August 18 - 20, 2019
Westin Michigan Avenue, Chicago, IL

Day Two: Monday, August 19, 2019

7:15 am - 8:00 am Networking Breakfast

Michelle Eppler Ed.D, Associate Vice President at Bellevue University Human Capital Lab

Michelle Eppler Ed.D

Associate Vice President
Bellevue University Human Capital Lab

8:05 am - 8:35 am The Evolving Role of the Chief Learning Officer: Aligning Learning with the Business

      As the workforce continues to shift, CLO’s are being asked to conform to the needs of the modern learner while conveying their value at the senior level.  Invariably in many of the discussions in conferences and publications, much have been shared on programmatic brilliance of leadership programs, succession planning approaches or more sophisticated deployment of learning tools, or certain leadership drive to build a certain type of organization culture. Yet programmatic brilliance or sophistication in learning tool deployment is seldom a conversation amongst the most senior leaders of a company, and in particular, the CEO of the organization. What is encountered is one simple preeminent question: “For all the money spent, how do we know it matters to the success of the organization? This is the question that matters. Credible answers to this question ensure the CLO has a seat at the leadership planning table. In this discussion we will deep dive into the following:

  • Learn how to engage senior leaders at the planning table so that they can drive the priority of training investments
  • Measure and account for how much money and time are actually spent enterprise-wide in learning
  • Engage at the business unit and functional level to make sure the Learning Function is doing the right things for everyone
  • Highlight the role(s) that must be instituted in order to ensure Learning is closely aligned with the businesses
  • Ensure that you can globally scale the learning services so that the learning experiences are high quality and cost effective
  • Recognize the metrics that  must be put in place to monitor progress and learn how to measure results and impact 
  • Discuss the benchmarks needed to ascertain effectiveness and efficiency
Iris Ware Dr., Chief Learning Officer at City of Detroit

Iris Ware Dr.

Chief Learning Officer
City of Detroit

8:35 am - 9:05 am Artificial Intelligence and Machine Learning: Practical Applications for Talent Development

 Peel away the hype surrounding artificial intelligence (AI) and machine learning to find the practical applications of these technologies in talent development and corporate training.  You don’t have to been an AI expert to know that your company needs to wrestle all the data you have on your employees and training programs to gain contextual intelligence and knowledge about how to improve your workforce. 

  • Receive a  review of these technologies in business terms (not technical lingo)
  • Obtain examples of how they are being used today in learning and development 
  • Receive ideas on how to get started without having to become a data scientist
  • Hear how OpenSesame is using machine learning to expertly curate course recommendations

Diane Haines, VP Marketing at OpenSesame

Diane Haines

VP Marketing

9:05 am - 9:35 am The ABCs of XYZs: Managing Generational Expectations

By the year 2025, Generation Y will comprise three-fourths of the workforce, and Gen Z, accounting for more than 25% of the US population, will start flooding the workplace. Ensuring Generation X feels valued and developed will increase the likelihood of retaining them. Each generation brings new expectations with it, and as a result, organizations must adapt and meet, or surpass, those expectations in order to find better ways to attract and retain the top talent crucial for organizational success. During this interactive discussion, discover what the modern worker cares about and strategies to keep them around, engaged, and happy. 

Learning Objectives: 

  •  Discover what the modern worker cares about 
  •  Learn strategies to retain top talent 
  •  Apply ABC Model to workforce and succession planning 
Trish Holliday, Assistant Commissioner and State Chief Learning Officer at Department of Human Resources State of Tennessee

Trish Holliday

Assistant Commissioner and State Chief Learning Officer
Department of Human Resources State of Tennessee

As expectations evolve, workforce planning and strategy must meet individuals where they are. With Generations X and Y viewing change as a vehicle for opportunity, employers are being forced to adapt to ensure they feel valued and developed. Each generation brings new expectations with it, and as a result, organizations must adapt and meet, or surpass, those expectations in order to find better ways to attract and retain the top talent crucial for organizational success. This interactive panel discussion will deliver multiple perspectives on effective strategies to keep top talent engaged and happy. 

Learning Objectives: 
  •  Continue discussion on discovering what the modern worker cares about 
  •  Learn strategies to retain top talent 
  •  Real case studies implemented for workforce and succession planning 
Amy Contreras, Head of Learning & Development at Uber Freight

Amy Contreras

Head of Learning & Development
Uber Freight

Chad Pfeifer, VP, Talent Development at Trilogy Health Services

Chad Pfeifer

VP, Talent Development
Trilogy Health Services

Trish Holliday, Assistant Commissioner and State Chief Learning Officer at Department of Human Resources State of Tennessee

Trish Holliday

Assistant Commissioner and State Chief Learning Officer
Department of Human Resources State of Tennessee

Stephanie Clark, Chief Learning Officer at Baptist Memorial Healthcare Corporation

Stephanie Clark

Chief Learning Officer
Baptist Memorial Healthcare Corporation

10:15 am - 10:30 am Networking Break

10:30 am - 11:00 am Business Meetings

11:00 am - 11:30 am Business Meetings

11:30 am - 12:00 pm Business Meetings


12:05 pm - 12:50 pm Bridging the Gap: Effectively Communicating the Value of Learning to Business Partners
 While Learning & Development may have a seat at the table as a business partner, their recommendations to the business are often “lost in translation.” Many times this occurs because the recommendation is created and delivered in a manner that, while it makes sense to L&D, it lacks a compelling story from the business’ perspective.  

The objective of this session is to provide you a new thought process and method that helps you cut through the clutter. You will see how to deliver clear and compelling recommendations that will be readily implemented by the business. During this session, you will learn how to:

  • Craft a compelling “core idea” that resonates with key stakeholders
  • Build a solid, logical “architecture” to support your ideas
  • Draft a clear and effective story that articulates your recommendation and its rationale
  • Syndicate your story with a broad set of key stakeholders (versus the narrow set that is the norm)
  • Choose and perform the “right” set of analyses required to convince your business partners
  • Deliver your recommendation clearly and succinctly

Mike Figliuolo, Managing Director at thoughtLEADERS

Mike Figliuolo

Managing Director


12:05 pm - 12:50 pm Engaging Employees in Learning: Where the Rubber Meets the Road
Getting traction on your learning programs starts and ends with engagement. Even the best learning programs fall short if employees don’t participate. Nearly half of L&D pros say it’s difficult to engage employees in learning. Fewer than 25% say they would recommend their training to colleagues. 

The Master Class reviews key strategies for encouraging active participation in learning based on actual case studies and activities. Panel participants will talk about their experiences in engaging employees in learning programs.

What we will cover:

  • Translating learning goals into employee benefits. Help them see why active participation is to their advantage. Learning is a key retention tool in an economy with scarce talent resources.
  • YES – you DO need to sell it. Simply announcing that tuition assistance is available is not enough to engage. You need to clearly articulate the path and the payoff and showcase examples
  • Track outcomes. When only 8% of CEO’s understand the business impact of L&D, it’s critical to measure outcomes.  For the learner, it means being able to apply the learning to their jobs today and their career goals. For the company, it means real traction on KPIs.

12:50 pm - 1:50 pm Networking Lunch

1:50 pm - 2:40 pm Practitioner Roundtables

Earlier in the Exchange, we collected your insights and challenges using Thoughtexchange.  We identified the highest rated topic areas. During this session, you’ll have the opportunity to choose a topic and participate in a small group discussion. You will work in groups to develop an action plan for improvement.

2:45 pm - 3:15 pm Business Meetings

3:15 pm - 3:45 pm Business Meetings

3:45 pm - 4:15 pm Business Meetings

4:15 pm - 4:30 pm Networking Break

Roundtable Discussions: Choose Your Topic

4:30 pm - 5:15 pm The Adaptive Learning Experience

Kimberly Stephens, Manager, Corporate Client Relationship Manager, McGraw Hill

Kimberly Stephens, Manager, Corporate Client Relationship Manager at McGraw Hill

Kimberly Stephens

Manager, Corporate Client Relationship Manager
McGraw Hill

4:30 pm - 5:15 pm How To Foster A Culture Of Inclusive And Effective Communication

Tyler Muse, CEO at Lingo Live

Tyler Muse

Lingo Live

4:30 pm - 5:15 pm What it Means to Innovate

Dr. Tom Tonkin, Principal, Thought Leadership & Advisory Services, Cornerstone OnDemand

Tom Tonkin, Principal Consultant, Thought Leadership & Advisory Services at Cornerstone OnDemand

Tom Tonkin

Principal Consultant, Thought Leadership & Advisory Services
Cornerstone OnDemand


5:20 pm - 6:05 pm Identifying and Developing Top Leadership Talent to Create Lasting Sucess
While all companies need to recruit from the outside, the best ones retain their top leadership talent and reduce the vast costs of replacing employees — a figure that stretches into the tens of millions of dollars for large-cap companies. The challenge, however, is identifying your highest potential leaders. Common approaches to talent identification and succession planning tend to be overly focused on current top performers and people who seem to be the biggest movers and shakers in the organization.  However, clarity about leadership success, accurate measurement of potential, and analytics allow us to key in on often overlooked areas and discover leadership talent that may be hiding in plain sight. Taking a closer look at these things might uncover leaders you never knew you had and key players who are not being utilized to their fullest potential.

  • Create assessments that analyze your employees with your key business initiatives in mind and a clear definition of leadership success
  • Identify top performers at all stages of the employee lifecycle
  • Discover the psychology used to identify potential in employees before they even start 

Scott Gregory PH.D, PH.D at Hogan Assessments

Scott Gregory PH.D

Hogan Assessments


5:20 pm - 6:05 pm Is Your Learning Agile?
What actions are companies taking to move toward a future of adaptive, data-driven learning? In this session, we’ll look at immediately actionable steps that enterprises are making to connect learning to business performance and drive improvement all the way down to the employee level.

  • Discuss key data points needed to drive performance
  • Move toward rapid-response content deployment
  • Receive concrete actions to improve learning performance

Jordan Fladell, CEO at mLevel

Jordan Fladell


6:05 pm - 6:35 pm A Transformational Journey Aligning Learning Career Development

Discover how a large matrixed organization aligned their functional L&D strategy to address an impending talent crisis when faced with 33% of the Finance Leadership positions becoming retirement eligible within 5 years, and a growing generational gap of the remaining population. Understand how influential leaders applied their social capital to rethink Raytheon’s Finance functional learning strategy and professional development aligned to their business needs. In this discussion we will:

  • Become a catalyst for change through visionary leadership commitment and relentless motivation.
  • Align stakeholders with highly collaborative engagements to create a shared vision and strategy. 
  • Leverage social capital to influence without authority and navigate the matrix to engage employees at all levels.  

Let the data lead you through performance analytics to shape the L&D strategy.

6:35 pm - 7:05 pm Overcoming Technology Barriers in a High Tech Business Environment

The structures, strategies, and approaches of learning organizations vary by company and are influenced by many factors.  These factors can include the company size, products and services it offers, industries it interacts with, and certainly the global reach of the company.  
 In this session, you will get an inside view of how one of the largest logistics companies in the world, XPO Logistics, has created a business learning function and how they overcome barriers in a high tech business environment. Eric Levos will be discussing: 

  • The structure of learning organizations
  • How they align with the strategies of XPO Logistics business 
  • Operating as a self-funded learning function 
  • Their portfolio of business learning offerings 
  • Critical skill sets and key roles in our learning organization 
  • Learning innovation and technologies
Eric Levos, Director, Learning & Development at XPO Logistics

Eric Levos

Director, Learning & Development
XPO Logistics

7:05 pm - 7:35 pm Reactivating a 100+ Yr. Old Brand Through Learning

Online retailers and shifts in consumer behavior are plaguing traditional retailers. In the current marketplace, there is a tremendous amount of pressure for brick and mortar to stay relevant. At Walgreens, with close to 9,000 stores nationwide, differentiating ourselves in this ever-evolving, rapid-paced, digitally driven environment is a constant focus. To support a reactivation of our brand and help support our business transformation, we are developing an agile talent development approach that incorporates technology and leverages team member insights and feedback. We are focused on end-to-end, holistic solutions that develop our team members from every angle.
Chris Tiglas, Director, Learning & Development at Walgreens

Chris Tiglas

Director, Learning & Development

Michelle Eppler Ed.D, Associate Vice President at Bellevue University Human Capital Lab

Michelle Eppler Ed.D

Associate Vice President
Bellevue University Human Capital Lab

7:40 pm - 8:10 pm Cocktails and Dinner