astra domain was triggered too early. This is usually an indicator for some code in the plugin or theme running too early. Translations should be loaded at the init action or later. Please see Debugging in WordPress for more information. (This message was added in version 6.7.0.) in /home/studyfoxx/public_html/proactivetraining.com.au/news/wp-includes/functions.php on line 6131\n\tAVANADE INC.: OFFERINGS TRAINING<\/strong><\/p>\n \n\tDesigned for client-facing employees (87.5 percent of the company), Avanade Inc.’s Offerings Training was designed to help sellers:<\/p>\n \n\tElements of the program include:<\/p>\n \n\tTo sustain programmatic impact and reinforce learning, Avanade relies on:<\/p>\n \n\tResults:<\/strong><\/p>\n \n\tBNSF RAILWAY COMPANY: DRIVER SAFETY AT BNSF<\/strong><\/p>\n \n\tBNSF Railway Company developed its Global Driver Training Program to improve driver safety for all 8,545 employees who drive BNSF-owned or rental (non-train) vehicles. Modules include:<\/p>\n \n\tSome 145 employees were certified to teach Global Driver Training, with 3,200 employees attending the one-day instructor-led training. The course includes two hours of classroom instruction and five hours of actual driving. Quizzes assess knowledge of content, and the on-road proficiency session includes individualized coaching.<\/p>\n \n\tSome 5,200 employees took the 20-minute Web-based training on distracted driving. Throughout the course, employees answer quiz questions posed from real-life scenarios to assess their knowledge. Measures to track training effectiveness, such as evaluation criteria and certification, include:<\/p>\n \n\tEmployees driving a BNSF-owned or rented vehicle are required to take a Driving Distracted Web-based refresher course every two years. Supervisors are required to do field observations and evaluations (Operations Tests) to ensure employees are working in compliance with Federal Railroad Administration (FRA) regulations and safety rules. These supervisors are given annual safety, rules, and leadership training to equip them to conduct employee observations, guidance, and coaching.<\/p>\n \n\tResults:<\/strong><\/p>\n \n\tAs for vehicle claims from accidents or events where damage occurred to a BNSF vehicle, a third-party vehicle, or other property, in the first year of training, BNSF realized an 8.8 percent reduction in claims in 2018 versus 2017 (ARI). In the second year of training, the company realized a 40 percent reduction in claims and $1.2 million savings through August 2019 versus August 2018 (ARI).<\/p>\n \n\tHASKELL: HASKELL ONLINE – BLENDED TECHNICAL TRAINING PROGRAM<\/strong><\/p>\n \n\tThe Online Technical Training Program was developed as Haskell faced a big challenge: rapid company growth from 900 to 1,500 team members in the United States and 12 countries. Critical to the company’s success is growth in construction technical training knowledge and skills to support projects in all company delivery groups.<\/p>\n \n\tLeveraging existing company technological tools\/platforms, the program provides blended, on-demand technical training online to the global field and support workforce, reducing travel to training sites. Specifically, it is designed to:<\/p>\n \n\tTechnical\/craft-related content previously was delivered only in-person at the “Superintendents Meeting” (SM), which was held twice a year. Haskell implemented an on-demand technical training curriculum focused on advanced emerging Knowledge, Skills, and Abilities (KSAs) needed in the industry for technical, safety, and quality processes. The Training team designed a microlearning process to deliver knowledge content and enhanced it with a skill\/hands-on component at the nowannual SM. Elements include:<\/p>\n \n\tResults:<\/strong><\/p>\n \n\tSOVOS: FIRST 48<\/strong><\/p>\n \n\tSovos’ new hire orientation is called First 48—the company’s acknowledgement that it understands new hires may feel overwhelmed and intimidated as they try to navigate their way during their first days at the company.<\/p>\n \n\tAll new hires—from entry-level employees to executive leaders—are expected to participate in the two full-day sessions (generally eight hours). Once an offer letter is signed, HR reps e-mail employees a welcome message with all the details of their first day and a “Welcome Tool Kit,” which provides high-level information about the company.<\/p>\n \n\tOn day 1, the local HR representative conducts a welcome session, explaining what Sovos is, what it does, and who it is. Then HR reps discuss site-specific cultures. Day 1 also consists of a benefits overview, facility tours, and internal systems training and awareness about learning and development initiatives.<\/p>\n \n\tOn day 2, each leader from each functional area talks about how his or her department contributes to the overall Sovos initiative. Each presentation led by an executive leader has a Sovos core value woven into it. For example, Technology sessions talk about Sovos’ processes internally, its new product, and how the value of “Be Collaborative” is embraced.<\/p>\n \n\tThroughout the two days, new hires participate in seven to eight activities. One of these activities is creating handmade cards for children in hospitals, which aligns with Sovos’ wellness program and is part of the company’s partnership with Cardz For Kidz.<\/p>\n \n\tNew hires also are assigned a “buddy” or “coach.” This person acts as the go-to resource to have lunch with new hires, answer any immediate questions, and be their guide as they embark on role-specific training.<\/p>\n \n\tNew hires are asked to complete a set of tasks within their first seven days—these are related to benefits, code of conduct (which was made into a fun video), security trainings, and manager\/team welcomes. Waiting for new hires at their desk is an assortment of company-branded items to further welcome them into the organization, including stickers, a welcome booklet, T-shirt, and tumbler.<\/p>\n \n\tResults: <\/strong>First 48 has only been running for 1.5 years, but Sovos has seen a year-over-year decline in attrition for employees who exit the organization in less than three months. Since 2017, the company has seen a 1 percent increase in retention.<\/p>\n \n\tSPECTRUM HEALTH: EXECUTIVE MBA (EMBA)<\/strong><\/p>\n \n\tThe Spectrum Health Executive Master of Business Administration (EMBA) features cohorts made up of employees from across the entire organization meeting the following criteria:<\/p>\n \n\tThe Spectrum Health EMBA is a comprehensive, two-year, fully accredited program developed in partnership with Grand Valley State University (GVSU). The program is designed to prepare participants with the skills and knowledge base necessary to succeed in the dynamic, evolving, and competitive health-care industry. After a rigorous application process, a cohort of 22 clinical and non-clinical Spectrum Health employees is selected. Over the following two-year period, they are prepared to lead, be held accountable for outcomes in the industry, and accelerate their readiness to critical health system roles.<\/p>\n \n\tParticipants work in teams on a capstone project dealing with a problem or opportunity identified by a senior leader. To date, capstone projects have resulted in significant cost savings and process efficiencies across the organization.<\/p>\n \n\tProgram participants also are asked to serve as members of a faculty pool for other Spectrum Health University programs and offerings where they share knowledge and experiences gained while attending the program. Additionally, every quarter that a program is in session, participants are asked to take part in a debrief lunch where they are able to share thoughts on the program and highlight linkages with the content they are learning and issues they are experiencing in their departments.<\/p>\n \n\tResults: <\/strong>After the completion of the program, participants’ direct leaders are asked to complete a survey rating the improvement in ability or competency. Some 87 percent of leaders reported an increase in participants’ Financial and Business Acumen, 93 percent in Strategic and System Thinking, 93 percent in Health-Care and Industry Knowledge, and 87 percent in Leading Change and Teams.<\/p>\n \n\tSome 27 percent of the organization currently is being led by graduates of the EMBA program (approximately 7,200 employees). And 81 percent of Spectrum Health’s candidates for senior leader roles are projected to be ready within a two-year timeframe, which surpasses the goal of 75 percent.<\/p>\n \n\tOUTSTANDING TRAINING INITIATIVES<\/strong><\/p>\n \n\tASTRAZENECA CHINA: AZU NAVIGATOR—BREAKING MANAGEMENT ICE<\/strong><\/p>\n \n\tAZU Navigator targets all senior managers at and above director level of sales, marketing, medical, marketing access, and other core business-relevant departments of all business units in AstraZeneca China. It covers 450 to 460 managers at and above the secondary level at stage 1 training; 1,500 DSM first-line managers at stage 2; and 8,000 front-line employees at stage 3.<\/p>\n \n\tThe program aims to ensure AstraZeneca China’s goals, strategies, and core values are conveyed efficiently throughout the organization—one of those goals is to implement its health-care management centers in 3,076 hospitals and to serve 4 million patients. As such, AZU Navigator offers a platform where senior managers from core business departments discuss the general goals and strategies based on AstraZeneca China’s core purposes and values of delivering innovative science to patients. They then materialize these more general goals into more detailed, workable tasks that encourage innovation and cooperation of all departments. In the following two months, these department directors will become “navigators,” who will, with the assistance of AZU Navigator trainers, host meetings and workshops and convey the tasks and the motivating spirit from the executives and directors to their subordinate managers of all departments in all regions. From there, the message will be delivered level-by-level by regional managers, district managers, etc., as “navigators” to first-line sales representatives.<\/p>\n \n\tDuring the process, trainers meet with navigators at each level for at least three times to help develop an appropriate “language” that most effectively motivates their corresponding direct subordinates and conveys the core values and strategic tasks. During the meetings and workshops, AZU trainers also provide real-time guidance for the navigators to make adjustments according to the reactions of the audience. Some negative reactions may be an insensitivity to some of the core corporate values and purposes or hints of potential difficulties and challenges in the implementation of the tasks. In these situations, AZU trainers would suggest, for example, instead of talking about the core value of putting patients first, trying to provoke empathy by sharing some personal experiences where friends and families benefited from a mature health-care system and medicine coverage. Alternatively, trainers could suggest encouraging subordinates to take a personal development perspective by sharing difficulties the navigators have faced in their careers and how overcoming these difficulties helped them grow as a person.<\/p>\n \n\tResults:<\/strong> Each business unit has developed at least one integrated diagnosis and treatment center. Since the launch of the AZU Navigator program in 2017, AstraZeneca China has implemented 138 China Chest Pain Centers, 85 National Metabolic Management Centers, 155 Smart Nebulization Centers, 213 departments of Pulmonary and Critical Care Medicine, 59 Integrated Lung Cancer Centers, 216 Integrated Prostate Cancer Centers, 71 Gastrointestinal Cancer Centers, 51 Community Chronical Disease Centers. These centers have treated more than 1.2 million patients across China.<\/p>\n \n\tDOLLAR GENERAL CORPORATION, LLC: INVENTORY IQ<\/strong><\/p>\n \n\tInventory IQ is a new learning program that explores the impact of inventory management on sales, stores, customers, and team members. The year-long training program was for all store operations leaders, which ultimately impacted more than 100,000 Dollar General Corporation, LLC, employees companywide. It took place in three phases:<\/p>\n \n\tTo increase learning, engagement, and fun, the Training Team created an animated character named SKUey (a SKU is a stock-keeping unit, a product identifier for inventory tracking). Throughout Inventory IQ, learners traced the steps SKUey must take to get into customers’ hands. Simulation winners were awarded a SKUey trophy, and SKUey has made several appearances on social media as the winners continue to recognize their teams for inventory successes.<\/p>\n \n\tResults:<\/strong><\/p>\n \n\tMIDCONTINENT INDEPENDENT SYSTEM OPERATOR, INC.: IGNITE – A CAREER EXPLORATION PROGRAM<\/strong><\/p>\n \n\tCareer exploration program Ignite is open to all Midcontinent Independent System Operator, Inc. (MISO), employees in individual contributor roles and is attended by a cohort nominated by either their management or themselves and selected by an interview committee of senior leaders.<\/p>\n \n\tWith at least 80 percent of MISO’s employee population serving in a technical capacity, dual career paths are vital to its attraction, retention, and motivation of high-performing team members. However, creating both a Technical Leadership and a People Leadership career path was not enough to enable technical team members to advance their careers. They needed guidance to fully understand each path, what it takes to be successful in each, and what is needed to get there.<\/p>\n \n\tIgnite begins with participants completing a “360-type” feedback instrument MISO developed and named the “Personal Brand Survey.” The survey allows their peers and managers to provide impressions of their skills and weigh in on the right fit (technical or people leadership). Results are used throughout the program as participants learn more about themselves, the career ladders, and what it takes to be successful in each.<\/p>\n \n\tResults:<\/strong><\/p>\n \n\tSONIC AUTOMOTIVE: TRAFFIC MANAGEMENT TRAINING<\/strong><\/p>\n \n\tSonic Automotive has always focused on Traffic Management, which is its Customer Relationship Management (CRM) process—a process that is vital to the success of a retail automobile dealership. The company had 94 stores operating in 94 different ways, so it aimed to bring consistency to stores in 2019 through a variety of channels. The first was training general managers and Traffic managers to get them on the same page in terms of predictable, repeatable, and sustainable processes.<\/p>\n \n\tThe company began by reviewing its reporting within its CRM, eLead. There were hundreds of reports and everyone was using something different to measure success in their store. Sonic Automotive developed three new reports that focused on appointments, activities, and overall success through Traffic Management. This allowed it to roll out consistent reporting to the entire company. The Traffic Management Training Team had to train general managers, sales managers, and salespeople (approximately 2,500 people) in all 94 stores.<\/p>\n \n\tIt then became clear that many associates and managers within the organization didn’t really understand many aspects of Traffic Management. So in 2019, Sonic Automotive focused heavily on training and developing not only its Traffic managers but also its general managers and management teams. The retailer made it a priority to train new general managers and new Traffic managers within their first 30 days of employment.<\/p>\n \n\tSonic Automotive also began using an innovative texting process for training reinforcement and so stores could implement the training themselves instead of having trainers visit each store.<\/p>\n \n\tThe retailer rolled out texting to the entire company—94 stores and more than 2,000 employees—in just over 90 days. The training documents for the rollout included: Texting from the Traffic Management Playbook, a PDF document for managers on texting reporting, a PDF document for all associates on how to send and receive text messages, and a live class that was mandatory for all associates and managers to complete prior to going live.<\/p>\n \n\tResults:<\/strong><\/p>\n \n\tWALDEN SECURITY: LEADERSHIP PATHWAYS<\/strong><\/p>\n \n\tWalden Security’s Leadership Pathways provides coaching, mentoring, training, and development to all operational leadership, from the front line to middle and upper levels across all divisions.<\/p>\n \n\tLeadership Pathways aims to first develop basic skills by building participants’ knowledge of business processes and systems. Using a multifaceted approach, Leadership Pathways uses just-in-time training and scheduled training events through various modes of delivery to maximize effectiveness, including:<\/p>\n \n\tAll of this occurs throughout the new leader’s first 60 days. Only after securing and demonstrating a basic level of expertise through job performance and business results do participants move on to developing more advanced skills, including communication, conflict resolution, problem solving, coaching, one-on-one meetings, and other skills to improve the relationship between Walden Security’s officers and their leaders.<\/p>\n \n\tThe program is customized for each participant, which allows for:<\/p>\n \n\tLeadership Pathways integrates with new hires’ onboarding, orientation, and other required training programs. This program develops new hires to handle the typical job expectations in 60 days while still enabling them to work out in the field.<\/p>\n \n\tResults:<\/strong><\/p>\n Training editors and Top 10 Hall of Famers recognize innovative and successful learning and development programs and practices submitted in the 2020 Training Top 125 application. 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