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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
EY worked with JMReid Group to design The Edge:
The Art and Science of Lasting Client Relationships.

20 2015 Training Industry Report

Training magazines exclusive analysis of the U.S. training
industry, featuring 2015 training expenditures, budgetary
DEPARTMENTS
allocations, delivery methods, and training priorities. 4 Online TOC Web-only content
6 Editors Note They Want Their Ttvs!
34 The Training Economy
The economy is strengthening, but does the Great
Recession of 2008and recent stock market slide
BY LORRI FREIFELD
8 Training Today News, stats, and business
intel BY LORRI FREIFELD
continue to affect the dollars allotted for your learning and
development programs? BY MARGERY WEINSTEIN 11 How-To Create an Impactful One-Hour Train-the-
Trainer Boot Camp BY J.D. WALLACE

38 Training and the Bottom Line

Business leaders of large publicly traded corporations need
to invest in education and training solutions that build
12 Soapbox On-Camera Instruction
BY DIANA L. HOWLES

14 World View Focus on Myanmar BY STEVE COYLE

the skilled talent needed for today and tomorrow.
BY EDWARD E. GORDON 17 World View Focus on Ireland
BY DR. NEIL ORKIN
How Does Your Salary Stack Up?
40 Average trainer salaries in 2014-2015 increased nearly 3 percent
to $83,494, according to Training research. BY LORRI FREIFELD
65 Training Magazine Events Quiet Leaders
5 Tips for Success BY SUSAN CAIN
66 Best Practices Training Chinese Leaders

46 Emotional Inequality at Work

A new study conducted by VitalSmarts reveals womens
perceived competency drops by 35 percent when they are
to Go Global BY NEAL GOODMAN
68 Learning Matters Overcome Paradigm
Paralysis with Courage, Condence, and
assertive or forceful. Can a brief, framing statement reduce Conviction BY TONY ODRISCOLL
social backlash? BY JOSEPH GRENNY AND DAVID MAXFIELD
69 Trainer Talk Ask Questions BY BOB PIKE

50 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 com-
BY ROY SAUNDERSON
72 Last Word Show Me the Money!
panys revamped training strategy. BY LORRI FREIFELD BY AJAY M. PANGARKAR AND TERESA KIRKWOOD
&29(5$576(5*(<1,9(166+877(5672&.&20

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www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 3

 online contents
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 editors note

They Want Their Ttvs!

L
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. TRAINING EDITORIAL ADVISORY BOARD
And I feel queasy every time I attach a document to one of my e-mails. Brent Bloom, VP, Organization Effectiveness and
Why? Youll understand after watching the winning 2015 Top Training Videos L&D, Applied Materials
Vicente Gonzalez, Senior Director, Global Training,
(Ttvs)visit http://www.trainingmag.com/training-magazine-announces-2015-ttv-winners
MAXIMUS
and see the article and photos from the awards ceremony on Raymond D. Green, CEO, Paradigm Learning, Inc.
pp. 56-57. Bruce I. Jones, Programming Director,
Indeed, video seems to be employees learning method of Disney Institute
choice these days. According to a recent survey of 1,800-plus Michael S. Hamilton, former Chief Learning &

@/>/5A-@BC->A 6D-A5-
>
employees conducted by BizLibrary, respondents said video is Development Officer, Ernst & Young
more effective than instructor-led training (ILT), virtual class- Nancy J. Lewis, former CLO and VP, ITT
Corporation, and former VP, Learning, IBM
room sessions, and traditional click-and-advance e-learning
Ann Schulte, Director/Global Practice Leader,
when it comes to teaching new things, improving perfor- Procter & Gamble
mance, and preparing employees for the future (see p. 9). Ross Tartell, former Technical Training and
Employers do seem to be getting the message: According to Communication Manager - North America,
Training magazines 2015 Training Industry Report, video is GE Capital Real Estate
one of the most used training technologies (see p. 12 for training video tips). TRAINING TOP 10 HALL OF FAME
In other Industry Report news, we saw training expenditures soar 14.2 percent Cyndi Bruce, Executive Director,
to $70.6 billion in 2015 as mergers and acquisitions increased the number of large KPMG Business School U.S.
companies in the U.S. (see p. 20 for the full report). In keeping with that positive Gordon Fuller, Global Design & Development
trend, average training salaries rose 3 percent to $83,494 in 2014-2015, according to Leader, IBM Center for Advanced Learning
Daniel J. Goepp, Managing Director, Learning
Training magazines 2015 Salary Survey (see p. 40). We look at what a strengthening
& Development, PricewaterhouseCoopers, LLP
economy has meant for training investment on p. 34 and examine why only some Jennifer Hentz, Talent Development Manager,
organizations invest in their human capital as a key business strategy to improve Booz Allen Hamilton
their productivity, performance, and prots (see p. 38). Glenn Hughes, Senior Director, Learning &
One organization that recently made a signicant investment in training is car care Development, KLA-Tencor Corporation
company AAMCO. The company invested more than $1 million in a new learning Diana Oreck, VP, Leadership Center,
management system (LMS) and the creation of AAMCO University, a state-of-the- The Ritz-Carlton Hotel Company
Myra Pettis, Director of Educational Service,
art training facility in Newnan, GA, that opened in February 2015. We view train-
SCC Soft Computer
ing as an investment, not a cost, explains Rob Rajkowski, COO. We wanted to Lou Tedrick, Staff Vice President -
align our training strategy with our ve-year plan and use training as a strategic Workforce Development, Verizon
foundation for growth. Rajkowski and other AAMCO leaders recently gave Train- Annette Thompson, CLO, Farmers Insurance
ing magazine an exclusive tour of the new facility and detailed their amped-up focus Nicole Roy-Tobin, Director, Best Practices &
on learning and developmentsee p. 50 for the full story. Innovation, Deloitte
As I write this Editors Note, Im watching Game 2 of the National League Champi- 2015 TOP 5
onship Series in which my beloved Mets are battling the Cubs for the chance to enter EMERGING TRAINING LEADERS
the World Series. I have to admit Im glad my Mets nally decided to invest in their Courtney Cordova, Director, Learning and
talent development this yearand even more glad to see it paying off! Hopefully, Development, Rush Enterprises
that magic continues for a few more games after we go to press Huligeshwari Devi, Learning Consultant and
Head - Enterprise Domain Learning, Tech Mahindra
Speaking of magic, I hope you will join me in Orlando February 15-17, 2016, for
Limited
our Training 2016 Conference & Expo (www.trainingconference.com). It promises to Rian Oosthuizen, Global Learning & Development
be an amazing event, where well imagine the possibilities and collaborate to inno- Consultant, Kimberly-Clark Corporation
vate with our Training Top 10 Hall of Famers and keynoters from Backyard Brains, Aaron Rollins, Director, Quality and Training,
Cirque du Soleil, and Pixar. Verisk Health
Best wishes for a happy, healthy, and magical holiday season. I look forward to Swarnasudha Selvaraj, Regional Head, Learning
seeing you in the Magic Kingdom next year! & Development, Tata Consultancy Services Ltd.

Lorri Freifeld
lorri@trainingmag.com
6 | NOVEMBER/DECEMBER 2015  training www.trainingmag.com
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. 2014

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

CUSTOM E-LEARNING | CEUs | SPEAKERS BUREAU
 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, includ-
ing competencies, traits, and drivers.
Competencies: Competencies are the basic skills
or abilities a leader needs to succeed, such as stra-
tegic mindset and decision quality. When Korn
Ferry researchers analyzed results of 360-de-
gree assessments, they found that high scores
on negative stallers and stoppers are more pre-
dictive of derailment than simply low scores on
needed competencies. Those stallers and stop-
Detecting High-Potential Derailers pers 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; microman-
as having high risk of career derailment. agement; and being closed, which often means
being unable to take advantage of dif-
Productivity Coachs Corner ferent 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
Look Back to Launch Forward 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 de-
No matter how you look at it, another year is about to start. Want to make it railment. Often, the lack of engagement
even better? Look back and ask yourself some new questions to gain is due to poor cultural ta mismatch
valuable insights. Ring in the new year with renewed energy, focus, and purpose. between the leaders motivators and
Get ready for whats coming at youin know the part they played in your success what gets rewarded in the culture of the
life and at work. Ask three questions over the last year. organization.
about last years goals and gain perspec- 3. WHAT am I most proud of? Last year, According to Stu Crandell, Korn Fer-
tive on the goals youre planning for next you got things done; theres no debate ry senior vice president, Korn Ferry
year: there. But, of all the projects you com-
Institute, assessment, intervention, and
1. WHY did I do what I did? Pick ve pleted and events you attended, write a
development are key to helping lead-
goals you achieved. For each, clarify the few paragraphs about the ve of them you
why behind the what. Describe in detail know youll talk about years from now.
ers overcome potential hurdles in their
your motive for action; that is, What was The end of the year is more than just a careers. Its important to assess for the
the purpose of you achieving each? time to look forward and make resolu- good and the bad, he says, and to cre-
2. WHO was there for me? Identify at tions. Its a time you can use to reect, ate a development culture where leaders
least ve people who helped you this year. to review your accomplishments, and to become more self-aware of possible
Write a letter to each of them letting them prepare for the year ahead. shortcomings and how to overcome them
with the help of their organization.

TO SUBMIT NEWS, research, or other Training Today tidbits, contact Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com or 516.524.3504.

8 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 Partnerships&Alliances
Lets Go to the Video! >> Komatsu America Corp. selected
Heartwood, Inc., a supplier of 3-D
ONLINE VIDEO DELIVERS THE
Video Out Performs Other Methods interactive training technologies, to
best results compared to
60.61% develop custom 3-D virtual training
other training methods
Online Videos 68.21% courseware to train operation and
in terms of teaching new 73.22% maintenance personnel.
things, improving per-
54.13% >> Arbys Restaurant Group is now a
formance, and preparing eLearning 61.06%
employees for the future, 67.0% corporate partner of Bellevue University.
according to a survey con- The University, with input from Arbys
57.31%
ducted by BizLibrary of Virtual Classroom 64.62%
executive management team, developed a
1,800-plus employees dur- 67.54% custom learning program, Arbys Business
ing the summer. Management & Leadership, exclusively for
53.32%
Employees said video In-Person Classroom 62.35% Arbys team members. Upon completion of
was either effective or 66.44% the program, Arbys team members earn a
very effective 73.22 Q Prepare for Future QImprove Performance QTeach New Things certicate of completion worth 36 college
percent of the time at credits that may be applied to Bellevue
teaching new things. Each of the other The results for the other two strate- Universitys Bachelor of Science Degree in
methodsinstructor-led training (ILT), gic questions were similar (see chart). Business Management & Leadership.
virtual classroom, and click-and-advance The data from the employee perspec- >> Bloomre announced a partnership
eLearningranged between 66.44 percent tive brings an important and fresh with IBM to integrate its Watson cognitive
and 67.54 percent. The margin of difference perspective to the conversation about computing systems natural language
between video and each method was: best practices for employee training. A processing technology with Bloomres
sPERCENTOVER),4 more complete report on the results of social knowledge network software. Using
sPERCENTOVERVIRTUALCLASSROOM this survey will appear in the January/ Watsons advanced data insights APIs,
sPERCENTOVERE,EARNING February 2016 issue of Training. Bloomre customers now can automatically
tag content to improve users ability to
search and nd information.

Become a Change Master
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
By Bruce Tulgan
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?
>> 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.

www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 9

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 stu-
dents 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 cat-
egories 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 an-
swers 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 re-
inforce 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.

R
ecently, I was asked to do some train-the- Urgent Not Urgent
trainer (T3) training on items that could help
a local group of professional trainers have Crying baby Exercise
more impact. Their coordinator told me I could Important Kitchen Fire Vocation
use a whole hour if I chose. Clearly, only the sparest Some calls Planning
of frameworks can be attempted in such a limited 1 2
time, but there are things that can be done. 3 4
Not Important

Interruptions Trivia
TIME MANAGEMENT Distractions Busy work
First, a bare-bones time management segment is Other calls Time wasters
essential. If the trainees are familiar with Coveys J.D. Wallace, Ph.D.,
Urgent/Important 2x2 table (see graphic at right), is the past co-chair
language can be accommodated. Typically, train- Source: Stephen Covey
of the National
ing developmental activities fall into the not for trainer receptivity might provide insights into
Communication
urgent but important category. This category prospective trainees level of motivation and abili-
Associations Training
includes items that are important but do not nec- ties. The trainers credibility is inuenced by factors
and Development
essarily require immediate attention and need such as rst impressions, either real or perceived
Division. He has
to be planned for. This quadrant is highlighted competency, and intentionally developing greater
been active in
because Covey emphasized this is the quadrant trust among the trainees.
we should focus on for long-term achievement Quality of training is enhanced by knowing objec- the governance
of goals. Some brief attention is needed so T3 tives and assessing impact. Only trainees can fully of the National
trainees shift developmental activities to the ur- determine training quality from a transfer perspec- Communication
gent and important category or expand time for tive. However, an often-overlooked category for Association, including
non-urgent but important activities. One or determining quality of training is audience match roles of senior
both of these are necessary to get beyond current making sure there is a match between the training leadership for both
procrastination or temporal barriers that prohibit and the ability for the trainees to receive it. the Training and
better quality training. The important thing here Development and
is to provide a catalyst to shift from the status quo. ADVANTAGES OF BOOT CAMP Human Communication
For those doing T3 training, RCQ boot camp can and Technology
RCQ ANALYSIS provide a nice framework into which the trainers Divisions. An award-
Once a more fertile time structure is provided, can insert developed material or solicit suggestions winning scholar and
then an RCQ analysis can help the trainer iden- from the trainees. For those teaching training, it teacher with numerous
tify the relevant areas that can enhance training provides a primer that can be used to kick-start consultations in
impact efciently. RCQ refers to receptivity of the training projects. The key here is to transfer a us- both for-prot and
trainees, credibility of the trainer, and quality of able framework that trainees can employ in their nonprot organizations,
the training. These are not mutually exclusive cat- current training. As such, the closer it is given to Dr. Wallace is
egories. For example, the credibility of the trainer actual training projects, the more likely it will be also a professor of
is going to affect the receptivity of the trainees. adopted in part or in total. It is not meant to re- Communication at
However, even an inexperienced trainer probably place more robust T3 designs, but it does provide
Abilene Christian
can think of accessible activities in one or more of a memorable structure that is exible enough to
University.
these three areas to improve training impact. accommodate various levels of experience around
Trainee receptivity certainly will have an impact a wide range of topics and audiences that can en-
on actual transfer. Aside from credibility, content hance current trainees impact. Qt

www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 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

V
ideo is on a roll. Over the last few years, matter experts. Another option is to develop
video creation has become as ubiquitous SMEs on-camera presentation skill sets.
as photography. Quick access to video
hosting platforms such as YouTube or Vimeo, 4 CORE ELEMENTS
along with affordable mobile devices with easy- Developing on-camera skills for instruction re-
to-use recording and editing capability, has quires a framework. Through my experience as
changed everything. According to YouTube, 300 a multimedia developer, on-camera talent, and
hours of online videos are uploaded to the site ev- presentation coach, Ive found it helpful to fo-
ery minute. Several sites, including curious.com, cus on a few core elements. In the model below,
now offer thousands of video tutorials. Online effective video begins with identifying the de-
%JBOB
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is video is not only transforming the way we train sired goals. These goals inuence the four core
owner and president and communicate, but the way we learn. As Ara- elements of speaking on-camera, each of which
of Howles Associates, gon Research lead analyst Jim Lundy said earlier runs deep with underlying strategies and prin-
LLC, specializing this year, The future of learning is video-based. ciples. Each core element also can be used as a
in multimedia
As trainers and educators, we need to thought- rubric for skill development.
fully consider how to leverage video for
communication. As a
workplace learning in new, effective ways. Ac-
speaker, consultant,
cording to Elliott Masie, chair of The Learning
and trainer, she CONSORTIUM and president of The MASIE
provides workshops Center, Our employees increasingly are turning
and coaching on how to video as their medium of choice to access up-
to improve on-camera dated knowledge, skill development, corporate
presentations, visual storytelling, and even peer-to-peer social collab-
communication oration. Some organizations are even accessing
design, and virtual open-sourced (universal, free access) video con-
instruction. She has tent, or using online videos for corporate training,
worked as on-camera video-based learning modules, pre-work course
and voiceover talent,
material, and sharing corporate expertise.
If you havent already, you also may nd your-
and is an award-
self presenting on-camera. An increasing number
winning speaker
of subject matter experts (SMEs) and instructors
with more than 25 now use videos to explain concepts, model tasks,
years of experience and add a personal touch to online and blended
in training and learning. However, many professionals have lit-
education. Follow her tle background in video presentation. Like any
on Twitter other medium of communication used for in-
!%JBOB)PXMFT struction, videos require knowledge and skills to
or visit XXX be used effectively. If online videos are not de-
IPXMFTBTTPDJBUFT signed and delivered well, they may not have an MESSAGE DESIGN
DPN to learn more. impact on learning and performance, or worse, Content is inherently about message, so thats the
may not be watched at all. In some of Purdue place to start. Message design includes elements
Universitys online certication courses for life- such as capturing attention, conversational script-
long learners, research showed that students ing, supporting visuals, optimal length, and more.
preferred watching shorter videos of profession- Lets focus on two essential principles here:
al actors presenting content instead of subject t
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12 | NOVEMBER/DECEMBER 2015 training 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 re-
maining 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,

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viewers attention spans get shorter.
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Keep
in mind that learners are able to click the Stop
button at any time. Based on the concept of ha-
bituation, 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 talk-
ing 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 credibil-
ity, using eye contact, projecting energy, and more.
Here are a few principles to keep in mind:
t
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Imagine someonepreferably in your target
audiencereacting facially to what you say. This
will help your on-camera delivery be more con-
versational. Your delivery needs to feel like youre
really talking to someone because the more nat-
ural you can be, the more effective youll be.
t
&OHBHF
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MFOT Online video instruction is still about
relationship, even though your learners may ap-
pear invisible. Eye contact is the most powerful
way to connect. If youre using a teleprompter
or cue cards, position them as close to the cam-
era 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
t
6TF
CBDLESPQT
UP
IJEF
WJTVBM
EJTUSBDUJPOT
If 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
"WPJE
XFBSJOH
CSJHIU
Many people ask what they should wear on vid-
eo. Heres a rule of thumb: Avoid black and white,
as well as bold, bright patterns, stripes, and logos.
This competing imagery draws learners atten-
tion away from content. White reects too much
light, and black can cause the speaker to be ab-
sorbed by a dark background or dark furniture.
Solid, muted colors work best on-camera.
TECHNICAL QUALITY
Many people minimize the importance of tech-
nical 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
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Good vid-
eo requires lots of light. Pay most attention to
lighting your speakers face. Viewers dont want
to see the speakers face in shadows. Good light-
ing separates the speaker from the background.
Consider using an inexpensive LED light placed
near the camera directed at the speaker.
t
6TF
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MBQFM
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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 micro-
phone 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 train-
ing. According to Ciscos forecasting research, by
2018, online video will be one of the most highly
adopted forms of media. As video use contin-
ues to grow and expand, lets build our skills for
teaching effectively on-camera with these core
elements: great message design; on-camera pres-
ence; visual staging; and technical quality. And
thats a wrap! Qt
training NOVEMBER/DECEMBER 2015 | 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
O selected to help a new Myanmar telecom-
munications company launch its service.
It had paid billions of dollars for the rights to a
15-year license and wanted to capitalize on this in-
vestment quickly. The training need was to get their
local staff up to speed in working in a modern tele-
communications company within four months.
The company was hiring between 100 and 200
locals per month, most of whom could speak
Steve Coyle is an English. In addition, the company employed ex-
American trainer pats from 50-plus countries in a variety of skill
based in Malaysia areas to assist in the launch. One of the license
for 20 years. Hes requirements was that within 10 years, the com-
managing consultant pany must employ 95-plus percent locals.
of ServiceWinners
MYANMARS CHALLENGES
International, a training
Besides the challenges from the client, the country
company delivering
itself posed other challenges to our training team:
programs throughout t
Suitable accommodations are difcult to nd.
the Asia-Pacic region. Myanmar has an undeveloped business and
He can be contacted at tourist scene after being under sanctions for
steve@servicewinners. 40-plus years. As a result, the hotel standards
com. are lacking. Each night, we needed to cover
ourselves with mosquito repellent in a four-
star hotel that would be lucky to qualify for
one star anywhere else. Yangons mosquitoes
are everywhere.
t
Basic infrastructure is lacking. We found our-
selves 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 | NOVEMBER/DECEMBER 2015 training
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.
t
U.S. dollars are king. Credit cards are rarely ac-
cepted. 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 ear-
lier with the client. From those meetings and
before rollout, we stayed in contact with the cli-
ent to understand their current situation.
To train large numbers of locals quickly in ba-
sic skill areas, it was agreed that we would create
the following core training curriculum:
Custom-Focused
Mindset
(3-days, no
supervisors,
Induction Custom-Focused designed by
(1-day, all Mindset ServiceWinners)
staff, program (2-days, all
designed by staff, program
client) designed by
Success Begins
ServiceWinners)
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 cus-
tomer 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 inter-
nal or external customers. This commitment was
written on a 15-foot banner and displayed promi-
nently 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 su-
pervisors 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, includ-
ing 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 en-
countered 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 el-
ephant 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 learn-
ers, 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 read-
ing material to better develop their skills. They
sought our feedbackon the sidein order
to perform better than their peers. They ex-
plained that their income supports many family
members. If they can move up faster in the orga-
nization, 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 large-
ly undeveloped. There were no McDonalds or
KFCs when we were there. Im sure in 10 years,
it probably will be unrecognizable. Still, its inter-
esting 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
training NOVEMBER/DECEMBER 2015 | 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 under-
the 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.
free tea as a way of demonstrating hospitality. Ultimately, Myanmar can pose many challeng-
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

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16 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com


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
I 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 val-
ued 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 Ameri-
can 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 busi-
ness 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 re-
cently, but business is slowly improving, and the
future is bright. Irelands highly educated popu-
lation 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 prod-
ucts 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 manufactur-
ing 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,
www.trainingmag.com
world view
quality, and leadership.
The main locations for training are the capital,
Dublin, and the cities of Cork and Belfast. Train-
ing 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 them-
selves as peers to participants. They should
position training as a way for adult participants
Dr. Neil Orkin is
to build knowledge together with the trainer in a
president of Global
collaborative fashion.
Irish participants do not want to be lectured to. Training Systems. His
Trainers can and should introduce small group organization prepares
work. The Irish are an outgoing people and will corporate professionals
want to participate in training programs. Let for global business
participants realize they should not be afraid to success. For more
speak out and voice their opinions. They should information, visit www.
be told that there are no bad questions. This will globaltrainingsystems.
give them permission to be themselves. com.
This is an informal culture. Participants will
be ne being on a rst-name basis with train-
ers. Although individualism is highly valued,
be careful with overt praise. Showing off is
not appreciated. Trainers should observe and
For global organizations looking
for growth opportunities, having
a presence in Ireland can help
them build a strong presence in
Europe and beyond.
monitor reactions and adjust their feedback style
accordingly.
Its also important to have clear ground rules
for the format and schedule of the training. Par-
ticipants 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
training NOVEMBER/DECEMBER 2015 | 17
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2O15 TRAINING
INDUSTRY
REPORT
ABOUT THIS STUDY

Now in its 34th year, The Industry Report

is recognized as the training industrys
Industrial Classications
most trusted source of data on budgets, Respondent prole by industry (weighted per Dun & Bradstreet).
stafng, and programs. This year, the /"&=
study was conducted by an outside ,- #'"&$"'= +$'X$,"&'.=
research rm May-July 2015, when D ,$"'$&0,) W$)
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members from the Training magazine 6##',$"'7=
database were e-mailed an invitation 6'"&,"'=
B'
to participate in an online survey. Only @"$"%= &0,;=
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50&'#'")
institutions with 100 or more employees +"$&%=
were included in the analysis.
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SURVEY RESPONDENTS A$D"$")

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(100-999 employees) B$'3'.7= A"$=
Midsize 41% >&$'&"$"') >,'.%)
(1,000-9,999 employees) "";= X"4$&=
Large 29%
(10,000 or more employees)

Total respondents 777

Note that the gures in this report About Survey Respondents:

are weighted by company size and
industry according to a Dun & Bradstreet
database available through Hoovers of

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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.
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20 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 TRAINING EXPENDITURES

Total 2015 U.S. training Training Expenditures 2010-2015

expendituresincluding payroll ':B'
;
and spending on external products 70
and servicestook an upward Q
 Q
trajectory, soaring 14.2 percent to ; 
60
$70.6 billion. Spending on outside  Q
products and services skyrocketed 
Q7
50
29 percent from $6.1 billion to  Q
$8 billion, while other training  
7
Q
expenditures (i.e., travel, facilities, 40
7
equipment) more than doubled to 77
77
$28.7 billion. Meanwhile, training 30
payroll plummeted 20 percent to ;
2011-2012 levels at $33.9 billion.
20
The training expenditure
gures were calculated by

projecting the average training 10
 ; 
; 
budget to a weighted universe
of 125,778 companies, using 0
a Dun & Bradstreet database >"$>&$''. >&$''."$XX ' '.'/" 
D!' "& $%& & ,"\&0,
available through Hoovers of U.S.
organizations with more than 100
employees.
Note: This year, there were DEFINITIONS
signicantly more large companies  Total training spending: All training-related expenditures for the year,
than accounted for in past Industry including training budgets, technology spending, and staff salaries.
Reports, in part due to mergers and  Training staff payroll: The annual payroll for all staff personnel assigned
acquisitions. In addition, although to the training function.
small companies have the smallest  Outside products and services: Annual spending on external vendors and
annual budgets, there are so consultants, including all products, services, technologies, off-the-shelf
many of them (98,443), that they and custom content, and consulting services.
account for 35 percent of the total
budget for training expenditures.

Average of Total Annual Budget

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

www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 21

 2015 TRAINING INDUSTRY REPORT

TRAINING EXPENDITURES

Types of Training Products and Services

Intended to Purchase Next Year
Assessment & Analysis Testing 21%
Audience Response Systems 7%
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Online Learning Tools & Systems 37%
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Training Management Administration 15%
Translation & Localization 7%
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22 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 Training Expenditures per Learner 2013-2015
$881 Q7
All Companies $976 Q
$702 Q
$1,092
Small (100 to 999
$1,238
employees)
$1,105

$829
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0 300 600 900 1200 1500

Hours of Training per Employee 2014-2015

All Companies 40.7 Q

53.8 Q
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employees) 46.2
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www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 23

 2015 TRAINING INDUSTRY REPORT

TRAINING EXPENDITURES

Training Expenditure Allocations

Who Gets Trained? Staff per 1,000 Learners
39% + c6#$'
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24 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com
 TRAINING BUDGET

Like last year, budget status was almost What Happened to Your
evenly split, with 42 percent saying Training Budget This Year?
their training budget increased and 43
percent saying it remained the same.
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distributors all showed large gains.
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main reason for the budget decrease.
0 20 40 60 80 100
This was followed by:

www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 25

 2015 TRAINING INDUSTRY REPORT

TRAINING BUDGETS

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26 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 How Much Did Your Training Budget Decrease?
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www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 27

 2015 TRAINING INDUSTRY REPORT

TRAINING BUDGETS

Projected Funding for Learning Areas Next Year

Executive Development 13% 55% 6% 26%
Management/Supervisory Training 29% 58% 6% 7%
Interpersonal Skills (e.g., communication, teamwork) 20% 62% 6% 12%
IT/Systems Training (e.g., enterprise software) 19% 55% 8% 18%
Desktop Application Training 11% 60% 10% 19%
Customer Service Training 21% 55% 6% 18%
Sales Training 19% 36% 6% 39%
Mandatory or Compliance Training 16% 72% 7% 5%
Profession/Industry-Specic (engineering, accounting, etc.) 13% 66% 4% 17%
Onboarding 27% 55% 5% 13%

0 20 40 60 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

Some 46 percent of training hours were delivered by a stand- learning accounted for 5 percent of hours, up a bit from
and-deliver instructor in a classroom settingdown a bit from 4.2 percent last year. Some 25 percent of companies said
the 47 percent reported last year. they are using social learning to some extent.

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28 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 T R A I N I N G D E L I V E RY

Mandatory or compliance training continued to be done followed by virtual classroom/Webcasting/video

mostly online, with 73 percent of organizations doing at least broadcasting at 72 percent (both down just a bit from 74
some of it online and 26 percent entirely online (up from percent last year)
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 2015 TRAINING INDUSTRY REPORT
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topic areas, large companies outsourced more than midsize outsourcing changes by company size, large companies will
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 2015 TRAINING INDUSTRY REPORT

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 Projected Use of Outsourcing-6#$'
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training NOVEMBER/DECEMBER 2015 | 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

T
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 train-
ing 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.
TRAINING INVESTMENT ON THE RISE
Some companies are experiencing an increase in train-
ing 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 devel-
opment. 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 manag-
ers, multi-unit managers, and leadership programs.

34 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

People
grow
business.
We grow
people.

ej4.com/freetrial 800-566-3159

Award-Winning Topics Include

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The Training Economy
The company has a systematic process for ascertaining need-
ed 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 deliv-
ery 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 or-
ganization, 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 instruction-
al 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 en-
tities. Our research shows that the business environment is
fundamentally reshaping in response to global mega-trends,
such as changes in global economic power, technology break-
throughs, and demographic shifts, says Mary Lyons, Advisory
principal with Training Top 10 Hall of Famer PwC, who spe-
cializes in helping businesses transform their human capital
function. Business strategies and operating models are evolv-
ing at a new velocity in response, and as such, organizations
are adapting their talent strategies.
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36 | NOVEMBER/DECEMBER 2015 training
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 con-
cepts 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 high-
potential employees with strong leaders and high-performance
teams, overall development of high-potential employees is ac-
celerated. 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 commu-
nicate, 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 strate-
gies to help mitigate costs while maintainingor sometimes
enhancingeffectiveness, Lyons says. They are challenging
themselves to develop their peoples skills in news ways, includ-
ing 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 compa-
nies 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 prac-
tice 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
has picked up, it is the organizations that view their employees
more as a strategic resource, rather than an interchangeable
Bleadorn says that along with a continuous investment in
training, forward-looking companies are focused on delivering
What we hear more today, is clients looking for development
programs that help drive innovation and simplication through-
ested in adding back layers of bureaucratic complexity. However,
developing a more creative culture that can adapt to new tech-
nology 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 ef-
fects 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 regu-
lations 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 custom-
ers, while lowering the cost of serving unprotable customers.
Some of the Training departments at these banks were able to
Learning & Performance Management Solutions
for High-Consequence Industries
www.trainingmag.com
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 strat-
egy, some simply offered refresher courses of their general sales
training, he says. What they needed were highly specic pro-
grams 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 de-
ned, 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 mil-
lion in missed revenue. Theres your answeryou can afford to
spend half a million dollars on technician tablet training. What-
ever 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
www.NetDimensions.com
training NOVEMBER/DECEMBER 2015 | 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

T
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 con-
tinue to search for answers on why only some
organizations invest in their human capital as
a key business strategy to improve their pro-
ductivity, 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 develop-
EIGHTPERCENTxOF
ment, too often are forgotten. How can we
change this business-culture mindset?
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 over-
all 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
leadership positions [were] lled internally for 2014.
sh4WOOFOURFOURCOREVALUESARETHATOURCLIENTSCOMElRSTANDWE

38 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 believe in a quality-oriented, long-term investment philos- $ELOITTES'LOBAL(UMAN#APITAL4RENDSREPORTSURVEYED
ophyTraining our branch staff will make this possible. AND INTERVIEWED  BUSINESS AND (2 EXECUTIVES FROM 
sh7EBELIEVECONSIDERINGTRAININGASANINVESTMENTNOTAN NATIONSANDPERCENTRATEDTHETALENTCHALLENGEAShVERYIM-
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
sh;/UR=#%/SCOMMITMENTANDREALIZATION;IS=THATLEARNING
JOBS
and a highly developed staff are a competitive advantage.
Francine T. Robinson, Media Relations Manager, CareSource
PORTANTvORhIMPORTANTvAPERCENTINCREASEFROMRESULTS
Yet only 28 percent of those surveyed said their businesses are
prepared to deal with this talent decit.
PUBLIC VS. PRIVATE PERSPECTIVE
4HESESURVEYSCLEARLYSHOWTHATTHEGLOBALNATUREOFTHESKILLS
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 employ-
sh7EDONTJUSTBUILDBUILDINGSWEBUILDPEOPLE4HISHAS
been a value and part of our culture since day one.
DRIVENCOMPANIESARERECOGNIZINGTHATTHEYNEEDTO
Charles Mogab, Manager, Team Member Development,
SpawGlass
ee-owned businesses, partnerships, nonprots, and leading-edge
TECHNOLOGY
INVESTINEDUCATIONANDTRAININGTOMEETTHEIRTALENTNEEDS/N
the other hand, many publicly traded for-prot companies are
STILLRELYINGONPOACHINGUSING(
"VISASORMERGERANDACQUISI-
sh7ITHOUTSKILLEDPEOPLEWEWILLFAILv tion strategies to obtain skilled workers. They remain reluctant to
Robin Renschen, Director, Training & Development, increase their training and development expenditures.
McCarthy Building Companies 7HAT IS TRIGGERING THIS TALENT HYPOCRISY SYNDROME AMONG
SUCHCOMPANIES/NTHEONEHANDTHEYCOMPLAINABOUTSKILLED
THE TALENT CHALLENGE worker shortages and trumpet the value of their human capital,
-ANY&ORTUNEORGANIZATIONSSUCHAS"OEING5NITED4ECH- BUTONTHEOTHERHANDTHEYDONThWALKTHETALKv!TLEASTINPART
NOLOGIES 7ALGREENS $ISNEY AND -C$ONALDS HAVE CORPORATE THE&EDERAL2ESERVESULTRA
LOWINTERESTRATEPOLICYHASUNINTEN-
universities, institutes, and large technical training programs. tionally encouraged short-term talent xes. It has helped fuel the
/THERSSUCHAS3TARBUCKSAND#HIPOTLEHAVECONCENTRATEDON CURRENTTRILLIONMERGERANDACQUISITIONSURGE"USINESSES
EMPLOYERTUITIONASSISTANCE3OMEPUBLICLYTRADEDCORPORATIONS ARE USING -! PARTIALLY TO BUY UP OTHER COMPANIES SKILLED
INCLUDING#OMCAST-ICROSOFT)"-AND*0-ORGAN#HASEUSE talent and ll their vacant positions. Many companies are bor-
their foundations to fund nonprots that train students of all ages rowing at low rates to nance stock buy-backs, which may reach
to potentially become employees. Foreign-owned companies, an all-time high of $1 trillion in 2015. This tactic, along with
SUCHAS3TIHLAND3IEMENSHAVEBEENJOINEDBY.ORTHROP'RUM- increased dividend payments, has kept stock prices high and has
MANANDOTHER53lRMSINOFFERINGAPPRENTICESHIPPROGRAMS pumped up top executive salaries and bonuses that also are on
"UT WHAT IS THE OVERALL TALENT PICTURE TODAY -ANPOWER RE- track to reach a record high this year.
ported that 35 percent of the 38,000 employers it surveyed in *ANET 9ELLEN CONTINUES TO SIGNAL THAT THE &EDERAL 2ESERVE IS
HADDIFlCULTYlLLINGJOBSDUETOTHELACKOFAVAILABLETALENT LIKELYTORAISEINTERESTRATESLATERTHISYEAR4HE&EDS1UANTITATIVE
3OMECOMPANIESREMAINRELUCTANTTOPAYENOUGHTOlLLTHEES- %ASING 0ROGRAMS ) )) AND ))) WERE DESIGNED TO PUSH INCREAS-
TIMATEDTOMILLIONVACANTJOBSACROSSTHE53ECONOMY INGINVESTMENTINTHE53ECONOMY)NSTEADBUSINESSESMAINLY
9ETTRAININGREMAINSTHEMAJORPROBLEM4HE3OCIETYFOR(UMAN have used cheap money to drive up short-term prots, not to
2ESOURCE-ANAGEMENT3(2- REPORTEDIN/CTOBERTHAT make long-term physical and human capital investments.
 PERCENT OF (2 PROFESSIONALS HAVE INCREASING DIFlCULTY lLL- /NCE THE CHEAP MONEY SPIGOT IS TURNED OFF PERHAPS BUSINESS
INGJOBSATALLSKILLLEVELSANDPERCENTlLLINGSKILLEDJOBS4HIS leaders of large publicly traded corporations will move beyond only
trend has increased over the last 17 consecutive months. paying lip-service to the importance of human capital to making
/NEREASONEMPLOYERSWONTPAYORTRAINISTHEILLUSIONTHATTHERE investments in education and training solutions that build the
ISCONSIDERABLESLACKINTHE53LABORMARKETIEALARGEPOOLOF SKILLEDTALENTNEEDEDFORTODAYANDTOMORROW7HATJOBVACANCY
UNEMPLOYEDWORKERSISSTILLAVAILABLE)N3EPTEMBERTHE53 LEVELlNALLYWILLRAISEALARMACROSSTHEBUSINESSCOMMUNITY
"UREAUOF,ABOR3TATISTICS",3 REPORTEDTHATTHE53LABORPAR- "USINESSES ACROSS !MERICA HAVE A SHARED RESPONSIBILITY WITH
TICIPATIONRATEWASPERCENTTHELOWESTRATESINCE4HE",3 local communities to provide the education and training needed
ALSOFOUNDTHATMILLION!MERICANAREhNOTINTHEWORKFORCEv FORSTCENTURYCAREERS4HESURVIVALOFMANY53BUSINESSES
Approximately 50 million are retirees, but more than 37 million AND !MERICAS FUTURE ECONOMIC GROWTH DEPENDS ON A HIGHER
AREPRIME
AGEDWORKERSAGESTO 4HEREALDIFlCULTYISTHAT PROPORTIONOFTHE53POPULATIONGAININGTHESKILLSREQUIREDIN
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TECHWORKPLACESTHROUGHARESTRUCTUREDEDUCATION

can meet the demands of the 21st century workplace. to-employment system.
4HELATEST0RICEWATERHOUSE#OOPERSSURVEYOF#%/SINCOUN-
tries reported that 78 percent of them ranked skill shortages as Edward E. Gordon is the president of Imperial Consulting
THEGREATESTTHREATTOTHEIRCOMPANIESTHISWASAPERCENTJUMP Corporation (www.imperialcorp.com). His latest book is Future
FROMTHERESULTS!NDPERCENTOFTHE#%/SSAIDTHEIRlRMS Jobs: Solving the Employment and Skills Crisis (Praeger, 2013),
are looking for a much broader range of skills than previously. which is a 2015 Independent Publishers Book Award winner.

www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 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 | NOVEMBER/DECEMBER 2015 training

 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 elimi-
nated 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/ $86,580 $65,000 $72,057 $74,925 $85,167 $64,799 N/A

designer/manager
Management/career/organizational $87,650 $71,150 $84,545 $89,039 $73,380 $82,562 N/A
development specialist
Independent consultant or other outside $123,600 $69,322 $113,092 $83,400 $100,207 $92,378 N/A
provider of training/HRD goods and services
Personnel manager/specialist $60,000 $125,300 $75,344 $61,205 $75,278 $70,000 N/A

Line or staff manager other than $80,517 $63,842 $66,800 $74,980 $79,883 $82,175 $63,500
training/HRD, personnel or IT
Professor/teacher/other education $60,800 $53,500 $74,999 $95,600 $121,000 $63,125 $90,500

www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 41

EXCLUSIVE SALARY SURVEY
Fewer
2014 Overall than 100
Job Category Overall Average Average employees 100-499
Average Salary $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
Training department manager - more than ve
full-time trainers/learning specialists report to you $95,331 $91,287 $77,000 $91,283
Training department manager - between one
and ve full-time trainers/learning specialists $89,910 $88,658 $100,208 $72,684
report to you
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
Instructional designer $72,588 $71,901 $76,125 $66,574
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
Personnel manager/specialist $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
Industry
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
Consulting $111,938 $98,664 $114,011 $103,631
Supplier to the training industry $91,617 $91,592 $88,406 $94,133
Gross Sales/Fees
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
$50 million to $399.9 million $84,676 $80,516 $119,603 $86,311
$400 million to $999.9 million $85,310 $81,429 N/A $61,683
$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
Education
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
Years of Experience
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

42 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 1,000- 2,500- 10,000- 25,000 50,000
500-749 750-999 2,499 9,999 24,999 49,999 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 training NOVEMBER/DECEMBER 2015 | 43

EXCLUSIVE SALARY SURVEY

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 80,000 100,000 120,000

FEMALE
Salaries by Gender MALE

Executive-level $122,298
management $172,696
Executive-level training/ $100,341
HRD manager $135,675
Department manager $92,013
(+5 trainers) $98,597
Department manager $87,692
(1-5 trainers) $93,925
One-person $67,345
department $79,413
Classroom $62,713
instructor $70,685
IT training $72,496
manager $84,956
Instructional $70,947
designer $76,214
CBT/Web/multimedia $76,153
designer/manager $75,681
Career/ $81,371
OD specialist $83,440

Consultant $98,415
$93,624
Personnel manager/ $70,786
specialist $83,586
Staff manager other $71,789
than training/HRD $82,448
Professor/ $61,591
teacher/educator $87,409

0 50,000 100,000 150,000 200,000

44 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 Executive-level management
Salaries by Age Executive-level training/HRD manager
Department manager (more than 5 trainers)
Department manager (1-5 trainers)
One-person department
N/A Classroom instructor
$70,841 IT training manager
$72,330 Instructional designer
$78,709 CBT/Web/multimedia designer/manager
$59,670 Career/OD Specialist
35 years $51,427 Consultant
or younger $58,000 Personnel manager/specialist
$64,536 Staff manager other than training/HRD
$59,099 Professor/teacher/educator
$62,364
$60,500
$79,375
$47,956
$67,000

$121,200
$114,820
$99,928
$83,368
$77,435
$63,652
36 to $63,667
43 years $66,316
$71,411
$70,140
$63,800
$68,000
$67,764
$55,000

$120,333
$122,543
$94,771
$97,321
$71,409
$71,651
44 to $78,364
49 years $71,363
$75,050
$72,696
$84,500
$65,100
$83,643
$59,500

$165,610
$128,498
$98,292
$95,197
$77,399
$72,091
50 years
$86,359
or older
$79,589
$83,982
$92,360
$106,124
$77,400
$86,862
$88,625

0 50,000 100,000 150,000 200,000

www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 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

46 |
J esse Jackson once confessed,
There is nothing more pain-
ful 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.
NOVEMBER/DECEMBER 2015 training
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 orienta-
tionand, 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

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
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 spe-
cial note of the role unconscious judgments against
assertive women play in suppressing the contri-
butions of more than half of their workforce. It is
difcult enough to create a culture of candor with-
out implicit biases offering additional disincentives
to authentic communication.
The Long and Short Term
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 automat-
ic 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 conse-
quences? 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 psy-
chologist Victoria Brescoll called Can an Angry Woman Get
training NOVEMBER/DECEMBER 2015 | 47
Emotional Inequality at Work
Ahead? (Brescoll, V. L., and Uhlmann, E. L. (2008). Can an
angry woman get ahead? Status conferral, gender, and expres-
sion 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 con-
cluded 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 con-
trol 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 con-
trol and deliberate.
2. Value Frame: The actors described their motivation in val-
ue-laden terms before making their forceful statementI
see this as a matter of honesty and integrity, so its impor-
tant 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 | NOVEMBER/DECEMBER 2015 training
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 oth-
ers 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 mu-
tually benecial outcome would erase even more of the backlash
while still allowing the speaker to express his or her strong feel-
ings 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 Accountabil-
ity, and Inuencer. Grenny cofounded Unitus, a nonprot organi-
zation 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.
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 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
E
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 techni- facility offers both lecture and hands-on technical in-
cian 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 com-
panys 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 Univer-
sity, 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 | NOVEMBER/DECEMBER 2015 training
200,000-square-foot factory, which produces reman-
ufactured 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 prospec-
tive, new, and current franchisees. The educational
struction 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 re-
corded 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 fac-
tory 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 train-
ing 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.
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 com-
plex 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 cus-
tomers; 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 under-
stand 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
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 experi-
ence, 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 train-
ing 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 ca-
reer 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 creat-
ing 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
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 show-
ing 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 fran-
chisees, 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 stu-
dents 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 man-
agers (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
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 anxi-
ety 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 perfor-
mance 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
#ENTER/WNER
used to be just six transmissions, but today there are 420 fami-
lies 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 in-
struction. 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 | NOVEMBER/DECEMBER 2015 training
take apart valve bodies, clean them, and put them back together.
Workstations have printouts with the steps to rebuild valve bod-
ies, 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 imple-
menting 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
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 con-
sists of four schools (see graphic on opposite page):
School of Franchise Ownership (growth strategies, opti-
mizing 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 diag-
nostics; 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 pro-
gression 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
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 Univer-
sity 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 employ-
ees. 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 us-
ing 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 trans-
missions, 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 bank-
cards 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 inten-
tional 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 pre-
tend 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 ad-
vertisements, 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 em-
ployees 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 busi-
ness 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 au-
dit 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
OLC participants learn about the art of making beer during
Brewery and Western Union University, plus the Top Training Videos
the MillerCoors Brewery Tour. Photo courtesy of Bob Mack
(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
OLC attendees get right to the point at the opening Learning
Convention Center. Photo by Billy Hathorn 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 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

 E R T O DA Y !
REGIST
Training magazines
39th Annual Event
Certificates: February 12 14
Conference: February 15 17
Expo: February 15 16

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Walt Disney World Resort, Florida

All photos Disney

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& $250* Early Bird Discount!
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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
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conference refreshed and
renewed and can hardly wait to
put into action the information,
tips and techniques.
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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 in-
house 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 Who says trainers dont know how to bust a move?
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.

OLC attendees line up for a Training photo op.

Dueling pianos mean those song requests keep on coming. Jane Bozarth (center) helped the Howl at the Moon musicians create an exclusive
song for the event: The Power of Us.

56 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com

The Top 3 winners by category are:

Videos Produced In-House: categories were nine 2014 Emerging Training Leaders, along
with one additional industry expert:
No. 1: Lightning Safety: Interview with a Cloud, LDS Church
No. 2: New Beginnings, DEFENDERS s Greg Cole, BKD
No. 3: Handwashing, Blood Systems, Inc. s Theda Riggins-Crawford, Fiserv
s Kristin Hall, PPD
Videos Produced by a Professional s Jennifer Hentz, Booz Allen Hamilton
Video Company for a Client: s Rebecca Lockard, Advance Financial
s Christine Marciano, Nationwide
No. 1: EYs Metro Email Service, Cohn Creative Group for EY
s Eileen Miller, Vanguard
No. 2: Covered, Resonate Pictures, INC
s Ming Ng, Paychex
No. 3: The Importance of Documenting Experiments,
s Subadhra Parthasarathy, Cognizant
Performance Development Group and MedImmune
s James Goldsmith, Accenture
This is Trainings second year doing the Ttv awards program. To watch the winning Ttv videos and other submissions,
Training received nearly 140 two-minute video clip submissions. visit http://www.trainingmag.com/training-magazine-
Judging the submissions to come up with the Top 3 in the two announces-2015-ttv-winners

No. 1: Lightning Safety: Interview with No. 2: New Beginnings, DEFENDERS No. 3: Handwashing, Blood Systems, Inc.
a Cloud, LDS Church (not present for ceremony)

No. 1: EYs Metro Email Service, No. 2: Covered, Resonate Pictures, INC No. 3: The Importance of Documenting
Cohn Creative Group for EY Experiments, Performance Development Group
and MedImmune

www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 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
W
hen reecting on the best practices Ive gath-
ered 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 ERA-
afliated 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 comfort-
able 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 ses-
sion 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 | NOVEMBER/DECEMBER 2015 training
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 ap-
proach 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 im-
mediately 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
Learner Experience Affects Employee Performance
By Jamie Hinely, Manager, Talent Development, Valvoline Instant Oil Change
V
alvoline Instant Oil Change is the nations second-
largest quick-lube chain with approximately 940
locations in the U.S., providing oil changes and pre-
ventative 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 work-
force 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, employ-
ees 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
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 excite-
ment around the brand. That enthusiasm, when it comes to
training, learning, and development, is priceless.
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 ap-
propriate 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 col-
lected 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 execu-
tive 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 com-
plex 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
training NOVEMBER/DECEMBER 2015 | 59
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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, sug-
gest 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 profes-
sional 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 equip-
ment, 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
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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 train-
ing. 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
on key metrics. Q t
Renew
Online!
training NOVEMBER/DECEMBER 2015 | 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
E
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

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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 complexi-
ties 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. The focus group provided early validation of the approach and
Through case studies, challenging exercises, and continuous feed-
back, 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 relation-
ship-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 | NOVEMBER/DECEMBER 2015 training
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:
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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.
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 foam-
core 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:
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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 learn-
ing methods were supported by neuroscience ndings. The
facilitators described these ndings to participants so they
understood the reasoning behind these non-traditional materi-
als 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 mecha-
nism 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.
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64 | NOVEMBER/DECEMBER 2015 training
Assessing Effectiveness
Overall, the partners have demonstrated their willingness to em-
brace this innovative approach. Feedback has been positive, with
each program being highly rated. Specic comments include:
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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 ses-
sions. 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
the content for future programs. Q t
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Quiet Leaders
5 Tips for Success
When introverts draw on their natural strengths
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www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 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.
A
s a growing number of China-based organi-
zations seek to establish a global footprint,
there is an increased need for a cohort of
leaders who have the global mindset and cultural in-
telligence 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
Neal Goodman, Ph.D., company that initially had a rough start, sending
is president of Global high-potential employees on expat assignments,
Dynamics, Inc., a
only to result in unhappy local employees and de-
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 high-
globalization, 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 fu-
305.682.7883. For ture international assignments and for working with
more information, visit people from other cultures. One of the major con-
www.global-dynamics. cerns was that, for the most part, the employees were
com. Please share your happy with their conditions in China and had little
experiences with training
interest or motivation to develop a global mindset
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 identica-
global-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 learn-
ing 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 inter-
national assignments. Each of the candidates
66 | NOVEMBER/DECEMBER 2015 training
completed an assessment tool to determine his
or her readiness and adaptability needed for an
international assignment or to become a glob-
al leader. The assessment tool was evaluated
with each candidate by a cross-cultural adapt-
ability 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 candi-
dates who were identied through the
selection process attended a two-day program
on Developing a Global Mindset. This program
focused on building global competence, cross-
cultural 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 assign-
ment 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 coun-
try. The assignees training examined cultural
norms and values such as management style, re-
lationship and trust building, decision-making,
conict resolution, negotiations, and communi-
cation style in the host country. Each candidate
also completed a Cultural Tendencies Diagnos-
tic 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 per-
sonalized plan to bridge any gaps between his or
her prole and that of the host country. The em-
ployee and spouse/partner received training on
cultural adjustment and processes for a smooth
integration into the new communities.
4. Training Host Country Nationals: Cultur-
al 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 lead-
ership, 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 ex-
pectations between the assignee and his or her
manager and team.
6. In-Country Coaching. Each expat and a mini-
mum of one direct report received coaching to
examine any new needs and areas for improve-
ment once each month or sooner as needed for
six months.
7. Web-Based Cultural Learning Tool. Each assign-
ee 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-
Co-located the
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ommendations regarding leadership, virtual
communication and teams, family adjustment,
and many other related topics deemed impor-
tant by the Chinese organization.
8. Executive-Level Assessment and Recommend-
ed Roadmap. The CEO and his direct reports
were interviewed separately to identify where
the organization was on it globalization jour-
ney compared to where they wanted to be in
three years. A roadmap for the development
of talent to achieve these objectives was pre-
sented to the CEO and his team. The executive
team is working on aligning their approach
to globalization, their positioning in over-
seas markets, and determining what kind of
specic talent is needed to support the glob-
al 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 reward-
ed. A commitment to training and development that
promotes globalization and cultural competence
has created a cohort of leaders for the future.
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training NOVEMBER/DECEMBER 2015 | 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
s you read through this years Training
Industry Report beginning on p. 20, it no
doubt will become clear that we nd our-
selves 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 peace-
ful interludes punctuated by intellectually violent
revolutions in which one conceptual worldview
replaces another.
Tony ODriscoll is When this happens, a paradigm shift occurs, and
regional managing our collective perception is forever altered; i.e., the
director of Duke CE in world is not at, and the planets do not revolve
Singapore, where he around the Earth.
focuses on identifying We all know that there cannot be change with- conviction to hold on as we make the shift.
and implementing out learning: Learning and change are two sides When it comes to letting go of the status quo, we
next-generation of the same coin. The paradox we face today is that must have the courage to relinquish our reliance on
learning strategies
the Learning profession itself has experienced little orthodoxy in order to see the new reality of how
change since the founding of the University of Bolo- we can accelerate an organizations ability to learn,
and approaches
gna in 1088. For almost a millennium, our industry change, and grow.
that accelerate the
has built up a litany of orthodoxy that has infected When it comes to embracing the unknown, recent
development of
us with paradigm paralysis: an inability or refusal research has shown that it is better to act your way
Leadership Sense- to see beyond current models of thinking. into a new way of thinking rather than thinking your
Abilities in this rapidly As Internet technology proliferates, creating a way into a new way of acting. Doing things differ-
growing part of the global digital nervous system that is redening how ently is about action, not contemplation. Trying new
world. we connect, communicate, coordinate, collaborate, and different ways to apply what you know about
and take collective action, we continue to be blind- how adults learn is the key to building the condence
ed by our own biases of course, content, classroom, to step up to a new way of accelerating an organiza-
and curriculum as the foundation of learning. In- tions ability to learn, change, and grow.
stead of opening ourselves up to the possibility of When it comes to staying the course, research has
a new paradigm of real-time, collaborative, net- shown that during a paradigm shift, performance
worked learning, we are falling into default by initially dips. During this uncomfortable time in
merely seeking to leverage disruptive technology to the trough of disillusionment, condence wanes
improve individual classroom training. Jay Cross and courage is called into question. In navigating
says it best: We have to shift our thinking from this pivotal moment of the paradigm shift, it is criti-
learning as lling peoples heads with knowledge to cal to maintain your conviction to hold on during
learning as people tuning their networks. the darkest hour of change to emerge to a new dawn
where learning nally can achieve its fullest and
NAVIGATING THE PARADIGM SHIFT brightest potential.
To successfully navigate this paradigm shift, we I wish you the very best in this journey of cour-
must have the courage to let go of what we know, age, condence, and convictionthe longevity of
the condence to step up to what we dont, and the our industry depends on it!

68 | NOVEMBER/DECEMBER 2015 training www.trainingmag.com


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
I
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.
ORIENTEDPEOPLEDOING
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 Well nd plenty of
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 gain greater support from
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, con-
sultants research shows repeatedly that more
than 50 percent of the stress managers experi-
ence 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
trainer talk
nonproductive behavior by showing how to
eliminate one of the consequences.
In the long run, this doesnt help either the em-
ployee or the company. If youre familiar with my
Performance Solutions Cube, you know I recom-
mend 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 Bob Pike, CSP, CPLP
s7HATARETHEYANDHOWDOTHEYCONTRIBUTETO FELLOW, CPAE-Speakers
the stress? Hall of Fame, is known
s$OWEHAVETHERIGHTPEOPLEINTHERIGHTJOBS
as the trainers trainer.
s$OWEHAVETASK
He is the author of more
people-oriented jobs or vice versa?
than 30 books, including
If we get yes answers to these questions, were
better off rst making improvements to our sys- Creative Training
tems, changing policies and procedures, and/or Techniques Handbook
reassigning people. This will reduce stress and im- and his newest book,
prove productivity. Well nd plenty of challenges The Master Trainers
with training as part of the solution and gain greater Handbook. You can
follow him on Twitter
and Facebook using
bobpikectt.
challenges with training
as part of the solution and
management for these
programsif we make a
habit of asking questions.
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 pres-
ent a Certicate Program February 13 and 14
on Moving from Training Provider to Trusted
Advisor with Performance Consulting. To regis-
ter, visit www.trainingconference.com.
training NOVEMBER/DECEMBER 2015 | 69
 talent tips
Crossing Bridges to
Real Learning
Using a cross-disciplinary learning approach to create
highly skilled professionals. BY ROY SAUNDERSON
T
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 ex-
perience 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 SETTING THE CHALLENGE
In 2012, Seneca College (http://www.senecacollege.ca),
the Real Recognition
one of Canadas leading post-secondary institu-
Way and Chief
tions with a comprehensive range of programs
Learning Ofcer of
offered at campuses across the Greater Toron-
Rideaus Recognition to Area, set a bold mission with its ve-year
Management Academic Plan.
Institute, a consulting One of Senecas goals within the Academic Plan
and training rm (http://www.senecacollege.ca/about/reports/academic-
specializing in helping plan/inspiring-cross-disciplinary-networked-learning.
companies get html) was to develop a cross-disciplinary, net-
recognition right. Its worked approach to learning that emphasizes
focus is on showing diverse learning experiences, both virtual and
leaders how to give real physical, through a rigorous, exible, and rele-
vant curriculum.
recognition to create
This mandate requires everyone to cross the tra-
positive relationships,
ditional boundaries between academic disciplines.
better workplaces, and
A cross-disciplinary and networked learning ap-
real results. For more proach gives both faculty and student learners a
information, contact chance to explore the links within, across, and out-
RoySaunderson@ side of the regular curriculum. It is like putting on
Rideau.com or visit a new pair of glasses and viewing what typically
www.Rideau.com. has been taught and learned before, and examin-
ing 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 re-
sponds, 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 | NOVEMBER/DECEMBER 2015 training
Todays workforce is changing rapidly, and gradu-
ating 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 aca-
demic 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 to-
gether, including:
A simulated car crash leaves two injured children
at the scene. Enter Emergency Services Commu-
nications 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 professional-
ly 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 re-
spective profession? What is the give and take of
responsibilities, communication, and life-saving ac-
tions required? How will they really work together?
www.trainingmag.com
 Another program asks students from Senecas
Faculty of Communication, Art and Design pro-
grams to create a short and quick turnaround
video for Doctors Without Borders. Com-
position, 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 real-
ity 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 cam-
pus than on a larger one. And some programs are
more natural ts than others.
Agnew also points to the powerful input Sen-
eca gains from more than 100 program advisory
committees. These committees are made up of rep-
resentatives from various community employers
and industry professionals who give valuable input
to college faculty on essential workplace competen-
cies 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 learn-
ing goals and competencies against the learning
outcomes of the Academic Plan. Agnew speaks
highly of Senecas faculty, staff, community part-
ners, and students who have upped their game to
broaden applied learning and create a rich learning
experience for everyone. Hes convinced that cross-
disciplinary 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 rm-
ly believes it is not a passing fad; its here to stay.
And it is not because he is wearing a pair of rose-
colored glasses. He knows that for students to
have a successful career today, cross-disciplinary
learning is the right way to make it happen. Qt

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www.trainingmag.com training NOVEMBER/DECEMBER 2015 | 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
fter reviewing Training magazines 2015
Salary Survey on p. 40, you may be scream-
ing, 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
Ajay M. Pangarkar, salary survey? and What can I do to improve my
CTDP, CPA, CMA, salary performance? The rst question bench-
and Teresa Kirkwood, marks your current salary level to the industry
CTDP, are founders of
median. If youre above the median, congratulations,
youre among the better-performing practitioners
CentralKnowledge.
within that role. If youre not, then you need to ad-
com and
dress the second question, so you are not left behind.
LearningSourceonline.
Learning practitioners we meet often believe
com. They are they are underpaid and undervalued. It is easy to
employee performance blame leaders for your insecurity within the busi-
management experts ness. Before blaming others, however, you must
and three-time authors, take personal responsibility for your professional
most recently publishing development. It is astonishing how many learning
The Trainers practitioners shirk their responsibility to practice
Balanced Scorecard: what they too often preach to othersand that is to
A Complete Resource be learners themselves. It is shocking that those hold-
for Linking Learning to
ing the responsibility for some type of organizational
learning fail to challenge what they know and make
Organizational Strategy
little attempt to discover what they dont.
(Wiley). Help them
start a Workplace
YOUR OWN LEARNING IS PRIORITY
Revolution at There sometimes is an unspoken arrogance
blog.centralknowledge. within the learning community in that many prac-
com or contact ajayp@ titioners frown upon topics unrelated to learning.
centralknowledge.com. 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 learn-
ing 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:
72 | NOVEMBER/DECEMBER 2015 training
Acquire business skills: Workplace learning is a
business within a business just like every other in-
ternal 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 objec-
tives to develop targeted learning solutions. This
aligns the learning initiative with your leaders expec-
tations. 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 appropri-
ate 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 learn-
ing 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 de-
signers 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...
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Neuroscientist Executive Production Designer Keynote Hop on the Magic
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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, the ideal size.
you persuade busy employees to attend training sessions. You lure
Ken Barber, Manager L&D,
them into listening to you instead of looking at their smartphones
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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 Outstanding opportunity to
Clearly, training requires a great deal of creativity, ingenuity, and resourcefulness. And its learn about trending topics
often a case of mind over matter. Thats why for the Training 2016 Conference & Expo at
in training.
Disneys Coronado Springs Resort in Orlando, weve assembled a quartet of keynoters
who are experts in innovation and neuroscience: Pixar Production Designer Jay Shuster, Peter Szlosek, Trainer, DaVita
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.)
The best training experience
I have ever had. The keynote
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 speakers motivated me to
idea behind our new Training Top 10 Hall of Fame Town Hall meetings, where you get the perform my job better.
chance to brainstorm solutions to your challenges with the industrys training elite. These
Sue Thais, Training Specialist,
are not panel sessions with presenters talking at you; they are dialogues that offer an
ORNL Federal Credit Union
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. PARTICIPANT

We take innovation one step further with our new Future Forum where we explore the
Training Training
challenges of training Generation Z, changes in content curation and delivery, and Boot Camp 2016 Measurement
2016 2016
leading-edge learning technologies on the horizon.

Walt Disney once said, People wont go down a long corridor unless theres something Level Up at Training 2016!
promising at the end. You have to have something that beckons them to walk this way.
Digital credentials can transform
I believe Training 2016 has that something, and if you choose to walk this way with us in
how your hard-earned achievements
Orlando, you will walk away with even more than you possibly could have imagined.
are recognized, shared, and rewarded.
Earn eBadges at Training 2016 and
Lorri Freifeld
Editor-in-Chief, Training magazine
showcase them on LinkedIn and
Facebook!

Table of Contents
Whats In It for YOU. . . . . . . . . . . . . . . . . . 3
Keynotes . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Training 2016 Expo . . . . . . . . . . . . . . . . 11
Team Discounts
Breakouts & Clinics . . . . . . . . . . . . . . . . 12-28
Town Halls . . . . . . . . . . . . . . . . . . . . . . . . . 5
Tours . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Groups of 3 or more
Pre-Conference
Orlando & How to Register . . . . . . . . . 30 are eligible for a team
Certificate Programs . . . . . . . . . . . . . . . 6-9
Venue & Hotel. . . . . . . . . . . . . . . . . . . . . . 31 discount. Contact
Future Forum &
Technology Test Kitchen . . . . . . . . . . . 10 Registration Form . . . . . . . . . . . . . . . . . . 32 Staff@TrainingMagEvents.com
 Whats in It for YOU 3

Training
We know how difficult it is to leave the office behind
(especially knowing all the work that will greet you LEARN IT.
upon your return). So we made sure the Training 2016 DO IT.
Conference & Expo offers you some powerful incentives
(and hopefully balmy temperatures) to attend: matters. PROVE IT.

Up-close-and-personal dialogues
with L&D VIPs: With IBM, the University of Central Florida,
Including Training Top 10 Hall of Fame Town Hall meetings the Gates Foundation, and more (see page 10).
on content curation, training technology, and measuring
and achieving business impact through training, plus
sessions led by Training Top 125 winners (see page 5). 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.
Technology
Test Kitchen
Hands-on sharing and exploration
Hands-on Clinics
with technologies (see page 10).
Double the number from previous
years (see pages 16 & 27).

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).
Disney
Whats Included in a
3-Day Conference Registration:
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.

Log on to TrainingConference.com to register today!

4 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
Brain Teaser A Mind-Bending
three-year-olds into statues for
more than an hour? How does Demonstrating the power of hands-on Experience
learning, neuroscientist and Backyard Its not what you look at that matters,
Cirque du Soleil train acrobats to
Brains cofounder Greg Gage shows its what you see. Perception plays a
fly effortlessly from one end of the
us how understanding the way our major role in training both for the
stage to another without a net?
brains work can strengthen training trainer and the learner. How perceptive
How does Greg Gage make one reinforcement and retention. Put your are you? And can you influence the
persons brain control anothers thinking cap on! perceptions of others? This mystery
arm? How can our special mystery
keynoter showcases the strengths
guests hands be quicker than and vulnerabilities of the human mind.
our eyes? In this case, seeing is believing!
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,
Creative Courage
they arent afraid to fail. Behind the Scenes
Creativity isn't reserved to a happy
These are all lessons training few; it can be found within all of us, Jay Shuster has worked on some
professionals can take to heart. argues Welby Altidor, executive of the worlds most beloved films,
Indeed, even our Training Top 10 creative director for one of the worlds including Cars, WALLE, and two
Hall of Famers admit to looking most creative companies, Cirque du of the Star Wars movies. Previously
outside training for inspiration Soleil. He shares his concept of a designer for Lucasfilm and now
and innovation. So sit back, relax, creative courage uncovering with Pixar, he offers powerful lessons
innovation through engagement, on creativity, collaboration, and
and imagine the possibilities for
collaboration, and controlled failure innovation while drawing the path
your organization!
and how it can apply to, and change, of a great idea from genesis to
our approach to both training and commercial success. Its time to create
business. Get ready to stretch! a new script!

Training 2016 Conference & Expo


Town Halls: Tuesday, February 16
Content Curation (8:00 am)
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?
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
Town Halls 5
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-and-
take 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.
Leveraging Technologies (11:00 am) Measuring Impact (1:45 pm)
How do we effectively leverage different How do we effectively measure, track, and
technologies (including video, MOOCs, achieve business impact through training?
SPOCS, portals, and micro-learning) to
How do we ensure we are consistently
deliver the right training at the right time?
delivering what the business needs?
What are the opportunities to
How do we ensure effective use
consolidate disparate technologies into
of L&D resources and alignment with
aggregated solution systems within the
the strategic imperatives of the
learning function? What would an IT
organization?
roadmap for the Learning function
look like? How can we change Learning &
Development measurement and
Can you really align a learning objective
reporting processes for greater
to three minutes of content?
resonance with business unit leaders
How can we accomplish more through and key stakeholders?
agile learning design?
Graham Johnston
Jennifer Hentz Talent Development Leader,
Talent Development Deloitte LLP
Manager,
Booz Allen Hamilton
Jim Harwood
Tal Goldhamer VP, University of Farmers,
Chief Learning Officer Farmers Insurance
Americas,
Ernst & Young
Diana Oreck
Matthew Valencius VP, Leadership Center,
Manager, Instructional The Ritz-Carlton
Design & Development, Hotel Company
IBM Center for
Advanced Learning
Glenn Hughes
Senior Director,
Learning & Development, Each Town Hall session is
KLA-Tencor Corporation limited to 30 participants.
Pre-registration is required.
Log on to TrainingConference.com to register today!
6 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!)
3 THREE-DAY CERTIFICATE PROGRAMS
Friday, February 12 Sunday, February 14
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-to-
apply 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.
Training 2016 Conference & Expo
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.
9:00 am 4:00 pm
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.

3 THREE-DAY CERTIFICATE PROGRAMS
Friday, February 12 Sunday, February 14
P03 Managing the Training
Function for Bottom
Line Results
Jean Barbazette, Founder; Maria Chilcote; Melissa
Smith, Managing Partners, The Training Clinic
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.
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.
BYOD: Laptop recommended.
Certicate Programs
9:00 am 4:00 pm
P04 Creating Interactive
eLearning with
Adobe Captivate
Joe Ganci, President, eLearning Joe; Pooja Jaisingh,
eLearning Evangelist, Adobe Systems
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.
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.
Log on to TrainingConference.com to register today!
7
P05 Designing and Developing
Micro-eLearning
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 micro-
learning 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) micro-
learning 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 micro-
content 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.
8 Certicate Programs
2 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 micro-
budgets, 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.
Training 2016 Conference & Expo
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.

2 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 environ-
ment 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.
BYOD: Please bring a WiFi-enabled laptop with
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
Certicate Programs
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-the-
job 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.
Log on to TrainingConference.com to register today!
9
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 video-
based 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.
BYOD: Please bring a WiFi-enabled laptop with
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 Introversion-
Extroversion 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: Attendees are encouraged
Phylise Banner, Director of to bring their own devices
Online Teaching and Learning, (laptop, tablet, smart phone)
Union Graduate College and visit the Technology Test
Kitchen area to learn, explore,
The Technology Test Kitchen is and share knowledge within a
designed as a makerspace approach lab environment. Approaches
for sharing innovative tools, new media, and approaches to focus on designer, developer,
integrating technology into online and instructor led training facilitator, and participant
design, development, and delivery. This open and collaborative applications, and include
environment provides opportunities for individual or guided multiple platform and device
hands-on exploration. applications.
The Technology Test Kitchen includes stations where Come join us for our chef demonstrations throughout the
participants are guided by Master Chefs who are available to conference. Hear from the experts, download the recipes,
talk about design, discuss recipes (quick how-to guides), and start cooking!
utilize apps, brainstorm strategies, explore new media
(hardware & software), and provide 1:1, hands-on sharing with
technologies.

Training 2016 Conference & Expo

 Training 2016 Expo 11

Browse top training products and services and gather a

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

For exhibit/sponsor
opportunities, contact
25 to Meet
Tuesday, Feb 16, 12:30 1:00 pm
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.

Log on to TrainingConference.com to register today!

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-to-
person 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.
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.
Training 2016 Conference & Expo
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.
methods resolve inherent shortcomings of
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
traditional methods (ADDIE), how to build the
 Breakouts & Clinics 13

Training Measurement Certificate

Lunch and coffee Attend five of the designated measurement sessions,
in addition to the Measuring Learning Impact Using
are included each day
the Kirkpatrick New World Model (P11 on page 9),
of the Conference. 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
Ajay Pangarkar, Workforce Revolutionary,
CentralKnowledge Inc.
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.
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
Monica Cornetti, CEO,The Sententia
Gamification Consortium
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

Log on to TrainingConference.com to register today!

14 Breakouts & Clinics
114 Accelerating New Employee
Productivity
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
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.
Training 2016 Conference & Expo
MONDAY, FEBRUARY 15
11:00 AM 12:00 PM
201 Once Upon a Time,
You Changed the World:
Transforming Attitudes
Through Personal Stories
in Training
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 learner-
centered mindsetdesigns that focus not on
figuring out how smart learners are, but how
they are smart.

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.
Breakouts & Clinics
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.
Log on to TrainingConference.com to register today!
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
Anthony Altieri, Consultant
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.
C102 Leaving Breadcrumbs for
Learning: The Neuroscience
of Graphic Organizers
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 Laptop recommended, not required.
For a detailed schedule and session updates, visit: www.TrainingConference.com
Training 2016 Conference & Expo
C103 Really Rapid
Design for
Engaging Training
Sivasailam Thiagarajan, Resident
Mad Scientist, The Thiagi Group
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
Devin Hughes, Partner, ITLN/Shawn Achor
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.
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.
C106 Doin the Socials
Jane Bozarth, Author,
Social Media for Training
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.
BYOD Bring your laptop with security
configured to allow access to popular
social sites.
C107 State-of-the-Art
Survey Design
Techniques
Ken Phillips, CEO, Phillips Associates
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.

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)
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.
C111 A Proven Approach to
Driving Organizational
Change
Stu Cohen, Principal Consultant; Briana
Goldman, Consultant, Linkage
In this clinic youll learn to apply change-
readiness 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.
Breakouts & Clinics
TUESDAY, FEBRUARY 16
8:00 AM 9:00 AM
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
Jane Bozarth, Doctor of Learnin Stuff and
Positive Deviant
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.
303 Training for Transfer
of Learning
Becky Pike Pluth, CEO, The Bob Pike Group
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.
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17
304 Build a Project Charter in
45 Minutes or Less
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 World-
Class 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.
Training 2016 Conference & Expo
310 Science vs Folklore:
The Clash of
Employee Training
Methods! The Winner is?
Chris Osborn, VP, BizLibrary
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.
311 No Graphics Background:
No Problem
Danielle Watkins, Chief Learning Officer,
Zenith Performance Solutions
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.
313 Providing Results
That Executives
Will Love
Jack Phillips, Chairman, ROI Institute
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.
314 Why Trust is the One Thing
That Changes Everything
Donna Burnette, Regional Practice Leader,
FranklinCovey
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.
TUESDAY, FEBRUARY 16
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.

402 The Art of Estimating
Its Not Just Numbers
Jennifer Yaros, VP Operations, Radcom
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.
Breakouts & Clinics
405 eLearning: Whats Changed?
What Hasnt?
Michael Allen, Author, Michael Allens Guide to
eLearning
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.
406 Enabling Virtual and
Blended Learning Success:
An SAP Case Study
Malte Bong-Schmidt, Virtual Learning Lead,
SAP SE; Jennifer Hofmann, President, InSync
Training
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
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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.
409 The Visual Cortex: Simplified
Visual Design for eLearning
Kevin Thorn, Owner, NuggetHead Studioz
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.
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 organiza-
tions can use the emotional intelligence
strengths of an individual to define and create
stand-out customer experiences.
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 machine-
to-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.
Training 2016 Conference & Expo
414 Two Truths and a
Lie: The 2016
Learning
Professionals Edition
James Goldsmith, Learning Architect,
Accenture
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!
TUESDAY, FEBRUARY 16
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
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.
503 How to Measure
Training Impact and
Get the Biggest
Returns
Paul Leone, Senior ROI Consultant, Verizon
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.

506 21 Keys to Moving
Your Classroom
Based Training to
Virtual, Online
Nanette Miner, President,
The Training Doctor, LLC
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-to-
understand, 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.
Breakouts & Clinics
509 Successful Behavioral
Leadership Through
New Discoveries in Team
Neurodynamics
John Kolm, CEO, Team Results USA
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!
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
Log on to TrainingConference.com to register today!
21
Reserve your Spot
for Town Halls
Space is Limited!
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
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.
Training 2016 Conference & Expo
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
Barbara Bucklin, Director of Instructional
Design, and James Ver Hague, Technical
Solutions Architect, Ardent Learning, Inc.;
Tara King, Director, Volvo Cars Performance
Academy
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.
611 How to Sell, Negotiate, and
Influence More Effectively
Jeff Cochran, Master Facilitator,
Shapiro Negotiations Institute
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.
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.
614 Secrets to Powerful
Instructional Feedback
Ethan Edwards, Chief Instructional Strategist,
Allen Interactions
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.
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!

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24 Breakouts & Clinics
WEDNESDAY, FEBRUARY 17
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 cutting-
edge 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.
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.
Training 2016 Conference & Expo
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 706 More than Memorable:
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.
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.
How to Create Great Results-
Based 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.

708 Using the
Retrospective Pre-
Post Self-Assessment
Method for Evaluating
Training Effectiveness
Lori Wingate, Assistant Director, Western
Michigan University
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.
Breakouts & Clinics
711 How to Develop Valid and
Effective Certifications
and Micro-Credentials
Judith Hale, Author, The Performance
Consultants Fieldbook
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 after-
market 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.
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.
Log on to TrainingConference.com to register today!
25
714 Partnering With Those
Annoying Sales Executives
to Get Results
Lauren Bailey, President, Factor 8
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
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
WEDNESDAY, FEBRUARY 17
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.
Training 2016 Conference & Expo
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.
806 Measure Twice, Cut
Once: How Analysis
Impacts Training and
Business Results
Steve Boller, Director; Stephanie Sullivan,
Manager, Bottom-Line Performance, Inc.
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.
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.
809 Lowes Rapid Development
of Gaming for the Executive
Audience
Mike Eakins, Creative Lead, METIL, University
Central Florida; Representative, Lowes
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.

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 Competency-
Modeling 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.
Breakouts & Clinics
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.
WEDNESDAY, FEBRUARY 17
12:15 3:15 PM
C201 Making a Statement
with xAPI
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.
Log on to TrainingConference.com to register today!
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.
C204 Speak Like a
Mouse Eight
Strategies that
Pixie-Dust Your
Presentations
Lenn Millbower, The Learnertainment Trainer,
Offbeat Training LLC
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
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.
BYOD Bring your laptop with Adobe Connect
and PowerPoint.
C207 Building Games-Based
Learning Experiences in an
Open Source Engine
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
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.
Training 2016 Conference & Expo
C208 What Caused It?
Techniques for
Isolating the Effects
of Your Programs
Patti Phillips, CEO, ROI Institute, Inc.
The simple question What caused it? is a fair
a proven game process.
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.
C209 Have an App Ready to
Publish By the End of This
Session
Neal Rowland, Curriculum Manager, Plex
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
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
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 Space is limited and priority is given to 3-Day Conference attendees.
Additional fee; please register by Friday, February 12.

Business Behind the Magic Backstage Magic

A Disney Institute Tour Disney
A Walt Disney World Resort Tour
8:00 am 12:00 pm 7:45 am 3:00 pm
In addition to creating a Get an inside look at all four theme parks and then some a must-do for
magical environment for the avid Disney fan! This is a perfect chance to pull back the curtain and
guests, Walt and Roy Disney discover the heritage, secrets and daily operations that bring Walt Disney
mastered the art of business. World Resort to life. Tour visit includes: Epcot Explore the inner
They determined that workings of The American Adventure; Magic Kingdom Park Find hidden
leadership excellence, people details on Main Street, U.S.A. then visit Utilidor tunnels and see the
management, quality service, hidden transport of Cast Members; Disneys Hollywood Studios A
brand loyalty, and creativity behind-the-scenes look at The Twilight Zone Tower of Terror and later,
and innovation were the five visit Creative Costuming; Disneys Animal Kingdom Park Learn about
key principles that would forge Walt Disneys love for animals; Central Shops See the skilled
an invaluable formula for craftspeople; Disneys Wilderness Lodge Enjoy lunch at Whispering
success; and ultimately Canyon Caf; Walt Disney World Nursery & Tree Farm Learn about
establish Disney as one of the Disneys unparalleled botanical beauty.
worlds leading brands. Now, Disney bus loads at 7:45 and returns by 3:00 pm
Disney Institute invites you
Fee: $275, includes lunch
behind-the-scenes to discover Disney
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).
Disney bus loads at 8:00 am and returns by 12:00 pm
Fee: $250

University of Central Floridas Mixed The Institute for Simulation and Training (IST) is a research unit of the
Emerging Technology Integration Lab Tour 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
7:30 am 2:00 pm
services for the modeling, simulation, and training community. This site tour
Bus loads at 7:30 am and returns by 2:00 pm will focus on human-centric simulation and blended learning research and
Fee: $75, includes lunch 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.

Log on to TrainingConference.com to register today!

30 Orlando & How to Register

Experience Orlando Theme Parks, Training 2016

Attractions and Golf Courses! 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 Friday, Feb. 12 Sunday, Feb. 14
Kingdom Park at Walt Disney World Resort to The Wizarding World 9:00 am 4:00 pm
of Harry Potter at Universal Orlando Resort, theres a world for
2-Day Certificate Programs
everyone to escape into.
Saturday, Feb. 13 Sunday, Feb. 14
Take advantage of experiences that are uniquely Orlando, like 9:00 am 4:00 pm
splashing thrill rides at one of Orlandos multiple water parks or
getting up close with alligators and other wildlife at Gatorland. 3-Day Conference & Expo
Adrenaline lovers can experience the thrill of indoor skydiving or Sunday, Feb. 14
feel the speed of driving an authentic NASCAR-style stock car. First Timer Orientation at 4:15 pm
Disney

With more than 170 golf courses, over 20 Monday, Feb. 15 Wednesday, Feb. 17
golf academies and some of the worlds Sessions start at 8:00 am on Feb. 15
most prestigious tournaments, Orlando is a and end at 3:15 pm on Feb. 17
true golfers paradise.
Tours
And the fun doesnt stop when the sun goes
VisitOrlando.com

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

How to Register: Payment

Register Online
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.
Register by Fax
Complete the registration form on page 32, or
download online, and fax it to: 847.277.7414.
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
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.
Organizational Discounts
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.
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.
Attendee Customer Service
Phone: 847.620.4483 ext. 1
Monday-Friday
9 am 6 pm Eastern
Fax: 847.277.7414
Email: registration@goeshow.com
(with Training Conference
in the subject line)
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

Training 2016 Conference & Expo

 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
THEME PARK TICKETS
Coronado Springs Resort directly.
3-Day Conference attendees will receive one
HOTEL RESERVATIONS FREE after 4 pm ticket for the Magic Kingdom
Connections Housing is the Park on Tuesday, February 16. Pre-registration
only official* housing bureau for required for this Training 2016 event.
Training 2016. Reserve your room Need additional Disney Theme Park tickets
at Disneys Coronado Springs at a discount? Visit:
Resort through Connections www.mydisneymeetings.com/training16/
Housing, using one of the methods
shown below in order to receive our DISNEYS MAGICAL
special Training 2016 Conference EXPRESS SERVICE
rate of $179 single or double. Take advantage of Disneys legendary
Rooms are available now through commitment to service and convenience. This
January 13, 2016 while supplies complimentary shuttle and luggage service
last, so be sure to reserve your takes you from the Orlando International
room early! Airport directly to Disneys Coronado Springs
Government per diem rooms are Resort and back again. To qualify, please book
available online or by contacting your room through Connections Housing by
Connections Housing via phone January 13.
or email as shown below. To be Starting January 20, you may
eligible for this rate, you must Disney call 407.827.6777 or visit
present a valid government 1000 West Buena Vista Drive
www.mydisneymeetings.com/training16/
identification at hotel check-in. Lake Buena Vista, Florida 32830 to book your complimentary Magical Express
shuttle and luggage service.
Online: Phone: Fax:
LET US TAKE YOU
Book online by visiting Connections Housing: 404.842.0954 WHERE YOU WANT TO GO
TrainingConference.com and 404.842.0000
During your stay, enjoy the convenience of
clicking on the Venue/Hotel tab. (International) or
Disney transportation throughout the Walt
800.262.9974 (toll free)
Disney World Resort. Just steps from your
door, boats and motor coaches are waiting to
*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 take you to and from the Theme Parks, Water
companies and have lost their deposits, not had the guest rooms they thought they had booked, or have been Parks, the Downtown Disney area, and more.
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.
PARKING
Free parking is available at Disneys Coronado
Springs Resort for registered guests and/or
VALUABLE BONUS for 3-Day Conference Attendees! Training 2016 attendees. Drive to the main
Receive a FREE $40 Disney Gift Card** resort entrance and inform the security kiosk
To Qualify: Simply reserve your hotel room at Disneys Coronado if you are a registered hotel guest or are just
Springs Resort through Connections Housing by January 13, attending Training 2016 and they will advise
2016. Your stay must include both Sunday and Monday nights you on parking. For more details, visit the
(February 14 and 15) and you must also have a 3-Day Conference Venue/Hotel tab online.
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
Taxi fare from the Orlando International
the $40 Disney gift card at Training 2016 registration. Airport is approximately $65-$70 including
Disney 10% tip.

Log on to TrainingConference.com to register today!

 Mail the completed form to: Training Conferences
Lakewood Media Group Lakewood Media Group
c/o Netronix Corp eShow PO Box 247
5 Executive Court, Ste 2 Excelsior, MN 55331
Certificates: Feb. 12 14 South Barrington, IL, 60010

Conference: Feb. 15 17 Checks payable to:

Expo: Feb. 15 16 Training Conferences

Orlando, Florida
EARLY-BIRD SAVE $150
3 ways 1. Online: www.TrainingConference.com
On the Conference when you register with

Discount Code: TP15

to 2. Fax: 847.277.7414
Offer expires: January 15, 2016
Register 3. Mail this form to the address above.
Early-Bird discount may not be combined
Customer Service: 9 am 6 pm Eastern time with other discount offers. New orders only.
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.
1. Registrant Information. Check here
if you require Name
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 City/State/Province Zip/Postal Code
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 Country

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
4. Please answer. SELECT ONE answer per question.
$995
My job title is: My department: Retail
P05 Designing and Developing Micro eLearning (Fri-Sun) ....................................... $1,195 $995
President/CEO General/Corporate/ Wholesale/Distribution
P06 Agile eLearning Development: Success with SAM (Sat-Sun) .................................$995 $795 CLO/COO/VP/ Director Administrative Mgt Finance/Banking
P07 Practical, Cost-Effective Video Production for eLearning (Sat-Sun) .....................$995 Manager/Supervisor Training/ Real Estate/Insurance
$795 Development
Training Specialist Business Services
P08 Designing and Delivering the Modern Virtual Classroom (Sat-Sun) .....................$995 $795 HR/Personnel
Coordinator/Assistant Communications
P09 Moving from Training Provider to Trusted Advisor Finance/
Instructional Operations/DP Transportation/Utilities
with Performance Consulting (Sat-Sun) ................................................................$995 $795 Designer/Developer
Sales/Marketing/ Health/Medical Services
External Consultant Product Development Educational Services/
P10 The Art of eLearning Design Using Storyline (Sat-Sun) .........................................$995 $795
Other (specify): Customer Service Academic Institution
P11 Measuring Learning Impact Using the Kirkpatrick New World Model (Sat-Sun) .....$995 $795 Government and Military
___________________ Education
P12 Planning and Developing eLearning from Concept to Launch (Sat-Sun) ..............$995 $795 MIS/Systems Consulting
Total # of employees Management/ Public Administration
P13 Quiet LeadershipHarnessing the Power for Your Organization (Sat-Sun) .........$995 $795 in all locations: Technical Other (specify):
50,000+ Instructional
Optional Tours for 3-Day Conference Attendees: Thursday, February 18
25,000-49,999 Designer/Developer ______________________
CT1 Business Behind the Magic: A Disney Institute Tour ............................................................. $250 10,000-24,999 Other (specify):
CT2 Backstage Magic: A Walt Disney World Resort Tour............................................................... $275 5,000-9,999
___________________
CT3 1,000-4,999
University of Central Floridas Mixed Emerging Technology Integration Lab Tour ....................$75
500-999 My organizations
Expo Only Registration (Mon Tues) ...........................................................................................................$25 250-499 primary business activity:
100-249 Manufacturing
SUBTOTAL: $ _________ Less than 100 Hospitality
(food, lodging)
DISCOUNT CODE: ______________ ($ _________ )

TOTAL AMOUNT DUE (in U.S. Dollars) .......................... $ _________

5. Method of Payment/Credit Card Authorization. Required for processing
Visa MasterCard AmEx Discover Please mail check and
Check # ___________ Payable to Training Conferences registration form together.
3. FREE to 3-Day Conference attendees. Please pre-register to attend:
Town Halls: Tuesday, February 16 (Town Halls are limited to 30 participants each.)
Card Number Exp. Date
8:15 am (Curation) 11:00 am (Technologies) 1:45 pm (Measurement)

Hop on the Bus to Disneys Magic Kingdom: Print Cardholders Name Sec. Code
Tuesday, February 16 (evening) Yes No
Cardholders Signature Date
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.