you choose the
route of serious games and gamified learning
experiences.
703 Making Your Workforce

Smarter and Faster with
Social Learning
Trey Tramonte, CEO, Bloomfire; Chris
Nekvinda, SVP, Director of Global Learning
Operations, Cannon Financial
Baby Boomers are retiring at the rate of
10,000 workers per day, taking valuable
knowledge with them. The Millennials entering
the workforce behind them have significantly
different expectations and preferences for
how they work, learn and ultimately advance
their careers professionally. They want more
variety in class, prefer less formality in style,
and perform better when lessons connect to
real life. Learn how Cannon Financial uses
social learning to bridge formal and informal
training initiatives to address this confluence
of changing workforce demographics.
704 70-20-10 Is So Last Year

How Leaders Really Learn
Lynda Silsbee, Founder, Alliance for
Leadership Acceleration
The most commonly held belief about how
leaders learn is the 70-20-10 approach (70%
learning on the job, 20% learning from others,
10% from formal training). A recent study by
The Conference Board of more than 13,000
leaders found that the 70-20-10 neither
matches the reality of how leaders learn nor
how they prefer to learn. The learn as you go
approach that dominates 70-20-10 doesnt
work and puts your organization at risk. You
will learn four of the most striking implications
from the research and numerous proactive
steps for developing your leaders.
Dine Around Mixer Event

Monday, February 15, 6:00 8:00 pm
Expand your connection opportunities on Monday evening with dedicated
dining options at Downtown Disney restaurants that meet your budget.
Facilitated by industry veterans, youll choose from various dining locations
and experts for a fun dining event. Meet your group of 7 other dinner
participants by 6:00 pm so you can all go to the restaurant together.
Note: this is a pay-on-your-own event.
705 Creating Your 21st

Century Toolbox
Shannon Tipton, Owner,
Learning Rebels
Building engagement is every learning
practitioners goal. Well collectively reach into
our bag of tricks including post-it notes,
wonderful smelly markers, gadgets, gizmos,
and a vast array of kinesthetic items to allow
people to fiddle while they think. Well discuss
5 types of critical tools that enhance the
overall learning experience, build connected
learning, and support the process. The key
to learning is not to teach rote, but to teach
resources. These tools will give your
participants the necessary resources to take
informal and self-directed learning into their
own hands; making your training more
learner centric.
706 More than Memorable:

How to Create Great ResultsBased Videos
Diane Senffner, CEO; Christine Charlson,
Senior Writer, Cine Learning Productions
Training videos need to be more than
memorable just remembering it doesnt
mean youve learned something you can
apply on the job. Through exercises and
examples, youll learn to make your videos
more effective and memorable in the
right way.
707 Fearless Instructional

Design: Learning from the
Imagination of Jim Henson
Michelle Lentz, Senior Manager, Learning
Technology, Oracle Corporation
Jim Henson started working as a puppeteer
long before many of us considered Corporate
Instructional Design as a career. Yet he
applied many core ideas from ID in his
imaginative work. Viewing our own theories
and ideas in different ways is a great way to
help inspire us to new and fearless ideas.
Well cover Hensons use of storyboarding,
storytelling, iteration, templates and more
and bring it back to practical uses in
instructional design. Well get creative,
discussing how construction of a Muppet
can translate to construction of a course.
Also, well have fun there might even be
a Muppet.
Breakouts & Clinics

708 Using the
Retrospective PrePost Self-Assessment
Method for Evaluating
Training Effectiveness
711 How to Develop Valid and

Effective Certifications
and Micro-Credentials
714 Partnering With Those

Annoying Sales Executives
to Get Results
Judith Hale, Author, The Performance

Consultants Fieldbook
Lauren Bailey, President, Factor 8
Lori Wingate, Assistant Director, Western

Michigan University
Get proven, practical advice for using

certifications as a business strategy. Youll
learn a process for creating certifications and
micro-credentials that will positively impact
cycle-time, safety, profits, and customer
retention. Youll learn the business reasons
why organizations want to certify their
employees, suppliers, customers, and aftermarket partners and what the best practices
are for developing credentials that are valid
and administratively feasible. You will get
examples of micro-credentials, how they
differ from certifications, and why they are
being embraced by organizations.
Learn the basics of the retrospective pre-post

self-assessment method for evaluating
training effectiveness which prompts
participants to rate their knowledge, skills,
ability, attitudes, and/or behaviors before and
after a training activity with both ratings
provided at the conclusion. Explore how it has
been shown to be more reliable and yield
more accurate measures of growth than other
pre-post self-report/self-assessment
methods. And, about the added benefit of
increasing trainers and designers attention
to crafting clear and realistic learning
objectives.
709 High-Impact,
Low-Cost
Experiential Activities
that Engage Any Audience
Sardek Love, Founder, Infinity Consulting
and Training Solutions, Inc.
An astonishing 75% of all training is never
applied back on the job because participants
are disengaged. Lets stop this epic waste of
time, money, and resources by putting an end
to boring training! Youll experience several
super-simple, time-tested training techniques
that will maximize participant engagement
and eliminate dull, tiresome training. Youll
receive a Playbook containing the instructions
for facilitating the activities as well as access
to a portal with videos demonstrating the
activities.
710 Explore Hall of Fame

Training Initiatives
Presenters from Training magazines
Top 10 Hall of Fame
Attend and learn from the winners of Training
magazines Top 10 Hall of Fame Outstanding
Training Initiative Recognition Program.
Program details will be available in the online
conference schedule in December.
25
If you manage a team that trains the sales

function, youve probably been frustrated with
the sales leader. Truth is, they feel the same
way a recent study cited only 1 in 5 sales
executives is satisfied with their sales
training. Lauren, who comes from the sales
side, will jump the aisle to share the language
of sales youll leave with a list of key words
to use with sales leaders (and a longer list to
leave at your desk), questions to ask to get
what you need (and get the symptoms vs. the
prescription), and the truth about what sales
leaders think of training and what you can do
about it.
715 How Training Top 125

Winners Implement
Level 3 and 4
Evaluation
712 Improv and Leadership:

Effective Behaviors for
Employee Engagement
Karen Hough, CEO, ImprovEdge
The best leaders are great listeners, but how
do you teach an adult to listen?
Improvisation when you dont know the
script, you have to listen and respond to the
situation. The result? Authentic, engaged
leaders who are trusted by their teams. Learn
to use improvisational techniques to involve
learners in think-on-your-feet activities that
make them more nimble and responsive in the
workplace.
713 A Strategic Approach to

Developing People Manager
Capabilities
Josh Craver, Vice President, Talent
Management; Azi Rezaian, Talent Consultant,
Americas, Western Union
People Managers play a critical role in driving
employee performance. During this session,
you will learn the strategic approach Western
Union used by introducing a people manager
goal, people manager capability survey
completed by employees, and people
manager training. Learn how this strategic
approach created significant engagement
from managers and measurable
improvements in capability assessments
by employees.
Moderator: Lorri Freifeld, Editor-in-Chief,

Training magazine; Dan Kaufman, Director,
Sales Learning Content Development, ADP;
Peggy Krokstrom, Team Leader, Trainers, and
Susan Prichard, Team Leader, Operations &
Service Training, Edward Jones; David Eurich,
Director, Field Training; Peter Dickert, Training
& Development Manager, Northwestern
Mutual; Diane August, Chief Learning
Architect, Nationwide Insurance
What gets measured gets achieved. Today, its
not just about learner satisfaction with a
training program or test scores. Its all about
behavior change and business impact. Heres
your chance to learn how several of
Training magazines Top 125 winners have
implemented Kirkpatrick Level 3 and 4
evaluation in their organizations. Find out how
ADP is using Level 3 and 4 in its
re-engineered new hire programs, how
Edward Jones modified the Kirkpatrick levels
to meet its needs, how Northwestern Mutual
developed its successful strategy, and how
Nationwide is measuring learning results
linked to corporate strategic goals.
26
Breakouts & Clinics
11:00 AM 12:00 PM
801 A Classroom of Millions:
How Microsoft Office Trains
their Customers
Doug Thomas and Dave Ludwig, Senior
Content Producers, Microsoft Corporation
Microsoft Office is used by one billion people;
learn how we train millions of them. Well
share how we strategize, plan curriculum, and
publish training content that makes our
audience more productive with the Office
apps. Learn from our triumphs and mistakes!
Youll discover what people like and dont like
when they watch instructional videos and
youll get tips and tricks for getting videos and
webinars produced quickly without a lot of
fuss.
802 Build Thriving Learning

Communities
Pamela Slim, CEO, Ganas Consulting LLC
Learning today is not a controlled, sterile
activity. Companies must understand the
fundamentals of community building in order
to engage, excite and extend learning. Great
training experiences go beyond an
organizational structure and impact the
company brand and reputation. Pamela will
share a repeatable framework that you can
use in any work mode or training situation.
803 Keys to Building

Outcomes-Based
Training
Jennifer Hentz, Lead Associate Booz Allen,
Hamilton; Robert Russell, Sr. Program
Manager, Learning and Knowledge Services,
KLA-Tencor
Learn the proactive approaches Training
magazines Top 10 Hall of Fame companies
leverage to build training that aligns to
strategic business needs. Youll also explore
the methods they use to define and
implement evaluation plans that measure a
programs results against desired outcomes.
804 Creating Results-Oriented

eLearning with Narrative
and Stories
Diane Senffner, CEO, Cine Learning
Productions
eLearning is still largely thought of as an
inferior delivery method; best suited to
something like a compliance training you can
export from PowerPoint, upload to an LMS
and roll up participation to say you did. There
is a better way. Learn powerful methods to
engage learners through narrative, scenarios
and stories in order to make it relatable to
them. Its time to take eLearning to a new
level.
805 Hottest New Tools

for Cutting Edge
Virtual Training
Sheri Jeavons, President,
Power Presentations, Inc.
Well explore the latest in virtual platform
training tools: opportunities for virtual
collaboration, new drawing tools to engage
your virtual audience, unique ways to collect
attendee feedback, and a look ahead to
whats trending. Youll learn how to
incorporate these tools into your online
training to deliver innovative and engaging
events; and examine how to balance
ever-changing technology with practical
delivery techniques. No matter what virtual
training platform you use, youll leave with
ideas to create your own cutting-edge online
training.
807 Maximizing the Business

Value of Compliance Training
Sheri Winter, Director of Client Development,
Caveo Learning
Learn to take everyday compliance topics and
use them to ensure that your workforce is not
only compliant, but able to reduce your risk as
an employer by being able to apply these
principles in their jobs. Youll learn how to use
technology to engage learners by applying
what they have learned in a safe, virtual
environment, assessing their own ability to
make the right calls in compliance-related
decisions. You will also have a chance to
create an engaging exercise around a
compliance topic to improve workforce
performance.
808 Launching a Performance

Support Application:
Strategies to Maximize
Success
Michelle Kehoe, Instructional Design Manager,
Time Warner Cable
Organizations today face unrelenting
demands of change at a rate that is
staggering. Survival of the workforce requires
the capacity to access updated information
quickly. This ability to retain information in
a fast-paced environment can lead to costly
mistakes and decreased customer
satisfaction. In this session, we will explore a
case study from Time Warner Cables recent
launch of a performance support application
targeted at reducing costly mistakes and
employee burden from information overload.
806 Measure Twice, Cut

Once: How Analysis
Impacts Training and
Business Results
809 Lowes Rapid Development

of Gaming for the Executive
Audience
Steve Boller, Director; Stephanie Sullivan,

Manager, Bottom-Line Performance, Inc.
Mike Eakins, Creative Lead, METIL, University

Central Florida; Representative, Lowes
Effective instructional design starts with

analysis, but that often gets removed from
the plan when budgets and timelines get
tight. This session demonstrates why the
analysis phase is essential to a successful
training initiative. Learn how analysis reveals
problems contributing to a lack of
performance, explore commonly used
analysis techniques that help uncover the root
causes, and see how the analysis phase links
to effective training design.
Explore how Lowes quickly developed an

interactive strategy simulation consisting of
scenarios that enabled critical and complex
thinking about societal, technological, and
demographic trends under their strategic
framework. See how the simulation provided
a risk-free game environment for Executives
to safely re-evaluate business solutions,
resource deployment, and alignment of
organizational strategies. Youll learn when
and why to apply gamification, techniques for
effective rapid development planning, and
how to apply game mechanics within a
simulation.
Breakouts & Clinics

810 Developing Globally Adaptive
Leaders for a VUCA World
Lori Collins, Principal, Cambria Consulting
At many companies, the search is on for
leaders who can span cultures, economies,
politics, and geographies; think systemically
across multiple networks; deal with rapid
change and layers of complexity; and speak
the language of global business. This
presentation explores a new framework for
helping leaders and teams navigate global
challenges and develop global capacity; a
framework that strikes the right balance
between delivering value, generating results,
and remaining highly attuned to interactions
and relationships in an unfamiliar
environment.
811 Competencies
and CompetencyModeling Done Right
Judith Hale, Author, The Performance
Consultants Fieldbook
Organizations spend a lot of money and
resources identifying competencies and
creating competency models only to see them
not used as intended. Learn what they are,
what makes them useful, and why. Youll get
examples of competencies that support
decisions and promote effective behavior on
the job and examples of those that do not.
Youll get a checklist you can use to guide
your work related to defining job behaviors
and outcomes that correlate with business
results and youll practice comparing two sets
of competencies and competency models in
terms of their clarity, utility, and relevance.
812 Social Media in Training,

Compliance, and HealthCare
David Rogers, CEO, Allogy
Social media has been used effectively in
advertising for years, and now training
applications are beginning to benefit as
well. This session will present powerful
techniques for incorporating social media
into professional and healthcare based
training applications. We'll look at the
theories surrounding social engagement
and behavioral change and explore
approaches like sharing achievements, using
push-notifications, and leveraging a student's
accountability networks to promote learning.
Hands-on Clinics
Grab some lunch
and learn by doing in
a 3-hour hands-on,
interactive session
that is included with
your 3-Day Conference
registration. Space is
limited, pre-registration
is recommended.
27
C203 Mastering the Coaching

Conversation for Talent
Development Success
Tim Hagen, President,
Training Reinforcement Partners
Learn and practice an easy-to-implement,
four-step process for a successful coaching
conversation. Discover why this process takes
only 8-12 minutes, why managers love it, and
why the process builds employee
accountability.
12:15 3:15 PM
C201 Making a Statement
with xAPI
C204 Speak Like a

Mouse Eight
Strategies that
Pixie-Dust Your
Presentations
Lenn Millbower, The Learnertainment Trainer,
Offbeat Training LLC
Anthony Altieri, Consultant

The best way to learn something new is to get
your hands dirty! Well start with a discussion
of what an xAPI statement looks like, and
what parts make up the statement. Then
youll build a simple project that will send a
statement to a Learning Record Store to
record your activity. Youll also add a query
statement to see what the statements look
like in the LRS for tracking and analytics. We
will focus on not only the mechanics of xAPI,
but also some use cases, and what pieces are
needed for you to get the data you need.
Note: Also see C101 on page 16.
BYOD Bring your laptop.
C202 MiniSims: All the Reality

You Need, in as Little as
Fifteen Minutes
Ed Muzio and Jennifer Maraj,
Group Harmonics Inc.
Experiential learning is a holy grail. If we
embedded Actual Reality in our sessions,
abstract instruction would become live
coaching, and audiences would leave with
intended behavior changes already underway.
But budgetary, logistical, and time constraints
make it nearly impossible for us to recreate
reality full-scale. Luckily, you dont have to
simulate EVERYTHING to simulate
SOMETHING. Let less be more! Create
valuable, targeted experiential learning using
nothing more than a printer, a pair of scissors,
and fifteen minutes of participants time.
Walt Disney, a creative genius, once

proclaimed, The gap between what is
regarded as entertainment and what is
defined educational represents an old and
untenable viewpoint. Drawing on his 25 years
at Walt Disney World, Lenn will share
strategies Disney used to make information
engaging. Then youll learn to apply those
tactics to make your own learning programs
magical.
C205 No Team?
No Problem!
Creating Irresistible
Learning on a Budget
Kim Hannan, Manager, Learning Solutions;
Jason Gallo, Instructional Designer; Megan
Creegan, eLearning Developer, Equity
Residential
Most companies have a small team or a team
of one, and while it feels impossible to deliver
big results without big resources, well share
how our insane ideas allowed us to break the
rules and make learning fun all while
delivering big results and changing the way
we learn at our organization. Join us! Your
budget, brain, learners, (and tummy) will
thank you! In addition to a yummy cookie,
youll leave with a design kit to use on your
next project.
28
Breakouts & Clinics
C206 Designing Engaging

Activities for Online Learning
Kassy LaBorie, Director, Live Online Training;
Tom Stone, Director, Content Strategy, Dale
Carnegie Digital
Patti Phillips, CEO, ROI Institute, Inc.
Meeting technology features alone do not

engage its what you choose to do with
those features that will make the difference in
your next virtual experience. Youll join,
participate and critique activities in a live
online session and then discuss the
appropriate level of interaction to create
impactful events. Then youll design your own
engaging activity, and deliver it for coaching
and feedback. Bonus takeaway: a platform
features checklist to optimize the investment
in your virtual classroom technology.
The simple question What caused it? is a fair

question for executives to ask. By isolating
the effects of your learning programs, youre
positioning yourself as a better business
partner because you can credibly explain how
the investments in training initiatives are
driving results; and you can help your
business partners better allocate resources to
the different programs, projects, and
activities in which they are investing. Learn to
apply at least three isolating techniques.
BYOD Bring your laptop with Adobe Connect

and PowerPoint.
C209 Have an App Ready to

Publish By the End of This
Session
C207 Building Games-Based

Learning Experiences in an
Open Source Engine
Neal Rowland, Curriculum Manager, Plex
Robert Bell, Director of Games and

Simulations; Jason Bennett, Senior Technology
Developer, Enspire Inc.
Well start with an overview of game
fundamentals as they relate to instructional
design. Then well explore the basics of open
source engine MelonJS, examples of its
capabilities, and how it compares to other
popular game engines such as Unity. Youll
walk through the design of a simple learning
game using MelonJSs Tiled level editor and
leave this session with a simple game to add
to your personal portfolio that you can
expand upon in future development.
BYOD Bring your laptop with Tiled Map
Editor installed. www.mapeditor.org
C208 What Caused It?

Techniques for
Isolating the Effects
of Your Programs
You have amazing training content. Ever want

to turn it into an app? Afraid of coding? Not a
worry. Learn how to build the app with
absolutely no coding required. Neal will walk
you through the simple steps needed to
produce an app using Windows App Studio
and a few other optional programs.
BYOD Bring your laptop.
C210 The Power of Games:

Moving Teams from Conflict
to Collaboration
Kymberly Dakin, Founder,
Voice Into Learning, LLC
A recent Gallup study indicates 47% of
managers spend almost a third of their time
dealing with workplace conflict. Estimated
cost to business: $360 billion! What might be
the benefits of engaging conflict within a
highly focused game structure requiring deep
listening and the active embrace of opposing
Preview select speakers and content in a

special Training 2016 Conference Webinar
Series. Visit www.TrainingConference.com
for a listing of the free webinars that are
part this series which will take place in
Training Magazine Network.
Points Of View? Adult learning is amplified

through interactive experiences with defined
rules, elements of surprise and a clear
purpose. Discover how to reduce
interpersonal tensions, expand comfort
zones, enhance creativity and get surprising
behavioral insights via hypothetical cases and
a proven game process.
C211 Using Brain Science to

Improve Learning Design
Art Kohn, CEO, AKLearning
Join neuropsychologist Art Kohn and explore
how the brain controls learning and memory
and how to apply this knowledge to create
engaging learning. Youll learn how the brain
uses metaphor and emotion in the encoding
process, about the principles of conditioning
that reinforce desired behaviors, and how to
improve long-term retention by understanding
the connectionist model of memory.
C212 Picture Perfect:

Creating Powerful
Graphics Fast
Mike Parkinson, Principal,
Billion Dollar Graphics
Countless studies have proven the benefits of
using visual communication in learning
materials. But how do you design successful
graphics that clearly speak to your audience?
Learn how to objectively validate the
effectiveness of any visual; about tools you
can use to make your graphics quickly; and
software tips, tricks and secrets.
Youll walk away with Parkinsons popular
Graphic Cheat Sheet, Top 11 Free and
Low-cost Websites for Graphics, and a
Graphic Checklist.
BYOD Laptop with PowerPoint 2007 or
newer recommended, but not
required.
A Magical
Special Event:
Following Tuesdays Expo,
hop on a bus for a free trip to
Disneys Magic Kingdom!
Pre-registration is required
for your after 4 pm theme park
ticket. See page 31 for details.
Tours
29
Extend Your Stay with a Post-Conference Tour

THURSDAY, FEBRUARY 18
Business Behind the Magic
A Disney Institute Tour
Space is limited and priority is given to 3-Day Conference attendees.

Additional fee; please register by Friday, February 12.
Disney
Backstage Magic
A Walt Disney World Resort Tour
8:00 am 12:00 pm
7:45 am 3:00 pm
In addition to creating a
magical environment for
guests, Walt and Roy Disney
mastered the art of business.
They determined that
leadership excellence, people
management, quality service,
brand loyalty, and creativity
and innovation were the five
key principles that would forge
an invaluable formula for
success; and ultimately
establish Disney as one of the
worlds leading brands. Now,
Disney Institute invites you
behind-the-scenes to discover
how these Disney business
insights can be adapted and
implemented within your own organization. In this unique experience,
you will explore these five core principles by visiting: Textile Services (a
state-of-the-art laundry facility); Epcot Cast Services (the Backstage
area for Cast Members); Main Street, U.S.A.; and the Utilidor System (a
peek beneath the Magic Kingdom).
Get an inside look at all four theme parks and then some a must-do for
the avid Disney fan! This is a perfect chance to pull back the curtain and
discover the heritage, secrets and daily operations that bring Walt Disney
World Resort to life. Tour visit includes: Epcot Explore the inner
workings of The American Adventure; Magic Kingdom Park Find hidden
details on Main Street, U.S.A. then visit Utilidor tunnels and see the
hidden transport of Cast Members; Disneys Hollywood Studios A
behind-the-scenes look at The Twilight Zone Tower of Terror and later,
visit Creative Costuming; Disneys Animal Kingdom Park Learn about
Walt Disneys love for animals; Central Shops See the skilled
craftspeople; Disneys Wilderness Lodge Enjoy lunch at Whispering
Canyon Caf; Walt Disney World Nursery & Tree Farm Learn about
Disneys unparalleled botanical beauty.
Disney bus loads at 7:45 and returns by 3:00 pm
Fee: $275, includes lunch
Disney
Disney bus loads at 8:00 am and returns by 12:00 pm

Fee: $250
University of Central Floridas Mixed

Emerging Technology Integration Lab Tour
7:30 am 2:00 pm
Bus loads at 7:30 am and returns by 2:00 pm
Fee: $75, includes lunch
The Institute for Simulation and Training (IST) is a research unit of the
University of Central Florida (UCF), the second largest university in the U.S.
Founded in 1982, IST provides a wide range of research and information
services for the modeling, simulation, and training community. This site tour
will focus on human-centric simulation and blended learning research and
development initiatives for a wide range of partners in industry, government
and military, health care, academic, and non-profit sectors. Explore:
Strategic consulting for industry and government partners to align
learning initiatives with business goals and increase performance.
Simulation of work practices in high stress environments.
Multimodal, narrative-based leadership and business simulations.
Enabling and enhancing learning, knowledge, and cognition through
technologies such as Mobile, Games and Simulations, Virtual Worlds,
and collaborative tools.
State-of-the-art simulators in healthcare, transportation, business/
leadership, military, and education.
30
Orlando & How to Register
Experience Orlando Theme Parks,

Attractions and Golf Courses!
Training 2016
Schedule
3-Day Certificate Programs
Visitors both young and young at heart can immerse themselves

in the worlds top theme parks in Orlando. From the classic Magic
Kingdom Park at Walt Disney World Resort to The Wizarding World
of Harry Potter at Universal Orlando Resort, theres a world for
everyone to escape into.
Friday, Feb. 12 Sunday, Feb. 14

9:00 am 4:00 pm
2-Day Certificate Programs

Saturday, Feb. 13 Sunday, Feb. 14
9:00 am 4:00 pm
VisitOrlando.com
Disney
Take advantage of experiences that are uniquely Orlando, like

splashing thrill rides at one of Orlandos multiple water parks or
getting up close with alligators and other wildlife at Gatorland.
Adrenaline lovers can experience the thrill of indoor skydiving or
feel the speed of driving an authentic NASCAR-style stock car.
3-Day Conference & Expo

Sunday, Feb. 14
First Timer Orientation at 4:15 pm
With more than 170 golf courses, over 20

golf academies and some of the worlds
most prestigious tournaments, Orlando is a
true golfers paradise.
Monday, Feb. 15 Wednesday, Feb. 17

Sessions start at 8:00 am on Feb. 15
and end at 3:15 pm on Feb. 17
And the fun doesnt stop when the sun goes

down: check out a show at Cirque du Soleil
or Blue Man Group. Choose from dozens of
restaurants and pubs at Downtown Disney
or Universal CityWalk.
Thursday, Feb. 18
See page 29 for times.
Tours
Visit TrainingConference.com
for a detailed schedule.
Learn about all attractions and get discounts at: www.visitorlando.com.
How to Register:
Payment
Attendee Customer Service

Phone:
847.620.4483 ext. 1
Monday-Friday
9 am 6 pm Eastern
Visit www.TrainingConference.com and click

on Register Now. Payment is accepted by
credit card (Amex, Discover, MasterCard or
Visa). If you are paying later by check, credit
card or wire transfer, select Balance Due for
your method of payment and an invoice will be
generated by e-mail. Contact customer service
for wire transfers.
We accept payment by check or money

order payable to Training Conferences (U.S.
funds and a U.S. bank), wire transfer and the
following credit cards: American Express,
Discover, MasterCard and Visa, For purchase
orders, please fax it with your registration form
to: 847.277.7414 and an invoice will be sent to
you. Registrations must be paid in full prior to
the start of Training 2016. Badges will not be
issued without payment. A W-9 is available
online in Registration Fees and FAQs.
Fax:
847.277.7414
Email:
registration@goeshow.com
(with Training Conference
in the subject line)
Register by Fax
Organizational Discounts
Complete the registration form on page 32, or

download online, and fax it to: 847.277.7414.
Discounts are available for: Government/

Military; Academic Institutions; Charitable
Non-Profits; and Groups of 3 or more. One
discount per attendee; discount offers may not
be combined. Discount codes must be entered
prior to payment. New registrations only.
Contact Staff@TrainingMagEvents.com
and please specify Training Conference.
Register Online
Register by Mail
Mail a completed registration form with your
payment by check or credit card to:
Training Conferences
c/o Netronix Corp. eShow
5 Executive Court, Suite 2
South Barrington, IL 60010
Team Discounts
Groups of 3 or more are eligible
for a team discount. Contact
Staff@TrainingMagEvents.com
Special Services Needs

If you have a special services need (food
allergy, accessibility need), please indicate
it in the space provided on the online
registration form or contact Customer
Service at least 10 business days prior to
the conference to add it to your registration.
General Questions?
Visit www.TrainingConference.com for the
most up-to-date information and schedules.
Cancellation Policy
Should you need to cancel your Training 2016
Conference registration, you must do so in
writing to Customer Service either by email
or by fax by January 29, 2016. Cancellations
received by January 29, 2016 are subject to a
$100 processing fee. After January 29, 2016,
we are happy to accept substitutions or issue
a letter of credit for a future conference or
online certificate program, but no refunds will
be issued. Expo-only fees and Tours fees are
non-refundable.
For exhibit/sponsor opportunities,

contact Dick @TrainingMag.com
Venue & Hotel
31
Training 2016 Conference & Expo will take place at
Disneys Coronado Springs Resort

Book your hotel stay directly
through Connections Housing as
shown below to get our special
rate. Do not contact Disneys
Coronado Springs Resort directly.
THEME PARK TICKETS

3-Day Conference attendees will receive one
FREE after 4 pm ticket for the Magic Kingdom
Park on Tuesday, February 16. Pre-registration
required for this Training 2016 event.
HOTEL RESERVATIONS
Connections Housing is the
only official* housing bureau for
Training 2016. Reserve your room
at Disneys Coronado Springs
Resort through Connections
Housing, using one of the methods
shown below in order to receive our
special Training 2016 Conference
rate of $179 single or double.
Rooms are available now through
January 13, 2016 while supplies
last, so be sure to reserve your
room early!
Government per diem rooms are
available online or by contacting
Connections Housing via phone
or email as shown below. To be
eligible for this rate, you must
present a valid government
identification at hotel check-in.
Need additional Disney Theme Park tickets

at a discount? Visit:
www.mydisneymeetings.com/training16/
DISNEYS MAGICAL
EXPRESS SERVICE
Take advantage of Disneys legendary
commitment to service and convenience. This
complimentary shuttle and luggage service
takes you from the Orlando International
Airport directly to Disneys Coronado Springs
Resort and back again. To qualify, please book
your room through Connections Housing by
January 13.
1000 West Buena Vista Drive
Disney
Lake Buena Vista, Florida 32830
Online:
Phone:
Fax:
Book online by visiting

TrainingConference.com and
clicking on the Venue/Hotel tab.
Connections Housing:
404.842.0000
(International) or
800.262.9974 (toll free)
404.842.0954
Starting January 20, you may

call 407.827.6777 or visit
www.mydisneymeetings.com/training16/
to book your complimentary Magical Express
shuttle and luggage service.
LET US TAKE YOU

WHERE YOU WANT TO GO
*HOTEL FRAUD WARNING: There are unofficial companies who email attendees to book hotel rooms through
their company at supposedly significant discounts. Unfortunately, some past attendees have fallen prey to these
companies and have lost their deposits, not had the guest rooms they thought they had booked, or have been
relocated to another hotel. Reservations made through an agency other than Connections Housing will be at your
own risk. If you have been contacted, please let us know at 800.262.9974 or 404.842.0000.
During your stay, enjoy the convenience of

Disney transportation throughout the Walt
Disney World Resort. Just steps from your
door, boats and motor coaches are waiting to
take you to and from the Theme Parks, Water
Parks, the Downtown Disney area, and more.
PARKING
Free parking is available at Disneys Coronado
Springs Resort for registered guests and/or
Training 2016 attendees. Drive to the main
resort entrance and inform the security kiosk
if you are a registered hotel guest or are just
attending Training 2016 and they will advise
you on parking. For more details, visit the
Venue/Hotel tab online.
VALUABLE BONUS for 3-Day Conference Attendees!

Receive a FREE $40 Disney Gift Card**
To Qualify: Simply reserve your hotel room at Disneys Coronado
Springs Resort through Connections Housing by January 13,
2016. Your stay must include both Sunday and Monday nights
(February 14 and 15) and you must also have a 3-Day Conference
registration. Book early! Offer is subject to room availability.
TAXIS
**For details on gift card use visit www.DisneyGiftCard.com/terms/.

One gift card per sleeping room. Attendees who qualify will receive
the $40 Disney gift card at Training 2016 registration.
Disney
Taxi fare from the Orlando International

Airport is approximately $65-$70 including
10% tip.
Certificates:
Conference:
Expo:
Mail the completed form to:

c/o Netronix Corp eShow
5 Executive Court, Ste 2
South Barrington, IL, 60010
Feb. 12 14
Feb. 15 17
Feb. 15 16
PO Box 247
Excelsior, MN 55331
Checks payable to:

EARLY-BIRD SAVE $150
Orlando, Florida
3 ways
to
Register
On the Conference when you register with
1. Online: www.TrainingConference.com
2. Fax:
847.277.7414
3. Mail this form to the address above.
Discount Code: TP15

Offer expires: January 15, 2016
Early-Bird discount may not be combined
with other discount offers. New orders only.
Customer Service: 9 am 6 pm Eastern time

Phone: 847.620.4483, ext. 1
Email: registration@goeshow.com (subject: Training 2016)
IMPORTANT: Please read the registration instructions on page 30 before completing this form.
Check here
1. Registrant Information.
Name
if you require
special
services.
Phone (required)
Job Title
E-mail (required)
Organization/Company
2. Registration Fees.
Address
3-Day Conference & Expo (Mon Wed)............................................................................................. $1,495

Certificate
Fee with
Optional Pre-Conference Certificate Programs

Only Fee 3-Day Conf.
P01 Training Design, Delivery and Facilitation for Engagement (Fri-Sun) ............... $1,195
$995
P02 Instructional Design Fundamentals (Fri-Sun) ................................................... $1,195
$995
P03 Managing the Training Function for Bottom-Line Results (Fri-Sun) ................. $1,195
$995
P04 Creating Interactive eLearning with Adobe Captivate (Fri-Sun)........................ $1,195
$995
P05 Designing and Developing Micro eLearning (Fri-Sun) ....................................... $1,195
$995
P06 Agile eLearning Development: Success with SAM (Sat-Sun) .................................$995
$795
P07 Practical, Cost-Effective Video Production for eLearning (Sat-Sun) .....................$995
$795
P08 Designing and Delivering the Modern Virtual Classroom (Sat-Sun) .....................$995
$795
P09 Moving from Training Provider to Trusted Advisor
with Performance Consulting (Sat-Sun) ................................................................$995
$795
P10
The Art of eLearning Design Using Storyline (Sat-Sun) .........................................$995
$795
P11
Measuring Learning Impact Using the Kirkpatrick New World Model (Sat-Sun) .....$995
$795
P12
Planning and Developing eLearning from Concept to Launch (Sat-Sun) ..............$995
$795
P13
Quiet LeadershipHarnessing the Power for Your Organization (Sat-Sun) .........$995
$795
Optional Tours for 3-Day Conference Attendees: Thursday, February 18

CT1 Business Behind the Magic: A Disney Institute Tour ............................................................. $250
CT2
CT3
Backstage Magic: A Walt Disney World Resort Tour............................................................... $275

University of Central Floridas Mixed Emerging Technology Integration Lab Tour ....................$75
Expo Only Registration (Mon Tues) ...........................................................................................................$25
$ _________
SUBTOTAL:
City/State/Province
Country
4. Please answer. SELECT ONE answer per question.

My job title is:
My department:
General/Corporate/
President/CEO
CLO/COO/VP/ Director
Manager/Supervisor
Training Specialist
Coordinator/Assistant
Instructional
Designer/Developer
External Consultant
Other (specify):
___________________
Total # of employees
in all locations:
50,000+
25,000-49,999
10,000-24,999
5,000-9,999
1,000-4,999
500-999
250-499
100-249
Less than 100
DISCOUNT CODE: ______________ ($ _________ )

TOTAL AMOUNT DUE (in U.S. Dollars) .......................... $ _________
3. FREE to 3-Day Conference attendees.
Please pre-register to attend:
Zip/Postal Code
Administrative Mgt
Training/
Development
HR/Personnel
Finance/
Operations/DP
Sales/Marketing/
Product Development
Customer Service
Education
MIS/Systems
Management/
Technical
Instructional
Designer/Developer
Other (specify):
______________________
___________________
My organizations
primary business activity:
Manufacturing
Hospitality
(food, lodging)
5. Method of Payment/Credit Card Authorization.

Visa
MasterCard
Retail
Wholesale/Distribution
Finance/Banking
Real Estate/Insurance
Business Services
Communications
Transportation/Utilities
Health/Medical Services
Educational Services/
Academic Institution
Government and Military
Consulting
Public Administration
Other (specify):
AmEx
Discover
Check # ___________ Payable to Training Conferences
Required for processing

Please mail check and
registration form together.
Town Halls: Tuesday, February 16 (Town Halls are limited to 30 participants each.)
8:15 am (Curation)
11:00 am (Technologies)
Hop on the Bus to Disneys Magic Kingdom:

Tuesday, February 16 (evening)
Yes
1:45 pm (Measurement)
Card Number
Exp. Date
Print Cardholders Name
Sec. Code
Cardholders Signature
Date
No
Register online for Hands-on Clinics and Future Forum.
By signing this form, you agree to have your credit card charged and to the cancellation policy on page 30.

The Source of Professional Development in Corporate.

Uploaded by

Document Information

Original Title

Copyright

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

The Source of Professional Development in Corporate.

Uploaded by

Copyright:

THE SOURCE FOR PROFESSIONAL DEVELOPMENT

Get your managers

The Progress Coaching

DESIGN and DELIVER

For pricing and details, contact:

VOLUME 52, NUMBER 6

54 Elevating Learning at OLC

L&D BEST PRACTICES

Strategies for Success

62 Top 10 Hall of Fame

Outstanding Training Initiative

2015 Training Industry Report

The Training Economy

Training and the Bottom Line

How Does Your Salary Stack Up?

Emotional Inequality at Work

EY worked with JMReid Group to design The Edge:

4 Online TOC Web-only content

8 Training Today News, stats, and business

11 How-To Create an Impactful One-Hour Train-theTrainer Boot Camp BY J.D. WALLACE

12 Soapbox On-Camera Instruction

14 World View Focus on Myanmar BY STEVE COYLE

65 Training Magazine Events Quiet Leaders

66 Best Practices Training Chinese Leaders

68 Learning Matters Overcome Paradigm

69 Trainer Talk Ask Questions BY BOB PIKE

72 Last Word Show Me the Money!

training NOVEMBER/DECEMBER 2015

On www.trainingmag.com, the online

Lakewood Media Group

Lorri Freifeld 516.524.3504

The Stay Interview: What Can I Do to Keep You?

3 Steps to Reward and Retain Your Top Performers

Design Training to Impact 3 Critical Organizational Dynamics

Virtually There: Learner Engagement

FOLLOW US ONLINE HERE:

Webmaster Matt Tews 763.712.8555

Gary Dworet 561.245.8328

Lori Gardner 952.544.6906

Payton Powell 612.978.4195

Digital Marketing Manager Jeremy Tews

Production Manager Tony Kolars

Bryan Powell 612.922.9399

VP, Expositions Dick Powell 952.417.6504

Conference Director Julie Groshens

TriMax, Paul Kolars 651.292.0165

Subscriber Customer Service 1.877.865.9361 or 847.559.7596

SILKROAD: ULTIMATE LEARNING

Put employee learning front and center with the award-winning

Download the Ultimate Guide to Learning Today.

They Want Their Ttvs!

TRAINING EDITORIAL ADVISORY BOARD

TRAINING TOP 10 HALL OF FAME

NOVEMBER/DECEMBER 2015 training

Training and education methods have changed with

ONLINE LMS | MOBILE LEARNING | COURSE OFFERINGS | AICC / SCORM CONTENT

news, stats, & business intel

The Korn Ferry research analyzed derailment

Detecting High-Potential Derailers

Productivity Coachs Corner

Look Back to Launch Forward

NOVEMBER/DECEMBER 2015 training

Lets Go to the Video!

Video Out Performs Other Methods

best results compared to

Become a Change Master

t6TFCBDLESPQTUPIJEFWJTVBMEJTUSBDUJPOTIf you have