Vanguard University (VU) developed a team-based curriculum to expand the effectiveness of Vanguard’s cross-functional sales teams to better serve investors and build plans that maximize long-term value. Their experiential learning uses drill-based workshops, sales coach feedback and enrichment sessions, pre-work and reflection points, a live simulated sales final that uses actors as prospective clients, and a parallel leader learning experience which equipped sales leaders to reinforce, role play, and help their direct reports prepare for upcoming finals. As of October 2015, Vanguard accrued $30 billion in assets over their target goal.
2. Defense Acquisition University
DAU’s scope is truly incredible–learning assets are accessed by workforce members in over 112 different countries. To ensure DAU operates within tight, government-mandated fiscal restraints, DAU conducts operational data reviews monthly, performs an enterprise-wide performance review three times a year and can evaluate efficiency performance in real time. Their detailed reviews allow DAU to operate at a cost per hour of L&D of $28, far below the ASTD benchmark of $74 per hour.
In 2014 and 2015, Vi re-launched the company’s one-year leadership development program. This program contained a blend of classroom and virtual learning sessions taught by Vi executives and university faculty. In addition, a battery of assessments and study groups were leveraged. Participants realized a 40% knowledge increase, a 10% gain in self-efficacy and 8% yield in utility perceptions, and a 33% increase in on-the-job task performance. The program gave an estimated return on investment of $35,640, increase in task performance value per employee.
4. Janssen: Pharmaceutical Companies of Johnson & Johnson
In 2013, Janssen piloted a social learning platform for sales representatives focused on helping physicians get their patients to start and stay on therapy via provision of education on insurance coverage for Janssen products. Since inception it has reduced prior authorization approval time by two days for patients with chronic diseases, letting them receive treatment sooner while also providing Janssen with a 10% increase in prescriptions filled, accounting for a $29 million increase in sales from just one franchisee using the platform over a year.
Leadership commitment is paramount at Deloitte, and all learning programs have leaders serving as sponsors or deans. At Deloitte University, more than 3,500 professionals at or above the director level have facilitated learning programs. More than 84% of Deloitte’s learning programs are led by internal professionals.
6. Sidley Austin
Sidley Austin lawyers and staff are deeply committed to learning at all levels, within and beyond the firm. The organization offers upwards of 1,000 educational programs a year for its lawyers, staff, alumni, and clients. In addition, more than 70 firm lawyers teach or have taught in law schools and universities on three continents, and the firm has established named professorships at two top U.S. law schools in honor of senior firm leaders.
To deliver the types of experiences and coaching that advance employee’s’ technical capabilities and leadership skills, PwC introduced its integrated Leadership Development Experience (LDE). LDE emphasizes real-time development through frequent, in-the-moment feedback to maximize strengths, quickly close gaps and drive continuous learning. PwC’s annual Global People Survey indicates that LDE is driving real-time development discussions among staff. Seventy-seven percent of staff report they deliver in-the-moment feedback in the course of work and 80% report the in-the-moment feedback they receive helps them improve performance.
KPMG’s market research showed that their clients chose KPMG over the competition for their depth of relationship. To bolster this key differentiator, senior leadership launched a learning initiative to enhance relationship development at KPMG. The initiative drove new relationships among program participants. On average, participants reported initiating 35 new relationships, while 2 participants reported initiating more than 100 new relationships.
9. Nationwide Insurance
The On Your Side Farm Certification Program helps agents learn to give a high service level, driving business growth in the farm segment. Blended learning is used at each certification level, while gamification concepts are used to encourage agents to go beyond classroom learning. After learning is complete, the agency must maintain production goals tied to their certification level. At each level, they earn rewards such as advertising dollars. Certified agencies are 16.7% of total agencies with farm premiums, yet certified agencies have written 66% of new business.
10. Western Union
Over the past year, Western Union has optimized key programs by combining them into longer-duration learning processes that last longer than 90 days. Not only has this focus supported, encouraged, and enhanced real time implementation of learning, it has also produced higher employee engagement, retention, and innovation. This strategy has identified $5M in potential revenue opportunities and improved employee engagement. In addition, this strategy has contributed to employee retention, potentially saving Western Union more than $18M.
11. Siemens Healthcare
In 2015, Siemens Healthcare Global Product Education expanded technology, content and partnerships to deliver a single infrastructure and one way of learning for Siemens employees, customers, and partners. This expansion included sunsetting 30 LMSs, 100 authoring tools, onboarding over 50 employees, reaching 30,000 more employees, with 150,000 accesses for employees and 2 million completions for customers, and saving over $3.5 million in localization costs.
12. University Health System
University Health System redesigned their onboarding program to address a 40 percent increase in hiring as the result of a product line expansion. The new orientation—called The Journey Begins Now—was designed by a cross-functional team and uses gamification and emphasizes connection over compliance. Thanks to the new orientation system, employee engagement and efficiency both increased, with 9 out of ten new hires coming away from the training engaged and knowledgeable. The average retention score for 90-day employees is now 91 percent.
13. Blue Cross Blue Shield of North Carolina
Blue Cross Blue Shield of North Carolina uses a hybrid model when developing learning initiatives, using a mix of internal and external teams. Their unique approach involves collaborating with vendors, who are embedded in the culture and day-to-day operations, aligning training with business priorities. The cost savings brought forth by using this cost-conscious model allows BCBS to address the 52 percent demand increase in education, learning and development.
14. Health Care Service Corporation
Health Care Service Corporation (HCSC) established a corporate goal, challenging employees to be role models for wellness and community involvement. Collaborating with senior leadership, the Learning and Talent team defined specific role-model activities that would fulfil the goal, and then educated and engaged the workforce in becoming role models through the delivery of several role-based learning solutions and communications. Following the training, over 10,000 employees completed role-model activities, leading to several external citations and awards for wellness and community service initiatives, as well as an improvement in employee health measures.
Aon’s learning team is at the forefront of using mobile apps to improve engagement and increase ROI. One of Aon’s apps for their signature programs allow employees to access agendas and bios as well as connecting with fellow employees through Twitter-like Feeds. Their Mood Ring phone app lets the L&D team constantly monitor the pulse of the workforce. These apps contribute to Aon’s learning success; their Client Promise Academy generated more than $2 million of added revenue, in part by driving engagement through technology.
16. Enterprise Holdings
The Go Truck Training Program is a devoted intranet site with road maps for eight Truck Rental positions. The site includes resources to help managers train and coach their employees. Existing Truck employees have a reinforcement section to refresh their knowledge on relevant modules. One hundred percent of new hires into Truck Rental use this training, and since the training’s implementation, the business line has achieved a 26 percent increase in growth, a 25 percent increase in total revenue, and a 27 percent increase in net profit.
17. Emory University
In 2015, Emory University’s senior leadership requested a new high-potential leadership program. “Emerging Leaders at Emory” prepares mid-level managers for advanced strategic leadership roles. The program incorporates assessments, experiential workshops, mentoring from executive leadership program alumni, peer coaching groups, lunches with senior leaders, guided reflection, and a portfolio project. The talent management-based selection process yielded 56 nominations for 20 seats. Based on the positive reaction, the learning group received additional funding to begin a second cohort less than two months after the initial program kick-off.
18. State Farm Mutual Automobile Insurance Co.
State Farm’s L&D department implemented a knowledge management solution to support its sales force and call center representatives. Their online resource makes it easy to find consistent and understandable answers to common questions, resulting in fewer calls to their underwriting contact center. This was a collaborative cross-functional effort led by L&D to address a business challenge. There have been over 500,000 views of the content in the first three months, resulting in improved efficiencies for the sales force and underwriting contact center.
19. TIC – The Industrial Co.
In 2015 TIC updated their level one reactionary evaluations to focus on relevancy of content and facilitator effectiveness to better benchmark the new curriculum that was introduced in 2014. To start, TIC set a content relevancy goal of 85. In 2015 the average relevancy score was 88, with more than 50% of the content score ratings at 90 or higher. The qualitative comments provided by participants reflected that the content of the modules benefited the employee and would be transferable once back on the job.
20. Genentech Inc.
The employee Careerlab was launched as a resource to support the career aspirations of all employees by empowering them to own their careers with management guidance. Because of this program, Genentech maintains an employee turnover rate of 5.2%—far below the industry average of 11%. Additionally, 42% of job openings are sourced with internal candidates. In 2014 and 2015, the CareerLab helped 120 high-potential employees whose positions were being eliminated find new roles in the company, resulting in a retention cost savings of $31.5 million.
21. Advocate Health Care
Recognizing the dramatic shifts in the role and impact of physician leaders, in 2014, Advocate Health Care launched a physician development program (targeting 250 employed and contracted physicians), integrating talent assessment, mentoring, and education. The program focused on increasing the pipeline of prepared physicians. Results included the first comprehensive physician talent pool review, assessment of leadership strengths and gaps, focused development that showed exceptional ratings on relevance, and identification of internal successors for the last two physician leadership roles (saving $175,000 in search fees and 9-12 months in search time per person).
22. NIIT Limited
NIIT designed a 6-week residential boot camp at their university for entry-level instructional designers hired directly out of college. Traditionally, such hires are onboarded over an average of 12 weeks of on the job and instructor led training. The boot camp included hands-on interactive workshops, real-world assignments, and morning yoga to keep their minds fresh. The boot camp successfully reduced the time to competency for entry level instructional designers from an average from 12 to 8 weeks.
23. Memorial Health System
In 2015, Memorial Health System opened the Memorial Center for Learning and Innovation, a four story, 72,000 square foot, $48 million facility focused on developing the capabilities and capacities of the healthcare workforce to meet current and future demands and promote a culture of continuous learning and improvement.
24. ConAgra Foods Inc.
ConAgra Foods focuses on individual development, partly to increase their rate of internal hires. At ConAgra, employees are expected to spend 10 percent of their time on personal development programs, whether that’s new experiences or taking formal classes. Managers can also add tasks to employees’ individual development plans, encouraging both formal and informal learning. Thanks to the efforts of the learning team, three-quarters of salaried employees at ConAgra have Individual Development Plans. Last year 42 percent of salaried positions were filled internally, a 3 percent increase over the previous year.
In 2015, IHG held the third in its successful Crowne Plaza Performance Series, an annual learning event designed to support its upscale Crowne Plaza brand in North America. Targeting general managers and sales directors, the event focused on deepening brand awareness and engagement, and learning about and using key revenue-generation drivers for the brand. Following the event, hotels that were represented at the Performance Series saw a significant (1.45%) increase in revenue growth. Those who didn’t attend saw no increase.
26. Health Plan Institute, Kaiser Permanente
In 2015, Kaiser Permanente’s Health Plan Institute used a strategic approach to learning and development with the Right Skills Best Tools program. Over 500 salespeople, account managers, and underwriting staff completed a self assessment on their skills in four key areas which was combined with their manager assessment. Kaiser’s assessment-driven approach gives its learners a blended assessment and a customized learning plan to further their development.
The USAA Learning & Development team recently undertook a major redesign of their core curriculum, reducing the length of learning solutions while improving time to proficiency. In 2015 this resulted in a $15m labor productivity return to the business. For one course alone, students of the new version showed a 38% increase in sales over graduates of the previous version of the course.
28. FDIC Corporate University
The FDIC’s comprehensive program trains bank examiners toward meeting benchmarks and becoming commissioned. Corporate University delivers 100% of required pre-commission technical training internally. No other program provides the unique, specialized knowledge required by federal bank examiners. In the 2015 Federal Employee Viewpoint Survey, administered by the U.S. Office of Personnel Management, the FDIC received an 84% favorable rating regarding this question: “The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals.”
29. NCR Corp.
In 2015, NCR continued to develop a holistic learning approach spanning the entire employee experience—increasing employee engagement and spurring new programs. NCR’s reinvented Services Learning Model improved customer satisfaction, improved employee performance with 60% accelerated time-to-competency, delivered 140% more training at 17% less cost and enabled establishment of a new learning delivery model, increasing coverage from 6% to 49%.
30. New York Life Insurance Co.
NYL’s Management Development Initiative is a cohort-based program combining an in-person kickoff with seven weeks of blended e-learning. Participants meet weekly with a consulting group to discuss how learning applies to issues on the job. Participants are involved in a social network to share ideas and learning. Seventy-one percent of managers who have graduated the program were more likely to hold regularly scheduled one-on-one meetings with their direct reports, while 62% of managers that haven’t gone through the program hold such meetings.
31. Bridgepoint Education
In 2015, Bridgepoint Education’s L&D team implemented and detailed an extensive model for involving leaders at all levels in key learning initiatives. Using three specific programs as examples, L&D used their tiered model for assessment and development, working with the business to design specific programs based on business needs and requests. They developed objectives, created leader guides, all materials, and measurements and turned complete programs over to the business to be facilitated by leaders; creating extensive buy-in and engagement surrounding learning.
32. Bright Horizons Family Solutions
In 2014 the Bright Horizons learning function installed a new program for their Education Coordinators. The virtual multi- module program is bookended with pre- and post-competency assessments completed by their managers. For this program, Bright Horizons identified a group of 300 entry-level leaders in their childcare centers who needed core leadership skills. The first cohort of 100 Education Coordinators have finished the program, and Bright Horizons has seen an average of a 5% increase in competencies from graduates.
Mindtree designed a 90-day learning program to give the proper skills needed for success to new college graduates joining the organization. The program has been a success: Mindtree has seen time to billability reduced by 9 days and managers have report their new hires have proficiency over 95% of the capabilities they need to succeed in the organization.
34. Mountain America Credit Union
Mastering Leadership (a 10-month MBA-level certificate program administered in partnership with Westminster College) has equipped up-and-coming leaders to become Mountain America’s senior level leaders of tomorrow. 55.55% of graduates have been promoted within the last 17 months, with seven promotions to the assistant vice president level, and three promoted to vice president level. These successes tie directly to the corporate goal of improving leadership bench strength. Mountain America has extended their agreement with Westminster College continuing to invest in future leaders through offering this program.
35. Automobile Club of Southern California (AAA)
In 2015, AAA launched its revamped Leadership Development Program. Where previously employees completed a “one-size fits all” leadership development program when first promoted to management, the new program features three distinct levels: Fundamentals of Leadership, Leadership Excellence, and the Executive Education Program. The programs are targeted at various levels of leadership and were developed in conjunction with Dale Carnegie Training and UCSD’s Rady School of Management. All three programs feature the same five leadership competency areas and were completely customized for AAA’s business. The programs have been a critical driver in organization succession planning.
Sears’ learning organization partnered closely with the call center to develop a learning strategy and technology roadmap to enable its transformation. This partnership led to embedding performance support directly into a new contact management platform, which reduced new hire training from six weeks to three. Adopters of this new model reached an average of 93% of their NPS goal whereas as non-adopters achieved 88%. Moreover, adopters generated average sales of $65.60 per order whereas non-adopters averaged $45.00 per order.
Leadership Academy is a successful program that builds upon OptumRx’s succession planning efforts to prepare high-potential employees for future leadership roles. During the 10-week program, participants are exposed to topics such as successful team leadership, effective coaching principles, company culture, motivation, encouragement and recognition. Candidates are identified by their department leadership and are paired with a mentor who provides a link between the classroom content and real-world situations, as well as guidance for the capstone presentation. Since the program’s launch, a quarter of all graduates have been promoted to advanced roles within operations.
Believing that leadership drives sustained business success, Buckman has invested in a one-week, values-based, experiential team program for managers. Over the past nine years, more than 80% of their global leadership team has completed the program. As a result, new leaders share a common cultural experience, create personal development plans, and learn about team engagement. The program has helped Buckman’s engagement survey results rank in the top 5% of its peer group in manager satisfaction, quality of development opportunities, and associate connection to the mission.
39. DaVita HealthCare Partners Inc.
Academy is a DaVita University flagship program. The foundational content provides teammates the opportunity to immerse themselves into DaVita’s distinctive culture during a two-day, off-site meeting. It is an opportunity for teammates to develop themselves in a fun and engaging atmosphere that is also highly informative, emphasizing whole-person learning. Teammates who attend Academy have, on average, a 12% lower turnover rate than peers who did not attend this training. DaVita University estimates that Academy drives down turnover costs by approximately $12M per year.
40. ManTech International Corp.
In 2015, ManTech International undertook a profound business transformation by upgrading and streamlining 13 major business processes used by the company. The processes were supported by custom courses developed by ManTech University in collaboration with key stakeholders. Training ensured front-line employees were involved and felt a sense of ownership. A total of 25 new courses supported the transformation, which resulted in over 9,500 hours of training for ManTech’s 7,000 plus employees.
41. Berkshire Health Systems
To meet the critical need of having bachelors-prepared nurses and Primary Care Physicians, Berkshire Health Systems embarked on a major partnership with Elms College to offer Bachelor of Science degrees in Nursing to accepted employee participants. The program is offered on-site in a dedicated classroom space and is funded entirely by the organization, with no cost to employees. To date, 105 nurses have graduated from the program, with 40 currently enrolled.
42. Depository Trust & Clearing Corporation
DTCC Learning contributes directly to its company’s bottom line through its fee-based client learning solutions. From 2014 to 2015, revenue generated from DTCC Learning’s customized training programs, private trainings and certification programs increased over 20%.
43. AlliedBarton Security Services
At the end of 2014, AlliedBarton Security Services recognized significant improvements in key metrics as a result of a new business development training program deployed by the learning and development team. Instructor-led scenario-based and practical application training in consultative relationship management, supported by eLearning and post-training coaching by sales leaders, led to a 30% increase in Business Development rep quota achievement and a 12% decrease in rep turnover. In 2015, they have started the process of delivering a similar training to their operational teams with the intention of driving client retention goals.
44. Texas Health Resources
Last year, Texas Health Resources went above and beyond to advance their industry. By partnering with Texas Christian University, Texas Health Resources created the first new nursing role in more than 35 years. This new role supports and manages care processes within surgery units across Texas Health. Texas Health has created more than 100 of these new roles, adding jobs to their payroll and cementing their place as an industry leader.
45. United Nations Children’s Fund
The UNICEF Leadership Academy (ULA) was tasked to develop the skills and behaviors that would support the strategic needs of the business across the leadership pipeline. In partnership with Harvard Business Publishing, the ULA chose a solution that empowers peer interaction and critical thinking through a blended curriculum that mixes business cases, articles, simulations and other content, allowing learners to engage with each other via live synchronous virtual events, exercises, collaboration, and reflection. The program links with other corporate talent development activities UNICEF offers. Over 1,500 staff have completed the program and provided positive feedback.
46. Sberbank Corporate University
Since 2011 Sberbank Corporate University has collaborated with INSEAD on the Sberbank 500, an ambitious program for mid-level managers. The program is highly customized and focused on developing managerial knowledge, skills and corporate competencies in accordance with organizational strategy. Sberbank top managers act as teachers and action learning projects come between in-class modules. The involvement of nearly 1,300 mid-level managers in the Sberbank 500 was a key factor in improving the bank’s net promoter score from 39% in 2011 to 60% in 2014
In 2013, SAP implemented The Challenger Program in an effort to revolutionize its sales force and deliver more value to their customers. Since then, the program has been delivered to nearly 6,500 participants across 48 countries, and made a tremendous impact on SAP’s sales organization. Fourteen million euros of revenue is directly attributable to the training. The program has also made a clear and positive impact on five crucial KPIs, including: win rate, sales revenue growth, pipeline growth, deal size and deal closing time.
48. Clarkston Consulting
Building a consistent and sustainable culture where stewards understand the interview process, their role in the process, and how to apply these techniques externally to help win client work is paramount to Clarkston’s success. Since launching the Acing the Interview practice Clarkston is already realizing a net savings of $500 per hire. Firm-wide pass rates for client interviews have improved from 60% to more than 80%. With an average engagement time of 4 months, this improvement has resulted in an estimated net increase in billable revenue of $450,000 per year.
49. G4S Secure Solutions (USA) Inc.
The G4S Custom Protection Officer® (CPO) Certification Program is consists of a tenured group of more than 10,000 officers across the US and features a 98% client retention rate for clients investing in this service. Training for this 48-hour classroom instructor-led program is conducted weekly by G4S certified trainers and all attendees must successfully pass a final exam and a hands-on assessment to become a certified CPO.
50. AAMCO Transmissions and Total Car Care
In 2015, to enhance their Learning and Development programs, AAMCO Transmissions and Total Car Care, built AAMCO University, a world class, industry leading training facility in Newnan GA. The university is home to four new schools: Franchise Ownership, Franchise Management, AAMCO Technical Institute, and Franchise Support. In addition to the new facility and curriculum, AAMCO partnered with industry leaders to create AAMCOUniversity.com, a self-study platform with over 300 courses. The platform is supported by a robust Learning Management System to provide visibility and recognition to participants. In nine months, nearly 10,000 courses have been initiated throughout the AAMCO system.
51. MTM Inc.
To address 90-day attrition, MTM introduced new training modules, and checked in with their new hires through 30, 60, and 90-day surveys. Through the learning team’s efforts, 90-day attrition was reduced to 2.85%, less than half of what it was prior. The new attrition rate meant a savings of $4,000 per full-time employee replacement.
52. International Paper
International Paper projects that over the next decade, half of its baby boomer operations and maintenance employees will retire from its’ manufacturing facilities worldwide. Senior leadership has turned this into an opportunity and redesigned their manufacturing learning strategy. First, they developed a vision for future operators and mechanics, followed by standardizing recruitment, selection, onboarding, training and certification processes. The resulting Global Manufacturing Training Initiative is a fast track model that leverages technology-based blended learning methods and is transforming the way IP employees are being developed.
53. Deckers Brands
In 2015, Deckers made internal promotions a focus, in an effort to solidify their talent pipeline. One specific program is their Women and Leadership Certificate, a 10-month extensive program partnered with a local university to elevate women in leadership. Of the women that went through the program last year, over half were promoted to Director level. This initiative and others contributed to Deckers doubling its internal promotion rates from 2014 to 2015.
54. Department of Veterans Affairs Acquisition Academy
Recognizing effective learning requires more than just training, VAAA established Performance Excellence (PE) department to provide cross-functional, interdisciplinary development experiences. These experiences supplement training with performance improvement interventions, organizational development and action learning activities to deliver increasing value to acquisition community stakeholders. This approach broadens the traditional government development model by including industry participants as participants and key thought partners. Programs include: Market Intelligence, Critical Thinking, Lean Six Sigma and Project Management Fellows. More than $8M in savings is generated by the 2015 cohorts of the LSS Green and Black Belt projects.
55. U.S. Department of Agriculture Virtual University
The Virtual University developed and implemented a 360 degree multi-rater assessment program for USDA executives, managers and supervisors. The assessment is delivered at no cost to participants, and is linked with leadership development. The assessment also engages employees and improves employee satisfaction. Their target was to deliver 1,000 assessments in 2015. To date, 2,244 assessments had been delivered, more than double the goal. The project has saved USDA nearly $700,000 and contributed to the fact that USDA improved in the Best Places to Work in the Federal Government Rankings from 16th to 13th of 19 large agencies.
56. TELUS International
The launch of the Learning@TI Roadmap by TELUS International’s president, Jeff Puritt, in January 2015, represented a global alignment of their leadership development programs with their business goals. TELUS now has one leadership development roadmap globally so their clients have confidence that all team members and leaders grow and develop in their careers consistently. The roadmap develops team members and leaders who enable customer experience innovation through spirited teamwork, agile thinking, and a caring culture that puts customers first.
57. Dell Global Support & Development Learning & Development
Dell’s Global Support and Development L&D team were tasked with delivering 40% of all classes through a blended learning model. Through extensive use of Virtual learning, Dell has managed to exceed their 40% target while at the same time provide a $600,000 savings to the company over 4 quarters in travel cost and time avoidance, without seeing any reduction in program effectiveness.
58. Mariner Finance
Mariner Finance has invested heavily in its learning team over the past year, as its L&D staff increased fivefold. All new employees receive social learning on Mariner’s operating system and are encouraged to receive outside training. The L&D department has supported its staff by financing graduate degrees in instructional systems design and having its employees attend professional conferences.
In 2015, Beachbody continued to experience hyper-growth with a 160% increase in customer service staff while adding 3 new international contact centers. To support this growth, the new hire training program was redesigned in 8 short weeks to integrate self-paced learning and multi-site ramp-up plans. In addition, the learning and development team researched and selected learning management partners to support both technical skills training and career development learning.
60. PJ Lhuillier Inc.
In 2015, PJ Lhuillier Incorporated maximized the use of non-classroom learning and built up its online resources availability aside from its regular classroom training programs. This has helped the company achieved their KPI of 100% employee reach with an increase of 12 learning hours per employee.
In 2015, OptumCare Operations’ L&D team developed an integrated knowledge management and improved workforce productivity tool. This in-house developed software is a single portal for information required by any role within the company. Training materials, process documentation, search functionality, and critical business applications used daily are all accessed and available through this one program. The completely user-customized interface is visited more than 8,000 times each day. Increased productivity, higher employee satisfaction, and effective streamlining of processes are all business outcomes that have been realized with this tool.
62. Spectra Energy
In 2015 Spectra Energy completely revamped its performance management and review process to a more progressive, development-focused process rather than a transactional one. Employees will no longer receive a year-end performance rating. Rather than get structured review meetings at fixed intervals, they now have performance “check-ins” that focus on true development and growth, not annual ratings. The new process has increased engagement, and employee feedback indicated a preference for the new focus on career development. Over 90% of surveyed participants found increased value in the process.
63. Sachse Construction and Development Co.
In Sept 2014 Sachse Construction made a commitment to implement a training program dedicated to developing well-rounded team members. They require employees complete 40 credit-hours of training in courses such as Construction Management Practices and Trends, Safety Requirements, Software, and Professionalism. This comprehensive approach ensures every team member remains current in their field, safe on the job, and has the interpersonal skill necessary to excel in their work environments.
64. Express Inc.
Express Inc.’s organizational development team has created an intuitive, irresistible, social and mobile learning experience for its 18,000+ employees —mostly millennials— which has, in turn, created a 40% lift in the young adult clothing company’s customer experience. Express uses Saba Cloud intelligent talent management solution to deliver a “one size fits one” learning and development experience. Express drove 100% engagement, 61% less churn, and an 80% increase in Net Promoter Scores. Half of all managers have gone through the program , which has generated 450 user-generated articles posted in the system, 65 groups, 280 active discussions and 45,500 class completions in 6 months.
BKD L&D uses blended learning for firm-wide Annual Updates—a one-day virtual technical training proctored by local office SMEs. Prior to the Annual Update, this content was delivered on-site via conferences, with various SMEs simply giving a lecture. L&D developed a much more interactive learning solution; participants now have a chance to network, analyze case studies and apply knowledge in small groups. BKD uses Poll Everywhere, which appeals to younger audiences and instructors instantly assess participants’ comprehension. By implementing virtual annual updates, L&D saved the firm $1 million in travel costs, hotel reservations and venue, food and beverage expenses.
66. T-Mobile US Customer Service Learning & Development Team
T-Mobile’s Customer Service L&D team recently implemented a flipped coaching model to better address the needs of their multigenerational workforce–70% of whom are Millennials. By supporting upfront behavioral observation by the coach and personal reflection by the learner, the L&D team has seen an increase in productive hours and favorable ratings on their employee engagement surveys.
67. Baker Tilly
In 2015, Baker Tilly’s L&D team was successful in gaining the firm’s leadership support to dramatically increase their financial and human resource commitment to their Valued Business Advisor: Manager Development program. This is a significant change in their approach to developing manager level professionals, as Baker Tilley developed a full-competency program from the ground up in just three years.
CalSTRS has a professional development pipeline comprised of several academies aimed at providing upward mobility and career-related training to employees at all levels. The Pre-Analyst Academy allows employees within support staff roles to receive upward mobility training in a variety of subjects including Critical Thinking, Excel, PowerPoint and Interpersonal Communication. More than 50% of last year’s participants have used the training and been successfully promoted into analyst positions.
69. The Carlyle Group
In October 2014, The Carlyle Group launched its Global Mentoring Program, driven by the learning and development group. To date, over 500 people have participated as mentors, mentees, or both. Participants represent 33% of eligible employees from all geography, business segments and seniority levels. The voluntary program features an extensive matching process facilitated by global business leaders aimed at making optimal pairings, an orientation and both a mid- and end-of-program feedback loop during the year-long engagement. Carlyle’s employee satisfaction survey has recorded a 13% increase over this time period for learning and development initiatives.
Kimberly-Clark’s Learning & Development Center of Excellence leveraged technology to reach more learners through a global LMS. The goals for the shift were to track compliance training and provide global learning opportunities. Since the April 2015 launch of myKCU, 12 legacy systems have been retired, saving an estimated $500,000 while reaching 30,000 employees in 63 countries. 263 Learning Coordinators have been trained to support the system, which offers 9 languages, 10 video channels, global virtual classrooms and 54 collaborative learning groups that achieved more than 200,000 log-ins in 8 months.
Winner’s Circle – Accenture
Accenture employees have the opportunity to pursue one of more than 60 internal certifications, an increase of 10 from last year alone. More than 100,000 employees participate in the certification programs annually, which allows Accenture to develop its internal pipeline and develop internal Subject Matter Experts. To augment its certification program, Accenture launched the Accenture Strategy certification program with business school INSTEAD. By year-end 2015, more than 800 employees completed the first module of the program.
Winner’s Circle – AT&T
AT&T’s Transformation Learning Series measures enrollments, completions and availability of talent for emerging jobs. After completing each track, participants can take a comprehensive assessment to receive certification. In 2015, there were 341,483 enrollments, 59,950 course completions and 47,174 certifications awarded. Employees can also enroll in any one of eight nanodegree programs, as well as AT&T’s online master of science in computer science (OMS-CS) program with Georgia Tech. Currently, AT&T has 9,237 nanodegree enrollees and 682 graduates. Their Georgia Tech OMS-CS enrollment is 323.
Winner’s Circle – General Mills
Business Performance Management is a multi-year initiative designed to make financial reporting and analysis more effective. As part of the initiative, the BPI team created a finance reporting center to centralize profit reporting. As a result of their efforts, General Mills saved $3 million as a result of the imitative, while at the same time expanding their reporting capabilities.
Winner’s Circle – Qualcomm
During 2015, the Learning Center provided comprehensive change management support for the organization’s strategic realignment plan designed to improve execution, enhance financial performance and drive profitable growth. The realignment includes the creation of Business Units, right-sizing the cost structure by eliminating approximately $1.4 billion in spending, and reviewing the corporate and financial structure. Learning Center staff developed change plans to support the creation of the BUs and related workstreams, conducted an impact assessment, created team development plans to assist new leaders build their executive teams and rolled out comprehensive training to enable leaders and individuals deal successfully with large-scale change.
Editor’s Choice – Learning Strategy – PwC
One way PwC implements its learning strategy is through the PwC Professional framework. Two components of the framework are Snapshots and Talent Hub. Snapshots allows staff to track progress and fine tune development needs. Talent Hub aggregates an individual’s Snapshots onto a dashboard and then recommends up to 10 new targeting learning options, tailored to that individual, making learning personal for each and every employee
Editor’s Choice – Leadership Commitment – Sidley Austin
At Sidley Austin, leaders take an active role in both developing and participating in the learning process. Leaders are involved in the design of strategic learning initiatives and are enlisted to serve as speakers and sponsors. Senior executives and line leaders identify L&D priorities, facilitate workshops, speak at Firmwide conferences and champion learning across the organization. Leaders champion the efforts of the learning team both internally and externally, with L&D being a key recruitment differentiator for new hires.
Editor’s Choice – Learning Execution – Nationwide Insurance
Nationwide takes a curate-first approach to learning. Rather than reinvent the wheel with each new initiative, Nationwide first looks for already-available solutions from vendors or other resources. Nationwide especially looks for reusable and self-serve options, enabling employees to “fish for themselves in the right pond.” Nationwide leverages internal social networks to connect employees across the enterprise and allow those employees to both share and gain knowledge quickly.
Editor’s Choice – Learning Impact – Siemens Healthcare
With education driving business value, Siemens looks at how learning impact drives cost savings. Last year the organization centralized their webinar solution into a single system. Rather than work with three different vendors, Siemens centralized their webinar strategy, allowing them to better track attendance and provide additional organizational visibility. With 57 webinars delivered externally in 2014 and the possibility to double that in the future, Siemens predicts a significant cost savings with the new solution.
Editor’s Choice – Business Performance Results – KPMG
Last year, senior leadership in KPMG’s Tax practice launched a learning initiative focused on relationship development. Forty partners and senior professionals were chosen to champion the initiative. Champions were given formal training and ongoing coaching opportunities, and were tasked with training other professionals. As a result of these efforts, hundreds of relationships have been initiated or enhanced, and these relationships have in turn generated millions of dollars of new revenue.
Editor’s Choice – Best Small Company – Bridgepoint Education
Bridgepoint’s 21 L&D employees oversee the development and training initiatives for Bridgepoint’s 3,000-strong workforce. Over the years, Bridgepoint Education has grown from a centralized L&D training model to a true business partnership. Thanks to the combined efforts of everyone on their learning team, L&D at Bridgepoint has a seat at the table and business partners know that learning is involved at the beginning of every conversation.
Editor’s Choice – Best Mid-Sized Company – University Health System
At University Health System, a team of 15 L&D professionals make up the Center for Learning Excellence and are charge with helping the staff of 7,100 achieve their educational and career goals. UHS provides several educational opportunities designed to promote employees out of their current roles. Responding to a 2011 mandate requiring an increase of nurses with baccalaureate degrees, UHS partnered with Capella University to implement the RN to BSN initiative. Their efforts increased the number of BSN-educated nurses by 10%, to 61.5%.