Two new companies, Medical Solutions and Rosendin, were inducted into the Training Hall of Fame, joining the ranks of 15 other organizations named to the hall since its inception in 2008. These 17 companies earned Top 10 spots on the Training APEX Awards list for four consecutive years. Medical Solutions and Rosendin were formally inducted into the Training Hall of Fame during the black-tie Gala held February 26 during the Training 2024 Conference & Expo. Members remain in the Training Hall of Fame for a minimum of three years.
MEDICAL SOLUTIONS
Medical Solutions connects nurses and allied health practitioners with healthcare facilities across the U.S. Beginning in 2001, the company has grown organically and through acquisitions. Its rapid and continued growth, along with its human-first culture and diversified talent pool, was the catalyst for a permanent remote-work culture.
Here’s how Medical Solutions successfully adapted its learning and development strategy to support this changing workforce (as a travel healthcare staffing firm, its employees know a thing—or three—about traveling).
- Provide directions. Cascading goals provides Medical Solutions teams and individuals with greater visibility to where their role and work contributes to business success. This direction not only allows L&D to holistically analyze opportunities to drive skill development of teams, but also prioritize a project roadmap that enables the team to prioritize work that contributes to key initiatives and find opportunities to share learning solutions across multiple target audiences.
- Put important items in your carry-on. L&D anchors programming on the organization’s core values and servant leadership characteristics. These are the essentials of how employees and leaders are expected to show up every day. For example, L&D curated a coaching and capability model as part of the leadership development program. This creates clear behavioral expectations and consistencies across departments. Leaders are empowered to leverage these tools to reach their personal and professional growth goals.
- Ask the locals. L&D is structured to support the organization with four teams that each focus on critical roles and initiatives. These teams support Sales, Operations, Professional and Leadership Development, and technology and systems implementation. This structure ensures a depth of knowledge that maximizes L&D’s value by creating greater awareness of relevant learning solutions. The L&D team is viewed as the bridge between strategic change initiatives and how effectively these changes are adapted by their workforce.
ROSENDIN
Since 1919, Rosendin has been driven to positively impact the communities where its employees live and work. The company’s commitment to safety excellence is recognized in the 90-plus awards its teams have received, and Rosendin is consistently recognized as a Top Electrical Contractor. Since 2020, Rosendin’s 501(c)3, The Rosendin Foundation, has given away more than $1.8 million to nonprofit organizations nationwide. Through a culture motivated by performance, competence, and shared ownership, Rosendin’s teams understand their value and execute through responsibility, accountability, and pride.
Rosendin’s Leadership Pathway is more than training; it is an empowering philosophy. It ensures leadership development while fortifying a culture of learning and excellence. Workforce Development is at the core, equipping individuals with the skills and competencies to excel within the organization. Collectively, Rosendin’s leadership programming and initiatives produce a 97 percent internal promotion rate for senior and executive positions.
Programming starts with building role-specific competencies for the Foreman Development series, Surge, and Project Management Bootcamp. Collectively, each independent training program is a step forward in the leadership pipeline.
The P.O.W.E.R. Program targets divisional leaders and teaches them to lead like CEOs of their business units. P.O.W.E.R. promotes critical thinking, strategic planning, and healthy leadership based on lessons learned while also providing mentoring and transferring the knowledge base of retiring executives for effective succession planning.
At the pinnacle, Leadership Academy shapes organizational leaders for corporate and officer roles. Participants tackle Rosendin’s challenges using A3 thinking in group settings, presenting proposals to the CEO and executive leadership. The program delves into complex problem solving and incorporates executive coaching, contributing to a robust succession plan.
TRAINING HALL OF FAME MEMBERS
Birmingham Water Works: #7 in 2022, #8 in 2021, #6 in 2020, #7 in 2019. Representative: Marilyn Vertison, Assistant Manager, Learning & Development, Birmingham Water Works
BNSF Railway: #4 in 2020, #5 in 2019, #4 in 2018 and 2017. Representative: Debra Ross, AVP, Talent Management, BNSF Railway
Booz Allen Hamilton: #9 in 2007, #1 in 2006, #2 in 2005, #4 in 2004, #6 in 2003. Representative: Tina Claure, Senior Manager, Leadership & Executive Services, Booz Allen Hamilton
Dollar General Corporation, LLC: #1 in 2020 and 2019, #5 in 2018, #8 in 2017. Representative: Judy Claybrook, Senior Manager, Training & Development, Dollar General Corporation, LLC
Ernst & Young: #6 in 2007, #3 in 2006, #7 in 2005, #8 in 2004, #7 in 2003. Representative: Tal Goldhamer, Chief Learning Officer – Americas, Ernst & Young
Keller Williams Realty, Inc.: #1 in 2017 and 2015, #2 in 2016 and 2014. Representative: Meredith Maples, Senior Director, Keller Williams University, Keller Williams Realty, Inc.
KLA Corporation: #9 in 2006, #5 in 2005, 2004, and 2003. Representative: Glenn Hughes, Senior Director, Learning and Development, KLA Corporation
KPMG LLP: #5 in 2010, #2 in 2009, #5 in 2008, #7 in 2007. Representative: Mike Mather, Chief Learning Officer, KPMG LLP
Leading Real Estate Companies of the World: #2 in 2019, #1 in 2018, #3 in 2017, #9 in 2016. Representative: Jessica Edgerton, Chief Legal Officer and EVP, Industry & Learning, Leading Real Estate Companies of the World
McCarthy Building Companies, Inc.: #7 in 2015, #6 in 2014 and 2013, #10 in 2012. Representative: Robin Renschen, Director, Learning and Development, McCarthy Building Cos., Inc.
Medical Solutions: #6 in 2023, #1 in 2022, #4 in 2021, #9 in 2020. Representative: Amy Sandala, Director, Learning & Development, Medical Solutions
Nationwide: #10 in 2020, #4 in 2019, #7 in 2018, #10 in 2017. Representative: Erin Tunis Pheister, SVP, Talent Management, Nationwide
PwC: #1 in 2010, 2009, and 2008, #2 in 2007. Representative: Leah Houde, Chief Learning Officer, PwC
Rosendin: #3 in 2023, #2 in 2022, #5 in 2021, #8 in 2020. Representative: Stephanie Roldan, Vice President, Learning and Development, Rosendin
Sonic Automotive: #7 in 2020, #6 in 2019, #3 in 2018, #5 in 2017. Representative: Douglas Bryant, Vice President, Talent Management, Sonic Automotive
United Wholesale Mortgage (UWM): #1 in 2021, #5 in 2020, #9 in 2019, #8 in 2018. Representative: Renee Harmon, Vice President, Leadership Development, UWM
Verizon: #1 in 2013 and 2012, #3 in 2011, #4 in 2010. Representative: Lou Tedrick, Vice President, Global Learning & Development, Verizon
