11
Sidley Austin
During the past year, Sidley Austin offered more than 1,300 educational programs to its lawyers, staff, alumni and clients around the globe. In keeping with the firm’s culture of learning, 85 percent were developed and delivered by Sidley personnel.

Company size: 3,808 Location: U.S.

12
Blue Cross and Blue Shield of North Carolina
Blue Exchange is BCBSNC’s mentoring program, which enjoys considerable leadership support and commitment. In 2017, 132 mentors and mentees participated in one-on-one sessions, which were supplemented with small group discussions and activities with guest leaders.

Company size: 7,150 Location: U.S.

13
Mindtree Ltd.
To make digital real for customers, Mindtree embarked upon a comprehensive program to develop a talent pool in digital technologies. It created expertise-building programs in niche skills to create talented full-stack engineers, leads and architects who would work across projects from initial requirements to deployment.

Company size: 16,910 Location: India

14
IHG
IHG fielded its fifth annual Crowne Plaza Performance Series learning event in 2017. More than 100 directors of sales trained on brand priorities, performance and initiatives. Participating hotels experienced improvement in year-over-year revenue per available room — five times greater than hotels not attending.

Company size: 116,000 Location: U.K.

15
EY
EY offers a global curriculum to develop purpose-driven leaders, including its Milestones programs, which touches every EY employee at some point in their career. Milestones accelerate transitions at key career junctures, from joining EY as a new hire through promotion to manager and other ranks.

Company size: 250,000 Location: U.K.

16
Enterprise Holdings
Enhanced training for sales consultants in Enterprise’s Car Sales division contributed to the business by selling 12 percent more vehicles in FY17 than in FY16. Sales consultants are immersed in training their first two weeks on the job and have scheduled training throughout their first year.

Company size: 100,000 Location: U.S.

17
New York Life Insurance Co.
Through Million Dollar Round Table mentorship, experienced agents mentor junior agents to help them achieve MDRT status. With 2,500-plus New York Life members, New York Life has led MDRT membership for the past 63 years and added members every year — including 58 first-timers in 2017.

Company size: 22,000 Location: U.S.

18
USAA
In 2017, USAA revised an old credit-card course resulting in a program length reduction of 15 days, a shortened average handle time and a decrease in calls to the help desk. The new program contributed to $215,690 in labor productivity gains and a gained net present value of the course of $2.5 million.

Company size: 30,350 Location: U.S.

19
Mountain America Credit Union
Live webinars and e-learning courses prepared Mountain America’s employees to promote a revised checking product and confidently answer questions for members about how the changes could affect their account. As of September 2017, MACU has exceeded its annual new checking account goal by 12 percent.

Company size: 2,006 Location: U.S.

20
CareSource
In 2017, CareSource launched new business in Georgia, adding nearly 250,000 members. As a result, CareSource University onboarded 287 employees in less than six months and supported the development of a provider network totaling more than 80,000 providers.

Company size: 3,741 Location: U.S.

21
Memorial Health System
MHS provided education to registered nurses regarding central line-associated bloodstream infections, which extend hospital stays and increase mortality and costs. Ninety-six percent of nurses attended the course, contributing to a decrease in the CLABSI rate, saving $168,000 and improving patient outcomes.

Company size: 7,200 Location: U.S.

22
ICICI Lombard General Insurance Company Ltd.
In a first for the industry, ICICI Lombard held a joint learning-engagement program for internal employees and external partners together, where business expertise was leveraged to harness the SME potential in the Indian market. This led to an increase of 30 percent in new SME business.

Company size: 6,453 Location: India

23
Emory University
After redesigning its leadership development suite to better align with its talent management strategy, Emory University began implementing a formal process. Starting at the senior leadership level, the talent management process was strategically deployed both down and across the university.

Company size: 31,477 Location: U.S.

24
NIIT
In 2017, NIIT’s award-winning Boot Camp — a blended learning program with a residential component for new hires recruited directly after college — was expanded to include all verticals. The program has resulted in reduced time to productivity and higher engagement levels for new hires.

Company size: 2,688 Location: India

25
G4S Secure Solutions (USA) Inc.
G4S’ Safety Starts with Me campaign promotes the importance of safety, not simply at work but also at home and play. The new SSWM Video Training Series targets four areas that can reduce safety incidents: slip, trip and falls; vehicle safety; proper lifting; and personal protective equipment.

Company size: 59,000 Location: U.S.

26
ATB Financial
The learning team at ATB Financial leveraged 483 team members to support more than 5,300 in successfully undertaking a massive transformational change. The power of the community to support learning is just one example of how ATB is transforming learning, from content creators to experience architects.

Company size: 5,501 Location: Canada

27
Bankers Life
Bankers Life launched a completely new sales model and new agent training program for 2017. Using new techniques and technologies, the program has saved the company more than $1 million, while significantly improving key new agent sales (12.4 percent) and retention (8.7 percent) metrics.

Company size: 1,361 Location: U.S.

28
MTM Inc.
MTM Training strategically partners with executive leadership to achieve organizational goals. MTM Training has successfully aligned its goals with those of the company to significantly decrease attrition, increase quality scores, boost morale and grow business, leading to a net revenue gain of $71 million year over year.

Company size: 2,597 Location: U.S.

29
Erie Insurance Group
Erie Insurance developed and implemented a training program titled Producer OvERdrIvE. This yearlong program created production goals for agents who received coaching, classroom training and advice from high-performing agents, and produced 119 percent above their target during the pilot program.

Company size: 5,318 Location: U.S.

30
BKD
BKD’s L&D team coordinated a 90-minute World Café session for more than 400 conference attendees. Eighty firm leaders facilitated guided discussions at 80 tables on self-management, business acumen, career-life balance and building strategic relationships. The session earned a 97 percent approval rating among participants.

Company size: 2,602 Location: U.S.

31
Aon
Aon is changing expectations of what it means to be a successful leader by asking leaders to participate in a three-day session, which takes them through a highly personal leadership development journey. Aon will see 1,000 of its top leaders complete the program by 2018.

Company size: 50,946 Location: U.K.

32
FDIC Corporate University
In 2017, the FDIC launched an Executive Transition Experience focusing on four key areas to each new executive’s success. When an executive job vacancy is announced, FDIC Corporate University works to create a one-day immersive session tailored to set the new hire on a path to success.

Company size: 6,363 Location: U.K.

33
Hewlett Packard Enterprise
In 2017, Hewlett Packard Enterprise revamped its onboarding program for executives. One of the success metrics was the 2.9 percent decline in voluntary attrition, which refers to hiring cost savings of nearly $1.5 million.

Company size: 50,000 Location: U.K.

34
TELUS International
In 2017, TELUS International began to prepare for 20 percent year-over-year business growth. The readiness program is designed to prepare high-potential team leaders and supervisors to become leaders of managers in advance of promotion, creating ready-now leaders.

Company size: 30,000 Location: Canada

35
UST Global Inc.
The PM L3, a five-day program conducted with a high-reality simulator, has exponentially improved the skills and situational leadership of UST Global’s project managers, enabling them to identify new revenue and margin-improvement opportunities in their projects to the tune of $13.37 million last year.

Company size: 16,500 Location: U.S.

36
Buckman
In 2017, Buckman evaluated its sales onboarding program to decrease time to proficiency as well as time to first sale. Where previously sales associates had to wait until the biannual New Associate Orientation to be onboarded, the new Sales Associate Orientation allowed them to join in within their first 30 days.

Company size: 1,733 Location: U.S.

37
AAA/Automobile Club of Southern California
In 2017, AAA’s team of 129 L&D professionals served more than 15,000 unique learners and delivered on average 55 hours of formal learning per employee. This was done through support and guidance from AAA University’s Advisory Board, made up of executives from around the organization.

Company size: 13,449 Location: U.S.

38
DaVita Inc.
In 2017, DaVita combined three onboarding initiatives into a single program: STAR (Select Train and Retain). The STAR program has contributed to a streamlining of training time for new clinical teammates. The current training time is nine weeks, down from 12.7 weeks before the program launched.

Company size: 75,456 Location: U.S.

39
OptumRx (Learning Services division)
OptumRx implemented the Vendor Relations Oversight program to drive training quality and consistency with the department’s internal standards and practices at 23 vendors and four offshore sites saving 15 percent in travel expenses and improving level one survey results by 4.4 points on a 7-point scale.

Company size: 230,000 Location: U.S.

40
Ingalls Shipbuilding
Ingalls’ Enhancing Personal Leadership program yielded 93 percent of participants applying safety concepts 60 days after program completion. The program contributed to the business by reducing its total case rate by 16 percent and the lost-time case rate by 11 percent.

Company size: 11,500 Location: U.S.

41
Xilinx Inc.
In 2017, Xilinx adopted a companywide social learning platform (Degreed for Xilinx), which was embraced widely by employees. Within 10 months, more than 88 percent of employees had adopted Degreed, completed more than 48,000 learning items and made more than 108,000 recommendations to their colleagues.

Company size: 3,900 Location: U.S.

42
OptumRx (Quality Control and Monitoring division)
In 2017, OptumRx Quality Control designed a new training program that improves the quality of training developed and delivered. This resulted in a 23 percent reduction in trainee cycle times while raising trainee process accuracy by 1.3 percent to 96.4 percent.

Company size: 13,099 Location: U.S.

43
ConServe
ConServe University delivers a unique and methodical training program encompassing a detailed curriculum for new hires, comprehensive continuous training for all employees and career development instruction. In the past year, ConServe has delivered more than 55,000 hours of training to its employees.

Company size: 780 Location: U.S.

44
Alamo Colleges
Implementing four disciplines of execution empowered employees to engage and focus on the wildly important goal of increasing degrees and certificates awarded. Results were outstanding, increasing by 244 percent over 10 years — the highest number of any two-year college system in the state.

Company size: 4,683 Location: U.S.

45
PJ Lhuillier Inc.
In 2017, PJ Lhuillier welcomed its ninth batch of employees into the Officer Development Program, a succession initiative to train employees for managerial roles. The program takes a year and includes a mix of on-the-job training, classroom training and experience as an officer-in-charge.

Company size: 7,542 Location: Philippines

46
Mariner Finance
In 2017 Mariner Finance integrated and trained 152 new branches. The training consisted of systems, policy and cultural training resulting in more than 20,000 materials and hours completed. A staffed virtual help center eliminates new headcount and resource strain.

Company size: 2,000 Location: U.S.

47
Siemens
To better support 52,000 employees across diverse business units, Siemens Learning Campus U.S. transformed into a self-funded organization. The result was greater speed, agility and scalability to support business needs, which led to increased employee development and business stakeholder satisfaction.

Company size: 351,000 Location: Germany

48
FIS
In 2017, FIS identified 65 employees to take part in Lead, Explore, Aspire, Develop, a global leadership experience that equips future leaders with the transformational skill set required to lead FIS in a volatile, uncertain, complex and ambiguous world with a dual purpose of creating value for the business.

Company size: 53,000 Location: U.S.

49
Lincoln Financial Group
In 2016 Lincoln Financial launched its first holistic curriculum for management development, resulting in a 21 to 25 percent increase in critical competency ratings with a NPS score that exceeded the vendor’s benchmark, as well as a 97 percent retention rate of participations and overall higher proportion of promotions.

Company size: 9,000 Location: U.S.

50
Tennessee Valley Authority
In FY 2017, TVA implemented a program for high-potentials for director/general manager-level roles. The program lasted approximately one year with various weeks focused on leadership effectiveness and TVA-specific business acumen. The program also had significant executive sponsorship.

Company size: 11,000 Location: U.S.

51
Kimberly-Clark
Kimberly-Clark’s Culture of Coaching program, released in 2016 and continued in 2017, delivered an increase of engagement scores by 3 to 4 percentage points per question within the first 12 months of implementation. This exceeded K-C’s goal of increasing engagement by 1 percent.

Company size: 43,684 Location: U.S.

52
Visa Inc.
In 2017, Visa completed the launch of Visa University Digital Campus, which brought together its learning ecosystem and launched its core Leadership and Payments curriculum. Visa attained a utilization rate of 95 percent with more than 13,000 employees engaging in learning activity.

Company size: 15,000 Location: U.S.

53
Paycor Inc.
In 2017, Paycor launched its Ascent New Hire Sales Program, which has since seen a 61.7 percent increase in closed/won deals within the first three months of hire compared with the previous sales onboarding program.

Company size: 1,455 Location: U.S.

54
CVS Health
Keeping Learning Alive activities are short (five- to 10-minute) informal trainings and provide ongoing refreshers to colleagues in a fun way that helps them retain what they’ve learned. To date, CVS Health has delivered more than 200 KLA activities with more than 100,000 completions.

Company size: 246,000 Location: U.S.

55
Department of Veterans Affairs Acquisition Academy
In 2017, the VAAA developed and delivered 193 classes (13 percent virtual), nine independent learning courses and 52,720 hours of training to more than 6,200 VA logisticians. The courses address supply chain challenges and have achieved a 4.52/5 course satisfaction rating.

Company size: 360,000 Location: U.S.

56
Qatar Airways
In 2016 and 2017 the Qatar Airways Talent Development team designed and implemented a professional development program for more than 900 professionals across the group. The complimentary design of a peer observation system and subsequent benchmarking has led to a 12 percent increase in customer satisfaction.

Company size: 43,113 Location: Qatar

57
Procore
In 2017, Procore Technologies moved from a two-and-a-half-day new-hire orientation to a five-day, product and industry-specific orientation program. Ninety-eight percent of new hires from this new program pass the Procore certification examination at the end of orientation.

Company size: 1,000 Location: U.S.

58
ManTech International Corp.
In 2017, ManTech undertook a strategic initiative to renovate HCM functions. The project automated more than 35 manual processes previously done on paper. ManTech University led the change management, training and user adoption for more than 7,500 employees.

Company size: 7,500 Location: U.S.

59
AAMCO Transmissions and Total Car Care
The top 20 percent of users realized a twofold sales increase compared with centers only using the e-learning platform on a limited basis. AAMCO made participating in the e-learning platform a requirement for participation in their national sales contest. Participation was up nearly 20 percent as a result.

Company size: 3,100 Location: U.S.

60
Red Roof Inn Inc.
In 2017, Red Roof Inn renovated its manager-owner/operator training program in response to attendee feedback. With the new RED Advantage training, franchisees have options in how they complete their training to best fit their organization’s needs.

Company size: 2,500 Location: U.S.

61
Caterpillar Financial
In 2017, Caterpillar Financial launched a leadership program with three defined pathways to continually develop emerging, existing and experienced leaders. The L&D team took a consistent approach to learning by developing job-role based curricula on a global basis, delivered in the local language on one global platform.

Company size: 2,000 Location: U.S.

62
HP Inc.
In 2017, HP reinvented its leadership development by implementing five new programs, each grounded in growth mindset and new leadership principles. During 2017, approximately 4,000 out of 5,600 leaders attended an immersive face-to-face development experience.

Company size: 50,000 Location: U.S.

63
Data#3
In 2017, Data#3 launched a leadership program that started with the 35 most senior leaders in the company. This program hones the emotional intelligence required to lead people effectively through having better conversations, developing a coaching approach to performance and encouraging consistent leadership practices.

Company size: 750 Location: Australia

64
Sysco
In 2017, Sysco’s L&D team created and launched the MA Accelerator training program, impacting 948 associates and resulting in 3.7 percent sales growth, 3.5 percent GPS growth and 3.1 percent piece growth for associates who attended.

Company size: 65,000 Location: U.S.

65
Southwest Airlines
In less than 12 months, SWA University successfully trained more than 20,000 Southwest employees on its new Reservation System to replace an outdated (but familiar) technology. This new system allowed additional functionality and required comprehensive online, classroom and on-the-job training for multiple work groups.

Company size: 54,451 Location: U.S.

66
HUB International
The sales force development team was formed to support new hires to reduce attrition and increase productivity. The Path to Validation program the team created has reduced attrition by 31 percent and can boast an ROI of 60 percent based on attributable revenue.

Company size: 9,600 Location: U.S.

67
LaSalle Network
In 2017, LaSalle Network redesigned its onboarding program with a focus on behavior and performance learning. During the two-week intensive new hire onboarding training, each employee spends 100 hours learning and practicing the hard and soft skills to be successful working at LaSalle.

Company size: 236 Location: U.S.

68
United Nations Development Programme
In 2017, UNDP’s Talent Development Unit launched 10 leadership development programs, offering development opportunities to more than 1,200 people working for UNDP around the globe at all levels, most of them based in hardship locations where they need development the most.

Company size: 18,000 Location: U.S.

69
T-Mobile U.S. Inc.
In 2017, T-Mobile revamped its operation leader readiness program. The new program combines a five-week HiPo program, a one-week intensive boot camp and a four-month, job-embedded continuous development program, all of which is managed through The Hub — a social learning platform based on Pathgather.

Company size: 55,000 Location: U.S.

70
AbbVie
In 2017, AbbVie launched a global initiative designed to create a deliberately developmental organization in support of driving performance and increasing engagement. More than 46 percent of employees voluntarily engaged in development events and 61 percent of vice presidents participated in teaching roles.

Company size: 29,000 Location: U.S.

71
American Eagle Financial Credit Union
In 2017, American Eagle CU rolled out organizational, leader and employee competencies to all employees. There was 100 percent participation in the rollout and inclusion of competencies in all courses.

Company size: 304 Location: U.S.

72
SWBC
In 2017, SWBC revamped its 3-year-old Emerging Professionals Program, adding professional development opportunities. This program brings early career professionals together to generate ideas and represent SWBC in the community. As a result, managers reported significant improvement in seven key areas.

Company size: 2,400 Location: U.S.

73
Essilor
Essilor is committed to acceleration of digital learning by ensuring 67,000 employees have access to its Internal LMS-EssilorU by the end of 2018. It moved from 11,000 in 2015 to 43,000 in 2017. It also aims to add learning hours through blended learning programs.

Company size: 67,000 Location: France

74
Sachse Construction and Development Co.
In 2017, Sachse launched a program combining lecture, presentation and roundtable discussion around the concept of leaders opening doors of opportunity. Participants evaluated their leading skills, and Sachse benchmarked four areas: staff development, customer service, role specific and leadership.

Company size: 161 Location: U.S.

75
BAYADA Home Health Care
BAYADA needed a new onboarding program for directors. Home Health directors previously attended a live two-day event and returned to the office to put best practices into action. The new blended program combines virtual classrooms, mentor meetings, experiential learning and performance discussions over five months.

Company size: 3,913 Location: U.S.

76
U.S. Postal Service
The USPS converted its Vehicle Maintenance training curriculum to a blended program, incorporating hands-on activities, virtual learning and on-demand access to schematics and tutorials through a virtual interface. The new program format shortened the number of training days from 23 to 13.

Company size: 640,000 Location: U.S.

77
PVH Corp.
In the past year, PVH Corp. has designed and launched three new leadership development programs, including one for front-line leaders, one for midlevel leaders and one focused on leadership coaching skills.

Company size: 35,000 Location: U.S.

78
Penske Motor Group
In 2017, Penske College had more than 400 optional learning items requested by team members through its learning management system, Penske College Online. This is twice as many as the prior two years combined.

Company size: 1,250 Location: U.S.