Professional Documents
Culture Documents
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$35
JANUARY/
NUARY/
FEBRUARY
BRUARY
2012
Verizons
New Number Is
SM
Farmers Insurance ranks among the top 125 best corporate training programs in the world.
We know that better training means better resources for our customers, and when it comes to
insurance, great support makes all the difference. To nd an agent near you, visit farmers.com.
2012 Farmers Insurance
www.trainingmag.com
contents
JANUARY/FEBRUARY 2012
34
28
FEATURES
28
34
42
52
60
TOP 5
Verizons New # Is 1
42
Verizon rings in 2012 in the top spot on the Training Top 125.
BY LORRI FREIFELD
52
60
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FEATURES
64
(CONTINUED)
66
108
DEPARTMENTS
108
118 Accelerating
On-The-Job Training
118
BY ROY SAUNDERSON
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Joyceann Cooney-Garippa
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A Higher Calling
V
Lorri Freifeld
lorri@trainingmag.com
6
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3+272*5$3+%<'216$/.$/1
erizon rang in the New Year with a new number: The telecom company
earned the No. 1 spot on the 2012 Training Top 125. Farmers Insurance
claimed the No. 2 spot, while Top 5 newcomers Miami Childrens Hospital, Mohawk Industries, and McDonalds nabbed Nos. 3, 4, and 5, respectively.
Some 24 new companies broke into the Top 125 this year, with Capital One
and Sprint Nextel Corp. debuting in the Top 50. The majority
of the companies are in the health/medical services, real estate/
insurance, business services, and nance/banking industries.
Here are some overall statistics from the quantitative analysis
of the 2012 Training Top 125 applications:
The mean revenue was $5.9 billion U.S. and $11.3 billion worldwide. The mean training budget was $145.5 million, representing
4.52 percent of payroll.
The mean number of total employees trained per organization
(including independent contractors and franchisees) was 41,890,
with 18,462 trained in the classroom and 38,438 trained
online. A mean of 557 courses were offered as instructor-led sessions; 1,494
as online self-paced modules; and 113 as virtual instructor-led classrooms. Some 94 percent of applicants have a technological infrastructure to
support the delivery and management of training.
The average number of full-time and part-time trainers was 232 and 395,
respectively.
Some 96 percent of applicants have a tuition reimbursement program. A mean of
8 percent of eligible employees made use of tuition reimbursement programs in
the last year. Organizations spent a mean of $3 million on tuition reimbursement
programs.
Some 97 percent of applicants use employee satisfaction surveys, and 98 percent
use competency maps and personal/individual development plans. Only 64
percent tie managers compensation directly to the development of their direct
reports.
On the evaluation side, 57 percent of applicants utilize Return on Value; 72
percent utilize Return on Investment; 56 percent utilize Balanced Scorecards;
and 45 percent utilize Six Sigma. The Kirkpatrick Levels of Evaluation are more
widely used: Level 1 (96 percent), Level 2 (95 percent), Level 3 (90 percent),
Level 4 (82 percent).
The average length of employee service is seven years, and the average turnover
rate is 16.5 percent.
Internal candidates lled a mean of 33.8 percent of job openings, while
employees referred a mean of 21 percent of new hires.
Two companies were inducted into the Training Top 10 Hall of Fame in 2012:
Microsoft Corporation and SCC Soft Computer. See p. 64 for more on what
makes their training so effective.
New for 2012, the Training brand launched an extensive social media campaign. See
p. 4 for links to our pages on Twitter, LinkedIn, Facebook, YouTube, and Google+.
We look forward to even more interactive interaction with you!
kpmg.com
2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of
independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All
rights reserved. Printed in the U.S.A. The KPMG name, logo and cutting through complexity are registered trademarks
or trademarks of KPMG International. 25410NSS
Kudos!
bybyLorri
LorriFreifeld
Freifeld
>>Taxi Training
Trai
Changes the Brain >> Tech Talk p. 12
2012 Resolutions
www.trainingmag.com
LATE
COMEDIAN
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Partnerships&Alliances
>> Management Concepts Inc., a
provider of training to the federal
government, announced its exclusive
collaboration with the Society for
Human Resource Management
(SHRM) to develop and offer HR
training curricula for federal agencies.
Six courses initially will be offered and
will focus on federal market HR, talent
acquisition and development, HR as
a strategic business partner, building
credibility in HR, human capital
effectiveness metrics and workforce
planning.
>> DIDMO, architect of cross-platform
mobile application creation solution
Magmito, and Success Associates
(SA), a provider of learning, employee
development, training, and coaching
solutions, have partnered to offer
a mobile extension of SAs current
distance learning platform, SkillBuilder.
Key modules from the SkillBuilder
system will be optimized for mobile
devices and delivered as Magmitogenerated apps.
>> iCIMS, a provider of Software-as-aService (SaaS) talent management and
acquisition solutions, and Tracker Corp.,
a provider of software for immigration
management, Form I-9 compliance, and
E-Verify regulations, formally expanded
their partnership. iCIMS now will
offer Tracker I-9 software and E-Verify
compliance as part of its Onboarding
Solution.
>> Ground handling business Servisair
chose Intelex to support training
programs across its UK and Ireland
sites via its Web-based business
performance solution. Previously,
Servisair had relied on isolated training
systems across each of its 24 sites in
the UK and Ireland.
11
Products&Services
>> Whiteboard Products launched
a suite of its environmentally friendly
products that will help improve the
way businesses in the U.S. and
Canada train, present, learn, teach,
and brainstorm. The supercharged
whiteboard on a roll sticks with
static to any at surface. Users
simply unroll the whiteboard, tear
off a sheet along the perforation
(or roll it out to make a 65-footlong whiteboard), and place it
on the wall. Additional products
now available include the Magic
Blackboard for colored displays and
a Clearboard that can be written on
with dry erase markers.
>> Meridian Knowledge Solutions,
LLC, released a new version of
its agship learning management
system, Meridian Global LMS
2011.2.2, with features that let
employers mold the product to
the way their training department
and employees conduct business.
The new features include a mobile
capability that tailors the pages of
the LMS for a users smartphone
browser, as well as on-the-y
reporting that taps into and delivers
whatever data an employer needs
for analyzing learning. Meridian also
is offering versioning of content,
digital signatures, audit trails, and
password congurability that comply
with Title 21 CFR Part 11, making
the Meridian LMS an option for
medical device manufacturers, drug
makers, and biotech companies.
>> Lectora e-Learning software
unveiled a new tool that instantly
translates all text on its global
Website, www.Lectora.com, into
more than 50 languages in one
click. This translation tool enables
anyone from around the world to
easily access e-learning products,
information, resources, and tips
to increase professional and
development skills.
12
www.trainingmag.com
Vanguard
invests in
world-class
training
Vanguard commits to providing
employees with resources, tools,
and programs for continuous
learning. Were proud to be part
of this community of companies
dedicated to offering world-class
training opportunities.
Vanguard.com/careers
Vanguard is an Equal Opportunity Employer.
soapbox
Paychex Train-the-Trainer
Partnership Program
The program allows the Paychex Training Department to provide more
training to employees without increasing the departments headcount.
BY LISA GREEN
K
Lisa Green is the training manager, HRS and
H&B Operations, at the
Paychex Training and
Development Center.
14
Count me
in.
ADP.COM/CAREERS
ADP believes that diversity leads to strength. We are an equal opportunity/affirmative
action employer; M/F/D/V. The ADP logo is a registered trademark of ADP, Inc.
All other logos and trademarks are the property of their respective owners. ADP, 2012.
soapbox
Existing training skills and competencies
Manager approval and support for the program
At least two or more years tenure at Paychex
Preference is given to applicants who have attended other communications-related corporate
training programs
Managers are asked to nominate employees, gain
second-level management approval, and have their
nominated employee ll out the applicant questionnaire. An application committee reviews and
scores all applications, and the employees with the
highest scores are discussed further and reviewed
to narrow the selection to 12 participants. Applicants who do not make it into the program are
given feedback about how to increase their chances
for acceptance into a future program.
PROGRAM STRUCTURE
The program is a structured three-month experience that requires an 85-hour time commitment.
The program includes:
Five Days of Instructor-Led Training
Instructor Abijah Nicholson ensures that the training includes plenty of opportunities to practice
new skills and receive feedback. Upon completing
the instructor-led session, participants are able to:
Dene and demonstrate training, facilitating, and
presenting
Identify participants training needs
Create a lesson plan that incorporates the range of
learning preferences
Develop visual aids and supporting materials
Manage difcult participants and tough topics
Deliver training using distance learning tools
Deliver a 10- to 15-minute demonstration of skills,
which is reviewed with their assigned mentor
Mentoring and Shadowing
with Experienced Paychex Trainers
Participants who complete their nal assessment and receive certication are invited to a
celebratory luncheon with their manager and their
mentor. Each participant is recognized as a Certied
Training Partner, and the director of Training and
Development speaks to them about continuing their
partnership with our training organization.
THE CONTINUING DIVIDENDS
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ROE: Demonstration
of Training Value
Return on expectations (ROE) demonstrates the degree to which training
initiatives satisfy the expectations of key business stakeholders.
BY DR. JAMES D. KIRKPATRICK AND WENDY KAYSER KIRKPATRICK
R
Dr. James D. Kirkpatrick
and Wendy Kayser
The Kirkpatrick Foundational Principles outline at a high level the key considerations in
the One and Only
creating positive ROE.
Kirkpatrick Company.
1. The end is the beginning. Showing the value
They are the creators of
of training begins before a program even starts.
the Kirkpatrick Business
Training professionals should be clear on the LevPartnership Model and
el 4 Results the organization exists to accomplish.
the New World Kirkpatrick These aims nearly always highlight sales and
protability in a for-prot company or mission
Model. They welcome
questions and comments accomplishment in a not-for-prot organization.
A specic initiative also has leading indicators,
at information@
or
short-term measurements, that show the initiakirkpatrickpartners.com.
tive
is on track to make a positive
For more information, visit
FIGURE 1: The Kirkpatrick Model
contribution to the highest-level
kirkpatrickpartners.com.
results. Typical leading indicaLevel 4: RESULTS To what degree targeted outcomes occur
tors include employee retention,
as a result of the learning event(s) and
customer satisfaction, and new
subsequent reinforcement.
product sales, and are often the
targets identied as desired proLevel 3: BEHAVIOR To what degree participants apply what
gram results.
they learned during training when they are
Every major initiative should
back on the job.
focus on one or more leading
indicators that key stakeholders
Level 2: LEARNING To what degree participants acquire the
feel will most affect the organiintended knowledge, skills, and attitudes based
zations Level 4 Results. This will
on their participation in the learning event.
generate ROE.
in Kirkpatrick Partners,
2. Return on Expectations is
the ultimate indicator of value.
www.trainingmag.com
soapbox
targeted interventions.
Training professionals should ask stakeholders during this process what evidence is required
at each level to show the initiative is a success.
Dening measurement methods, tools, and
techniques at the start of the initiative makes
evaluation much easier to perform.
level results that comprise ROE. The partnership between training and business departments
in planning and executing a strong required
driver package is perhaps the largest predictor of
program success.
A dashboard is an effective
tool for tracking and
communicating the progress
of training initiatives. It
should include the highestlevel results, leading
indicators, critical behaviors,
and required drivers.
work with business managers and supervisors to
create a tactical execution plan.
Historically, learning professionals have
focused most of their efforts on training events
(Levels 1 and 2). However, the largest ROE
actually occurs at Level 3, on the job after
training. To achieve maximum ROE, training
professionals and front-line managers must
work together before, during, and after training
as a unied force.
When participants return to the job after training, required drivers must be in place. These
are processes and systems that reinforce, monitor, encourage, or reward the performance of
critical behaviors on the job. Training professionals should work with managers before
training to design the required drivers and
to provide as many tools and aids as possible.
After training, they should check in with managers and support them in their efforts. Agreement
on roles and responsibilities at the beginning of
an initiative is critical.
The degree to which drivers are implemented
relates directly to the extent to which critical
behaviors are performed. The performance of
critical behaviors is what yields the business20
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2146RDP012012
how-to
Motivate, Engage,
and Involve Your Team
There is no algorithm for building and maintaining all-star teams, but there
are a few specic strategies you can employ to improve the engagement of
your team. BY BRAD KARSH
Brad Karsh is
president of JB Training
Solutions, a training
and development
company based in
Chicago, IL, dedicated
to helping individuals
succeed in the
workplace through
Webinars, e-learning,
and live training
workshops. For more
information, visit www.
jbtrainingsolutions.
com.
22
MAKES ALL
T H E D I F F E R E NC E.
C E R T I F I C A T I O N P R E P. H R C O M P E T E N C I E S .
E M P L O Y M E N T L AW. D I V E R S I T Y.
LOTS MORE.
12-0035
world view
F
Jessie Lee Mills is a
senior associate with
Global Dynamics, www.
global-dynamics.com.
Mills was born and
educated in Malaysia
dynamics.com.
OTHER TIPS
Coming from a multicultural and diverse population, some Singaporeans may resist or resent
the idea of cross-cultural training.
An impressive resume demonstrating your
qualications and experiences as a training
professional is a must.
As usual, politics and religion are taboo
subjects. Qt
www.trainingmag.com
world view
I
Lester Stephenson
is a freelance writer,
technical trainer, and
consultant in South
Carolina. He has
traveled and worked in
35 countries and 49
states. The material
in this article comes
from his sometimes
hard-earned and
occasionally
embarrassing
experiences teaching
people from all over
the world.
26
t is becoming increasingly common for training classes to have students from all over the
world. But it is impossible to adapt teaching styles and classroom culture to a student
from India when sitting next to him is one from
Vietnam, behind him is one from Iraq, and
nearby is someone from Mexico and another
from Atlanta, GA. Throw in language issues,
and the task facing the instructor can be
overwhelmingeven intimidating.
The multiple culture/multiple language classroom
is the new reality. It offers some unique challenges,
but they can be overcome successfully. Here are
some strategies that can help:
Remember that the burden is on the instructor to
create a good learning atmosphere. The course
introduction sets the tone for success. A warm and
friendly introduction establishes a positive learning atmosphere that promotes learning.
Do not worry about doing something that is
offensive in a participants culture. They are
now in your culture, and their greatest concern
is whether their English skills are good enough.
Cultural differences are secondary and, in
some cases, irrelevant. They know how much it
cost to travel here. They are willing to do whatever is necessary to get their moneys worth.
Be friendly and courteous. Smile a lot; smiles work
in any culture.
Have each person introduce themselves, describe what their company does, how long
they have worked there, what they do for their
company, andthis is importantwhat they
expect to learn from the course. Comment on
or ask questions about a couple of their answers.
Try to pronounce their names; if you cant, say
something such as, My mouth is having trouble forming those words. Then keep trying.
They will appreciate the effort.
Go over the syllabus and schedule so learners
will know what is coming. Explain the break
schedule, restroom location, and any rules for
the building. Plan on a longer than usual safety
Youre an
inspiration
Congratulations 2012 Training Top 125 award
winners and Hall of Famers.
$W3Z&ZHUHFRQWLQXDOO\UHQLQJRXUDSSURDFKWR
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SDUWRIVXFKDQLQQRYDWLYHJURXSRIWUDLQLQJOHDGHUV
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2012 PricewaterhouseCoopers LLP, a Delaware limited liability partnership. All rights reserved.
#1 VERIZON
FROM LEFT: Al Torres, VP, Human Resources, Verizon Telecom & Business;
Martha Delehanty, SVP, Human Resources, Verizon Telecom & Business; Alan Gardner, VP, Human Resources,
Verizon Wireless; Magda Yrizarry, VP, Corporate Human Resources, Verizon; Lou Tedrick, VP, Human Resources, Verizon Wireless.
New # is
28
www.trainingmag.com
3+272'20,1*2021(6
Verizons
SCHOOL SPIRIT
CREATING SHAREHOLDER VALUE
Creating a leadership culture that leads for shareholder value
was one of Verizons signicant training goals in 2011, and the
companys implementation of Leading for Shareholder Value
(LSV) was a key lever for cultural change, says Yrizarry.
Verizon launched a customized executive education initiative
in partnership with Duke Corporate Education in February
2011. Sponsored by new President and CEO Lowell McAdam,
LSV is a 1.5-day mandatory executive education program designed to help senior leaders understand how to drive long-term
value creation. The program provides senior leaders with tools,
frameworks, and metrics that help them analyze how their decisions and actions affect shareholder value (SHV).
Each LSV session is led by CEO McAdam and CFO Fran
Shammo. The rst session was delivered to Verizons top 50 leaders and featured a keynote presentation by Robert Lane, a Verizon
Board of Directors member and former chairman of John Deere
Company. Lane used SHV as a unifying metric at Deere while
quadrupling the companys stock price over 10 years. As part of
the program design, Yrizarry says, senior leaders are placed in
cross-business unit and cross-functional teams and given an assignment to identify obstacles preventing Verizon from creating
more shareholder value. Each team recommends actions that
will remove those obstacles. At the end of each session, each team
reports to a panel of top executives. As a result of these recommendations, Yrizarry notes, several cross-functional/cross-BU
improvement initiatives are underway, including:
New capital budgeting and allocation processes.
New Voice of the Shareholder measurement process.
New device life cycle management process.
New Process Improvement/Lean Six Sigma consulting and
curriculum.
www.trainingmag.com
29
#1 VERIZON
BENCHMARKING SUCCESS
30
www.trainingmag.com
3+272'20,1*2021(6
#1 VERIZON
would accelerate Verizons sales/revenue objectives. The program equips participants with knowledge and skills in sales tools
and systems, strategic solutions (IT Services, Security, Mobility,
Communications, Networking), and job-specic processes and
procedures. Evening homework reinforces learning. Participants collaborate on an executive-level presentation modeling
expected behavior. Post-training participant feedback is provided to participants managers.
Some 44 percent of graduates are at 75-plus percent of performance plan (historical ramp-up is six-plus months), and 30
percent are exceeding quota, according to Torres. Feedback from
leaders is that these new hires have contributed to Wirelines 17.8
percent increase in strategic services revenues (approximately 48
percent of global enterprise revenues). Our quality of hire (retention measure) is 95 percent.
DELIVERY CHANGES
On the training delivery front, in 2011 Verizon consolidated its
last two Wireline learning management systems (LMSs) into
its enterprise-wide LMS, VZLearn, so the entire company is
now on one system. VZLearn is used to deliver online training/
assessments, schedule classroom/distance learning sessions,
publish course catalogs, track participation/learning history,
and provide completion reports. We now share learning
content assets, reducing content development cycle time/cost
and saving $1.2 million annually in licensing and headcount,
Torres says.
Tedrick says video/audio podcasts are fast becoming one of
Verizon employees favorite means for learning quickly. Weve
built videos to demonstrate system processes for our B2B sales
teamaccessed from within their primary sales force automation tool. Videos demonstrating new devices provide a quick,
effective, on-demand learning approach. Viewership is viral,
Tedrick says, with employees recommending to peers a video lesson they just watched in a manner of minutes. Indeed, Verizons
DROID Charge by Samsung video reached 1,240 views shortly
after it launched.
WHATS NEXT?
QUICK TIPS
Verizon Human Resources executives Al Torres, Magda Yrizarry, and
Lou Tedrick offer the following tips to organizations seeking to create
effective training programs:
Alignment with business goals and initiatives is key. Involve the
target audience and their rst-line leaders in the development and
pilot process so they have input to ensure training is relevant and
ownership to help drive the initiatives forward.
Know what is core and critical and eliminate everything else that
becomes scrap learning.
Have key measurements of success identied at the onset so you
can quickly evaluate if its working or notthen course correct
before it is too late.
Doing all of the above helps you prioritize whats core, critical, and
most effective, so if youre faced with cutting costs and/or cutting
training, you can do so with a level of certainty versus gut feeling.
32
Verizon currently is exploring the use of tablets for delivering Online Performance Support System (InfoManager)
content at moment of apply, particularly for its Retail
representatives, Tedrick says. This way, our Retail representatives will have access to the information while
interacting with our customers and not have to step out of
their sales process ow. Verizon hopes to have it available
by mid-year 2012.
Looking ahead to 2022, Torres and Tedrick envision a
workforce that is well-versed in using personalized mobile
online performance support at the moment of need. The
executives think L&D teams ultimately will be facilitators and moderators of user-generated content. We also
think L&D teams will be able to spend more time as true
business partners focused on developing and deploying
individualized and team learning solutions that deliver
strong business performance. Qt
www.trainingmag.com
CONNECTION
CREATES IMPACT.
Peter Blocks Flawless Consulting Workshops are the Pieces that Create Connection.
Every staff function seeks to work collaboratively to become a trusted business
partner in an environment where they need to have influence without direct control.
Fortunately, Designed Learnings Flawless Consulting workshops, continually
enhanced by Peter Block, help change conversations with your internal clients and
get your expertise fully used.
These powerful workshops are the missing piece in any staff
persons professional development. Thats why hundreds of
organizations have brought the Designed Learning workshops
to their site over the past 30 years.
Flawless Consulting: A Guide to Getting
Your Expertise Used
d is now in its third edition.
#2 FARMERS INSURANCE
3+2726&2857(6<2))$50(56,1685$1&(
Farmers
Insures Success
Farmers claims the No. 2 spot on the Training Top 125 with a
forward-thinking training strategy linked to its primary mission:
FarmersFuture 2020. BY LORRI FREIFELD
ts not surprising an insurance company would have an
insurance policy for the future. But Farmers Insurance
takes that strategy one step further, setting its sights on
2020 with a far-reaching plan to foster growth, productivity,
and leadership development through intensive training.
#2 FARMERS INSURANCE
Savvis is honored to be
standing in such good company.
We are proud to be recognized as one of Training magazines top 125.
Savvis Global Learning and Development is committed to the investment in human capital
by enabling the Global IT revolution through transformational learning.
Savvis, a CenturyLink company, is a global leader in cloud infrastructure and hosted IT
solutions for enterprises. Nearly 2,500 unique clients, including more than 30 of the top 100
companies in the Fortune 500, use Savvis to reduce capital expense, improve service levels
and harness the latest advances in cloud computing.
For more information, visit www.savvis.com or www.centurylink.com.
#2 FARMERS INSURANCE
System (CSS) professional designations as a focus for
recognition, which also included incentives for achieving
each designation.
The next step was creating the infrastructure needed to
both sustain and scale the designation program for 15,000
agents. This involved engaging more than 500 agency
support employees and managers in both achieving their
own designations, a specialized evaluator curriculum,
and hierarchy to assess and ultimately award CSS Designations using video-based assessments. Supporting
each audience was a robust blended learning platform
incorporating multiple online and six two-and-a-halfday instructor-led sessions, which supported a three-tier
designation. With the infrastructure put in place
throughout 2011, were generating excellent agent excitement and uptake, which will be key to expanding the 15
percent lift in new business we historically have achieved
for participants in our sales programs, Harwood says.
From a customer experience perspective, University
of Farmers proposed and led a cross-functional team in
creating a robust performance improvement solution,
Privileged To Serve (PTS). In addition to non-learning
solutions such as harmonizing Coaching, Quality Assurance, Recognition Programs, and Customer Experience
(CE) surveying approaches across the organization, PTS
re-engineered Farmers Customer Service curricula. PTS
targets more than 2,900 call center representatives and
their leadership teams. PTS enhances customer service
skills by developing and supporting new behavior sets
around understanding and empathizing with the customer, getting to issue resolution quickly and correctly, and
dealing with emotionally charged situations, Harwood
says. Results include a 3.4-basis-points improvement in
CE scores overall and exceeding a key customer satisfaction metric after more than two years of effort.
DELIVERY ADVANCES
When it comes to training delivery, additional signicant infrastructure advances occurred with the
facilitation of distance learning, virtual classrooms, and
the creation and deployment of an updated learning
portal that more strongly aligned corporate leaderFARMERS INSURANCE built a new 58,000-square-foot campus in Grand Rapids,
ship competencies with the best offerings in Farmers
MI. The classrooms allow a 360-degree view of the materials being presented,
fostering more interaction and positive participation by learners. Above, members
broad learning library, says Director of Employee
of the University of Farmers Michigan team.
Development Steve Mulder. We are working to create an employee-driven, competency-based learning
environment that is housed on a learning portal and
combines e-learning, distance learning, social learning, text,
PRIVILEGED TO SERVE
Besides leadership development, two of Farmers greatest training and video elements. The initial step is to create the structure
needs in 2011 were driving a different level of sales performance and seed it with L&D-created and or/selected content. Eventuand increasing customer experience skill sets, according to Vice ally, as much content will be created and provided by the user
President, University of Farmers Jim Harwood. While we have community as the L&D team.
Were all aware of the rapid rise of smart mobile technology
robust sales learning paths and resources, we wanted to take it
to another level, embedding the Farmers Way of Selling into and the recent emergence of tablets as a game changer, adds
our culture. To deliver on this goal, we stepped back from a pure Director of Learning Strategy & Performance Art Dobrucki.
learning approach, creating a series of three Consultative Sales Weve incorporated both in our delivery. In the intermediate
38
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#2 FARMERS INSURANCE
other despite the diverse audiences
term, we see the promise of mothey support and the broad geographbile technology for learning not so
ic distribution, Cuffe says.
much for course delivery, but rather
Given the heavily regulated nature
as a vehicle for performance support.
of the insurance industry, Farmers
Recent efforts with mobile for our
was quick to place the platform within
sales force have included integratits rewall and create a robust social
ing dozens of performance support
media policy backed up by strong govassets in our internal mobile sales
ernance. We also were committed to
application.
annual training in areas such as antiFarmers has been quick to jump
trust and best practices of social media
into the tablet world, beginning with
as keys to success, Cuffe notes. With
a modest investment to acclimate
that foundation in place, Farmers then
its learning team to this technolexecuted on a 14-month communicaogy, Dobrucki says. We moved
tion strategy, including ve-minute
quickly from experimentation to a
Mark T. Cusack, Executive Director, University
weekly training modules available on
number of pilots where we had our
of Farmers, Independent Agent (IA) Operations
the companys employee portal tarown learning moments, and recently
geting the topic to the top 175 senior
invested in a signicant number of
leaders in the company.
tablets for classrooms.
Executive Director of IA Operations Mark T. Cusack notes
Farmers implemented iPads to disseminate instructions and WISH LISTS
handouts for skill practices during New-to-Role training and While Farmers is far along the learning delivery continuum,
also used iPads as recording devices for video replay of and L&D executives would never say, No, to additional fundimmediate feedback on skill practice sessions. iPads also are ing. Our wish list for the future would include the expansion
being used for audience response capabilities, quick access to of our leadership programs to include new curriculum on
Internet assets during class, and moving away from paper for employee engagement that would increase the capabilities of
content delivery and cost control.
our workforce, Thompson says. Health and wellness is the
The construction of Farmers newest 58,000-square- new frontier of employee engagement, as organizations come
foot campus in Grand Rapids, MI, also allowed us a great under pressure to improve because of regulatory nancial
opportunity to build on our dreams and, more realistically, implications, and also to compete as an employer of choice.
our needs, says Cusack. The classrooms allow a 360-degree This war for talent also will create more accelerated learning,
view of the materials being presented, fostering more interac- more coaching, strong career pathing options, and in-thetion and positive participation by the learner. There are three moment technologies so as to recruit and retain tomorrows
projection surfaces, effectively moving the front of the room talent in a growing competitive environment.
to the center middle of the facilitation space. The classrooms
In addition, Thompson says, new mobile phone technoloalso contain Polyvision Eno WhiteBoards, which are essen- gies present a whole new way of learning how to learn and will
tially whiteboards that interact with the Internet. Trainers change our paradigm of learning. In the past, know-how
can manipulate visions on the screen and pull up Websites as was a critical competency for one to be successful. However,
needed during training sessions.
with access to the Internet and applications, a more critical
Farmers also is continuing growth in the use of video for competency will be that of learning how.
learning, communications, and collaboration across the
Dobrucki notes an unlimited budget for training would
enterprise. The rm has a dedicated broadcast studio in its allow us to invest money in acquiring or sourcing even
West Coast corporate university. And the new Michigan cam- higher-quality learning assets. Having rich auditory and visual
pus has a multimedia creation and editing studio, as well as 10 elements, as well as learner-driven interactions through simudedicated Webinar broadcast booths.
lations, can make a big impact. Additional funding could be
Social media is being used within the learning community as used for professional narrators and broader incorporation of
an additive to the learning process, including more than 1,500 streaming video, breakout rooms, whiteboards, and advanced
communities and 300 active blogs. Materials are delivered annotations, Dobrucki says.
via our platform prior to trainingclass members are introFinally, Thompson points out, knowledge management and
duced to one another prior to the training event, as well as succession planning will become increasingly more importhe instructor (whether virtual or on site), Cuffe says. Post- tant as Baby Boomers move into retirement. Currently, in
training, learners move to a community of practice, where a many parts of our organization, more than 40 percent of our
virtual conversation continues, and many of the outcomes key knowledge workers will retire in the next ve to seven
are recorded. The coaching curriculum features some of the years. The knowledge they have will be lost unless we take
heaviest social media usage. We now have a community of aggressive steps to capture and manage that knowledge for
coaches and master coaches who continue to learn from each the future. Qt
40
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REPORTS
Customizable and flexible: Add your own logo, turn features on/off all to
create a report as unique as the clients you deal with every day.
Business-centric Design: Unparalleled professional design a report you would
be proud to present to your clients.
People First
3+2726&2857(6<2)0,$0,&+,/'5(16+263,7$/
Miami
Childrens
Hospital puts
Our Values
MEMBERS of Miami Childrens Hospitals Organizational and Clinical Education Team. Last year, the team led a key strategic initiative under what it calls its
People Dial, an organization-wide dial aimed at improving recruitment and retention.
Congratulations,
Microsoft!
^cigZe^YaZVgc^c\#Xdb-,,#-++#))*,
48
www.trainingmag.com
Congratulations to all
the award winners.
Come as
you are,
do what
you love.
Your ambitions fuel your professional
and career development plans.
Supported by targeted and innovative
learning opportunities, youll deepen
your skills and carve your own path.
Join the Worlds Best Global Company
to work for and Training Magazines
Top 10 Hall of Fame company today.
Microsoft.com/careers
2011 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of the Microsoft Corporation in the United States and/or other countries.
Microsoft is an equal opportunity employer and supports workplace diversity.
#4 MOHAWK INDUSTRIES
3+2726&2857(6<2)02+$:.,1'8675,(6
Mohawk
Maximizes
Learning
Empowering workers to take charge of their learning goals, using social networking
to facilitate collaboration, and providing enhanced employee benets set Mohawk up
for a year of training excellence. BY MARGERY WEINSTEIN
52
www.trainingmag.com
Were proud to once again be included in Training Magazines list of the Top 125 companies in 2012.
Congratulations to all the honorees for this tremendous achievement. We know they share our commitment to helping
employees achieve their full potential through learning and development.
Guarantees are subject to product terms, exclusions and limitations and are based on the insurers claims-paying ability and nancial strength.
2011 Metropolitan Life Insurance Company, New York, NY 10166 2011 Peanuts L1211227074[exp1212][All States][DC] 1111-4407
#4 MOHAWK INDUSTRIES
that provides workers with the exibility they need to grow into
great, customer-focused employees; fullled individualsand,
sometimes, leaders.
SETTING UP SELF-SERVICE
One of Mohawks goals is to empower employees to take
greater control over their work lives, says Learning Director Amanda Arnwine. To help accomplish this, in 2011, the
company launched a new Human Resources Information
System (HRIS) that better facilitates employee self-service.
To provide employees on the plant oor with access to the
system, 108 kiosks were installed, and to give members of
the sales force easier access, the company deployed Internet
and smartphone-compatible versions. The companys trainers were tasked with developing a variety of materials to
help users at all levels of the organization develop the skills
necessary to complete tasks on the system. In addition to
classroom instruction, traditional print materials, and modules on the learning management system, Arnwine explains,
the training team also provided detailed train-the-trainer
instruction for designated delegates and super-delegates
employees who became a brigade of subject matter experts
who could provide fast answers to specic transactional
questions.
The impact? In 2010, if an employee needed to change his or
her home address or add a beneciary, it required a visit to Human Resources. During each month of 2011, says Arnwine,
an average of 1,200 transactions were completed on the plantoor kiosks alone, a powerful metric that speaks not merely to
acceptance but to application.
HEALTH-CARE HAND-UP
Along with providing an easier route to Human Resources
self-service, Mohawk made it easier for employees to understand and access their health benets. Health care is a
major challenge to people in terms of understanding their
options and to American business in terms of soaring costs,
Arnwine points out. To provide employees with the
knowledge needed to effectively utilize the companys
consumer-driven health plan with health savings account
and health reimbursement account options, Mohawks leadership team turned to a broad-based training program to
tackle the single most complex subject employees face.
Mohawk employees learned about health-care options
through face-to-face interactions that included electronic
presentations and elaborately constructed staging. They also
received e-mail blasts containing text and links to podcasts,
along with a variety of print information. The most effective tool in the training campaign, however, proved to be
Johnnys Diner, a nine-part video series written and produced in house. Launched in the two months leading up to
the companys annual benets open enrollment period, the
12- to 15-minute episodes featured seven professional actors
portraying characters who work together and whose personal livesseeking professional advancement; searching for
54
MANAGING MYMOHAWK
Increasing employee access to options is a theme at Mohawk.
The company used technology in 2011 to make communicating training opportunities nearly as easy as updating a
Facebook page. One of the dangers of training in the 21st
century is a focus on the cool factor of new technology at
the expense of quality content and measurable results, says
Arnwine. In 2011, the company launched a signicantly
more robust intranet, moving from document retention to a
more interactive tool.
The myMohawk page is the default homepage for every
employee in the company. This provides broad-based daily
exposure to new material. For the training team, this platform became an effective means of promoting learning
opportunities, using blogs as a means of encouraging informal learning, delivering training modules and videos, and
capturing engagement data through polls. Acceptance of the
new tool was relatively fast paced, with the user community
progressing from passive readers to active participants within a few months.
BRANDING EMPLOYMENT
OPPORTUNITIES
Mohawks primary recruitment challenge is the same as that
facing all companies: attracting top talent that can develop
within the organization and move the business forward,
Arnwine notes. As a traditional manufacturer, Mohawk
has had some challenges explaining its history of and commitment to innovation to the applicant pool of entry-level
and emerging professionals. As a part of an overall internal
and external employment branding initiative, the company
launched the print- and video-based You Think You Know
Mohawk? Think Again campaign, which debunks the
myth that manufacturing companies fail to offer challenging, creative professional opportunities. In concert with this
campaign, the companys career Website was expanded from
a listing of job opportunities to a comprehensive, multimedia showcase of the organizations people, products, and
philosophies.
t
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time and money while achieving your educational goals. Find out more today
at discover.strayeruniversity.edu or by calling 703.561.1876.
#4 MOHAWK INDUSTRIES
89
of supervisors
said Microsoft
Ofce-certied
employees
are more
productive
because
of their
certication.*
* Microsoft Ofce Specialist:
Improving the Workplace,
Robert Hunt, Ph.D., and
Sean P. Gyll, Ph.D., 2001
#4 MOHAWK INDUSTRIES
mentoring relationships are more successful than assigned
pairings in which no real connection is achieved. Mohawk
has found, though, that technical mentorships where the
focus is on the sharing of specic skill sets or knowledge can be
fruitful for both parties. In these technical mentorships, the
interaction is short term and clearly dened around the measurable objective of skill transference, says Arnwine.
value to the business. Dont fall into the trap of training for the
sake of training, she says. Arnwine also advises monitoring the
efcacy of your programs. Measure, measure, measure. If you
dont know the result your training programs have on the business, why should the business fund them? she says, It also is
essential to know the business. The more you understand your
organizations needs, the more successfully you can contribute
to meeting them. Qt
tions
mmunica
creator of
INSTR
sses, and
a
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at
aterials th
training m
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m/jobs
L visual co
UCTIONA
e.co
progressiv
59
McDonalds
Recipe for
Success
McDonalds USA, LLC, is famous for its burgers and fries. But last year, its
training organization made a name for itself with learning programs that
ensure its customers continue to receive the level of product and service
they have come to expect. BY MARGERY WEINSTEIN
ho isnt familiar with McDonalds? Its golden
arches are among the most recognizable brand
icons in the U.S. What many are less familiar
with is the methodical and distinguished learning and
development that supports that brand. Training that begins
by preparing employees to serve customers at the counter,
and extends to programs that help individuals launch
their own franchise, is a key to McDonalds 50-plus-year
success story. Last year, the company kicked it up a notch
with improved restaurant leadership training, sharpened
people selection and processes, and rened coaching and
mentoring practices.
60
CAPSTONE COURSEWORK
Last year, McDonalds U.S. Training, Learning and
Development team partnered with Owners/Operators
and Operations Leadership to develop the curriculum for
Restaurant Department Management, says Vice President
of U.S. Training Diana Thomas. This is a new and holistic
management approach to enable managers to consistently
run great restaurants, she points out.
Three new department manager roles were created to
support the changing needs of business operations, all
reporting to the restaurants general manager. The curriculum design includes innovative approaches, such as Leaders
as Teachers, a test-out feature, e-learning, coaching guides,
verications, and virtual collaborations. The department
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TACKLING TURNOVER
HOMING IN ON OPERATIONS
3+2726&2857(6<2)0F'21$/'686$//&
61
COOKING UP A CULTURE
Thomas says the companys senior
leadership demonstrates its commitment to the learning and development
function in a variety of important and
visible ways. People practices are
key drivers of 10 of the 15 strategic
milestones stated in McDonalds 20112013 Plan to Win, and U.S. Training,
Learning and Development is a driving force behind McDonalds People
Migration Strategy and other people
MEMBERS of McDonalds U.S. Training, Learning & Development team based in Oak Brook, IL,
initiatives. For that reason, says
at Hamburger University. Additional members of the 200-plus team are located throughout the country.
Thomas, U.S. Training, Learning
strategies and achieve business results. For example, McDonalds and Development continues to be at the table at all times. Top
Leadership Institute provides leaders with access to workshops management provides public recognition for the work learning
and information about leadership skills, development planning, professionals do, and the department and its staff have received
networking, and external development resources. Its Accelerated numerous internal awards.
Leadership Development Programs for high-potential directors
Training leaders regularly communicate with the rest of the
and ofcers focus on personal growth, driving results through company in a variety of venues and media, including major leadteam performance and building leadership depth, while ership meetings, strategic system-wide communications, and
62
www.trainingmag.com
EMPLOYEE DEVELOPMENT
Its true that McDonalds U.S. Training, Learning & Development is committed to drive the U.S. Plan to Win by designing,
delivering, and deploying the most effective, accessible training, grounded in their operating standards. But to truly bring
their vision to life, theyve added a new goal: to become one of
McDonalds healthiest teams. Team members set healthy choice
goals, share with each other, and then celebrate each others
achievements. One-quarter of the learning staff accomplished
something they never thought possible: starting and nishing
the 26-mile Chicago Marathon.
A SIDE OF McDMENTORING
Mentoring has always been an integral part of McDonalds approach to developing employees and promoting a continuous
learning culture, says Thomas. The McDMentoring program
gives employees the opportunity to build their condence
and competence through informal and formal mentoring.
With heightened emphasis on talent management, even more
resources have been allocated to employee networks and to the
growth of our people and our brand, Thomas notes.
Were proud to be
one of the best.
Sprint University is committed to enabling
Sprint employees to be immediate and successful
performers through performance support, training
and development. This gives employees the unique
and exciting opportunity to connect our customers
to what and who they love. Together, weve changed
the way people communicate, how they work and
how they stay connected on the go.
Congratulations to all the organizations that are
being recognized as Training magazines 2012 Top
125 companies. Were honored to be in such
great company.
www.sprint.com
www.trainingmag.com
63
HALL OF FAME
icrosoft Corporation and SCC Soft Computer are the newest inductees into the Training Top 10 Hall of
Fame, joining the ranks of the 11 companies named to the hall since its inception in 2008 (Wyeth
Pharmaceuticals subsequently was acquired by Pzer Inc. in 2009). These 11 companies held Top
10 spots in the Training Top 50, Top 100, and now Top 125 rankings for four consecutive years. Microsoft
and SCC Soft Computer were formally inducted into the Top 10 Hall of Fame at this years Training Top
125 Gala, held February 13 during the Training 2012 Conference & Expo in Atlanta. Members remain in
the Top 10 Hall of Fame for a minimum of three years. They can choose to remain in the Hall of Fame by
adhering to specic guidelines or they can opt to reapply for Training Top 125 consideration.
BOOZ ALLEN HAMILTON: No. 9 in 2007,
No. 1 in 2006, No. 2 in 2005, No. 4 in 2004,
No. 6 in 2003. Representative: Vicente Gonzalez,
Learning and Development
64
www.trainingmag.com
MICROSOFT CORPORATION
Microsoft values organizational learning, which encompasses individual employee, manager, leader, business
group, region, and discipline-specic needs as they relate
to the companys mission, values, and business priorities.
Microsoft reaches its 92,000 employees through four
major workforce education organizations: eld readiness
(sales and customer-facing employees), product development (engineering group), professional development
(leadership and management), and marketing. Leadership
of each organization functions as part of a corporationwide Learning Council.
The Microsoft Learning Council (the enterprise-wide
governance team) provides alignment between the
core learning organizations within the company: engineering, sales, marketing, and corporate learning. The
Learning Council ensures linkage of learning and development initiatives to the business priorities and provides
enterprise-wide strategic planning and direction for the
various learning communities within Microsoft. The
Learning Council also ensures that the processes, systems, and infrastructure are in place to deliver on the
companys business requirements.
The Corporate Learning and Development group, as
a part of the Talent & Organization Capability team, is
responsible for the programs and infrastruture to attract, develop, and manage talent at Microsoft. This
Learning and Development group drives talent development against core competencies and core programs for all
Microsoft employees, business groups, and professions
by audienceindividual contributors, managers, and
executives.
Engineering Excellence as one of the core learning
organizations at Microsoft is a strategic performance
improvement team primarily responsible for driving learning across all Microsoft engineering disciplines worldwide
(35,000-plus people) and for building engineering processes, tools, and practices. The groups primary goal is to
ensure delivery of prescriptive, authoritative guidance for
engineers in the form of product engineering processes,
training curricula and resources, career guidance, subject
matter expertise, community experiences, and customer
informationall tied directly into Microsoft business
priorities.
The Sales, Marketing, and Services Group Readiness
(SMSGR) organization is responsible for building complete selling knowledge and skills that are role-specic,
targeted to the elds needs, and delivered in the best
and most time-efcient method possible. This helps
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65
RANKINGS 1-5
125
TOP
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
Verizon
Basking Ridge, NJ
Communications
$106.6B
Global
196,000
Global
1,146/416/5,390
NFP
NFP
Yes
Yes
Farmers Insurance
Los Angeles, CA
Real Estate/Insurance
$18.1B
U.S.
97,481
U.S.
333/569/254
$121M
5.27
Yes
Yes
14
Miami Childrens
Hospital
Miami, FL
Health/Medical
Services
$437M
U.S.
3,254
U.S.
38/479/226
$18.9M
10.58
Yes
Yes
18
Mohawk
Industries, Inc.
Dalton, GA
Manufacturing
NFP
19,427
U.S.
26,877
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
24
McDonalds
USA, LLC
Oak Brook, IL
Hospitality
$8.1B
U.S.
$24B
Global
101,318
U.S.
342,748
Global
620/43,259/1,400
NFP
NFP
Yes
Yes
66
www.trainingmag.com
he best learning and development organizations support business initiatives tactically and help
drive strategic change. Verizon did just that, earning it the No. 1 spot for the rst time on the
Training Top 125. Verizon and the other 2012 Top 125 winners continued to invest in training,
collectively dedicating a mean of 4.52 percent of their payroll to the training budget. Some 24
newcomers earned a spot on the list this year, the 12th in a row Training has ranked the top
companies of employer-sponsored workforce training and development.
Each Top 125 company was measured on quantitative (70 percent of total score) and qualitative (30
percent of total score) data. Factors inuencing the rankings include: Training tied to business objectives
Demonstrable results Number of trainers Employee turnover and retention Leadership development
Tuition assistance Training technology and infrastructure Certication Training budget and percentage
of payroll. And much, much more. An outside research and statistical data company, under the guidance of
Training magazine, scored companies on this data supplied by applicants. Then, our editors and the Training
Top 10 Hall of Famers qualitatively reviewed the applications.
Best Practices and Outstanding Training Initiatives also are recognized in this issue (beginning on p. 108). Learn
about Edward Jones Practice Makes Perfect; Grant Thorntons Senior Management Development Program; LQ
Managements Here For You Field Deployment; and more. Plus, we induct two new membersMicrosoft and
SCC Soft Computerinto the Top 10 Hall of Fame. Congratulations to this years Training Top 125!
Additional Information
Verizon The company launched Ask an Expert Your Career & Learning Question that to date has provided 1,000-plus employees with answers to questions
on functional career paths, job transfers, and eligibility information. The company also launched a series of Careers in 60 Seconds videos available for view via
VZTube (the internal YouTube-like video portal) for use in new hire and onboarding programs. These videos feature testimonials and advice from Verizon business
leaders who have successfully used Verizons career development resources to advance. Verizon also recently launched weekly development news articles on
the portal that provide employees with quick development tips and/or course offerings on self-improvement topics. BP
Farmers Insurance Self-motivated, skilled, and successful claims representatives ready for the next career challenge may apply to participate in
Farmers Claims Supervisor Leadership Development (CLD) program, which combines four weeks of on-the-job mentoring with a one-week symposium.
Potential participants must pass the appropriate Claims Representative Certication Exam for their line of business; have a Far Exceeds, Exceeds, or Meets
performance rating; have a management recommendation; actively participate in a Personal Development Plan; and pass a Behavior Based Interview (BBI). As
a result, Claims customer experience results improved to 94.3 percent and call center quality improved to 96.3 percent, both exceeding goal.
Miami Childrens Hospital Customer satisfaction ratings are directly linked to a pay-for-performance incentive program that rewards employees for
meeting organizational outcomes on service and quality ratings. MCH leaders launched a major campaign to educate staff on this pay-for-performance
initiative. MCH currently leads more than 218 lean value stream maps that are intended to improve the patient experience. Teams meet weekly to
identify added value to the customer and to eliminate waste from the customer perspective. Some 94 certied Lean Facilitators led initiatives intended
to improve workow, eliminate waste, enhance patient care, and ultimately improve the customer experience. OTI
Mohawk Industries, Inc. Analysis of quality issues determines if the root cause is related to employee performance, equipment failure, or imperfect
raw materials. If employee performance is identied as the cause, analytic methods training specialists visit the plant oor, observe and engage the
top-performing employees to identify how they complete each component of their jobs, and then design training to change the performance of those
employees creating the quality problems. These training specialists often work in sync with Six Sigma Blackbelts. Departments in which this approach has
been applied have seen an increase in rst-quality production of 11 percent.
McDonalds USA, LLC Historically one-third of the U.S. training team rotates each year. Outstanding operations performersthose who know
McDonalds business, and have a track record of effectively teaching others in the eldare brought on board to teach at Hamburger University or lead
deployment efforts, and serve as subject matter experts within TL&D. After two to three years, these even higher-performing individuals return to the eld,
capable of affecting the system at even broader leadership levels. Since 2002, 100 people have been hired and 50 returned to the eld in higher-level
positions.
NFP Information provided, but not for publication ND Information not disclosed N/A Not applicable BP Honored for Best Practice OTI Honored for Outstanding Training Initiative
www.trainingmag.com
67
RANKINGS 6-15
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
6
The Economical
Insurance Group
Waterloo, Ontario,
Canada, Real Estate/
Insurance
NFP
2,560
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
46
ABF Freight
System, Inc.
Fort Smith, AR
Tranportation/Utilities
$1.6B
Global
11,642
U.S.
11,705
Global
65/72/208
NFP
NFP
Yes
Yes
20
BB&T Corporation
Winston-Salem, NC
Finance/Banking
NFP
30,912
U.S.
NFP/NFP/0
NFP
NFP
Yes
Yes
60
Coldwell Banker
Real Estate
Parsippany, NJ
Real Estate/Insurance
NFP
87,000
U.S.
93,000
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
10
112
McCarthy Building
Companies, Inc.
St. Louis, MO
Construction
NFP
1,392
U.S.
7/9/165
NFP
NFP
Yes
Yes
11
52,000
U.S.
322/8/3,873
NFP
NFP
Yes
Yes
12
33
Jiffy Lube
International
Houston, TX
Retail
NFP
20,000
U.S.
8/52/ N/A
NFP
NFP
Yes
Yes
13
$78B
U.S.
$160B
Global
137,051
U.S.
328,700
Global
14,355/1,386/3,051
$3.9B
5.70
Yes
Yes
14
10
CareSource
Dayton, OH
Health/Medical
Services
NFP
1,031
U.S.
4/8/38
NFP
NFP
Yes
Yes
15
11
Edward Jones
St. Louis, MO
Finance/Banking
$3.8B
U.S.
$4.1B
Global
37,474
U.S.
39,137
Global
292/1/6,040
$50.4M
2.40
Yes
Yes
68
www.trainingmag.com
Additional Information
The Economical Insurance Group Through the Executive Action Roundtable, TEIG facilitates half-day group coaching sessions on a bi-monthly basis to
its 15 Executive Committee members (all company vice presidents and the CEO). All leaders in the company also are required to complete a mandatory
High Impact Coaching workshop, which was launched in 2005 across the organization. All new leaders participate as part of their orientation to TEIG
leadership through TEIG HR Management Fundamentals. In 2011, 50 new TEIG leaders successfully completed this workshop to integrate coaching into
their leadership competency skill set.
ABF Freight System, Inc. ABF account managers have the ability to download sales training podcasts and sales training videos to their
mobile devices. Something new is the ability for ABF drivers to view TurnKey delivery training modules on their smartphones. When drivers
are completing a TurnKey delivery, they often are required to deliver and assemble complicated pieces of equipment. By having these training
modules available on their phone, the drivers can refer to this information as they are assembling the equipment. As a result of this TurnKey
training, ABF achieved a year-to-date customer satisfaction rating of 87 percent, a 4 percent improvement over the previous years rating.
BB&T Corporation The company offers three Creativity and Innovation training courses, each based on BB&Ts innovation model A+C+T=I (Advocate
Change + Create New Ideas + Test Ideas to Validate Solutions = Innovation). The annual CEOs Innovation Award recognizes and rewards employees who
originate and oversee the implementation of ideas that save money, increase revenue, improve efciency, reduce risk, and/or improve client service. The
winning innovations for 2010 were expected to cut costs or to increase revenue by $96 million. Of the winning and honorable mention teams, 90 percent
have completed a BB&T University Creativity and Innovation course. Each winning team is awarded $10,000. OTI
Coldwell Banker More than half of Coldwell Bankers strategic sales courses have a collaborative community of practice (CoP). In learner surveys, the
satisfaction scores were 10 to 15 percent higher with the community of practice, as was the likelihood of applying what they have learned (5 percent
higher). For example, the CBC Ramp Up Challenge sales course added a community of practice where none existed before. Overall satisfaction and
knowledge transfer increased 10 and 12 percent, respectively, after the addition of a community of practice. A best practice is to implement CoPs as a
course completion requirement and have them moderated by someone familiar with the class material.
McCarthy Building Companies, Inc. Beginning in 2010, every management and leadership program must contain a minimum of four hours dedicated
to business development or managing customer relationships. Topics include: improving interviewing, networking, client relationships, lead generation
skills, recognizing customer touch-points, understanding the owners perspective, communicating owner/designer intent and vision to the team, and
pursuit-win strategies. Additionally, students have dedicated more than 1,000 classroom hours to improving their presentation skills. Comparing year-overyear results, McCarthy achieved 52 percent of its annual sales goal in August 2011, versus 39 percent in August 2010.
The PNC Financial Services Group, Inc. To increase employee engagement scores, PNCs CEO created the Win on Talent committee. Based on
the work of this team, it became apparent that improving the skills of front-line leaders would have the greatest impact. In response, PNC introduced
the Leading with Condence program for a group of 250 managers. The year-long development experience is designed to build the leadership
capabilities of managers of individual contributors. It focuses on the importance of employee engagement during four classroom events and
intersession assignments and teaches managers how to lead themselves, their teams, and the businesses.
Jiffy Lube International For franchisee employees, Jiffy Lube University includes a career path that shows what employees need to accomplish to advance
from new employee to service specialist to senior service specialist and then to store manager. New employees follow a schedule that details the training
they need to take during their rst 24 months. The schedule is documented in the Roadmap screen in Jiffy Lube University (JLU). Every employee has access
to their individual Learner Portal, where they can take training and track their progress. The Master Development Chart in the JLU shows store managers how
the employee is progressing through the training.
United States Navy The NavyWomen eMentor Leadership Program is a Web-based mentoring program that supports the personal and professional
development of Navy women. The program brings together Regular Active Duty and Reserve Navy women ofcers, enlisted women, ofcers-in-training, and
veterans (veterans are allowed to be mentors if they separated from the service in 2005 or later) to the pool of participants. In two years of utilization, this
program has grown to more than 2,000 users. In a recent survey, 73 percent of users said it increased their desire to stay with the organization, and 80
percent said it increased their level of professional morale.
CareSource The ACE Program (A Claims Experience) is a seven-week training program that prepares a Provider Customer Service Representative
(PCSR) to research claim status and resolve claim issues. Once a week, learners receive instructor-led training on specic claims applications and
concepts. During the remainder of the week, learners practice these skills under the supervision of Technical Claims Analysts. Over the course of the
program, employees from customer service work in the claims department alongside claims employees. Upon program completion, learners who
successfully complete an assessment certication and claim audits, process and adjust claims for providers while on the phone.
Edward Jones The Goodknight Program pairs a veteran with a new nancial advisor to provide guidance and assets. After an extensive mentoring and
training period in the veterans branch, the new nancial advisor opens his or her own branch, taking some clients to get a solid start in the business.
These nancial advisors have a higher success rate than those who start from scratch, actually double the retention rate of non-Goodknight nancial
advisors. Financial advisor-branch ofce administrator (BOA) teams are trained before they embark on a Goodknight Program. Nearly 500 Goodknight
Programs were started in 2010. BP
NFP Information provided, but not for publication ND Information not disclosed N/A Not applicable BP Honored for Best Practice OTI Honored for Outstanding Training Initiative
www.trainingmag.com
69
RANKINGS 16-25
Company Name/
2012 2011 Location/
Rank Rank Primary Business
16
19
17
18
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
4,229
U.S.
29/26/657
$4.8M
2.56
Yes
Yes
NFP
12,712
U.S.
12,903
Global
36/3/1,000+
NFP
NFP
Yes
Yes
81
MasterCard
Worldwide
Purchase, NY
Technology
$5.5B
Global
3,600
U.S.
5,600
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
19
41
Nationwide Mutual
Insurance Company
Columbus, OH
Real Estate/Insurance
NFP
32,740
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
20
91
The Nebraska
Medical Center
Omaha, NE
Health/Medical
Services
$777.2M
U.S.
5,700
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
21
83
CHG Healthcare
Services
Salt Lake City, UT
Health/Medical
Services
NFP
1,326
U.S.
30/2/74
NFP
NFP
Yes
Yes
22
EMC Corporation
Hopkinton, MA
Technology
$9.1B
U.S.
$17B
Global
24,500
U.S.
42,000
Global
NFP
NFP
Yes
23
44
MetLife, Inc.
(including its afliates)
New York, NY
Real Estate/Insurance
NFP
33,000
U.S.
66,000
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
24
36
First Horizon
NFP
National Corporation
Memphis, TN
Finance/Banking
5,200
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
25
55
6,545
U.S.
30/12/450
$4.2M
3.00
Yes
Yes
NFP
70
www.trainingmag.com
Additional Information
Chestereld County, Virginia A new year-long, cohort-style leadership program, Emerging Senior Leaders Program, launched in FY11 to prepare leaders
for senior roles while strengthening Chestereld Countys bench strength and succession planning efforts. The 96-hour curriculum includes budgeting,
strategic planning, emotional and social intelligence, succeeding in a political environment, local government operations, and developing workforce
talent. Delivered in a blended format, the program includes action learning, 360-degree assessments, mentoring, collaboration via a wiki, and a personal
development plan. This program also applies the leader as teacher concept as a way of bringing executive leadership to the classroom.
The Vanguard Group The Senior Manager Development Program (SMDP) provides high-potential senior leaders three days of executive assessment,
simulations, and role-plays. Participating leaders receive feedback and coaching from Vanguard executive team members, including Chairman and CEO Bill
McNabb. Each participant also receives a customized development plan created by an external team of industrial psychologists based on competencies
critical to senior roles. The HR Leadership Development team coaches participants and involves each senior managers supervisor to create on-the-job
development assignments for these leaders. Some 50 percent of program graduates have gone on to become ofcers at Vanguard.
MasterCard Worldwide GTAM&D partnered with the Young Professionals Business Resource Group (BRG) to pilot a Reverse Mentoring program.
Some 21 young professionals mentored 11 managers of college hires for three months. This reverse mentoring relationship educated managers as to a
college hires expectations, learning curves, and uncovering areas of business that can be improved. One hundred percent of the managers agreed they
would support a continuation of this relationship. When asked if the mentoring relationship helped the manager understand generational differences and
provided insights on managing a college hire, 25 percent of managers agreed and 75 percent of managers strongly agreed.
Nationwide Mutual Insurance Company The Sales and Customer Experience teams have certication programs for sales managers, agents,
and staff. Sales managers become certied by completing a two-week workshop and demonstrating 27 job-related tasks. Agents attend a two-day
consultative selling workshop, and licensed staff attend a one-day customer service workshop to become an On Your Side Certied Agency. Agents must
participate in additional training to keep this certication. Customer Loyalty Measurements indicate that certied agencies have a .07 increase in customer
satisfaction, 1.6 percent increase in the Net Recommend rating, and .07 increase in Likely to Renew ratings compared to non-certied agencies.
The Nebraska Medical Center After two years of at metric performance, the Patient 1st training program launched, and within four months, scores
increased by 2 percentile points (a signicant move since Nebraska Medical was already in the top quartile). Patient 1st is an ongoing customer service
training program that includes service commitments, formal training modules, accountability metrics, and service recovery. The Patient Experience
Committee is responsible for deploying service commitments throughout work systems and key work processes. Monthly communications and Caught in
the Act cards reinforce the use. Performance measures are hardwired into Work Unit (WU) Balanced Scorecard measures and reviewed on a monthly basis.
CHG Healthcare Services One division in CHG has a training program designed for front-line leaders to become exceptional coaches and grow their
teams. This 12-month voluntary program, The Coaching Ninjas, has leaders from several ofce locations who meet on a monthly basis to discuss the
methodology of coaching, their success stories, and their challenges. They are assigned a partner in a different ofce to collaborate on gathering and
presenting data. The topics for the monthly meetings include: Effective One-on-One Meetings, Proactive Development for New Hires, Coaching Mid-level
Employees, and Change Management. Members of the Coaching Ninjas also commit to additional hours a week coaching their employees.
EMC Corporation Created in partnership and supported by the talent acquisition team, the EMC|One New Hire Central Web 2.0 community connects
new hires virtually through blogs and discussions. This dynamic platform links new employees to critical resources and each other. New hires are
introduced to this resource on Day 1 in the Orientation program, Compass, which is offered every Monday in person at EMC headquarters, as well as
over the Web for remote employees. EMC refreshes the content of the program quarterly and packages all materials for global deliverycalling this
Compass in a Box.
MetLife, Inc. Newly placed vice presidents receive dedicated support for the rst 90 days guided by a member of MetLifes Talent Management team.
Set programs include an executive integration meeting between the newly placed executive and his or her manager for clarity on role, performance
expectations, critical success factors, and interpersonal communications. A 90-Day Action Plan is agreed upon and designed to integrate the new leader
into MetLifes culture, businesses, and processes with a strong focus on building relationships critical to their success. New leaders are scheduled to
attend the Leadership Summit to build their knowledge of MetLifes businesses and extend their network with other executives around the globe. BP
First Horizon National Corporation With unprecedented new fees being implemented in 2011 to address the impact from regulations, the EVP of
Consumer Banking enlisted training to ensure First Horizons retail population was prepared to handle the changes being implemented. The learning
model, titled From Free to FeeChecking Transformation, included four phases (assessing the problem; preparing the solution; delivering the solution;
and building sustainment for the new knowledge, skills, and abilities being taught). Training worked with Marketing to create a tool that encouraged crossselling. The results included deposits increasing by 3 percent year over year and an 18 percent increase in the number of savings accounts opened.
Baptist Health Care BlueTubes are short videos (ve minutes or less) that are developed entirely by staff to train other staff on a topic of interest. Any
staff member who identies a need for training on a particular topic can request to lm a BlueTube. The staffer then writes the script, selects the actors,
comes up with test questions, and coordinates the logistics. Then, BHCs training team lms it. Once the editing is done, the nal video is sent to the
staff who initiated the process for their review and approval before the video is posted in the LMS. Staff members receive training credit for completing
the BlueTube course. OTI
NFP Information provided, but not for publication ND Information not disclosed N/A Not applicable BP Honored for Best Practice OTI Honored for Outstanding Training Initiative
www.trainingmag.com
71
RANKINGS 26-35
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
26
13
24,577
Global
27
50
SPIN
Philadelphia, PA
Nonprot Human
Services
$57.3M
U.S.
941
U.S.
28
32
CarMax, Inc.
Richmond, VA
Retail
$8.9M
U.S.
29
15
Cerner Corporation
Kansas City, MO
Health-Care Info.
Technology
30
12
31
32
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
NFP/NFP/NFP
NFP
NFP
Yes
Yes
6/0/89
$607,000
2.00
Yes
Yes
15,762
U.S.
$2.8M
4.00
Yes
Yes
$1.5B
U.S.
$1.8B
Global
7,669
U.S.
9,229
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
$37B
U.S.
$50B
Global
126,500
U.S.
150,000
Global
250/1,500/5,500
$94.9M
6.00
Yes
Yes
Capital One
Richmond, VA
Finance/Banking
$14.9B
U.S.
$16.1B
Global
27,000
U.S.
28,000
Global
185/37/724
$49.7M
4.00
Yes
Yes
71
$1.1B
U.S.
$3.7B
Global
5,617
U.S.
29,794
Global
25/0/295
NFP
NFP
Yes
Yes
33
25
Sacramento
Municipal Utility
District
Sacramento, CA
Tranportation/Utilities
$1.3B
U.S.
2,036
U.S.
23/4/18
$11.8M
6.00
Yes
Yes
34
21
Intel Corp.
Santa Clara, CA
Technology
$8.7B
U.S.
$43.6B
Global
49,437
U.S.
80,366
Global
0/0/684
$254M
3.30
Yes
Yes
35
26
Paychex, Inc.
Rochester, NY
Business Services
$2B
Global
12,170
Global
163/0/1,193
NFP
NFP
Yes
Yes
72
www.trainingmag.com
Additional Information
Shaw Industries, Inc. Faced with a shrinking talent pool for maintenance skills, Shaw Learning Academy partnered with the Operations division to create
the START Industrial Maintenance Trainee Program to develop its own internal feeder pool of maintenance talent. The program consists of a six- to
eight-month training program that includes classroom and online training; hands-on lab exercises with coaching; real-world experience in manufacturing
facilities; and mentoring from existing, skilled maintenance associates. Of the 69 associates who have participated in the program over the last 42
months, 87 percent are still with the company and 39 percent have received a promotion of at least one level since graduating the program.
SPIN Rather than simply holding mentoring sessions in ofces, SPINs new CEO requested every executive to visit one home, classroom, or program
operated by SPIN each month and then meet with the manager to discuss positives and improvement needed. This initiative offered executives and
managers the opportunity to spend time together in SPINs services where both individuals in service and direct-line professionals could see them. The
visits offered mentors new insight into characteristics of the managers effectiveness and performance. In the rst seven months since this initiative was
implemented, there have been 128 visits to SPINs direct services by senior management and the executive team.
CarMax, Inc. Last year, CAF Training piloted the rst phase of the Flexible New Hire Program. During each week of New Hire Training, days are
designated as ex days. On a ex day, new hires can work in the Learning Lab at their own pace during the hours they choose. The new associate also
can attend a training Webinar from home. In the Learning Lab, new associates can complete self-study assignments, get guidance from the trainers, or
review information posted on the CAF Intranet. The self-paced environment will result in about 40 hours of hands-on application compared to 15 to 20
hours previously.
Cerner Corporation The company created a client care learning program called Take the LEAD (Listen, Empathize, Ask, & Deliver). The class uses a mix
of instructional approaches, including recorded dramas that portray actual client service situations, group work, and shared dialogue. Graduates can identify
specic client needs, act in a way that fosters good client relationships, and successfully manage situations to mutually desired results. For year-to-date 2011,
894 associates have attended this training and rated the overall quality of the course as a 4.63 out of 5 in a post-course survey.
Best Buy Co., Inc. All Best Buy retail employees are required to complete its internal certication program each year. This year, the program relaunched to
better align with the companys sales model. First, employees must take an online certication self-assessment to evaluate their current level of knowledge
and identify areas to focus on throughout their department certication. Next, employees must complete a series of support materials, including e-learnings,
videos, and documents. Finally, all employees must complete a nal assessment for their department with a score of at least 80 percent to pass. The top
10 performing NOP stores have the top 10 certication completion percentages.
Capital One Capital Ones Auto Finance business redesigned its customer care training programs to achieve a major boost in customer satisfaction.
Subject matter experts revised instructional materials for accuracy and realism. Nesting was introduced, in which agents answer live calls in a safe
environment with coaches standing by. Presentations from leaders, partner departments, and quality assurance now supplement the training, while new
quizzes and assessments identify gaps. Supplementary training was added on Peer Coaching, Communication Styles, and Teamwork. Before these reforms,
the average customer satisfaction rate for new hires after 30 days was 76 percent. The third class under the new system earned a perfect score.
Grant Thornton LLP Women at Grant Thornton developed and rolled out in 2010 the Advancement of Women Sponsorship Program. Different from
the rms womens mentoring program and rm-wide coaching, this program matches high-performing female senior managers within one to three years
of making partner with senior partners who are sponsor/advocates and who are held accountable for their successa major culture shift. Current
sponsors include senior leadership team members and Grant Thorntons CEO. FY11 new partner admissions were 32 percent women, a rm record; 48
percent of women partners now hold leadership positions. BP
Sacramento Municipal Utility District (SMUD) The Inclusion Action Team has one year of specialized training followed by one year of participation
on Inclusion Project Teams tasked with educating District employees, working with the community, and workforce advancement. With resources such
as an Inclusion Book & Video Library, Employee Resource Groups, and Panels, the Ofce of Inclusion is establishing the connection between inclusion,
engagement, and performance. Results from courses, educational lms, and panel discussions showed 89 percent of participants felt condent they
would use or share something they learned within two weeks.
Intel Corp. In the Leadership in Action Program (LAP), leaders just outside the executive ranks come together for a three-week session on corporate
strategy and work on real business issues. Newly promoted leaders are offered Leading for Extraordinary Results (LER), a ve-month program that
supports their transition from management to leadership, and Accelerated Leadership, a two-year rotational development program for high-potential
MBA graduates. Enterprise leaders also have the opportunity to take part in thought leader forums and leadership exchanges. Internal leadership
development programs score an average participant satisfaction level of 95 percent.
Paychex, Inc. In FY11, the Training & Development Center collaborated with the product management team to create an offering of payroll and
ancillary products in one package versus a la carte services. The online training was delivered to 160 national sales managers and 1,400 sales reps.
It also was completed by 180 branch operations managers and 2,047 payroll specialists who support Payroll Processing Service (PPS) clients. The
product rollout represented 48 percent of new clients sold in FY11.
NFP Information provided, but not for publication ND Information not disclosed N/A Not applicable BP Honored for Best Practice OTI Honored for Outstanding Training Initiative
www.trainingmag.com
73
RANKINGS 36-45
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
36
30
NFP
1,516
U.S.
Global
19/13/473
NFP
3.00
Yes
Yes
37
100
Lam Research
Corporation
Fremont, CA
Manufacturing
NFP
2,037
U.S.
3,650
Global
30/32/148
NFP
NFP
Yes
Yes
38
16
University of New
Mexico Hospitals
Albuquerque, NM
Health/Medical
Services
$700M
U.S.
5,912
U.S.
65/9/101
$9M
2.80
Yes
Yes
39
99
Oakwood
Temporary Housing
Los Angeles, CA
Hospitality
NFP
1,542
U.S.
3,600
Global
9/0/53
NFP
NFP
Yes
Yes
40
27
1,045
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
41
116
WellSpan Health
York, PA
Health/Medical
Services
NFP
8,505
U.S.
33/5/225
$6.7M
1.40
Yes
Yes
42
84
NewYorkPresbyterian Hosp.
New York, NY
Health/Medical
Services
NFP
20,735
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
43
105
Morrison
Management
Specialists
Atlanta, GA
Hospitality
NFP
19,938
U.S.
15/0/1,210
$3.7M
1.00
Yes
Yes
44
42
SpawGlass
Selma, TX
Construction
$427,468
U.S.
501
U.S.
1/50/250
$400,000
1.00
Yes
Yes
45
78
$10.4B
U.S.
7,175
U.S.
92/2/38
NFP
NFP
Yes
Yes
74
www.trainingmag.com
Additional Information
Bell and Howell In late 2010, BH developed and implemented a structured seven-phase Product Life Cycle Process, under the oversight of the Life
Cycle Steering Committee composed of executive-level managers. BHU managers worked with the Life Cycle Process developers to identify when,
where, and how BHU trainers and technical writers must be involved in the product development process to ensure training and the required manuals are
available when a new product is manufactured and delivered to a client. BHUs requirements were integrated into the training developed to educate the
program and project managers about the Product Life Cycle Process. Now training requirements and their costs are identied early in the process.
Lam Research Corporation In the last few years, LAM Research has implemented comprehensive PDR (Product Development & Release) training that
has signicantly improved its ability to develop products more quickly and effectively. In 2011, a major focus was to implement PDR in LAMs new Clean
Product division. Some 118 employees now are certied in Clean, and several goals have been achieved: All cost targets now are being met before
shipping rather than after; classic reliability issues are resolved before shipping; new products shipped in a period of less than nine months rather than
more; alpha to restricted release is now less than 12 months; and several million dollars additional prots were generated.
University of New Mexico Hospitals Last year, UNMH launched Customer Service Boot Camp, which requires three individuals from intact units/
departments (one leader and two staff members) to attend a four-hour course. During Boot Camp, the triad designs an implementation plan for
customer service in their department. Plans include training departmental staff, identifying measures for success, targeting specic questions from the
patient satisfaction survey, and identifying behavioral xes to implement and recognition for accomplishment. The Boot Camp instructor follows up with
participants one, three, and six months after the four-hour session to track if the unit is accomplishing its identied targets.
Oakwood Temporary Housing Last year, Oakwood launched its rst Women in Senior Leadership Network. This network is co-chaired by two female
executive members along with eight vice presidents. The networks objectives include mentoring, leveraging outside speakers, developing outreach efforts
to nurture next-in-line female leaders, and providing a forum for learning opportunities. In addition to the existing diversity awareness and educational courses
offered, L&D expanded its OU Online course offerings in 2011 with three new courses specically addressing challenges and women in leadership topics.
Suffolk Construction Company, Inc. Reverse mentoring describes the symbiotic relationship between Suffolk Constructions newest members of the
workforce (technology savvy and collaborative) and its most experienced employees (experts in the industry, balanced). By marrying these two groups, the
most senior employees have become comfortable with, if not dependent upon, technology. Suffolk Construction went from 80 percent computer literate
to 99 percent. Millennials not only have learned a great deal about the industry but have gained respect for the knowledge and maturity of the companys
higher-ranking employees. Reverse mentoring has enabled Suffolk Construction to be stronger through technology, collaboration, and lessons learned.
WellSpan Health The 2011-2012 Nursing Strategic Plan called for WellSpan to develop a formal, specic process for mentoring and provide a
mentor to new nurse leaders for one year. In August 2011, PA Nurse credits were awarded to a Mentorship Program. Objectives for this program
included explaining differences between a preceptor and a mentor; dening characteristics and role expectations; listing benets of a mentorship
program; and identifying barriers in technique, communication, and interaction. To date, 11 nurses have attended this program and are actively
involved in a mentoring relationship. WellSpan also plans to roll the program out to medical-surgical areas.
NewYork-Presbyterian Hospital NYP implemented Leader Rounding for Outcomes as a best practice for improving patient and employee satisfaction.
It is a structured approach to gathering information for employee recognition, process improvement, and assessment of whether employees have
equipment and supplies to do their work. It is also a tool for leaders to maximize the benet of making rounds for information sharing, promoting
organizational goals, and improvements. To help leaders learn about the practice, begin using it, and get additional coaching and support, NYP rolled out
a high-level overview offered in-person and via Webinar, a formal training session delivered by a leading industry expert, and educational clinics.
Morrison Management Specialists In the last year, members of Morrison Managements Leadership Development & Training team began attending
sales presentations with members of the sales team for two reasons: one, to help them sell the aspects of the Training department, and two, to
provide feedback and guidance in the presentation itself. This is providing additional training to the sales team while on location at sales meetings and
presentations. Successes in sales training can be measured by an increase in contracts sold this past scal year, leading to a 7.4 percent increase in
revenue.
SpawGlass An electronic bulletin board, known as Lessons Learned, on SpawGlass intranet site provides an open forum where team members can
share suggestions, questions, and lessons learned. Any SpawGlass team member can read or post entries on this site. Many time- and cost-savings
ideas have come from this site. During each new project kickoff meeting, the project team reviews the Lessons Learned section to see if there are any
that are applicable to their project. If there are, a team member is responsible for getting with the author of the lesson to nd out more details. OTI
Blue Cross Blue Shield of Michigan The Group Interactive Learning Sessions (GILS) training tool was developed in 2011 to help claims processors
resolve claims quickly and accurately. The concept is simple: Gather 10 employeesincluding adjudicators, analysts, trainers, Continuous Improvement
coaches and performance evaluation specialistsand put them in a training room with a computer, projector, and screen. Then, a volunteer claims
processor uploads an actual claim on the computer and begins processing it on the big screen as everyone else offers suggestions along the way. Since
adding GILS to the claims training program last year, BCBSM has saved more than $500,000.
NFP Information provided, but not for publication ND Information not disclosed N/A Not applicable BP Honored for Best Practice OTI Honored for Outstanding Training Initiative
www.trainingmag.com
75
RANKINGS 46-50
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
$32.5B
Global
39,400
U.S.
39,800
Global
ESL Federal
Credit Union
Rochester, NY
Finance/Banking
NFP
630
U.S.
NFP
46
47
34
48
49
76
Loews Hotels
New York, NY
Hospitality
50
48
Healthways, Inc.
Franklin, TN
Health/Medical
Services
76
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
NFP/NFP/NFP
NFP
NFP
Yes
Yes
6/0/42
NFP
NFP
Yes
Yes
15,731
U.S.
105/8/300
NFP
NFP
Yes
Yes
$308M
Global
6,600
Global
25/1/550
$29.4M
1.00
Yes
Yes
$690M
U.S.
$720M
Global
2,643
U.S.
2,777
Global
47/50/138
NFP
NFP
Yes
Yes
www.trainingmag.com
Additional Information
Sprint Nextel Corp. The company offers facilitative performance management support tools, including how-to videos and interactive job aids intended
to coach employees and managers on how to have ongoing performance dialog. Employees and managers develop performance objectives that tie
directly back to the top three priorities and individual development plans. Journaling is embedded within the tool to support frequent conversations and
tracking against objectives, progress, obstacles, and feedback. The approach is based on real-time feedback to ensure employees understand how
theyre performing against agreed-upon goals and how their performance ties to the success of the business. BP
ESL Federal Credit Union ESLs Corporate Planning and Management Process (CPMP) integrates strategic planning, annual operating planning,
and performance management. In collaboration with the Employee Communications Manager, ESLs Training and Development Specialist created and
facilitated a series of half-day training workshops that featured two main sections: an interactive review session built around a Family Feud game show
format and a roundtable discussion in which managers could raise strategy-related questions with ESLs CEO or SVP/Marketplace director. Managers
solicited and submitted questions from their teams before the sessions.
Health Care Service Corporation Front-line supervisor development is a foundational step in Health Care Services leadership development program.
HCSCs Management Effectiveness Series (MES) strengthens management skills and enhances leadership competencies. This series offers both
interactive and self-paced learning through videos, podcasts, e-learning, workshops, and virtual Webinars. MES participants engage directly with thought
leaders through the Virtual Community. Topics include: Personal Leadership Brand, Performance Management, Coaching and Feedback, Team Dynamics,
Managing Change, and Strategic Alignment. The pilot yielded 93 successful completions of the 10-week series.
Loews Hotels Each property participates in Tomorrows Leaders, Loews supervisory development program, by selecting talented supervisors and
leading them through a series of six online training courses ranging from guest satisfaction to working with and supervising other team members.
Monthly meetings include an invited guest speaker, who addresses the topic of the previous online learning session, sharing additional insight and
experiences. The program lasts six months and is offered twice a year. Participants are nominated by their manager and selected by the Executive
Committee based on their performance and future potential. Existing managers are selected to be mentors for the supervisors.
Healthways Inc. In 2011, Healthways unveiled Leading Well-Being, which sets expectations with leaders about their commitment to inspiring enhanced
social, emotional, and physical health. This 2.5-day course takes leaders on a reective journey on how they create a healthy balance between energy
expenditure and energy recovery. Components include: a 360-degree evaluation focused on perceptions of leaders ability to foster a climate of wellbeing for themselves and others; a pre-course health screening and personalized plan for improvement across ve domains of well-being; perspective
from senior leaders about their own well-being and that of their teams; and one-on-one support from Healthways clinicians and health coaches.
ACCELERATE
CLOUD
Congratulations, Training Top 125 Award Winners.
EMC is proud to be named by Training magazine as one
of 2012s Top 125 organizations that excel at employee
development. We congratulate all the winners and
employees whose performance places them among the
industrys best.
Learn more at www.EMC.com.
EMC2, EMC, and the EMC logo are registered trademarks or trademarks of EMC Corporation in the
United States and other countries. Copyright 2012 EMC Corporation. All rights reserved. 64543
www.trainingmag.com
77
RANKINGS 51-55
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
51
62
Buckman
Memphis, TN
Manufacturing
NFP
467
U.S.
1,525
Global
20/85/150
NFP
NFP
Yes
Yes
52
68
Orkin, LLC
Atlanta, GA
Business Services
NFP
6,265
U.S.
6,909
Global
24/2/1,301
NFP
NFP
Yes
Yes
53
113
Quicken Loans
Detroit, MI
Finance/Banking
NFP
3,238
U.S.
64/0/87
NFP
NFP
Yes
Yes
54
43
Navy Federal
Credit Union
Vienna, VA
Finance/Banking
NFP
8,100
U.S.
8,300
Global
124/0/500
NFP
NFP
Yes
Yes
55
103
UPS
Atlanta, GA
Tranportation/Utilities
$49.6B
Global
400,600
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
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Additional Information
Buckman In second quarter 2011, Buckmans sales courses were enhanced by a results planning and tracking tool. The Target Account Planner (TAP)
is a Buckman-developed Web-based program that provides the basis through which actual ROI efforts are documented, tracked, and stored. During
sales training classes, the TAP is introduced, each attendee is given hands-on training on TAP use, and attendees enter their action plan for their target
customer. When all action items are complete, the program asks participants to quantify the value delivered by the action plan. Within the rst ve
months of this tools implementation, the projected combined value of all action plans documented in the TAP is $3.9 million.
Orkin, LLC The company analyzed a sample of its 600,000-plus residential customers, reviewed the results of more than 400 exit interviews conducted
with customers who recently terminated their Orkin service agreements, and interviewed eld managers with the best and worst customer satisfaction
and retention numbers. Orkin identied the best practices that were most likely to improve customer satisfaction and customer retention and developed
four 15- to 30-minute interactive videos on demand (IVODs) and several job aids. Each IVOD included an assignment where the eld manager worked with
his or her region manager to select the best practices to adopt as part of their customer satisfaction action plan.
Quicken Loans Each week, each banking regions designated banker coach runs a Skill of the Week session. Eight communication skills are selected
based on regional preferences and need, and the corresponding plays from Quickens Coaching Playbook are prepared. The coaches hold a one-hour
training on Monday telling, showing, practicing, and doing the skill with the 20 to 25 bankers selected by regional leaders. They then break the bankers
into groups of ve and hold 30-minute hot seat sessions with each group Tuesday through Friday for repetition and to ensure the bankers can execute
the skill on the phone.
Navy Federal Credit Union Contact Center Training partnered with Navy Federals Analyst Branch to develop a trainer scorecard to track and quantify
how much time trainers spend on projects, class preparation, training material, etc. Contact Center and branches examine output through call monitoring
and monthly status reports, which can lead to new or remedial training if needed. Branches have monthly Grow Your Business goals that focus on
boosting membership, attaining a certain number of mortgages and loans, and increasing investments. Thus far, training has resulted in branches
reaching their monthly goals for memberships, loans, Payment Protection Plan and Guaranteed Asset Protection insurance, and mortgages.
UPS Call Center Training consists of 85 classroom-based curricula with 200 e-learning simulations; 1,700 knowledge checks; 580 behavior model
exercises; and a variety of video/audio slides. This training also includes an Interactive Knowledge Builder (IKB), which is used for performance support
after the formal training. As new products are made available, Call Center Training is updated to include new product knowledge and how to respond to
questions about and use of new UPS products around the globe. Customer Service Representatives are monitored during calls with live customers for
adherence to customer service standards and guidelines, proper product information, communication skills, and correct resolution to problems.
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www.trainingmag.com
79
RANKINGS 56-60
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
56
45
Western Summit
Constructors, Inc.
Denver, CO
Construction
$254.3M
U.S.
346
U.S.
57
98
Scottrade
St. Louis, MO
Finance/Banking
NFP
58
29
American
Infrastructure
Worcester, PA
Construction
59
58
60
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
2/80/40
NFP
4.00
Yes
Yes
3,590
U.S.
NFP/0/NFP
$3M
NFP
Yes
Yes
NFP
1,436
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
Bank of America
Corporation
Charlotte, NC
Finance/Banking
$111.3B
Global
250,054
U.S.
288,000
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
Christiana Care
Health System
Newark, DE
Health/Medical
Services
$1.3B
U.S.
10,000
U.S.
125/250/1,000
$20M
2.15
Yes
Yes
Learning. Improving.
Creating opportunity.
Bank of America is committed to empowering our employees with opportunities to learn,
achieve and grow.
www.trainingmag.com
Additional Information
Western Summit Construction Company The existing Leadership Succession Program talent pool has further advancement opportunities within
Western Summits parent organization by way of the District Leadership Development Program (DLDP). DLDP is an intensive year-long leadership
program that includes a 360-degree review and debrief, outside executive coaching, and results-oriented action planning. Graduates from DLDP then are
considered for nomination into the Executive Leadership Development Program (ELDP) after two years of successful executive-level management. ELDP
candidates are considered the upcoming successors to current senior executive positions.
Scottrade The Training department worked with Scottrades back ofce departments to implement the Back Ofce Operations Specialist Training
(BOOST) program in 2010. Associates hired into a BOOST position spend two years rotating through 24 operations departments. BOOST specialists
meet weekly with their mentor, an operations manager, to touch base and review their development plan. The program provides hands-on experience in
a broad range of positions, and yields well-trained associates who understand the bigger picture of Scottrades operations and make good management
candidates. Since the program began, Scottrade has hired four full-time BOOST specialists and one BOOST intern to rotate through the departments.
American Infrastructure Employee orientation increased from two days to 90 days in late 2010. All employees complete American Infrastructures corporate
and safety orientation during their rst two days of hire. Once completed, each new employee is provided with a Green Hardhat to designate they are a new
employee. This serves as a visual signal all current employees on the jobsites to take extra care regarding safety, job expectations, and the provision of extra
assistance in onboarding this employee. The companys new employee safety incident rate is currently at 1 percentbetter than industry standards.
Bank of America Corporation The Global Learning Organization (GLO) combines the client-centric focus of line-of-business dedicated learning consulting
teams with the specialized expertise and efciencies gained from a centralized shared services model of portfolio management and designing/building/
executing learning solutions. The shared services model aligns a sliding scale model of internal full-time resources to each of the lines of business. It
also allows for full utilization of all resources at all times by sharing resources across businesses in their functional capacity. With a minimum of a 90-day
advance view of incoming work and priority needs, the GLO can focus on deploying nite, specialized resources on efforts that most warrant investment.
Christiana Care Health System Front-line supervisors attend a full-day New Leader Orientation program, which introduces them to the key functions
of their roles. Then they attend the 10-week Front-Line Leadership program. Classes meet weekly for a half-day and explore communication, setting
expectations, delegation, feedback and recognition, conict management, and interviewing skills. Participants explore the concept of servant leadership,
highlighted with small group presentations to their managers and President and CEO Dr. Robert Laskowski. New for 2011 was the development of a
Leadership Philosophy: Using in-class discussions and activities and homework, participants develop a philosophy of their leadership style they can share
with their team members.
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www.trainingmag.com
800-327-6868
81
RANKINGS 61-65
Company Name/
2012 2011 Location/
Rank Rank Primary Business
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
Annual
Revenue
No. of
Employees
Windstream
Communications
Little Rock, AR
Communications
$4B
U.S.
9,900
U.S.
25/0/672
NFP
NFP
Yes
Yes
NFP
1,400
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
61
73
62
63
101
8,621
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
64
28
AlliedBarton
NFP
Security Services LLC
Conshohocken, PA
Security Services
55,920
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
65
66
NCO Financial
Systems, Inc.
Horsham, PA
Business Services
13,213
U.S.
28,578
Global
NFP/NFP/NFP
NFP
NFP
No
Yes
NFP
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82
www.trainingmag.com
Additional Information
Windstream Communications Formal mentoring programs are provided in Windstreams Network Operations, Business Sales, and Finance and
Accounting organizations. Managers from these groups work with Human Resources to recruit job candidates from colleges and universities in states
within the companys geographic service locations. Select students are chosen to travel to the corporate ofce for interviews, campus tours, and
meetings with other departments. Qualied applicants are offered permanent positions. These new employees are assigned senior management
mentors who help set career paths through regular one-on-one planning and support sessions.
Ho-Chunk Gaming Career counseling occurs in two formats at HCG-WD: classes and one-on-one counseling sessions. Once a month, there is an open
class that includes Resume Building, Interviewing Techniques, and College Planning with Financial Aid. One-on-one counseling generally is done in concert
with the employee, their supervisor or mentor, and a T&D specialist. They compare where the employee would like to be with their current qualications,
and together develop a training plan to start the employee on the desired career path. FY11 saw an increase in college enrollment of 120 percent
versus FY10 and resume building and interviewing techniques an increase of 800 percent versus FY10.
LQ Management, LLC Assistant managers follow a program map that exposes them to functions and situations normally handled by the general manager.
During the rst phase of the training, the fundamentals are introduced through on-the-job training. In the second phase, the assistant manager takes the
lead in functions handled by general managers while being observed and mentored. For the nal stage, the assistant manager serves as an acting general
manager for up to two weeks when the GM is away. At the end of the assignment, a review is conducted identifying successes and opportunities, and
feedback is provided to the assistant manager. In 2010, 44 assistant managers were promoted to GM. OTI
AlliedBarton Security Services LLC The Greaky Glass Sales Competition was introduced into the week-long Sales Effectiveness Training during 20092010. The AlliedBarton training team created the ctitious Greaky Glass company and its Website to simulate the life-cycle of a real sales opportunity.
The Website includes press releases, company nancials, and contact information for the prospects learners will be selling to during the week. Those
prospects are AlliedBarton executives who have been carefully selected and coached, and stay in their roles throughout the week through sales calls
and presentations. After nal proposals have been submitted and evaluated, the job is awarded to a member of the class along with a cash prize.
NCO Financial Systems, Inc. Scorecards are in place in all divisions and reported weekly to track percent to completion with all company
compliance goals (including operational, client, regulatory, and HR employment laws and regulations). Training initiatives are in place to increase the
companys ability to perform and to meet goals. Senior management provides monthly and quarterly client business reviews internally, as well as
to the client, to track goal-trending results. Operational goals include headcount, absenteeism, attrition, average handling time, adherence, sales,
service, quality, and revenue generation. All employees are evaluated weekly and coached to improve performance.
Congratulations!
Our legacy has just begun.
At Caesars Entertainment, we have WELCOMED,
MANAGED and LED team members on their journey
through our vast EMPIRE. Now we are honored
to be among the Top 125 Training Professionals
for our innovative and engaging learning and
development programs.
Must be 21 or older to gamble. Know When To Stop Before You Start. Gambling Problem? Call 1-800-522-4700. 2012, Caesars License Company, LLC.
www.trainingmag.com
83
RANKINGS 66-70
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
66
67
37
Shape Corp
Grand Haven, MI
Manufacturing
NFP
1,555
U.S.
1,920
Global
12/33/54
NFP
NFP
Yes
Yes
49
U.S. Security
Associates, Inc.
Roswell, GA
Business Services
$850M
U.S.
34,923
U.S.
10/100/7,000
$9.3M
1.50
Yes
Yes
68
119
AIT Laboratories
Indianapolis, IN
Health/Medical
Services
NFP
460
U.S.
5/6/143
NFP
2.00
Yes
Yes
69
70
FedEx Express
Memphis, TN
Tranportation/Utilities
NFP
103,252
U.S.
144,475
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
70
72
Baylor Health
Care System
Dallas, TX
Health/Medical
Services
$4B
U.S.
16,271
U.S.
99/76/80+
$4M
0.40
Yes
Yes
WORK
GROW
LEARN
Vi employees have been making the difference
in the lives of older adults for more than 20 years.
84
TM
www.trainingmag.com
Additional Information
Shape Corp The company utilizes a leadership scorecard that measures any supervisor with more than three direct reports in ve key areas: Competence,
Opportunity, Direction, Motivation, and Shape Culture. The supervisor is rated 1 to 9 (very ineffective to very effective) through 14 questions. Prior to
administering the baseline scorecard, the supervisor undergoes a two-hour orientation describing the categories, why Shape Corp. measures, and how it
measures. After the results have been reviewed, the leader undergoes a series of Web-based training and workshops on managing for performance. Six months
later, the scorecard is administered again, and results are reviewed with the supervisor. This process continues every six months.
U.S. Security Associates In FY11, U.S. Security Associates developed a detailed training program for the selection of eld management openings. The
selection training teaches the employees in charge of hiring procedures a comprehensive hiring strategy. It also offers training for six selection tools USA
utilizes, such as a prescreening scorecard, structured interview guideline, and a foundational compatibility heat map. In FY11 the employees placed using
these selection tools are at a 100 percent retention rate. U.S. Security Associates currently is adapting the management training to apply to the security
ofcer force, as well.
AIT Laboratories Beginning in September 2010, AITs Leadership Development Program (LDP) participants did an in-depth analysis of the Best Places
to Work survey results, then brainstormed to recommend needed changes. Through the analysis, AIT Labs identied a trend with its two- to ve-year
employees and the 26-to-35 age group (which was its largest growing group) being less satised than the overall groups, especially in the area of specic
feedback and development for advancement. As a result, AIT designed and implemented an employee development program, a scientic enrichment
program, and an operational development program. It also is piloting a targeted development and coaching program.
FedEx Express Welcome to Our World Online was released on May 18, 2011, to provide every new employee with an easy-to-navigate Website and
easy-to-understand guide for orientation. This real-time solution for employee new hire orientation came in 2011 when HRD took charge of the project and
decided to eliminate the kit with video and print materials and publish Welcome to Our World Online. FedEx Express gained the exibility to update content,
design new materials, and launch future revisions. Approximately 20 departmental reviewers contributed to identifying and updating information. FedEx
Express projected it would save $55,000 last year in print costs by going online with new hire orientation materials.
Baylor Health Care System The companys system-wide succession planning launch includes talent summits, assessments, and development
plans. The Web-based system that supports the process allows employees to provide information regarding their career aspirations and signicant
achievements. Managers can incorporate this information as they assess employees potential, strengths, development needs, and possible career paths.
Once assessed and reviewed at a talent summit, leaders work with employees to coach and develop them. BHC has acquired or built three new hospitals
in the last two years, so this process allows it to ll many positions from inside the organization.
THRILLED.
GRATEFUL.
PROUD.
NOW LETS GET BACK
TO BUILDING SMART.
At Suffolk, we take developing our people and our culture seriously. Thats why we are thrilled
to be once again recognized as having one of the top training programs in the country.
www.suffolkconstruction.com
www.trainingmag.com
85
RANKINGS 71-75
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
71
72
52
NFP
1,061
U.S.
75
G4S Secure
Solutions (USA) Inc.
Jupiter, FL
Security Solutions
NFP
73
47
Keller Williams
Realty, Inc.
Austin, TX
Real Estate/Insurance
NFP
74
75
17
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
6/4/20
NFP
NFP
Yes
Yes
50,000
U.S.
600,000
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
79,500
Global
NFP/121/20
NFP
NFP
Yes
Yes
9,193
U.S.
9,544
Global
202/18/530
NFP
NFP
Yes
Yes
Automatic Data
Processing, Inc.
Roseland, NJ
Business Services
33,000
U.S.
52,000
Global
651/22/300
NFP
NFP
Yes
Yes
$9.9B
Global
86
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Additional Information
EMD Serono, Inc. High-potential employees in the organization participated in EMD Seronos rst Innovation Day last year. Each employee identied an
area of the business they had limited experience in and drafted an innovative idea they believed could have positive outcomes if implemented. During the
one day each employee dedicated to discovery, education, and data collection, the innovative idea was validated and specic metrics were identied to
measure and justify investment of required resources. This active learning experience builds leadership skills, business knowledge, and innovative thinking,
and with approval by senior leadership, the innovative idea is implemented and metrics are used to evaluate outcomes and ROI.
G4S Secure Solutions (USA) Inc. In 2011, G4S implemented a new online training program titled Culture Wizard. This interactive course teaches
employees what culture is, where it comes from, and how to successfully navigate todays global business environment. Employees involved in the
selection and placement process also are required to participate in the six-hour Web-based Afrmative Action Training Program, available on G4S LMS.
In the 2011 G4S employee satisfaction survey, 89 percent of employees stated that G4S respects and values people from different backgrounds.
Keller Williams Realty, Inc. Aiming to increase agent sales, the BOLD Experience course conditions agents with mindset exercises, language
techniques, and live lead generation activities over eight weeks. Participants are put into accountability teams and challenged to push each other to
achieve results. The BOLD brand now has expanded to include BOLD Leadership, BOLD Achievers Club, BOLD Scripts, BOLD Recharge, and BOLD
Coaching. A video reality-style video series based on BOLD won both the Telly and National Broadcasting Society awards. In its rst year (June 2009 to
June 2010), 9,121 agents took BOLD in 96 sessions. Some 745,86 contracts (homes bought and sold) were written in the rst 12 months.
New York Life Insurance Company The Accelerated Leadership Program (ALP) targets high-potential assistant and corporate VPs, providing them with
360-degree assessments and coaching and helping them to understand how they lead and work with others through three residential off-site meetings. They
increase their knowledge of the organization through business simulations, strategy discussions, networking with senior management, and a six-month action
learning project they present to NYLs Executive Management Committee. NYL also integrates networking events, virtual workshops, a Website dedicated to the
cohort community, discussion groups with teleconferencing options, skills development sessions, and forums with senior leaders.
Automatic Data Processing, Inc. ADP opened a new service center in Manila, Philippines. To support the onboarding and development of these new
associates, ADP created an ambassador program. An application and selection process was used to choose the best representatives for this assignment.
The 10-week rotation in Manila gives candidates an opportunity to enhance their critical thinking, coaching, and leadership skills. They are responsible for the
Nesting phase of the Manila New Hire Training curriculum. Ambassadors lead activities such as role-plays, demonstrations, debriefs, call listing sessions,
training huddles, live client interactions, and coaching sessions. They certify associates to move on to the next level of client contact.
Health Care Service Corporation is honored to be named one of Training magazines Top 125 companies.
HCSC would like to congratulate all of our employees who made this honor possible, and who every day,
continue their commitment to helping others live healthy and inspired lives.
A Division of Health Care Service Corporation, a Mutual Legal Reserve Company, an Independent Licensee of the Blue Cross and Blue Shield Association
www.trainingmag.com
87
RANKINGS 76-80
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
76
77
87
TD Bank
Cherry Hill, NJ
Finance/Banking
$4.9M
U.S.
26,742
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
Caesars
Entertainment
Corporation
Las Vegas, NV
Entertainment
$2.1B
Global
70,897
Global
41/0/20
$7.5M
NFP
Yes
Yes
78
23
Allied
International Credit
Newmarket, Ontario,
Canada
Business Services
NFP
106
U.S.
1,137
Global
7/30/85
NFP
NFP
Yes
Yes
79
109
Discover Financial
Services
Riverwoods, IL
Finance/Banking
$6.7B
Global
10,500
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
80
59
DaVita Inc.
Denver, CO
Health/Medical
Services
$6.4B
U.S.
38,483
U.S.
38,508
Global
160/228/188
$31.5M
3.00
Yes
Yes
oakwood.com
88
1.800.888.0808
www.trainingmag.com
Additional Information
TD Bank The new Store Manager Boot Camp is a 5.5- day immersion program to onboard Store Managers (SMs) from throughout the TD Bank
footprint. Most participating SMs have three to six months experience in that role, and have either been promoted from within or have joined the
company recently. The program includes activities to deepen understanding of TD Banks strategies, customers, products, and culture; executive
dialogues with business leaders, and an online simulation over four nights where teams compete on the metrics that matter and are ranked based on
TD WIN results for their ctitious store.
Caesars Entertainment Corporation Leading the Empire: Legendary Leadership Essentials is the premier course in Caesars management series. It
builds relationships and personalizes career development/goals with teams while linking to business strategies including: GGR, Service, OWN IT!, Service
Recovery, Diversity, Continuous Improvement, and Cultural Awareness. Caesars utilizes a 360-degree pre- and post-training assessment to measure on-the-job
performance impact, which is aligned with the Supervisor Feedback Survey. The coaching simulation is a role-play during which participants are evaluated on
their ability to connect with the employee they are coaching and the degree to which they provide a clear, concise performance feedback message.
Allied International Credit The company initiated a strategy to capture, share, and train best practices on a global basis. As best practices are
identied, they are logged and analyzed by the Operational Excellence (OE) Team, which documents and prioritizes when and how to share the practice
with the rest of the organizationincluding any associated training. In 2011, there was a series of automation opportunities identied within the best
practices related to something Allied International calls its Trace Water ow. OE gathered requirements, documented the process, worked with IT to
automate, and then trained on a global basis. Cost savings on this initiative alone are estimated at $500,000.
Discover Financial Services Communication skills make up much of Discovers new hire training programs. Approximately one week of the multi-week
New Hire program training for customer service reps focuses on both the substance and manner in which employees will communicate with customers.
Communication skills training provides in-depth instruction, demonstration, and practice exercises on empathy, messaging, and building rapport, as well
as voice tone, volume, inection, and tempo. In FY11, Discover implemented three scored call monitoring sessions during the on-the-job portion of the
New Hire program.
DaVita Inc. FAST or Facility Administrator Survival Training is a 12-week modular new manager training process taught by DVU facilitators and subject
matter experts that is attended by all new Facility Administrators (FAs, the front-line managers in the clinics). FAST sharpens new leaders ability to learn
new skills by providing the necessary tools for all areas of clinical operations. The program is anchored by a formally trained Preceptor (a guide for a
new leader and an expert in their job role), and curriculum progress is tracked and communicated via a personalized online portal for each new FA.
Jiffy Lube and the Jiffy Lube design mark are registered trademarks of Jiffy Lube International, Inc. 2012 Jiffy Lube International, Inc.
Shell and the Shell design mark are registered trademarks of Shell Oil Products 2012 Shell Oil Company
www.trainingmag.com
89
RANKINGS 81-85
Company Name/
2012 2011 Location/
Rank Rank Primary Business
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
Annual
Revenue
No. of
Employees
Vistage International
San Diego, CA
Business Services
NFP
145
Global
2/0/600
$5M
31.00
Yes
Yes
Gilbane
Providence, RI
Construction
$2.9B
U.S.
$22.3M
Global
2,395
U.S.
42
Global
6/1/320
NFP
NFP
Yes
Yes
Naval Surface
Warfare Center,
Port Huene
Port Hueneme, CA
Government and Military
NFP
1,832
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
81
82
115
83
114
84
53
IMG College |
Americas Home
for College Sports
Winston-Salem, NC
Communications
NFP
635
U.S.
3/0/41
NFP
NFP
Yes
Yes
85
DPR Construction
Redwood City, CA
Construction
$1.4B
U.S.
1,273
U.S.
6/51/97
$4.8M
4.00
Yes
Yes
75$,1,1*,628572335,25,7<$1',76+2:6
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2012 Coldwell Banker Real Estate LLC. A Realogy Company. All Rights Reserved. Coldwell Banker Real Estate LLC fully supports the principles of the Fair Housing Act and the
Equal Opportunity Act. Each Ofce Is Independently Owned And Operated. Coldwell Banker, the Coldwell Banker Logo and We Never Stop Moving are registered service
marks owned by Coldwell Banker Real Estate LLC.
90
www.trainingmag.com
Additional Information
Vistage International The rm provides each of its 380 Chairs (group leaders) with an ongoing Best Practices mentor, known as a Best Practice Chair. Best
Practice Chairs (24 in the U.S.) conduct monthly and quarterly meetings throughout the U.S. with Chairs on the topics of best practices for meeting facilitation,
conducting issue processing sessions, delivering one-to-one coaching sessions, and creating member value through leadership development. One-third of these
Chair mentoring sessions are delivered by a Vistage speaker, a prequalied C-Level executive development subject matter expert who is hired by Vistage to
provide ongoing development to Chairs and members.
Gilbane Leadership development starts with management identifying Emerging Leaders (EL), who receive a 360-degree (multi-rater) assessment followed by
an individual development plan discussed with the ELs manager and reviewed by GU in-house professional coaches. Plans can include leadership workshop
attendance (12 ELs have graduated from the FMI Leadership Institute and 41 participated in the GILD Leadership Development program), coaching, mentoring,
education, community outreach, and stretch assignments, including relocation. ELs progression is tracked through formal, yearly Talent Management Reviews
employing a Development Dashboard. The Dashboard measures variables such as performance, experience, sales acumen, and GU participation.
Naval Surface Warfare Center, Port Hueneme Each branch uses an ideas board where employees record problems, issues, and opportunities.
The units supervisor facilitates this process as employees identify focus areas, problems, and issues to be addressed and propose and develop ideas
to implement in their organization. The employees staff and implement the ideas themselves. If needed, employees present the idea to higher-level
management for acceptance. Continued success of this program is reected in the accelerating pace of idea adoption, which now exceeds 1,600. NSWC
also collect metrics on the relative productivity of organizations in implementing ideas.
IMG College | Americas Home for College Sports For the last two years, IMGs Interactive Division has held an ongoing Digital Sales Education program.
Modeled after collegiate curriculum, this is a three-phase, Webinar-based training that provides entry-, medium-, and advanced-level digital/interactive training
with primarily a sales focus, although attendance was encouraged for administrative team members, as well. Some 277 team members participated in this
two-semester training program with topics including terms and denitions, taking ownership of your campaign, unique inventory and packaging, text campaigns,
social media, and apps. IMG found there was a 46 percent increase in sales for those who participated in this training.
DPR Construction All new hires attend Current Best Practices (CBP), a three-day orientation held four to ve times a year at different ofces that teaches
all things DPR. New hires typically attend six months after they are hired. The training is broken up into six to eight modules per day on topics such as
DPR history and culture (facilitated by DPR CEOs/founders), Cost Management, Giving & Receiving Feedback, Sustainable Design and Construction, and
Interpersonal Communication (utilizing DiSC). Almost all modules include hands-on activities, and each CBP includes one to two evenings of teambuilding or
social networking activities.
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91
RANKINGS 86-90
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
86
87
64
$111M
U.S.
$274M
Global
68
U.S.
4,415
Global
NFP/NFP/NFP
NFP
1.50
Yes
Yes
106
Ricoh Americas
Corporation
West Caldwell, NJ
Business Services
NFP
27,167
U.S.
29,317
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
88
88
Wequassett Resort
and Golf Club
Chatham, MA
Hospitality
$17M
U.S.
360
U.S.
1/16/16
$481,691
8.00
Yes
Yes
89
40
Miami Cerebral
Palsy Residential
Services, Inc.
Miami, FL
Health/Medical
Services
$15.8M
U.S.
312
U.S.
1/0/19
$82,670
0.08
Yes
Yes
90
92
Tandus Flooring
Dalton, GA
Manufacturing
NFP
1,061
U.S.
1,439
Global
2/3/62
NFP
NFP
Yes
Yes
BANKING
INSURANCE
INVESTMENTS
Branch Banking and Trust Company, Member FDIC. Only deposit products are FDIC insured.
2012 Branch Banking and Trust Company. All Rights Reserved.
92
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Additional Information
NIIT (USA) Inc. Instructor-led training sessions are employed for Management Development Training programs where participants not only learn about
theoretical management concepts but also participate in realistic behavioral simulation exercises and receive feedback on their competence in areas
such as teambuilding, time management, decision-making, problem-solving, conict management, and leadership. The MDP also uses a psychometric
assessment tool to create participant personality proles. A certied trainer evaluates the proles. The participants learn and understand their proles
through dialogue, role-plays and case studies, and then identify their own supervisory styles.
Ricoh Americas Corporation The Managed Services training team implemented the Climbing the Ladder workshop for front-line employees. This
workshop was designed around the 7 Habits of Highly Effective People and explores employee attitudes toward career development, reviews fundamental
and functional requirements of jobs, examines how habits and behaviors affect career advancement, and assists participants in creating individual development
plans that align with organizational and individual career goals. Trainers (in partnership with the management team) provide post-workshop follow-up and
informal coaching to participants and their managers. To date, 8.4 percent of participants have received promotions.
Wequassett Resort and Golf Club Wequassett Resorts version of the Amazing Race was introduced at Orientation last season. The Amazing Race
was a property-wide scavenger hunt at 12 locations that included every aspect of the resort. At each stop, participants learned the locations history,
quality standards, and resort expectations. After hearing from the location facilitator, the team received a challenge card. These challenges included
everything from locating buildings on the property map to holding a tray properly. The last location for every team was the Pavilion, where the challenge
was to create a poem, song, or rap about Wequassett and perform it for the managing partner.
Miami Cerebral Palsy Residential Service During employees initial 90 days, they are assigned to and monitored by their supervisor. Qualied staff is
assigned to shadow new employees. On-the-job skills are assessed via competency-based skill observations during which employees demonstrate a specic
skill and/or written tests and receive feedback. Supervisors also mentor employees throughout their career through one-on-one coaching, team meetings,
and the ongoing evaluation process. In addition, HR Talent Managers, in conjunction with the Staff Development Director and employees supervisor, are
actively involved with mentoring, tracking, and providing needed support to the new hire.
Tandus Flooring The Tandus Leadership Development Program focuses on high-performing supervisors and managers to help them determine their
career direction. These individuals are hand-selected through a nomination process and then exposed to all areas of the business during 12 months of
training. The learning framework includes company information, product knowledge, individual development, and business and leadership training. After
completion of the program, these individuals work hands-on for six months within up to three departments to determine what area they would like to
pursue for a future promotion. TLDP graduates are given high consideration for promotions when such jobs become available.
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93
RANKINGS 91-95
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
NFP/NFP/NFP
NFP
NFP
Yes
Yes
91
92
65
InterContinental
Hotels Group (IHG)
Atlanta, GA
Hospitality
NFP
16,364
U.S.
110,000
Global
97
Avanade
Seattle, WA
Technology
NFP
NFP
37/0/160
NFP
NFP
Yes
Yes
93
79
Schneider Electric
West Kingston, RI
Manufacturing
$1.4B
U.S.
$3.2B
Global
2,900 US
14,250
62/15/300
NFP
NFP
Yes
Yes
94
74
American Fidelity
NFP
Assurance Company
Oklahoma City, OK
Real Estate/Insurance
1,490
U.S.
12/2/140
NFP
4.40
Yes
Yes
95
90
Special Response
Corporation
Hunt Valley, MD
Business Services
360
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
NFP
94
www.trainingmag.com
Additional Information
InterContinental Hotels Group (IHG) In late 2010, IHG launched The IHG Way of Sales, a massive, multifunction, game-changing initiative designed to
introduce a host of best practices across the IHG system worldwide. Objectives are to create a set of sales functional competency models for both corporate
and hotel-level sales positions; to develop a robust selection of sales tools for use in hiring both corporate and hotel sales team members; and to create a fully
integrated, global sales training curriculum. The IHG Way of Sales curriculum also is being incorporated into all existing sales training offered to employees through
instructor-led on-site and virtual workshops.
Avanade The Management Excellence Program includes six weeks of blended learning foundational management training to rst-line supervisors to help them:
successfully navigate the transition from individual contributor to supervisor; understand the expectations and competencies needed for their roles; and develop
coaching and team leadership capabilities. Training is delivered over a period of time in bite-size pieces, allowing supervisors the opportunity to apply new skills
back on the job with support from their trainers and peers. After supervisors complete the foundational program, they are invited to participate in deeper skillbuilding opportunities, either in person or in coach-supported virtual classrooms at the Advanced and Mastery levels.
Schneider Electric The Schneider Electric Learning & Development Solutions team launched the One Leadership set of programs designed to build
leadership capability among managers, with specic curricula targeted to different levels of leadership. This program includes a strong 3E (Exposure,
Education, and Experience) development approach embedded into its curriculum. It was created to align with the companys move towards One
Organization by building leadership capability with one geographically identical, consistent, and best-in-class learning offering for managers and leaders.
American Fidelity Assurance Company Call Flow Certication was piloted in a Customer Service and Benets department. Leaders learned to monitor
and score calls by listening to customer calls and providing colleagues with immediate positive feedback. To earn certication, leaders were scored through
a series of skills transfer sessions on how well they provided feedback, coached, and interacted with colleagues. Front-line colleagues received one-on-one
instruction and observation with team leaders. They received Call Flow certication by scoring 90 percent or above on eight remote calls monitored by a
team leader. Over the last six months, American Fidelitys customer satisfaction rate rose three points.
Special Response Corporation A performance evaluation is provided to each team member every 30 days to identify areas in which the individual excels or
needs improvement. All employees are encouraged to advance their career by accomplishing tasks to allow them to reach the next level of responsibility within
Special Response Corporation. If any deciency is observed, the individual is provided with a plan for corrective action. All employees are evaluated by the eld
supervisor, who provides feedback to the corporate level on any individual who possesses the skills to advance into the supervisory ranks. Once selected, each
supervisory candidate goes to the corporate training facility for advanced supervisory training.
95
RANKINGS 96-100
Annual
Revenue
No. of
Employees
96
86
Century 21
Real Estate LLC
Parsippany, NJ
Real Estate/Insurance
NFP
131
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
97
125
NFP
4,755
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
98
85
Vi
Chicago, IL
Health/Medical
Services
NFP
3,967
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
99
Capital BlueCross
Harrisburg, PA
Health/Medical
Services
NFP
1,850
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
Healthpoint
Biotherapeutics
Fort Worth, TX
Health/Medical
Services
NFP
287
U.S.
303
Global
4/14/30
$1.3M
NFP
Yes
Yes
100
61
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Tuition
Reimburse- Training
ment
Infrastructure
96
www.trainingmag.com
Additional Information
Century 21 Real Estate LLC The rms International Management Academy (IMA) meets the needs of emerging managers and devotes 20 percent of
the program to training on best practices and management skills. Social style, time management, new hires, and performance reviews are among the
topics introduced. Managers self-rate their competency in the various target areas and develop goals based on their development needs. Each attendee
then has a follow-up session with their eld consultant as they work toward meeting their goals. Century 21 sends out check-in communications at 30-day,
90-day, and six-month intervals. Closed groups in social media in each cohort stay in touch and help one another with ongoing questions.
AAA - The Auto Club Group AAA - The Auto Club Groups New Hire Insurance Agent Program takes a blended approach. Insurance agents spend the
rst several days working with eld managers to learn about the branch structure and contractual obligations for pay and performance. The new agents
then attend a centralized training program at headquarters. Each product line training sequence includes a blend of instructor-led and e-learning training
modules, prociency exam, and validation period. After passing a prociency exam, agents return to their ofce and are required to sell a predetermined
number of memberships or policies in order to continue with employment. Ultimately, new agents are required to pass a comprehensive prociency exam.
Vi After seeing increased turnover with new nursing leaders, Vi established a task force to conduct an in-depth analysis (interviews, surveys, etc.) and
determined many new nursing leaders had no formal leadership training. As a result, Vi launched a targeted Leadership Development Program for all
nursing leaders. Vis Leadership Development Program is a year-long development program consisting of blended learning: assessments, classroom
learning, executive-led sessions, Webinars, mentoring, and reading assignments. Since implementing this program in 2011, Vi has reduced nurse leader
attrition from those participating in this program from 75 percent to 0.
Capital BlueCross The Leader of Learners program is a concept that is interwoven throughout many Capital BlueCross programs. The Leader of
Learners initiative begins with the participant (learner) and his or her manager (Leader of Learner) receiving course assignments and pre-work several
weeks prior to the start of the program. The Leader of Learner attends a one-hour Leader of Learner session to review the program content for the
particular staffer. After the rst hour of the classes, the two groups discuss program content and determine what the participant and Leader of Learner
hope to get from the class. The groups then participate in roundtable dialog with the chairman/CEO.
Healthpoint Biotherapeutics A New Leader Assimilation is offered to all people leaders after they have been in place for six months. Employees also
are offered the opportunity to participate in a 360-degree assessment to attain additional information on leadership development areas. District sales
managers and trainers participate in a customized 360-degree assessment every other year. Tenured sales employees who participate in Healthpoints
Advanced 3 Sales Development Class are provided a 360-degree assessment, to include both internal employees and external customers. In 2010,
Healthpoint conducted 360-degree assessments for almost 20 percent of its total employees.
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97
RANKINGS 101-105
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
101
102
54
Cartus Corporation
Danbury, CT
Relocation Services
NFP
2,115
U.S.
2,888
Global
16/1/85
NFP
NFP
Yes
Yes
72
$3.7M
U.S.
15,948
U.S.
54/1/45
$12.9M
NFP
Yes
Yes
103
67
VSP
Rancho Cordova, CA
Real Estate/Insurance
NFP
3,229
U.S.
1,300
Global
39/11/20
NFP
NFP
Yes
Yes
104
$2.3B
U.S.
1,689
U.S.
17/27/66
NFP
NFP
Yes
Yes
105
The Progressive
Group of Insurance
Companies
Mayeld Village, OH
Real Estate/Insurance
$15B
U.S.
24,500
U.S.
314/5/67
NFP
3.00
Yes
Yes
Meet Brent.
Taking training to the EDGE.
Enhance the level of expertise and professionalism in your
security program through the AlliedBarton EDGE , our
unique learning and development system. From eLearning
to on-the-job training, we prepare our security officers and
track their performance to ensure excellence.
Responsive local trainers supported by extensive national
resources are at the core of AlliedBartons success in the
security services industry.
Get the EDGE on enhanced security.
Visit us at AlliedBartonEDGE.com to learn more.
Brent OBryan
Vice President, Learning and Development
AlliedBarton Corporate Ofce | Conshohocken, PA
1.866.825.5433 AlliedBartonEDGE.com
98
www.trainingmag.com
Additional Information
Cartus Corporation Employees can identify and research career options through participation in a Walk in Our Shoes program sponsored by HR in
conjunction with published job postings. Offered in each regional ofce, this program allows participants to meet representatives from each department,
learn about the business function and day-to-day operations, and key positions. Employees can sign up to participate in individual meetings with departmental
representatives for an informational interview. Nearly 60 percent of positions lled in FY10 were lled through internal promotions. At least 20 percent of those
hires participated in the Walk in My Shoes program.
J.B. Hunt Transport Services, Inc. J.B. Hunts Leaders 101 and Adaptive Leadership workshops are leadership assessment centers and learning labs
consisting of work simulations designed to teach fundamental leadership skills. They provide participants with feedback regarding their leadership abilities as
observed by key leaders within J.B. Hunt. This Lab helps rst-line supervisors understand their leadership styles; assists leaders in adapting their behavioral style to
the needs of their environment; and helps leaders practice ways to inuence and connect with others, solve problems, and plan projects. The leader completes a
comprehensive Development Growth Plan. Follow-on coaching allows for training effectiveness feedback and provides support for individual development.
VSP Over a 17-week period, new customer service reps attend nine weeks of classroom training focused on stellar customer service, using VSPs systems,
resources, and call handling procedures. The remainder of the 17 weeks is spent in a hands-on environment where CSRs gain live call experience with
dedicated coaches available to help them apply what they learned in the classroom. Delivery methods used in customer service include classroom, peer-topeer mentoring, coaching, huddles, study groups, team meetings, e-learning presentations, quizzes, games, and workbook-guided self-study.
Bankers Life and Casualty Company In the eld, all new agents are assigned a Unit Field Trainer (UFT) who helps in their transition from training to eld
work. The UFT rides along on sales calls, helps with appointment setting, evaluates and coaches new agents in their development. This approach to new agents
continues up the hierarchy in the branch, with every level having a formal manager who performs the duties of a career counselor. Appropriate review processes
and metrics are involved at each level and job description. The goal in the eld for the sales force is to always be offering advancement opportunities and
encouraging growth in all agents.
The Progressive Group of Insurance Companies IT created a job swap program to give employees opportunities to learn different platforms. In addition,
the Enterprise Resource Organization (ERO) provides regular opportunities for developers, testers, and analysts to rotate to different projects in different areas. IT
University launched a series of application domain training videos to assist with onboarding resources to new projects and applications. The Enterprise Technology
Services (ETS) area provides opportunities for technicians to support different areas for exposure and development. A Management EDGE (MEDGE) program for
high-potential employees gives them exposure to the different areas within information technology.
www.valleycrest.com
www.trainingmag.com
99
RANKINGS 106-110
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
106 102
Cbeyond
Atlanta, GA
Technology
$452M
U.S.
1,987
U.S.
NFP/NFP/NFP
NFP
NFP
No
Yes
107
82
Choice Hotels
International
Silver Spring, MD
Hospitality
NFP
1,525
U.S.
1,613
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
108
RE/MAX, LLC
Denver, CO
Real Estate/Insurance
NFP
52,512
U.S.
88,717
Global
8/31/15
NFP
NFP
Yes
Yes
109
Savvis, A
CenturyLink
Company
Town & Country, MO
Technology
$742M
U.S.
$933M
Global
1,898
U.S.
2,436
Global
10/0/40
$4.7M
2.20
Yes
Yes
110
89
William Osler
Health System
Brampton, Ontario,
Canada, Health/
Medical Services
NFP
4,300
Global
2/0/26
NFP
NFP
Yes
Yes
WEVE ALWAYS
BEEN OBSESSED
WITH FINDING A
BETTER WAY.
Thats why Quicken Loans is honored to be
ranked among the Training Top 125 for
the second consecutive year. Its just one
more way were Engineered to Amaze.
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QuickenLoans.com
For full licensing information visit QuickenLoans.com. Equal Housing Lender. NMLS #3030.
100
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www.trainingmag.com
Additional Information
Cbeyond In March 2011, Cbeyond revamped the Quality Assurance Program. Cbeyond University worked with the Quality Assurance (QA) team to
develop and deliver the new training program for all care, billing research, and mobile agents. The QA team has seen a 10 percent increase in productivity
even with fewer resources on the team. The QA team also increased the number of agent evaluations from less than 25 per month to more than 42
per month with the new program. With the new program, when comparing year over year, there has been an overall 9 percent gain of agents reaching
meeting expectation, the QA standard.
Choice Hotels International In late 2011, a year-long pilot career pathing program launched at Choice Hotels Silver Spring and Phoenix locations,
through a partnership between the departments of Inclusion & Diversity, Human Resources, and Learning & Development. This self-directed program
was designed to further the career paths of future minority leaders currently employed with Choice. Participants had access to professionally delivered
training programs to help establish their personal brand and exposure to the contemporary career lattice approach. All participants are assigned to a
coaching group and received a one-on-one resume review with a professional recruiter. A business-focused reading club meets quarterly.
RE/MAX, LLC Technical training is provided through the Web-based RE/MAX University offerings, in regional classroom settings by traveling tech trainers, and
at special events such as the annual convention and broker/owner conference. Additionally, RE/MAX afliates are invited to attend periodically scheduled Tech
Summits held at the corporate ofce. Individual departments within the organization also offer training within their dened specialty segments. Technical training
is provided through classroom instruction, conferences, videos, Webinars, downloadable documents, live broadcasts, and Quick Hit videos.
Savvis The company instituted its formal succession planning strategy in January 2011 to create a winning value proposition for attracting and retaining superior
talent. The approach was to build a talent mindset throughout the organization. The rst objective was to create a formal succession planning process and
methodology using Savvis HRIS tools. Business unit leaders helped to identify critical roles across the organization. Savvis has assessed 12 percent of the leader
population and created a leader tool kit to help standardize and aid in the selection and development process. Succession plans have been created for the top 6
percent of identied critical roles, including a readiness analysis.
William Osler Health System The company has a Change and Innovation Champion, a dedicated resource within Organizational Design (OD) whose primary
focus is the creation and implementation of change management plans that minimize employee resistance and maximize employee engagement. Inputs then are
used to create training programs to help staff quickly adapt to changes and innovation. Oslers vice president for HR and OD and the Business Intelligence manager
co-presented a session entitled, Innovation at Osler: An Overview. The session rst was offered during Spring Awakenings, a special week celebrating learning,
development, and growth.
Edward Jones
is honored to
be named one
of Training
magazines Top
125 companies.
Our state-of-the-art training
facilities provide a host of
resources for branch teams
and associates.
Member SIPC
MKT-7046-A DEC 2011
www.trainingmag.com
101
RANKINGS 111-115
Annual
Revenue
No. of
Employees
No. of Trainers
Full-Time / Part-Time / SMEs
111
Cognizant
Technology Solutions
Teaneck, NJ
Technology
NFP
19,888
U.S.
118,000
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
112 110
White Lodging
Services
Merrillville, IN
Hospitality
NFP
8,000
U.S.
3/1/50
NFP
10.00
Yes
Yes
113
PPD
Wilmington, NC
Health/Medical
Services
$821.2M
U.S.
$1.4B
Global
5,514
U.S.
11,000
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
114 118
ValleyCrest
Landscape
Companies
Calabasas, CA
Landscape Services
$900M
Global
9,500
Global
9/0/63
$5M
1.50
Yes
Yes
115 123
Carilion Clinic
Roanoke, VA
Health/Medical
Services
NFP
10,700
U.S.
54/25/30
NFP
NFP
Yes
Yes
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Tuition
Reimburse- Training
ment
Infrastructure
1-866-735-9418
info@ussecurityassociates.com
We are proud to be recognized by Training
Magazine as one of the Top 125 Companies
for employer-sponsored workforce training
and development for the third year in a
row. Congratulations to all members of this
distinguished list.
9001:2008
www.ussecurityassociates.com
102
HPU-011612
www.trainingmag.com
Additional Information
Cognizant To enable employees to benchmark their skills against industry standards, Cognizant has an established Global Certication Center of
Excellence (CoE). The CoE partners with the business and subject matter experts to design and implement internal certication programs branded as
Cognizant Certied Professional (CCP) programs. For example, in Banking and Financial Services, there are 41 CCPs, spanning areas such as Consumer
Lending, Retail Banking, and Wholesale Banking. The Certication CoE delivers learning kits, enables expert sessions and facilitation for employees to
attain the certications including The Open Group Architecture Framework (TOGAF) and Project Management Professional (PMP).
White Lodging Services The company created two roles to help young leaders fast track into general manager and Sales roles. These two positions
are Bench Manager and Impact Manager. These managers spend between six and 10 weeks at a distressed or struggling hotel. Their job is to make
an impact and improve the results of that department or hotel. Once their job is complete, they are assigned a new hotel. The idea is that by working in
different hotels, brands, and geographic regions they are learning more quickly, and gaining a broader perspective. The average length of their rotation is
six to 12 months.
PPD The companys 3-D virtual immersive environment provides a rich interactive space in which the learner lives and interacts in real-time within an immersive
virtual environment and community. Learners might collaborate to solve a problem, accomplish, a task, or overcome a challenge. In just a few months, PPDs
Clinical Foundation Program has been converted into an equivalent 3-D offeringpiloted in North America and now running live in that region. Learning is
generative as it emerges from a participatory experience. Through this approach, peer-to-peer learners or a group of learners create shared meaning together.
ValleyCrest Landscape Companies The ValleyCrest Production System (VPS) was implemented to improve quality and increase productivity. The
system focuses on seven wastes that are observable at any job site that have a direct impact on a crews productivity. The seven forms of waste are
over-production, over-processing, rework, transportation, motion, inventory, and waiting. Using job walks, crew observation, Gantt charts, and paths
of motion maps, the VPS team can teach a branch how to alter how it maintains a property using the most efcient methods possible. This focus on
productivity has produced three consecutive years of year-on-year declines in base maintenance labor as a percentage of net sales.
Carilion Clinic The Physician Leadership Academy (PLA), provided by the Ofce of Professional Staff Affairs, is a 10-month program designed to
enhance and develop leadership knowledge, skills, and attitudes for those physicians in mid- and upper-level leadership positions such as section chiefs
and program directors. Participation in PLA is by nomination from the Department Chair or self-nomination with Chair approval. Some 21 nominees were
selected to participate this last year. Each participant develops a business/leadership project that is reviewed and approved by their Clinical Department
Chair. Individual work on projects and other assignments is completed between monthly sessions.
&UHDWLQJDQDZDUG
ZLQQLQJZRUNSODFH
Baylor Health Care System in Dallas/Ft. Worth, TX
would like to congratulate Training magazines Top 125!
Thank you for your dedication to workforce training and
development.
Like you, we believe that investing in
the growth and development of our
employees is key to organizational
success. We are proud to add a
third year on Training magazines
Top 125 to our growing list of awards in quality patient
care, outstanding nursing, leadership, research innovations
and employee satisfaction.
Wherever you want your career and life to take you,
Baylor will help you get there.
%D\ORU
*HW7KHUH
To learn more about career opportunities at Baylor in Dallas/
Fort Worth, TX, visit www.baylorhealthcareers.com/TM.
www.trainingmag.com
103
RANKINGS 116-120
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
116
Microchip
Technology
Incorporated
Chandler, AZ
Manufacturing
$310.7M
U.S.
$1.4B
Global
2,348
U.S.
3,427
Global
117
Schmitt Sussman
Enterprises dba PFP
Orange, CT
Insurance Marketing
$30M
U.S.
118
95
Gables Residential
Atlanta, GA
Real Estate/Insurance
119
56
120
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
30/1/115
$3.6M
1.90
Yes
Yes
285
U.S.
4/0/0
$275,000
4.00
No
Yes
NFP
1,254
U.S.
7/0/8
NFP
3.00
Yes
Yes
Cianbro
Pittseld, ME
Construction
$378.6M
U.S.
2,401
U.S.
6/10/8
NFP
NFP
Yes
Yes
Matthews Benet
Group, Inc.
St. Petersburg, FL
Finance/Banking
NFP
29
U.S.
0/3/3
$42,858
2.00
Yes
No
Proud to be one of
Training Magazines
Top 125 Companies.
Windstream competes in a fast-changing, high-tech
marketplace where success depends on the skills of our
people. We applaud the training professionals who keep
our teams at the top of their game.
104
windstream.com
www.trainingmag.com
Additional Information
Microchip Technology Inc. Within Microchips manufacturing production, equipment-specic training is provided one-on-one across each shift. Specic
operations can take between two and 12 days of training per operation. Thirty percent of the training is performed by the training department and 70
percent by other production operators after they have been certied and completed train-the-trainer classes. Once completed, all operational training must
be audited prior to awarding certication. All audits are completed by the training department and technical staff fully qualied on equipment. Production
operators are encouraged to be trained in multiple areas to provide maximum exibility in assignments.
Schmitt Sussman Enterprises dba PFP The initial phase of leadership development at Schmitt Sussman begins with enrolling in its coaching
course. After becoming a certied coach, the next step is being nominated for Leadership Development training. This training programs last six to
eight months. Upon completion of Leadership training, the last step is Regional Management Trainingthe companys highest level of training. This
program takes more than a year to complete.
Gables Residential During the last 12 months, front-line supervisors were targeted as key associates to participate in focus groups to provide feedback
and best practices to help in the development of new learning programs. Seventeen focus groups were attended by 82 front-line associates and were
conducted in-person and virtually. The groups offered their suggestions and renements to current learning opportunities and made suggestions for
curriculum improvements, best practices, learning aids, and media delivery. The results of the focus groups included revamped learning plans, three new
instructor-led workshops, and a path to a new onboarding structure.
Cianbro The companys three-part rotational program for newly hired employees provides exposure to estimating, engineering, and eld experience. The
Financial Department offers a program that entails rotations through eld assignments, business unit assignments, and a corporate rotationall of which
expose those participants to the various aspects of nance. Cianbro also rotates its top talent to provide them with the exposures and experiences they
will need to take on a senior management position in the organization. The companys Talent Council (the president, CFO, VP of Human Resources, and
Vice President of Operations) meets quarterly and manages the rotation process.
Matthews Benet Group, Inc. The Training Team developed a three-day New Employee Orientation process. The Orientation is divided into two distinct
parts: a general orientation to the company and a more focused orientation to their particular job. For 12 months, new employees are closely trained/
supervised through weekly individual and team meetings. New employees complete a questionnaire after the rst weeks orientation, do a 45-day selfevaluation, and participate in a 90-day review with their manager. They participate in regular performance planning and review for the rst year. To keep all
staff oriented and aligned with the companys strategic plan, three general staff meetings are held during the year.
6OICE s "ROADBAND s -OBILE s %MAIL s 7EB (OSTING s 3ECURITY
www.trainingmag.com
105
RANKINGS 121-125
Company Name/
2012 2011 Location/
Rank Rank Primary Business
Annual
Revenue
No. of
Employees
121
122
Copernicus Group
IRB, Research
Triangle Park, NC
Institutional
Review Board
NFP
67
U.S.
Dollar General
Corporation
Goodlettsville, TN
Retail
$13M
U.S.
123
New York
Community
Bancorp, Inc.
Westbury, NY
Finance/Banking
124
125
No. of Trainers
Full-Time / Part-Time / SMEs
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
1/0/10
$219,400
5.40
Yes
No
90,773
U.S.
24/0/1,277
NFP
NFP
Yes
Yes
NFP
4,316
U.S.
NFP/0/0
NFP
NFP
Yes
Yes
Gensler
Washington, DC
Design
NFP
2,492
U.S.
2,997
Global
NFP/NFP/NFP
NFP
NFP
Yes
No
Veterans Affairs
Acquisition Academy
Frederick, MD
Government and
Military
NFP
278,000
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
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106
www.trainingmag.com
Additional Information
Copernicus Group CGIRBs on-the-job training and job-specic training is conducted using a mentoring approach. After new employee orientation, each
department provides one-on-one training for new employees in job-specic responsibilities and tasks. Senior employees or team leads on the same team
conduct the training. Mentoring also applies to tenured employees. As the organizational structure of teams and departments cultivate a work environment for
such training, mentoring occurs weekly. Currently, 40 percent of employees serve in a mentoring capacity to train and share knowledge with colleagues and
new employees.
Dollar General Corporation Last year, Dollar Generals Talent Development and Training department teamed up with Operations and Human Resources to
implement an improved Store Manager Training program that focused on supporting store-level aggressive growth by leveraging the companys four operating
priorities. By improving training gaps, Dollar General improved efciency and transfer of learning in driving process improvements and reducing costs. As of
second quarter 2011, Dollar General same-store sales increased 5.9 percent. Total sales exceeded expectations with growth of 11.2 percent over the previous
years second quarter.
New York Community Bancorp, Inc. This last year, New York Community Bancorp introduced the Amazing Leadership workshop to executives, ofcers,
and all levels of management. The program introduced 12 Leadership Competencies that were identied and formulated by executive leadership. It encourages
leaders to identify and address their fatal aws through S.M.A.R.T. action plans. The workshop aims to branch into the realm of executive coaching for specic
skills, to enhance leaderships relationships and effectiveness with their peers and direct reports, and to positively affect the way they are perceived by the
employees in their divisions. Distributed every six weeks, the electronic Amazing Leadership Bulletin is tied to key initiatives at the organization.
Gensler To answer the need of aligning a large population of new hires with the rms 40-year history and culture, Talent Development created the GO! Program
(GO stands for Gensler Orientation). This program is delivered regionally through a kit-of-parts strategy, allowing local champions to tailor the rms overarching
message to the unique marketplace. The course introduces the rms cultural stories, historical data, and an overview of resources and teams that are necessary
for success. Local regions supplement this coursework with location-specic case studies that illuminate the rms culture and business philosophy in action. The
Pathways for Success program provides senior lateral hires additional orientation and leadership experiences.
Veterans Affairs Acquisition Academy Veterans Affairs incorporated a competency-based assessment as the nal step of its FAC-P/PM training program.
After trainees have implemented their newly acquired knowledge back on the job through the Action Plan process, they participate in a simulation. Each student
participates on a team and serves multiple roles and responsibilities to broaden their awareness of the integrated responsibilities of a high-performing program
team. The teams are required to mitigate actual risks that occur throughout the life cycle of a major capital investment. Students are evaluated and measured
by their individual contributions, as well as their contributions in leading team discussions/decisions.
Congratulations, CarMax!
www.facebook.com/CarilionAtWork
www.trainingmag.com
www.twitter.com/CarilionAtWork
107
BP/OTI
BEST PRACTICES
&OUTSTANDING
INITIATIVES
Training editors recognize innovative and successful
learning and development programs and practices.
BEST PRACTICES
EDWARD JONES: PRACTICE
MAKES PERFECT (SALES TRAINING)
Each month, Edward Jones hires more than 150 new recruits
with little nancial background, then trains them to serve clients well. This organic growth is achieved through extensive
training, including coaching by veterans, online study, virtual
classes, week-long stints of classroom training, and recorded
role-play.
With the Practice Makes Perfect initiative, Edward Jones
increased the amount of recorded role-play in all new nancial
advisor instructor-led courses beginning with trainees who
began studying for licenses in July 2010 and started classroom
instruction on August 30 or later.
To supplement instructor-supervised role-play during class,
108
BP/OTI
exceeding expectations.
With recorded role-play increased as much as 30 percent in
some courses, sales rose 26 percent.
PRINT LESS!
ALL-IN
PUBLIS -ONE
HING
VIAT
ECH
PUBL
ISHI
NG S
OLUT
IONS
, INC
.
2011
ViaTech
Publish
ing Solutio
ns, Inc.
All Rights
Reserved.
BP/OTI
allows employees to access resources when the need arises,
versus previous compliance training, which used multiple,
unrelated, and unconnected Websites, manuals, and courses.
i-Comply implies ownership, setting an expectation for employees to be active consumers of training.
Content is straightforward and actionable to help employees
recognize the dos and donts and how to apply policies on the job
through practice exercises. Learning components have included
interactive puzzles, a graphic novel, a comic strip, a game show,
a scenario-based video, a news show, a virtual superhero, a soap
opera, a digital short, and podcasts employees can download to
mobile devices. i-Comply learning is sometimes viral as employees talk and share e-mails about their favorite components.
Since implementing i-Comply, compliance has increased from
approximately 70 percent to 100 percent, while the time employees spend in compliance training has decreased by 60 percenta
cost savings of $6.3 million. Recent Sprint Employee Survey
results indicate ethics training from i-Comply resonates with
both front-line employees and management.
VERIZON: CUSTOMIZED
CERTIFICATE PROGRAMS
In support of Verizons goals to develop a workforce as strong as
its networks and to lead in shareholder value, the company leveraged its tuition assistance program (TAP) as another means
for developing employees for key leadership positions (i.e.,
retail store managers/assistant managers, and customer service
supervisors) through customized certicate programs.
In 2009, Verizon introduced a customized online certicate
program, Professsional Retail Sales & Management (PRSM),
which is fully funded through LearningLINK, the companys
TAP. PRSM was designed in partnership with Bellevue University and 37 Wireless retail sales and marketing subject matter
experts to create a new talent pool for rst-line retail store leadership positions and to increase retail key performance indicator
(KPI) attainment.
A customized co-branded Website was created and hosted by
Bellevue University to allow employees to learn more about the
program and to enroll in the classes. The university also created
a promotional video featuring testimonials from several PRSM
graduates viewable via Verizons AboutYou employee portal.
Since PRSMs launch, more than 1,700 employees have enrolled
in the program, and three cohorts (217 employees) have completed the two-year program.
Bellevue University recently concluded a multi-variant linear
regression analysis based on retail KPIs to determine PRSMs
business impact. Its ndings demonstrate that PRSM participants, when compared to non-participating employees of a
like prole:
Measure 23 percent higher in the Performing and 50 percent higher in the Leading performance rating categories.
Are 50 percent more likely to receive in-band promotions.
Increase their sales by up to 11 percent, including a 7 percent
increase in Gross Adds, a 5 percent increase in EIS Adds, and
an 11 percent increase in Business Adds.
112
OUTSTANDING INITIATIVES
Baptist Health Cares purpose is to provide unparalleled patientcentered care, and the by-product is to be in compliance with
the survey by The Joint Commission (TJC), the nations oldest
and largest standards-setting and accrediting body in health
care. One of BHCs systems quality goals for 2011 was to achieve
unconditional accreditation in The Joint Commission Survey.
After town hall meetings, a leader and team emerged for every
topic; teams worked together to further assess needs, poll staff,
give and receive feedback about processes, share best practices
inside and outside the organization, and create a plan to identify
possible patient-care opportunities. During a quarterly Baptist
University (BU) session for leaders, BHC unveiled the Be Ready
suite of tools, which included:
The Are You Ready survey with directions for the leader to
ll it out for a self- assessment
Pocket Pals, a pocket-sized resource book with standards
questions, resources, and guides
Leaders guide to the Pocket Pal with answers and creative
ideas
Games such as word searches, scavenger hunts, role-plays,
and computer-based Jeopardy
Educational presentations
Based on the survey results, the leaders created action plans,
and employees from all departments and all levels were engaged
in the learning process. The education took place in roleplaying, germ and hand-washing simulations, Blue Tube
Videos, computer-based training, concurrent chart audit
feedback, scavenger hunts, Stump the Panel, pop a question,
preparedness demonstrations, data analysis, and more. More
than 170 process improvements were initiated in one year. Staff
audited and analyzed measurements of success, which were documented daily, weekly, and monthly.
As a result, during the exit conference June 10, 2011, TJC surveyors shared that BHC was unconditionally accredited and
continues to maintain its Gold Seal of Approval. Furthermore,
surveyors shared with the BHC team that they have never met a
more dedicated and caring staff.
One of BB&Ts key strategic objectives is to effectively manage through the credit cycle. Due to the weak economy and the
resulting increase in troubled assets, BB&Ts problem loan department signicantly changed many of its processes to mitigate
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BP/OTI
the risk of loan losses.
In late 2010, in response to a request from senior leaders
in the department, BB&T University designed an advanced
curriculum for this highly specialized line of business.
The curriculum consists of four programs: a systems
acclimation course, a sales and service course, an advanced
industry course, and a capstone course. The acclimation
course includes asynchronous, self-paced components (online coursework, recorded Webinars, and job aids), along
with an instructor-led classroom session. The sales and service course is an instructor-led virtual session that utilizes
role-plays and provides real-time, one-on-one coaching and
feedback to participants. Due to the complex subject matter, the University collaborated with external legal counsel
for the remaining two classes, which cover the intricate legal
processes and procedures for resolving problem assets.
Utilizing videoconferencing technology for the advanced
industry course, BB&T alleviated employee travel and so far
has saved nearly $70,000.
The capstone course is a bankruptcy trial facilitated by BB&Ts
partner law rm. The mock proceedings take place in an actual
courtroom and engage a local judge. Employees play roles (i.e.,
defendant, plaintiff, witness, etc.) in the trial, which allows them
to gain rsthand knowledge of the impact of their decisions on
the companys legal remedies. Participants demonstrate their
system knowledge, servicing skills, and industry expertise to
validate their actions and prove their case.
Due to a more rapid disposition of problem assets, BB&Ts
provision for loan losses has decreased 6.2 percent for the
rst time in this down economy. Senior leaders would like
to expand the scope of the training to include regional credit
personnel with the objective of further mitigating loan loss.
LQ MANAGEMENT, LLC:
HERE FOR YOU FIELD DEPLOYMENT
After 12 months of consumer interviews, data analytics,
and an introductory overview at its annual general manager
(GM) conference, La Quintas Training department launched
the largest brand-wide eld training initiative in company
history. Here For You training sought to reach every frontdesk service representative (FDSR), general manager, and
franchise property owner to introduce LaQuintas Guest
Service philosophy.
Training partnered with a creative development team to cultivate three sets of training materials: the Mentor Guide, the GM
Kit, and the Hotel Certication Kit. The Mentor Guide was a
study on the strategies for deployment, including slides, prompts,
and discussion topics.
Each GM kit contained a pictorial (reusable) sticker board,
prompts for staff discussions, and feedback forms to aid in
coaching. For future new hires, GMs had an 11x17 glossy standup visual aid.
Ten weeks after the regional sessions, Here For You-certied
hotels received the Certication Kit, containing a DVD of videos,
posters for displaying compliments in a hotel break room, pens
114
for the staff, and a certicate from the executives recognizing the
staff and the property as Here For You certied.
In collaboration with regional executives, the Training
department developed the nine-week, 144-session eld training
schedule, associated invitations, registration forms, and reminder e-mails. In the weeks preceding the deployment, executive
conference calls were conducted to encourage property participation in the sessions.
Each two-day eld session opened with a discussion of the
origins of Here For You and the GM leadership role in the continuation of the service philosophy. The afternoon of Day 1 and
the morning of Day 2 introduced La Quintas core values, Here
For You, and role-playing exercises for front-desk service representatives. In the closing session, GMs created an action plan
for their property, including how to train Heart of the House
employees (maintenance and housekeeping) and reinforcing
brand loyalty strategies.
Immediate results are clear: an 11 percent drop in complaints
and a nearly 28 percent increase in compliments.
MIAMI CHILDRENS
HOSPITAL (MCH): LIFE WINGS
To reduce errors in the Operating Room to zero, MCH
partnered with LifeWings, a patient safety consulting rm
run by a group of physicians, nurses, ghter pilots, NASA
astronauts, airline captains, and medical and insurance
experts. LifeWings applies standardized aviation checklists
and procedures to health care and emphasizes enhancing
communication and creating better teamwork among surgeons, physicians, residents, nurses, clinicians, and patients/
families. Since its inception, the program has progressed
from the Operating Room/Surgical Services to the Emergency Department, Urgent Care Center, Pulmonary Care
Center, and 10 other units.
The trainings basic focus is on Crew Resource Management. The program consists of ve phases and delivers a
systematic, repeatable, and sustainable implementation process that is driven by front-end staff to manage safety checks.
Training is provided by MCH staff, who complete a ve-day
certication in Crew Resource Management Facilitation.
The training plan starts with a comprehensive Risk Assessment of the area, completed by a licensed risk manager and
LifeWings facilitator. Safety issues are identied, and a review
of available and possible checklists, tools, and protocols is
documented.
Leaders attend a leadership development seminar to help
them gain a better understanding of the program goals and
the role they play in supporting this strategic initiative. Staffers are offered six modules ranging from team activities and
conict resolution to operational and safety procedures.
Upon program completion, each team meets monthly to discuss progress and revise checklists, protocols, and tools.
To ensure sustainability, administrators do rounds with physicians and LifeWings facilitators to solicit feedback from staff.
Each department head is tasked with reporting monthly results
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March 19-20, 2012
IESE Business School New York Center
165 West 57th Street, New York, NY 10019
Sponsored by:
BP/OTI
to the LifeWings Council using organizational metrics.
Training results to date:
When surveyed, staff from 14 departments rated their
trust index with safety at 94 percent compared with 62
percent in 2009.
The Operating Room has witnessed zero patient errors
in the form of wrong surgery, patient, site, or process for
18 months.
Psychiatrys Baker-Act protocol was reduced from 16
hours to 90 minutes.
Approximately 100 checklists have been created for different medical interventions.
Community physicians were included in training to
extend safety to community programs.
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