Training Industry Quarterly - Winter 2010 - 35

content and a wealth of experience in leadership development. Her support of the changes has ensured a solid product for our leaders.” Herzberg said. In addition to updating content, he also led a project to redesign the college’s internal Web site with the company’s corporate communications team to make it more user-friendly. “Their creativity and input was critical in marketing our programs and designing an easy-to-use Web site for our team members.” “The real success of a leadership college is through utilization of our programs and classes,” Herzberg said. “I think more and more team members are getting a quality experience when they participate in a TLC class through solid content and excellent facilitation. They find immediate value and application with what they are learning. Our team members also appreciate that many of the courses are taught by our senior leaders from the business units.” Class participation is definitely increasing at Tyson. When Herzberg first joined, he was looking at about 77 percent participation in classes, a number that climbed to 86 percent in his second year and is now at more than 94 percent utilization. “Along with our communication efforts, senior leadership has put a premium on talent development which has helped utilization climb positively.” Another effective leadership development program that Tyson recently implemented is their LINC—Leaders into Champions—program. “WE WANT TO MAKE SURE THAT WE’RE CONTINUING TO OFFER THE KINDS OF CLASSES THAT REPRESENT THE SKILLS OUR FOLKS ARE GOING TO NEED FOR THE BUSINESS.” – Karen Armstrong, VP of Diversity and Leadership Development, Tyson Foods, Inc. In addition to teaching courses in the leadership college, Armstrong oversees the LINC program, which takes the top 2 or 3 percent of current Tyson leaders and places them in a two-year program of leadership study. That approach works wonders as well: So far more than 60 percent of the first class has been promoted to an executive position of vice president or above. The structure of the program is simple: Senior leaders from Tyson meet with participants monthly to share leadership lessons and provide exposure to different departments and divisions within the company. Those participants, approximately 20 per year, are the result of a rigorous selection process that allows business units to nominate 5 percent of the director-level employees for the LINC program. Following a review process that includes recommendations, 360-degree reviews and a presentation to executives, the top 2 percent of candidates are selected each year. “It’s tough to get in,” Arm- strong said. “You are truly cream of the cream if you are selected for LINC.” In January 2010, Tyson will be starting its fourth selection process for the Leaders into Champions program. While that process plays out, Armstrong and Herzberg will be updating course content, looking at various training technologies to introduce into the program and generally updating the offerings. “We want to make sure that we’re continuing to offer the kinds of classes that represent the skills our team members are going to need to meet our business needs,” Armstrong said. “We’re always looking at where the business is going, what’s the strategy, what are the gaps we have and how can we help fill that void with the offering we have.” That is easy to do because they also provide talent management programs supporting senior leadership teams throughout Tyson which allows for continuous assessment of the organizations needs. It takes a team to provide these programs at Tyson. “There are so many players that make our programs effective.” said Herzberg. The core Leadership & Organizational Development team also includes Gail Stickney, manager leadership development; Robyn Rudisill, manager leadership development; Jamie Wetsell, HR clerk; and Norma Stockton, HR clerk. Tim Sosbe is editor of Training Industry Quarterly ezine and general manager of webinars for Training Industry Inc. E-mail Tim at tsosbe@trainingindustry.com Training Industry Quarterly, Winter 2010 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ
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Training Industry Quarterly - Winter 2010

Table of Contents for the Digital Edition of Training Industry Quarterly - Winter 2010

Training Industry Quarterly - Winter 2010
From Where I Sit
Contents
Ad Index
At the Editor’s Desk
Winning Organizations Through People
Learning Technologies
Performance & Productivity
The Human Capital Lifecycle: Strategically Managing Talent and Training
Engaging with Games and Simulations
The Bottom-Line: Aligning Learning with Business Needs
2010’s Top Training Technology Trends
Tyson Foods: Growing New Leaders
Three Lessons in Driving Impact
Closing Arguments
Training Industry Quarterly - Winter 2010 - Intro
Training Industry Quarterly - Winter 2010 - Training Industry Quarterly - Winter 2010
Training Industry Quarterly - Winter 2010 - Cover2
Training Industry Quarterly - Winter 2010 - From Where I Sit
Training Industry Quarterly - Winter 2010 - Contents
Training Industry Quarterly - Winter 2010 - Ad Index
Training Industry Quarterly - Winter 2010 - 6
Training Industry Quarterly - Winter 2010 - At the Editor’s Desk
Training Industry Quarterly - Winter 2010 - 8
Training Industry Quarterly - Winter 2010 - Winning Organizations Through People
Training Industry Quarterly - Winter 2010 - 10
Training Industry Quarterly - Winter 2010 - Learning Technologies
Training Industry Quarterly - Winter 2010 - 12
Training Industry Quarterly - Winter 2010 - Performance & Productivity
Training Industry Quarterly - Winter 2010 - 14
Training Industry Quarterly - Winter 2010 - The Human Capital Lifecycle: Strategically Managing Talent and Training
Training Industry Quarterly - Winter 2010 - 16
Training Industry Quarterly - Winter 2010 - 17
Training Industry Quarterly - Winter 2010 - 18
Training Industry Quarterly - Winter 2010 - 19
Training Industry Quarterly - Winter 2010 - 20
Training Industry Quarterly - Winter 2010 - Engaging with Games and Simulations
Training Industry Quarterly - Winter 2010 - 22
Training Industry Quarterly - Winter 2010 - 23
Training Industry Quarterly - Winter 2010 - 24
Training Industry Quarterly - Winter 2010 - The Bottom-Line: Aligning Learning with Business Needs
Training Industry Quarterly - Winter 2010 - 26
Training Industry Quarterly - Winter 2010 - 27
Training Industry Quarterly - Winter 2010 - 28
Training Industry Quarterly - Winter 2010 - 2010’s Top Training Technology Trends
Training Industry Quarterly - Winter 2010 - 30
Training Industry Quarterly - Winter 2010 - 31
Training Industry Quarterly - Winter 2010 - 32
Training Industry Quarterly - Winter 2010 - 33
Training Industry Quarterly - Winter 2010 - Tyson Foods: Growing New Leaders
Training Industry Quarterly - Winter 2010 - 35
Training Industry Quarterly - Winter 2010 - Three Lessons in Driving Impact
Training Industry Quarterly - Winter 2010 - 37
Training Industry Quarterly - Winter 2010 - 38
Training Industry Quarterly - Winter 2010 - Cover4
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