2017 Training Top 10 Hall Of Fame Inductees
Capital BlueCross; CHG Healthcare Services; and Jiffy Lube International, Inc., are the newest inductees into the Training Top 10 Hall of Fame, joining the ranks of 12 other companies named to the hall since its inception in 2008. These 15 companies held Top 10 spots in the Training Top 50, Top 100, and now Top 125 rankings for four consecutive years. The three new organizations were formally inducted into the Top 10 Hall of Fame at this year’s Training Top 125 Gala, held January 30 during the Training 2017 Conference & Expo in San Diego. Members remain in the Top 10 Hall of Fame for a minimum of three years. They can choose to remain in the Hall of Fame by adhering to specific guidelines or they can opt to reapply for Training Top 125 consideration.
Capital BlueCross’ Human Resources Talent Management team is an integral contributor to the execution of the company’s corporate plan and all business functions. The team uses a rigorous process to engage business leaders in determining the knowledge and skills necessary to compete in the marketplace. It aligns development strategies to business goals, and fulfills those strategies to grow the company’s talent and capabilities.
The team’s approach is grounded in the development, application, and sustainability of the skills and attributes required to achieve business results. To foster and sustain change over time, the team engages “Leaders of the Learners” in the talent development experience. For example, the team determined that a new sales approach was necessary to compete in the complex health insurance market. A strategic development plan for Capital BlueCross’ sales team is delivering excellent results.
As stewards for the development of the company’s human capital assets, the team also has evolved the succession management process. Accelerated development plans are customized based on employee readiness and future role requirements. The plans enhance leaders’ current capabilities while preparing them for tomorrow’s leadership challenges.
The following measures exemplify how learner-centric development affects learning and on-the-job performance at Capital BlueCross:
- 100 percent of employees agree the programs are a worthwhile investment for career progression.
- 98 percent report an increase in their “ability to make more effective and rapid business decisions,” leading to a 47 percent increase in successful completion of critical corporate projects.
- 100 percent of leadership promotions are based on the succession plan; this exceeds the national average by 82 percent (Conference Executive Board, 2013).
Capital BlueCross’ Executive team believes the company’s future success hinges on investing in a learning culture with targeted development curricula for all of its employees.
Capital BlueCross is honored to be recognized for its commitment to training and development.
CHG HEALTHCARE SERVICES
CHG Healthcare Services has continued to grow at a rate far outpacing that of its competitors. In a market that has little differentiation between products, CHG identifies its unique culture as its competitive advantage. A culture that provides a superior employee experience will attract the best talent, reduce turnover, increase employee engagement and productivity, and promote innovation.
Creating a unified culture across multiple locations and business functions hinges on CHG’s ability to prepare its leadership team to be the stewards of this unique employee experience. This motive is a key factor as the organization designed the career lifecycle of a leader at CHG.
CHG’s approach to filling its leader pipeline focuses on ensuring that potential leaders are more than simply top performers. Anyone expressing interest in a leadership path must participate in a leadership readiness assessment, a 360-degree peer feedback survey heavily focused on the candidate’s reputation of living CHG’s culture and core values.
Next, leader candidates attend CHG’s four-month pre-leader certification program, LEAP. This program exposes leader candidates to the challenges they must be prepared to face as a leader at CHG. Upon completing the program, some LEAP participants may choose to seek opportunities outside of leadership, while others continue to move forward as a leader candidate.
Once promoted, leaders enter the year-long new leader program, People Centered Leadership. The program focuses solely on people leadership topics, including employee engagement, building trust, and how to hold employees accountable without deviating from CHG’s core value of Putting People First.
Tenured leaders continue their development within their own divisions, through mentoring and one-off classroom opportunities. A formal program that focuses on continuous development for more senior leaders will roll out this year.
These initiatives have prepared CHG leaders to carry the company culture forward. Since focusing efforts on culture-based leadership training, the following results have been observed:
- Positive responses to the engagement survey improved from 71 percent to 91 percent (a 28 percent improvement).
- Employee turnover has dropped from 39 percent to l5 percent (a 62 percent improvement).
- CHG has been named to Fortune’s Top 100 Companies to Work For seven consecutive years (currently #18).
- Revenue has grown from $35 million to $236 million, with annual earnings reaching $1.42 billion.
JIFFY LUBE INTERNATIONAL, INC.
A leader in the fast lube industry, Jiffy Lube International, Inc., serves more than 20 million customers annually at 2,000 service centers located throughout North America. As each service center is independently owned and operated by more than 200 franchisees, training and development is critical to ensure customers receive a consistent, quality experience, regardless of which service center they visit. Additionally, training serves as the foundation for operational excellence.
A robust training program, Jiffy Lube University consists of e-learning, instructor-led training, and virtual instructor-led training courses designed to coach the approximately 20,000 Jiffy Lube service center technicians working coast to coast. The comprehensive curriculum covers a variety of topics, from following manufacturer recommendations for services to best practices for store managers to lead their service center team.
The Jiffy Lube University Training team works collaboratively with Jiffy Lube International leadership, as well as with Jiffy Lube franchisees to ensure that training and development is aligned with business goals and helps drive results while also meeting the needs of the franchise system. Training is continuously measured and assessed based on numerous key performance indicators, including customer satisfaction, percentage of training completed, and service center employee retention.
To help attract and retain Jiffy Lube service center employees, Jiffy Lube University also provides a comprehensive development path, the Jiffy Lube University Roadmap, which allows service center employees to take control of their development based on their personal and professional goals. To this point, Jiffy Lube University has been approved by the American Council on Education (ACE), enabling service center employees to receive up to 25 hours of college credit at trade schools, colleges, and universities across America.
Jiffy Lube University is honored to be recognized by Training magazine for its efforts in development and to become a member of the Training Top 10 Hall of Fame.
TRAINING TOP 10 HALL OF FAME
BOOZ ALLEN HAMILTON: No. 9 in 2007, No. 1 in 2006, No. 2 in 2005, No. 4 in 2004, No. 6 in 2003. Representative: David Sylvester, Director, Learning and Development, Booz Allen Hamilton
CAPITAL BLUECROSS: No. 4 in 2016, No. 3 in 2015, No. 3 in 2014, No. 10 in 2013. Representative: Steve Krupinski, Senior Vice President, Human Resources and Facilities, Capital BlueCross
CHG HEALTHCARE SERVICES: No. 3 in 2016, No. 4 in 2015, No. 4 in 2014, No. 5 in 2013. Representative: Zach Sumsion, Manager, Learning & Development, Talent Management, CHG Healthcare Services
DELOITTE LLP: No. 6 in 2004 and 2005, No. 8 in 2003, No. 9 in 2002. Representative: Nicole Roy-Tobin, Director, Best Practices & Innovation, Deloitte LLP
ERNST & YOUNG: No. 6 in 2007, No. 3 in 2006, No. 7 in 2005, No. 8 in 2004, No. 7 in 2003. Representative: Tal Goldhamer, Chief Learning Officer - Americas, Ernst & Young
FARMERS INSURANCE: No. 4 in 2013, No. 2 in 2012, No. 1 in 2011, No. 6 in 2010. Representative: Scott Millward, Chief Learning Officer, Farmers Insurance
IBM: No. 2 in 2006, No. 1 in 2005 and 2004, No. 2 in 2003. Representative: Gordon Fuller, Global Design & Development Leader,
IBM Center for Advanced Learning
JIFFY LUBE INTERNATIONAL, INC.: No. 1 in 2016, No. 2 in 2015, No. 1 in 2014, No. 2 in 2013. Representative: Kenneth Barber, Manager, Learning and Development, Jiffy Lube International, Inc.
KLA-TENCOR CORPORATION: No. 9 in 2006, No. 5 in 2005, 2004, and 2003. Representative: Glenn Hughes, Senior Director, Learning and Development,
KPMG LLP: No. 5 in 2010, No. 2 in 2009, No. 5 in 2008, No. 7 in 2007. Representative: Cyndi Bruce, Executive Director, KPMG Business
School - U.S
MCCARTHY BUILDING COMPANIES, INC.: No. 7 in 2015, No. 6 in 2014 and 2013, No. 10 in 2012. Representative: Robin Renschen,
Director, Learning and Development, McCarthy Building Cos., Inc.
PRICEWATERHOUSECOOPERS: No. 1 in 2010, 2009, and 2008; No. 2 in 2007. Representative: Katrina Salem, Chief Learning Officer, PricewaterhouseCoopers
THE RITZ-CARLTON HOTEL COMPANY: No. 1 in 2007, No. 4 in 2006, No. 9 in 2005, No. 10 in 2004, No. 9 in 2003. Representative: Antonia Hock,
Vice President, The Ritz-Carlton Leadership Center
SCC SOFT COMPUTER: No. 4 in 2011, No. 9 in 2010, No. 3 in 2009, No. 8 in 2008. Representative: Myra Pettis, Director, Educational Service, SCC Soft Computer
VERIZON: No. 1 in 2013 and 2012; No. 3 in 2011, No. 4 in 2010. Representative: Lou Tedrick, Staff Vice President - Workforce Development, Verizon