How do you actually measure the impact of your training programs? Join us as we dive into how we partnered with a global client to build a smart, streamlined evaluation strategy. One that helped them zero in on what really matters—so they could prove value, keep improving, and encourage managers to step up and support their teams’ growth.
Have you ever tried to drive a cultural transformation only to hit roadblocks like silos, outdated mindsets, or disengaged leaders? In our latest case study, we helped a global company shift from an engineering-centric mindset to one that thrives on collaboration and agility. Fostering a culture of trust and idea-sharing across boundaries, driven by both top-down leadership and empowered change ambassadors—we transformed the way they worked, thought, and innovated.
Let’s talk about something YOU already know: the key to attracting and retaining top talent is showing people a future in your organization, where they can grow and reach their full potential. But how do we actually make that happen? In this case study, we’ll show you the exact techniques, tools, and even a few “cheat codes” that will help you shift the conversation to skills, get managers engaged, and take your talent development efforts to the next level. No more guessing, no more struggle – just real, actionable strategies.
How do you enhance sales team performance while also providing a career development opportunity for field trainers? We set out to create a program that would enable them to support their regional sales manager in educating the sales team, onboarding new sales reps, mentoring colleagues to help them improve their sales performance, and helping to pull through important change initiatives out in the field.
In the midst of the upheaval that comes with a merger or acquisition, how can you develop a single change communication program that addresses the needs of every department across the organization but remains relevant to each business unit AND offer the agility for HR professionals to ramp up quickly and take leadership roles in transition teams?