Learning and Development Round Tables will work as teams to use their knowledge, skills and best practices to solve work-place learning and development challenge case-scenarios. Cases have been created based on the ASTD Competency Model.
CASE 1: A higher educational institution has been delivering professional development training to both academic and non-academic team members at all levels of the organization. Learning delivery has included classroom, e-learning and blended formats. The learning and development team wants to improve the transfer and application of the learning. The group will focus discussion on learning transfer best practices, monitoring the application of learning and reporting results to senior leaders.
CASE 2: A not for profit organization has been impacted by recent state and federal budgetary cuts. These cuts may result in the need to eliminate a number of programs that greatly benefit current consumers and the community. The OD team has been charged with developing an internal consultant approach to engage employees at all levels to brain-storm innovative strategies to address the current budgetary and service concerns. In addition, they need to develop a change management plan to successfully implement key strategies. The learning and development team will present a engagement/innovation and change management plan to senior management.
Case 3: A large multi-state employer has a sophisticated learning and development organization that supports training and learning programs across the organization. In an effort to support internal leadership development, the team is charged with the design/development of an internal executive coaching program that will support new to mid-level managers as they complete a 12-month leadership development program. The program consists of training, personal study-learning and multiple job assignments. Internal coaches will be current leaders and professionals from within the organization. Coaching program development will include coach selection, certification, assignment, structured coaching process, evaluation and a tri-ad format that loops-in each coachee's direct supervisor.
Case 4: A large healthcare provider's human resource and training team has been asked to centralize the management of learning programs across the organization. This includes licensed, professional, non-professional and technical training and development. Programs are currently managed by specialty area (Drs, nursing/care providers, IT, management/leadership, business office) with some overlapping programs being delivered across the organization and managed by specified departments (compliance, safety, customer service). The goal of centralized management of all learning and development programs will ensure consistency and maximize investments by leveraging resources.
Each learning team will be led by a local colleague from some of our top organizations in the Rochester area, including:
- Stanley Byrd, Ed. D., Director, Human Resources-OD and Staff Diversity, University of Rochester
- Rosemarie Becker, SVP People Resources, ABVI
- Stephanie Reardon, HR Manager Wegmans Distribution
- Joeann Humbert, Director of OD, Rochester Institute of Technology
Each learning team will develop a solution to their challenge and present it to the other participants. You will benefit from the application of your own expertise, sharing the expertise of others and benchmarking best practices related to specific learning and development competency areas.
St. John Fisher College,
Campus Map
5:30 - 5:50 Registration & Networking
5:50 - 6:00 Welcome/Introductions
6:00 - 7:15 Program
7:15- 7:30 Close
