About this CLO Roundtable
Join L&D industry leaders from organizations around the world, such as AngloAmerican, Commvault, APi Group, RINA, and State Compensation Insurance Fund, as they share their experiences and L&D strategies for what they are doing now to reimagine training, conquer their biggest learning challenges, and come out stronger on the other side of the crisis.
Hear from some of the industry’s first returns on experience and learn how these L&D leaders are making the most of the current situation, and how you can too!
- AngloAmerican, Jennifer Rogers, Head of Learning: With complex, high-risk global operations, Jennifer will share what steps she is taking to minimize disruption and provide continued learning in her organization
- Commvault, Joe Ilvento, CLO & Director of Talent Development: Having built and delivered a comprehensive global learning ecosystem that spans a corporate university, classroom, various virtual and micro e-learning, Joe will discuss the new “must-have skills” for L&D and how they’re rethinking the “virtualization” of learning programs
- APi Group, Lindsay Millett-Glass, Online Content Curator: Supporting thousands of employees at APi Group with various work environments and constraints, Lindsay will discuss how she enables and encourages the notion of online learning, and how to leverage the heightened online landscape to bring leadership development to those in remote areas and/or who face personal limitations post COVID-19.
- RINA, Achille Tonani, Executive Vice President: As a global provider of services across the Energy, Marine, Certification, Transport and Infrastructure sectors, Dr. Achille Tonani will share how RINA is rethinking their learning programs.
- State Compensation Insurance Fund, Karel Davis, Sr. Manager Learning & Development: As both an insurance company and a quasi-governmental agency, much of State Fund’s training pertains to new regulations, software and processes — items that don’t cease when employees are working from home. Karel will discuss how the company’s L&D team is becoming more agile to ensure all employees have ways to access the training they need to be productive in a new world of work.
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(See the Q&A below for sneak preview!)
Questions & Answers
Q: I have a three-part question:
1) I’m curious as to the strategy companies are taking to create, update or maintain L&D programs virtually and how to keep the momentum going?
2) How are companies integrating organization competencies in the L&D framework/programs?
3) How do we get leaders to buy-in to the new way of virtual learning and measure the behavioral transformation that leads to long term business success?
A: Great questions. What we are beginning to see an inter-connectivity of the entire Employee Lifecycle and its dependence on learning, training and skills development. By including skill development or redevelopment in the process of every connection that a company may have with an employee the level of engagement and retention is significantly increased. Let me tie that into your questions.
1) Companies are not updating but reinventing programs. They are driven by a very tactical business case.
2) We are seeing skills inventories as a critical element of this process. The business must be involved in the process. This creates a great position for L&D to make a huge impact on the future organization.
3) They must be investors in the process. Business leaders are using this time as an opportunity for change. Yet another opportunity to lead through L&D. Reinvention is the opportunistic word here.
Q: Question for Jennifer Rogers… With developing multiple modalities, technologies, and diversified learning experiences. I would imagine the workforce and team you would need to build these experiences would be extensive. What does your current learning team look like, please describe? How many (non-vendor) people, teams, and developers do you have?
A: Great question! We began with a comprehensive Learning Ecosystem concept with four main pillars:
1. Learning expertise (internal)
2. Process & Learning Operating Model
3. Technology Infrastructure, and
4. Solution Marketplace.
With regards in particular to #’s 1 and 4, we have developed a series of specific learning qualifications and capabilities associated with all relevant pieces of our Learning Operating Model. We began with a small internal team to form a CoE to put these foundational requirements in place. At this point, we are in the process of enabling our colleagues in respective business units, joint ventures, etc., as well as developing strategic partnerships as a form of economic stimulus in our communities that gives us quite a pool of qualified, talented professionals well-positioned to scale to any level of demand going forward.
Q: How do we provide space and opportunity for newly onboarded, or whatever group is being trained, to feel the same comradery they feel in live, instructor-led training? What techniques are you using to facilitate smaller group interaction within the virtual platform being used?
A: I believe that in response to working-from-home, a lot of managers and leaders have overused the video conferencing. Yes, it’s a way to supplement not seeing one another in the office however, not every conversation needs to be a video conference!
I mention this because I believe that once every conversation becomes a video conference, it takes away from the online learning events you have created…they tend to use that scheduled time to do actual work and will not be engaged in the material or instructor’s message.
That said, we use breakout rooms to have small groups of attendees/teams work together during a larger session, where everyone can be seen/heard, then present back to the group. This is something you can find in almost all virtual platforms, we’ve used Zoom and Saba Virtual Classroom. I also believe kicking off the sessions with something interactive, fun, AND that encourages them to use the technology (a poll like Jennifer did today, a question to be answered in Chat, etc).
Q: What shifts, if any, do you see in your strategy around the technology and solutions you will be using to support your adapted learning approaches? Are there short-term changes you have already implemented? Has this changed your long-term technologies strategy?
A: Answered Live. Please see the replay.
Q: Question for Karel Davis… You mention the different training methods used. They sound engaging could you repeat some of them on a high level? I am interested in the water cooler chats and the teachback videos, along with the intended end result.
A: Hi! The water cooler chats are one-on-one phone conversations the new employees have with different people across the organization—we arrange for them to talk to people who are in different departments that they may not interact with regularly in their jobs, and they talk about what they do, why it’s important, who they interact with, etc. For the teach-back videos – we used Flipgrid, which allows the participant to record a short video on their phone and post to the “grid”, then the other participants can watch the videos and even comment about them with their own video.
Q: How do you sell the concept to clients? In my organization, we, unknowing of what was to happen, started back in October to prepare for virtual training, and getting staff was not the biggest hurdle. However, some of our outsourcing clients were very skeptical and even decided to suspend learning activity.
A: I would always start with the business problem. What is the primary issue your Client is trying to resolve? Without this issue, it will be difficult to gain momentum and achieve the proper change.