Wednesday, September 1, 2010

Implementing Social Networking to Boost Organizational Learning and Performance

Social Network and Learning: How are you leveraging the tool for your training, self-learning and career positioning?

How do you use social learning to impact work and performance?

What are deep seated training beliefs and values that are challenged in Social Learning practices?

Is Social Learnng and Networking a fad, passing by fashion (which we have before) or is it here to stay as a permanent solution to training and learning?

Discover your answers this September.

Implementing Social Networking to Boost Organization Learning and Performance
Webinar Presenter: Ray Jimenez, Ph.D. Vignettes Learning
Topic: Implementing Social Networking to Boost Organizational Learning and Performance

Webinar Dates (4-part series):
Location: Vitual Facilitation
Date: Sept 3, 10, 17, and 24
Time: 11:00 - 12:00 p.m. Central Time each day

Registration details: Cost: $199 for ASTD/SHRM, $225 for Nonmembers

More Details and Registration at

Monday, July 19, 2010

Participants Hard at Work at the ASTD Central Iowa Chapter Programming Event: "The Case of the Teflon Trainee"

Pictures of Terrance Donahue at the ASTD Central Iowa Chapter "The Case of the Teflon Trainee" Event

The Case of the Teflon Trainee Review

On July 9th, Terrence Donahue presented an eye-opening interactive workshop for the ASTD Central Iowa Chapter - The Case of the Teflon Trainee: Overcoming Obstacles to Make Your Training Stick. And for those who did not attend, you missed a very informative program about obstacles that prevent training from sticking and how to overcome them. Some of the highlights that can help training and management look at transfer of training more closely are:

  • Consider the cost of unused training! Ask management what training actually costs. Ask them how much it will cost the company if training is not done. Finally ask them what the cost is if training was provided, but not used on the job.
  • Form a performance partnership among trainers, managers, and employees. Training has a partnership with employees and management to assess the needs and train. Management partners with training and employees during and after the training. It should be managers who are responsible for performing Level 3 evaluations for determining if skills are being used at work. Employees have a partnership with trainers and managers to identify what they are to learn and how it will be applied on the job.

How can training help with this process? Why not train managers how to help their employees use the newly learned skills. Meet with management prior to training to discuss a plan of action for helping employees transfer skills to their jobs.

If you attended the workshop, please feel free to comment on more of the information you believe was pertinent to you.

Saturday, July 3, 2010

What Is the Cost of Training to Your Company if Learners Are Only Applying 20% - 30% of What They Learned in Training?

The transfer of training is very important because the price of retraining a learner can be costly in the amount of lack of time on the job and retraining.

A question to consider prior to the July 9th ASTD Central Iowa Chapter event, "The Teflon Trainee: Overcoming Obstacles to Make Training Stick," by Terrence Donahue, is
"If your learners are only applying 20 - 30% of what they learned in training, what is the cost to your organization?"
Feel free to comment on the programming activity blog: http:\\
If you have not yet registered for the July 9th program, you can do so at http:\\

Terrence Donahue Interview: Part II

What should Training and Development professionals do to strengthen their case for training?

Mr. Donahue: Help executives and business leaders to understand 3 things...
  1. The cost of training,
  2. The cost of not training, and,
  3. The cost of training provided that has not been applied on the job. This thrid item is a crucial conversation.


What is your Myers-Briggs profile?

Mr. Donahue: ESTJ, but I'm a borderline introvert. I don't like being the center of attention, but really enjoy facilitating.


How can a trainer make the most of his/her personality, and avoid worrying about some of the traits or characteristics s/he lacks?

Mr. Donahue: I try to remember that no matter what I do in Training and Development, my main product is the job performance of learners, so I focus on their ability to learn and apply the training. I like to ask trainers, "What is your product?" Interestingly, many of them have no idea; they don't know how to respond.


On the Personal Side....

Terrence has 2 boys and 2 girls, all under 14 years old. When asked what his favorite family activity is, he said "Just talking with them - asking questions and listening." No doubt, home is where he's gained some of his best listening skills!


Remember the question from Part I Is Terrence's favorite actor:
A) Will Smith
B) Charles Bronson
C) Bob Hope
D) Leonardo DiCaprio

If you guessed "C" Bob Hope, you're correct!

-- by Chris Ballew, Programming Committee

Monday, June 28, 2010

Why Do You Receive Requests for "Refresher" Training?

There were times that I was asked to give refresher training to employees who should now be using the skills on the job. Yet, I believed that the training was complete and the employee left knowing the material that was taught.

Other topics to consider if you are attending the July 9th, "The Teflon Trainee: Overcoming Obstacles to Make Training Stick" event are:
  • How many requests do you receive for "refresher" training?
  • Have you ever felt that these requests stemmed from the fact that management never reinforced the initial training?

Please feel free to post your responses in the comments of this blog.

If you have not registered yet, you can do so at

Thursday, June 17, 2010

Interview with Terrence Donahue: Part I

Terrence Donahue
Presenter for the July 9 Program
"The Case of the Teflon Trainee: Overcoming Obstacles to Make Training Stick"


Terrence attended Eastern Illinois University ( the Panthers) in Charleston, where he earned his BS in Education. He attended on an athletic scholarship, competing for the Panthers in both cross country and track. He has worked as VP of Instructor Quality, Director of Training, and Senior VP prior to establishing his own business, the Performance Maker Group, in Muskego, Wisconsin. He is the father of 2 boys and 2 girls, all under 14 years of age.

Terrence's favorite spectator sport is (drum roll, please) ...professional football. His favorite team? The Chicago Bears. His favorite meal is a tossup, either ribs or pizza.

Called "The Trainer's Trainer" by his clients, his trademark is providing clients with practical processes and tools to succeed in their roles.


"Terrence, how can T&D professionals ensure that line managers do appropriate follow-up to "make training stick?"

Mr. Donahue

There are several ways T&D can accomplish this.

  1. Emphasize the cost of training given, but not applied

  2. Influence the influencers, since T&D doesn't have authority to ensure change occurs

  3. Help managers understand their role in the training process


"You stated in an earlier interview that the value of T&D professionals' work will come 'not in the things, we say, but in the questions we ask.' What has helped you become a better listener?"

Mr. Donahue
Watching other people listen. I learned this from observing my mentor, both in business meetings and in social settings. I made a conscious decision to work on my own listening skills. If you can ask good questions, people never argue with their own data.


"What's the biggest obstacle to learning that trainers overlook?"

Mr. Donahue
Trainees don't know why they're taking the training program or what will be expected of them upon completion of the training. This needs to be reinforced by the trainee's manager, both pre- and post-training.

In 2 weeks, we'll post Part II of Terrence's interview. Find out if his favorite actor is:

A) Will Smith
B) Charles Bronson
C) Bob Hope
D) Leonardo DiCaprio

Transfer of Training Tactics

How many "transfer of training" tactics are currently built into the design and delivery of your existing curriculum?

Thursday, June 3, 2010

Where is the current "finish line" for your training programs?

When you are designing training programs, do you consider when the course is really completed? Consider this question: "Is the finish line at the end of the course or is it six months later after a full implementation plan has been launched, executed, and evaluated?

What are some of the techniques you use today to determine if training has transferred to the job?

We welcome your comments.

See the following website to register for "The Case of the Teflon Trainee: Overcoming Obstacles to Make Training Stick" on July 9, 2010:

Wednesday, May 26, 2010

What Obstacles Do You See That Prevent the Transferring of Training

As trainers and educators, we all understand that it is important for participants to transfer what they learn to the job. However, we also know that there may be barriers that prevent that from happening. One obstacle I can think of is that participants are not able to use the skills they learned. So the more time that lapses between the class and they need to use those skills, they have forgotten much of what they have learned. To help prevent this, I encourage management to move training closer to the date when participants will be using their newly learned skills.

Can you list some other common obstacles in your organization that keeps training from transferring back to the workplace, and what have you done to overcome those obstacles?

Don't forget to register for the July 9, 2010 half-day event on "The Case for the Teflon Tranee" at:

Wednesday, May 19, 2010

Flip Charts Captured

Table groups at the April 30th "Creating a High Performing Team" discussed a few questions. Below are the thoughts captured on flip chart sheets that day, available to you:

1. What are the challenges currently facing you and your team?

HR/Training Partnership
Team 1
Ø Role clarification and collaboration
o Getting the others involved (e.g., Recruitment, EE Issues)
Ø Smooth transitions
o Knowing who to hand off to
Ø Collaborative on-boarding
Ø Information sharing
Team 2
Ø Groom future leaders
Ø Talent Management
Ø Right fit hiring
Ø Education Managers importance of EE engagement
Ø Time for knowledge transfer
Ø Succession planning
Person 3
Ø Sharing information and knowledge
Ø Learn how to combine expertise of two areas
Ø Bread down barriers
o Corporation to local areas – communication
Team 4
Ø Communication (emerging issues)
Ø Joint meetings to identify gaps and obstacles
o Develop solutions (training/communication)
Ø HR (in LOB) partners with training department
o Develop customized solutions
Team 5
Ø Utilize/implement technology
Ø Collaborate to determine training needs, solution to problems
Ø Understand each other’s role
Ø Recognize available resources
Team 6
Ø Challenges for HR teams:
o Business acumen
o Need to network to build relationships
o Everything is a high priority
Ø Challenges across organization
o Unclear expectations
o Economy – lack of resources (do more with less)
o Not enough focus on teams – too much focus on individuals
o Change is constant (prioritization, hard to focus)
o Technology changes
o Lack of leadership skill in the “people” part of their roles (vs. results)
o Lack of open communication (to give feedback or work through conflict)
o Business realities that face us and no time to create strategy around the change (regulatory, economic, etc.)
o Not enough bench strength to be resilient with turnover
o Lower standards to get work done
o Lack of accountability – “I’m not part of the problem.”
Team 7
Ø Involvement of key decision makers
Ø Company structure and differing cultures
Ø Limited time outside daily tasks
Ø Competing interests of teams
Ø Communication dysfunction
Ø Geography
o Teams not in same location
Team 8
Ø Personality conflicts
Ø Unclear roles
Ø Remote team members/offices/shifts/schedules
Ø Communication
Ø Poor leadership
Team 9
Ø Lack of technology (restrictions, lack of infrastructure)
Ø Introduction of new technology without training
Ø Too many leaders and conflict amongst them
Ø Not seen as consultant
Ø Understanding and acceptance of your/their own roles (may be more or less than thought)
Ø Different definitions
o (e.g., training vs. staff dev.)
Ø Senior leadership support and understanding of roles/definitions
Ø Conflicting priorities and get paralyzed , overwhelmed
Ø Accepting change
o (“This is way we have always done it.”)
Ø Communication and not enough, not the right things, or don’t share why
Ø Leaders not always self-aware
Ø Time
Team 10
Ø Location
Ø Time
Ø Multiple Silos
Ø Overwhelmed with commitments
Ø Lack of clarity of direction
Ø Accountability
Ø Quality of Information
Ø Lack of leadership or someone commands/controls
Ø Not right roles/room
Team 11
Ø Fear
o Of change, it’s constant
Ø Blame and pointing fingers
Ø No consistency in communication
Ø Shifting priorities
Ø Resource constraints: money, people, time
Ø Keeping up with the market
Team 12
Ø Data conflict
Ø Communication
Ø Lack of resources
Ø E-mail
Ø Personal Productivity/Time management
Ø When to say no
Ø Lack of clarity-WIGS
Ø Hierarchy (bottlenecks)-decision makers
Ø WIFM v. good of the whole
Ø Miss the gap
Ø Vulnerability
Ø Safety (pink elephant)
Ø Walking retired
Ø Lacking/missing champion
Ø Door managers
Ø Wrong person in wrong seat
Ø Holding peers accountable
Ø Friendships
Ø Favoritism – perception
Ø Pro-active vs. reactive
Ø Trust
Ø Growing too fast

Team 13
Ø Lack of clear communication from senior leaders (goals/visions)
Ø Lack of trust
Ø Fear
Ø Unaware of diversity of strengths – translates to a lack of respect
Ø Protection of turfs/ silos
Ø Lack of commitment or engagement
Team 14
Ø Promotion for staff and technical skills but not necessarily manager skill sets
Ø Logistics/multiple locations
o 2 bargaining units at one location
Ø Limit cross training
Ø Personal baggage from personal life brought to work and our teams daily
Ø Department compartmentalize (don’t integrate toward goal)
Ø Communication
Team 15
Ø Sharing industry knowledge
Ø Asking/listening
Ø Understanding roles
Ø Location
Ø Effective communication
Ø Humanize relationships
Ø Common language
Ø Define processes
Ø Understanding generations and all other diversity issues and performance styles
Ø Touch points for alignment
Team 16
Ø Communication strategy
o Plan, consistent, training, feedback
Ø Reassessing on regular basis
Ø Intentional and purposeful and falls in alignment with goals
Team 17
Ø Education
Ø Building relationships/collaboration
Ø Goal setting
Ø Tying training to long term objectives
Team 18
Ø Identify and define goals
Ø Combine knowledge
o Bring in other knowledge experts with authority and decision-making
Ø Agree on direction
Team 19
Ø Collaborate with others from different areas
Ø Learn the business – how it works (“the language”)
Ø Provide data from sources like exit/retention interviews, employee opinion survey to gauge trends
Team 20 (what practices have we used to set leaders, teams, EEs up for success?)
Ø Attend meetings – be present and listen
Ø Be a “full service “ HR department
Ø Support and practice good communication strategies
o HR one-on-ones
Ø More collaborative efforts
Ø Have an HR business plan

2. What learnings (skills, behaviors, techniques) have you learned that can help you face and overcome these team challenges?
Best Practices
Team 1
Ø Measure organizational culture, share best practices
Ø Accessibility - Reaching out
Ø General Reorganization (e.g., no duplicated efforts, appropriate span of control)
Ø Coaching culture
Ø Performance management – goal cascading
Ø Training from the top down
Ø Training with multiple roles, functions participating
Ø Senior leaders communicating at an operational level
Ø Teamwork competency
o What to do, or not to do
o Senior level expectation of accountability
Ø CEO connecting to individuals
Ø Career coach on staff

Team 2
Ø Expanded on-boarding
Ø New employee (quarterly company meeting)
Ø Purpose statement/Mission-vision
Ø Share-point
Ø Web resource
Ø 360 feedback
Ø Communication/teambuilding/self aware
Team 3
Ø Upper management support
Ø Collaboration HR/training get resolution
Ø Two-way communication
Ø Cross-function meetings
Ø Leader knows how to lead
Ø Confidence to ask for help
Team 4
Ø Leader Transition Workshop
o QNAs from department
o Leader/employees engaged in interactive discussion
Ø On-boarding
o Leadership (modules, soft sales curriculum)
Ø New leader on-boarding
o Culture, performance management, evaluations, network activities
Team 5
Ø HBDI (Herman Brain Dominance Index)
Ø Mentoring for on-boarding/ongoing development
Ø Performance strategies/plans
Ø Workforce (succession planning)
Ø Proactive
Ø Relationship Building/Networking
Tools, Resources, and Alliances needed
Team 6
Ø Business acumen to be a strong HR Partner
Ø Alignment of work and people
Ø Performance management
Ø Strong succession planning process
Ø Mentoring program for transfer of knowledge
Ø Social networking
Ø Expand on-boarding of new hires to the entire team, returning them to “performing” stage
Ø Increased capacity skill in innovation, creativity
Ø Programs to help us understand others
o Strengths finder
o 5 Dysfunctions of a Team
Ø Find people who are passionate and committed to being a high-performing team/organization
Team 7
Ø Employee on a stick!
Ø Direct questions/comments to remote team members
Ø Ask requestor to prioritize their needs
Ø Delegate authority and control or lead the show
Ø Team advisors with key decision maker buy-in
Ø Clear plans
Team 8
Ø Communication strategy
o Teleconference, email, technology, social media)
o Expectations (job/role description, mission/vision, department goals)
Ø Training, coaching, mentoring, relationship building
Team 9
Ø Senior leaders and all leaders support/sponsorship
Ø Building relationships inside company buy outside immediate department
Ø Bring in consultants
Ø Having clear expectations and common goals
Ø 1:1 meetings with leaders conduit for many things
Ø Technology can be a tool
Ø Data on and from the organization
Ø Having a company strategy
Ø Gaining knowledge about core business (being pro-active vs. reactive)
Team 10
Ø Right people, right seats, rights bus
Ø Clear, concise communication
Ø Leadership development
Ø Money
Ø Shared vision
Ø Culture of trust
o It’s okay to make mistakes and okay to succeed
Ø Commitment to common goal
Ø Measurable
o Clear objectives
Team 11
Ø Training and education on change and why to managers and employees
Ø Relationship management between managers and employees
Ø Allow/promote self-development opportunities
Ø Time management and planning tools
Ø See it – own it – solve it – do it!
Ø Access to decision makers to build trust then gain buy-in from employees
Ø Transparent environment
Team 12
Ø Training
Ø Learning opportunities
Ø On-boarding
Ø Mentoring/coaching
Ø Relationships with other departments and senior leaders
Ø Being valued
Ø Champion
Ø Celebrations!!
Ø Rewarding
Ø Friendships
Ø Trust
Ø Mutual respect
Ø Proper equipment
Ø Technology
Team 13
Ø Commitment from the top down
Ø Interdepartmental communication
o ( e.g., “spotlight”)
Ø Process improvement/management methodology
Ø Five dysfunctions of a team and other interpersonal skills training
Ø SHRM, ASTD-Networking
Ø Leveraging Relationships
Ø Time
Ø Technology connections (forums, blogs, webinars)
Team 14
Ø SMB buy in support
Ø Quarterly goals
Ø Continue education, performance plans, development
Ø Rewards that are tangible and intangible
Ø Orientation/mentoring/on-boarding
Ø Technology
Team 15
Ø Touch points
Ø Utilizing strengths
Ø Processes/templates/expectations for all
Ø 360’s
Ø Have all actions tied to company goal
Ø Honest and constructive feedback with good intent
Ø Drinks after work = team building
Team 16
Ø Pro-active vs. reactive
Ø Collaboration between departments/ areas
o “Who else needs to know?”
Ø Realistic and be willing to say no
Team 17
Ø Realign – change alliances
Ø Communications
Ø Corporate/business culture
Team 18
Ø On-boarding
Ø Responding to EE surveys
Ø Teams pursuing solutions, suggestions to HR/leadership team
Ø Town hall meetings
Ø Team building exercises/training
Ø 5 dysfunctions of team
Ø Committees – forming relationships, breaking down silos
Ø Goal alignment
Team 19
Ø “Lunch buddies”
Ø Hasting “café” dialogues
Ø Networking opportunities
Ø Smart goal writing workshops
Ø New leader assimilations
Ø “Oscar” – Oscar cares, recognition programs
Ø “Emerging leaders” program training
Ø Utilizing self-awareness tools
Team 20 – (How HR and training can partner to overcome obstacles)
Ø Constant communication
Ø Planning together
Ø Stay connected to teams in organization
o Know what is coming before it happens
Ø Create awareness that we are a strategic partner
o Make sure we are “top of mind”

Monday, May 3, 2010

A Glimpse of Friday's Program

Jeffrey Parsons in action at "Creating a High Performing Team," Friday, April 30th.

Also, as promised, Jeffrey has provided a copy of his participant materials so you have access to fresh copies of the resourceful worksheets included. Click on the link below.

Tuesday, April 27, 2010

Creating a High Performing Work Team Program

Don't forget, this Friday from 8:00 - 12:00 at DeWaay.

Remember to come prepared to answer the following questions:

1. What are the obstacles facing your organization that hinders the ability to create a high performing team?

2. How can the HR and Training teams/organizations partner to overcome the obstacles facing today's organizations?

3. What are the tools, resources, and alliances needed to create the infrastructure and sustain the success of a high performing team?

4. What are the best practices, resources, partnerships, or tools that you have used to build a high performing team?

Monday, April 19, 2010

Come Prepared to Answer the Following Question for the "Creating a High Performing Team" Program on April 30, 2010

How can the HR and Training teams/organizations partner to overcome the obstacles facing today's organizations?

Don't forget to register for this event at

Monday, April 12, 2010

Consider Answers to the Following Question for the "Creating a High Performing Team" Program on April 30, 2010

What are the tools, resources, alliances needed to create the infrastructure and sustain the success of a high performing team?

Please feel free to list your responses on this blog.

There is still time to go to to register for this high impact program on leadership.

Friday, April 2, 2010

Discussion Question to Prepare You for the "Creating a High Performing Team" Program on April 30, 2010

What are the best practices, resources, partnerships, or tools that you have used to build a high performing team?

Please feel free to place your answers on this blog.

If you have not registered for this highly interactive program, go to

Monday, March 8, 2010

Challenges for Creating High Performing Teams

Come prepared to participate at the April 30th Quarterly Program on Creating a High Performance Team.

Plan to discuss some of the challenges you face in creating high performance teams by answering the following three questions:
  1. What are the obstaces facing your organization that hinders the ability to create a high performing team?
  2. What are the tools, resources, alliances needed to create the infrastructure and sustain the success of a high performing team?
  3. How can the HR and Training teams/organizations partner to overcome the obstacles facing today's organizations?

Please feel free to post your answers on this blog.

Thursday, February 18, 2010

2010 Trio Package Program Objectives

The Trio Package registration deadline is drawing near. You only have 10 days left. The offer expires on March 1, 2010.

If you need more help to decide on whether this deal is appropriate for you, review the following program objectives.

Leadership & Organizational Development: Creating a High Performing Team (April 30, 2010):

  • Reinforce the skills necessary for creating and sustaining a high performing team.
  • Define the impact of goal setting and the value of personal action plans.
  • Identify the barriers, internal and external, that can derail individuals or teams.
  • Explore the daily challenges facing leaders in today's workplace.
  • Examine the importance of setting expectations and performance standards.
  • Integrate the power of feedback, giving and receiving, in creating a high performing organization.
  • Create personal actions to integrate performance management behaviors into your leadership style and daily employee interactions

The Case of the Teflon Trainee: Overcoming Obstacles to Make Training Stick (July 9, 2010):

  • Develop a transfer of training mindset for employees, supervisors, and trainers.
  • Identify the obstacles that prevent training from transferring back to the job.
  • Implement relapse-prevention strategies.

Training on Trial (November 5, 2010):

  • Obtain practical methods that will move you from a "checkmark training organization" to a strategic business partner.
  • Use the Kirkpatrick Business Partnership Model to create a compelling Chain of Evidence showing the value of training to a "corporate jury."
  • Identify the key metrics that are important to the business and how you can support them.
  • Apply the material to a real training challenge in a group activity.

Register for your Trio Package today at

Wednesday, February 10, 2010

Most Innovative Training Solution - CDS Global

Ruth Anderson and her team from CDS Global speak on their WLP Presentation on their Most Innovative Training Solution.

Technology WLP Winner - Nationwide Learning Solutions

Carol Dawson speaks on Nationwide Learning Solutions' WLP presentation on Technology.

Coaching and Mentoring Programs

Winner Debbie Ladehoff from Farmers Mutual Hail speaks on their presentation for Coaching and Mentoring Programs.

Tuesday, February 9, 2010

Interview with Jen Goemann at the WLP Awards

Winner Jen Goemann from ARAG summarizes their breakout presentation on Training as a Business Strategy.

2010 Trio Package - Hurry, Time Is Running Out to Register

The 2010 Trio Package is now available.

Offer will expire on March 1, 2010

You can use the trio package in one of the following ways:
  • Attend all three yourself.
  • Rotate among your department the person who attends.
  • Gift a program to a client or to an employee as a reward.

Act now to take advantage of the following discounts:

  • $245.00 (Members)
  • $330.00 (Non Members)
  • Get two-in-one. If you need to renew your membership, simple register as a "non member" and you can add a free membership on to your registration.

You can find more information about the "Trio Package" on the ASTD Central Iowa Chapter website:

Wednesday, January 20, 2010

Most Innovative Training Solution - 2009 Workplace Learning and Performance Presentations and Ceremony

CDS Global was the winner for the Best Practices in Most Innovative Training Solution award for 2009. The breakout session was presented by Ruth Anderson, Ken Olsen, Deborah Horton, Fred Redhead, and Pricilla Ebling. Jan Roby (not pictured) is also an instrumental member to this effort.

The Best Practices for Most Innovative Training Solution Award for 2009 was accepted by Ruth Anderson, Fred Redhead, Deborah Horton, Pricilla Ebling, and Ken Olsen.

Technology - 2009 Workplace Learning and Performance Presentations and Ceremony

Nationwide Insurance Learning Solutions was the winner for the Best Practices in Technology award for 2009. The breakout session was presented by Carol Dawson and Amanda Braun.

The Best Practices for Technology Award for 2009 was accepted by Carol Dawson and Amanda Braun.

Training as a Business Strategy - 2009 Workplace Learning and Performance Presentations and Ceremony

ARAG was the winner for the Best Practices in Training as a Business Strategy award for 2009. The breakout session was presented by Erin Barfels and Jen Goemann.

The Best Practices for Training as a Business Strategy Award for 2009 was accepted by Erin Barfels and Jen Goemann.

Tuesday, January 19, 2010

Coaching and Mentoring - 2009 Workplace Learning and Performance Presentations and Ceremony

Farmers Mutual Hail Insurance was the winner for the Best Practices in Coaching and Mentoring award for 2009. The breakout session was presented by Debbie Ladehoff, from Farmers Mutual Hail Insurance, and Rowena Crosbie, from Tero International, Inc.

The Best Practices Coaching and Mentoring Award for 2009 was accepted by Debbie Ladehoff.

Monday, January 18, 2010

2009 Best Practices in Workplace Learning and Performance Executive Panel

Central Iowa Chapter of ASTD celebrated their annual 2009 Workplace Learning and Performance Awards Ceremony and the Executive Panel Discussion on Friday, January 15, 2010 at Nationwide. The afternoon began with an Executive Panel answering questions posed to them by the chapter’s Past-President Paul Smith who is a Senior Training Analyst at Principal Financial Group.

The order of the Executive Panel from left to right is:

  • Debbie Ladehoff, Human Resources Coordinator from Farmers Mutual Hail Insurance Company
  • Erin Barfels, Chief Human Resources Officer from ARAG
  • Judy Bohrofen, Vice President from NCMIC Group, Inc.
  • Marci Chickering, Senior Vice President of Human Resources from Wellmark Blue Cross Blue Shield

You will find some of the questions asked of the panelists in the comments section.