99164.1 GGGGGGG

THE SOURCE FOR PROFESSIONAL DEVELOPMENT
7UDLQLQJ7RS
www.trainingmag.com
$35
JANUARY/
NUARY/
FEBRUARY
BRUARY
2012
Verizons
New Number Is
Communications company nets

the top spot on the 2012 Training Top 125
INSIDE:
FARMERS INSURANCE; MIAMI CHILDRENS HOSPITAL;
MOHAWK INDUSTRIES, INC.; MCDONALDS USA, LLC
BEST PRACTICES & OUTSTANDING INITIATIVES
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
VOLUME 49, NUMBER 1
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
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
Miami Childrens Hospital Puts People First

Finding the right people and nurturing them to provide the best care
to patients adds up to a stellar learning and development treatment
plan for Miami Childrens Hospital. BY MARGERY WEINSTEIN
52
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
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
60
&29(53+272*5$3+<'20,1*2021(6
7UDLQLQJ9RO1R,6618636LVSXEOLVKHGVL[WLPHVD\HDULQ-DQXDU\)HEUXDU\0DUFK$SULO0D\-XQH-XO\$XJXVW6HSWHPEHU2FWREHUDQG1RYHPEHU'HFHPEHUE\
/DNHZRRG0HGLD*URXS//&&RS\ULJKWE\/DNHZRRG0HGLD*URXS//&.QR[$YHQXH60LQQHDSROLV01$OOULJKWVUHVHUYHG$QQXDOVXEVFULSWLRQUDWH86
&DQDGDLQFOXGHV*67DQGDOORWKHUFRXQWULHV6LQJOHFRS\SULFHH[FHSW-DQXDU\)HEUXDU\DQG1RYHPEHU'HFHPEHUSOXVVKLSSLQJDQGKDQGOLQJ&DOO
IRUVXEVFULSWLRQV3HULRGLFDOVSRVWDJHSDLGDW0LQQHDSROLV01DQGDGGLWLRQDOPDLOLQJRIFHV&DQDGD3RVW3XEOLFDWLRQV0DLO$JUHHPHQW1R5HWXUQXQGHOLYHUDEOH&DQDGLDQDGGUHVVHVWR
'+/*OREDO0DLO:DONHU5RDG:LQGVRU211$-3ULQWHGLQ86$32670$67(56HQGDGGUHVVFKDQJHVWR7UDLQLQJ32%R[([FHOVLRU01
www.trainingmag.com
training JANUARY/FEBRUARY 2012
www.trainingmag.com
(page 2)
FEATURES
64
(CONTINUED)
Training Top 10 Hall of Fame
Microsoft 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.
66
108
DEPARTMENTS
The Training Top 125
Training magazines 12th annual ranking of the top

companies with employer-sponsored workforce training and
development.
4 Online TOC Web-only content

6 Editors Note A Higher Calling
BY LORRI FREIFELD
10 Training Today News, stats, and business
108
Best Practices &

Outstanding Initiatives
14 Soapbox Paychex Train-the-Trainer
Training editors recognize innovative and successful learning

and development programs and practices submitted in the
2012 Training Top 125 application.
18 Soapbox ROE: Demonstration of
intel BY LORRI FREIFELD

Partnership Program BY LISA GREEN
Training Value BY DR. JAMES D. KIRKPATRICK
AND WENDY KAYSER KIRKPATRICK
22 How-To Motivate, Engage, and
118 Accelerating
Involve Your Team BY BRAD KARSH
On-The-Job Training
24 World View Focus on Singapore

BY JESSIE LEE MILLS
2012 Training Top 125

winners share their best
practices for accelerating onthe-job training (OJT).
26 World View Focus on the Multicultural/

Multi-Language Classroom
BY LESTER STEPHENSON
126 Best Practices T&D for Global JVs

and M&As BY NEAL GOODMAN, PH.D.
128 Training Magazine Events Lets Do It!

BY TONY ODRISCOLL
130 Trainer Talk 6 Magic Training Phrases

BY BOB PIKE
134 Talent Tips Transparency in Training
118
BY ROY SAUNDERSON
136 Last Word Hear Ye, Hear Ye

BY MICHAEL ROSENTHAL
JANUARY/FEBRUARY 2012 training
www.trainingmag.com
powered by
Whats the secret behind a
smart training program?
A Learning Management System
that thinks like you.
s(IGH LEVELOFAUTOMATIOn
s0OWERFULFEATURESWITHOUTCOMPLEXITy
s!WARDWINNINGINTERFACE
s0OWERFULADHOCREPORTING
sE#OMMERCEBRANDINGEMAILNOTIFICATIONS(2SYSTEMINTEGRATION
...and more - all for an unbeatable price.
Visit us at Training Conference booth #615

Find us online at: www.InquisiqR3.com
online contents
www.trainingmag.com
Your source for more training tips,
trends,
and tools
On www.trainingmag.com, the online

home of Training magazine, youll nd
these Web-only articles. Send your
feedback to lorri@trainingmag.com.
Leadership Development Tool Kit

In The Trainers Handbook of Leadership Development, Karen Lawson, Ph.D., CSP, presents a practical, easy-to-use leadership development tool kit easily adaptable for both group and individual application.
http://trainingmag.com/article/leadership-development-tool-kit
Open Communication Boosts Prot

While communication typically is considered a soft skill thats often
overlooked in machine-lled manufacturing plants focused on production, many of the ills in manufacturing are actually symptoms of poor
communication.
http://trainingmag.com/article/open-communication-boosts-prot
3 Leadership Lessons for 2012

Occupy Wall Streeta movement that consciously chose not to have
someone in chargeis a fascinating case study in leadership at a
time when the world needed it more than ever, whether in politics,
social entrepreneurism, or business.
http://trainingmag.com/article/3-leadership-lessons-2012
Podcast: Insights on Manager-Led Development of Employees

Corporate Leadership Council Director Kimberly Shells shares research
ndings and discusses how manager-led development can help
managers drive employee performance and development.
http://trainingmag.com/article/podcast-insights-manager-leddevelopment-employees
Interested in writing an online article for www.trainingmag.com?
E-mail Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com.
Follow us online here:

Twitter: @TrainingMagUS @LorriFreifeld
LinkedIn: http://goo.gl/oHokF
Facebook: Facebook.com/TrainingMagazine
YouTube: YouTube.com/TrainingMagUS
Google+: GPlus.to/TrainingMagazine
Lakewood Media Group

PO Box 247, Excelsior, MN 55331
Corporate: 952.401.1283
Subscriptions: 847.559.7533
Website: www.trainingmag.com
EDITORIAL:
Editor-in-Chief
Lorri Freifeld 516.524.3504

lorri@trainingmag.com
Contributing Editor Margery Weinstein

margery@trainingmag.com
Columnists Neal Goodman, Kendra Lee,
Neil Orkin, Bob Pike,
Peter Post, Michael Rosenthal,
Roy Saunderson, Jason Womack
Art Director
Webmaster
SALES & MARKETING:
Publisher
David Diehl 646.932.3402

daviddiehldesign@gmail.com
Matt Tews 763.712.8555
matt@trainingmag.com
Mike Murrell 952.401.1283
mike@trainingmag.com
Account Executive Gary Dworet 561.245.8328

gary@trainingmag.com
Account Executive Lori Gardner 952.544.6906
lori@trainingmag.com
Marketing Manager Kris Stokes
kris@trainingmag.com
Art Director/Promotions Susan Abbott
susan@abbottandabbott.com
Production Manager Tony Kolars
tony@trainingmag.com
Audience Marketing Director Vicki Blomquist
vicki@trainingmag.com
CORPORATE & EVENTS:
President
VP, Finance/Operations
Mike Murrell 952.401.1283

mike@trainingmag.com
Bryan Powell 612.922.9399
bryan@trainingmag.com
VP, Market Strategy Philip Jones 612.354.3525

phil@trainingmag.com
VP, Expositions Dick Powell 952.417.6504
dick@trainingmag.com
Brand Products Director
Joyceann Cooney-Garippa
917.923.8052
jcooney@trainingmag.com
Conference Director Julie Groshens

julie@trainingmag.com
Conference Manager Leah Nelson
leah@trainingmag.com
SUBSCRIBER/ADVERTISER SERVICES:
Copyright Permissions Copyright Clearance Center
(Print & Online) 978.750.8400; info@copyright.com
Custom Reprints The YGS Group, Anastasia Minichino
(Print & PDF/Digital) 800.501.9571 x100
anastasia.minichino@theygsgroup.com
List Rental Manager
TriMax, Paul Kolars 651.292.0165

pkolars@trimaxdirect.com
Subscriber Customer Service 1.877.865.9361 or 847.559.7533

(Address Changes, Back Issues, ntrn@omeda.com
Renewals)
Fax: 847.291.4816
4 | JANUARY/FEBRUARY 2012 training
www.trainingmag.com
Pfeiffer helps us satisfy our

clients and really make a
difference in the organization.
Renee Harness and Jo Bell,
Managing Partners, Third Eye Leadership
Get the
Leadership
Challenge
Practice app for
your iPhone!
New Releases and Bestsellers!

Essential resources for training and HR professionals
JACK WILEY
BRENDA KOWSKE
Co-published with
Sivasailam Thiagi Thiagarajan
PERFORMANCE-BASED
and T R AC Y TAG L I AT I
RESPECT
Facilitators Guide
A PROGRAM FOR USING COURAGE to TRANSFORM THE WORKPLACE
Jolts!
Activities to
WAKE UP and
ENGAGE
Your Participants
Delivering Results by Giving

Employees What They Really Want
BILL TREASURER
Author of Courage Goes to Work
Available in e-book formats.
When trainers need solutions, they Ask Pfeiffer.

Learn more at www.pfeiffer.com
CERTIFICATION
How to Design
a Valid,
Defensible,
Cost-Effective Program

J U DI T H H A L E
editors note
A Higher Calling
V
TRAINING EDITORIAL ADVISORY BOARD

Raymond D. Green, CEO, Paradigm Learning, Inc.
Bruce I. Jones, Programming Director,
Disney Institute
Nancy J. Lewis, former CLO and VP, ITT
Corporation, and former VP, Learning, IBM
Rebecca L. Ray, Ph.D., Managing Director,
Human Capital, The Conference Board
Nick Schacht, President and CEO, Learning
Tree International
TRAINING TOP 10 HALL OF FAME

Brent Bloom, Senior Director, Global Talent &
Development, KLA-Tencor Corporation
Cyndi Bruce, Executive Director, Center for
Learning and Development, KPMG LLP
Jim Federico, Senior Director, Platforms &
Operations, Microsoft Corporation
Gordon Fuller, Global Design & Development
Leader, IBM Center for Advanced Learning
David Gauci, Director, Worldwide Talent &
Organization Capability, Pzer Inc.
Daniel J. Goepp, Managing Director, Learning
& Development, PricewaterhouseCoopers, LLP
Vicente Gonzalez, Learning and
Development, Booz Allen Hamilton
Donald Keller, Chief Learning Ofcer and VP,
Global Education & Development,
SCC Soft Computer
Diana Oreck, VP, Leadership Center,
The Ritz-Carlton Hotel Company
Bill Pelster, National Director, Talent
Development, Deloitte Services LP
Kevin Wilde, VP, CLO, General Mills, Inc.
2011 TOP 10 YOUNG TRAINERS

Amy Stewart Anne, Senior Director,
World Wide Sales Learning, Automatic Data
Processing
Daniel S. Cooper, CEO, ej4, LLC
Lisa Green, Training Manager, Paychex, Inc.
Tina K. Hall, President/Chief Catalyst,
Kirsi Consultancy
Elissa Hoehn, Executive Professional
Development Trainer, Skill Enhancement &
Development, Merck
Scott Kaplan, Director of Sales-West Coast,
Myxer
Nate Kelly, Senior Learning and Education
ManagerTiger Institute for Health Innovation,
Cerner Corporation
James P. Orlando, Assistant Vice President,
Academic and Alumni Affairs,
Einstein Healthcare Network
Jessica Parisi, Partner, BTS USA
Sarah Reed, Learning & Development
Specialist, Sacramento Municipal
Utility District
Lorri Freifeld
lorri@trainingmag.com
6
www.trainingmag.com
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 LLP congratulates Training magazines

2012 Top 125 honorees on their achievement,
and on their outstanding contributions to
the development of their people.
We also salute our fellow members of

Trainings Hall of Fame, and the dedicated
professionals of KPMGs Business School
who work every day to take training
effectiveness to the next level.
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!
news, stats, & business intel
Products & Services
bybyLorri
LorriFreifeld
Freifeld
>>Taxi Training
Trai
Changes the Brain >> Tech Talk p. 12
1. Break the feel-good addiction. Remember, where you

focus is where youll yield results. And because we like
to feel good, we gravitate toward whats easy instead of
whats productive.
2. Stop being the Chief Everything Ofcer. Dont say, Yes,
by default. By saying, No, to some things, you will
have the time and energy to say, Yes, to the right
things.
3. Dont try to do something big every day. You eat a whale
the same way you eat an appleone bite at a time. The
wickedly successful understand that to accomplish
any project, you cant expect to do it all at once.
4. Stop hanging with the biggest losers. Stick with the
winners. The view from the top is meant to be shared.
WANT TO HAVE A WICKEDLY SUCCESSFUL 2012? Vickie Milazzo, RN, MSN, Find someone whos already there to share it with, not
JD, owner of Vickie Milazzo Institute and author of The New York someone whos never seen it.
Times bestseller, Wicked Success Is Inside Every Woman (Wiley, 2011, 5. Expand what youre willing to believe about yourself. Any
www.WickedSuccess.com), has some ideas about where to start:
time you nd yourself entertaining doubts or trying
to limit what you think is possible, remind yourself of your past
successes.
2012 Resolutions
Productivity Coachs Corner

Jason W. Womack, MEd, MA
www.womackcompany.com | www.twitter.com/jasonwomack | Jason@WomackCompany.com
Make Room for Something New

Happy New Year... and Welcome back to work! Now, look around your desk and
your ofce. Is there clutter? Are there stacks of papers or les? Do you feel the
stress of the undone?
To do meaningful work, and to focus on your most important things
Sorry to say, its not.
(projects, events, clients, etc.), you need to
Get rid of everything you can and reduce
be in an environment with fewer distractions.
what might be coming in. Because people are
Reduce the psychological burden of stuff in
busy, they let a backlog pile up over the last six
your space. Delete, purge, and recycle a few
weeks of each year. Unsubscribe from e-mail
things to make room for new ideas and new
newsletters, magazines, book-of-the-month
resources to start the new year.
clubs, perhaps one ad-hoc committee you
When you do too much rapid refocusing,
joined last year. Try the unsubscription for
you lose the power of thought on projects that
three months; at the end of those 12 weeks,
deserve more. The myth of multitasking would
you can re-up if you want to.
have you believe that while working at a desk
For more information, contact Jason. Jason@
where you can see e-mail, answer your phone,
WomackCompany.com / www.twitter.com/
review printed documents, and write ideas on a
notepadall at the same timeis productive.
jasonwomack
6. Dont wait for conditions to be

perfect. You may have to redene
what success looks like for you.

7. Surround yourself with as many
successful mentors as possible. Dont
be afraid to ask for advice. And

when you get good advice, dont be
too proud to follow it.
8. Regenerate your passion for work.
When you take this inward look,

it is entirely possible youll see the
path ahead going in an unexpected
direction. Your passion might lead
you somewhere else.
9. Take care of yourself rst. Dont be
so busy taking care of others that
you forget to take care of yourself.
You cant be your best self if youre
not your own self.
TO SUBMIT NEWS, research, or other Training Today tidbits, contact

Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com or 516.524.3504.
10
www.trainingmag.com
Take This Job and

THE
LATE
COMEDIAN
George Carlin once

said, Do you hate your
job? Sorry to hear that.
Theres a support group
for that. Its called
EVERYBODY, and they
meet at the bar!
As a consultant on
employee engagement
to major health-care
companies, Melissa Evans understands
that feeling well. Her solution to it, however, is a little uncorporate.
Its a fact that most people dont like
their jobs, says Evans, also author
of Sole to Soul: How to Identify
Your Soul Purpose and Monetize It
(www.soletosoulbook.com). According to a recent survey published by
Time Magazine, fewer than half of
American workers45 percentare
satised with their jobs. This is the lowest
percentage since 1987.

Her solution is for workers to get in tune with
potential careers and job
choices that plug into
their passions as a person.
She suggests people ask
themselves the following
questions:
What do you want?
How do you want to
feel?
Why should you change course?
The rst thing most people do when
they dont like their job is to look for another one, she says. While thats valid, I
have to question the wisdom of running
from a bad job as opposed to pursuing a
good one. The problem is, most dissatised employees identify a good job as one
that simply pays a little more and is not
where they currently work. A good job, a
good career, is far more than that.
What is the main obstacle you encounter in

implementing global leadership programs?
Cultural
Complexity of
Lack of senior-level support has
the program: differences:
emerged as the main obstacle to the
7%
8%
implementation of global leadership
development programs, according
Other:
to an online survey of nearly 400
5%
Time: 15%
senior managers and executives
conducted by AMA Enterprise, a
specialized division of American
Cost/
Lack of
Management Association that
budget:
executive
26%
offers advisory services and tailored
support:
39%
learning programs to organizations.
Organizations experiencing the
greatest success with their global
leadership initiatives tend to be
those whose senior management is involved in the actual implementation of such
programs, says Sandi Edwards, senior vice president for AMA Enterprise.
www.trainingmag.com
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
Taxi Training Changes the Brain

As London taxi drivers in training
are learning how to navigate the
citys thousands of streets, the experience actually changes the structure
of their brains, according to a report
published online in Current Biology,
a Cell Press publication.
The ndings add to evidence that
learning changes the adult brain and
should come as encouraging news
for life-long learning, says Eleanor
Maguire of University College London.
To become a licensed London taxi
driver, trainees must learn 25,000 streets
and their complicated layout, as well as
20,000 landmarks. The learning process
generally takes three to four years, culminating in a series of exams that only
about half of trainees ultimately pass.
Maguires earlier studies of London taxi
drivers showed that they have more gray
matter in the back part of a brain structure called the hippocampus compared
to non-taxi drivers, and less in the front.
The hippocampus plays important roles
in memory and spatial navigation.
>> Novero introduced the Solana

Tablet/PC. With a simple twist,
this slim laptop screen rotates to
create a mobile 10-inch tablet for
reading, games, or hundreds of
applications. It contains two USB
ports, audio and microphone jacks,
video output, built-in card reader
and SIM card slot, Windows 7, and
Android 2.3.
>> Mediasite by Sonic Foundry,
Inc., unveiled Mediasite 6, the
latest version of the lecture capture
platform. New capabilities available
in Mediasite 6 include: live or ondemand streaming of any Mediasite
presentation to an iPad, iPhone, iPod,
Blackberry, or Android device using
HTML5 and H.264; system-wide
In the new study, Maguire and colleague Katherine Woollett followed a

group of trainee taxi drivers and nontaxi driver controls, capturing images
of their brain structure over time and
testing their memory. At the start, study
participants showed no differences
in either brain structure or memory.
Three to four years later, the researchers
found an increase in gray matter in the
back part of the hippocampus of those
trainees who qualied as taxi drivers.
Changes were not observed in those
trainees who failed to qualify, or in the
non-taxi driver controls.
search for words and phrases in a

single presentation, a presentation
catalog, and across the Mediasite
library based on indexed slide
text, captioning transcripts, and
presentation metadata; and enhanced
Mediasite analytics with embeddable
analytics widgets and iOS-friendly
reports.
>> James M. Kouzes and Barry Z.
Posner, authors and founders of bestseller The Leadership Challenge, in
conjunction with Pfeiffer, an Imprint
of Wiley, launched The Leadership
Challenge Mobile Leader Tool, a
mobile app available for $4.99 in the
App Store for the Apple iPhone, iPad,
and iPod Touch.
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.
Congratulations to the 2012 Training magazine Top 125 winners

2012 The Vanguard Group, Inc. All rights reserved.
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
elly Schnupp never thought participating

in a three-month program to enhance her
training skills would have such a powerful
and immediate impact on the companys bottom
line, but her experience with the Paychex Train-theTrainer Partnership has left her pleasantly surprised.
A specialist in the Paychex Employee Screening
Services group, Schnupp participated in the program in hopes of gaining some additional training
skills and incorporating some training functions
into her current role. After attending, she worked
with her supervisor to conduct a series of training
sessions to educate more than 100 sales representatives about the benets of the employee screening
product. As a result, sales representatives have been
more actively selling the product, and every month
has shown a year-over-year increase in new clients.
Since Schnupp began this initiative, monthly sales
have consistently been higher than the previous
years month, with some months having double the
number of new clients than the year prior. According
to Schnupp, the program gave me the condence to
network and search for additional opportunities to
grow the product I service.
In my role as a training manager for Paychex,
Inc., Kelly Schnupp is just one of the many talented and knowledgeable employees who visit my
ofce to express a passion for training. Many of
these employees are more senior in their position
and serve as subject matter experts for their business unit. They are eager to take on new challenges
but may be limited by a lack of training expertise.
At the same time, I am constantly faced with
prioritizing the work my small team is able to
accomplish. As a national provider of payroll and
human resource services for Americas businesses,
Paychex, Inc., offers a suite of more than 70 products and services, with 12,000-plus employees
servicing 564,000 clients nationwide.
With the growth of our employee base and product set, the demands on our training resources
have grown exponentially. While we are experts
at training our larger population job roles (Payroll

specialists, Human Resource managers, Sales representatives), some of the less common job roles
associated with smaller products do not receive the
formal training they need.
Combining this gap in knowledge with the
abundant natural resource of our business unit
experts, it seemed a logical step to better engage
these employees to help us deliver training to a
wider audience. The Paychex Train-the-Trainer
Partnership enhances the training skills of a select
few business unit subject matter experts, giving
them the tools and condence to educate peers
and fellow employees. By engaging these individuals, we achieve some key business objectives:
Provide more training to all employees
Improve service levels and client retention
through enhanced training
Promote training consistency and compliance
with company policies
Train and retain experienced employees
Create a bench of ready talent for future
training roles within the organization
As a training organization, we also expand
our sphere of inuence within the company and
become a more integral partner with the business
unit, providing support and resources to achieve
mutual goals. Ultimately, we are able to provide
more training to our employees without increasing our Training Department headcount.
IDENTIFYING TALENT
How do we determine which employees should be

selected for the program? After identifying what
we were trying to achieve with the program, we
developed an applicant questionnaire and associated scorecard that was weighted to give preference
to employees who had:
Client or employee training responsibilities
Potential to add value to team, department, and
Paychex
Future training career path or goals
www.trainingmag.com
innovation extensive training individual impact

Life at ADP. Its more than helping to drive our success as a global leader in workforce solutions. With
us, you are inspired to achieve your best within a performance-oriented environment. We give you the
tools to succeed, with continuous opportunities to train and advance.
We are proud to be among Trainings Top 125 Companies.
We acknowledge our learning teams for bringing their passion for education to
our culture. And we salute our associates for their constant desire to grow. Join
us at ADP, and discover how were counting on you to come in and make a real
difference, every day.
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
At the beginning of the program, participants are

assigned a trainer mentor, who gives the participant career advice, describes the realities of being a
trainer, and provides one-on-one feedback about the
participants training skills. Mentees shadow multiple trainers to see different training styles in action
and discuss each shadow session with their mentor.
Group Facilitation Practice
Participants meet as a group throughout the

three-month process to practice their facilitation
skills in a supportive and encouraging setting.
They each are assigned a session and a topic, and
16
take responsibility for researching and facilitating

a discussion on their assigned training. In these
sessions, participants are encouraged to:
Share their experiences and observations
Learn about other training techniques and
resources that are not discussed in the class
Share ideas for their nal training certication and
give each other feedback on their lesson plans
Final One-Hour Training Session
Evaluated for Ofcial Certication
During the program, participants are required to

perform a needs analysis on their own business unit
and produce a list of training deliverables for their
manager. The manager and the participant decide
together what topic will be delivered for the participants nal training certication. As trainees create
lesson plans, their mentor provides direction and
feedback on overall structure and activities. Many
participants perform a dry run of their training session for the mentor to receive constructive criticism
before their nal assessment.
The participant schedules the nal training and
prepares the classroom, inviting at least seven employees from their business unit, their mentor, and
the Train-the-Trainer instructor. The instructor
assesses all the elements of the training to ensure
the training employs sound training techniques.
Graduation
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
Upon completion of the program, participants are

equipped to provide needs analysis for their business
unit, develop materials that are cohesive and adhere
to copyright law, deliver just-in-time training to
their team, and are better able to partner with the
Training Department to accomplish key training
initiatives. These employees are motivated to teach
others within their business unit and are sought
after for promotions and other career opportunities.
To date, six of our program graduates have gone on
to become full-time trainers in the company.
Visit http://trainingmag.com/article/soapbox-paychex-train-trainer-partnership-program to read the full-length article.
www.trainingmag.com
)RUDWUDLQHULWVDQREUDLQHU
$VWKHQDWLRQVWRSWUDLQLQJIDFLOLW\ZHUHWRWDOO\IRFXVHGRQKHOSLQJ\RXU
WHDPZRUNIDVWHUVPDUWHUDQGEHWWHU1RGLVWUDFWLRQV\HWDOORIWKHDPHQLWLHV
WRKHOSSHRSOHSHUIRUPDQGIHHOWKHLUEHVW(DV\SODQQLQJDQGORWVRIYDOXH
ZLWKDOOLQFOXVLYHSDFNDJHVWRPDNHVXUH\RXVDYHWLPHDQGPRQH\
9LVLW%RRWKDWWKH7UDLQLQJ&RQIHUHQFH ([SRLQ$WODQWD)HEUXDU\

VDOHV#FRQIHUHQFHFHQWHUFRP
FRQIHUHQFHFHQWHUFRP
&XVWRP%XLOWIRU/HDUQLQJ2QVLWH$95HVRXUFHV
*XHVW$FFRPPRGDWLRQV'LQLQJ 5HFUHDWLRQ
/HHVEXUJ9$
PLOHVIURP'XOOHV
PLQXWHVIURP'&
6,/9(5
soapbox
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
eturn on expectations (ROE) is a foolproof way to show the value of training

in the terms desired by key stakeholders.
ROE demonstrates the degree to which training initiatives satisfy the expectations of key
business stakeholders. Assumptions that may
assist training professionals include:
Key stakeholders are high-level managers or
executives.
Stakeholder expectations primarily include
the accomplishment of the organizations
highest-level goals and mission.
Kirkpatrick work together
employee training, learning professionals must

ask them questions sufcient to clarify how
the training would contribute to the highest
organizational results by advancing the leading indicators. This is a negotiation process
in which the training professional ensures the
expectations are satisfying to the stakeholder and realistic to achieve with the available
resources.
Learning professionals often need to convert the
typically broad, un-quantied expectations into
observable, measurable leading indicators by asking the question, What will success look like to
you? These leading indicators become the targets
upon which collective efforts are focused.
Next, learning professionals should work with
managers to identify the critical behaviors that,
if performed consistently on the job by training
graduates, most likely will produce the desired
results. Once these key items are determined,
training professionals can assess if training
is the appropriate intervention. If so, they can
proceed with the traditional identication of
learning objectives and program design. If
not, they can offer their assistance with other
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.
Level 1: REACTION To what degree participants react favorably

to the learning event.
Whenever executives request

18
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.
3. Business partnership is necessary to bring

about positive ROE. Once there is a clear
result in only 15 percent transfer of learning to

on-the-job behavior (Brinkerhoff, Robert O.,
Training Impact Evaluation Senior Managers
Believe and Use, Get Zeroed-In on Learning and
Measurement, Issue 6, 2006). The successful
implementation of the required drivers creates the other 85 percent of learning transfer
required to accomplish ROE.
In general, training professionals should
spend fewer resources on formal training
(Levels 1 and 2) to allow for more on-thejob involvement after training (Level 3).
A dashboard is an effective tool for tracking and communicating the progress of
initiatives. It should include the highestlevel results, leading indicators, critical
behaviors, and required drivers. The dashboard should be updated and reported on
a regular basis to show if the initiative is
on track to achieve the desired results. Any
areas not hitting their targets can be addressed
so the initiative stays on track to achieve the
planned ROE.
understanding of the result to be accomplished,

the next step is for training professionals to
4. Value must be created before it can be

demonstrated. Training events alone typically
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
5. A compelling chain of evidence demonstrates

your bottom-line value. Following these ve prin-
ciples makes demonstrating the value of training

and related reinforcement straightforward. The
evidence to be collected is dened clearly at the
beginning of the project by the stakeholders, and
data is collected throughout the process.
This chain of evidence includes both quantitative data and testimonials from people who
participated in the process. This combination of
evidence creates a story that is easy for everyone
to understand and appreciate. Because the plan
was created and executed in partnership and
agreement, there is no question regarding what
evidence is important and what results should be
highlighted.
If partnership has occurred throughout the process, and any areas falling below target have been
corrected, the desired ROE will be achieved.
Visit http://trainingmag.com/article/roe-case-study-us-federalgovernment-agency to read the highlights of an impact study
conducted by an organization that successfully delivered
positive ROE to its stakeholders.
www.trainingmag.com
Miami Childrens Hospital is proud to have been designated a Top 125

Training Organization for the past six years. Our mission is to provide hope
through advanced care for our children and families. This starts with working
together to develop our most precious asset our people, empowering
them to be the best they can be for children, families and one another.
Miami Childrens Hospital is renowned in all aspects of pediatric medicine
and is home to the largest pediatric teaching program in the southeastern
United States. Congratulations to our educators, partners and leaders whose
commitment has made us one of the nations top childrens hospitals.
We are a Top 125

Training Organization!
igff5885lh(50(/65 #'#65&),#5iigkk5555R555ifk7lll7lkgg5555R5555#-#.5/-5.51118'"8)'
),5*"3-##(5, ,,&-65*&-5&&5nnn7kkl7j -5Bnnn7kkl7jkjiC5),5ifk7 7j -5Bifk7lhj7jkjiC5#(5 #'#7
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
t is no easy task to motivate, engage, and

involve your team, and it certainly doesnt happen overnight. Even todays most prominent
business tycoons admit the most difcult part of
their job is managing and leading their people.
Take the late Steve Jobs, for instance. Jobs obviously
made extraordinary contributions at Apple, but he
spoke openly about his struggles in his role as CEO.
Jobs learned from mistakes, and his analogy for
what builds strong businesses was spot on:
My model for business is the Beatles. They were
four guys who kept each others negative tendencies
in check. They balanced each other, and the total was
greater than the sum of the parts. And thats how I
see business. You know great things in business are
never done by one person. Theyre done by a team of
people.
While there is no algorithm for building and maintaining all-star teams, there are a few strategies you
can employ to improve the engagement of
your team and, in turn, your bottom line:
Ask! What better way to nd out exactly
how to motivate, engage, and involve your
team than to simply ask? You may be surprised. What motivates one person may
not work for another. Customize your
approach to engage every team member.
Defy the golden rule. It isnt about treating people the way you want to be treated.
It is about treating people the way they
want to be treated. Learn how individuals on your team like to communicate,
and adhere to their preferences.
Give credit where credit is due. Everyone on your
team wants their contributions to be recognized
and appreciated. Simply say, Thank you! Your
behavior will be contagious, and the habit of
thanks on your team will make everyone feel valued and vested in the business.
Set small milestones. Everyone enjoys achieving goals and celebrating success. If you have a big
annual goal, set monthly milestones that can keep
your team motivated and connected to the goal.
Figure out a fun incentive that will inspire everyone

to reach those monthly checkpoints.
Embrace change and new ideas. Archaic,
bureaucratic practices stie creativity and innovation. Encourage and implement new ideas from
your team. Remember: If you always do what
youve always done, youll always get what youve
always gotten.
Give feedbackthe good, the bad, and the ugly.
You know that spinach leaf that gets stuck in your

teeth after lunch? No one wants to be the one
to alert a co-worker of the spinach, but everyone wants to be alerted that it is there. The same
applies to feedback at work: It can be difcult to
deliver, but everyone wants to hear it. Your team
wants feedback, and its crucial to making them as
productive as possible.
Let go. We know no one can do it as well as you
can, but you need to delegate to give yourself time
Play 10 minutes of Boggle in

the afternoon, institute a tness
challenge, or hold a sandwich
swap to keep the positive energy
owing. Let your team design
what the fun looks like.
to complete tasks more appropriate for your level.
The added responsibility will motivate your team to
take it to the next level.
Have fun. An engaged team enjoys going to work.
Play 10 minutes of Boggle in the afternoon, institute
a tness challenge, or hold a sandwich swap to keep
the positive energy owing. Let your team design
what the fun looks like.
Managing a team is challenging, but its rewarding and worthwhile if you invest the time and the
effort.
www.trainingmag.com
THE RIGHT TRAINING
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
On Site. Online. Advancing Your Workforce.

OrgTraining@SHRM.org | 703-535-6496 | www.shrm.org/trainmag
world view
Focus on Republic of Singapore

Singaporeans do not like to losebe it face or money. BY JESSIE LEE MILLS
F
Jessie Lee Mills is a
senior associate with
Global Dynamics, www.
global-dynamics.com.
Mills was born and
educated in Malaysia
ormerly part of Malaysia, the Republic of

Singapore was founded on August 9, 1965. Its
strategic location on major sea lanes and its
industrious population have given the country an
economic importance in Southeast Asia disproportionate to its small size. As a country without
any natural resources or agriculture, it relies
solely on the skills of its people. Singapore believes
in providing the best basic and higher education
to supply and maintain the required skills needed
by the economy in order to develop continuously
and improve its economic competitiveness. To
that end, the Singaporean economy grew a staggering 14.5 percent in 2010, the second-highest
rate in the world that year.
The government encourages training for the
workforce; companies can claim a percentage
and Singapore and

has more than two
decades of professional
experience working in
Europe, Asia, and the
U.S. in the areas of
sales, market research,
and cross-cultural
leadership development
and cross-cultural
competence training.
She is GDIs leading
U.S.-based Singapore
expert. She can
be reached at
305.682.7883 or
programs@global-
Singaporeans are capable

multitaskers; therefore, it will be
more productive for the trainer
and participants if the training
can be conducted off site. If this
is not possible, then gently but
rmly lay down some ground
rules when it will be convenient
for participants to make or return
phone calls and check e-mail.
dynamics.com.
of their training expenditure from a government

agency.
To conduct effective cross-cultural training in
Singapore, there are a few points to remember:
Training venue and dress code: Singaporeans
are capable multitaskers; thus, it will be more
productive for the trainer and participants if
the training can be conducted off site. If this
is not possible, then gently but rmly lay down
some ground rules when it will be convenient
24
for participants to make or return phone calls

and check e-mail. Dress appropriately for
the business culture; e.g., business attire for
ofces and smart casual for factories or working
with a group of young technical participants.
Cultural sensitivity: Participants will come from
a diverse and multicultural workforce. Do your
homework, make sure you know about the
company they are from, and learn their culture
in order not to offend and lose their respect,
which, in turn, will make you lose face.
Materials and schedule: Make sure you have
printed materials for the participants, and try
and keep to the time line you set on the agenda.
Food plays an important part in Singaporeans
daily life. Make sure there are appropriate
breaks with refreshments, and whatever you
do, make sure there is a reasonable
break for lunch. You can organize topics of discussion for the lunch break,
whereby the participants can sit at a
topic table they like. Confer with your
contact at the company to check on
the timing for lunch.
Recognition: Outline and highlight
the benets of the training, and make
sure participants receive a certicate
for the training.
Team participation: It is helpful to
start a session with an icebreaker
that will involve the whole group.
Coming from a collective culture,
Singaporeans tend to hold back on
their opinions; therefore, encourage
them to speak up and participate. At
the same time, do not to force the
issue, so they do not lose face.
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
Focus on the Multicultural/

Multi-Language Classroom
The multiple culture/multiple language classroom is the new reality. It offers some
unique challenges, but they can be overcome successfully with awareness and
genuine effort. BY LESTER STEPHENSON
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
brief to not only explain safety rules but the

reason they are necessary.
Never shy away from the language issue. It will
not go away, so meet it head on. Point out at the
beginning that you and the class may have difculty understanding each other. Emphasize
that if you are not clear, they must ask you to
repeat what you said. Addressing language difculties up front demonstrates a commitment to
their learning. They know language is going to
be a problem. By bringing it up at the beginning,
it ceases to be a barrier, just a communication
problem everyone is working to solve.
Be on guard to avoid using slang and idioms.
Never pretend to understand a difcult foreign accent. Admit you are having trouble
understanding. Ask the speaker to slow down.
Never hesitate to clarify your understanding by
repeating the question.
Never shout. Hearing is not the problem. Slow
down and speak clearly without raising your
voice. If you talk fast, be consciously deliberate
in your speech. Southerners have an advantage
here because they often naturally speak slower.
Try to learn a few words in the language of your
trainees. There are Websites available that will
help. One, www.omniglot.com, actually pronounces the translated words. The best source for
learning new words is your trainees. Ask them
how they would say, Take a break or Lets go
to lunch. Be prepared for laughter when you try.
Just laugh along with them.
Keep in mind that many cultures do not like
small group activities or role-play exercises.
Nevertheless, they will readily perform actions
individually or in groupsto practice a new skill.
As a trainer, you are the host. You are engaged in
the action of helping your learners. That includes
ensuring a pleasant experience and good communication, as well as dispensing subject matter. Qt
For the full article, visit http://trainingmag.com/article/worldview-focus-multiculturalmulti-language-classroom.
www.trainingmag.com
Youre an
inspiration
Congratulations 2012 Training Top 125 award
winners and Hall of Famers.
$W3Z&ZHUHFRQWLQXDOO\UHQLQJRXUDSSURDFKWR
GHYHORSLQJWKHZKROHSURIHVVLRQDO:HUHSURXGWREH
SDUWRIVXFKDQLQQRYDWLYHJURXSRIWUDLQLQJOHDGHUV
ZZZSZFFRP
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.
Verizon rings in 2012 in the top spot on

the Training Top 125. BY LORRI FREIFELD
Despite a relatively at training budget and a work

stoppage that resulted from the expiration of union
collective bargaining agreements, Verizon remained
New # is
28
www.trainingmag.com
3+272'20,1*2021(6
Verizons
ne may be the loneliest number,

but Verizon isnt complaining.
After appearing ve times in
the Top 10 over the last six years, the
telecommunications company captured
the No. 1 spot on the Training Top 125
for the rst time in 2012.
steadfast in its commitment to effective training tied to corporate

strategic goalsand had the results to show for it.
We focused on the major training initiatives that would
advance our strategic business goals and business unit/
functional-specic initiatives, says Al Torres, VP, Human
Resources, Verizon Telecom & Business. We remained relatively at on full-time staff across Verizon, but we increased the
number of internal subject matter experts (SMEs) signicantly
to help drive key initiatives deeply through the organization.
Verizons three main business goals for 2011 were:
1. To build a business and workforce as good as its networks.
2. To lead in shareholder value creation.
3. To be recognized as an iconic technology company.
Verizons strategic business units (BUs) align BU-specic
priorities with the overall companys business goals and core
values. Our federated L&D organizations, supporting each BU,
establish training priorities/initiatives that align with each BUs
priorities and Verizons business goals and valuestop to bottom and across, says Magda Yrizarry, VP, Corporate Human
Resources. In fact, if a training request does not link strategically with one of these priorities and Verizons business goals and
values, its not supported.
In addition, during the program, each senior leader submits

an Individual Accountability Plan (IAP). These IAPs are aligned
with value drivers or metrics by which shareholders, analysts,
and potential investors assess company performance. Each senior leader selects one to two actions he or she will commit to as
part of driving SHV. The IAPs then are digitized and provided
to Lowell McAdam and business unit presidents for review and
follow-up. More than 300 senior leaders now have SHV IAPs that
will be incorporated into 2011 performance reviews and, where
appropriate, into 2012 performance agreements, Yrizarry says.
Weve also created a shared networking site on our intranet to
provide senior leaders with key resources, such as an interactive
SHV map with a quick tour job aid and a Shareholder Value
communications kit to be used foremployee meetings or for other
leadership communication opportunities, Yrizarry notes.
Eight LSV sessions were delivered to senior leaders between
February and July 2011. Verizon now plans to drive shareholder
value deeper into the organization by delivering LSV to its 2,300plus director-level leaders. A pilot for directors was launched in
2011 in EMEA and APAC and will be delivered to all U.S.-based
directors in 2012.
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
At the other end of Verizons leadership development spectrum,

we are focused on attracting and retaining the best talent from
colleges and universities as we see this as critical to building our
leadership funnel for the future, Yrizarry says. In 2011, Verizon
rolled out a new Verizon Leadership Development Program
(VLDP) across the enterprise. VLDP objectives include:
Becoming college students rst-choice employer.
Capturing a larger share of exceptional talent.
Building future bench strength across Verizon.
Grooming future leaders.
VLDP recruits the highest-performing college graduates
at strategic partnership schools with 10- to 12-week Verizon
internships and semester-long co-ops as a primary feeder pool
for the full-time college hire VLDP, Yrizarry says. VLDP currently supports Finance, Network Operations, Engineering, IT,
Human Resources, and Marketing. After graduation and upon
hire, participants complete a minimum of two job rotations. The
number and length of job rotations varies between functions
over the course of two or three years in the program. All VLDP
hires experience a 24-month customized leadership curriculum
road map focused on cultural immersion and self-awareness,
operational effectiveness, high performance, and leadership
preparation. In addition, each function has a functional-specic
curriculum road map and experiential development activities.
INNOVATION LEADS TO ICONIC STATUS

Innovation is at the core of who Verizon is, according to Verizon
Wireless Human Resources VP Lou Tedrick, and its essential to
be a leading innovator in order to achieve our goal of becoming
an iconic technology company. Our 4G LTE network is key to our
future ability to deliver innovative technology to our customers.
Prior to rolling out its 4G LTE network in December 2010,
29
#1 VERIZON
BENCHMARKING SUCCESS
30
www.trainingmag.com
3+272'20,1*2021(6
With the volume of training taking place

particularly on new products and technology
just how does Verizon measure its effectiveness? At the onset of a training initiative,
we work with key stakeholders and business
partners to dene what success will look like in
terms of employee knowledge, behaviors, and
targeted business results, Tedrick says. Then,
we ideally get a pre-training snapshot of
knowledge, behaviors, and/or business results
to compare with a post-training snapshot.
Verizon Wireless (VZW), for example, uses
a CS New Hire Training (NHT) Scorecard
to monitor new hire performance at 30, 60,
90, and 120 days post-training. Working
with our CS Operations Leaders, we measure new hire performance on a set of CS key
performance indicators such as Entire Rep
Performance, Quality, First Call Resolution, and Average Handle Time. Tedrick
says new hires consistently meet the exBACK ROW, FROM LEFT: Michael Flanagan, Steven Englehart, Jeffrey Batiste. MIDDLE ROW, from left:
pected
key performance indicators (KPIs)
Gabby Diogo, Kristen Columbo, Jason Mesiarik, Andrea Arnowitz, Susanne Rovida-Shepard, Renee Ryan,
by 120 days post-training and that VZW has
Nate Thomas. SEATED, from left: Cheryl McCullough and Lori Sattereld.
used this scorecard to determine curriculum
changes needed for a CS NHT redesign and
Verizon delivered 60,000-plus hours of 4G LTE technology and for targeted reinforcement training.
Likewise, Wirelines Sales New Hire Class of 2011 onboarddevice training to its front-line Sales and Service reps between
January and August. Weve maintained a one-stop online per- ing program has shown signicant results. Launched in January
formance support 4G LTE Resource Center for employees to use 2011, the ve-day green program has been completed by 500plus new hires.
at the moment of apply, Tedrick notes.
The Class of 2011 provided foundational training that
Verizons L&D team is engaged when product development
begins, she adds, so the workforce has the appropriate train- ensured new hires quickly achieved a level of competency that
ing for a successful market launch. Of note were two iconic
device launches: iPad (late 2010) and iPhone 4 (February 2011).
FAST FACTS
Working with Wireless Marketing, Sales Operations, Customer
Total number of employees and independent contractors
Service (CS) Operations, IT, and Apple, Verizon deployed iPad
franchisees trained overall annually: 286,411
training, including operating systems (OS) trainingpreparing
Annual revenues: $106.6 billion
reps for iPhone 4. They have the same OS, so we built employee
Average length of employee service: 12 years
OS knowledge early through the iPad launch, Tedrick says.
Percentage of job openings lled by internal candidates:
iPhone 4 Awareness online training modules and job aids were
51 percent
deployed the day Verizons iPhone 4 was announced. Between
Percentage of new hires referred by employees: 33 percent
announcement and launch, instructor-led training covering
the device, Iconic Sales Portal, business processes (i.e., store line
franchisees trained annually via instructor-led classroom
management), and technical support and troubleshooting was
sessions: 179,140
delivered to 55,000-plus Sales and CS reps. We also launched an
online iPhone 4 Resource Center, a one-stop-shop for training
franchisees trained annually via online, self-paced study:
and breaking news/updates, Tedrick says.
286,411
Tablets entered Verizons portfolio in fourth quarter 2010
Number of courses offered as instructor-led classroom
(iPad and Samsungs Galaxy Tab). 2011 tablets included: iPad2,
sessions: 990
Motorola XOOM, and Samsung Galaxy 10.1. To ensure front Number of courses offered as instructor-led virtual classroom
line representatives had the knowledge to drive and support
sessions: 337
tablet sales, Verizon deployed hands-on training, positioning
Number of courses offered as online-self-paced modules:
role-plays/videos, customer use cases, selling tips, and used
11,440
Yammer for sharing tablet sales successes.
#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.
We distribute videos via VZTube, our internal YouTube site,

Tedrick explains. Year-to-date total videos watched: 1,478,412;
audio les played: 13,084; total VZTube members: 83,398.
Viewership statistics on existing videos are used to make recommendations for future videos. Tedrick notes that low views
on a particular video type are taken into consideration when
planning future videos that are similar in style and message.
Verizon also expanded its My NetWork Social Networking
platform for peer-to-peer collaboration to include My NetWork
On-The-Go in 2011. Employees now can access My NetWork
features using their mobile devices.
In 2011, Wireless L&D and IT launched Yammer.com. We
took a bottoms-up approach to making Yammer available
and have seen organic growth with more than 8,000 members
and 484 groups using social networking features (i.e., message,
polls, and praise), Tedrick says. Sales teams use Yammer to post
questions and share sales success stories and best practices. One
regions Motorola XOOM sales increased signicantly as a result
of reps best practice sharing.
Wireless launched Device Forums for Sales and CS reps to
communicate technical issues, solutions, and/or shortcuts, tips,
and tricks. Moderated by Verizons Marketing organization and
its device manufacturers, Device Forums average 34,000 views;
1,030 user posts/replies; and 630 moderator replies monthly. Early rep postings on technical issues with new software
releases helped Marketing x issues before they became widespread. Verizon piloted Device Forums with a few Retail regions
before rolling out enterprise-wide.
Weve found that the keys to success for social media is to
pilot or trial rst, so you can work out any issues before
expanding to a wider audience, and if you track the impact on
KPIs, it can be a good case study to share with leaders who may
be concerned about the net impact of social media, Tedrick
says. Additionally, weve found that taking a low-key approach to social media for learning has let learners try things
out for size, then recommend it to their peers. The result is
organic versus forced utilization.
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.
Call us today at 1-866-770-2227 or visit us

at www.designedlearning.com to bring
these workshops to your location and to be
connected and get better business results.
Use code TM1 and receive a pamphlet by Peter Block.
#2 FARMERS INSURANCE
3+2726&2857(6<2))$50(56,1685$1&(
Farmers
FROM LEFT: Annette Thompson, Senior Vice President and

Chief Learning Ofcer, University of Farmers; Jim Harwood,
University of Farmers Vice President; and Mike Cuffe,
University of Farmers Claims Vice President.
Mark T. Cusack, Executive Director, University of Farmers,
Independent Agent ( IA) Operations, is pictured on p. 40.
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.
Strategic goals in our organization ultimately are tied to our

primary mission called FarmersFuture2020, aspiring us to signicantly grow the companys size in the next eight years,
34
explains University of Farmers Senior Vice President

and Chief Learning Ofcer Annette Thompson. Three
primary focus areas drive toward this aspiration.
The rst is expanding into new markets, as 51 percent
of the countrys property and casualty business is in
markets virtually untapped by Farmers, Thompson says.
We are extending customer reach as we develop thousands more of the best trained exclusive agents. Weve taken a
proven blended curricula for agents in their rst two years and
modied it to intensify coaching within the program.
www.trainingmag.com
MEMBERS of the University of Farmers Agoura, CA, team.
Farmers AgencyPoint model, which leverages the University

of Farmers intensive training, is critical to the rms expansion into ve new states through 2012. In our AgencyPoint
states, new agents reside with local trainers and undergo a
more immersive experience than weve ever offered previously,
Thompson says. The new model is designed to deliver similar
learning; but with a more intensive and personalized training
support model, we anticipate business results from this effort
to be even stronger. Blended instructor-led and online training, with coaching modules, anchor Farmers legacy agency
trainingthese components are driving a 75 percent conversion
rate to full-time status and monthly sales that exceed goal by 13.5
percent, Thompson says.
The second focus area is to increase productivity, as Farmers
seeks to balance revenue growth with a protable business model. New in 2011 was Farmers brand strategy, which positioned
learning, through University of Farmers-themed advertisements,
as developing the industrys best people. In-house, numerous
learning programs supported productivity enhancements. Our
Breakthrough systems training drove a 50 percent reduction in
call volume and 60 percent faster transaction processing time for
an approximate $19 million annual cost avoidance, Thompson
notes. Our Leading the ServicePoint Way program improved
transaction time by three minutes per call in call centers. And
we continue to benet from recent revisions made to our agent
onboarding program, which reduced training time by three
months per agent, saving the organization nearly 1 million
instructor-led training hours annually.
Lastly, Farmers aims to develop leaders to excel today and
in the future. We need to ensure a stable leadership pipeline,
integrating our leadership competency model, in the midst
of a challenging market, recent acquisitions, and the need for
continued growth, Thompson says. Our leadership competency framework targets 14 universal competencies with varying
36
mastery levels by role to every employee in our organization.

Several core leadership programs keep a focus on ongoing
development for tomorrows leaders, including differentiated
leadership learning within our call centers, claims department,
and eld management.
The new Presidential Leadership Program (PLP), developed in conjunction with the Ronald Reagan Presidential
Library, is a catalyst to grow future leaders at Farmers and
in the broader business community. The program focuses
on emotional intelligence, health, and wellness as cornerstone components in the development of highly effective,
inspirational leaders, according to Vice President, University
of Farmers Claims Mike Cuffe. Built by an in-house team
of leadership development, instructional design, writing,
graphics, video, Web, and new media professionals, PLP
hosted more than 400 executives, directors, and managers in
16 three-and-a-half-day sessions at the Reagan Presidential
Library in Simi Valley, CA. Focusing on the leadership traits
and emotional intelligence demonstrated by American presidents, PLP teaches participants to analyze those behaviors
and use them in creating a personalized leadership development plan, Cuffe says. The curriculum incorporates
reading, self-study, classroom activities and discussions, and
sessions on health, wellness, and nutrition. Participants then
partner with two or three fellow graduates to continue their
journey to inspirational leadership by sharing ideas, seeking feedback, and celebrating successes together with one
another and on the PLP micro site.
Adds Thompson, We use numerous additional approaches in
our leadership development pursuits, including classroom events,
mentoring programs, coffee chats pairing senior leaders with
emerging talent, and other experiential offerings. From a leadership readiness perspective, turnover in leadership pools runs less
than 5 percentbetter than our company-wide attrition rate.
www.trainingmag.com
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.
2012 CenturyLink, Inc. All rights reserved.
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
www.trainingmag.com
Congratulations Training
Top 125 Award Winners From
cate
ertifi
SuperC
RD
REWA
Motivate your
and customers
$100 employees
alike this year with the
SuperCertificate REWARD! Youll
be giving them the gift of choice and
the opportunity to redeem it for over 200
name-brand gift cards. Personalize and
customize your program to make it a
true success and well handle the rest!
The best part is, the SuperCertificate
never expires or loses value
making your program
something theyll never
forget.
We are proud to be working with 16 of Training

Magazines Top 125 Companies including
..
Will you be next?
Contact us today at 877.568.8405
or visit us at www.GiftCertificates.com/business to learn more
All gift cards are subject to terms and conditions. All trademarks are property of their respective owners. 2012 GiftCertificates.com Corporation. All rights reserved.
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
www.trainingmag.com
Making you the Authority in

Emotional Intelligence.
NEW EI MODEL
Predict Performance: Psychometrically driven with real-world application.
Sound Science: The foremost scientifically validated and reliable EI assessment in
the market provides you with invaluable insight only captured with the EQ-i 2.0.
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.
EQ-i 2.0 PORTAL

Easy to use: Saving you time and money.
Unmatched user experience & flexibility: Invite, manage and generate reports
in one intuitive online web application. Personalize your experience and do
what you want, the way you want to do it.
Much more than just a scoring platform:
t*ODMVEFT B QSJWBUF HMPCBM DPNNVOJUZ PG &2J VTFSTy B EZOBNJD GPSVN GPS
growing your expertise.
t"DDFTTUPBXFBMUIPGSFTPVSDFTyIFMQJOHZPVHSPXZPVSCVTJOFTTBOECFDPNF
an authority in Emotional Intelligence.
CHANGING THE ASSESSMENT INDUSTRY FOREVER.

O
Please see www.mhs.com/ei for more information.
1-800-456-3003 or growyourbusiness@mhs.com
#3 MIAMI CHILDRENS HOSPITAL

FROM LEFT: Loubna Noureddin,
Director, Organizational and

Clinical Development; Rula
Sater, Manager, Organizational
Development; and Michael
Kushner, Senior Vice President
and Chief Talent Ofcer, Miami
Childrens Hospital.
People First
3+2726&2857(6<2)0,$0,&+,/'5(16+263,7$/
Miami
Childrens
Hospital puts
Finding the right people and

nurturing them to provide the
best care to patients adds up to a
stellar learning and development
treatment plan for Miami Childrens
Hospital. BY MARGERY WEINSTEIN
Our Values
ith the health-care industry currently

the largest employer in the United States
and its labor market expected to achieve
a 49 percent growth in the next ve years, Miami
Childrens Hospital (MCH) faced a steep challenge:
a doubling of the demand for talented people
in health care coupled with a labor supply that
continues to dwindle. The hospital answered that
challenge with initiatives that attract, train, and
retain the kind of talented people the organization
needs to lead it into the future.
MCH TURNS THE PEOPLE DIAL

Last year, MCHs education team led a key strategic initiative
under what it calls its People Dial, an organization-wide dial
aimed at improving recruitment and retention, says Director of Staff and Community Education Loubna Noureddin.
The goal was to reduce turnover among new employees by
50 percent. While MCHs overall turnover rate of 7 percent
is signicantly lower than the health-care norm of 16.8
percent, turnover among MCHs new hires, with one-year
employment or less, was reported at 33 percent. To curtail
new hire turnover, education leaders partnered with the
organizations executive leaders to create a best-in-class onboarding process.
This process begins with a special greeting by the entire
senior leadership on the rst day at MCH. This special welcome is led by the CEO and is intended to bring value to
new employees and emphasize the hospitals strategic direction in a fun and creative way, says Noureddin. Next, new
employees tour the main campus as a group, where representatives from key hospital departments greet them. The
tour ends with a lunch with my manager event where the
employees leader escorts the new employee to their department. All managers, including those working off campus,
participate in the event so no employee is left behind.
Nurturing positive relationships with managers is a
priority at MCH. The development of trusting relationships
is a signicant emotional compensation for employees in
todays marketplace, says Noureddin. To that end, each new
employee is assigned an MCH Buddy. Buddies participate in
an eight-hour training session to learn about communication,
coaching, learning, mentoring, and engagement strategies.
Employees shadow their MCH Buddy for 40 hours, followed
by weekly meetings. Buddies are compensated if the new hire
rates his or her onboarding experience favorably. To date,
288 MCH buddies have been trained and assigned to a new
hire. The MCH Buddy and manager also meet to plan the
onboarding process and ensure that the employee receives
the emotional, social, and environmental support needed to
adjust to a new place and culture. Along with constant
support from their MCH Buddy, new employees are
44
supported by their departmental leader, who invites them

to lunch at the 30- and 60-day milestones to discuss
their onboarding experience and gather suggestions for
improvement.
From there, an automated, employee-driven, Web-based
onboarding solution guides the employees orientation.
Employees rate their experience at 30, 60, and 90 days, and
results are reviewed monthly by the onboarding coordinator
and talent managers for further analysis and follow-up. New
employees reunite at 90 days for a two-day culture-shaping
retreat where they get to engage with their peers and experience the MCH Way. This includes a graduation celebration
that is attended by senior leaders and managers.
The results of this program have been outstanding, says
Manager of Organizational Development Rula Sater. The
turnover rate among MCH new hires was reduced from 33
percent to 16 percent in the programs rst three months.
New hire retention is still a fragile area, and a deeper dive
into job tness is underway to improve MCHs overall selection and hiring processes.
MCH CHANGE MANAGEMENT

Another major challenge for MCH last year was incorporating
signicant operational changes due to growth and digitization.
The launch of an electronic medical record system across all
areas of MCH, for example, meant process standardization and
integration of hundreds of systems and disciplines across the
entire health-care system.
To manage the transition to electronic medical records
and other signicant operational changes, MCH partnered
with GE Consulting to manage the human side of business.
The organization uses what it calls the Change Acceleration
Process (CAP), an experiential learning process, to manage
major operational shifts. CAP provides MCH with a set of
concepts, tools, and techniques to make rapid adjustments
and adaptations, says Sater. Participants come to CAP in
teams of eight to 12 people with a problem to solve. The
problems are related to organizational priorities. Each team
works with a coach, a process expert knowledgeable about
the problem, who guides them to a solution. The coaches are
constantly present, working with the teams during training and after the CAP process is complete. The training
alternates between learning the CAP frameworkstraightforward and easy-to-apply guidelines that divide the change
process into seven steps: leading change, creating a shared
need, shaping a vision, mobilizing commitment, making
change last, monitoring progress, and changing systems and
structuresand applying it to the current problem.
The goal is to implement the principles of change management into all leadership training programs and to integrate
change principles into all system-wide project plans, says
Chief Talent Ofcer and Vice President Michael Kushner.
The process takes into account the role of super users and
system champions, as well as powerful stakeholders who
may not be adapting well to the system change.
www.trainingmag.com
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.
BOOSTING HAND HYGIENE VIA

TECHNOLOGY
Hand washing long has been regarded as the most effective method to prevent health-care-associated infections. Guidelines from
the Centers for Disease Control repeatedly have emphasized that
hand washing is the single most important procedure for preventing infections, and that hospital-acquired infections are among
the leading cause of complications in patient-care outcomes.
As such, MCH embarked on a two-year research program
to identify a learning response system designed to provide a
rst line of defense in the control of health-care-associated
infections. The system needed to be reliable and use subtle
retention strategies to ensure proper hand washing 100 percent
of the time when interacting with patients. MCH selected a
learning response system known as Hygreen, and 1,482 physicians and clinical teams attended a 30-minute training session
followed by a Web-based simulation of the process.
Hygreen identies the badge of the Health Care Worker
(HCW) and veries that hand washing has occurred. A
green LED is activated on the HCW badge when hand washing is done. When the HCW approaches the patients bed,
a proximity-sensing bed monitor determines the status
of the badge and creates a visible light around the bed for
patients to acknowledge, green light means Im safe.
Patients and their families are trained daily to recognize the
signs of good hand washing. They are empowered to ask the
46
HCW to stop and wash their hands prior to touching them.

They also are provided with stickers to recognize those who
do it right. More importantly, the system documents the
time and location of each incident through a wireless signal
that enters the data into the central base. A daily report is
generated and discussed at the daily huddle with staff.
As a result of the auto-response system, compliance with
hand hygiene protocols increased to 94 percent. More importantly, hospital-acquired infections decreased by 89 percent.
This initiative was led by the Infection Control and Prevention Team, which partnered with MCH customers and
patient-care providers to get results.
We know our staff wants to do the right thing. With this
system in place, they are gently reminded to perform hand
hygiene if they happen to forget. This creates instant feedback,
followed by informal coaching and support, all helping to
keep our patients safe at all times, says Barbara J. Simmonds,
director of Infection Prevention & Control. It is nice to note
that due to this programs success, one of the families has
donated monies to support the integration of Hygreen into all
clinical practices at MCH.
SHIFTING CULTURE TO SHIFT LEARNING

To make organizational improvements, such as enhanced quality outcomes and lean methodology, that are needed to best serve
its patients, MCH began its journey by reshaping its culture. To
www.trainingmag.com
Recruit great people and give them the

opportunity to be great.
Its why we have a company-wide team of experts
championing world-class development. Why we
have our learning center Capital One University.
Why associates we hire today perform even better
tomorrow. And why the customer experience we
deliver is always top-notch.
Thanks for your dedication and congrats

on making Trainings Top 125.

do that, the organization developed The MCH Way, a comprehensive and proven, two-day culture-shaping process
that engages people and measurably affects their spirit and
engagement in organizational values. It allows employees
to connect to the MCH values and guiding behaviors, determine habits that may slow progress, and minimize cultural
barriers to change, Noureddin explains.
MCH President and CEO Narendra Kini, MD, was a strong
catalyst of transformational change, Noureddin emphasizes. He understood that this foundational step was needed
before embarking upon major strategic and business initiatives that would transform the way the administration;
650-afliated physicians; and 2,750 clinical staff and frontline employees work together to deliver care and services to
families, she says.
An important business goal of transforming the culture,
according to Kini, was to quickly engage people at all levels of MCHstarting with the senior leadership teamin
The MCH Way to enable implementation of Lean Management processes and electronic medical records. Within 18
months, 70 percent of the hospital staff and leaders had
participated in initial MCH Way culture-shaping sessions. And just as quickly, positive results were seen in a
number of critical areas: The organization saw signicant
improvement in its medical staff satisfaction, from the fth
percentile, one of the lowest in the country, to 94 percent.

MCH also experienced signicant improvements in the patient experience and an increase in employee engagement in
all off-site facilities.
Most importantly, MCH now has a universal language
used in conversations, in meetings, and in documentation
to ensure respectful, productive discourse, states Kini. Since
the MCH Way is a mandatory part of new employee orientation, every employee gets the message from day one that
the organization cares about the attitudes and behavior of
its workforce.
The MCH Way is embedded into the organizations annual
performance management system. Fifty percent of employee
performance evaluation is based on attitude and behavior.
The improvements and organizational shifts MCHs learning professionals helped to power last year taught Noureddin
key lessons she now is able to pass along to other learning
and development executives. Focus on the priorities of
your organization. Have a clear understanding of your
organizational strategy and link all training initiatives to
your organizations strategy goals, she says. Make sure you
have a presence in organizational change and consistently
communicate how your programs affect the bottom line.
Develop your elevator speech so your impact on results is
clear, focused, and undeniable.Qt
Congratulations,
Microsoft!
Youve been inducted into Training Magazines

Top Ten Hall of Fame for 2012, and we couldnt
be happier for you.
Best wishes from
Intrepid Learning is a Microsoft preferred vendor.
^cigZe^YaZVgc^c\#Xdb-,,#-++#))*,
48
www.trainingmag.com
Congratulations to all
the award winners.
Were proud to be named one of the

top training programs in the country.
Our commitment to our membership
is what motivates us to train our
employees so thoroughly.
In everything we do, we strive to
provide the best for our members and
their families.
Federally insured by NCUA.
2012 Navy Federal NFCU 11963 (1-12)
Who Is Your Global

Training Provider?
We have delivered performance improvement in 91 countries
and 35 languages for the last 30 years.
DOOR is participating in the Microsoft

Preferred Supplier Program (MPSP)
Over 4500 training days delivered to Microsoft employees in 74 countries
Consistently outstanding, measurable results
Microsoft training supplier since 2004
On one side there are things that are known, on the other
side there are things that are unknown. In between there
are always DOORs. (William Blake 1757-1827)
USA: (425) 956-4449

International: +49 611 15 75 90
info@doortraining.com
www.doortraining.com
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
FROM LEFT: Tracy Bryant,

Training Operations Manager;
Kathy Hicks, Leadership
Development Specialist;
Amanda Arnwine, Learning
Director, Mohawk Industries.
Mohawk
Maximizes
Learning
or ooring manufacturer Mohawk

Industries, it is not enough to teach
employees how to be great. The long-time
Training Top 125 contender focused last year
on helping employees to blaze their own learning
paths while meeting organization imperatives.
That meant improving the technology that
supports employee performance, as well as
creating new social networking platforms to
enable learners to challenge and teach one another. The result is learning and development
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
MetLife is honored to be recognized

among the global elite!
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
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
relationships; facing economic challenges; and nding

strength in friendshipare interwoven with situations that
require them to discuss taking care of their health, using
their benets wisely, and choosing the right health-care plan
for their needs. Presented via the companys intranet, online
via YouTube, and in a DVD package mailed to every employees home, says Arnwine, Johnnys Diner was a popular
success in terms of the number of viewers and a business success as measured by the percentage of employees who were
able to choose the correct health-care plan for themselves
and their families during annual open enrollment.
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.
TURNING AROUND TURNOVER

Mohawks overall turnover dropped signicantly during
the economic downturn, but, more importantly, the companys
www.trainingmag.com
t
Growing your company includes advancing your employees careers. At Strayer
University, our expert faculty has provided quality education to working
adults for more than 115 years. We offer competitive MBA, BBA, Management,
Accounting and Information Systems degree programs that help ensure success.
Plus, working with Strayer University enables you and your employees to save
time and money while achieving your educational goals. Find out more today
at discover.strayeruniversity.edu or by calling 703.561.1876.
MEMBERS of Mohawk Industries Learning team.
voluntary turnover has dropped, as well, says Arnwine. Our

focus is less on reducing turnoverpreventing employees from leavingand more on engagementgiving them
a reason to stay. To do this, the company initiated programs such as on-site Healthy Life Centers, where employees
and their spouses who participate in Mohawks health-care
plan can receive care at no cost, mobile dental units, and inperson and telephone healthy life coaching. The company
also increased the level of communication to employees on
the plant oor, in administrative and professional roles,
and in the sales force through a more robust and interactive
intranet (myMohawk), a more user-friendly careers Website,
and a digital signage network. By providing employees with
greater knowledge about organizational activities and goals,
says Arnwine, we help them better understand expectations
and opportunities, whether thats giving sales professionals
more tools to better serve customers or helping line employees understand and affect the quality and productivity of their
departments.
INFORMAL LEARNING CULTURE

In addition to its many structured training modalities,
Mohawk offers employees an environment that is conductive to informal learning. Mohawks culture is driven by
relationships and is informal in nature, says Arnwine. There
is no resistance to learning on a peer-to-peer basis. In fact,
56
learning is ingrained in the culture because of this comfortable

exchange of knowledge and perspective. On the plant oor
and in the sales eld, experienced employees share institutional
knowledge, as well as offer guidance on rening skill sets. As
a supplement to formal training, these engaging and nurturing
relationships transmit policy, practice, and procedure across
generations, emphasizes Arnwine. The openness to learning
and the willingness to change when a new and better practice is
introduced allows Mohawk to maintain an atmosphere where
innovation can thrive, which benets our employees, our customers and ultimately our consumers.
Mohawks culture naturally fosters informal learning. Arnwine says this may take place organically on the plant oor when
two colleagues exchange tips for improving performance during
a break or in the eld when a veteran sales professional helps a
newcomer learn how to better understand the evolving needs of retail customers. The challenge for an
organization of Mohawks size and complexity is how to
stimulate that same level of interaction with people thousands of miles apart, she says. To provide a platform for
this, the companys intranet site, myMohawk, includes blogs
where employees can begin to exchange ideas online. The
introduction of a new Colleagues social media tool within myMohawk makes it easier for individuals to identify
subject matter experts and reach out to them for information.
Through the years, the company has found that informal
www.trainingmag.com
to Increased Employee Performance

As a training leader, youre in perfect
position to Lead the Way to higher
employee performance and productivity.
Employees certied in Microsoft Ofce applications utilize the powerful
features to complete their tasks and projects more effectively.
See for yourself how being certied on Microsoft Ofce
s Increases Productivity
s Improves Job Satisfaction
s Amplies Return on Investment
Lead the Way for your company

Get Trained and Certied for Free!
www.Certiport.com/LeadTheWay
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
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
MOLDING MOHAWKS NEXT

GENERATION
Mohawk relies on the leadership academy
concept to support its comprehensive succession plan, Arnwine explains. The goal
is to build better-prepared candidate pools
at all levels of management and to focus
on the skill sets essential for candidates to
succeed at the next level of management.
Developing bench strength in all areas of
the organization is a key strategic goal,
says Arnwine. To ensure the organizations succession planning is on target, the
company has adopted formal semi-annual
review sessions, ongoing performance development feedback, and targeted training
to address skill gaps.
As Mohawk continues to expand its
international footprint, future-oriented
leadership challenges include addressing
a large employee population with many
native languages and cultural differences
spread across a broad geographic footprint with varying levels of accessibility
to classroom and online learning. Were
addressing it through a new, more robust
learning management system in 2012,
says Arnwine. With language packs and
a more user-friendly platform, we can
maximize the reach of our online modules and deliver training with greater
efciency. The company also created
a Learning Council in 2011, which has
added a formal structure around communication between the corporate learning
function and leaders in the Learning, Organizational Effectiveness, and Human
Resources departments in each business
unit. The council has found creative
ways to leverage resources across business units and to share and implement
best practices, Arnwine points out.
To ensure your learning team is successful at keeping pace with your companys
needs, Arnwine stresses the importance
of linking training to business objectives.
It adds focus to your offerings and brings
www.trainingmag.com
tions
mmunica
creator of
INSTR
sses, and
a
m
e
th
f
kname
cator o
im the nic
guru, edu
h
d
e
rn
a
e
at
aterials th
training m
NER
er DESIG
The Mast
m/jobs
L visual co
UCTIONA
e.co
progressiv
PROGRESS. ITS IN OUR NAME. ITS IN OUR PEOPLE.
&RVBM0QQPSUVOJUZ&NQMPZFSt1SPHSFTTJWF$BTVBMUZ*OTVSBODF$Pt.BZmFME7JMMBHF 0)1.
59
#5 McDONALDS USA, LLC
McDonalds
Recipe for
Success
FROM LEFT: Martha Scott, National Training Director;

Mark Grippando, Director of Learning Systems;
Diana Thomas, Vice President, U.S. Training, Learning
& Development; John Yelenosky, National Training
Director; Maureen Getcliffe, Dean of Hamburger
University and Senior Director of Delivery;
Allyson Carter, Senior Director of Design; and
Jean McGuire, Senior Director of Deployment.
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
www.trainingmag.com
manager curriculum culminates in the Department Manager

Capstone simulation, in which teams work together to efciently
run a restaurant in a safe and realistic two-day immersive simulation. The Department Manager Capstone class, Thomas notes,
has been a key element in Restaurant Department Management
implementation, which has resulted in positive improvements to
key business metrics.
The creation of the Department Manager Capstone class
illustrates McDonalds systematic learning operations. The
entire Restaurant Department Management curriculum,
says Thomas, was developed through an alignment process
that U.S. Training, Learning and Development strives for
with every projectearly involvement with operations leaders leading to highly effective learning solutions.
Those numbers highlight the signicant portion of

McDonalds learning and development customer base that
new hires comprise. Assessing their needs accurately is a
critical step to dening a learning strategy that is aligned
with McDonalds U.S. Plan to Win strategies and goals, says
Thomas. We begin with a macro-level assessment of the
learning population and customer expectations and proceed
to a micro-level assessment of performance needs to determine appropriate learning and performance interventions.
Highlights of the ways the company is addressing this challenge include incorporating the results of its Future Learner
Study into program development and developing and implementing performance support for its incoming workforce.
TACKLING TURNOVER
HOMING IN ON OPERATIONS
3+2726&2857(6<2)0F'21$/'686$//&
The creation of the Department Manager Capstone class is no

exception. The cornerstone of McDonalds training is its operations, Thomas explains. Operations has always been, and will
continue to be, our core business and the foundation of McDonalds success, she says. As our restaurants continue to evolve to
meet customer needs, our learning and development function
must anticipate, adapt, and react quickly. We, therefore, bring
outstanding operations performersthose who know our business, and have a track record of effectively teaching others in the
eldon board to teach at Hamburger University (HU) in Oak
Brook, IL, or to lead deployment efforts and serve as subject matter experts within U.S. Training, Learning and Development.
These leaders join the team of professional training design,
development, and administrative group that are the core of
the department. Additionally, there are more than 200 members of the training team located in 22-plus regions, ensuring
that the standards for consistency and top performance are
met across the country.
Thomas says regularly adding this top talent to the ranks
of the U.S. training team benets students in every class, but
it also creates McDonalds biggest challenge: Given that historically one-third of the training team rotates each year, the
company must have an effective strategy and model for doing
this. Organizational and individual development, as well as
continuous performance improvement, is focused on these
key areas: top talent selection and development; effectiveness
of the environment; work that is customer centric; and measurement of execution and results.
NATIONAL HIRING DAY

New hires are the lifeblood of any organization, but never more
so than at McDonalds. In just one year, through October 2011,
the company hired more than 60,000 new U.S. crew members
the vast majority of them in a single week around its rst-ever
National Hiring Day in April 2011 (about half that many were
hired in a typical year prior to 2011). Year to date, McDonalds
has received nearly 600,000 applications via its nationwide
online application network. This application site has received
more than 5 million hits.
www.trainingmag.com
Turnover across all levels of McDonalds employees has

decreased consistently since mid-2007 when the training components of McDonalds People Migration Strategy rst were
deployed, Thomas says. Reduced turnover of crew and hourly
managers became primary success measures of our enhanced
training initiatives, she notes. Late 2010 saw the deployment of
Restaurant Department Management, the companys restructured management approach. In 2011, McDonalds launched the
new curriculum for restaurant general managers, a two-semester blended learning curriculum that culminates with a ve-day
capstone simulation at Hamburger University.
SERVING LEADERSHIP DEVELOPMENT

As the day-to-day leaders on the front line, shift managers are
taught key skills necessary to lead and motivate crew to achieve
shift targets such as communication and coaching. Department managers within Restaurant Department Management
learn and apply McDonalds leadership competencies throughout their curriculum and participate in a two-day Department
Manager Leadership Capstone class. In this leadership-focused
course, they apply such skills and behaviors as holding their
teams accountable for achieving business results and applying
best practices. The General Manager Curriculum teaches participants to apply leadership behaviors, lead their restaurant,
and develop their department managers. They learn to create
and execute business plans that build the business and analyze
performance measures. During the ve-day General Manager
Capstone at the companys Hamburger University, participants
learn to think and perform in ways that improve their restaurants performance.
At the staff level, our performance development system is
based on performance drivers considered key to leadership,
with training and performance reviews aligned around eight
leadership competencies and expected behaviors for each level,
Thomas says. Individual development plans, created in collaboration with the boss, map out leadership training in support of
ones performance and career goals. In addition, directors and
ofcers have access to leadership development programs and resources designed to ensure McDonalds leaders have the skills,
knowledge, and competencies required to successfully drive
61
#5 McDONALDS USA, LLC

its Officer Development Program
comprises workshops focused on
increasing business acumen.
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
McDonalds monthly Restaurant Managers magazine. Along with

those efforts, Training, Learning and Development participates in
McDonalds USA cross-functional, high-prole national teams.
Every learner is assigned a coach at every step of development,

and the Restaurant Department Management curriculum
contains virtual collaboration components to encourage networking and enable managers to learn from each other.
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.
FIRING UP THE LEADERSHIP PIPELINE

Elevating talent management is a focus area of our strategic
Plan to Win, says Thomas. Dimensions of McDonalds talent management initiatives include: career guidance for crew
and managers; executive coaching; succession planning; and a
college degree connection program. Restaurant managers and
above earn college credit recommend ations for all management
curriculum through the American Council on Education. College partnerships help them to make the connections they need
to complete their educational goals.
Like its leadership pipeline, the future of McDonalds as a
whole is focused on growth. Thomas says that over the next few
years the companys learning professionals will aid its leadership
team with capturing even more market share in a at to declining industry; meeting the demand for talent; and evolving the
companys People Migration Strategy.
Given the success of our current U.S. Plan to Win and the
learning strategy in place to support it, Thomas says, we are
well-positioned to continue building on our strengths to meet
our business challenges head on. Qt
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
MICROSOFT CORPORATION: No. 9 in 2011,

No. 8 in 2010, No. 10 in 2009, No. 9 in 2008.
Representative: Jim Federico, Senior Director,
Platforms & Operations, Microsoft Corporation
DELOITTE LLP: No. 6 in 2004 and 2005,

No. 8 in 2003, No. 9 in 2002.
Representative: Bill Pelster, National Director,
Talent Development, Deloitte Services LP
PFIZER INC.: No. 8 in 2006, No. 3 in 2005,

No. 2 in 2004, No. 1 in 2003.
Representative: David Gauci, Director, Worldwide
Talent & Organization Capability, Pzer Inc.
ERNST & YOUNG: No. 6 in 2007, No. 3 in 2006,

No. 7 in 2005, No. 8 in 2004, No. 7 in 2003.
Representative: Michael S. Hamilton,
Chief Learning & Development Ofcer Americas
PRICEWATERHOUSECOOPERS: No. 1 in 2010,

2009, 2008; No. 2 in 2007.
Representative: Tom Evans,
Chief Learning Ofcer
GENERAL MILLS, INC.: No. 7 in 2008 and 2009,

No. 5 in 2007, No. 10 in 2006.
Representative: Kevin D. Wilde,
Vice President, Chief Learning Ofcer
THE RITZ-CARLTON HOTEL COMPANY: No. 1 in

2007, No. 4 in 2006, No. 9 in 2005, No. 10 in 2004,
No. 9 in 2003. Representative: Diana Oreck, Vice
President, Global Learning & Leadership Center
IBM: No. 2 in 2006, No. 1 in 2005,

No. 1 in 2004, No. 2 in 2003.
Representative: Gordon Fuller, Global Design & Dev.
Leader, IBM Center for Advanced Learning
SCC SOFT COMPUTER: No. 4 in 2011, No. 9 in

2010, No. 3 in 2009, No. 8 in 2008.
Representative: Donald Keller, Chief Learning Ofcer
and Vice President, Global Education & Development
KLA-TENCOR CORPORATION: No. 9 in 2006,

No. 5 in 2005, 2004, and 2003.
Representative: Brent Bloom,
Senior Director of Global Talent & Development
WYETH PHARMACEUTICALS: No. 5 in 2009,

No. 3 in 2008, No. 8 in 2007, No. 7 in 2006.
Acquired by Pzer Inc. in 2009
KPMG LLP: No. 5 in 2010, No. 2 in 2009,

No. 5 in 2008, No. 7 in 2007.
Representative: Cyndi Bruce, Executive Director,
Center for 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
www.trainingmag.com
continuously improve and simplify how Microsoft eld

staff, partners, and customers innovate, grow market
share, and increase the customer and partner experience.
SCC SOFT COMPUTER

Founded in 1979, SCC Soft Computer is one of the leading
providers of clinical information management systems for
the health-care information technology industry. At the
forefront of laboratory, genetics, blood services, outreach,
pharmacy, and radiology information systems software
development, SCC has successfully addressed the challenges
of global learning, even in uncertain economic times.
In less than 10 years, SCC has assembled one of the nest
professional training teams in the health-care IT industry.
In 1998, SCC offered 17 instructor-led courses to its clients
and 240 employees. Within three years, SCC created a
department that today serves more than 1,600 internal
clients and 6,000 external clients with a training staff of
40-plus worldwide. Today, SCC offers 14,000-plus courses
to its clients and staff. The success of the department is
attributable to Don Keller, SCCs CLO and vice president
of Global Education, and the team he has assembled.
His vision has established SCC as an organization that
recognizes the importance of training and continuing
education, and values the contributions made by welltrained employees.
A blended approach to education, training, and learning
has enabled SCC to reap far greater rewards and see a higher
return on its training investment. SCC utilizes multiple
resources and considers different training options when
developing training plans that minimize the time it takes
a new employee to become a self-reliant and productive
member of the workforce. By implementing training plans
that enable existing employees to continuously develop
their skill sets and keep up with changes in the allied
health-care and health-care IT elds, SCC has seen a vast
improvement in employee morale, reduced turnover, and a
steady increase in employee referrals.
Placing in the Training Top 125 for nine of the last 10 years
(in particular, in the Top 15 in 2007, the Top 10 in 2008 and
2010, and the Top 5 in 2009 and 2011) is a selling feature
in SCCs marketing and sales collateral. SCC also credits its
continued placement on this list with giving it an edge in
being awarded several strategic client contracts in the last
several years.
This little giant has become a major player in the
competitive global health-care information technology industry, thanks, in large part, to its continued dedication to,
and investment in, employee training and development. Q
t
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
* New entry; not ranked in the 2011 Top 125
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/
Annual
Revenue
No. of
Employees
No. of Trainers
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
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
The PNC Financial

$15.2B
Services Group, Inc. U.S.
Pittsburgh, PA
Finance/Banking
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
United States Navy

Washington, DC
Government and
Military
$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
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
www.trainingmag.com
69
RANKINGS 16-25
Company Name/
2012 2011 Location/
16
19
17
18
Annual
Revenue
No. of
Employees
No. of Trainers
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
Chestereld County, $701M

Virginia
U.S.
Chestereld, VA
Government and
Military
4,229
U.S.
29/26/657
$4.8M
2.56
Yes
Yes
The Vanguard Group

Malvern, PA
Finance/Banking
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
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
553/ N/A /N/A
NFP
NFP
Yes
23
44
MetLife, Inc.
(including its afliates)
New York, NY
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
Baptist Health Care

Pensacola, FL
Health/Medical
Services
6,545
U.S.
30/12/450
$4.2M
3.00
Yes
Yes

NFP
70
www.trainingmag.com
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
www.trainingmag.com
71
RANKINGS 26-35
Company Name/
2012 2011 Location/
Annual
Revenue
No. of
Employees
26

13
Shaw Industries, Inc. NFP

Dalton, GA
Manufacturing
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
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.
56/ N/A /1,965
$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
Best Buy Co., Inc.

Richeld, MN
Retail
$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
Grant Thornton LLP

Chicago, IL
Business Services
$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
$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
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.
www.trainingmag.com
73
RANKINGS 36-45
Company Name/
2012 2011 Location/
Annual
Revenue
No. of
Employees
No. of Trainers
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
36

30
Bell and Howell

Durham, NC
Manufacturing
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
Suffolk Construction NFP

Company, Inc.
Boston, MA
Construction
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
Blue Cross Blue

Shield of Michigan
Detroit, MI
$10.4B
U.S.
7,175
U.S.
92/2/38
NFP
NFP
Yes
Yes
74
www.trainingmag.com
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.
www.trainingmag.com
75
RANKINGS 46-50
Company Name/
2012 2011 Location/
Annual
Revenue
No. of
Employees
Sprint Nextel Corp.

Overland Park, KS
Information
$32.5B
Global
39,400
U.S.
39,800
Global
ESL Federal
Credit Union
Rochester, NY
Finance/Banking
NFP
630
U.S.
Health Care Service

Corporation
Chicago, IL
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
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
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
THE JOURNEY TO YOUR
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/
Annual
Revenue
No. of
Employees
No. of Trainers
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
$49.6B
Global
400,600
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes

X
R
\
DQN
7K
LQJ
7UDLQ

WKH
RI
PRQJ WLUHVWDII
D

G
H
QDP
HQ
RXU
WREH WKDQNWKH FHOOHQFH<

U
R
Q
DUG
WWR
QKR
I([
LVDZ
K
,WVD DQG,ZDQ J&HQWHUR
W

H
G

LQ
PD
7RS FRYHU 7UDLQ VVLRQDOLVP
LV
IH
WKH' RQDQGSUR WLRQV

L
OD
W
UDLQLQJ
7

R
W
GHGLFD H&RQJUDWX
NV
EO
WKDQ
P
D
H
SRVVL
W
XU
Q
RIR
JQLWLR
I
R
O
D
F
H
K
U
H
LV
2QE
IRUWK

H
Q
L
]
PDJD
UHO\
6LQFH
QHWWL
L
0

V
RQV
&DUOR HVLGHQW
SHUDWL
2

G
Q
U
D
( 933 HU%DQNLQJ
P
X
&RQV
78
www.trainingmag.com
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.
*(7&(57,),('
*(7127,&('
70
%HLQJ+5FHUWLHGLVDPDUNRIGLVWLQFWLRQ,WUHSUHVHQWV
DSHUVRQDODQGSURIHVVLRQDOFRPPLWPHQWWRWKHILHOG
+5FHUWLFDWLRQVHUYHVDVDYLVLEOHDFNQRZOHGJHPHQW
RI\RXUGHPRQVWUDWHGPDVWHU\RIFRUH+5SULQFLSOHV
DQGVNLOOVHVVHQWLDOWRWKHEHVWSUDFWLFHRI+5
+DYLQJP\3+5FHUWLFDWLRQKDVKHOSHGZLWKP\FUHGLELOLW\DVD+5OHDGHU0\

FHUWLFDWLRQKDVFRQWULEXWHGWRP\SURIHVVLRQDOVXFFHVVVKRZQLQFRQWLQXHG
JURZWKLQSRVLWLRQVFRPSDQLHVDQGUHVSRQVLELOLWLHV&RQGHQFHUHVSHFWWKH
3+5FHUWLFDWLRQDOORZHGPHWRKDYHLWDOO-(11,)(5'2%%,163+5
$33/<)257+(+5&(57,),&$7,21(;$0672'$<
635,1*
([DP'DWHV 0D\-XQH
$SSOLFDWLRQV$FFHSWHG-DQXDU\0DUFK
/DWH$SSOLFDWLRQV'XHA$SULO
*3+5DQG&DOLIRUQLD3+5&$63+5&$H[DPVDUHKHOGIURP0D\

A$ODWHIHHRI86ZLOOEHDSSOLHGRQDOOODWHDSSOLFDWLRQV
9LVLWZZZKUFLRUJFHUWLILHGWUQJIRUPRUHLQIRUPDWLRQRQRXU
3+563+5*3+5DQG&DOLIRUQLD3+5&$63+5&$
FHUWLILFDWLRQH[DPVDQGH[DPVFKHGXOHV
)2//2:8621
DQGRXU&(57,),&$7,210$77(56%/2*
&
www.trainingmag.com
79
RANKINGS 56-60
Company Name/
2012 2011 Location/
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
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.
By investing in our employees, we make opportunity possible for our customers

and clients every day.
2012 Bank of America Corporation AR12D493 AD-12-11-0182

80
www.trainingmag.com
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.
W KHQ\RXFKRRVH--.HOOHUIRUWUDLQLQJ\RXOOEHQHWIURP
RXUQHDUO\\HDUVRIWUDLQLQJGHYHORSPHQWH[SHULHQFH$QG
\RXFDQVHOHFWIURPDwide variety of HR and workplace
safety topicsDOOEDFNHGE\RXUVXEMHFWPDWWHUH[SHUWLVH
3OXVQRZ\RXFDQJHW--.HOOHUVH[SHUWWUDLQLQJFRQWHQWRQ
GHPDQGwhenever you need itZLWKRXU1(:
7UDLQLQJ2Q'HPDQG&KRRVHIURP3D\3HU9LHZ9LGHRV
9LGHR6XEVFULSWLRQ6HUYLFHRU,QWHUDFWLYH2QOLQHFRXUVHV
:KDWHYHUIRUPDW\RXFKRRVH\RXOOJHWDIUHHRQOLQH
UHFRUGNHHSLQJWRROWRNHHSWUDFNRIZKLFKHPSOR\HHVWUDLQHG
RQZKDWWRSLFVDQGZKHQ<RXFDQHYHQKDYHRXUFRQWHQW
OLFHQVHGIRUXVHRQ\RXUFRPSDQ\V/06
Accurate, consistent content. Flexible formats. 7KDWVZKDW

\RXOOJHWZLWK--.HOOHUV7UDLQLQJ2Q'HPDQG
jjkellertraining.com
www.trainingmag.com
800-327-6868
TRY IITT FRE

EE
E!
Register today for one
FREE Pay Per View Video
or two Interactive Online
courses (up to a $50 value).
Please enter Promotion Code 52173.
PC 52173
81
RANKINGS 61-65
Company Name/
2012 2011 Location/
No. of Trainers
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
Ho-Chunk Gaming Wisconsin Dells

Baraboo, WI
Hospitality
NFP
1,400
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
61
73
62
63
101
LQ Management, LLC NFP

Irving, TX
Hospitality
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
9LVLWRXUZHEVLWH OHDUQPRUHDERXW0RUULVRQ
0DQDJHPHQW6SHFLDOLVWVWKHQDWLRQVOHDGHU
LQKHDOWKFDUHDQGVHQLRUOLYLQJIRRGVHUYLFHV
ZZZ,DP0RUULVRQFRP
82
www.trainingmag.com
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/
Annual
Revenue
No. of
Employees
No. of Trainers
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
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
Proud to be one of Training Magazines 2012 Top 125 Companies
WORK
GROW
LEARN
Vi employees have been making the difference
in the lives of older adults for more than 20 years.
An Exceptional Place to Work, Learn and Grow.
To learn more about careers at Vi, visit http://www.ViLiving.com/company/careers
84
TM
Start writing your next chapter
www.trainingmag.com
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/
Annual
Revenue
No. of
Employees
71

72
52
EMD Serono, Inc.

Rockland, MA
Health/Medical
Services
NFP
1,061
U.S.
75
G4S Secure
Solutions (USA) Inc.
Jupiter, FL
Security Solutions
NFP
73
47
Keller Williams
Realty, Inc.
Austin, TX
NFP
74
75
17
No. of Trainers
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
New York Life

$15.5B
Insurance Company Global
New York, NY
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
When you reach for the stars, you

discover that the skys not the limit.
SCC Soft Computer is honored to be inducted into the
Training Top 10 Hall of Fame in 2012.
For the past four years, our commitment to workforce training and
continuing education has positioned us among Training magazines
Top 5 and Top 10. We couldnt be prouder of our dedicated
Educational Services (EDS) team and the many professionals
throughout our organization who are an integral part of the design,
development, and delivery of our award-winning training programs.
In just 10 years, weve assembled one of the nest professional
training teams in the healthcare information technology industry.
We congratulate the men and women of SCCs EDS division for a
job well done and their continued commitment to excellence.
Kudos to the members of the 2012 Training Top 125. Dedication to
professional development gets noticed!
Founded in 1979, SCC Soft Computer develops powerful and innovative
healthcare information management solutions. To learn more, visit
www.softcomputer.com.
86
www.trainingmag.com
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/
Annual
Revenue
No. of
Employees
No. of Trainers
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 would like to

congratulate all of our
Associates who made
this honor possible for
the sixth consecutive year.
We are proud and grateful for the work they do
in successfully placing valued guests in nearly
15,000 furnished apartments worldwide.
oakwood.com
88
1.800.888.0808
www.trainingmag.com
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.
Its an Honor to be a 2012 Training Top 125 Award Winner!

Jiffy Lube University serves over 20,000
franchisee employees of the Jiffy Lube
system. In 2011, these employees, following
a development path from Orientation to
Advanced Management Training, completed
over 1 million hours of training.
Jiffy Lube University would like to thank Shell Oil Products and
Jiffy Lube International for their unwavering support, the Jiffy
Lube Association of Franchisees Training Committee for their
cooperation and collaboration, the Jiffy Lube Learning Team
for their dedication and hard work, and our Strategic
VendorsInterCom for their custom elearning development
and Adayana for their Managed Learning Services.
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/
No. of Trainers
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
7KDQN\RXWRDOORIWKHSURIHVVLRQDOVZKRKHOSHG&ROGZHOO%DQNHU5HDO(VWDWHHDUQLWV
KRPHLQWKHSUHVWLJLRXV7UDLQLQJ7RS
FROGZHOOEDQNHUFRP
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
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.
www.trainingmag.com
91
RANKINGS 86-90
Company Name/
2012 2011 Location/
Annual
Revenue
No. of
Employees
No. of Trainers
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
86

87
64
NIIT (USA) Inc.

Atlanta, GA
Business Services
$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
BB&T is very proud of our recognition as a Training Top 125 company.

But the real winners are our clients. By sharing more than 140 years of
nancial knowledge, we empower clients to make the most informed
nancial decisions for themselves, their businesses and their families.
For all of us at BB&T, thats the ultimate sign of success. BBT.com
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
www.trainingmag.com
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.
1&2LVDPRQJWKHZRUOGVODUJHVWEXVLQHVV
SURFHVVRXWVRXUFLQJRUJDQL]DWLRQVZLWKD
VROLGFRPPLWPHQWWRGHOLYHUTXDOLW\
FXVWRPHUIRFXVHGRXWVRXUFLQJVHUYLFHV
:HUHFRJQL]HWKDWRXUHPSOR\HHVDUHRXU
PRVWLPSRUWDQWDVVHWDQGLQYHVWLQJLQWKHLU
GHYHORSPHQW SURIHVVLRQDOFDUHHUJURZWK
LVHVVHQWLDOWRRXUVXFFHVV
:HEXLOGTXDOLW\SDUWQHUVKLSVDQGXVHRXU
RSHUDWLRQDOH[SHUWLVHWRFUHDWHYDOXHIRURXU
FXVWRPHUVDQGHPSOR\HHV
$ZDUGHG

1&2ZRXOGOLNHWRFRQJUDWXODWHWKHZLQQHUVRIWKLV\HDUV7UDLQLQJ0DJD]LQHV7RS
,WLVDQKRQRUWREHQDPHGWRWKH7RSOLVWIRUWKHWKLUGWLPHDQGLVDWULEXWHWRWKH
VNLOODQGGHGLFDWLRQRIRXU7UDLQLQJDQG'HYHORSPHQW7HDP
*UHDWMRE1&28QLYHUVLW\7UDLQLQJDQG'HYHORSPHQW7HDP
81,9(56,7<
ZZZQFRJURXSFRPFDUHHUV
www.trainingmag.com
93
RANKINGS 91-95
Company Name/
2012 2011 Location/
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
Annual
Revenue
No. of
Employees
No. of Trainers
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
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
Congratulations Training Team!

We are proud to be recognized by Training Magazine as one of the Top 125 companies.
This recognition reinforces Dollar Generals commitment to training as an important tool
in the companys success.
Dollar General Corporation is among the fastestgrowing and largest small-box discount retailers.
Serving Others is our mission. We improve
peoples lives through service in our stores, low
prices on quality products and community service.
At DG, we continue to invest in personal development and help our 90,000 employees maximize
their potential and achieve their career goals.
Please join us in thanking our Training &
Development Team for all their hard work to
make this distinction possible.
Find out more about joining our award-winning team today
94
www.trainingmag.com
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.
Scottrade is proud to be recognized as one of

magazines Top 125 companies.
www.trainingmag.com
95
RANKINGS 96-100
Annual
Revenue
No. of
Employees
96
86
Century 21
Real Estate LLC
Parsippany, NJ
NFP
131
Global
NFP/NFP/NFP
NFP
NFP
Yes
Yes
97

125
AAA - The Auto

Club Group
Dearborn, MI
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
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Company Name/
2012 2011 Location/
Tuition
Reimburse- Training
ment
Infrastructure
Were part of the applause.

At WellSpan, we not only applaud your efforts, we support them.
By providing opportunity, encouragement, and, if needed, a helping hand.
We are honored to have been chosen by Training Magazine as a Top 125
organization. Like our colleagues, we recognize that ongoing education
is critical to building a culture that facilitates an exceptional customer
experience. Today, as we celebrate this recognition, we are proud to
offer our congratulations and to be part of the applause.
96
www.trainingmag.com
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.
&HUQHULVKRQRUHGWREH
UHFRJQL]HGDVRQHRI
7UDLQLQJPDJD]LQHV
7RSFRPSDQLHV
$W&HUQHUZHDUHZRUNLQJKDUGWRFUHDWHKLJKSHUIRUPLQJKHDOWKFDUHZRUNIRUFHVEHJLQQLQJZLWKRXU
RZQ&RQJUDWXODWLRQVWRDOORIWKHWDOHQWHG&HUQHUSURIHVVLRQDOVZKRUHFRJQL]HWKHLPSRUWDQFHRI
OHDUQLQJDQGGHYHORSPHQWWRWKHLUSHUVRQDOVXFFHVVDQGWKHVXFFHVVRIWKHLUFOLHQWV
ZZZFHUQHUFRP
www.trainingmag.com
97
RANKINGS 101-105
Company Name/
2012 2011 Location/
Annual
Revenue
No. of
Employees
No. of Trainers
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
J.B. Hunt Transport

Services, Inc.
Lowell, AR
$3.7M
U.S.
15,948
U.S.
54/1/45
$12.9M
NFP
Yes
Yes
103
67
VSP
Rancho Cordova, CA
NFP
3,229
U.S.
1,300
Global
39/11/20
NFP
NFP
Yes
Yes
104
Bankers Life and

Casualty Company
Chicago, IL
Finance/Banking
$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
$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
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.
WHERE TALENT MATTERS

AND LEARNING
NEVER ENDS
Training keeps ValleyCrest at the leading

edge of the landscape services industry,
helps us attract and retain top people and
allows us to exceed customer expectations.
Earning a second consecutive Training
Top 125 ranking recognizes ValleyCrests
efforts to create a world-class career
home for our people.
www.valleycrest.com
www.trainingmag.com
99
RANKINGS 106-110
Company Name/
2012 2011 Location/
Annual
Revenue
No. of
Employees
No. of Trainers
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
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.
*LYH8V)LYH
3URXGWREHQDPHGWRWKH7UDLQLQJ7RS
IRUWKHWKFRQVHFXWLYH\HDU
:LWKDPLVVLRQRI7DNLQJ&DUHRIWKH:D\3HRSOH/LYH
*DEOHV5HVLGHQWLDORZQVGHYHORSVDQGPDQDJHV
OX[XU\UHQWDOFRPPXQLWLHVWKURXJKRXWWKHQDWLRQ
QuickenLoans.com
For full licensing information visit QuickenLoans.com. Equal Housing Lender. NMLS #3030.
100
JDEOHVFRP
WZLWWHUFRPJDEOHV
IDFHERRNFRPJDEOHVUHVLGHQWLDO
www.trainingmag.com
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
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/
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.

Healthpoint Biotherapeutics is committed

to providing all of our employees with the
developmental opportunities necessary to
achieve their personal and professional goals.
9001:2008
For more information, please visit us at

www.healthpointbio.com
www.ussecurityassociates.com
102
HPU-011612
www.trainingmag.com
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/
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
119
56
120
No. of Trainers
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.
RESIDENTIAL: HIGH SPEED INTERNET | DIGITAL TV | PHONE

BUSINESS:
104
DATA | VOICE | NETWORK | CLOUD
windstream.com
www.trainingmag.com
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.
to Training Magazines Top 125
Cbeyond University is dedicated to employee

excellence and the spirit of continuous learning.
We are honored to make the list.
6OICEs"ROADBANDs-OBILEs%MAILs7EB(OSTINGs3ECURITY
www.trainingmag.com
105
RANKINGS 121-125
Company Name/
2012 2011 Location/
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
Total
Training
Budget
Training
Budget as a
Percentage
of Payroll
Tuition
Reimburse- Training
ment
Infrastructure
1/0/10
$219,400
5.40
Yes
No
90,773
U.S.
24/0/1,277
NFP
NFP
Yes
Yes
NFP
4,316
U.S.
NFP/0/0
NFP
NFP
Yes
Yes
Gensler
Washington, DC
Design
NFP
2,492
U.S.
2,997
Global
NFP/NFP/NFP
NFP
NFP
Yes
No
Veterans Affairs
Acquisition Academy
Frederick, MD
Government and
Military
NFP
278,000
U.S.
NFP/NFP/NFP
NFP
NFP
Yes
Yes
B;7L;I7D?CFH;II?ED
000000000000000000000000000000000000000000000000000000000000
FD9_iYecc_jj[Zjefhel_Z_d]b[Whd_d]WdZZ[l[befc[djiebkj_edij^Wj
[dWXb[ekh[cfbeo[[ijeWY^_[l[[nY[fj_edWbh[ikbji$
M[Wh[^edeh[ZjeX[Wced]j^[X[ijYecfWd_[i\ehYehfehWj[jhW_d_d]$
Jeb[Whdceh["l_i_jfdY$Yec
(&'(J^[FD9<_dWdY_WbI[hl_Y[i=hekf"?dY$7bbh_]^jih[i[hl[Z$FD98Wda"DWj_edWb7iieY_Wj_ed$C[cX[h<:?9$
79>?;L;C;DJ_iWh[]_ij[h[ZcWhae\J^[FD9<_dWdY_WbI[hl_Y[i=hekf"?dY$
9ECCI;HL7:<;8(&''&&-
106
www.trainingmag.com
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!
Celebrating Our Success

As a Top 125 Training Organization
Weve been recognized as one of Training

magazines 2011 Top 125 Companies for
Training Excellence. Thank you to the
CarMax managers, mentors, and eld
facilitators who have made us a top-tier
training organization.
Copyright 2011 CarMax Business Services, LLC
CarMax, a Fortune 500 company and one of the

FORTUNE magazines 100 Best Companies to Work
For, is the nations largest retailer of used cars.
At Carilion Clinic, inspiring better health isnt just a phrase.

Its a promise we make every day to our patients and their
families. Each of our team members plays an important role
in our mission to improve the health of our communities.
Our award-winning Human Resources Training & Development
team provides a variety of education, consulting and
coaching services to nearly 11,000 employees through
online courses, instructor-led and simulation lab experiences.
Each year, we offer more than 1,600 different educational
opportunities to employees of all levels to ensure they are
well-prepared to provide high-quality care and service to our
patients and their families throughout southwest Virginia.
Inspiring better health.
The way car buying should be.
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
the Branch Development division upgraded role-play suites

in the St. Louis and Tempe training centers so trainees could
practice during any break or evening. Camera-equipped
rooms decorated to represent ofces, homes, and small businesses were outtted with jump-drive slots and record buttons,
bypassing control rooms operated by veterans and instructors. Trainees paired up to play client and nancial advisor,
one inserting his or her jump drive into the slot and pressing
record. The performance automatically recorded and downloaded into the drive for review later. Trainees practiced and
improved throughout a three- or ve-day course. Each trainee
chose the best performance for peer review, classes voted for
the top performance, and visiting veteran advisors selected
one Best of the Best winner for the week.
Results for Practice Makes Perfect include:
In Evaluation/Graduation the critical class where
trainees are rst allowed to provide solutions to actual clients the percentage of trainees who earned Triple Crown
recognition for a set list of achievements in client appointments and recommended appropriate solutions and client
creation jumped from 68 percent to 77 percent.
Training attrition between
2012 SPECIAL TRAINING
Know Your Customer, a
TOP 125 AWARDS
trainees rst classroom
course, and Evaluation/
Top Training
Graduationa period of
Programs/Scope Score
almost two monthsfell
Miami Childrens Hospital
from 19.7 percent to 16
Top Evaluation/
percent once 30 percent
Business Metrics Score
more role-play was added.
The PNC Financial
Before the initiative, 71
Services Group, Inc.
percent of new nancial
Top Human
advisors were exceeding
Resources
Score
performance
expectaAmerican
Infrastructure
tions at four months. By
July 2011, some 84 percent
Top Qualitative Score
of new nancial advisors
Farmers Insurance
out four months were
www.trainingmag.com
BP/OTI
exceeding expectations.
With recorded role-play increased as much as 30 percent in
some courses, sales rose 26 percent.
GRANT THORNTON LLP:

SENIOR MANAGEMENT
DEVELOPMENT PROGRAM
The Senior Manager Development Program (SMDP) is a
hands-on skill-building program led entirely by senior leaders.
Pre-work includes the Engage-to-Win online sales simulation
and is followed by a four-day event that focuses on key actionable skills, including:
Execution of Firm Strategy: Expectations and innovative
approaches
Growing the Business: Sales simulation
Managing the Business: Conducting protable engagements
Exemplary Personal Leadership: Examining leadership
journeys
Client Service Cycle: Reviewing key challenge area identied
by participants in a pre-survey
Senior executives live rm values by leading or co-leading all
sessions (using their own material) and spending multiple days
interacting with participants at breaks and meals. The COO
delivers the Operational Excellence module, for example, while
the CEO leads the session on the ve drivers and how they link to
Grant Thorntons values.
In the sales simulation, teams compete for business by preparing and presenting a proposal to a Board of Directors (GT
executives). Teams best aligning proposals to client needswhile
demonstrating teamwork and rm valuesget the business. All
receive executive feedback.
Post-work includes: 360-degree feedback and a development plan based on results; participation in the Community of
Practice (COP), a portal with related learning, content, and interaction; a monthly bookcast series; and a quarterly Leadership
Series, suggested continued learning in different modalities.
Comparing FY09 graduates with their peers 18 months later
reveals excellent revenue results:
Win rate: Nearly double (84 percent vs. 43 percent)
Average win size: Triple
Average total wins: Triple
Additional revenue since 2008: Approximately $12 million
ROI: 1,000-plus percent
Similarly, FY10 participants win size was double that of their
peers, driving an additional $17 million over 18 months. The
average FY11 SMDP participant bonus was 3.3 percent higher
than their peers (higher sales=higher bonus). FY11 turnover
rate for SMDP participants was half the rm average for all
senior managers (7 percent vs. 14 percent).
METLIFE, INC.: TOP ADVISOR

BUSINESS COACHING
Due to their experience and product expertise, MetLifes
top advisor group is a critical source of sales revenue
and growth potential for the company. The Top Advisor
110
Business Coaching Program provides highly personalized

development by matching top advisors with industry-leading
business coaches based on a personalized development needs
assessment. The goal of the program is to optimize the individual advisor and his or her teams performance to achieve
even greater business results and production.
The program incorporates a ve-phase coaching model
beginning with the needs assessment. The results inform
the matching of the advisor with his or her coach and are
used to build a custom development plan. The coaching
engagements consist of on-site meetings, virtual development
sessions, weekly and bi-weekly status calls, and quarterly
team meetings. During these events, business coaches help
advisors analyze their practice, identify opportunities, and
establish growth plans. The coaches also guide the advisors
throughout their plan execution and hold them accountable
for meeting their development goals.
Business Coaching was designed to be a cost-neutral program based on a reimbursement model. Advisors who
participate pay the coach fee up-front; they are reimbursed
up to 100 percent based on production growth against their
baseline performance at the start of their year-long program,
so production gains fully offset reimbursement costs.
Program participation has been directly linked to sales
performance, resulting in $1.5 million in additional revenue
to date. After the most recent nine-month production cycle,
participants yielded a 21 percent increase in production compared to a 2 percent increase for the non-participating, peer
control group. This control group of 750 top advisors had
comparable production goals to those of the participating
top advisors and also the same number of working weeks and
opportunities as the participating group.
Some 94 percent of program participants rated their experience with their business coach as very satisfying, and 100
percent would recommend business coaching to their fellow
advisors.
SPRINT NEXTEL CORP.:

I-COMPLY
Employees usually react to having to take legal, ethics, governance, and compliance training with a resounding groan.
Traditionally dry and full of legalese, compliance administration and training also is often manual and costly. With
the creation of i-Comply, a training compliance practice that
educates employees on ethics, compliance, governance, and
Sprint policies, Sprint University (SU) broke this paradigm.
In partnership with Sprint IT, SU developed a knowledge
management portal on the corporate intranet that consolidated the content of 15 training courses, 10 Websites, and
two manuals. Employees access policies, resources, compliance education, and annual certication by simply typing
icomply in their intranet browser. It is a one-stop shop
and educates employees about company policies in the environment where the policies are housed versus discussing
the policies in separate documents or courses. The platform
www.trainingmag.com
PRINT LESS!
Make the switch from

traditional print to Print Less!
Its easy with ViaTech.
You know ViaTech can print. Now well
Print Less! Until now your publications
have been delivered in print. By adding
eBooks to your publications, youll cut costs,
print less, and publish more.
As the all-in-one publisher, we convert
printed publications into eBooks, and thats
not all. We provide you with a single
storefront online where you can order
both print and eBooks, on demand.
Its the most powerful way to serve
your readers and cut the cost and waste
in print-only publications. Print Less! with
ALL-IN
PUBLIS -ONE
HING
VIAT
ECH
PUBL
ISHI
NG S
OLUT
IONS
, INC
.
2011
ViaTech
Publish
ing Solutio
ns, Inc.
All Rights
Reserved.
Find out the 5 Top Reasons for

eBooks when you get your copy!
your global publisher ViaTech.
Get your Free eBOOK at

www.viatechpub.com
1(800) 645-8558 | 1(631) 968-8500 | info@viatechpub.com

Print Less and All-In-One Publishing are trademarks of ViaTech. 2012 ViaTech Publishing Solutions, Inc.
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
Generate additional annual revenue exceeding $28,000.

When these results were compared to the $7,470 annual PRSM
tuition, the resulting annualized ROI is 280 percent.
Based on the success of PRSM, Verizon launched a similar
online certicate program in Call Center Operations & Management (CCOM) in March 2011.
OUTSTANDING INITIATIVES
BAPTIST HEALTH CARE: BE READY

SUITE OF EDUCATIONAL TOOLS
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.
BB&T CORPORATION: ASSET

RESOLUTION GROUP CURRICULUM
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
www.trainingmag.com
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
www.trainingmag.com
Go ahead.
Congratulations to the learning professionals across Nationwide! You should be

proud, once again, to be recognized for the value of your work and how it improves
the ability of our associates and agents to do what we do best protecting what
matters most and building a secure nancial future for our customers.
Learn more: nationwide.com
)8785(:25.3/$&(35(6(176
VRFLDO
OHDUQLQJ
ERRW
FDPS
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.
SPAWGLASS: PHASE 2-CMIC

SOFTWARE TRAINING
TOP 125
G
N
I
N
I
TRA ARDEE? 5
12
AW
de T O P
o
oupon c the $ 2299
Enter c
n
o
0
$ 30
to save al registration
gener
ad 2 !
es an iP
includ
First 50
to register
receive an
iPad 2!
%XPERIENCETHEPOWEROF

SOCIALLEARNING
WORK
sUse
the iPad 2 to experience collaborative learning

a business case for social learning
sLearn how to overcome barriers to social learning
sDiscover implementation insights from Cerner,
Unisys, Axa Equitable, Raytheon, Marsh and more
sUnderstand gamification in learning
sApply social media tools and apps
sJoin the growing boot camp alumni community
sBuild
See Agenda
www.sociallearningbootcamp.com
#slbootcamp
116
In late 2008, SpawGlass bought a new integrated computerized management system that combines project management,
accounting, and human resources. In 2009, SpawGlass super
users were trained in the overall software, and then each
super user was trained in specic modules. In phase one of
training, these super users trained all team members in the
overall use of the software and then conducted specic training based on job positions and needs of the software.
After a year, SpawGlass realized people were not using the
software properly, and this was causing errors, workarounds,
and many hours of rework.
Abandoning the super user approach, SpawGlass asked one
of its high-potential project managers to developing a training program that would:
Focus specically on the needs of each different position
and have class attendees with the same title or position.
Be consistent across the four company regions.
Include an overview of the system and any general training on other modules the participants needed.
Provide a simple job aid employees could use after they
went back to work.
Run from January 2011 to June 2011 and not disrupt construction on any project.
Completed by June 15, the ensuing program trained more
than 250 employees in four ofces on 50 projects via classroom sessions, GoTo meetings, videoconferencing, and some
one-on-one sessions. Eleven different positions were trained
in 12 different modules; at least two sessions were held for
each module and each different position. The trainer asked
each regional CFO to act as an assistant in the class when
available.
As a result of the training:
Proper owner billings increased by 45 percent since
June.
Time to set up a project decreased by more than 50 percent.
Financials now are completed on time each month.
Field and internal accounting are exact on 97 percent of
projects. Qt
www.trainingmag.com
Turn Your iPad Into a

Virtual Classroom
Online Training for the Mobile Workforce
Use Saba Online Collaboration solutions to turn

your mobile devices into an effective virtual training
environment for e-Learning. Saba Classroom is used
by leading organizations around the globe to deliver:
Highly interactive and engaging virtual

training sessions
Best classroom participant and

instructor experience
Easy-to-find recordings for playback
Cost-effective online meetings
High-definition VoIP conferencing
Multi-stream video conferencing
www.saba.com
To start your FREE 30-day trial, go to

cloud.saba.com/training
Copyright 2011. Saba Software, Inc. All rights reserved. Saba, the Saba logo and Saba People Cloud are trademarks of Saba Software, Inc.
Field Tips
2012 Training Top 125
125 winners
share
their
bestt practices
h
th
i b
ti
ffor
accelerating on-the-job training
(OJT). BY LORRI FREIFELD
any employees claim they learn best

while doing, so they prefer to dive right in
and learn as they go when they get a new job
or take on new responsibilities. But the most
successful and quickest learning on the job
takes place when there is a formal on-the-job
training (OJT) programa fact many organizations and managers fail to take into account.
118
www.trainingmag.com
Deep Dive can help your managers move

from tactical to strategic by mastering the
three disciplines of strategic thinking:
ACUMEN, ALLOCATION and ACTION.
With 50% of bankruptcies caused by bad
strategy, today more than ever, you need to
be strategic or be gone.
Field Tips
An effective on-the-job training program should not be
simple shadowing, stresses Craig Goodwin, senior director of Rollins University at pest control company Orkin. A
high-quality program usually requires a substantial investment and should be built using sound instructional design
methodology. It should be performance based and contain
properly written learning objectives and a trainer guide
linked closely to the objectives.
Likewise, Goodwin says, the presence of qualied eld
trainers is a must. Orkin deployed a Certied Field Trainer
program to ensure at least one qualied on-the-job trainer is
located in every eld location. Key components of the program include:
A competency-based screening process to identify and
nominate the best candidates.
A train-the-trainer workshop to teach candidates adult
learning principles, a formal process for delivering OJT,
details of the new-hire curriculum, and the procedure for
documenting learner progress.
Annual recertication of CFTs for skill maintenance.
Orkins Quality Assurance department audits OJT checklists to ensure they are used and properly completed.
Locations lose audit points when proper documentation
of OJT cannot be found, Goodwin says. New hires also
complete Level 1 evaluations, which ask about their OJT
experience. Finally, CFTs must submit a capstone performance checklist to receive their nal bonus.
Orkins most effective OJT program is for service specialists, according to Goodwin. Service specialists are the heart
of our business and represent roughly 55 percent of the companys employee base. We train approximately 1,200 new
specialists annually to support business growth and replace
employees who left the company.
The new hire training program is six to seven months
long. The rst 30 to 60 days are devoted to the initial new
hire curriculum. This is a blended curriculum consisting of
self-directed training, OJT, and satellite interactive distance
learning. There is a broad range of content in the curriculum, including topics such as defensive driving, specialist
sales, customer service, entomology, and service technique,
Goodwin says. These topics are reinforced by
CFTs demonstrating performance objectives
Quick Tips
on the job and observing new hires perform
the same tasks.
Gain senior management support and reinforcement for OJT programs.
After the initial curriculum is completClassroom training typically has more support from managers, while OJT
ed,
CFTs and managers coach new hires for
sometimes is viewed as discretionary. You want all stakeholders to be
an
additional
ve months. The nal step is
accountable and responsible for completing the OJT as designed and not
participation
in
an additional satellite intertreat the curriculums structure as optional or nice to know/do. There
active
distance
learning
class called Phase II.
must be an effective partnership between Operations and Learning and
Phase
II
allows
for
reinforcement
of training,
Development for the program to be successful.
allows
for
additional
just-in-time
training,
and
Meet regularly with the stakeholders to assess the effectiveness of the
provides
trainees
opportunities
to
have
serprogram. Identify behavioral, skill, and/or knowledge gaps and adjust the
vice
questions
answered
by
technical
experts,
OJT program accordingly.
Goodwin explains.
Make sure on-the-job training is the correct approach to meet the learnSince extending the CFT program to six
ing need. Think about all the methods and approaches available to you
months,
Orkin has seen service specialist reas Learning professionals and dont be afraid to mix and match delivery
tention
increase
7.85 percent, according to
options.
Goodwin.
And
over
the last year, Orkins cus Make OJT a part of a blended solution, ensuring the most effective and
tomer
base
has
increased
by 5.15 percent. This
efcient delivery methods are used for the identied learning and
coincides
with
an
economic
period when most
performance objectives.
pest
control
companies
are
struggling
to main Design a series of quick, 15- to 20-minute learning chunks and concise
tain
their
existing
customer
base.
exercise/activities rather than lengthy topics.
Identify skills and resources needed by the persons delivering OJT and
ensure they get them.
Make certain the OJT program instructionally is sound and includes modeling of tasks, plenty of practice opportunities, and constructive learner
feedback.
Focus OJT beyond the course for sustained employee performance.
Identify someone who can be a helper and coach after the formal training
program or event is completed.
Support your subject matter experts so they will want to continue to be
instructors.
Work with participants to provide the training when it would best meet
their scheduling needs.
120
NYP Takes on Tech Training

When providing on-the-job technical training, NewYork-Presbyterian Hospital (NYP)
knows it has to meet several criteria, says Mary J.
Beaudette, director, COLE - Technology Learning Solutions, NYP. First, she explains, it has to
ensure the training database is as close a replication to production as possible. Then it must align
the clinical staff and instructors availability in
order to train as many learners as possible without interfering with patient care. Finally, it needs
to create programs that are job specic, as well as
www.trainingmag.com
FOCUS ON PERFORMANCE.
N O T O N C O N T E N T.
THE KEY TO SUCCESS IS GET TING PEOPLE

T O D O T H E R I G H T T H I N G AT T H E R I G H T T I M E .
ABOUT OUR PERFORMANCE

Allen Interactions is an internationally-acclaimed company focused on improving
performance through powerful learning experiences. For nearly 20 years,
we have designed and developed custom e-learning and blended learning
solutions to address the widely varied performance goals of leading organizations.
We have deep experience and expertise in instructional design, technology, creativity,
process, and project management to consistently achieve positive business impact.
The pictured award-winning e-Learning for Professional Drivers course was created with
Operation Lifesaver, Inc. Our goal for this new safety program is to ensure every CDL
driver is able to safely cross a highway-rail grade crossing, every single time, stated
Operation Lifesaver, Inc. president, Helen M. Sramek.
alleninteractions.com
800.799.6280
Field Tips
changes, as well as reinforcing the
competency-level specic.
key processes practices.
The solution? For larger iniAccording to Beaudette, the
tiatives, Beaudette says, we
number of issues and questions
provided multiple delivery opreceived during the rst two weeks
tions and encouraged staff to take
of go-live were minimal, and the
advantage of at least one, if not
acceptance of the new release was
more. We also worked with the
high.
Information Technology group
to ensure that the practice/training database could be accessed on
ESL Gets Front-Line
the unit in case anyone wanted to
Buy-In
try something out or run through
The biggest challenges ESL Federal
case scenarios. Another solution
Credit Union has encountered in
that has helped, Beaudette notes,
its OJT programs are time-related
is to continually enlist the supones, particularly for front-line
port of our Super Users. These are
employees, note ESL Training Manmembers of the staff who actively
ager Kelli Loveless and Instructional
Training Manager Kelli Loveless and
participate in User Groups and in
Designer Jim Darby. As a nancial
Instructional Designer Jim Darby,
ESL Federal Credit Union
other decision-making-type meetservice institution, member service
ings. They attend more detailed
takes precedence. Our front line
training and are known as the go-to people on their units.
is constantly challenged with nding a balance between
During a system go-live, IT support staff (Red Shirts)
employee development and meeting the nancial service
and onsite Super Users work with staff to address any quesneeds of our members.
tions or concerns. The Red Shirts are available on the units
For example, after Assistant Branch Managers (ABMs)
for two weeks. The Super Users are typically staff nurses and
complete their comprehensive three-week training program,
residents employed by the hospital.
they follow a well-dened OJT program to continue their
When NYP upgraded its EMR system, Beaudette says, the
professional development and prepare them for the demands
hospital needed to train ve campuses (including clinic sites)
of the position. We have found, however, that ABMs and
in two phases. Phase 1 included 7,000 employees on three
their mentors and managers periodically will forgo activities
campuses. Phase 2 included an additional 7,000 employees
in the established OJT program due to the day-to-day chalon two campuses. The audience group included physicians,
lenges that arise in our branches, Loveless and Darby say.
nurses, ancillary staff, and clerical staff in Inpatient, EmerIn response, several years ago, ESLs Learning & Developgency Department, and Clinic settings.
ment team implemented a formal mentor program designed
As well as participating in the Clinical and IT decisionto ensure the long-term success and professional developmaking groups, we established a cross-campus learning
ment of the more than 250 people who interact with our
committee, Beaudette says. This group made decisions on
members every day, Loveless and Darby say. Mentors are
and approved the content, case scenarios, and assessment
recommended by their managers, or they volunteer to parquestions. It also advised on the timing of the training and
ticipate in this on-the-job training program in which they
organizing of learning groups.
share job knowledge and exchange ideas with trainees and
As a result, NYP created one program that addressed all
provide other constructive forms of support. Mentors and
phases and staff:
trainees also complete a mentor checklist and an online
Created and launched an online learning program that
survey, which Learning & Development uses to identify and
had three overall sections:
address any skill or content gaps in the front-line training
a. Highlights of the new features and functions.
curriculum (including traditional instructor-led training,
b. Best practices specic to physicians, nurses, and
self-paced training, and OJT).
ancillary staff.
Despite the presence of the mentor program, however,
c. Scenario-based assessment specic to physicians,
Learning & Development recognized that greater buy-in and
nurses, and ancillary staff.
support for this program was needed from ESL leadership,
Facilitated drop-in practice lab sessions for those who
Loveless and Darby say. L&D collaborated with front-line
needed a more structured environment and guided
management to address the OJT challenges and adapted
learning.
the content and activities to meet the daily realities of the
Conducted rounding sessions where the instructors
branch. In return, front-line management agreed to bear
walked through the units asking staff specic questions
greater responsibility and accountability for following the
about the new release and the training they attended.
OJT program as it is designed. Employees and their men Provided job aids and a pocket guide highlighting the
tors and managers are all held accountable for completing
L&D collaborated
with front-line
management to
address the OJT
challenges and
adapted the content
and activities to meet
the daily realities of
the branch.
122
www.trainingmag.com
Save the Date!

Plan for the best learning industry event of 2013 today.
Training magazines 36th Annual
Certicates:
February 15-17, 2013
Conference:
Expo:
Disney's Coronado Springs Resort

Orlando, Florida
www.TrainingMagEvents.com
Attend a 2-Day
Certificate Program
and the Conference!
October 2012
The Learning Revolution. Be Part of It.

The world of work is going social. Interconnectedness
is changing the function of learning. What will it mean
to learn inside the new enterprise? Training magazines
Learning 3.0 Conference will cover important new trends,
how-tos, case studies, and strategies for emerging
(and rapidly adopted) learning tools and technologies
so organizations can drive engagement and behavior
change like never before.
www.TrainingMagEvents.com
McCormick Center
Chicago, Illinois
Field Tips
Because project
start-ups can be one
of the most critical
times on a job, we
ensure that training
is happening just in
time and work with
the team to determine
the best times to
deliver.
explains. Our Instructional Design

the activities designated in the OJT
team in collaboration with our
curriculum.
subject matter experts (SMEs) has
For example, when the branch
codied our programs. We provide
center merged the ABM position
a menu of options for every project,
with the branch supervisor role,
and delivery is executed by a team
L&D was asked to create a training
of SMEs who have been trained by
solution exible enough to teach the
our corporate learning team. We
required skills to a varied audience:
provide ongoing training for our
existing ABMs; branch supervisors
SMEs to ensure consistency. When
transitioning to the ABM role; and
we cant bring our SMEs to a jobsite,
new employees who were unfamilwe utilize features on our iPads such
iar with the position.
as Facetime.
To accomplish this task, L&D deThese SMEs are responsible for
signed a custom OJT program, which
tracking the scope of training that has
includes a customized manual that
been delivered, as well as attendance
serves as both an instructional guide
and reporting back to Learning
and a reference tool to help ABMs
and Development. Post-delivery,
acquire the skills needed for success.
David First, Vice President of
there is ongoing communication
The OJT manual outlines the trainLearning & Development,
between SMEs and employees so
ing requirements and recommends
Suffolk Construction Company
they will always have a resource to
ongoing learning opportunities
provide ongoing support. Finally,
needed specically for the ABMs
First says, we have established competencies and measurements
development plan.
that have led to development of a regular assessment for
Beyond the manual, Loveless and Darby explain, ABMs
every project team in our company. This assessment provides
gain greater insight into the new position through a series of
us with information on developmental gaps that need to be
department visits with experienced ESL employees. These
lled while also commanding attention from trainees while
structured visits include one-on-one consultations with the
learning on the job.
ABMs District Manager, Audit, Physical Security, MarketOne example of on-the-job training at Suffolk Construcing, People and Organization Development, and Member
tion is Project Start-Up Team Training. This is a package of
Service Support, and cover skills ranging from hiring to
critical policy and procedures training, plus best practice
coaching to branch balancing.
and technical training, that is delivered on every project.
Throughout this learning experience, the ABMs manTraditional 30-person classroom instructor-led delivery
ager serves as his or her primary mentor. Each week, the
is replaced by detailed on-the-job, practical, experiential
manager/mentor and ABM review a checklist that evalulearning techniques.
ates the ABMs progress in the position. The length of the
We work with the project leadership to determine what
program varies depending on each participants skill level
training is needed depending on the scope of the job, experiand job history, but the ABM training program includes 6.5
ence level of the team, and other factors, First says. Because
weeks of new hire training, plus 152.5 hours of additional
project start-ups can be one of the most critical times on a
role-specic training.
job, we ensure that training is happening just in time and
work with the team to determine the best times to deliver.
SME Support at Suffolk Construction
Topics include Safety/Crisis Management, Insurance
At Suffolk Construction Company, Vice President of LearnProcedures, Risk Management, Quality Management, and
ing & Development David First says the biggest on-the-job
various technology training. Depending on the size of the
training challenges are:
project, First says, this training could take anywhere from
Employee buy-in: Proving there is value for them that warfour to six weeks, with approximately six to 10 per training.
rants them putting in the time and effort to learn.
We assess every project to ensure it is following our
Enterprise coordination: Managing delivery across vast geStandard Operating Procedures, First notes. Before we imography and for diverse trainees.
plemented this training, our assessment scores were in the 70
Measuring progress: Content tracking and measurement of
to 80 percent range. After implementing this on-the-job trainimpact.
ing, we saw a dramatic increase in these scores. One particular
Consistency of delivery: How do we ensure that this training
project, which really embraced the team training concept, reis being done the same way regardless of subject matter
ceived the highest score on an assessment to date: 99 percent.
expert and/or location?
We can clearly see that providing customized, project-specic
To ensure employee buy-in, we do our on-the-job training
training to teams at their job sites can be a huge asset. Qt
just in time when our stakeholders know they need it, First
124
www.trainingmag.com
Buying Your
Incentives and
Recognition
Awards
at Retail!
Instead, contact your local Incentives Manufacturers
and Representatives Alliance (IMRA) reps who
represent the Special or Corporate Markets
divisions of the leading merchandise brands. They
not only have the latest and greatest products,
they have great ideas on how to build an exciting,
performance-enhancing program and, often,
special pricing. To get in touch with your local rep,
visit www.SalesandMarketing.com/IMRA.
Your Incentive Merchandise

Alternative to Retail
best practices
T&D for Global JVs and M&As

Training and Development can play a signicant role in making international
joint ventures and mergers and acquisitions more rewarding and less risky.
BY NEAL GOODMAN, PH.D.
etween 50 and 70 percent of international

joint ventures (IJVs) fail, yet the number of
IJVs, mergers, and acquisitions continues to
increase. It is estimated that companies are making
a combined investment of upward of $500 billion a
year in these high-risk/high-reward ventures. What
must not be overlooked is the role Training and
Development can play in increasing the likelihood
that these ventures will be more rewarding and less
risky. Here is one current example:
Neal Goodman, Ph.D.,
A new international joint venture of four leading
airlines from four nationalities, respectively, needis president of Global
ed to rapidly get the managers from each airline to
Dynamics, Inc., a
training and development work effectively together. Each airline had its own
processes, procedures, incentive practices, etc. The
rm specializing in
joint venture took the proactive step of delivering
globalization, cultural
programs that helped team members better appreintelligence, effective
ciate the cultural nuances of each of the airlines and
virtual workplaces, and
the national cultures reected in their management,
diversity and inclusion.
decision-making, and communications styles.
He can be reached at
The solution was an intensive two-day program,
305.682.7883 and at
which brought representatives from each of the
ngoodman@globalairlines together in each of the four countries.
dynamics.com. For more In the workshops, the participants learned about
each others corporate and national cultures and
information, visit www.
were taught specic techniques to bridge the
global-dynamics.com.
differences through simulations and scenarios.
Though this program represented a signicant
investment in time for all participants and organizations, the ROI far outweighed the costs.
WHAT CAN GO WRONG
On the ip side, here are the common pitfalls of

unsuccessful IJVs:
Lack of cultural due diligence/poor partner
selection.
Ambiguous loyalty of expatriate managers in IJVs.
The challenge of creating a global team of
managers from all world regions.
Lack of effective integration between partners.
Change in strategic objectives.
Unequal commitment/contribution by partners.
Lack of trust.
Feelings of isolation or no voice on the part of
some parties.
Unclear or misperceived goals and expectations.
126
Poor selection of personnel.

Conict between parent company managers.
Divergent national interests.
Government changing the rules.
Bad faith.
Lack of clear leadership.
Varying degrees of autonomy.
Failure to adapt business practices to the local
culture.
T&D STRATEGIES FOR SUCCESSFUL IJVs
Provide training for those involved in the

selection of partners.
Conduct corporate culture inventories between
IJV partners.
Conduct cultural and T&D due diligence.
Provide cultural training for all parties and
partners early in the process.
Support open internal communication processes
about the venture: rationale, people, processes.
Develop teambuilding for integration strategies.
Help to create a unique corporate culture
embedded in processes, procedures, and business goals. Include timelines and milestones.
Help examine if all parties policies and procedures contribute to the teams productivity.
Establish locally sensitive policies and practices
for all locations.
Develop a Global HR Planning and Development Program with clear links between
international assignments and career planning.
Outsource for best international services.
Create Global Rotational Programs to integrate
local country managers into the broader
corporate culture.
Keep on learning. If an IJV fails, conduct an autopsy to nd out why and learn from mistakes.
Share information across the business, especially
with overseas personnel.
If more IJVs and M&As would implement even
a few of these recommendations, their success rate
surely would increase.
If you would like more details on the role T&D can play in
the success of IJVs or have case studies or best practices to
share, please write me at ngoodman@global-dynamics.com.
www.trainingmag.com
Tight Travel Budget?

No Problem!
Log In
and Learn!
No travel budget? No worries.

Need to do more, in less time?
Weve got you covered.
Get the training you need,
from the convenience of your desk!
Our online certicate and clinic programs
cover the topics you need right now.
2012 Online Certificate and Clinic Programs

] Story-Based Design
] Designing E-Learning
] Scenario-Based E-Learning
Certicate: How to Engage

and Inspire Your Learners
with Captivate Certicate
Design Certicate
Jason T. Bickle, Learning Systems

Architect, AMX/AMX University
Ray Jimenez, Author, Scenario-Based

Learning: Using Stories to Engage
e-Learners
Ray Jimenez, Author, Story and

Experience-Based Impacts: Using Stories
and Experiences to Impact Learning and
Performances
A series of three sessions
Starting March 8, 2012
] Training Manager Certicate:

Managing the Training Function
for Bottom-Line Results

Starting April 11, 2012
] The Art and Science of Test

Creation and Delivery Clinic
Nanette Miner, President,
The Training Doctor, LLC
A series of two sessions
A series of four sessions

Starting May 17, 2012
] Performance Consulting
Certicate: Smart Tools
and Techniques for Making the
Transition
Melissa A. Smith and Maria Chilcote,

Managing Partners, The Training Clinic
] Project Management for
Judith Hale, Ph.D., CPT, President of

ISPI and author of the best selling The
Performance Consultants Fieldbook 2nd Ed.

Learning Professionals:
Reduce the Rework

] Instructional Design:
Lou Russell, Author, Project

Management for Trainers, 10 Steps
to Successful Project Management
] Leading Effective Live

Jonathan Finkelstein, Author,

Learning in Real Time
Performance-Based and
Results-Focused Certicate
Darryl Sink, President, Darryl L. Sink &
Associates, Inc., Author, Learning and
Performance Tips Newsletter
] E-Learning Design Certicate:

Effective and Economical Design
and Development
] Social Media for Trainers

Certicate
Jane Bozarth, Author,
Social Media for Trainers
Ray Jimenez, Author, 3-Minute e-Learning

and Do-it-Yourself e-Learning: 100 Ways
to Simplify Design and Development
REGISTER
EARLY!
Save Money
AND Be Prepared!
Register one month prior to
the start of your course and
automatically save $150!
TRAIN AS
A TEAM
AND SAVE!
For valuable group or
customized training discount
information contact
Conferences@
TrainingMagEvents.com
Online Events

Starting June 4, 2012
] Training Coordinator
Certicate: A Consulting
Approach to Coordinating
the Training Function
If you are participating in

one of our online certicate
programs, you will receive
a professionally produced
Certicate of Completion
signed by your instructor and
suitable for framing after your
course has ended.
Melissa A. Smith and Maria Chilcote,

Managing Partners, The Training Clinic
Starting June 5, 2012
A series of ve sessions
For full details on 2012 programs visit

www.TrainingLiveAndOnline.com
Training Live + Online certicate and clinic programs are pre-approved by the
International Society for Performance Improvement (ISPI). Earn up to 12 points towards
your CPT re-certication with any Training Live + Online certicate or clinic program.
Lets Do It!
Recognizing purpose, realizing possibility, and
maximizing potential. By Tony ODriscoll
W WKH 7UDLQLQJ &RQIHUHQFH ZH JDWKHUHG WR FHOHEUDWH WKH
\HDUV ZH KDYH VSHQW WRJHWKHU DV D FRPPXQLW\ RI FRPPLWWHG DQG
FDSDEOHOHDUQLQJSURIHVVLRQDOVWLUHOHVVO\GHGLFDWHGWRXQGHUVWDQGLQJ
KRZWROHYHUDJHKXPDQFDSLWDOWRGULYHEXVLQHVVUHVXOWV
'XULQJWKLVFRQIHUHQFHZHGLVFXVVHGKRZWKLVSDUWLFXODUPRPHQWLQWKHUH
OHQWOHVVXQIROGLQJRIWLPHLVRXUPRRQVKRW7KURXJKRXULQWHUDFWLRQVZH
UHDOL]HGWKHUHKDVQHYHUEHHQDPRUHLPSRUWDQWWLPHWRWXUQZKDWZHNQRZ
DERXWZKDWZRUNVLQOHDUQLQJLQWRDIRFXVHGDQGGHOLEHUDWHVHWRIDFWLRQVWKDW
ZLOOKHOSGULYHDVWHSFKDQJHLQKXPDQSHUIRUPDQFHRQDJOREDOVFDOH
RSWLPDOO\ OHYHUDJHG E\ RUJDQL]DWLRQV

WKDWSXWSHRSOHUVWHQJDJHDXWKHQWLFDOO\
ZLWK WKHLU FXVWRPHUV DQG FDUH JUHDWO\
DERXW WKH FRPPXQLWLHV ZLWKLQ ZKLFK
WKH\RSHUDWH
,QRXULQWHUDFWLRQVZLWK2PDU
:DVRZ
DQG /HH /H)HYHU ZH
We have realized the incredible
ZHUH DIIRUGHG D JOLPSVH LQWR
possibility technology brings
WKH IXWXUH ZKHUH H[SRQHQWLDO
FKDQJHV LQ VRFLDO PRELOH
to the maximization of human
DQGFROODERUDWLYHWHFKQRORJLHV
potential; and we know
DUH IXQGDPHQWDOO\ UHGHQLQJ
KRZVRFLHW\OLYHVZRUNVDQG
that the most signicant
OHDUQV
transformations in the
,QUHYLHZLQJWKH7RS+DOO
RI
)DPHV 6RFLDO /HDUQLQJ
world begin with a group of
UHSRUW ZH OHDUQHG UVWKDQG
dedicated and capable people KRZ RXU SHHUV DUH OHYHUDJLQJ
WHFKQRORJ\ WR IXQGDPHQWDOO\
who take collective action to
FKDQJH WKH JDPH LQ OHDUQ
implement the change they
LQJ DQG H[WHQG WKH UHDFK RI
ZKDWZHNQRZDQGGRZHOOEH
want to see in the world.
\RQGWKHWUDGLWLRQDOFODVVURRP
FRQQHV
ZH ZHUH YLVFHUDOO\ H[SRVHG WR ZKDW LW
$QG QDOO\ LQ KHDULQJ WKH FDSWLYDW
IHHOVOLNHWRIXOO\HQJDJHLQFRFUHDWLRQ
LQJ DQG PRWLYDWLRQDO VWRULHV VKDUHG E\
,Q RXU FRQYHUVDWLRQV ZLWK 'DQ 3LQN 0LJXHO 1LFROHOLV 6WHGPDQ *UDKDP
DQG/DXULH%DVVLZHH[SORUHGWKHODWHVW DQG9LFWRULD 5RZHOO ZH DUH OHIW ZLWK D
UHVHDUFK RQ KRZ SXUSRVH GULYHV PRWL YHU\UHDOVHQVHRIZKDWDKXJHGLIIHUHQFH
YDWLRQ DQG KRZ WKDW PRWLYDWLRQ FDQ EH MXVWRQHSHUVRQFDQPDNHLQPD[LPL]LQJ
:H QRW RQO\ FDPH WR WKLV LPSRUWDQW
LQVLJKWDWWKHFRQIHUHQFHZHKDGDORWRI
IXQWRR
'XULQJ RXU VHVVLRQ ZLWK 'UXP &DIp
128
KXPDQ SRWHQWLDO 'XULQJ RXU WLPH

WRJHWKHU DW7UDLQLQJ ZH KDYH UHF
RJQL]HG WKDW SXUSRVH LV WKH IRXQGDWLRQ
XSRQ ZKLFK DOO PRWLYDWLRQ LV EXLOW ZH
KDYH UHDOL]HG WKH LQFUHGLEOH SRVVLELOLW\
WHFKQRORJ\EULQJVWRWKHPD[LPL]DWLRQRI
KXPDQ SRWHQWLDO DQG ZH NQRZ WKDW WKH
PRVW VLJQLFDQW WUDQVIRUPDWLRQV LQ WKH
ZRUOG EHJLQ ZLWK D JURXS RI GHGLFDWHG
DQG FDSDEOH SHRSOH ZKR WDNH FROOHFWLYH
DFWLRQWRLPSOHPHQWWKHFKDQJHWKH\ZDQW
WRVHHLQWKHZRUOG:HDUHWKRVHSHRSOH
$V OHDUQLQJ SURIHVVLRQDOV ZH VKDUH D
SDVVLRQ IRU KHOSLQJ SHRSOH JURZ DQG
GHYHORSWRDFKLHYHWKHLUXWPRVWSRWHQWLDO
$QGVRKHUHZHDUH:KHUHPLJKWWKDW
EH")ROORZLQJ7UDLQLQJLWDSSHDUV
WRPHWKDWRXU1LNHPRPHQWKDVDUULYHG
$OOWKDWVOHIWQRZLVWR-XVW'R,W
,ORRNIRUZDUGWRZDWFKLQJRXUSURIHV
VLRQ JURZ LQ VWDWXUH DQG YDOXH RYHU WKH
QH[W\HDUVDVZHPRYHIURPDUJXLQJ
IRUZKDWZHNQRZWRGHPRQVWUDWLQJKRZ
LW DGGV YDOXH WKURXJK GHOLEHUDWH DFWLRQ
DQGWKHSRZHURISRVLWLYHH[DPSOH
Tony ODriscoll
is the executive
director of
the Center for
Technology,
Entertainment,
and Media (CTEM)
at Duke Universitys Fuqua School of
Business. His most recent book, Learning
in 3-D: Bringing a New Dimension to
Enterprise Learning and Collaboration,
explores how emerging Web technologies
are transforming the learning landscape
within organizations.
www.trainingmag.com
3UHVHQWLQJWKH,QGXVWU\V*UHDWHVW5HVRXUFH
<28
WX[MRRIV
XLI8VEMRM
T
.YKKPIWTE]VSPP
KK
T ]
FIRIXWERH
MRXIVREPXVEMRMRK
8VEMRWMRXLI
4LMPMTTMRIW
TT
XLVIIXMQIW
E]IEV
(IZIPSTIH
T
LIVS[R
VIGVYMX
SVMIRXEXMSR
9WIWQYWMGXS
XIEGLTYFPMG
T
WTIEOMRK
'SVTSVEXI
T
GSEGLJSV
X[S*SVXYRI
W
7UDLQLQJLVQRZRQVRFLDOPHGLDFRQQHFW
LQJ\RXWRJUHDWFRQWHQWDQGHDFKRWKHU
-RLQRXU/LQNHG,QJURXSDQGRWKHUSDJHV
WRGLVFXVVWKHODWHVWLQGXVWU\WUHQGVDQG
SUDFWLFHV*HWIHHGEDFNIURP\RXUSHHUV
DQGRIIHU\RXURZQH[SHUWLVH
/HDUQ'LVFXVV$SSO\7UDLQLQJDW
LWVEHVW
#7UDLQLQJ0DJ86
6WUHDPLQJHYHQWVDUWLFOHVXSGDWHV
KWWSJRRJOX0)
'LVFXVVHYHU\7UDLQLQJWRSLF
)DFHERRNFRP7UDLQLQJ0DJD]LQH
&DVXDOUHYLHZRILQGXVWU\WRSLFV
<RX7XEHFRP7UDLQLQJ0DJ86
+LJKOLJKWVIURP:HELQDUV HYHQWV
*3OXVWR7UDLQLQJ0DJD]LQH
6KDUH7UDLQLQJZLWK\RXUFLUFOHV
WUDLQLQJPDJD]LQH
trainer talk
6 Magic Training Phrases

Training participants in Australia, Japan, and China offer their thoughts on the short
phrases that capture the essence or magic of key training concepts. BY BOB PIKE
I
Bob Pike is known as
the trainers trainer.
He is the author of more
than 30 books, including
Creative Training
Techniques Handbook.
You can follow him on
Twitter and Facebook
using bobpikectt.
worked in Australia, Japan, and China for

most of November last year. In seminars in
each of those countries I asked participants to
create a list of what I call magic phrases during
the training. These are short phrases that capture
the essence or magic of a key training concept.
Each class averaged 30 to 35 phrases. The
interesting thing is that regardless of the country, the phrases were 80 to 90 percent the same.
You might say, Of course, they were the same
it was the same content. True, but the context
was to capture key ideas that have immediate
use in improving your training and performance
improvement efforts in your organization with
your people and with your content.
Here are the Top 6 magic phrases and their
value to you:
1. The purpose of a question is for learning to take place, not for testing to take place.
When you direct a question to one person, you

put them on the spotand that allows the other
participants to disengagemeaning they are not
on the spot. When I ask a question, I direct it to
Involve training participants

in every way possible in
the learning process. More
involvement in the content
equals greater application
and retention.
the groups, so the content is more anchored in
everyones thinking. For example, 30 seconds, at
your tables, what are the seven ways to remember
anything?
2. We need to focus on learning for living,
not learning to pass. Ive worked in more than
30 countries around the world. As we talk about

school in each country, the pattern is the same.
What is important is passing the test. Do we
130
remember what we learned in order to pass

the test a week later, a month later, a year later?
The purpose of our training and performance
improvement efforts is to get results back on the
jobnot simply pass a test.
3. Never do for participants what they can do
for themselves. As trainers, we should focus on
doing the things only we can do. At the beginning of the training, have those who arrive early
help put materials on the tables, hang posters, etc.
At the end of the day, have participants straighten
their tables, throw away trash, put markers back
in boxes, etc.
4. We need to stop chopping wood and sharpen
our ax. Training too often is seen as an interrup-
tion to the job, not an integral part of the job. We

need to position training as an investment, not
a cost. The ax-sharpening metaphor drives this
home. Sharpening the ax (a.k.a., getting needed
training) is not an interruption to the job; it is
an integral part of the job. Are we building and
delivering courses that managers and participants
see as building skills and knowledge that are key
to getting results and achieving goals?
Being able to answer, Yes, to that question means training is now an investment,
not a cost.
5. Remember the Chinese Proverb: What I
hear, I forget; what I see, I remember; but what
I do, I understand. Instructor-led, partici-
pant-centered training is about involving

participants in every way possible in the
learning process. The more participants are
involved in the content, the greater the
retention and application.
6. Get to the C.O.R.E. of training
Closers, Openers, Revisitors, and Energizers.
Closers: Most trainers dont close a training

programthey just run out of time. Remember
the Closing ACT: Action Planning, Celebration,
and Tie things together.
Use an Opener, not an icebreaker. Many trainers
dont open at all; they just start dumping content.
Just because people are physically present doesnt
mean they are mentally present and ready to
www.trainingmag.com
Trainings sister
has a hot, new look
&
CSI: SALES INVESTIGATING
THE FAILED SALES PITCH 30
GIFT CARDS THAT
DONT COST (MUCH) UNTIL
THEYRE REDEEMED 42
Dynamic Duo: Training + SMM

SALESANDMARKETING.COM
Weve just relaunched Sales & Marketing

Management magazine. First launched in 1918,
its consistently ranked #1 in reader surveys.
And plug sales and marketing into any major
search engine, guess who pops up #1 online too?
If you are involved in sales training check out
www.salesandmarketing.com for contemporary,
creative and informative how-to articles and
case studies on whats going on in the world of
sales and marketing and, especially, sales training.
JAN/FEB 2012 $10
Meeting
of the
minds
For sales and
marketing teams,
its work together
or die ghting
26
leadership
closers
Theres a 90%
chance youre
ineffective 24
Challenge
your
customers
50
Make Sales & Marketing Management your go-to resource

for the best in sales training providers, programs and products.
training
training
agers
Creating better man
through coaching
e leadership
Most sales and executiv
to provide
programs are too general
e,
opportunities for intensiv
selfpersonalized work on
Farrington,
development. Jonathan
tion
chairman of the JF Corpora
coaching
( jfcorporation.com), a sales
, by contrast,
consultancy, says coaching
insight into
enables individuals to gain
and concerns.
interests
their own motives,
es
challeng
the
to
y
These link explicitl
ip or
they face in their leadersh
roles.
ent
managem
l coaching
The growth of persona
thinking
Farrington says forwardfor alternative
organizations are looking
staff. The
ways to lead and manage
ced more
business world has experien
years than in the
upheaval in the past 10
that this
previous 50: Its no accident
change has
period of unprecedented
e coaching.
witnessed a boom in executiv
HR
A recent survey that polled
,
America
Europe,
professionals from
88 percent
that
found
Asia
Australia and
to make
planning
were
ents
of the respond
coaching. A little
nal
professio
of
use
more
ents had
more than half of the respond
in the past 18
introduced the practice
to avoid
5 Coaching blunders
a
to great coaches can have
managers from good

Transforming your sales
of STAR Results
Steven Rosen, founder
tion, warns sales
dramatic impact on sales.
leadership coaching organiza s:
(starresults.com), a sales
blunder
ve common coaching
managers to beware these
vs. asking coaching
Telling
#1
r
. One of the critical
Blunde
lves as problem-solvers
Sales managers see themse
to self manage. Telling
salespeople is the ability
aging salespeople.
areas for developing top
issues doesnt create self-man
reps how to solve their
yourself, when you
are in tell mode and remind
Be aware of when you
into a bad habit.
fallen
feel
es
have
employe
which
environment in
g
coaching
to it coa
-to-it
bestt and nd the
when you are up to
Blunder #2 Ill-getbusy
empowered to give their
workk rst. It feels good
all your reports in
Many managers tackle
solutions
solutions to problems.
is reduced when you have
line If great
date on e-mails and stress
bottom line.
dontt contribute to the
s don
more
time But those activitie
on time.
percent m
19
Coaching: not just a
a direct impact of up to
eld and
in the e
sales coaching can have
out
remedial solution
Get
not the No. 1 priority?
diehards still hold
yyour reps
and
sales, why is coaching
you
k
Nott unnaturally, some
thank
will
priority. Your boss
w thatt coaching
make coaching your top
with an old-fashioned view
l purposes,
will make lots off money.
can be used onlyy for remedia
ng
thatt have
butt those organizations
Laundry list coachi
#3
one area
r
in
Blunde
improve
rep
fullyy have
focus. Helping a sales
embraced the conceptt
Great coaching is about
Managers who
, says
impact on performance.
discarded thatt wayy off thinking
success. Its
little succ
off the job can have a major
concentrates
development will have
Farrington. Their approach
they sell.
th
laundry lists of areas for
how
in
create
s
ent
change
le
developm
to make wholesa
on leadership and personal
too difcult for sales reps
Once the
formance
improving one or two things.
as partt off buildingg a high-per
and what they do
Development is about
d the skill or
coaching, for example)
committed to
trated that they have acquire
organizationtheyy are
g what you
salesperson has demons
g byy a culture
best, rather than providin
move on to the next area.
movingg awayy from managin
behavior, then you can
leaders.
really need.
as
g
managin
to
ng
off process
t,
One-size-ts-all coachi rep working on autopilo
t interested in
#4
r
not
au
are
Blunde
clients
his
says
He
you witness
have
ing?ed a saleser and delivering the
g used by
times
th
train
Is there any good news?
many
How
sales
in
on
adoptingg the style off coaching
g
goin
has undergone
pitch to each custom
simple ts
onWha
the ssame, youYes. In 2011, sales training
making the same sales
manyy companies to focus
feedback to each rep is
y in the
t alongenough!message in the same way. If your
differs
signicant advances, especiall
w to get
Not
rlyy how
g. Coaching d
particulaarly
issuesparticul
issues
live virtual
off one-size-ts-all coachin
y choose
areas of on-demand and
have fallen into the rut
w team members. They
learn the same
e
with fellow
everyon
g),
STEIN
having
DAVE
about
BY a more
we offer
diagnosing learning (distance or e-learnin
from training. Training is
hand, is about diag
us because theyy believe
other
the
on
training,
g,
of
Coachin
more deeply
g your
measuring the impact
g
information or skills.
& Marketin
challengingg style thatt digs
ment. It is about adaptin
column for Sales
improve
and other
to writing
particular area forMurrell
ity. This leavesd to return each
alized
coaching, psychometric
Nolan ing individual
repsa regular
Paul
develop
for
into behavior and personal Im delighte
Mike al and and
to
about
curricula
thanks
t
alized
sinceres
individu
my
individu
the
nts,
to
g more
and to offer
assessme
coaching style of this much-needed learning platform
executives with somethin Management,
sales force,
revival
te to the
y fromme to contribu
plans.
away
takefor
ment
an increasingly diverse
develop
inviting
permanentt thatt theyy can
ent
ng (ESR), an
use duringg the marketing managers.
leadership and sales managem
coachi
Research
Way-toy-go
run ES
the coachingg sessions and for sales and
r #5e.I currentl
Blunde
. They do a great jobtraining, messaging, and selling in the
expertis
change
a
of
to
as
t
area
just
ment
my
is
than
sales
commit
to
rather
a
Sales training
fail to get
rsoffering
restt off their careers,
knowledge and adviceand come to agreement on
manage
Many
rm
advisory
ns
right questio
all the
n experience as both a the prob
independent research and
of hands-o
one-time solution.
problem will
decades
coaching by asking
on how
to get buy-in
and providers, and I have ment, but forget
convince
of research,
to
Itt is nott always easyy to training buyers
to providing you with plenty
areas for develop
what steps he will take
submitt to a a consultant. I look forward
to have the rep buy into
Its critical
executives thatt theyy should trainer and
includes
that inc
be xed.
issue.
s in every
and and recommendation
three- or four-point plan
itiesinsight
simple
personal
a
their
f
of
y
requires
scrutiny
key is to
develop. This
n coaching sessions. One
those executives
betwee
do
will
rep
of
?
sales
behavior, butt in reality,
what
world of sales training next steps and
your role becomes one
thethe
f self going on in
y of
journey
of 537
own
whats
percent
their
So,
63
there
develop
survey,
who balk att takingg the
that
th
ESR
reps
are
have
odds
In a recent
this in place therep
nd themselves
answer is, not enough.
table.
than $3,000 per year per
lessWithout
development could soon The simple
es spend
holding them accoun
next coaching session.
by the and
r or skills
than manyy of indicated that their compani in rep behavio
of Training
isolated and lesser leaders respondents
will be no change the American Society
training
months.
al
Coaching vs. tradition
s
development program
deal in personal
People may learn a great
when they
development courses, but
they often have
return to the workplace,
they have
difficulty integrating what
ay duties,
learned into their day-to-d
what they
often,
Farrington says. Quite
from
slips
simply
may have learned
ds.
theirmin
and 70
50
between
that
adds
He
climate, and
tions
organiza
an
of
percent
14
JAN/FEB 2012
es
utives
u
executiv
execu
Coaching can also help
can be traced to
ss off ttheir own
hence its effectiveness,
acquire a greaterr awarene
crucial iiff theyy are
management style.
leadership style. This is
a favorable
needed to
n
styles
f
of
y
Effective leaders create
ariety
variety
the
to develop
boosts
tuationss..
tu
situation
d in differentt sit
working environment that
manage and lead
coaching
daders relyy on a ccomman
performance. This is where
All too often, leaders
ip is a set of
negative
comes into its own. Leadersh
le, which has a n
and-control style,
attitudes that
skills, competencies and
utt a crisis.
all but
on
impact
through practice
hiip styles
individuals can develop
ople on leadersh
g people
Coachin
and
actions
own
sst
most
ve results in mos
and by reecting on their
produces positive
on others,
ve
tive
ti
supporti
the impact this can have
reatingg a support
situations by creating
hesays.
The state of
sales training
their contemporaries.
Only 69 percent
of ASTD survey
respondents
believe that the
formal sales
training they
receive is in any
way effective.
Thats at least a
30 percent
failurerate...
.COM
SALESANDMARKETI NG
1/22/12 11:38 PM
ESR wrote for

use selffor sales training. In a report
ents indicated that they
89.5 percent of respond
by
Development (ASTD),
learning method, followed
ownas their primary
other
.COM
and eight
directed learningon their
g others,SALES
AND MARKETI NG
ns with peers, observin
discussio
offered through
reading books/articles,
and internal training courses
external
14th,
and
survey
approaches. At 13th
69 percent of the ASTD
bottom of the list. Only
the
near
placed
is in any way
the company
sales training they receive
formal
the
that
that
us
believe
tells
respondents
and ESRs experience
a 30 percent failure rate,
effective. Thats at least
selling any more than
was effective arent actually
many who believe the training
trained.
they did before they were
overall sales productivity
every year on sales training,
of salespeople dont
In fact, with billions spent
percent
50
analysts agree that about
vity
is stagnant. Most industry
stunning lack of producti
The list of reasons for that
ized
attain their annual quotas.
ve hiring, lack of a standard
but it is lengthy: ineffecti
ents and senior
includes few surprises,
departm
other
from
te selling support
to learning, if one
selling process, inadequa
approach
sed
event-ba
m, tactical,
management, and a short-ter
exists at all.
2012
JAN
JAN/FEB
so ineffective?
Why is sales training
deliver real value to their
terric sales training rms
Its not all ineffective. Some
offers a negative return.
an investment in sales training
blame.
customers. Yet, all too often,
the trainer share equal
sales training buyer and
The
d sales
that?
is
Whose fault
buy today, they underfun
nd how their customers
understa
dont
leaders
Sales
the kind of process and
initiatives, and they shun
HR,
performance improvement
as nance, manufacturing,
other departments, such
focus
trainers
sales
discipline required from
few
a
than
nding the problem, more
one-on-one
logistics and R&D. Compou
(classroom training versus
them the most margin
on selling what makes
training
where strategic
challenging environments
ent rule the day.
sourcing and procurem
or silver
You wont nd any tricks
but I can offer you
bullets in this column,
. My rst bit of
real, practical guidance
no shortcuts to
wisdom is this: There are
tricks and silver
sales effectiveness. Those
attention from
bullets will divert your
do to improve the
what you really have to
team. In the
effectiveness of your sales
s for
face of increasing demand
tion and
productivity, tougher competi
customers, its a
shrewd, cost-conscious
training that
sales
strategic approach to
ahead.
will put your team
founder of ES
Dave Stein is CEO and
and a member of
Research Group, Inc.,
advisory board.
this magazines editorial
software
in
careers
in
After thriving
leadership,
engineering, sales, sales
ent,
marketing, general managem
ent, sales
international business developm
consulting, Dave
training and management
nally recognized
has become an internatio
He is also the
expert in sales training.
Sell. He blogs at
author of How Winners
ESResearch.com/blog.
HELP YOU
TRAINING SHOULD
SLEEP.
SELL... NOT HELP YOU
15
1/22/12 11:38 PM
INING
MOVE TO SALES TRA
S.
THAT MOVES NEEDLE
s are engaging,
J4 e-Learning video
ile ready.
fast-paced and mob
COM/SALES
LEARN MORE AT EJ4.
4.
OR CALL (281) 360-950
1/23/12 1:30 AM
16
JAN/FEB 2012
SALESANDMARKETI NG
.COM
1/22/12 11:38 PM
trainer talk
learn. Remember that a great opener raises the
BAR. It Breaks preoccupation through involvement. It reduces tension and increases retention
by Allowing people time to network. And it is
during a program when participants lose energy.

An energizer takes only a minute or two, but it
serves to refocus participants on the task at hand
and gets the energy level back up.
Which of these Top 6 phrases has
the greatest value for you personally?
Send me an e-mail at BPike3@BobPike
Group.com, and Ill give you all 30
power phrases. Until next monthadd
value and make a difference.
Key content needs to be

revisited at least six times to
move from short-term memory
to long-term memory.
always Relevant to the content.
Revisit content. We know key content needs to
be revisited at least six times to move from shortterm memory to long-term memory. Revisit is
when the participants go back over the content
in a variety of ways. Review is when the instructor does it.
Utilize Energizers. There are always times
This marks the one-year anniversary

of my column in Training magazine.
I hope you are enjoying reading it as much as I
am writing it. As always, I welcome your suggestions for topics youd like to see covered in future
columns. Hopefully, I got to see many of you at
Training 2012 in Atlanta.
Have a question youd like Bob to answer? E-mail him at
BPike@BobPikeGroup.com.
Close your eyes and wish that

companies that were good to
their employees, their customers,
their communities, and the
environment made more money
than the bad guys. Now open your
eyes and read this fascinating book.
Amazingly, Bassi, Frauenheim, and
McMurrer marshal evidence
that its true. Read it and smile.
Dr. Alan Blinder
Gorden S. Rentschler Memorial Professor of
Economics and Public Affairs at Princeton
University and former Vice Chairman of the Board
of Governors of the Federal Reserve System
Available now at your favorite bookseller.
www.GoodCompanyIndex.com
132
www.trainingmag.com
Network. Share. Learn.

Anytime. Anywhere.
JOIN IN AND
GET CONNECTED
Join more than 33,000 training
professionals inside Training
magazines free online community
at www.TrainingMagNetwork.com.
Direct-connect with peers, learn from
Training magazines Top 125, and take
advantage of free online resources to
help with your own training challenges.
Collaborate with other members
and search for an expert coach
Download event handouts, white
papers, and training resources
Share best practices and learn
from your peers
Gain exclusive access to Top 125
case studies
Free Webinars from well-known
industry thought leaders
FREE
Webinar Series
Blended Learning:
Critical Design Decisions
SALLY HOVIS
Wednesday, February 22 1:00 PM Eastern
Evaluation Basics: Four Challenges That

Can Make or Break Survey Research
PATTI PHILLIPS, Ph.D.
Tuesday, February 28 1:00 PM Eastern
A Whack on the Head:

Re-thinking Learning Design
LANCE DUBLIN
Tuesday, March 06 1:00 PM Eastern
FROM OUR MEMBERS

I really enjoyed the program . . .
with Jim Kirkpatrick. That was
outstanding. But I've enjoyed all
the programs of Training magazine
Network that I've attended.
Dan Hill
Sr. Learning Consultant
Just wanted to say how much I

value this site! It seems whenever
I'm working on something related to
training, you'll have a Webinar or
article that just fits the bill. Thanks
so much!
Joan MacDonald
National Practice Consultant,
Quality Care & Service
An Active Approach to Teamwork Training

THIAGI and TRACY TAGLIATI
Tuesday, March 27 1:00 PM Eastern
Talent Development Reporting Principles:

Accounting for Human Capital
JEFFREY BERK
Thursday, March 29 1:00 PM Eastern
See the complete FREE lineup at http://tinyurl.com/tmn-webinars

FOR SPONSORSHIP OPPORTUNITIES, CONTACT:
Gary Dworet at Gary@Trainingmag.com or 561.245.8328
Lori Gardner at Lori@Trainingmag.com or 952.451.6228
talent tips
Transparency in Training
When transparency is fully embraced in the training arena, learners become
better learners and trainers become better trainers. BY ROY SAUNDERSON
H
Roy Saunderson is
author of GIVING
the Real Recognition
Way and president
of the Recognition
as the demand for candor, openness, and

personal responsibility in societya.k.a.,
transparencyeffectively affected the
eld of learning and development?
Transparency is more essential than ever as we
dig ourselves out of a U.S. nancial crisis due to
a lack of trust and dishonesty around subprime
loans. China faced the music over its milk scandal as milk powder and infant formula were
adulterated with melamine because a general
plant manager was greedy. And the Greek economic crisis is simply due to too much spending
and borrowing over too many years. These and
many other failings often result from a lack of
transparency in all aspects of our lives.
Are we being transparent within the eld of
Management Institute, a
consulting and training
rm specializing in
helping companies get
recognition right. Its
focus is on showing
leaders how to give real
recognition to create
positive relationships,
better workplaces, and
real results. For more
information, contact
RoySaunderson@
Rideau.com or visit
www.RealRecognition.
com.
Transparency applied to learning

and development will include being
more open about what we do and
why; the necessity of constantly
and truthfully communicating
with all the players involved; and
not forgetting we are accountable
for the time, monies, and energy
expended on training.
learning and development these days? Have we
been totally open and honest about what we are
doing? Do we hide and cover up the real facts
behind the results of training dollars spent?
OPENNESS: SEEING THROUGH TRAINING
Transparency means being able to see through

something, especially when light is shone
through an object. Do we make time to shed as
much light on our training plans, our needs
analyses, and desired outcomes with required
leaders and learners? Are we involving everyone
134
who can make a performance difference with the

application of the learning?
Do we mess up and make unintentional mistakes? One key to transparency is to admit when
we make mistakes, or neglect something, right
away. One time, I had not recorded a learning
teams results from a transfer of learning exercise
in a session and had to reach out to a participant
afterward for their help. Apologize rst and then
suggest a solution or solicit input for a remedy
from others.
Transparent procedures include open meetings
with all business stakeholders in the learning
experience so training objectives truly have an
impact on key performance metrics. We cant
think that because we are the learning specialists,
we know everything a front-line
employee goes through in a typical
workday. The more we understand
our learners world, the better we
can train to solve problems rather
than just relaying information or
providing redundant skills.
COMMUNICATION:
TALKING TO EVERYONE
Being transparent with learning involves much more communication

than normally is associated with everyday work activities. We easily can
end up talking to only the learning participants, whether directly
through in-class learning sessions or
by online, written, visual, or verbally
delivered content.
While we know application of learning is most
affected before training begins, have we regressed
in our practices by not consistently involving the
learners immediate managers ahead of time? Being open with a learners manager prior to training
and involving them with goal setting and followup processes afterward can make the difference
in making training a part of the business strategy
and not just a nice thing to do.
Teresa Amabile and Steven Kramer, Harvard Business School professors and authors of
www.trainingmag.com
The Progress Principle: Using Small Wins to

Ignite Joy, Engagement, and Creativity at Work,
highlight the need for business leaders to help
employees feel they are making progress at work
as a critical factor to engage employees. How
often do we as learning specialists put in place
a vehicle or methodology for having learners
know they are making progress with the ideas,
information, and skills taught to them?
ACCOUNTABILITY: IMPACT AND RESULTS
Transparency in training is about taking action

on a constant basis. If we dont know something,
we need to nd out. We need to be the one-stop
resource for making learning produce results.
Find ways to improve efciency, customer satisfaction, and revenue growth by measuring the
improvements training contributes to.
This means helping the leaders who sponsor
training by determining the impact our learning initiatives have on business results. The
ROI Institutes Jack Phillips encourages us to

ask, What percentage of this change actually
was caused by this learning program? Not all
training produces a clear monetary return on
investment. But the ROI Institute produces valuable ways, such as estimation analysis, to provide
levels of impact on targeted business results.
Part of our transparency should be expecting to
deliver a measurable return on a business leaders investment for every training session.
There are many aspects to transparency in the
workplace and public domain. Transparency
applied to learning and development will include
being more open about what we do and why; the
necessity of constantly and truthfully communicating with all the players involved; and not
forgetting we are accountable for the time, monies, and energy expended on training.
When transparency is fully embraced in the
training arena, learners become better learners
and trainers become better trainers.
<USLHZO[OLWV[LU[PHS
VM`V\YZHSLZ[LHT
<ZPUNWYV]LU[LJOUPX\LZHUK
Z[YH[LNPLZ[OL)SP[a4HZ[LYZNL[
YLHSYLZ\S[ZYLHSMHZ[MYVT`V\Y
ZHSLZ[LHT
ZZZ%OLW]0DVWHUVFRP
www.trainingmag.com
training
JANUARY/FEBRUARY 2012
135
last word
Hear Ye, Hear Ye

Active listeningthe ability to listen to understand, rather than
simply to hearis a crucial skill for leadership, management,
and sales. BY MICHAEL ROSENTHAL
Q
Michael Rosenthal
is managing partner
of Consensus (www.
consensusgroup.
com), a negotiation
and conict resolution
rm headquartered
in New York and with
regional ofces in the
Middle East that offers
an array of services
through three practice
areas: Consulting,
Training & Development,
and Peace Building.
For more information,
contact mrosenthal@
consensusgroup.com.
First, you might obtain additional

information. Even if the other persons
analysis is subpar, the data that drives
their decision might be informative and
useful. Accordingly, the advice would be
to ask questions that get at the heart of
their analysis and that uncover the information they have used.
Second, you undoubtedly build relationship capital with your counterpart.
Everybodyincluding direct reports,
colleagues, and customersseeks to
be heard and understood. By providing
that platform through sincere questioning, you
will create valuable goodwill.
Last, and most important, you just might nd
that, even though you are condent in the veracity of your original opinion, youre actually wrong.
Or you might nd there is at least one other equally
plausible analysis of the situation, and you are both
right. Its the ability to suspend your condence in
your own conclusions and consider a competing
view that distinguishes the great leaders, managers,
and salespeople from the average ones.
Now, if you want to take your professionals to an
even higher level of performance, a more advanced
skill that applies to all three roles would be an
ability to consider the other sides goals and opinionswithout having to involve the other side (e.g.,
through active listening).
At my rm, Consensus, we refer to this as telling
their story. It involves describing the situation from the other sides perspective, in
which they are the central character and
protagonist, and are ascribed positive
attribution (and, conversely, you might
be cast in a negative light). It requires the
ability to suspend ones own biases and
egosomething that is particularly challenging when we have more experience,
superior information, and good reason
to think we are right and/or the other side is wrong.
But, hey, if it were easy, everyone would be doing it,
right? Since that isnt the case, skills such as these can
be incorporated into New Years resolutions, as well
as within our organizations core competencies.
With the economy slowly improving, my organization nally has reignited our development
initiatives. However, since our current budget pales compared to the pre-recession years, I have
been asked to focus our training efforts on leadership,
management, and sales. Id like to consolidate as much
as possible to realize economies of scale. I can see some
intersection between leadership and management, but
I am having trouble identifying common threads with
sales. What are some best practices that apply to all three?
A: Given the current business environment, many

of our clients are grappling with similar challenges and are turning to their training partners for
answers. Certainly, an ability to understand and
relate to the other people involved in a particular
situationwhether they are fellow leaders, direct
reports, or customersis essential for professional
success at all levels and in all functional areas.
Perhaps one of the most fundamental skills one
must master in any of the professional capacities you
mention is that of active listening. This requires that
one listen to understand, rather than simply to hear.
It sounds easier than it is, especially when we are faced
with an opinion that, at best, is less informed than
our own or, at worst, seems on its face to be wrong.
Instead, we might default to interrupting, correcting
them, or simply neglecting to provide opportunities
for others to fully express their opinions.
Everybody seeks to be heard

and understood. By providing
that platform through sincere
questioning, you will create
valuable goodwill.
In those situations (when we are sure we are right
or know more), the question that begs to be asked
is, Why would it be so important to solicit inferior
information?
And here lies the rub.
136
www.trainingmag.com
IM PART OF A GLOBAL TECHNOLOGY

POWERHOUSE. EVERY MOMENT IS
FUELED WITH POTENTIAL.
Careers For Everything You Are
The point where professional ambitions become achievements

thats where you want to be. And at Verizon, we offer the
opportunities, training and rewards to get you there. In fact,
weve been recognized as one of Training Magazines Top 125
companies for the last seven years. At every stage of your
journey, youll be challenged to enrich your knowledge and
enhance your expertise. Join us and build your future in a
company thats leading tomorrows technology, today.
Visit verizon.com/jobs to apply today.
Verizon Wireless is an equal opportunity employer m/f/d/v.
only the smart survive.
CTO
editor
busy
exec
sales
IT guy
new hire
project
manager
skillsoft
business
impact
You have a multitude of employees and they have a multitude of learning needs.
But the only kind of learning thats important to you is the kind that gets
applied. 86% of SkillSoft learners apply what theyve learned within six weeks.
Thats higher than all other types of learning covered in a new global study.
SkillSoft also drives improvement in productivity, quality and customer satisfaction.
Get all the details by downloading Moving the Needle: How SkillSoft Learning Impacts
Performance of Individuals and Organizations at www
www.skillsoft.com/impact.
.skillsoft.com/impact.
Copyright 2011 SkillSoft Ireland Limited. All Rights Reserved.

99164.1 GGGGGGG

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

99164.1 GGGGGGG

Uploaded by

Copyright:

Available Formats

THE SOURCE FOR PROFESSIONAL DEVELOPMENT

Communications company nets

VOLUME 49, NUMBER 1

Farmers Insures Success

Miami Childrens Hospital Puts People First

Mohawk Maximizes Learning

McDonalds Recipe for Success

training JANUARY/FEBRUARY 2012

Training Top 10 Hall of Fame

Microsoft Corporation and SCC Soft Computer are the

The Training Top 125

Training magazines 12th annual ranking of the top

4 Online TOC Web-only content

10 Training Today News, stats, and business

Best Practices &

14 Soapbox Paychex Train-the-Trainer

Training editors recognize innovative and successful learning

18 Soapbox ROE: Demonstration of

intel BY LORRI FREIFELD

22 How-To Motivate, Engage, and

Involve Your Team BY BRAD KARSH

24 World View Focus on Singapore

2012 Training Top 125

26 World View Focus on the Multicultural/

126 Best Practices T&D for Global JVs

128 Training Magazine Events Lets Do It!

130 Trainer Talk 6 Magic Training Phrases

134 Talent Tips Transparency in Training

136 Last Word Hear Ye, Hear Ye

JANUARY/FEBRUARY 2012 training

Whats the secret behind a

smart training program?

A Learning Management System

that thinks like you.

...and more - all for an unbeatable price.

Visit us at Training Conference booth #615

On www.trainingmag.com, the online

Leadership Development Tool Kit

Open Communication Boosts Prot

3 Leadership Lessons for 2012

Podcast: Insights on Manager-Led Development of Employees

Follow us online here:

Lakewood Media Group

Lorri Freifeld 516.524.3504

Contributing Editor Margery Weinstein

David Diehl 646.932.3402

Account Executive Gary Dworet 561.245.8328

Mike Murrell 952.401.1283

VP, Market Strategy Philip Jones 612.354.3525

Conference Director Julie Groshens

TriMax, Paul Kolars 651.292.0165

Subscriber Customer Service 1.877.865.9361 or 847.559.7533

Pfeiffer helps us satisfy our

New Releases and Bestsellers!

Essential resources for training and HR professionals

Essential resources for training and HR professionals

Sivasailam Thiagi Thiagarajan

A PROGRAM FOR USING COURAGE to TRANSFORM THE WORKPLACE

Delivering Results by Giving

Available in e-book formats.

When trainers need solutions, they Ask Pfeiffer.

TRAINING EDITORIAL ADVISORY BOARD

TRAINING TOP 10 HALL OF FAME