The Zero BlackOut program resulted in higher employee retention rates while lowering training costs to both the organization and their contractors. The Zero Blackout Program has moved gamification learning to a new level with custom elearning and coaching models for remote workers and a collaborative design model that could be adapted by other large organizations.
Linamar’s innovative initiative focused on how soft skills could be used to substantially improve the company’s performance and thus improve practice and move the profession forward. The initiative included three days of lectures, activities and leadership skills followed by an opportunity to put into practice the newly acquired skills to effect change and improvements within the organization. Giving the trainees the opportunity to solve production issues was another strength of the initiative as it anchored the outcomes to the actual job.
The Respond5 software engages learners, improves accessibility and learning outcomes, enhances reporting and streamlines authoring and collaboration. The software provides opportunities for clients to create efficiencies in the content creation and maintenance process, improving end-user experience, and imparting cost savings to the business.
The integration of user feedback and how Leara received and incorporated that feedback clearly demonstrated a focus on user-centred design. The judges commend Leara for submitting a non-traditional entry and appreciate the vision Leara has to drive the performance and learning profession forward.
WSIB is to be congratulated for its research-based approach to designing a leadership program. The program has contributed to improvement in leadership capabilities to maximize performance, lead change, lead people, and foster business relationships. There have been 28 promotions since the launch of the Manager Program in May 2013.
The published work stemming from the WSIB’s learning team is a solid indicator of the effectiveness of their program. There also is a clear HR pipeline strategy which gets increased visibility and approval from executives.
BC Hydro has not had a workplace fatality since 2010 – the program is contributing to the changing company culture on crews and in the field. Employees are more confident to speak up and leaders are better skilled to listen and to address safety and performance issues should they arise. According to the last two employee surveys, employee engagement has increased and the rate of frontline leaders leaving their roles within the first year has rapidly declined.
The program was deployed nationally and has resulted in increased positive ratings within their Customer Service Index. The profession was improved by collaboration between stakeholders, allowing for the efficient gathering of feedback, and the implementation of solutions. Canadian Tire pushed the boundaries of what’s possible in Storyline and other technologies.
The result? A culture change – the quality design and collaboration raised the visibility and influence of the learning team to influence business outcomes and cost savings in the organization. The Business Conduct Training protects Rogers from potential legal issues and became a company model for collaboration, internal design and training improvement, and pushed the limits through its use of Storyline, SAM and the LMS.
The program resulted in cost savings, increased business results, and a streamlined onboarding program. Other TD Bank Group programs will leverage several of the learning design approaches from this program.
The Perfectly Matched program had a positive impact on hiring ratios with internal hires reaching 70% within a year, compared to 75% external management the year before. The time to fill vacancies has dramatically reduced and overall performance at store level improved. 190 employees have completed the program or are in progress, and there has been a positive impact to sales and mystery shopper scores.
The judging panel would like to recognize her for her integrity and courage in design as she wanted to shift how the learning function was viewed. She began by focusing on aligning performance gaps to organizational goals and shifting her role from “order taker” to “performance consultant”. Today, learning is seen as an investment that improves both the performance of people and the performance of the business.
DriveWise’s planning process ensured alignment with organizational goals, surpassed the MTO requirements, and allowed for DriveWise to obtain a private college status. The fact that a private organization is willing to allocate resources to develop a standard not regulated by government is an achievement worth celebrating.