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contents
NOVEMBER 2021 | VOLUME 58, NUMBER 4
DEPARTMENTS
2 Online TOC Web-only content
4 Editor’s Note The Great
Opportunity By Lorri Freifeld
6 Training Today News, stats, and
business intel By Lorri Freifeld
10 Soapbox I Am Me
By Mary Beth Dondelinger
12 Soapbox Thriving Amid Today’s
Change-Quakes
34 By Julia C. Freeland
14 How-To Use E-mail to Fill
Your Training Seats
FEATURES By Sheryl Lindsell-Roberts
18 2021 Training 40 L&D Best Practices: 16 What the Tech? Informed

Choices By Phylise Banner
Industry Report Strategies for Success
Training’s exclusive analysis of A look at how Allianz Life is 50 Best Practices Training for a
Hybrid Workplace?
the U.S. training industry, featuring creating a culture of continuous
By Neal Goodman
2020-2021 training expenditures, learning and BankWest’s Teller
54 Learning Matters Want Peace
budgetary allocations, and delivery Training for Universal Bankers.
and Tranquility? Be Like a Zebra!
methods, plus COVID-19’s impact By Tony O’Driscoll
on budgets and training. 46 Training Top 100 55 Leading Edge Solving the Hybrid
Hall of Fame Disconnect By Jann E. Freed
34 Dippin’ Dollars Outstanding 56 Trainer Talk Is It Training? Or
Average trainer salaries decreased Training Initiatives Something Else? By Bob Pike
just a fraction in 2020-2021 Details of IBM’s Sell Well 58 Talent Tips Can Recognition
to $86,954, according to Digital Campus and SCC Soft Improve Employee Engagement?
Training’s annual Salary Survey. Computer’s Effective Customer By Roy Saunderson
BY LORRI FREIFELD Service, Global Deep Dive program. 60 Last Word Made to Learn
COVER PHOTO: GT29/ISTOCK By Dawn Mahoney
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www.trainingmag.com / NOVEMBER 2021 / 1

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editor’s note TRAINING EDITORIAL ADVISORY BOARD
Brent Bloom, former VP, Service Central
Operations & Training, Applied Materials
The Great Opportunity

Vicente Gonzalez, CLO/Director, Enterprise L&D,
Lockheed Martin Corporation
Jim Harwood, former VP,
I
University of Farmers, Farmers Insurance
keep reading about “The Great Resignation” in which mil-
Bruce I. Jones, former Senior Cast Development
lions of employees either have already left or are forecast to and QA Director, Disney Institute
leave their jobs in the next 12 months. But I’d like to suggest Ross Tartell, former Technical Training and
Communication Manager - North America,
organizations reframe the movement as “The Great Opportuni- GE Capital Real Estate
ty” and focus on the valuable training and development they can
provide to both their current employees and new hires to engage TRAINING TOP 100 HALL OF FAME
Diane August, Chief Learning Architect, Nationwide
and retain them and help them grow.
Douglas Bryant, VP, Training, Sonic Automotive
During our recent TechLearn 2021 Virtual Con- Tina Claure, Senior Learning Strategist and
ference, I was glad to hear that keynoter Anh Curriculum Manager, Booz Allen Hamilton
Jessica Edgerton, VP, Operations/Corporate Council,
Nguyen Phillips, research director in Deloitte’s
Leading Real Estate Companies of the World
Global CEO Program and author of “The Gordon Fuller, Global Design & Development
Technology Fallacy,” shares this sentiment, Leader, IBM Center for Advanced Learning
Daniel J. Goepp, Managing Director, Learning
noting that “continuous learning is key in to- & Development, PwC
day’s Digital Age.” She advocates encouraging Glenn Hughes, Senior Director, Learning &
Development, KLA Corporation
experimentation, making learning more exploratory, and asking,
Graham Johnston, Leader, Talent Development
“What can you do to expand your own learning experiences?” Strategy & Innovation, Deloitte LLP
As I awaited the tabulations for our 2021 Training Industry Report, Steve Krupinski, SVP, Human Resources and
Facilities, Capital BlueCross
I wondered whether we would see a nosedive in training expen- Mary Kay LaBrie, Professional Development
ditures due to the pandemic as we did during the 2008 recession Specialist, SCC Soft Computer
Meredith Maples, Director, Training,
as training budgets often are the first thing cut during an economic
Keller Williams Realty
crisis. Instead, I was delighted to discover our research showed Michael Orth, Senior Director,
training expenditures actually increased nearly 12 percent over the KPMG Business School – U.S.
Robin Renschen, Director, Learning and
last year as many organizations plowed cost savings from virtual Development, McCarthy Building Companies, Inc.
training back into their learning and development offerings (see p. Debra Ross, AVP, Learning & Development,
BNSF Railway
18 for the full report). They also focused on employee engagement
Lou Tedrick, VP, Global Learning
and well-being as they wrestled with decisions about whether and & Development, Verizon
how to bring workers safely back to the office. Amanda Worrell, Senior Manager, Training and
Development, Dollar General Corporation
I hope to welcome you back in person to our Training 2022 Confer-
ence & Expo February 28-March 2, 2022, in Orlando, FL. Register at: 2020 TOP 5 EMERGING TRAINING LEADERS
https://www.trainingconference.com/2022/discounts.cfm. Until Rita Bragadesto, Principal Learning Specialist, PPD
then, I wish you a healthy and joyous holiday season with your loved Andrew Heifetz, Senior Manager, Global Technical
Enablement, Akamai Technologies
ones. I look forward to seeing you in 2022! Keith Lillico, eLearning Manager, Karmak Inc
Jaime Snelgrove, Consultant, Notion Navigator,
Think Up Consulting
Alicia Williamson, Organizational Designer,
Lorri Freifeld AAA Northeast
lorri@trainingmag.com

The professional
landscape is evolving.
Your learning programs
should too.
What's your L&D strategy for 2022?
Higher User Capacity
Increased Accessibility & UDL
Asynchronous & Blended

Learning Experiences
Explore the advantages of flexible learning

with Open LMS.
Learn More
training today
news, stats, & business intel by Lorri Friefeld
seekers understand whether or not a com-

pany will have a healthy hybrid work culture
and environment, FlexJobs identified 10 red
flags that could signal a hybrid company will
become a toxic place to grow a career:
1. There is no real plan for creating a
functioning hybrid workforce within the
company.
2. There are no senior leaders who work
10 Red Flags of a Toxic Hybrid remotely.

3. Digital communication tools have not
Workplace been prioritized.
Nine out of 10 companies plan to move to some form of a 4. Celebration, praise, and rewards only
hybrid-working model, according to a McKinsey survey, but most happen in the office.
don’t have a detailed plan yet on what it will look like or how they’ll 5. Your manager doesn’t have a solid
ensure fair treatment of remote workers. To help workers and job communication plan for remote team
members.
Productivity Coach’s Corner
6. Team- or company-wide meetings are
Ask Better Questions scheduled at odd hours.
By Jason W. Womack, MEd, MA 7. Information isn’t accessible.
www.twitter.com/jasonwomack | 8. There are few or no career paths for
www.WomackCompany.com/speaking
remote employees.
Today, have you asked, “Where did the time go?” Each day, 9. Employees are told they need to use
1,440 minutes go by. Asking that question probably won’t make paid time off (PTO) or take a pay cut to
you more productive tomorrow. work remotely.
Do you want to get more done? Change your questions, 10. Remote workers aren’t given the ap-
change your life. propriate equipment.
Reflect on your interactions at work one day last week. Ask It’s important to note that a toxic workplace
better questions and watch your collaboration and productivity may not have all 10 of these red flags. And if
soar. Here are some to get you started: a company has one of these red flags, that’s
1. “Who is waiting for me to send an update, and what can I tell not necessarily proof of a toxic workplace,
them tomorrow?” but rather an indication that the transition to
2. “30 days from now, what will I wish I started working on sooner?” hybrid is still bumpy. For more information,
Change your focus today, and be more productive tomorrow. visit: https://www.flexjobs.com/blog/post/
red-flags-toxic-hybrid-workplace/

Partnerships & Alliances
Global Learning Systems
Reasons for “The Great Resignation” (GLS) and Kontra Application
Security formed a partnership to
Nearly half of employees have offer SecureDev application security
thought about changing careers training as part of its new training
in the last 12 months, according to packages series, SecureSuite.
The Predictive Index’s survey of Featuring scalable interactive real-
nearly 2,000 employees across 15- life scenarios, the simulation-based
plus industries for The 2021 People secure coding training addresses
Management Report (https://www. their manager is burned out, 40% today’s critical application and
predictiveindex.com/learn/inspire/ said they feel burned out, and 45% software security threats across
resources/surveys-reports/people- said their team members seem multiple coding languages.
management-report/). Key findings burned out.
as to the “why” behind this potential • Lack of communication. Com- Avail Medsystems, whose audio/
“Great Resignation” include: munication was the #1 skill survey video technology fosters medical
• Burnout is contagious. While respondents felt their managers education and cooperation through
36% of respondents said they feel lack most. live interactive broadcasts from the
operating room, and BIOMODEX,
Sticky Notes a leader in biorealistic haptic
Specialize in What simulators for physician training
You Do Best and rehearsals, announced a virtual

medical education collaboration
By Bruce Tulgan | www.rainmakerthinking.com
Twitter @brucetulgan | brucet@rainmakerthinking.com
that will enable interactive education
programs to include live-streamed
Focus as much of your work time as possible doing the things you rehearsals and training programs
already know how to do very well, very fast, and deliver with a great involving BIOMODEX’s biorealistic
attitude. Know what specialties you want to be known for. The more 3D models and life-like simulators.
work you do in your specialties, the better your outcomes. Every
minute you spend on the things you do very well will add more value Employee experience platform
than a minute spent on something that is not your specialty. That’s Culture Amp unveiled a product
true, whether you are digging ditches or practicing surgery. integration with Personio, HR
That said, do not fall into the trap of being great at just the aspects of software for small and mid-size
the job you like and slacking on the aspects you don’t like or consider businesses. The integration enables
ancillary (like paperwork). Personio’s customers to leverage
The more specialties you have, the more of your time you’ll be able Culture Amp’s suite of employee
to devote to high-impact value adding. engagement and development tools.

training today
New Products & Services
Survey Says
RevWork, Inc., introduced an
enterprise learning reinforcement 85% of HR
platform that leverages the
neuroscience of behavior change.
departments
The software-as-a-service (SaaS)
solution delivers habit-forming
are currently restructuring or
nudges to learners through iOS and
Android applications in addition to
planning to restructure in the next
allowing businesses to create 2 years to improve HR technology
custom learning reinforcement
programs via a build-your-own- use, agility, and automation.
content interface.
—APQC’s spring 2021 State of HR Survey of 208 HR Leaders across the globe
Coveo, a leader in relevance

platforms that transform search,
recommendations, and Tech Talk
personalization within digital
experiences, unveiled a new training
platform called Level Up. In this Pluralsight, Inc., a technology experiences in today’s digital
online learning environment, workforce development company, world. Formatted like a TV show,
members can become Coveo expanded its Pluralsight Skills with BeyondCX is a series of episodes
experts and earn Coveo the addition of new lab-based that use video production,
certifications through a hands-on learning experiences for storytelling, and skills development
personalized and gamified cybersecurity, IT ops, and software techniques to immerse participants
experience. development professionals, as well in the CX world.
as a Certification Prep Center.
15Five, a human-centered Cypher Learning, a provider of
performance management Genesys, a global cloud leader learning platforms, released new
platform, launched Transform, a in customer experience (CX) features for its suite of learning
leadership training and customized orchestration, unveiled BeyondCX, management systems, including:
coaching and online educational an eLearning program for contact new graphical dashboards and
offering that aims to help managers center employees and supervisors widgets to help visualize site and
drive employee engagement and that teaches the soft skills needed course activity, surveys, and hotspot
business results. to deliver empathetic, personalized question type for assessments.

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soapbox
I Am Me
HOW STORYTELLING AND POWERFUL CONVERSATIONS ABOUT INCLUSION
AND DIVERSITY OPENED UP OUR MINDS AND HEARTS. BY MARY BETH DONDELINGER
C
ompassion. Inclusion. Diversity. In the last code switching, that they could not be their true
18 months, we’ve seen a shift at the corpo- selves in any workplace. Our employees discussed
rate level, including deeper commitments to real situations, real people, and genuine feelings.
these core values in mission statements, establishing They gained new perspectives, creating emo-
positions such as Inclusion and Diversity Officers, and tional connections with their peers, resulting in a
enhanced recruiting and employee experiences to greater motivation to think critically about their
better reflect the world in which we live. The challenge actions, thoughts, and attitudes toward others.
lies in bringing these messages from the 10,000-foot
level to ensure that we enact change for every person. BUILD IT, AND THEY WILL COME
From the start of our journey, we realized off-the-shelf We recognize that every person has a different com-
programming would not yield the results we desired. fort level with discussing the dimensions of Diversity.
Instead, we looked to the diversity within our team. So how did we meet people where they are? By pro-
We found a recipe for success that has transcended viding a platform where those who were curious could
awareness to normalizing topics that were once taboo learn from their peers. We created a process where
to discuss in the workplace. our team gathers monthly—first, in a large group set-
ting to learn from colleagues representing a specific
MAKE IT REAL dimension of our diverse community. Then we follow
We started at the top, with two of our Training lead- up with small group breakout sessions to continue the
ers having a candid conversation in front of 350-plus conversation in a more intimate setting. Participation is
team members regarding the unrest and societal voluntary, but we consistently see 60 to 70 percent of
angst stemming from the death of George Floyd. our team in attendance in the large group sessions and
Their authentic discussion about Black Lives Matter even higher involvement in the small groups.
was uncomfortable, emotional, and personal. This
conversation paved the way for others to begin feel- REPLACE PRESENTATIONS WITH STORIES
ing safe sharing their own backgrounds; challenges Instead of facilitating a formal training program,
they have faced; and how they felt, from years of we solicit volunteers from our team to host panel
Mary Beth Dondelinger is the vice president of Optum Enterprise Training, a 350-person team that
provides learning for 36,000-plus professionals in 300 unique healthcare, pharmaceutical, and member/
provider/customer support roles. This article was built with input from the entire Training organization.

discussions. Personal stories are shared about gestions to take our conversations even further.
employee-nominated topics, such as unconscious The team has indicated a desire to form groups sur-
bias, health equity, representation, intersectionality, rounding topics such as mental health and health
disability, and mental health. We have shared tears of equity to continue learning and supporting one an-
sorrow and joy and fostered a deeper connection to other. These groups are taking shape, with team
our peers as we learned what they have overcome to members voluntarily driving informal gatherings,
get where they are today. open to all, outside of work hours.
The power of these stories has transcended the
workplace, motivating people to take the conversa- SUCCESS INDICATORS
tions home to their families and friends. Others have A recent employee experience survey included a five-
acted and found ways to become better allies to un- question Inclusion Index. Results for all five measures
derrepresented groups. Still others have become were favorable. Three specific measures validated that
advocates in their communities. our team’s journey is making a difference:
We have created a culture where employees feel accepted,

appreciated, and heard. Leaders have stronger connections with
employees, and peers better understand one another.
We have progressed to a point that our team has a

Inclusion Index Favorability Compared
safe, welcoming space to be their authentic selves. Component with Organization Baseline
Employees have a platform for their voices to be heard People I work with +10.4%
and to share their stories. Peers going through similar care about my
challenges connect to support one another. personal well-being
I can be myself at +3.7%
KEEP UP THE MOMENTUM work
Other ways we have integrated Inclusion & Di- I feel welcome to +5.2%
express my honest
versity into our workplace include the creation of
opinions at work
identity audits to ensure our learning content is broad-
ly representative. We’ve updated content to ensure Our combination of personal stories, taking on difficult
accessibility for all learners, whatever their unique topics, and integrating real change into our work environ-
learning requirement. We’ve assessed our hiring to ment and approach has opened our minds and hearts.
ensure we are identifying and facing unconscious We have challenged our assumptions and created a
bias. And we’ve participated in and led enterprise- culture where employees feel accepted, appreciated,
wide community gatherings. and heard. Leaders have stronger connections with
At a recent all-team meeting, we asked for their employees, and peers better understand one an-
feedback. We received positive responses and sug- other. Now that’s a compelling story!

soapbox
Thriving Amid Today’s Change-Quakes

YESTERDAY’S CHANGE APPROACHES ARE NO MATCH FOR THE TECTONIC SHIFTS
IMPACTING ALMOST ALL ASPECTS OF LIFE THESE DAYS. A NEW STRATEGY IS NEEDED.
BY JULIA C. FREELAND
D
o you find yourself doing research on the If it wasn’t evident to business leaders before, perhaps
best change approaches to manage all the the “Great Resignation” we are seeing today finally will
change your people are facing? Are you pull- bring home the idea that change is, indeed, personal
ing out your Prosci materials, re-reading “Transitions” by and should be treated as such.
William Bridges, or wishing you had a spare half million Kurt Lewin, Virginia Satir, and Elisabeth Kübler-Ross all
in your budget so you could hire McKinsey? describe the personal journey, but their approaches are
If you are involved in supporting the well-being and designed more for tracking progress than supporting
development of the people in your organization, fig- it. McKinsey’s 7 Steps reduces people down to a data
uring out how to help them through change likely has point to be analyzed, and John Kotter’s model assumes
become a top priority in these whirlwind days. people will just go along for the ride. Prosci’s ADKAR,
Humans are facing change at an intensity most gener- the Heath brothers’ Switch Theory, and Nudge Theo-
ations alive today have never seen before. The tectonic ry all recognize the need to motivate people to change,
shifts in which multiple dimensions of life are being im- but none of them consider what it takes to support per-
pacted at the same time are shaking people’s sense of sonal evolution to become a new iteration of self.
stability, orientation, competence, and well-being.
Unfortunately, most change approaches out there
are no match for the change we are seeing today.
2. They underestimate the stronghold of sta-
tus quo. While I was facilitating the launch of a
new performance review policy at a Fortune 500 compa-
Here is why: ny, a senior leader was surprised to hear a manager say
1. They ignore the personal journey. Change

has always been a personal journey. However,
many CEOs have told me, “I don’t care what they are
the policy would never work. His reason was that long-
standing traditions, ingrained in the fabric of the company
culture were at odds with the proposed changes.
feeling. Employees will change because they are being Current change approaches tend to focus on get-
paid to do so.” Consequently, the most popular change ting a change accepted and often fail to consider what
approaches are those that ignore the personal change deeply held beliefs within an individual or organization
journey. may overrun it.
Julia C. Freeland is a personal change strategist and author of the Amazon best-seller,
“Take Your Shoes Off First,” a short business parable designed to help teams and individuals
build more compassionate relationships and embrace change easier. Learn more and
connect at: Revolveyou.com

If you work for an organization that expects perfec- WHAT TO DO?
tion, trying something new—especially if it is at odds Today’s world demands a new approach. Rather than
with existing norms for behavior—would feel risky. try to manage change, leaders need to model what
However, falling down is a critical stage of the evolution it means to embrace change personally, and organi-
process. If you live in a culture or work for an organizations need to invest in strengthening the traits that
zation that doesn’t make room for that, then requests are critical to the human ability to adapt and thrive
to embrace change will be met with nothing but an amid change.
aggressive set of defenses focused on avoiding falling To thrive amid today’s change-quakes, people
down, messing up, or losing. need more than resilience. They need strategies to
If there is no room for change, status quo will prevail. help them navigate their personal change journeys,
Room has to be created first by questioning both indi- break free from status quo thinking, calm their natural
vidual and organizational beliefs in an effort to identify defenses, and help them adapt to the changing condi-
the roots of status quo and disrupt them. tions of their lives.
3. They fail to respect human nature. When

the change you are asking people to make
feels threatening to their perception of self and under-
standing of how life is supposed to unfold, their human
To accelerate the evolution of
survival instincts flare reactively. Human nature will your organization, recognize the
deploy defenses, throw up barricades, and launch gre- shortcomings of current change
nades at that change.
Consider someone who has been running a market-
approaches, and acknowledge
ing department with success for a decade. They have the unique nature of the change
been the expert for so long they don’t remember not
people are being asked to make.
being known for it. The idea of being the expert would
be hardwired into their psyche.
Current change frameworks prescribe communi-
cating the why and appealing to the rational side of They need to be reminded of where they came from
an individual. However, no matter how compelling and what they are capable of and what they were cre-
the why is, and no matter how much their rational ated to do.
brain agrees the change is needed, just telling one Consider this: Humans were made to change.
of these experts they need to change the way they They are born masters of it!
operate isn’t going to cut it. They may say they are If you want to accelerate the evolution of your
on board with a change, but sensing a threat to their organization, you must recognize the shortcomings
expert identity would cause their hearts, minds, and of current change approaches, and acknowledge
souls to fight against it—often without their con- the unique nature of the kind of change people are
scious knowledge. being asked to make today. Then start nurturing the
Failing to consider the power of human nature is the natural evolution of your people. Align your change
#1 reason I believe billions of dollars are wasted on initiatives with their human nature and help revive
change efforts every year. their innate capability to evolve.

how-to
Use E-mail to Fill Your Training Seats

BE BRIEF. BE PROFESSIONAL. BE PERSONABLE. AND BE SURE TO TELL
YOUR INVITED TRAINEES WHAT’S IN IT FOR THEM. BY SHERYL LINDSELL-ROBERTS
I
f your training invitations are not getting the • Why is your training worth their time?
responses you expect, take a close look at what • Will it offer professional growth, new skills, certifica-
you’re sending. E-mails are too often mundane, tion, something else?
making them easy to ignore. • What do they “need to know” for the results you
• Are your subject lines compelling? expect?
• Do you consider benefits to your target audience?
• Does your formatting highlight key information at KEEP IT SHORT AND SIMPLE (KISS)
a glance? Focus your message on them, not on yourself. Be
Here are examples of training for business writing, brief. Be professional. Be personable.
which you can easily adapt to your area of specialty. • Please join us to learn… (about them)
• You’re invited to learn… (about them)
SAY IT IN THE SUBJECT LINE • I’d like to invite you to learn… (about you)
You have three to five seconds to engage readers—
making this the most important part of your e-mail FORMAT WITH STRONG VISUAL IMPACT
invitation. A strong subject line will make your mes- In this age of visual overload, content must be easily
sage pop out at a glance. Some examples: scannable.
• Sign Up Now: Learn to Write It so They’ll Read It • Use short paragraphs, white space, and bullets.
(sense of urgency) • Call out when and where:
• December 5: How to Write for the Results You DATE:
Want (compelling) TIME:
• Does Your Writing Get You the Results You PLACE:
Expect? (arousing curiosity) • Write a heading stating the key benefit followed by
a bulleted list of sub-benefits. For example:
HIGHLIGHT BENEFITS LEARN HOW TO WRITE WITH IMPACT
You must identify your target audience so you know CUT WRITING TIME BY 30-50%
where to aim. LEARN HOW TO GET THE RESULTS YOU WANT
Sheryl Lindsell-Roberts is an award-winning business writer and author of 25 books, including

four in the Dummies series. She’s been a corporate trainer and writing coach for most of her
career, helping clients to be more profitable and productive through the written word. For more
information, visit: www.linkedin.com/in/sherylwrites/

• Create a registration link with a strong heading
such as:
REGISTER NOW. WHY WAIT? You have three to five seconds
NEXT STEP: REGISTER TODAY to engage readers—making
SIGN UP TODAY!
the subject line the most
READ AND RE-READ important part of your e-mail
In addition to spelling, grammar, and punctuation,
invitation. A strong subject line
check the following:
• Do your links work? will make your message pop
• Do the day and date match (i.e., December 8 is out at a glance.
Wednesday, not Thursday).
• Did you give a deadline for registration?
the same guidelines as above, with the subject line
AND… becoming the main heading. The invitation will be
Don’t overlook the value of mailing printed, oversized delivered, read, considered, and (hopefully) passed
postcard-style invitations to large audiences. Use around to colleagues who will fill your training seats.
thank you
to Training magazine’s recent digital sponsors
To learn more about becoming a Training digital sponsor/partner, contact Jeff@TrainingMag.com

what the tech?
Informed Choices
HELPING TRAINERS NAVIGATE THE ERRATIC LANDSCAPE OF LEARNING TECHNOLOGY.
BY PHYLISE BANNER
O
ne of my mentors taught me long ago that should be using the technology
instructional design is more about making • Facilitating conditions: The extent to which we
informed choices, and less about following believe there are structures in place to support the
established systems. He encouraged me to dig deep- use of the technology
er into research that can guide the choices about the
who, what, where, why, when, and how of every learn- EXPLORE THE RESEARCH
ing experience. I find tremendous value in exploring these constructs
The erratic landscape of learning technology also before introducing a new tool or app into the work-
requires making choices—on a continuous basis. place, and often shape executive summaries around
Should I try this new app? What if it doesn’t work? the answers to the questions these constructs pose.
Or even worse, what will happen when stakeholders I am sharing these simple guidelines for selfish rea-
find out it does not solve the problems we expected it sons, as this is my last contribution to this What the
would and we’ve already blown through our budget? Tech? column. For health reasons, I have chosen to
With every choice comes consequences, and the pare down my responsibilities. I am eternally grateful
“unexpected” can pop up at any time. How do we to the Training magazine team for the abundant op-
prepare for the unexpected while maintaining a portunities they have provided.
sense of curiosity? In such times, I turn to research— I hope I have piqued your curiosity at some point in
specifically the research behind the Unified Theory of the last few years that you’ve been reading my con-
Acceptance and Use of Technology, or UTAUT. The tributions. I hope you’ll continue to explore tools and
theory posits that there are four constructs that im- apps that have little application in your space—just
pact our intention to use/adopt technology: because you can. And I hope you will turn to research
• Performance expectancy: How much we think to guide you to make more informed decisions about
we can gain from using the technology what learning technology adoptions might work for
• Effort expectancy: How easy we think the tech- you and your teams.
nology is to use I wish you all the best on your journeys through the
• Social influence: How we feel others believe we learning tech landscape. Stay curious!
Phylise Banner is a learning experience designer with more than 25 years of vision, action, and
leadership experience in transformational learning and development approaches. A pioneer in online
learning, she is an Adobe Education Leader, Certified Learning Environment Architect, STC Fellow,
performance storyteller, avid angler, aviation enthusiast, and currently training to be a private pilot.

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2021 TRAINING
INDUSTRY REPORT
A B O U T T H I S ST U DY
Now in its 40th year, The Industry

Report is recognized as the training 10. Who controls traditional
Industrial training purchases
Classifications
industry’s most trusted source of data Respondent profile by industry (weighted per Dun & Bradstreet)
on budgets, staffing, and programs.
This year, the study was conducted Public Administration 3% Other 4.5% Manufacturing 8%
by an outside research firm April-July Educational Services/ Wholesale/Distribution 3%
2021, when members from the Training Academic Institution 8%
Communications 3%
magazine database were e-mailed
Construction 2% Business
an invitation to participate in an online Services 6%
survey. Only U.S.-based corporations
Hospitality 3% Government/
and educational institutions with 100 or Military 13%
more employees were included in the
analysis. Health/Medical Consulting 2%
The data represents a cross-section Services 11%
of industries and company sizes. Safety/
Security .5%
Real Estate/
SURVEY RESPONDENTS Insurance 4%
Finance/
Small companies 38% Banking 10% Retail 3%
(100-999 employees)
Midsize 39% Transportation/ Technology/
Utilities 8% Software 8%
(1,000-9,999 employees)
Large 23%
(10,000 or more employees)
Total respondents 243

About Survey Respondents:
• 61% are managers or above in the organization
Note that the figures in this report • 19% are developers or instructional designers
are weighted by company size • 19% are mid- to low-level (based on title selection) associates
and industry according to a Dun & • 67% determine the need for purchasing products and services
Bradstreet database available through • 26% set the budget
Hoovers of U.S. companies. Since • 36% manage requests for proposals/bids
small companies dominate the U.S. • 68% recommend the purchase
market, in terms of sheer numbers, • 25% have the final purchase decision
these organizations receive a heavier
weighting, so that the data accurately
reflects the U.S. market.

TRAINING EXPENDITURES
Focused on virtual learning and Training Expenditures 2016-2021

employee well-being and retention In $ Billions
during the continuing COVID-19
pandemic, U.S. training expenditures 100 n 2016
93.6 92.3
rose nearly 12 percent to $92.3 billion n 2017
87.6
in 2020-2021. A major factor in that 83 83.5 n 2018
increase: The number of companies 80
n 2019
in the Dun & Bradstreet database 70.6 68.7 n 2020
used to calculate overall U.S. training n 2021
expenditures jumped by 15 percent. 60
51.7
And training payroll rocketed 62 47
percent to $68.7 billion. Spending 41.6 42.4
40 37
on outside products and services
declined 24 percent from $10.7 billion
to $8.1 billion, while other training
20
expenditures (i.e., travel, facilities,
11 10.7 8.1
equipment) decreased to $15.5 billion 7.5 7.5 7.5
from $29.4 billion last year. 0
As noted above, the training Total Training Training Staff Spending on Outside
Expenditures Payroll Products & Services
expenditure figures were calculated
by projecting the average training
budget to a weighted universe of
150,653 companies, using a Dun
& Bradstreet database available
through Hoovers of U.S. organizations
DEFINITIONS
with more than 100 employees.  Total training spending: All training-related expenditures for the year, including
Note: Although small companies training budgets, technology spending, and staff salaries.
have the smallest annual budgets,  Training staff payroll: The annual payroll for all staff personnel assigned to the
there are so many of them (131,628) training function.
 Outside products and services: Annual spending on external vendors and
that they account for almost one-
consultants, including all products, services, technologies, off-the-shelf and custom
third of the total budget for training content, and consulting services.
expenditures.
Average of Total Annual Budget

Organization Type Large Midsize Small Average
Education $1,133,167 $1,784,167 $200,000 $1,278,857

Government/Military $21,519,092 $1,596,826 $403,923 $6,565,841
Manufacturer/Distributor $6,567,500 $1,421,429 $229,500 $1,749,361
Nonprofit $397,500 $1,251,300 $268,773 $682,380
Association $21,000,000 N/A $51,000 $10,525,500
Retail/Wholesale $2,210,000 $1,825,000 $255,000 $1,568,823
Services $30,684,471 $801,740 $401,511 $6,650,267
Avg. Across Sizes $17,455,503 $1,302,167 $341,505 $4,609,759

2021 TRAINING
INDUSTRY REPORT
Types of Training Products and Services

Intended to Purchase Next Year
Assessment & Analysis Testing 15%
Audience Response Systems 4%
Audio and Web Conferencing Products & Systems 15%
Augmented Reality/Virtual Reality Technology 10%
Authoring Tools/Systems 39%
Business Skills 15%
Certification 26%
Classroom Tools & Systems 27%
Consulting 21%
Content Development 33%
Courseware Design 20%
Customer Relationship Management 8%
Enterprise Learning Systems 8%
Games & Simulations 21%
Knowledge Management Tools/Systems 16%
Learning Management Systems 34%
Mobile Learning 15%
Online Learning Tools & Systems 35%
Performance Support/On-Demand Learning Tools & Systems 16%
Presentation Software & Tools 25%
Talent Management Tools & Systems 11%
Training Management Administration 8%
Translation & Localization 6%
Web 2.0 0%
Other 1%
0 5 10 15 20 25 30 35 40
Average training expenditures for large companies decreased from For those who reported an increase in their training staff, the
$22 million in 2020 to $17.5 million in 2021. The number for midsize average increase was 15 people, up from 10 in 2020. For those
companies increased from $808,355 in 2020 to $1.3 million in 2021. who reported a decrease in their staff, the average decrease was
Small companies dropped from $506,819 to $341,505 in 2021. 43 people—up from 11 last year.
Some 23 percent of organizations said they increased staff from Other training expenditures decreased this year to $15.5 billion
the year before, while 59 percent said the level remained the same. from $29.4 billion in 2020. Such expenditures can include travel,
Some 18 percent said it was lower, down from 23 percent in 2020. training facilities, in-house training development, and equipment. On
Large services organizations and midsize government/military average, organizations spent 11 percent of their budget or $337,190
and education organizations had the largest personnel costs. (down from $708,255 last year) on learning tools and technologies.
This year, midsize companies spent only one-sixth as much as Large services organizations had the largest budgets for learning
large companies, while small companies spent about one-quarter tools ($2.3 million). Midsize education organizations had the largest
as much as midsize ones. The average payroll figure for large tool budget in their size range ($387,000).
companies was $7.6 million; for midsize organizations, it was $1.2 Looking ahead, the most frequently anticipated purchases are
million; for small companies, it was $288,568. authoring tools/systems at 39 percent vs. 37 percent last year;

Training Expenditures per Learner 2019-2021
$1,286 n 2019
All Companies $1,111 n 2020
$1,071 n 2021
$1,511
Small (100 to 999
$1,678
employees)
$1,433
Midsize (1,000 to $829

9,999 employees) $581
$902
$1,544
Large (10,000 or
$924
more employees)
$722
0 500 1,000 1,500 2,000
Hours of Training per Employee 2020-2021
All Companies 55.4 n 2020

63.9 n 2021
Small (100 to 999 41.7
employees) 66.8
Midsize (1,000 to 34.7

9,999 employees) 53.1
Large (10,000 or 102.6

more employees) 78.1
0 20 40 60 80 100 120
online learning tools and systems and learning management year compared with $1,111 per learner in 2020. Government/
systems (35 and 34 percent, respectively, vs. 40 percent and military organizations spent the most per learner this year ($1,483),
41 percent, respectively, last year); and content development followed by manufacturers/distributors ($1,373). Large companies
(33 percent in 2021 and 34 percent in 2020). This is followed by spent less ($722) than midsize ($902) and small ($1,433)
classroom tools and systems (27 percent vs. 26 percent last year); companies.
certification at 26 percent vs. 23 percent last year; presentation While spending a bit less per learner, companies provided more
software and tools (25 percent vs. 21 percent last year); games and hours of training than last year. On average, employees received
simulations at 21 percent vs. 19 percent in 2020; and courseware nearly 64 hours of training per year, compared to 55.4 hours last
design (20 percent vs. 23 percent last year). Augmented/virtual year. Large companies provided the most hours of training this
reality tech comes in at 10 percent. Categories receiving less than year (78.1). Large retailers/wholesalers had the highest average
10 percent of hits include audience response systems, customer number of hours overall (266).
relationship management, enterprise learning systems, training Companies continued to devote the bulk of their training
management administration, and translation and localization. expenditures to training non-exempt employees (41 percent in
Overall, on average, companies spent $1,071 per learner this 2021 vs. 45 percent in 2020).

2021 TRAINING
INDUSTRY REPORT
Training Expenditure Allocations—

Who Gets Trained?
40%
40 Staff per 1,000 Learners
35
Midsize Companies
30
25% 25%
25
14 14 15
20 15
15 12
10% 9
10
6
5 3
0 0
Executives Managers, Non- Non- Overall 1,000 to 5,000 to
Exempt Managers, Exempt for Midsize 4,999 9,999
Exempt Employees Companies
Staff per 1,000 Learners

Small Companies
25
25
20 18
19 Staff per 1,000 Learners
Large Companies
15
11 12
11 11 11
10 12
10
8
5 6
4
2
0 0
Overall 100 to 250 to 500 to Overall for 10,0000 to 25,000 to 50,000 or
for Small 249 499 999 Large 24,999 49,999 more
Companies Companies
Is the Number of
Training-Related Staff Higher
The average training or Lower Than Last Year?
60
budget for large companies

50
$19.1 B $13.7 B Lower
Higher
was $17.5 million, while
40 $22.9 B
23% 18%
$13.2 B
midsize companies
30 $18.1 B
$12.5 B
20 $14.3 B
allocated
10
$13.7 an
$12.2 average of
B B
59%
Same
$11.6 B
$5.3 $4.6
B B
$1.3 million, and small
0
companies dedicated an
average of $341,505.
TRAINING BUDGET
This year, the number of companies

What Happened to Your
reporting that their budgets increased rose
9 percent to 32 percent. Those indicating Training Budget This Year?
their budgets decreased fell to 21 percent
from 28 percent in 2020. Some 47 percent
said their budget remained the same vs. 49 Decreased Increased
percent in 2020. Education organizations 21% 32%
showed the greatest tendency for budget
cuts, while retailers/wholesalers showed a
greater tendency for gains. Increases were Remained
not evenly distributed across organization the same
sizes. Large companies showed the 47%
greatest number of decreased budgets
(35 percent vs. 13 percent for midsize
companies and 23 percent for small ones).
Most of the budget increases were
modest—less than 16 percent. Some 51
percent saw increases in the 6 to 15 percent
range (vs. 29 percent last year), while 21
percent of organizations reported increases
in the 1 to 5 percent range compared with
36 percent last year. Some 29 percent
Budget Change by Industry
reported increases in the 16-plus percent
range (vs. 35 percent in 2020). Most 20% n Decrease
respondents who reported an increase in Manufacturer 37% n Increase
43% n Same
their training budgets attributed it to the
following reasons: 20%
• Increased scope of training programs (59 Services 36%
percent vs. 64 percent last year) 44%
• Purchased new technologies/equipment
(50 percent vs. 47 percent in 2020) 18%
• Added training staff (45 percent vs. 47 Retail/Wholesale 41%
41%
percent last year)
• Increased number of learners served (38 18%
percent vs. 42 percent last year)
Government/Military
29%
This year, nearly half of the respondents 53%
who reported budget decreases cited
a drop of more than 16 percent. Some 29%
28 percent reported budget decreases Education
14%
57%
between 6 and 15 percent (vs. 36 percent
last year) and 23 percent cited 1 to 5 50%
percent decreases vs. 14 percent in 2020. 0%
Association
Some 76 percent cited budget cuts due 50%
to COVID-19 for the decrease compared
with 67 percent last year. Some 39 percent 28%
24%
noted attendance at fewer outside learning Nonprofit 48%
events vs. 16 percent last year. This was
followed by: 0 10 20 30 40 50 60

2021 TRAINING
INDUSTRY REPORT
TRAINING BUDGET
• Decreased outside trainer/consultant How Much Did Your Training Budget Increase?
investment at 22 percent vs. 11 percent last All Companies
year
• Reduced training staff or decreased number More Than 25% 14%
of learners served (18 percent for both vs. 16% to 25% 15%
24 percent and 11 percent, respectively, last 6% to 15% 50%
year)
1% to 5% 21%
• Other reasons such as lower learning
management system costs and staff pay, 0 10 20 30 40 50 60
reduced revenue, and eliminated residential Small Companies
training (16 percent vs. 13 percent in 2020)
• Decreased scope of training at 10 percent vs. More Than 25% 21%
11 percent last year 16% to 25% 8%
6% to 15% 50%
Like the last nine years, the highest
1% to 5% 21%
percentage of organizations (31 percent)
said management/supervisory training will 0 10 20 30 40 50
receive more funding than the year before,
but all the other categories followed closely Midsize Companies
behind, including: onboarding (25 percent);
interpersonal skills (23 percent); mandatory More Than 25% 5%
or compliance training (18 percent); executive 16% to 25% 23%
development and customer service training 6% to 15% 54%
(both at 16 percent). On average, organizations 1% to 5% 18%
plan to allocate the most funding to profession/
industry-specific training ($2.1 million); 0 10 20 30 40 50 60
management/supervisory training ($423,312);

and mandatory compliance training ($357,824). Large Companies
The highest priorities for training in terms of More Than 25% 8%
allocating resources in 2022 are: increasing the 23%
16% to 25%
effectiveness of training programs (31 percent
6% to 15% 46%
vs. 30 percent last year); increasing learner
usage of training programs (19 percent vs. 17 1% to 5% 23%
percent); and measuring the impact of training 0 10 20 30 40 50
programs (17 percent vs. 12 percent). Obtaining
revenue through external training remains a low
priority at 1 percent.
Why Did Your Budget Increase?
Added training staff 45%
Increased number of learners served 38%
Increased scope of training 59%
Attended more outside learning events (conferences/seminars) 0%
Increased outside trainer/consultant investment 17%
Purchased new technologies/equipment 50%
Budget adjusted to reflect higher costs 16%
Other 8%
0 10 20 30 40 50 60

How Much Did Your Training Budget Decrease?
All Companies
More Than 25% 32%
16% to 25% 17%
6% to 15% 28%
1% to 5% 23%
0 10 20 30 40
Small Companies
More Than 25% 59%
16% to 25% 8%
6% to 15% 25%
1% to 5% 8%
0 10 20 30 40 50 60
Midsize Companies
More Than 25% 21%

16% to 25% 16%
6% to 15% 42%
1% to 5% 21%
0 10 20 30 40 50
Large Companies
More Than 25% 25%

16% to 25% 25%
6% to 15% 13%
1% to 5% 37%
0 10 20 30 40
Why Did Your Budget Decrease?

Reduced training staff 18%
Decreased number of learners served 18%
Decreased scope of training 10%
Attended fewer outside learning events (conferences/seminars) 39%
Decreased outside trainer/consultant investment 22%
Budget adjusted to reflect lower costs 0%
Budget cut due to COVID-19 76%
Other 16%
0 10 20 30 40 50 60 70 80

2021 TRAINING
INDUSTRY REPORT
TRAINING DELIVERY
How much of your organizational training has been

put on hold during the COVID-19 pandemic?”
None 33%
1-10% 25%
11-25% 23%
26-50% 0%
51-75% 13%
More than 75% 6%
0 5 10 15 20 25 30 35
What have been your biggest training

challenges during the pandemic?
Technology/ramping up remote training 14%

Lack of resources/personnel 24%
Converting content to digital format 16%
Getting people engaged in remote training 31%
Assessments/evaluation 5%
Data security 2%
Other 8%
0 5 10 15 20 25 30 35
In terms of training delivery post-pandemic, the majority

of respondents (56 percent) indicated they plan to return
to some classroom training while maintaining some of the
remote learning instituted during the crisis.
TRAINING DELIVERY
This year’s survey once again included three questions to • Timing, working in pod rotations where some staff are
help understand the effects of the COVID-19 pandemic on working in person while others are working remotely, and
training delivery. The highest percentage—33 percent—said staffing challenges when there was a COVID-19 exposure
no training was put on hold due to the pandemic vs. 14 percent sending many staff home, creating staffing challenges.
last year. Some 25 percent said 1 to 10 percent of training was Being suddenly short on staff means you can’t afford to
put on hold vs. 18 percent last year. This was followed closely by send people to scheduled training.
11 to 25 percent of training (23 percent vs. 19 percent last year). • Competing demands such as increased tasks that are unique
Some 13 percent said 51 to 75 percent was put on hold (the to COVID-19.
same as last year), while 6 percent of respondents indicated • Transporting materials that could not be converted to virtual
more than 75 percent of training was put on hold (vs. 16 percent delivery.
in 2020).
In terms of the biggest training challenges during the Looking ahead at organizations’ plans regarding training
pandemic, the top choice was getting people engaged in delivery post-pandemic, the majority (56 percent, up from
remote training at 31 percent (up from 19 percent last year), and 54 percent last year) indicated they plan to return to some
lack of resources/personnel at 24 percent (compared to 13 classroom training while maintaining some of the remote
percent in 2020). This was followed by converting content to learning instituted during the crisis. Some 8 percent said they
digital format (16 percent, down a bit from 18 percent last year) plan to return to classroom training as usual (down from 12
and technology/ramping up remote training at 15 percent, down percent last year), while 17 percent said they would maintain
from 28 percent in 2020. Like last year, organizations did not the remote learning instituted during the pandemic and create
seem as concerned about assessments/evaluation (5 percent new classroom training (up from 11 percent in 2020). Another
vs. 4 percent last year) or data security (2 percent vs. 3 percent 15 percent indicated they would stay the current course and
in 2020). maintain the remote learning instituted during the pandemic
Some 8 percent of respondents chose “Other” in answer to the (up just a bit from 14 percent last year).
challenge question, with answers such as:
Post-COVID-19, what are your organization’s

plans regarding training delivery?
Return to classroom training as usual 8%
Maintain the remote learning instituted during the pandemic 15%

Maintain the remote learning instituted during
17%
the pandemic and create new classroom training
Return to some classroom training while maintaining some 56%
of the remote learning instituted during the pandemic
Other 4%
0 10 20 30 40 50 60

2021 TRAINING
INDUSTRY REPORT
TRAINING BUDGET
Projected Funding for Learning Areas Next Year

Executive Development 16% 53% 4% 27%
Management/Supervisory Training 31% 51% 8% 10%
Interpersonal Skills (e.g., communication, teamwork) 23% 60% 8% 9%
IT/Systems Training (e.g., enterprise software) 15% 64% 7% 14%
Desktop Application Training 14% 57% 9% 20%
Customer Service Training 16% 54% 6% 24%
Sales Training 13% 39% 4% 44%
Mandatory or Compliance Training 18% 71% 5% 6%
Profession/Industry-Specific (engineering, accounting, etc.) 14% 58% 6% 22%
Onboarding 25% 65% 6% 4%
0 20 40 60 80 100
n More Than Last Year n About the Same as Last Year n Less Than Last Year n N/A
TRAINING DELIVERY
Some 43 percent of hours were delivered with blended learning • 4 percent of training hours were delivered via mobile devices,
techniques, up from 33 percent last year. down from 10 percent in 2020. This year, 9 percent of training
• Virtual classroom/Webcasting accounted for 37 percent hours were delivered via social learning (vs. 3.5 percent
of hours delivered, up from 23 percent in 2020. Some 34 last year). New technologies such as augmented reality (1
percent of hours were delivered via online or computer-based percent), virtual reality (2 percent), and artificial intelligence (3
technologies, up from 29 percent last year. percent) were not widely used but did all increase slightly in
• 30 percent of training hours were delivered by a stand- usage from 2020.
and-deliver instructor in a classroom setting—down from 40
percent last year as the pandemic continued. Blended learning is used exclusively or mostly (90 to 100
Training Delivery Methods by Company Size 2021
Small (100 to 999 employees) 46% 33% 36% 36% .3% / 7% / .3% / 3% / 2%
Midsize (1,000 to 9,999 employees) 48% 29% 41% 33% 5% / 11% / 3% / 1% / 3%
Large (10,000 or more employees) 30% 27% 30% 32% 8% / 10% / 1% / 3% / 6%
0 50 100 150 200

n Blended Learning (a combination of methods listed below) n Social Learning
n Instructor-Led Classroom n Augmented Reality
n Virtual Classroom/Webcast (instructor from remote location) n Virtual Reality
n Online or Computer-Based Methods (no instructor) n Artificial Intelligence
n Mobile (cell phones, iPods, tablets, PDAs)

TRAINING DELIVERY
percent of the time) by 15 percent of the organizations. More • Mobile applications at 30 percent (down from 43 percent in
companies (50 percent) use it for 10 to 29 percent of their 2020)
training. Most organizations are using a mixture of blended • Application simulation tools (25 percent, down from 30
learning, instructor-led, virtual classroom, and online methods. percent last year)
Mandatory or compliance training continued to be done • Learning content management systems (LCMSs) at 20
mostly online, with 91 percent of organizations doing at percent (down from 31 percent last year)
least some of it online and 50 percent entirely online (up • Online performance support (EPSS) or knowledge
from 42 percent last year). Online training also often is used management systems at 20 percent (down 7 percent from
for desktop application training (80 percent), profession/ last year)
industry-specific training (77 percent), IT/systems training (76 • Podcasting at 22 percent (down slightly from 24 percent last
percent), onboarding (74 percent), customer service training year)
(69 percent), sales training and interpersonal skills training
(both at 67 percent), and management/supervisory training The delivery methods least often used for training remained the
(65 percent). Online training was least used for executive same as last year:
development (54 percent). • Virtual reality at 6 percent (down from 9 percent last year)
In terms of technology usage, of the 12 learning technologies • Augmented reality at 5 percent (up from 4 percent in 2020)
presented, the most often used included: • Artificial intelligence at 6 percent (the same as last year)
• Learning management systems (LMSs) at 90 percent, up
from 84 percent last year, followed by virtual classroom/ Large companies appear more inclined to experiment with
Webcasting/video broadcasting at 88 percent (up from 83 these new technologies than small or midsize organizations:
percent last year). Some 98 percent of large companies and Some 16 percent of large companies currently are using virtual
96 percent of midsize ones currently use LMSs vs. 80 percent reality, 19 percent are using artificial intelligence, and 13 percent
of small companies. are using augmented reality, while 5 percent or less of midsize
• Rapid e-learning tools (43 percent, down from 46 percent companies and 3 percent or less of small companies are using
last year) any of those three technologies.
Online Method Use for Types of Training

Executive Development 18% 28% 27% 19% 8%
Management/Supervisory Training 8% 27% 34% 19% 12%
Interpersonal Skills (e.g., communication) 8% 25% 29% 25% 13%
IT/Systems Training (e.g., enterprise software) 6% 18% 22% 34% 20%
Desktop Application Training 5% 15% 26% 28% 26%
Customer Service Training 10% 21% 35% 23% 11%
Sales Training 10% 22% 39% 20% 9%
Mandatory or Compliance Training 3% 7% 13% 28% 49%
Profession/Industry-Specific (e.g., engineering) 10% 14% 40% 22% 14%

8% 18% 37% 20% 17%
Onboarding
0 20 40 60 80 100
n No Online n A Few Online Programs n Some Online n Mostly Online n All Online

2021 TRAINING
INDUSTRY REPORT
TRAINING DELIVERY
Learning Technologies Current Usage All Companies

Podcasting 22% 75% 3%
Online Performance Support or Knowledge Management System 20% 72% 8%
Rapid E-Learning Tool (PowerPoint conversion tool) 43% 47% 10%
Application Simulation Tool 25% 66% 9%
Virtual Classroom/Webcasting/Video Broadcasting 88% 1% 11%
Learning Content Management System (LCMS) 20% 72% 8%
Learning Management System (LMS) 90% 10% 0%
Mobile Applications 30% 65% 5%
Augmented Reality 5% 87% 8%
Virtual Reality 6% 89% 5%
Artificial Intelligence 6% 89% 5%
0 20 40 60 80 100
n Use currently n Do not use n Not sure
Small Companies
0 20 40 60 80 100
Midsize Companies
0 20 40 60 80 100
0 20 40 60 80 100
TRAINING DELIVERY
Learning Technologies Current Usage Large Companies

0 20 40 60 80 100
TRAINING OUTSOURCING
2021 saw a decrease in the average expenditure for training companies somewhat more. In the areas of custom content
outsourcing: $379,038, down from $417,375 in 2020. Large development and learner support, the larger the company, the
companies on average spent $1.7 million vs. $108,263 for midsize greater the outsourcing.
companies and $24,996 for small ones. An average of 7 percent The level of outsourcing is expected to stay relatively steady in
of the total training budget was spent on outsourcing in 2021 vs. 11 2022—some 87 percent of organizations said they expect to stay
percent in 2020. the same in the outsourcing area. The percentage of companies
On average, 23 percent of companies mostly or completely expecting to increase outsourcing (8 percent) is slightly higher than
outsourced LMS operations/hosting (down from 26 percent those expecting to use outsourcing less (5 percent). More than
last year), while learner support and LMS administration half (59 percent) of respondents said they don’t plan to outsource
largely were handled in-house (84 percent and 89 percent, learner support or LMS administration in the next 12 months.
respectively). With respect to company size, large companies expect a bigger
More instruction/facilitation is outsourced than handled in-house increase in outsourcing than either small or midsize companies.
(63 percent vs. 37 percent). Across all the topic areas, small Midsize and small companies are more likely to report that they
and midsize companies outsourced about the same, and large don’t and won’t outsource.
Extent of Outsourcing All Companies
Instruction/Facilitation 37% 62% 1%

LMS Administration (registration, upload data) 89% 9% 2%
LMS Operations/Hosting 55% 22% 23%
Learner Support 84% 15% 1%
Custom Content Development 61% 34% 5%
0 20 40 60 80 100
n No Outsourcing n Some Outsourcing n Mostly or Completely Outsourced

2021 TRAINING
INDUSTRY REPORT
TRAINING OUTSOURCING
Extent of Outsourcing Small Companies

0 20 40 60 80 100
Midsize Companies
0 20 40 60 80 100
Large Companies
0 20 40 60 80 100
For 2022, large companies expect a bigger increase

in outsourcing than either small or midsize companies.
Small and midsize companies are more likely to report
that they don’t and won’t outsource.
Projected Use of Outsourcing All Companies
Instruction/Facilitation 11% 45% 6% 38%

LMS Administration (registration, upload data) 3% 34% 3% 60%
LMS Operations/Hosting 6% 53% 3% 38%
Learner Support 6% 31% 4% 59%
Custom Content Development 16% 35% 7% 42%
0 20 40 60 80 100
n More Outsourcing n The Same n Less Outsourcing

n We Don’t/Won’t Outsource This Function
Small Companies
0 20 40 60 80 100
Midsize Companies
0 20 40 60 80 100
Large Companies
0 20 40 60 80 100


E XC L U S I V E S A L A R Y S U R V E Y
Dippin’
Dollars
Average trainer salaries decreased
just a fraction in 2020-2021
to $86,954, according to
Training’s annual Salary Survey.

T
raining salaries remained mostly flatly in down just a bit from $9,311 the year before.
2020-2021, declining less than 1 percent to Sixteen percent of respondents said employers asked them
$86,954, according to Training magazine’s to take a pay cut in 2020-2021, double the number from the pre-
annual Salary Survey of 1,272 readers, which vious year. Some 36 percent of respondents said their organi-
ran from late March to June 2021. zations cut budgets in the last 12 months, 1 percent less than in
The average increase in salary in the last 12 2019-2020. Travel was trimmed by 47 percent of respondents’
months (not including a promotion or change of employer) was 4 organizations, down from 53 percent last year, as COVID-19
percent, up 1 percent from 2019-2020. The majority (45 percent) restrictions were relaxed. Some 21 percent froze salaries vs. 16
of respondents typically work between 40 and 44 hours per week. percent in 2019-2020. And 11 percent eliminated bonuses vs. 10
Some 37 percent of respondents said their salary was low rela- percent the prior year. Employee layoffs were noted by 29 per-
tive to their responsibilities, while another 52 percent said it was cent, up from 19 percent last year.
equitable (vs. 34 and 54 percent, respectively, the prior year). Some 68 percent of Training professionals said they wouldn’t
Some 11 percent believe they are well paid relative to their respon- choose another career if they could do it all over again (down
sibilities (down from 12 percent last year). Fifty-five percent of from 78 percent the last few years). Of those who preferred other
respondents said they received a bonus in 2020, and 35 percent careers, popular answers included accountant, actor, dentist,
are eligible for one this year. The average cash bonus was $9,298, engineer, graphic designer, lawyer, nurse, physician, and teacher.
TRAINING SALARIES BY REGION

PACIFIC MOUNTAIN CENTRAL GREAT LAKES NORTHEAST SOUTHEAST CANADA
Regional Average $95,332 $76,399 $78,405 $92,485 $96,136 $91,083 $70,253
2020 Regional Average $97,649 $74,538 $82,257 $84,555 $98,841 $89,022 $85,408
Executive-level management $86,389 $69,500 $81,299 $112,312 $228,695 $133,115 $62,000
Executive-level training/HRD manager $120,613 $93,167 $115,725 $137,000 $134,359 $119,273 $70,154
Training department manager (+5 trainers) $93,315 $82,202 $91,407 $104,178 $110,269 $90,963 $88,583
Training department manager (1-5 trainers) $113,198 $93,767 $89,066 $96,071 $99,911 $103,036 $92,688
One-person training department $88,997 $72,233 $64,873 $86,676 $83,279 $78,604 $72,967
Information technology training manager $58,500 $69,033 $65,917 $83,625 $101,786 $73,250 N/A
Classroom instructor/trainer $89,361 $57,981 $67,039 $65,879 $88,502 $69,020 $45,055
Instructional designer $98,234 $61,640 $77,325 $81,212 $82,645 $94,416 $87,281
CBT/Web/multimedia programmer/ $108,400 $97,500 $80,000 $64,500 $63,500 $81,467 $73,000

designer/manager
Management/career/organizational $85,828 $81,441 $79,664 $93,919 $78,841 $78,487 $36,250

development specialist
Independent consultant or other “outside” $82,917 $87,000 $54,500 $69,300 $79,375 $93,985 $92,250
provider of training/HRD goods and services
Personnel manager/specialist $78,000 $55,201 $81,641 $76,500 $63,750 $83,213 $42,500
Line or staff manager other than $77,500 $78,625 $68,200 $121,667 $99,750 $84,575 $24,999
training/HRD, personnel or IT
Professor/teacher/other education N/A $48,000 $70,875 N/A N/A $95,450 $77,500

EX
XCC LLUUSSI IVVEE SSAAL LAA
RRY YS U
SRU VREVYE Y
Overall 2020 Overall Fewer than 100
Job Category Average Average employees 100-499
Average Salary $86,954 $87,658 $74,668 $77,548
Executive-level management (e.g., CEO, CLO, CIO) $108,782 $108,531 $88,616 $94,115
Executive-level training/HRD manager - other training
managers report to you $113,484 $132,947 $75,273 $91,521
Training department manager - more than five
full-time trainers/learning specialists report to you $91,491 $111,116 $126,250 $60,938
Training department manager - between one and five
full-time trainers/learning specialists report to you $96,356 $95,575 $75,495 $88,458
One-person training department $79,390 $73,994 $72,585 $74,801
Information technology training manager $73,751 $103,875 $55,750 $68,050
Classroom instructor/trainer $72,315 $72,083 $56,600 $65,776
Instructional designer $88,296 $77,403 $110,979 $80,771
CBT/Web/multimedia programmer/designer/manager $81,700 $85,814 $59,000 $93,333
Management/career/organizational development specialist $79,986 $86,451 $50,004 $77,315
Independent consultant or other “outside”
provider of training/HRD goods and services $82,325 $94,862 $83,761 $81,625
Personnel manager/specialist $70,255 $84,414 $46,250 $68,047
Line or staff manager other than training/HRD,
personnel or IT (e.g., sales, operations, manufacturing) $83,064 $85,115 $41,666 $86,500
Professor/teacher/other education $66,062 $77,507 $52,500 $67,333
Industry
Manufacturing $84,024 $96,266 $33,237 $64,000
Retail/wholesale/distribution $82,157 $89,292 $56,555 $65,556
Finance/banking/real estate/insurance $84,530 $87,887 $73,173 $74,649
Business services/hospitality $90,132 $92,507 $85,481 $74,350
Communications $85,350 $82,877 $76,375 $83,929
Transportation/utilities $94,924 $97,335 $58,900 $97,277
Health/medical services $96,968 $91,168 $108,600 $81,589
Educational services/academic institution $68,226 $75,474 $59,470 $71,832
Government/military $89,461 $79,856 $86,399 $82,311
Consulting $96,541 $93,903 $92,139 $91,000
Supplier to the training industry $108,367 $76,273 $118,571 $99,000
Gross Sales/Fees
Less than $1 million $67,368 $72,768 $66,972 $78,500
$1 million to $49.9 million $74,088 $77,460 $79,344 $69,746
$50 million to $399.9 million $88,821 $90,876 $79,139 $85,608
$400 million to $999.9 million $93,022 $90,559 N/A $94,713
$1 billion to $9.9 billion $102,895 $99,473 N/A $101,333
$10 billion or more $106,884 $103,172 N/A N/A
Education
No college degree $64,599 $74,394 $50,015 $55,629
Associate’s degree $73,372 $74,089 $55,167 $67,093
Bachelor’s degree $86,365 $88,369 $78,411 $75,375
Master’s degree $94,145 $90,059 $85,166 $86,607
Doctoral degree $119,013 $98,761 $81,475 $114,786
Years of Experience
3 years or less $68,228 $70,255 $65,805 $69,310
4 to 7 years $68,720 $76,542 $61,387 $61,282
8 to 12 years $98,571 $86,401 $73,795 $98,705
13 years or more $96,450 $95,576 $89,147 $84,579

1,000- 2,500- 10,000- 25,000 50,000
500-749 750-999 2,499 9,999 24,999 49,999 or more
$99,392 $82,127 $86,659 $84,051 $96,506 $112,565 $100,238
$142,500 $104,583 $240,000 $240,000 $225,000 N/A $150,000
$128,700 N/A $117,260 $105,432 $142,469 $142,100 $166,714
$66,440 $78,315 $84,409 $96,579 $103,525 $117,273 $110,738
$124,755 $108,600 $92,959 $88,874 $110,056 $114,262 $103,091

$78,500 $70,640 $72,873 $95,807 $87,353 $132,000 $82,694
$125,000 $78,500 N/A $69,800 $86,767 $125,000 $145,000
$80,957 $78,667 $70,057 $69,151 $85,969 $71,334 $74,880
$107,788 $80,400 $81,837 $75,206 $90,469 $102,590 $86,773
$67,500 $95,000 $87,260 $79,000 $96,000 N/A N/A
$88,750 $67,230 $95,756 $66,065 $91,200 $89,000 $103,921
$77,500 $84,000 $116,900 $73,318 N/A N/A N/A

N/A $66,250 $72,500 $57,050 $61,201 $91,500 $113,500
$74,333 $77,500 $82,400 $160,000 $100,320 N/A $67,500

$39,000 N/A N/A $67,825 N/A N/A $130,000
$75,375 $50,833 $74,843 $86,375 $118,063 $124,875 $98,395

$84,643 $66,500 $80,056 $81,865 $84,508 $111,470 $129,429
$101,048 $82,229 $83,394 $78,260 $100,172 $103,326 $107,356
$110,100 $67,833 $93,034 $99,309 $102,773 $91,296 $128,316
$94,708 $83,750 $100,000 $71,786 $87,960 $47,500 $89,500
$105,875 $83,105 $91,857 $99,476 $107,636 $96,268 $98,800
$138,833 $77,800 $109,969 $82,657 $91,772 $159,133 $92,957
$53,714 $106,667 $76,969 $60,977 $67,124 $92,500 $87,117
$131,411 $93,536 $79,905 $83,724 $90,257 $93,472 $88,763
$135,340 $108,000 $122,490 $110,150 N/A $95,000 $95,250
N/A N/A $132,000 $78,750 $110,000 N/A N/A
$64,625 $71,560 $61,300 $63,100 $87,500 $93,448 $67,217

$69,014 $70,342 $77,869 $73,967 $66,740 $87,500 $98,120
$114,851 $83,988 $88,713 $77,200 $100,250 $99,625 $59,872
$100,125 $80,750 $111,700 $83,319 $91,398 $120,749 $86,611
$99,750 $130,250 $85,580 $98,604 $101,407 $118,301 $99,551
$225,000 N/A $99,000 $73,151 $108,736 $114,610 $106,223
$84,536 $63,657 $73,106 $66,195 $84,218 $70,312 $88,497

$54,417 $70,611 $64,875 $65,389 $77,520 $208,277 $61,067
$85,804 $92,750 $85,409 $83,551 $98,539 $88,781 $96,482
$93,246 $84,130 $92,911 $93,973 $100,846 $116,709 $109,215
$161,786 $118,947 $112,000 $98,433 $111,000 $111,100 $114,569
$62,198 $66,938 $72,129 $69,550 $65,255 $60,900 $85,225

$73,613 $77,158 $73,494 $70,840 $80,080 $78,325 $77,132
$134,307 $85,325 $93,266 $82,122 $113,338 $151,776 $98,690
$102,174 $91,938 $95,282 $95,030 $99,114 $110,551 $104,686

E XC L U S I V E S A L A R Y S U R V E Y
T R A I N I N G S A L A R I E S BY N U M B E R O F E M P L OY E E S T R A I N E D
NUMBER OF EMPLOYEES
IN ORGANIZATION
Less than 100 $71,590

100 - 499 (avg.) $76,309
100 - 249 $73,311
250 - 499 $79,307
500 - 749 $84,053
750 - 999 $81,959
1,000 - 2,499 $89,818
2,500 - 9,999 (avg.) $97,715
2,500 - 4,999 $94,213
5,000 - 9,999 $101,218
10,000 - 24,999 $95,229
25,000 - 49,999 $116,683
50,000 or more $109,424
0 20,000 40,000 60,000 80,000 100,000 120,000
MALE
SAL ARIES BY GENDER FEMALE
Executive-level $97,603
management 0 30,000 60,000 $128,577 90,000
Executive-level training/ $108,431
HRD manager $121,807
Department manager $87,624
(+5 trainers) $99,249
Department manager $96,157
(1-5 trainers) $99,161
One-person $76,639
department $84,595
Classroom $66,978
instructor $81,294
IT training $71,781
manager $78,462
Instructional $80,006
designer $104,382
CBT/Web/multimedia $78,444
designer/manager $80,455
Career/ $78,461
OD specialist $83,407
Consultant $86,512
$72,857
Personnel manager/
$72,923
specialist
$56,250
Staff manager other
$89,092
than training/HRD
$77,458
Professor/
teacher/educator
$72,163
$56,300
0 30,000 60,000 90,000 120,000 150,000

SA L A R I E S BY AG E Executive-level management
Executive-level training/HRD manager
Department manager (more than 5 trainers)
Department manager (1-5 trainers)
One-person department
$28,499 Classroom instructor
$56,725 IT training manager
$60,543 Instructional designer
$67,411 CBT/Web/multimedia designer/manager
$62,966 Career/OD Specialist
35 years $59,858 Consultant
or younger $60,735 Personnel manager/specialist
$77,810 Staff manager other than training/HRD
$68,250 Professor/teacher/educator
$60,753
$72,000
$67,567
$64,000
$72,500
$118,714
$120,902
$96,662
$98,424
$75,973
$64,416
36 to $65,422
43 years $89,981
$79,875
$72,663
$82,567 0 50,000
$60,333
$86,220
$55,200
$168,357
$129,867
$94,402
$97,584
$80,888
$77,111
44 to
$122,500
49 years
$98,751
$83,000
$82,341
$59,800
$60,000
$91,700
$104,000
$121,981
$131,848
$108,716
$105,722
$89,609
$86,776
50 years
$90,750
or older
$86,697
$109,300
$84,675
$91,132
$77,415
$87,667
$65,929
0 50,000 100,000 150,000 200,000

L & D B E S T P R AC T I C E S
Strategies for Success

Training magazine taps 2021 Training Top 100 winners and Training Top 100 Hall
of Famers to provide their learning and development best practices in each issue.
Here, we look at how Allianz Life is creating a culture of continuous learning and
BankWest’s Teller Training for Universal Bankers.
CREATING A CULTURE OF CONTINUOUS LEARNING AT ALLIANZ LIFE

BY BETH DAVIS SALONEK, DIRECTOR, LEARNING AND DEVELOPMENT, ALLIANZ LIFE
T hroughout all of the obstacles companies

encountered during the COVID-19 pandemic,
an operational challenge that many faced was the
Meeting Employees Where They Are
We have several programs and tools that al-
low employees to learn on work and personal
quick pivot to remote work. But this major shift in devices—including cell phones. This easy accessibility
how organizations work also presented a number of has allowed our company to increase social learning,
opportunities. When it comes to learning and devel- collaborate in this remote working environment,
opment programs, employers had to think outside and further enhance our strong workplace culture.
the box, and move from lunch and learn events, in- A few of the platforms we have leveraged to en-
person trainings, and other traditional methods to courage continuous learning include Degreed,
new formats that employees could access remotely— which was rolled out to employees at the end of
and on their own time. 2019. Degreed pulls in resources from LinkedIn
At Allianz Life, we’ve always focused on empow- Learning, as well as our own learning management
ering our employees to continue to learn, grow, and system, and allows for learning at any time and on
evolve in their careers so they can be their best, and any topic. Employees can choose topics they are
this didn’t stop during the pandemic when the vast interested in, and build their own learning paths
majority of employees were working remotely. In- to continue to explore and dive deeper into these
stead, we leaned into our recently rolled out online subjects based on their professional development
learning platform to give employees access to online goals and interests.
trainings on topics they are interested in and can help Since the COVID-19 pandemic started, we also
them progress in their careers. have provided resources and information on timely

• Visit TrainingMagNetwork.com today to join
Training magazine’s one-of-a-kind community
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for full details. FEBRUARY 28 – MARCH 2 • Orlando, FL
topics such as working from home, virtual meetings, pany has identified as essential for leading Allianz into the
and maintaining employee engagement in a virtual future and will be considered the license for leadership at
environment. Allianz, becoming the minimum learning requirement to
be a people leader anywhere in the business.
Self-Directed Learning This program comprises in-person components fo-
In addition to these online platforms, we have sev- cused on people management fundamentals such as
eral learning programs to help encourage self-directed Emotional Intelligence, trust, and leader as coach (done
learning at Allianz Life. virtually during the pandemic), as well as digital learning
The first is our bi-annual Allianz Days, which we have modules in Degreed focused on digital leadership and
held for more than 10 years. Due to the pandemic, we IT literacy, purpose and strategy, the Allianz Customer
shifted this program to 100 percent online via Degreed. Model, and change management and Agile.
Beginning in spring 2020, we offered all 2,200-plus
Celebrating the Results
Since May 2020, self-directed learning has increased
At Allianz Life, we’ve always by 20 percent—something we are particularly proud of
due to the current work-at-home arrangement.
focused on empowering our
Since April 2020, 85 percent of Allianz Life employees
employees to learn, grow, and have logged into Degreed. Based on feedback, it is sup-
evolve in their careers. porting their continuous learning needs.
Specific to our learning programs, 61 percent of
leaders have started the #LEAD Digital Journey,
employees a variety of learning pathways, each and 52 percent have completed two modules, with 47
consisting of a blend of courses, videos, and even pod- percent having completed all three modules. Of those
casts, to help employees pursue development of their completing the digital component of the training, 19
skills and knowledge in data analytics, digital acumen, leaders have achieved their Leadership Passport. In
personal agility, Allianz Life business acumen, and cul- total, 259 (69 percent) of Allianz Life leaders have com-
tural awareness. pleted the #LEAD Experience.
Second, our leadership development program, For the Allianz Days learning event, there was a cost
#LEAD, is Allianz’s first consistent approach to lead- savings to the company of $28,160 (measured by sala-
ership development for all Allianz operating entities ries/time saved) using online pathways and programs
across the globe, and is designed to simplify and har- versus in-person.
monize leadership training. We’re proud to continue to build on our strong L&D
All people leaders who have two or more direct re- programs despite the challenges of the pandemic. We
ports regardless of level or experience, embark on a know that meeting employees where they are and pro-
continuous learning journey to attain their Passport. The viding flexible, self-directed learning opportunities is a
Passport aims to embed the mindset and skills the com- key part of creating a culture of continuous learning.

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BANKWEST’S TELLER TRAINING FOR UNIVERSAL BANKERS

BY BECKY BURKE, VP, STRATEGIC INITIATIVES, BANKWEST
F
ounded in 1889, BankWest is a full-service, inde- tickets, “play” money, a core system test environment,
pendent community bank with 17 branches in 14 and real-life transactions to run on the test environ-
South Dakota communities. ment. The core system test environment platform is a
At the front line of BankWest’s locations are the copy of the bank’s core system. The test environment
Universal Bankers, or “UBs,” who perform sever- operates in the same manner as the live platform, so
al tasks, including teller functions; account opening/ there is no disconnect from the training environment
closing/maintenance; consumer lending; and, in rare to the live environment.
instances, small business lending. On the first day of classroom learning, the L&D Facili-
The teller function is one that requires a high de- tator covers product knowledge and banking basics,
gree of precision. Accurate balancing, exceptional including parts of a check, account relationships, and
customer service, and adherence to bank policies how to handle cash. Fraud and compliance also are
and procedures all contribute to the organization’s discussed. Lastly, the group learns about the organi-
success. zation’s image capture platform and the core banking
As VP of Strategic Initiatives, I’m at the helm of the system using the “Tell Show Do” method.
organization’s Learning & Development Department, During the first day, the main focus is knowledge
the division that aids new UBs in learning the ropes transfer to the learners. Providing this foundational in-
within their new roles. The organization developed a formation sets staff up for success in the subsequent
method of training the teller functions more than 15 days of training.
years ago, and it continues to be an effective practice The second day of classroom training reinforces
for learning and helping our employees achieve suc- the information learned in day one. Learners now can
cess in their new position. identify check basics, which helps them understand
how those transaction items are used in deposit and
Program Details withdrawal functions.
The first training a new Universal Banker attends fol- The bank utilizes a written standard operating
lowing the organization’s onboarding program is Teller procedure (SOP) guide that fully explains the transac-
Training. Teller Training is led by the Learning & Devel- tion-running process. Learners start by running basic
opment Facilitators at the bank. The training consists transactions, focusing first on the mechanics of the
of one week in the classroom, followed by one week system while still utilizing the basics learned the pre-
on the teller line with a trained subject matter expert vious day. Leveraging the SOP guide while running
(SME) shadowing the learners. transactions helps to give learners a safe environ-
BankWest has a teller training classroom with two ment to learn in and to ask the facilitator questions
mock-teller windows that are supplied with real-life about specific steps of the transaction. Throughout

the classroom training, the L&D Facilitator provides working in the location themselves.
trainees an opportunity to grow in their transaction The second week of Teller Training is on the teller line
independence by pulling back on direct assistance with a trained SME shadowing the trainee. The SME
and acting in a customer role to help develop the new is there to ensure accurate skills development and
employees’ confidence and comfort level. employee confidence. New Universal Bankers also
The final day of classroom training includes learning are assigned a series of eLearning courses at different
advanced transaction types such as how to process times to help reinforce their knowledge and under-
loan payments and the creation of cashier’s checks. standing of the position.
The focus now is less on the mechanics of the trans-
actions and more on how to navigate fluidly through Results
our core system. In the final few hours of this last day of The L&D Facilitator evaluates each trainee’s proficien-
training, the trainees observe live transactions from an cy level for each type of transaction and determines if
experienced teller. This provides reinforcement of the additional practice and training are needed based on
transactions they have processed and offers an op- confidence and rate of completing the transaction ac-
portunity to see how soft skills and technical training curately. The L&D Facilitator performs a follow-up at
come together. It also gives trainees an opportunity 30 and 60 days to evaluate how the UB is progressing
to ask questions about the location before they start and to determine if any further training is needed.
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OUTSTANDING
TRAINING
INITIATIVES
Each year, Training magazine requires all Training Top 100 Hall of Famers to submit
an Outstanding Training Initiative that is shared with our readers in a print issue. Here
are the details of IBM’s Sell Well Digital Campus and SCC Soft Computer’s Effective
Customer Service, Global Deep Dive program.
IBM: SELL WELL DIGITAL CAMPUS
I
BM’s Sell Well Digital Campus aims to reimagine to curated learning and support.
how the company sells while aligning to its corpo- Targeting more than 8,000 sellers in the Europe, Mid-
rate strategic direction and engaging with clients dle East, and Africa (EMEA) region, the program was
in this continuing pandemic environment. framed around a campus environment that offers a
Underpinned by the ongoing transformation of IBM’s blend of leadership academies, masterclasses, garage
culture, the learning experience aims to: hackathons, and a digital seller studio.
• Help the successful seller build client intimacy based
on providing insights into the client and the industry, Program Details
enable the start and close of the cloud conversation, More than just standard online learning, the Sell Well
and offer the know-how to lead the client in different Digital Campus provided an exchange of experienc-
journeys they are undertaking. es, a source of ideas, a motivator, and a supporter,
• Support the successful seller to develop deep exper- demonstrating the possibilities of showing a multitude
tise through technical acumen and the ability to apply of topics in a sustainable and virtual way. It enables a
these technical insights to the client’s journeys. unique learner experience and provides an ongoing
• Create for sellers a culture of confidence through journey of skills growth. Elements include:
mutual coaching and practicing in a safe environ- • Hackathons via the Digital Lab: Through exer-
ment with managers and peers, and provide access cises and practical applications, participants use

the IBM Garage Methodology to get hands-on with a participating in IBM’s digital campus activities and fun
selection of Cloud, AI, and design prototyping technol- competitions, and through their contributions.
ogies, and create something that can address a real
client or industry challenge of their choosing. Results
• Keynote sessions: Through expert engagement, During 2020, Sell Well was a primary platform for learn-
participants develop knowledge and learn how to ing for sellers across EMEA. As a result, IBM has seen an
explain key concepts and practices shared during overall increase in learning completions (more than 165
the specific session. percent) with more than 6,000 keynote attendees and
• Masterclasses: These virtual workshops of up to 30 4,000 masterclass learners, driven primarily by the up-
in a room and in groups of six cover topics such as: tick in digital virtual learning offerings (208-plus percent).
“Motivate Your Team,” “Sell Well in Cloud, “Virtual Sell- The impact of focused virtual delivery across popula-
ing,” and “Selling in a Recession.” They are designed to tions also resulted in an overall decrease in tuition spend
provide learners with practical applications and a sand- of almost 50 percent, and a reduction in education-
box environment in which they can hone these skills. related travel and expense, with none since May 2020.
• Library: Houses knowledge and referential material. By the end of 2020, IBM had benefited from 46 Garage
• Cafeteria: A place to get together and connect. Hackathon projects, some of which have brought im-
• Gymnasium: Office-based exercises to keep partici- mediate benefits to active client engagements.
pants fit, mini-yoga sessions, trainings on mindfulness. Sell Well was a key vehicle in relaunching and enabling
• Pinboard: Place to share thoughts, pictures, and skills in 2021. It continues to provide insights into the be-
stories. haviors and preferences of how IBM can realize learning
• Awards/recognition: Everyone has an opportuni- for sellers in the flow of work, maintaining the focus on cli-
ty to sign up for “the Race,” an opportunity for campus ent skills and the company’s ability to win and succeed in
members to join a grand tournament to earn points by the market.
SCC SOFT COMPUTER: EFFECTIVE

CUSTOMER SERVICE, GLOBAL DEEP DIVE
T
he goal for phase 1 of SCC Soft Computer’s results often were changing weekly and monthly as
Effective Service, Global Deep Dive program COVID policies and emergency procedures in these
was to improve client interactions through facilities evolved. SCC’s implementation team not only
training and development initiatives. had to train and bring the clients live on software via the
COVID-19 brought unique challenges as all training Web, but had to train its own employees to adapt and
had to be done remotely. SCC’s clients are reference deal with the constant influx of changes being request-
laboratories whose processes for processing test ed by SCC’s clients due to changes in their workflow.

OTI
It was paramount to teach employees to keep the cause examples are added continuously. Employees
“ultimate” customreer in mind: the patient who presents refer to it as their “best practices knowledge base.”
to those facilities that use SCC’s products. Homework for each self-paced online module is
sent out after each bi-weekly session through SCC’s
Program Details learning management system (LMS) in the form of
SCC took an existing customer service course and an online simulation and essay question. The feed-
added content to widen and deepen the scope— back comes to the course facilitator—via e-mail from
including adding best practices geared toward remote the LMS with the actual results—and is forwarded to
learning and project management. The Training team a course “gatekeeper.” From the gatekeeper, it goes
tested the content with two groups: to the employee’s managers, so they can keep track of
• A group of project managers who run software im- real-time progress.
plementation and upgrade projects Post-training, participants receive a two-part sur-
• A group of implementation specialists vey. The first is for course reaction and quality control.
The second part asks learners to assess their per-
sonal needs. Upon receipt, the results are shared with
A “Living Wiki” features real-world the course trainer and with management up to the
VP level so the Training team can get employees per-
examples of situations provided sonalized help and monitor and coach those who are
by session participants. Examples struggling.
Reinforcement includes individual coaching ses-
are added continuously.
sions, homework, and personal assessment of the
employee’s self-development survey results. Some
employees also may be matched up with a mentor.
The team asked several managers and a business
analyst to sit in on sessions to provide real-time feed- Results
back, so much of the content was revised “on the fly” More than 200 learners have been trained to date. SCC
during these first two test groups. currently is evaluating Level 3 behavior change results
SCC used ispring and SharePoint to develop con- in terms of the fail rates of the initial attempt at the simu-
tent. In addition to the training session—which is leader lations, which currently is running at approximately 40
led—the Training team developed a SharePoint page percent. This means that 40 percent of the time, the
where videos, reference articles, and discussion topics employee has to take the simulation at least twice to
are posted. And it created a “Living Wiki” that features pick the best response to give a client in a similar situa-
real-world examples of situations provided by ses- tion. Several of the possible responses are very close (a
sion participants. Learners discuss how to handle the better response and the best response), so employees
described situation using the best practices covered are learning how changing one or two words can make
in the training session. This is a “living” document be- a difference in how the client might respond. t

October 25 – 29
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best practices
Training for a Hybrid Workplace?

HYBRID GURU WILLIAM DODSON OFFERS GUIDANCE ON TODAY’S HYBRID ENVIRONMENTS
THAT ENCOMPASS REMOTE AND IN-PERSON WORK AND TRAINING.
BY NEAL GOODMAN, PH.D.
H
ow skilled and prepared are you and your corporate office several times a week—typically, two
co-workers for the “new normal” hybrid to three days. Other companies are getting rid of their
workplace? What are the challenges, and central office or scaling it down in favor of a distribut-
can we provide training programs to address them? ed space model as Seattle-based sportswear maker
To obtain guidance, I interviewed William Dodson, REI did.
GDI’s hybrid guru, whose book, “Virtually Internation- Hub-and-spoke models are also on the table. In
al,” was released in September (https://www.amazon. such a model, operations people tend to work in the
com/Virtually-International-Harness-Insights-Cul- “hub” full time, while project-related staff meet when
tures/dp/1801171912/ref=tmm_pap_swatch_0?_enc necessary at satellite offices spread around a city or
oding=UTF8&qid=1631031312&sr=8-1). Here are the seeded in other cities.
highlights of the interview: Q: What are some challenges, unseen danger
Q: Why is the hybrid workplace an important zones, and risk factors of a hybrid workplace?
topic now? A: The greatest challenges in a hybrid business
A: Policies to address the pandemic have forced model involve syncing the expectations and activi-
businesses and individuals to seek a new work/life ties of staff who work remotely with those who work
balance. Hybrid business models are evolving to pro- shoulder-to-shoulder in a physical space.
vide the greater flexibility workers are clamoring for in On-site activities among remote team members
their quixotic personal lives and that business requires can move out of sync with what “the office” is moving
in meeting its objectives. ahead on. The misalignment can cost teams time and
Q: How is a hybrid workplace different from an money as they come back into alignment.
in-person or 100 percent virtual workplace? Alignment starts from the top: Management has to
A: A hybrid workplace seeks to find equilibrium be- agree ahead of time on hybrid principles that guide the
tween co-locating staff and providing the flexibility to alignment between in-house and remote activities.
discharge their work creatively and energetically. For instance, one principle could be that snap meet-
Some hybrid models involve staff coming into a ings only occur under certain circumstances. Second,
Neal Goodman, Ph.D., is president of Global Dynamics, Inc., a training and development firm
specializing in globalization, cultural intelligence, effective virtual workplaces, and Diversity and
Inclusion. He can be reached at 305.682.7883 and at: ngoodman@global-dynamics.com.
For more information, visit: http://www.global-dynamics.com

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Thursday, January 20, 2022
Using Kirkpatrick to Implement DEI

Programs That Actually Work
Jim Kirkpatrick, Chief Vision Officer; Wendy Kirkpatrick,
President and Founder, Kirkpatrick Partners
best practices
meetings have no more than a certain number of 40 percent should go to those physically present.
issues that will be discussed. Third, all meetings— People rely heavily on facial expressions and body
especially videoconferences—are results oriented language in combination, both of which videoconfer-
and set for durations of a certain number of minutes encing nearly eradicates for viewers.
(usually less than one hour). Presentation slides and other collateral should be
Q: What can a team leader do to improve meet- made available for remote attendees to view on their
ing success when half the attendees are there in own screens. Make forms or exercises available in
person and the others remote? digital format so in-person and virtual participants can
A: Optimally, the conference room should have a big work together during breakout sessions.
screen—larger than a computer monitor—in order to Q: When you deliver training about working in
see and engage with virtual participants. a hybrid workplace, what topics do you cover?
In lieu of this kind of setup, every participant should A: Topics about hybrid and remote work include:
have a laptop equipped with the software and • How to be a collaborator and not a boss
hardware that will enable them to address virtual par- • How to make differences in time zones be an ally
for dispersed teams
• How to synchronize asynchronous work efforts
Hybrid business models are and results
• Best practices for ongoing remote communica-
evolving to provide the flexibility tions (including the roles of e-mail, collaboration
workers are clamoring for. tools, and social media applications)
• Best practices for remote presentations
• How to create a single team culture out of many
ticipants. A speaker device should be the sole source national cultures
of audio from virtual users, to avoid the echo of several • What standards work for hybrid organizations
laptop speakers responding together. Test everything • Is a hybrid work model right for your organization
thoroughly before the meeting. and how to make the transition to best practices?
The agenda should be highly targeted with no more • How to practice wellness in a remote setting and
than a handful of issues that can reasonably be ad- how managers can promote this
dressed in less than one hour. Rules should include: • “How being your creative best” on hybrid teams
• One person speaks at a time. can become a culture
• People articulate clearly. • How hybrid organizations can create innovation
• Ancillary topics not on the agenda should be ad- that best emulates co-located organizations
dressed in a separate session. • Business writing for hybrid and remote teams and
Q: What recommendations do you have for organizations
those who have to deliver presentations and • Identifying inappropriate behavior in a remote-only
training to a hybrid audience? and hybrid organizational context
A: Use a 60/40 rule of thumb in addressing your If you have any questions for William Dodson or want
audience: 60 percent of your attention should go to share any cases or best practices, e-mail me at:
to the participants joining the session virtually, and ngoodman@global-dynamics.com

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learning matters
Want Peace and Tranquility? Be Like a Zebra!

ZEBRAS’ BRAINS HAVE NOT DEVELOPED A PRE-FRONTAL CORTEX THAT ALLOWS THEM
TO WORRY ABOUT THE FUTURE AS WE HUMANS DO. BY TONY O’DRISCOLL
D
uring these tumultuous times of unprec- experiencing the gift that is the present to its ab-
edented change, I often find myself wishing solute fullest.
I was a zebra.
Why a zebra you might ask? Because neuroendo- HIJACKED FROM THE PRESENT
crinology researcher and author Robert Sapolsky One thing we do have in common with zebras is that
taught me that zebras do not get ulcers. Why don’t we, too, are creatures of habit. So when things in our
they get ulcers? Because their brains have not de- environment change, the little voice within our head
veloped a pre-frontal cortex that allows them to kicks in and begins to recall incidents from the past
dwell on the past or worry about the future as we or imagine situations in the future that jack up our
humans do. Zebras are not capable of escaping anxiety and stress levels, crowding out our ability to
the present moment because they do not have the appreciate the present moment. In short, our human
mental machinery to do so. And so, unlike so many of ability to separate stimulus and response through
us humans desperately seeking to quiet the inces- inner dialogue, recall, and imagination creates un-
sant chatter in our minds by practicing mindfulness, necessary stress and anxiety that hijacks us from
zebras have no problem adhering to spiritual teach- the reality of the present moment.
er Ram Dass’ mantra to “Be Here Now”—because Today, every human being on the planet finds them-
they always are! selves in that eerie and arresting liminal space that lies
While grazing peacefully in the open savanna, the between the familiarity of what was and the uncertainty
zebra’s mind is not busy imagining a future where a of what might be. As a result, each of our inner voices is
lion pops out from behind a tree to tear it to shreds, working overtime, and the level of inner chatter, stress,
nor is it busy digging through the recesses of its and anxiety is reaching epidemic proportions.
grey matter to find something in the past to feel So next time your find yourself in an endless doom
bad about. The zebra is just there, fully conscious loop of despair, pining nostalgically for a past that no
and aware of the cud that is being chewed, the light longer exists, or worrying frantically about a future that
breeze creating patterns in the tall grass, the scent may never materialize, just “re-mind” yourself to be like
of the emberglow flowers off in the distance, and a zebra so you can get back to being here now! t
Tony O’Driscoll is a professor at Duke University’s Fuqua School of Business and a research
fellow at Duke Corporate Education. He studies how organizations build the leadership system
capabilities required to survive and thrive in an increasingly complex world.

leading edge
Solving the Hybrid Disconnect

THE RETURN TO WORK NEEDS TO BE A DIALOGUE, NOT A DECISION. BY JANN E. FREED, PH.D.
I
t looks as if the hybrid workplace is here to employer. In a hybrid situation, there is a lack of in-
stay—however, there are disconnects among teraction. This post-pandemic time is being called
management and employees as leaders navigate “The Great Resignation” because people are re-
this new reality. In order to better understand the situa- evaluating their lives—asking what they want to be
tion, I interviewed Christopher Littlefield, author of “75+ doing and where they want to do it.
Team-Building Activities for Remote Teams.” The return to work needs to be a dialogue, not a de-
Based on his experience, Littlefield told me many al- cision. Littlefield advocated providing time and space
ternatives are being considered simultaneously about for the mental transition back to work. Talk about the
designing the future of organizations. He said the real past year and the impact it has had. How did we grow?
challenge could be post-pandemic PTSD (post-trau- Acknowledge what was learned and the difficulty of
matic stress disorder). Here are a few of his insights: managing conflicting responsibilities at home and
work. Celebrate the small wins during the last year.
ASK—DON’T TELL
Employees want directions, yet many leaders are L&D’S ROLE
operating based only on assumptions—not data—of To minimize the trauma and retain employees, leaders
what employees want. Too many leaders are deciding need to make the time to understand the challenges.
what the answers should be without asking the most Learning and Development (L&D) staff can provide
important questions. What does a hybrid organization tools to assist in the transitions taking place.
look like for a particular company? One size does not Littlefield suggested discussion guides to pro-
fit all. Employees should have input: vide thought-provoking questions. Don’t reinvent the
• Do you want to come back in person part time? Full wheel. Ask people what they need now. Ask how you
time? Not at all? can support them. And remember how critical it is, “as
• What are your feelings behind your response? leaders, coworkers, family members, and friends, to
According to Littlefield, “employee experience is remember to keep checking in with the people around
the soil in which employee engagement grows.” The you to see how they are doing—to both celebrate the
workplace sends signals about how valued employ- progress and to make space for people to express
ees are and how much value they receive from their when they are not OK.” t
Jann E. Freed, Ph.D., is an author, speaker, coach, and leadership development and change
management consultant. Her most recent book is “Leading with Wisdom: Sage Advice from 100
Experts” (ATD, 2013). For more information, visit: http://www.JannFreed.com

trainer talk
Is It Training? Or Something Else?

WE NEED TO WORK WITH STAKEHOLDERS IN OTHER AREAS OF THE BUSINESS TO LOOK BEYOND
CUSTOMER SERVICE TRAINING AT OTHER INFLUENCES ON THE CUSTOMER EXPERIENCE.
BY BOB PIKE, CPTD FELLOW, CSP, CPAE
M
y wife and I recently experienced the best waited expectantly for a tip. Andrea asked if the sky-
of customer service and the worst of cus- cap planned to put the bags on the conveyor. The
tomer service in the same city. We were in skycap sighed again and said, “I suppose so.”
Dallas, TX, for a board meeting of Lead Like Jesus, As the skycap started to put the bags on the con-
where I’ve served as chairman of the executive board veyor, Andrea asked about the priority tags again.
for six years. The skycap sighed and walked over to get the pri-
The meeting was at the Mansion on Turtle Creek, ority tags and finally put them on our bags. While we
and the service there was incredible. Each staff mem- usually tip generously, my wife tipped reluctantly and
ber went the extra mile to ensure the meeting went went inside.
smoothly, that spouses not attending the meeting After clearing security, my wife went to get some
were accommodated, and so forth. My wife, Andrea, coffee and then wait for me. She asked for a medi-
had meetings scheduled with her writing partner while um vanilla skim latte, which the sign said cost $3.80.
at the Mansion, for example, and the staff went out of When Andrea received her latte, the server rang up
their way to make sure they were both as comfortable the sale and announced that the total was $4.40.
working in our mini-suite as possible. Andrea questioned this, saying the sign denoted a
different price. The server said she only worked there,
THE RELUCTANT SKYCAP that the computer made the decisions, and the price
Then we went to the airport. The skycap would not was $4.40. Andrea said she wanted to pay the $3.80
remove our bags from the car. We had to take them advertised on the sign.
to check-in. After showing my identification, I went to The server replied, “What’s the problem? You can’t
return the rental car. The skycap didn’t put the prior- afford the extra 60 cents?”
ity tags on the bags that we get as premium flyers. My Additional discussion followed, and my wife ultimate-
wife requested that this be done. ly got the amount she had overpaid back.
The skycap sighed and said she would take care For my wife, it wasn’t about the money, it was about
of it. She then told Andrea that we were done and the principle. Was it the computer’s fault? If so, how
Bob Pike, CSP, CPTD FELLOW, CPAE-Speakers Hall of Fame, is known as the “trainer’s
trainer.” He is the author of more than 30 books, including “Creative Training Techniques Handbook”
and his newest book, “The Expert’s Guide to BYOD (Bring Your Own Device) to Training.” You can
follow him on Twitter and Facebook using bobpikectt

does it get fixed? Was it the server’s fault for count- customer experience. Do systems support what we
ing on busy travelers not to pay attention? Should the want to achieve, for example, or do they get in the
server have even made such a comment to my wife? way? Are we hiring and placing people properly?
Do we have the right policies in place? Do managers
OTHER IMPORTANT ELEMENTS coach for proper performance?
Here’s my point: When I started in the training field
in 1969, we weren’t even thinking about customer
service training. In the late 1970s and early 1980s, My wife and I recently experienced
however, it was made popular by leading training
the best and worst of customer
professionals such as Ron Zemke, Carl Albrecht, Jan
Carlzon of Scandinavian Airlines, and others. service in the same city.
Thanks to their foresight, we now have been doing
this type of training for more than 45 years. Yet, things
don’t seem to be improving that much. Until these elements and others like them are prop-
What is the answer? While customer service train- erly in place, we won’t derive full value from our
ing is important and necessary, we also need to customer service training—and neither will our orga-
work with stakeholders in other areas of the business nization’s customers.
to look beyond it to other things that influence the Until next issue, add value and make a difference!
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talent tips
Can Recognition Improve Employee Engagement?

RECOGNITION IMPROVES THE POSITIVE RELATIONSHIP BETWEEN THE GIVER AND THE
RECEIVER OF RECOGNITION, LEADING TO ENHANCED POSITIVE RELATIONSHIP STRENGTH.
BY ROY SAUNDERSON, MA, CRP
M
any organizations both inside and outside research. First, there is no uniform definition of em-
the recognition industry state employee ployee engagement. Most organizations describe it
recognition programs improve employee as employees giving discretionary effort. However,
engagement scores. each of the studies and surveys you read about will
But is it true? have different explanations.
Oh, sure, some recognition vendors and other con- My point is that you cannot say you have improved
sultancies produce surveys and then report on their something if everyone does not define what you’re ac-
outcomes. Such survey results may indicate that X tually talking about. Unfortunately, no one has created
percent of employees or managers “said” this or that. a common definition of what employee engagement
Others give statements indicating a percentage has is. So without a consistent definition of employee en-
“seen” some behavioral effect. All these surveys sug- gagement known across all the consultancies and
gest that employee recognition practices and programs organizations doing the surveys, they cannot say rec-
directly improve employee engagement results. ognition is improving the same thing.
Some consultancies indicate that where recogni- The second part of the dilemma is that no one has
tion “occurs,” organizations have better employee properly defined what employee recognition is, either.
engagement, as well as improved key performance Each organization has its own viewpoint on this. Too
metrics. Recognition industry vendors state how often, people (and vendors) get terms semantical-
many managers or employees “say” recognition ly confused—such as rewards being interpreted as
made so many things “totally awesome,” including recognition, and vice versa. This means that all of the
employee engagement. surveys out there that supposedly correlate recogni-
But what “people say” on a survey is not exactly suf- tion with employee engagement never got together to
ficient proof. So I ask again: Does giving employees agree on the terminology they are using.
recognition really improve employee engagement? All of this makes for an interesting situation. And it
leaves all of us wondering whether recognition makes
NO UNIFORMITY OF DEFINITIONS any difference at all on outcomes such as employee
Let me present the first dilemma behind this kind of engagement.
Roy Saunderson, MA, CRP, is author of “Practicing Recognition” and Chief Learning Officer at
Engage2Excel. His consulting and learning skills focus on helping companies “give real recognition the
right way wherever they are.” For recognition insights, visit: http://AuthenticRecognition.com. For
more information, e-mail him at: RoySaunderson@Rideau.com or visit: Engage2Excel.com

CORRELATION OR CAUSALITY? people have toward the organization they work for.
I now will explain what I do know that employee rec- How does employee recognition affect perfor-
ognition does. This is the definition I will work with in mance? It is not that recognition causes employee
defining recognition: “Recognition is mostly an intan- engagement to be higher. But there is a correlation be-
gible expression of acknowledgement and valuing of tween better and more frequent recognition occurring
an individual or team for their positive behaviors, their that leads to higher employee engagement scores.
personal effort, or contributions they have made.” Based on multiple social science studies, the evi-
From my own studies and observation, I know that dence shows that recognition improves the positive
employee recognition given the right way does influ- relationship strength between people. Recognition
ence behavior. How does recognition impact people’s also produces a positive attachment to the organiza-
behaviors? Our research has shown us that recognition they work for—which is made up of people. Both
tion improves the positive relationship between the of these factors together lead to higher levels of moti-
giver and the receiver of recognition. From there, we vation and engagement.
saw that this enhanced positive relationship strength It may appear to be a subtle difference, but it is a
between people is what moves the dial on employee powerful one, and that is what makes all the differ-
engagement measures and other outcomes, too. ence. Keep giving better, more frequent recognition
Organizational psychologists have observed that rec- to employees. You won’t just engage them—you will
ognition also increases the level of positive attachment change their lives.
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last word
Made to Learn
THE PATH TO BUILDING MORE ENGAGING AND COMPELLING LEARNING CONTENT.
BY DAWN J. MAHONEY, CPTD
I
t’s time for some real talk. This may go without say- “required” templates, work with whomever mandat-
ing, but I’m going to say it anyway: To draw people ed the template to build something that is friendlier
to your learning content and engage with it, build for compelling learning content. Find out what ex-
more engaging and compelling learning content. actly is “required” in the template. Maybe just first
That was the easy part. How do you figure out what and last slides with less intrusive footers is an ac-
engagement looks like? To find out, spend time surf- ceptable workaround. Key point: If you don’t ask
ing sites on the Internet that compel you to click and engage in a discussion of needs, you will never
around and seek more information about their things. know what is possible.
Pay attention to what drew you in the first place and • Provide specific details as to who the learners are?
identify words, or wording that compelled you to click • Offer variations for learner groups with unique roles
to learn more. and responsibilities? One size does not fit all.
• Take more of the learners’ time than is necessary?
QUESTIONS TO ASK • Reek of “sorry, we didn’t have time to build something
Next, ask the difficult questions: Does the learning more interesting,” or “this is what we always do here”?
content… • Take itself too seriously and not offer a hint of humor,
• Make it obvious from the first moment how it aligns positive messaging, and maybe some fun now and
to the work learners do and/or are expected to do? then, as appropriate?
• Positively challenge learners to excel?
• Tell the story of what is new or what is changing and SOLICIT LEARNER INPUT
why in ways that are easily assimilated? Now what? Craft a plan for taking a wrecking ball to
• Lift learners up and honor their existing skill and whatever you can. If you’re part of a team, engage the
knowledge? Do this instead of making the case team to think outside of the class or course in new ways.
that learners don’t know something—or worse, it’s Brainstorm and build prototypes and share them with a
something that they “must” know and know how to subset of the learning populations. Ask learners for their
do to “win.” ideas and for feedback and apply it as often as possible.
• Invite learners in visually compelling ways? For I’m sure they’ll be happy to get real with you!
Dawn J. Mahoney, CPTD, owns Learning in The White Space LLC, a freelance talent development
(“training”) and instructional design consultancy. She is passionate about developing people through better
training, better instructional design, and better dialog. E-mail her at: dawnjmahoney@gmail.com

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Social Interactions Storytelling Creativity
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An expert on the connection Character is key for Deanna Singer, rapper, writer, and artistic
between happiness and success, Marsigliese, who has worked at risk-taker Dessa has made a
positive psychology researcher Pixar Animation Studios since 2012. career of bucking genres and
Shawn Achor is The New York Specializing in storytelling through defying expectations. Whether
Times bestselling author of The character design, her credits performing in a bombed-out
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Achor has worked in 50 countries The Good Dinosaur, and Luca. folding chair in Johannesburg,
with nearly half the Fortune 100, A former college professor and Dessa is funny, ferocious, candid,
the NBA, NASA, the Pentagon, and character design instructor, and charismatic. This “hyper-
the White House, and everywhere Marsigliese maintains a strong intellectual, whiskey-drinking poet
from Camp David and Harvard passion for teaching. “I work to with a hopeless romantic streak
University to shantytowns in know and understand the character and a curiosity about neuroscience”
Zimbabwe and children’s cancer first,” she relates. “Every is also the host of Deeply Human, a
wards in Boston. His latest research detail — from the shoes on their podcast created by the BBC and
highlights the important role social feet to a freckle on their American Public Media.
connection plays in happiness and cheek — tells a story.”
well-being, especially in
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Pre-Conference Certificate Programs 5
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• A high-level overview of research and trends programs.
supplemental tools to create a vILT or an
that influence how we present blended and elearning course that is engaging for learners.
remote learning experiences. You will explore
P07 continued on page 6
6 Pre-Conference Certificate Programs
P07 Continued from page 5 • Creating a culture of connections and trust in P10 Don’t Just Learn It — Do It!
the onboarding process.
Build Microlearning That Delivers
• Interpret data to provide actionable business • Onboarding strategies for dispersed, connected,
intelligence. and in-person team members.
Results Certificate Program
• Answer the top 5 questions business leaders • How to introduce “buddy-system” and peer-to- Amy Morrisey, President, Artisan
ask about learning outcomes. peer mentoring early. E-Learning
• Use data to diagnose and repair learning • Using digital technologies to accelerate learning You have training needs that can’t
programs. skills that lead to performance. wait for a typical development cycle.
• Deliver reports to senior executives that show • Matching flexible work roles to variable Plus, your learners can’t get much
the impact of learning. competencies to help workers perform early. time away from their jobs to complete training.
• Elevate the reputation of the learning So how can you make something that is short yet
• Simplifying the journey from onboarding to the
professional as a business partner. useful — and how can you make it fast? In this
first day at work.
hands-on program, you’ll explore examples of
PROJECT: During the workshop, you will learn The program is highly interactive. Case studies, microlearning that range from videos and games
the concepts and apply them to a case study from discussions, and live examples of technologies will to application exercises and learn what was
the healthcare industry. You will participate in be presented to add real-life applications. You will involved in the planning and execution. You’ll
interpretation of data and determine actions receive checklists, models and prototype examples design a micro lesson from scratch. You’ll
based on the data. and templates. determine business goals and instructional needs
TAKE-HOME RESOURCES: You will receive BYOD: A wifi-enabled laptop with headphones, and learn how to structure a micro lesson without
a copy of the ROI by Design book to take home and MS Office, Chrome or Firefox browsers, and skimping on practical, helpful information. Gain
and reinforce your learning. In addition to the audio and video playback. new strategies to apply in your own organization
comprehensive workbook used in class, you will when needs are high and deadlines are tight. Plus
receive three job aids/templates including: taking P09 Create Teachable Moments: learn to:
a course request, interpreting learning data, and Using Activities to Make Your • Create a laser-focused course outline that
reporting learning results to stakeholders. meets a specific business need in a short period
Training Messages Stick!
of time.
P08 Reimagining and Certificate Program
• Fine-tune your goals, target audience, content,
Designing Onboarding Jed Buck, Roz Buck, Principals, and teaching methods to be most effective in
in a Post-Pandemic World Roz and Jed Training & Consulting the microlearning format.
Certificate Program “Best Session Ever!”... If you want to • Distinguish between nice-to-have and must-
hear these words as participants have elements of a microlearning course.
Ray Jimenez, Chief Architect,
leave your training sessions, then this • Match the right instructional and media
Vignettes Learning
program is for you. Discover how to strategies to fit your course, your timeline, and
Onboarding is a critical program for integrate fun and impactful activities your budget.
organizations. It impacts retention, that involve your participants in
culture, and performance. Successful • Use teamwork and resources creatively when
experiential learning. In this high-
onboarding demands fine-tuned processes and time and/or money are in short supply.
energy program, you will help guide
deliberate steps. In the post-pandemic the content and participate in a wide variety of PROJECT: Come with an idea or two of specific
environment, there is a huge opportunity to bring activities that you can take back to your content you’d like to deliver as microlearning.
in new team members with the right mindset and organization and easily incorporate into your BYOD: A wifi-enabled computer.
skill set and provide them the resources and training sessions. During the past 20 years, Roz
support. But simply adding them in the mix is not and Jed have developed, collected and used more P11 Augmented Reality Boot
easy when employees’ expectations have changed than 300 different activities to help create Camp for Learning: Create
and the work has become remote overnight. Now teachable moments on a wide variety of topics.
is the ideal time to rethink the process of You will experience and learn:
Practical, Cost-Effective Solutions
onboarding. How do we reimagine onboarding • The six key factors that create memorable
Certificate Program
with dispersed and connected teams? How can training moments. Destery Hildenbrand, Senior
shifting employee concerns for well-being and Learning Experience Producer,
• A variety of activities that can be used to open
transparency impact the culture of the Motive.io
and close your training sessions effectively.
organization? How will shortened time affect
• A wide range of activities that convey your key As designers and developers, it’s
employee performance? Can we accelerate the
training messages. important to have an understanding
speed of hiring and reviewing performance, and
• A collection of energizers and reviewers to of AR technology and a plan to incorporate it into
retaining employees? You’ll
incorporate into all your training sessions. our learning ecosphere. At a glance, AR can seem
• Explore what the post-pandemic work difficult, time-consuming, and resource-
environment looks like. • The importance of the debrief or reflection that
intensive — however, it’s easier and more
• Discuss challenges organizations confront creates the teachable moments with your
affordable to incorporate into training than you
in the new onboarding process. audience.
think. Several questions come to mind when
• Learn what reimagined onboarding looks like. BONUS: Following the program, you will receive thinking about this technology: “What’s the value
• Why culture and leadership practices are descriptions and instructions for all activities proposition for AR?”, “What type of skills and
more crucial now for new hires. shared throughout the day, including debrief and equipment are needed to create?” and maybe
reflection ideas that you can easily use or most important “Where do we start?” You will
• How to address employee concerns for
customize to meet your training needs and make explore why AR is the answer for many of your
emotional and social well-being.
your training messages stick! engagement and retention challenges. You will
P11 continued on page 7

Pre-Conference Certificate Programs & GamiCon 7
discover user-friendly, low-cost software for AR BYOD: You will need a wifi-enabled computer • Make your training look and sound good.
creation. And, you will create an AR project to take with: access to Google Drive, Zapworks Studio 6.0 • Light up the chat room—the second most
back to your organization to use in kickstarting software installed, a Zapworks hobbyist account, a powerful engagement tool.
future projects. This program is designed for all mobile device with the Zappar App installed. • Get your attendees to “turn their damn
experience levels and provides everyone the cameras on.”
opportunity to create and succeed. Learn: P12 The Engaging Virtual Trainer:
• Maximize the view for your attendees.
• What software and systems are available to use 99 Ways to Beat Training Zoom
• Get IN to your content.
as you get started developing with AR. Fatigue Certificate Program
• Use music to increase energy.
• Where AR fits best in your projects and John Chen, Author, Engaging
workflow. • Maximize breakout rooms—the third most
Virtual Meetings
powerful engagement tool.
• What AR adoption can do to benefit your
Do you have zoom fatigue? Have you • Use games to increase engagement and
learning and development ecosphere.
exhausted all of your virtual meeting learning.
• The foundational concepts of AR development tricks? Do you want to be the training
for use in training. • Apply 89 ways to beat Zoom fatigue!
star of your next unicorn—100% camera-on—
• What AR use cases are happening in the virtual program? Then join two-time producer of PROJECT: You will practice skills and update
industry today. Training magazine’s 100% live virtual conferences, one aspect of your existing training by the end of
• How your existing instructional design skills John Chen, for a one-day program that will show the day.
translate over to AR development. you the depth of Zoom and other virtual platforms. BONUS: You will receive a copy of Engaging
PROJECTS: You will create multiple AR projects Not only will you learn about 99 new ways to Virtual Training Tool Kit and Engaging Virtual
during our session. These projects can be used to improve your virtual trainings, you will practice Meetings, as well as other tools that can be
generate momentum and ideas that you can take these tips, increasing your odds that you will use applied immediately.
with you back to your organization. These will these techniques in your next training. You’ll BYOD: Bring your wifi-enabled laptop with
include digital overlays and template-driven discover six ways to increase your odds that your headphones and at least one virtual program
scenario-based solutions. Projects will be created training will be perceived as engaging. Plus, learn you’d like to make even more engaging.
using the ZapWorks Studio program without the how to:
need for code.
Co-Located Event:
GamiCon Orlando 2022 – The International
Conference for the Gamification of Learning
Saturday, February 26 & Sunday, February 27 | 9:00 am – 4:00 pm
The only event exclusively for the design and delivery of gamified adult
learning. Headlined by some of the world’s leading
gamification strategists, researchers, and solution
providers, this completely gamified event brings
together those who seek to design and create
productive outcomes with gamification for learning.
GamiCon Gamemaster Monica Cornetti,
CEO of SententiaGamification
IMAGINE What’s Next …

Pack your suitcase and grab your unique games, and create beautifully but also have a true impact on your
passport — it’s time to explore the world gamified learning projects that represent professional lives.
of gamification at GamiCon Orlando 2022! the places you visit throughout GamiCon
At the GamiCon Headquarters, we are
Through our unique conference Orlando 2022.
excited about our first LIVE GamiCon
experience, we are committed to fostering
During GamiCon Orlando’s playshops, you in more than two years, and hope that
creative design, fearless exploration, and,
won’t simply absorb information — you will join us to personally inspire
of course, the magic of gamification — all
instead, this is a hands-on journey of others to “IMAGINE What’s Next” through
powered by your imagination.
experimentation and exploration. gamification and playful design.
Borrowing a page from the Disney GamiCon is a safe environment for taking
¡Vámonos! Let’s go!
playbook, you will visit new lands and get chances, maybe even “failing,” as we
a glimpse of each region’s creative explore alternatives to dull, dry, boring Imagine. Create. Explore. Be the
inspiration within the magical world of lectures and elearning courses. Curiosity
imagineer in your organization.
GamiCon Orlando 2022. Learn new and imagination will fuel learning
gamification design strategies, play experiences that not only engage you,
Additional fee, see page 20.
8 Learning Leaders Summit Co-Located Event
The Room Where It Happens:

L&D Leaders Take on (Re)Starting
the Future
Sunday, February 27 | 9:30 am – 5:00 pm Join your training executive peers for an engaging exchange that
will challenge your leadership thinking and equip you with
actionable ideas for your organization. The Summit is designed to
showcase innovative and outstanding initiatives from Training Top
100 and other organizations who are driving the evolution of
training. We’ll engage in learning stories about what works — and
what doesn’t — followed by candid conversations and reflection
about ways to move forward. Join us!
Credentialing New Skills at EY On the Front Lines of Enterprise Using Virtual Tournaments to
Brenda Sugrue, Global Chief Learning Officer, VR Deployment at PwC Engage Employees at KPMG
Ernst & Young Daniel Eckert, Managing Director of Emerging Christian Gossan, Global Lead for Digital
Learning at EY continues to adapt to meet Technologies, PwC Experience & Data, KPMG IMPACT
increased demand for new skills for transforming What does it take to “go big” on immersive Discover 7 lessons learned from running a
and growing its business. Discover how the firm training programs? Learn how PwC is scaling VR in voluntary virtual tournament during the pandemic
scaled its EY Badges program and leverages it to the enterprise across 5 continents — AND what it — focused on KPMG’s learning content and
offer fully-accredited, future-focused master’s takes to successfully execute the extremely large services guide — which engaged 8,000 people
degrees to all employees. fleet of VR headsets, develop VR content, from more than 45 countries.
integrate with legacy platforms, and manage
Transforming the Diversity & talent and leadership to sustain such programs. Applying Enterprise Capabilities to
Inclusion Learning Portfolio at IBM Strategic Pivots at Pitney Bowes
Sallyanne Oettinger, Global DE&I Learning Empowering Team Leaders to Drive Steve Cannella, Director of Sales Operations,
Leader, IBM Lean Cultural Transformation at Pitney Bowes
With increased focus on building a culture of Trane Technologies Discover real-world challenges faced when applying
conscious inclusion where everyone can bring Sarah Matney, Leadership Excellence Learning a mature and sophisticated L&D organization’s
their whole selves to work, IBM refreshed it’s DE&I Leader, Trane Technologies capabilities to nimble internal startups and
learning strategy for greater coherence and acquisitions. Learn the challenges Pitney Bowes
Discover how an immersive 8-week experience for
impact. Learn about IBM’s approach to fostering faced scaling and integrating an acquisition with
hourly team leaders in manufacturing locations is
belonging through shared learning experiences. an organic new business, and where rethinking
driving lean cultural transformation at Trane
Technologies, while developing leaders at all traditional talent management initiatives is
Learning Lessons from the levels. Learn how this scalable and sustainable important to meet the pace of the business.
Newsroom at Mastercard development program engages and empowers
Caroline Niven, Vice President of Learning & leaders to realize their full potential and ability Stacking Knowledge: How Europe is
Development, Mastercard through a blend of experiences. Reimagining 21st Century Credentials
With dwindling attention spans and multi-screen Mark Brown, Director of the National Institute for
mentalities, we’re entering an age of agile learning How Microsoft Uses ROI to Make Digital Learning, Dublin City University
where snackable content, peer sharing, and Better Training Decisions Interest is increasing globally in new learning
interactive experiences win. Explore how a real- Chuck Sigmund, Senior Business Program pathways through micro-credentials, “stacking
world newsroom approach to learning can help us Manager, Microsoft knowledge,” and recognizing new 21st century
captivate and motivate colleagues to reimagine credentials. As governments and organizations
How do you decide whether to build and deploy
their relationship with learning. training? These are big, business-critical decisions look to get people back to work, create new jobs
that should be informed by solid data, not just in areas of growth, and address specific skills
Strengthening Teams and hunches or gut feelings. Explore how Microsoft is gaps, discover an innovative, European-wide
Stabilizing L&D at Mayo Clinic using a comprehensive ROI tool to estimate the approach to micro-credentials, forging new
Janet Zarecor, Director of Curriculum return on proposed L&D programs, to make go/ industry and institutional partnerships.
Development, Mayo Clinic no-go decisions, and to evaluate the impact and
Learn why Mayo Clinic Clinical Systems Education value of deployed training.
Additional fee, see page 20.
has made the pledge to focus on strengthening
its staff and stabilizing its department after what
has been an unpredictable and emotional year in
healthcare and around the world for its staff, their “I liked that even though the Summit featured companies in direct
families and the community around them. Discover competition, all of that was put aside to share best practices on
what they are doing to make their newly remote delivering world-class experiences for our learners.”
teams even stronger by providing the tools and
support they need to succeed in a brave new world. Mike Ford, Manager of Learning Content and Technologies, Shaw Industries

Co-Located Event (Off-Site) Innovations in Training 9
Wednesday, March 2 4:00 pm – 9:00 pm

Thursday, March 3 8:30 am – 9:00 pm
Friday, March 4 8:00 am – 2:00 pm
Get Insider Access to Innovations in Training is an immersive field trip that takes you behind the scenes
to see and experience state-of-the-art approaches to cultivating skills and knowledge
Orlando’s Innovative — and gets you hands on with technologies that are changing the way people learn.
With one of the most innovative cities as your learning lab, this exclusive experience
Learning Technologies, (limited to 50) takes you to cutting-edge learning organizations around Orlando—and
Labs, and People guides you through facilitated creative debriefs to adapt and apply these innovations
in your organization.
Confirmed site visits and innovators

include (with more to come):
Take the Last Truck to Clarkville at UPS

Jon Bowers, Director of Learning Technology, UPS
Take a guided tour of UPS Integrad Lake Mary and
discover how UPS is leveraging innovation to mobilize
their driver training program. Learn how UPS leveraged
the brick-and-mortar sites to improve their VILT
offerings during the pandemic. See their latest self-
guided driving simulator experience, VR applications,
and other emerging training technologies. Discover
more about their Mobile Training Academy.
Lake Nona: A Cutting-Edge Community

of Technology and Innovation
Spend a day in Lake Nona — Orlando’s smart and
connected community that intentionally integrates
the future of design, technology and human
performance. Experience several cutting-edge site
visits that are driving innovation and training across
healthcare, wellness, performance and more, including
the Verizon 5G Innovation Hub where you will see a
convergence of robotics, learning, and health
screening. More Lake Nona site visits to be
announced (see TrainingConference.com)!
Immersive Lab at UCF’s Institute for

Simulation & Training: Experience Hands-On, Immersive Lab with KPMG “Innovations in Training is
World-Class Emerging Technologies and Microsoft unlike anything I’ve seen
David Metcalf, Director, Mixed Emerging Technology Christian Gossan, Global Lead for Digital Experience & offered at a conference
Integration Lab (METIL) Data, KPMG IMPACT
before. It was great to
Tour several labs at UCF’s Institute for Simulation & Experience how KPMG’s Globerunner app moved
Training, which focus on advancing human-centered learners from passive, paper-based, dry content to an
see real innovations
modeling and simulation technology. Learn about — interactive, engaging and globally scaled learning already implemented at
and even try out — the latest innovations in AR and VR, experience. Discover how they created a cost-effective organizations — and gain
adaptive learning, healthcare simulations, 3D printing, and large-scale digital experience while also making it
ideas and insights to bring
robotics, autonomy, leadership and decision making in individually meaningful.
high-tech environments, and more. David Metcalf and back to my team.”
Chuck Sigmund, Senior Business Program Manager,
his colleagues will blow your minds during this tour, so Lisa O’Donnell, Director of
Microsoft
you won’t want to miss what they have to share, Instructional Design, KPMG
including from METIL —the Mixed Emerging Learn how Microsoft is innovating customer support
Technology Integration Lab; SIMITAR —SIMulation in by providing AR-enhanced, moment-of-need content
Training and Assessment Research; the award-winning, directly to Xbox fans. See how they have completely
student-led Robotics Lab; and other labs to be added. re-envisioned and redesigned the customer support Space is limited. Visit TrainingConference.com
journey and reduced customer pain time by putting to see more tours and innovators to be added.
the power of information right in their hands, wherever Additional fee (see page 20), includes
and whenever they need it. transportation, receptions, and most meals.
10 EXPO
EXPO HOURS
Training 2022 has the suppliers of hardware, Monday, February 28 11:00 am – 5:00 pm
software, and product and service solutions that Tuesday, March 1 9:00 am – 3:00 pm
can help you solve your training challenges — now!
Browse top training products and services from our
helpful exhibitors, stop by the Training Technology
Test Kitchen, and shop at the Conference Bookstore.
For a list of exhibitors, see

www.TrainingConference.com
Interested in becoming
an exhibitor or sponsor?
Contact Payton@TrainingMag.com
Adobe Tools Stage 2021 TMN Choice

Training Magazine Network’s wildly Award Winners
popular webinar series comes to
Training 2022 on the Expo Stage
Monday and Tuesday! Meet your
favorite Adobe evangelists in
person, learn to apply the latest
upgrades, or test out Adobe
elearning tools for the
first time. You’ll Pooja Jaisingh
engage with
these essential
training tools
like never Network with the 2021 Training Magazine
before. Network Choice Award winners and
explore best practices to effectively
Allen Partridge
implement a variety of training tools and
tech, crowdsourced by L&D professionals.
A Dash, a Pinch, a Smidgen of Seasoning to Elevate Your Learning

Design — Get Cookin’ in the Training Technology Test Kitchen!
Hoping for training inspiration to strike? Visit the Training Technology
Test Kitchen in the Expo and discover innovative tools, new media,
and fresh approaches to integrating technology into learning.
Stop by to talk with Master Chefs about learning design, pick up

“recipes” (quick how-to guides), and try out hands-on tech demos.
Check out gidgets, gadgets and gear, including AR, VR, XR and other Executive Chef
emerging technologies. Test Kitchen mini-sessions will help you cook up Phylise Banner
innovative, immersive, and engaging learning “bites.” Don’t miss this Learning Experience
high-energy, interactive learning experience! Design Expert

Conference Jump-Start (Online) 11
Wednesday, February 16 • 1:00 pm – 2:30 pm Eastern (online)
Training 2022 Conference Jump-Start (Online)
Ask Us Anything: Training Experts Here to Help!

You know why training matters but perhaps Do not miss this special context-setting
you’ve got questions about how training can be orientation session with author Saul Carliner and
done better. And maybe you’ve got questions the Training magazine team. Meet other
about the conference, too? attendees. Learn why training and your work
matter. Get answers to your burning questions.
Ask Saul! Ask Training Magazine!

The online Jump-Start Then the Training magazine team
event kicks off as you will be available to answer all your
challenge Saul Carliner, conference questions:
author of nine research-
based books about what • What should I wear?
works (and doesn’t • Am I eligible to attend the Learning Leaders
work) in training — Summit?
including the best-
selling Training Design • Where do you find the Conference App?
Basics and award- • What’s that Sunday kickoff about?
winning Informal
• Why should I extend my stay for Innovations
Learning Basics,
in Training?
An Overview of Training and Development: Why
Training Matters, and his most recent: Career • What are your Covid precautions?
Anxiety: Guidance Through Tough Times.
• How can I be part of the Training Top 100 so
• Is there a typical trainer? I can attend Monday’s Black-Tie Gala?
• What’s the average trainer salary? • What types of trainers attend GamiCon? Will it
cover serious games for learning?
• How do trainers build trust as professionals?
• I work internally, I don’t have clients. Right? Ask Your Peers!
• Which “learning theories” are substantive Finally, what
and which are snake oil? questions do
you have for
• When do you expect trainers to be replaced your training
by AI? peers?
• With online learning proving itself, why do
we need F2F training?
• Why does my work as a training professional
matter?
• What aspects of training are never coming
back post-pandemic?
See TrainingConference.com for details about
• What’s YOUR question? how to attend this free Jump-Start session.
See full descriptions and register now at TrainingConference.com

12 Breakout Sessions
108 Learning in the Workflow—Bringing Learning Closer

Monday, Feb. 28 8:00 am – 9:00 am to Work
Ray Jimenez, Chief Learning Architect, Vignettes Learning
BREAKOUT SESSIONS
109 Gamification Apps: The Good, The Bad, and the Ugly
101 Introduction to the Articulate 360 Suite of Tools at Training Events
Stefanie Lawless, VP, Training, Yukon Learning Josh Yavelberg, CEO, Flying Cloud Solutions
102 Practical Augmented Reality (AR) for Learning 110 Effective eLearning Evaluation
Developers Steven Yacovelli, Principal, TopDog Learning Group
Destery Hildenbrand, Sr. Learning Experience Producer, Motive.io
111 7 Mistakes Trainers Make and How to Avoid Them
103 Creating Better Estimates for eLearning Bob Pike, Chairman, p3 Associates
Danielle Watkins, Chief Learning Experience Officer, Zenith
Performance Solutions 112 Recipes for Engaging Virtual Training: Made to Love!
Kassy LaBorie, Principal Consultant, Kassy LaBorie Consulting,
104 A Beginners Guide to Tracking Learning with xAPI LLC
Jeff Batt, Founder, Learning Dojo
113 Pulling It All Together: The Science-Backed
105 Training Needs Analysis: To Train or Not to Train, Components of Effective Instructional Design
That is the Question Laura Paramoure, President, eParamus
Marsha Weisleder, Performance Improvement Coach, Langevin
Learning Services
“My first time at the Training Conference
106 Tips for Converting ILT Materials to eLearning:
Lumps, Bumps, and Bruises was a fantastic experience. The right
Diane Elkins, Co-Owner, Artisan E-Learning size conference with outstanding
speakers in a well-laid out venue.
107 The Five Challenging Behaviors You’ll Meet in
Looking forward to returning!”
Training and How to Deal with Them
Catherine Lamoureux, Education Program Specialist, U.S. Jim Cermak, Director of Training, Driverge
Department of State
Monday, Feb. 28 2:30 pm – 3:30 pm
BREAKOUT SESSIONS
201 Data-Driven Training: How Airlines Use Data to
Improve Safety and Performance
Scott Nutter, Principal, Touch & Go Solutions, LLC
202 Applying the Power of Positive Psychology

Devin Hughes, Chief Inspiration Officer, International Thought
Leader Network
203 Actions Speak Louder Than Words: Six Steps to

Better Learning Interactions
Ethan Edwards, Chief Instructional Strategist, Allen Interactions
204 Are They Really Ready? Is Time to Competence the

Holy Grail of L4 Reporting?
Chuck Sigmund, Senior Business Program Manager, Microsoft

Breakout Sessions 13
Tuesday, March 1 10:30 am – 11:30 am

Dine Around Mixer Event
Monday, February 28, 5:30 pm – 8:30 pm BREAKOUT SESSIONS
Want an opportunity to meet, connect and network
301 Designing the Learner’s Journey: Building Intrigue,
with fellow attendees? Then join this fun dining Engagement, Confidence, and Joy
event, facilitated by industry veterans. You’ll choose Michael Allen, Founder & CEO, Allen Interactions
from dedicated dining options at area restaurants
that meet your budget. Meet your group of seven 302 4 Fatal Evaluation Errors Training Professionals
Should Avoid
other dinner participants by 5:30 pm so you can
Jim Kirkpatrick, Senior Consultant, Kirkpatrick Partners
all go to the restaurant together. We’ll provide
bus transportation to and from the selected 303 Building an Agile Learning Technology Ecosystem
restaurants. Registration will open online in early JD Dillon, Chief Learning Architect, Axonify
February. Note: This is a pay-on-your-own event.
304 Teach Me, Show Me, Let Me ... Virtually
Jon Bowers, Director of Learning Technology; JP Murrell, Project
Manager, Training and Development; Tristan Christensen,
Expansion Director, UPS
305 Crash Course in Negotiation and Influencing

205 Learning by Practice: MicroLearning that Produces Jeff Cochran, Master Facilitator, Shapiro Negotiations Institute
Real Work with Real Results
306 How YOU Doin'?! Why Your L&D Project Should Be
Amy Morrisey, President, Artisan E-Learning
a Dating App
206 Courageous Leadership: What Would Change If Keith Lillico, CEO, Lillico Learning
Everyone Showed Up with More Courage?
307 It’s Not You ..., Actually It Is: The Art of Helping
Bill Treasurer, Chief Encouragement Officer, Giant Leap Consulting
People Change
207 Chatbot Design for Learning Use Cases Mitch Warner, Managing Partner, The Arbinger Institute
Vincent Han, CEO, Mobile Coach

308 Instructional Techniques for OJT and the Traditional
208 Successfully Implement Your Learning Technology and Virtual Classroom
Platform Michael Nolan, President, Friesen, Kaye and Associates
Katrina Marie Baker, Lead Learning Evangelist, Adobe

309 Reskilling Your Workforce with Video
209 Let’s Get Weird! Develop More Authentic Managers Stacy Adams, Head of Marketing, Vyond
Using Neuroscience
310 How to Be Dramatically More Interactive
Amy Posey, CEO, SUPERMEGABOSS
Brian Walter, President, Extreme Trainings
210 Make it Stick! Activities to Make All of Your Trainings
311 Do What Matters Most
More Impactful
Rob Shallenberger, CEO, Becoming Your Best Global Leadership
Jed Buck, Principal; Roz Buck, Principal, Roz and Jed Training &
Consulting
312 How Executive Teams & Learning Leaders Use
211 Jolts Jam: Wake Up and Engage Your Participants Motivational Psychology to Transform the Training
Sivasailam “Thiagi” Thiagarajan, Resident Mad Scientist, The
Culture
Thiagi Group Joe Urbanski, COO, Org Culture Strategist, Total Solutions Group
212 The 4 Levers of Virtual Training: ROI, Design, 313 Six Ways to Unmask the Webinar
Implementation, and Engagement Constance Staley, Professor of Communication, University
Freya Huffman, Manager, Virtual Training, Aflac of Colorado

Tuesday, March 1 1:00 pm – 2:00 pm SUPER EARLY-BIRD

BREAKOUT SESSIONS SAVE $300
401 Personalize Your Learning Programs Using Artificial See page 20
Intelligence (AI)
Dave Romero, President, Unboxed Training & Technology
410 Is Your Deck Stacked Against You? Designing
402 Agile Methods in L&D: Case Studies & Lessons PowerPoint Slides and Handouts That Tell a Story
Learned Rick Altman, Director, Better Presenting
Megan Torrance, Chief Energy Officer, TorranceLearning
411 Achieving Maximum Retention: Brain-Based
403 Culture Magic for Teams: Engaging Your People to Learning Principles for the Virtual Classroom
Get Results Cynthia Clay, CEO, NetSpeed Learning Solutions
Larry Johnson, Partner, Johnson Training Group
412 Getting to the C.O.R.E. of Training
404 Engagement Escalation: Tools and Techniques to Becky Pike Pluth, President, The Bob Pike Group
Elevate Learning Experiences and Outcomes
Valary Oleinik, Project Manager, Weil Gotshal and Manges 413 Unplugged: The Leader’s Role in Helping Employees
Reengage
405 Delivering Results That Executives (and Others) Tom Roth, Chief Operating Officer, Wilson Learning Worldwide
Will Love
Jack Phillips, Chairman, ROI Institute
Tuesday, March 1 3:15 pm – 4:15 pm
406 Introducing the Visa University Learning Hub
Holly Vensor, Sr. Learning Analyst; Praveen Kaushik, Senior BREAKOUT SESSIONS
Director, Visa
501 Using Gamification to Develop the Future Workforce
407 50 Tips (Yes 50!) for Making Better Videos in Big Data and Data-Driven Decisions
Matt Pierce, Learning & Video Ambassador, TechSmith Junell McCall, Chief Learning Officer, JLM Educational Consulting
Services
408 Everyday Superheroes: How to Inspire People to
Create Lasting Change at Work 502 Evaluating Informal Learning
Tony O’Driscoll, Professor, Fuqua School of Business, Duke Saul Carliner, Professor, Concordia University
University
503 Universal Design for Learning: Implications for
409 From Tactical Requests to Strategic Results: eLearning and Beyond
Asking Powerful Questions Jean Marrapodi, Chief Learning Architect, Illumina Interactive
Chris Adams, Principal Consultant, Performance Change
Strategies 504 Translate In-Person Content to Dynamic Digital
Content
Becky Willis, Principal, WillLearn
505 Table-Top Team Building: Experiential Activities for

the Board Room
Michelle Cummings, Founder, Training Wheels
Build your skills and your

resume — attend a pre-conference
certificate program!

506 A Whole New World: Developing Diverse, Equitable, 513 Crucial Conversations: Interpersonal Skills for
and Inclusive Training Programs Turbulent Times
Dina Shafey Scott, Training and Technical Assistance Program Joseph Grenny, Co-Founder, Crucial Learning
Manager; Jennifer Rivers, Training and Technical Assistance
Specialist, The Legal Services Corporation
Wednesday, March 2 8:30 am – 9:30 am
507 Picture Perfect: Turn Words Into Professional,
Powerful Graphics ... FAST BREAKOUT SESSIONS
Mike Parkinson, Owner, Billion Dollar Graphics
601 Pop-Up AR: How a Fitness Facility Implemented AR
508 Next Generation Gamification, Simulation, and for Safety Training
Virtual Reality Learning Betty Dannewitz, Founder, ifyouaskbetty
Anders Gronstedt, President, Gronstedt Group
602 Level 3 Evaluations Made Simple, Credible, and
509 Subconscious Awareness: The Critical Development Actionable
Shift for Leaders in the New Normal Ken Phillips, Founder, Phillips Associates
Carlann Fergusson, Leadership Change Expert, Propel Forward
603 Competency and Competency Modeling Done Right
Judith Hale, CEO, Hale Associates Center; Veronika Shestakova,
Practice Leader, Hale Associates Center
604 Ten Smart Tips to Create eLearning Like a Pro with

Adobe Captivate
Allen Partridge, Head of Evangelism, Adobe Digital Learning
Solutions, Adobe
605 Creating a Best-In-Class Leadership Preparedness

Program
Tim VanderLaan, Manager, Spectrum Health University,
Spectrum Health
606 Rapid Instructional Design with SAM

Kevin Herrholtz, Vice President of Training, Turning Technologies
607 Achieving Business Results Begins With A Successful

Learning Strategy
510 “Oh, Yeah ... Make Me!?” Techniques for Handling Mark Griffiths, Client Partner, Newleaf Training & Development
Resistant Learners
Laura Arellano, Learning and Organizational Development 608 Find Your Gamification or GBL Narrative Using Classic
Manager, Ancestry Stories
Joshua Barol, Associate Director of Training Development, Pfizer
511 Rebuilding the Talent Tower: L&D Strategy in
Transforming Businesses
Steve Cannella, Director of Sales Operations, Pitney Bowes
512 Getting a Squirrel to Focus in the Virtual World “I was able to select a cross-section
Patricia Scott, President, Uhmms of sessions across several different
disciplines within the ‘training’ scope,
such as leadership development,
facilitation skills and measuring your
impact. It was great!”
Session descriptions are available in Erin Villagra, AVP/Talent Development Specialist,
the AGENDA at TrainingConference.com Peapack-Gladstone Bank

705 Courageously Communicating in an Effort to

“Whether a large corporation or a small Influence Internal Collaboration
organization, this event has something Andora Gandy, President, RepeatIT Excellence
for everyone. I always come away with 706 Punch Up Your Images by Unlocking Hidden Tricks
tips, tools, strategies, and systems that in Photoshop
I can put to work the minute I get back Phil Cowcill, Senior eLearning Specialist, PJ Rules
to my desk!”
707 Mastering Edutainment
Renee Freudenberger, Director of Training & Professional Marc Ratcliffe, CEO, MRWED Training and Assessment
Development, Woodfords Family Services
708 Do You Want Fries with That? Structure with
Flexibility for Fast-Paced Business
609 The Secret Sauce for Extending Your Training Beyond
Cheryl Dillon, Education Manager; Zachary Ritchie, Education
the Classroom Specialist, Navient
Chris King, Learning Provocateur, CEEK
709 Employees as Content Creators: A Creator-Centric
610 Build the Capability Your Organization Needs— Approach to Reskilling
Not Just the Skills Your People Want Dawn Baron, Product Marketing, PeopleFluent Learning
Jack Gottlieb, CEO, Total Solutions Group
710 Teach It Quick + Make it Stick
611 Can you REALLY Improve Soft Skills with eLearning Elisabeth Sanders-Park, President, Worknet Solutions
and Technology?
Thomas Toth, CEO, dWeb Studios 711 Program Evaluation in Large and Complex
Organizations
612 Beyond the Basics: Developing Top Global Hybrid Jay Brimstin, Deputy Director; Rory O’Brien, Chief, Program
Leaders Evaluation Office, Maneuver Center of Excellence, Directorate of
Karin Goettsch, Principal, Global Collaboration Insights Training and Doctrine
613 Getting Started with Stop-Motion Animation 712 The Human Connection: How Psychological Safety
Explainer Videos Builds Teams and a Learning Culture
Kevin Thorn, CLEO, NuggetHead Studioz Jessica Malagisi, Training and Operational Effectiveness Specialist;
Ashley Patterson, Director, Grange Insurance
Wednesday, March 2 9:45 am – 10:45 am 713 Feedforward, Not Feedback: A Partnership Model for
Training and Communication
BREAKOUT SESSIONS Joe Hirsch, Managing Director, Semaca Partners
701 Bridging the Communication Gap: Cultivating an

Agile Feedback Culture in the ID Process
Kassandra Vaughn-Worsley, Instructional Designer; Amy Roy,
Instructional Designer, Western Governors University
702 Fortify Your Emotional Immune System with a

Booster Shot of Resilience
Dan Day, Director of Global Markets, TRACOM Group
703 Gritty and Graceful: Receiving/Giving the Gift

of Feedback
Daniel Lobb, President, TRP Enterprises
704 Play the Gamified Ethics Training Developed

Collaboratively by NASA and the USDA
Sharon Goza, Consultant, Game2Learn
Session descriptions are available in
the AGENDA at TrainingConference.com

Wednesday, March 2 11:00 am – 12:00 pm
BREAKOUT SESSIONS
801 Shortening Time to Proficiency: Ecosystem Beyond
Training and Learning Interventions
Raman Attri, Senior Global Training and Learning Manager, KLA
Corporation
802 Adding Performance Support to Instructional Design

by Leveraging the Power of VILT
Jon De Young, Virtual Trainer; Amanda Hughes, Virtual Trainer,
Aflac
803 Is it Possible to Build a 508-Compliant Game?

You Bet!
Ian Coleman, Lead Multimedia Developer, Booz Allen Hamilton
804 Cracking the Leadership Code: The Three Secrets to

Building Strong Leaders
Alain Hunkins, Managing Director, Hunkins Leadership Group
805 Taming the Beast: Keep Project Feedback From

Becoming a Three-Ring Circus
Michelle Echevarria, Instructional Media Center Manager, JBS
International 809 From ID to XD: Learning Transformation through
Experience Design
806 Designing from the Heart! How to Incorporate Lauralee Sheehan, Chief Creative Officer (CCO); Kaila Simoneau,
Empathy and Learner Experience Design Content Producer, Design & Research, Digital 55
Debra Jensen, Senior UI/UX Designer; Alicia Seguin, Project
Manager, Reflection Software 810 Using Your Superpowers for Cultural Transformation
Susan Redding, Learning and Development Manager, Greenphire
807 Transform Your Training with Threshold Concepts
Marc Hurwitz, Professor; Samantha Hurwitz, Chief Encouragement 811 From Boring to Thrilling: How Small Tricks Can
Officer, FliP University Transform Your Presentation
Ted Frank, Strategic Story Director
808 How to Transform Your Classroom Training for
Effective Virtual Learning 812 The Critical Intersection of Employee Engagement
James Guilkey, President, S4 NetQuest and Learning and Development
Brooke Jones-Chinetti, Director, Learning Development &
Engagement, Haskell
813 If Not You, Who? How to Crack the Code of

Employee Disengagement
Jill Christensen, Best-Selling Author, If Not You, Who? How to
“This event not only provides pertinent Crack the Code of Employee Disengagement
information you need as a training
professional, but the focus on Are you a learning leader looking
mindfulness and being positive is worth to re-center for the next wave of
the price of admission. This event is a
workplace learning? Join other
great way to kick off a new year!”
passionate executives when you attend
Ashley Mooney, Training Specialist, TrueCommerce
the Learning Leaders Summit.

18 Hands-On Clinics
Wednesday, March 2 12:15 pm – 3:15 pm
HANDS-ON CLINICS
Grab some lunch and learn by doing in a 3-hour hands-
on, interactive session that is included with your 3-Day
Training Conference registration. Space is limited, pre-
registration is recommended. Visit the agenda online
for session descriptions.
C01 Show Me the Money! Moving from Impact to ROI

Patti Phillips, Chief Executive Officer, ROI Institute
C08 Mousify Your Instructional Design for MAGICal
C02 Try Something New! Share Your Expertise through
Results
Authorship, Audio-Casting, and Video Blogging
Lenn Millbower, The Mouse Man, Mouse Man Consulting
Pete Blank, Training and OD Manager, Personnel Board of
Jefferson County
C09 Hacking eLearning: Brainstorms, Tips, Techniques
C03 Producer 101: How to Plan, Prepare, and Shoot Nick Floro, Learning Architect, Sealworks Interactive Studios
Compelling Video
C10 The Compassion Effect: Engage Differently for
Mark Lassoff, CEO, Framework Television
Breakthrough Results
C04 Secrets of Master Virtual Trainers: Five Keys to Nate Regier, CEO, Next Element
Successful Online Classes
C11 From Storyboard to Stunning eLearning Courses
Cindy Huggett, Principal Consultant, Cindy Huggett Consulting
with Adobe Captivate
C05 Project Management: Minimal and Mandatory Magic Pooja Jaisingh, Lead eLearning Evangelist, Adobe
Lou Russell, Director of Learning, Moser Consulting

C12 Intercultural Presentation Skills: Training for Global
C06 High-Impact, Low-Cost Training Activities that WOW Professionals
Any Audience 2.0 Dan Bullock, Intercultural Communications Professor, United
Nations Headquarters/New York University; Raul Sanchez, Clinical
Sardek Love, Founder, Infinity Consulting and Training Solutions Assistant Professor, NYU
C07 Increase Training Reinforcement Through the Art of C13 How to Make 360° Interactive Images in Articulate
Building a Coaching Culture Storyline
Tim Hagen, President, Progress Coaching Kevin Thorn, CLEO, NuggetHead Studioz
“As a Learning Professional, we’re

always the facilitators and rarely Extend your conference experience
the learner. Attending the Training with the co-located learning field trip —
Conference allowed me to reinvest Innovations in Training!
in myself and my team, to ensure we
always aim to put our learners needs It’s experiential.
first, and continue to find innovate It’s hands-on.
ways to work with an expanding global It’s creative.
workforce.”
It’s thought provoking.
Nancy Marchiotti, Associate Director of
Talent Development, FreshBooks

Hotel/Venue & Orange Frog Users Conference 19
Training 2022 Conference & Expo Venue BOOK YOUR ROOM EARLY!
WHY STAY AT THE

1000 West Buena Vista Drive CORONADO SPRINGS?
Lake Buena Vista, Florida 32830 Enjoy new new restaurants, the convenience
of easily networking with other show
attendees, and more. The resort includes a
HOTEL RESERVATIONS Reservations are accepted on a first-come, health club, a themed feature pool plus three
first served basis until 11:59 PM Eastern, quiet pools, and a nature walk.
Connections Housing is the only official
January 26, 2022 (while supplies last).
housing bureau for Training 2022. Reserve
your room at Disney’s Coronado Springs Government Per Diem Rooms are available
Resort through Connections Housing to on a limited basis online or by calling
receive our special rate* of $238 single or Connections Housing (you must have a
double occupancy. *Rate does not include valid government ID at check-in).
tax. Additional guest charges may apply.
©Disney
As a guest, take advantage of special theme
park tickets and enjoy the convenience of
Disney transportation to take you to and from
the Theme Parks, Water Parks, the Downtown
Disney area, and more.
©Disney
Book Your Hotel Room via Connections Housing:
Online: www.TrainingConference.com
Click on the HOTEL for details and links.
Phone: Connections Housing 1.404.842.0000
©Disney
Fax: Connections Housing 1.470.822.0250
Email: TrainingConference@ConnectionsHousing.com Visit www.TrainingConference.com and

click on HOTEL for details and links.
Sunday, February 27, 1:30 pm – 5:00 pm
Co-Located Event:
The Happiness Advantage | Orange Frog Users Conference
This half-day event is designed exclusively for certified Happiness BONUS: Meet Shawn Achor on Sunday
Advantage | Orange Frog facilitators. Connect with your peers, during a VIP, invitation-only Q&A session!
access new tools and resources for increasing optimism and
You must be a certified Happiness Advantage | Orange Frog
engagement inside your organization, and get updates on the latest
facilitator to register for this User Conference. Additional fee
research in positive psychology. Get happy and mingle at a closing
of $99 to register for this half-day User Conference only; or
happy hour reception.
free when added to a Training 2022 Conference registration.
45th Annual 1. Attendee Information
Name Job Title
Organization/Company
February 28 – March 2 • Orlando, Florida
Address
How to Register: City State/Province Zip/Postal Code
Online: TrainingConference.com Country

□Check here
if you require
Phone: 1.847.620.4483 ext. 1 ( ) special services.
Phone (required)
(9 am – 6 pm Eastern, Monday – Friday)
Email: registration@goeshow.com Email (required)

(Subject: Training Conference)
2. Method of Payment/Credit Card Authorization
Mail to: Lakewood Media Group
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Early-Bird Discounts:
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the 3-Day Training Conference & Expo. Register by Dec. 23
to receive a $300 discount! If you register between Dec. By signing this form, you agree to have your credit card charged for the fee(s) selected AND to the cancellation policy.
24 – Jan. 28, you’ll receive a $150 discount.

3. Registration Fees
Group and Organizational Discounts:
Special discounts are available for groups, government/ □ 3-Day Training Conference & Expo (Feb 28 – Mar 2)
military, academic, and non-profits on the 3-Day Training Super Early-Bird Rate (through Dec 23) .................................................................................................................$1,495
Conference & Expo. ONE discount code may be used in Early-Bird Rate (through Jan 28)..............................................................................................................................$1,645
addition to an automatic early-bird discount. Learn more at: Regular Rate .................................................................................................................................................................$1,795
TrainingConference.com/2022/discounts.cfm □ Expo Only (Feb 28 – Mar 1).............................................................................................................................................$20
Payment: Pre-Conference Certificate Programs:
Payment is accepted by credit card, corporate check or □ P01 Master Instructional Designer (Feb 25 – 27) .................................................................................................$1,195
money order. To generate an invoice and pay later, register □ P02 Managing the Training Function (Feb 25 – 27)..............................................................................................$1,195
online and select “balance due” for payment or check “bill □ P03 Mastering Interactivity and Instructional Design for eLearning (Feb 25 – 27) .......................................$1,195
me” in #2. Please make checks payable to Lakewood Media □ P04 The Master Trainer (Feb 25 – 27) .....................................................................................................................$1,195
Group. Payment is required prior to receiving a badge in □ P05 eLearning Developer (Feb 25 – 27)..................................................................................................................$1,195
Orlando. Visit us online for more details. □ P06 Converting ILT to VILT or eLearning Courses (Feb 25 – 27) ........................................................................$1,195
Registration Cancellation Policy: □ P07 ROI by Design: Delivering the Promise of Learning Measurement (Feb 27)............................................ $495
Should you need to cancel your paid registration, your □ P08 Reimagining and Designing Onboarding in a Post-Pandemic World (Feb 27) ........................................ $495
cancellation must be received by Feb. 4, 2022. Cancellations □ P09 Create Teachable Moments: Using Activities to Make Your Training Messages Stick! (Feb 27) ........... $495
are subject to a $100 processing fee; the balance of your □ P10 Don’t Just Learn It — Do It! Build Microlearning That Delivers Results (Feb 27) ..................................... $495
registration fee will be refunded. For paid cancellations after □ P11 Augmented Reality Boot Camp for Learning (Feb 27) ................................................................................. $495
Feb. 4, 2022, we are happy to accept substitutions or issue a □ P12 The Engaging Virtual Trainer: 99 Ways to Beat Training Zoom Fatigue (Feb 27) ................................... $495
letter of credit for a future conference or certificate program, Co-Located Events:
but no refunds will be given. □ GAM GamiCon (Feb 26 – 27) ....................................................................................................................................... $895
Special Service Need/Assistance: □ LLS Learning Leaders Summit (Feb 27) ..................................................................................................................$795
In order for us to accommodate your special service need in □ HAP The Happiness Advantage: Orange Frog Workshop (Feb 27) ........................................................................$99
Orlando, please contact us by Friday, Feb. 4, 2022, with your Free with a 3-Day Training Conference & Expo registration. See page 19.
need (e.g. assisted access to sessions or special-meal need □ IIT Innovations in Training (Mar 2 at 4 pm – Mar 4; off-site) .............................................................................$995
due to dietary restrictions/allergies).
Subtotal: $ ______________
Reserve Your Hotel Room: Discount Code: ___________________________ ($ ______________ )
Disney’s Coronado Springs Resort
TrainingConference.com/2022/hotel_travel.cfm TOTAL (in U.S. Dollars): $ ______________

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NOVEMBER 2021 $35 www.trainingmag.

18 2021 Training 40 L&D Best Practices: 16 What the Tech? Informed

www.trainingmag.com / NOVEMBER 2021 / 1

www.trainingmag.com Lakewood Media Group

2 / NOVEMBER 2021 / www.trainingmag.com

Whether your learning strategy requires individual training or transformative,

Learn how your organization can achieve

The Great Opportunity

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Higher User Capacity

Increased Accessibility & UDL

Asynchronous & Blended

Explore the advantages of flexible learning

seekers understand whether or not a com-

10 Red Flags of a Toxic Hybrid remotely.

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You Do Best and rehearsals, announced a virtual

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Coveo, a leader in relevance

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We have created a culture where employees feel accepted,

We have progressed to a point that our team has a

www.trainingmag.com / NOVEMBER 2021 / 11

Thriving Amid Today’s Change-Quakes

1. They ignore the personal journey. Change

12 / NOVEMBER 2021 / www.trainingmag.com

3. They fail to respect human nature. When

www.trainingmag.com / NOVEMBER 2021 / 13

Use E-mail to Fill Your Training Seats

Sheryl Lindsell-Roberts is an award-winning business writer and author of 25 books, including

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To learn more about becoming a Training digital sponsor/partner, contact Jeff@TrainingMag.com

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The votes are in!

magazine magazine magazine

choice choice choice

magazine magazine magazine

choice choice choice

Now in its 40th year, The Industry

Total respondents 243

18 / NOVEMBER 2021 / www.trainingmag.com

Focused on virtual learning and Training Expenditures 2016-2021

Average of Total Annual Budget

Education $1,133,167 $1,784,167 $200,000 $1,278,857

www.trainingmag.com / NOVEMBER 2021 / 19

Types of Training Products and Services

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Midsize (1,000 to $829

Hours of Training per Employee 2020-2021

All Companies 55.4 n 2020

Midsize (1,000 to 34.7

Large (10,000 or 102.6

www.trainingmag.com / NOVEMBER 2021 / 21

Training Expenditure Allocations—

Staff per 1,000 Learners

budget for large companies

This year, the number of companies

www.trainingmag.com / NOVEMBER 2021 / 23

management/supervisory training ($423,312);

24 / NOVEMBER 2021 / www.trainingmag.com