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Founded in 1928, Maersk Line is now the worlds largest container-shipping companyno small feat in such a cutthroat industry. The team called in Cary Bailey-Findley, head of Maersk Lines learning and organizational development (LOD) team, to determine the root of the problem, and it became clear that the organizations call center managers needed to better train their agents to deliver positive customer experiences.Working together, the LOD and CSE teams created the CARE PROgram in 2014.

Maersk Line: Coaching Skills for Customer Service Managers

Its difficult to underestimate the importance of learning to the success of Cerner, one of the largest health care information service providers in the United States, with $4.4 billion in annual revenues and over 23,000 associates. Onboarding of new associates has been a key focus area for learning, and software engineering onboarding in particular has been a challenge given rapidly changing technology.

Cerner: Using Progressive Onboarding Programs to Launch Employee Performance

As a global, integrated healthcare services and products company, Cardinal Health provides customized solutions for hospital systems, pharmacies, ambulatory surgery centers, clinical laboratories, and physician offices worldwide. Cardinal Health Chairman and CEO George Barrett attests: We are committed deeply to talent development and believe this is the secret to competitive advantage.In 2013, the organization identified mentorship as an area where it could expand and improve the effectiveness of employee development opportunities.

Cardinal Health: Building the Foundation for a Company-Wide Mentorship Program

CVS Veterinary Practices and Services Group (CVS Group) is one of the largest veterinary service providers in the United Kingdom. With more than 410 locations, 1,000 veterinarians, and 1,500 nurses, CVS provides corporate veterinary services through four main lines of business: veterinary practices, diagnostic laboratories, pet crematoria, and e-commerce.CVS Groups Director of Human Resources and Training, Helen Wiseman, knew that veterinarians have greater stress levels and are more likely to commit suicide than the general population in the United Kingdom.

CVS Group: Implementing Mindfulness Training to Reduce Employee Stress

MWH Global (now part of Stantec) is an engineering, consulting, and construction firm with a focus on water and natural resources projects. High turnover meant that they needed to replace employees (which is costly and often difficult given shortages of workers with the technical skills MWH needs), and that innovation, company culture, and institutional knowledge could be negatively affected.

MWH Global: A Multi-Faceted Approach to Reduce Turnover 

They fail because they do not mesh with company culture or the people on their teams.Thus, Genpacts company officers and talent development team understood how important it was for the executives to undergo smooth transitions to their new roles. If they didnt, the companys 72,000-plus employees in 25 countries would perform below their peak.To protect Genpacts interests, the organizations talent development function created the Global Integration Program to introduce the executives to company culture and the demands of their jobs.

Genpact: An Integration Program to Onboard New Executives


Creating and filling a leadership pipeline is a common challenge across organizations, especially for C-suite positions. The company is very intentional about promoting internally to maintain its high retention and satisfaction rates, as well as company culture.

Freese and Nichols: Establishing a Pipeline of C-Suite Talent 

As Hiltons portfolio continues to expand, so does its demand for new training. All of them needed some level of training, and existing team members also required ongoing learning.

Hilton: Training Talent Development Professionals in Project Management

They designed and implemented the Haworth Leadership Institute (HLI), which included development programs for managers and leaders at all levels of the organization. Thus, in 2014, Harten and the HR team set out to design and launch a program to help them build these skills: The Aspiring Leader Program.

Haworth: Developing Aspiring Leaders

In 1945, Ralph F. and Alice Stayer opened a butcher shop in the quaint town of Johnsonville, Wisconsin. In particular, this growth required Johnsonville to develop leaders in manufacturing who could successfully scale up operations, lead teams, and exemplify Johnsonvilles corporate culture, which valued integrity, respect, and innovation.Following the results of a survey that identified current manufacturing leaders skills gaps, the senior leader team recommended that the organizational development and learning (ODL) team launch the Building Leaders and Superlative Talent (BLAST) program.

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