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.

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.

We aim to be a leading multinational company that connects and grows communities with caring service. This support became critical as MTR expanded in 2008, creating a subsidiary, the Shenzhen Company, in Shenzhen, China.

Novo Nordisk Inc. (NNI), a North American affiliate of the global pharmaceutical company Novo Nordisk, which is headquartered in Denmark, operates in a highly dynamic marketplace. He revised and relaunched NNIs eight leadership competencies (eg., setting direction and strategy and inspiriting and motivating employees) to highlight Novo Nordisks culture of leadership and focus on continuous improvement.Dwights team already had some internal and external sources of leadership content the challenge was organizing this content around the newly relaunched leadership...

Established in 1972, Saunders Construction is one of the largest general contractors in Colorado. Internal surveys showed that only 19 percent of its more than 400 workers were completing annual performance reviews with their supervisors, despite them being mandatory.

A small telegraph company was founded in the 19th century with the simple goal of creating an efficient communication system. However, this program was not as rigorously tied to the leadership capabilities as it could have been.Despite the launch of LEAD, the employee survey in fall 2014 showed that confidence in leadership at the company still needed to improve.

Sonic Automotives researchers then identified more than 24 pain points in the used car buyers experience that they could improve. These pain points included several issues with the sales process, with customers often thinking that they had to deal with too many people or spend too much time buying a car.Based on this information, the organization decided to launch three pre-owned car dealerships in Colorado by November 2014.

Founded in Switzerland in 1872, Zurich has grown to 55,000 employees who provide car, home, life, and liability protection to individuals, small businesses, and multinational organizations. The program seeks to develop skills and capabilities of customer-facing employees to achieve service excellence.

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.

The year 2007 represents a watershed moment for Louisville-based Signature HealthCARE, a leading provider of long-term nursing care. Yet despite establishing that culture early on, it became clear to Steier and other executives at Signature that they still faced challenges.

With the rise of online-only banks and an increase in insurance companies and large retailers expanding their offerings to include financial service solutions, brick-and-mortar banks face an increasingly crowded and competitive marketplace. Formed in 1859, New York Community Bank (NYCB) is no stranger to thriving in the face of challenges from both new and longtime competitors.The 22nd-largest bank holding company in the United States, NYCB offers its customers a wide range of competitive products and services.

TELUS, Canadas fastest-growing telecommunications company, has always taken pride in delivering excellent customer service. CEO Darren Entwistle attributes this success to an inclusive corporate culture that empowers team members to deliver what customers need and want: Our team, and the incredible culture weve built, is our companys most valuable asset and the secret to our success.However, the companys call center learning team wanted to further improve the customer experience and began developing a new customer service model in late 2013.

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...

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.

Mindtree Limited, an India-based IT consultancy with offices in 14 countries, operates in a hypercompetitive industry. The engineering skills it requires are scarce in India or come at a premium.

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.

University Health System (UHS), a nonprofit based in San Antonio, Texas, operates a nationally recognized acute care teaching hospital and a network of outpatient care centers. Hernndezs philosophy is simple: Employees are the organizations greatest resource and learning is critical if UHS is to achieve its mission of delivering quality care, efficiency, and a great patient experience.

With an impressive $16.5 billion in revenue in 2015, TCS, which has more than 350,000 employees worldwide, is a leader in providing IT consulting and business solutions. The Talent Development team, led by the Vice President and Global Head for Talent Development, Damodar Padhi, provides employees with anytime, anywhere access to learning, including language instruction, through asynchronous courses and routinely encourages employees to obtain certifications and take ownership of their own learning goals.In 2014, TCS confronted a new challenge as its business...

Alex Moore is a junior research analyst for the Association for Talent Development (ATD). Cases Written: Hilton Worldwide: Training Talent Development Professionals in Project Management, Haworth: Developing Aspiring Leaders, Mindtree: Developing New Employees Skills with Residential Learning, TELUS: Training Employees to Deliver a Better Customer Experience, Cardinal Health: Building the Foundation for a Company-Wide Mentorship Program, Genpact: An Integration Program to Onboard New Executives, Sonic Automotive: Launching a New Business Division With Training,...