2017 Champions of Learning Award Winners

Best Practices in Talent Development

Public Sector: UC Davis Health

To develop aspiring administrative officers to be competitive for future openings, UCD Health created a seven-month Administrative Officers for the Future (AOFTF) program. To expand the organizational understanding of high potential employees, assist them in networking with colleagues, and help them gain awareness of various career paths, we created the six-month UC Davis Group Mentoring Program (GMP). The two programs while different, work together to feed the talent pipeline with eligible internal candidates for administrative positions at highest risk for talent loss.


56% of the graduates have advanced, and retention is at 93%. The GMP have had an increased participant rate of 166% in its second year. Relationship building, reassessing need and continual process improvement were among the top lessons learned.


Private Sector: Sutter Health

Sutter transitioned half-day training classes to virtual two-hour instructor-led classes, which can be taken from the employees’ office or clinic. This solution has significantly reduced costs, including travel, catering, and printing costs. Virtual classroom offerings have addressed both Sutter’s health care affordability initiative and the evolving needs of our employee learners.


Champions of Learning Leadership

Public Sector: Glen Price, California Department of Education






Outstanding Talent Development Contributor

Public Sector: Nicole Sheley, CalSTRS


Private Sector: Moriah Giacomelli, Western Health Advantage


Independent: TBone McGowian, CPC, ELI-MP, The REVAMP Coach Leadership Center

Good training delivers good outcomes, but excellent training creates and inspires transformation. Over the past three years, whether training locally or internationally, I have served communities with the intent to transform talent. As a certified professional coach, trainer and consultant I have been afforded opportunities to lend my ideas, experiences and knowledge in building leadership curriculum for new emerging and developing leaders for non-profit, private and government agencies.

One area in which I continually attempt to elevate talent development, is to apply the neuroscience and latest research in training venues. For example, various research studies over decades have shown the traditional classroom set up structure as less conducive to learning, retaining information, less stimulating, poorer recall, and retention of trained material. Yet, this formal style remains prevalent among trainers today. In efforts to elevate talent development, to create training atmosphere that promoted engaging transformative experience I adopted the circuit training that rearranges the training arena and classroom into an interactive, collaborative, kinesthetic arena that utilizes multiple learning intelligences. I learned and hope others consider, is that as trainers, coaches and consultants it’s important to not be stagnant. For 21st century trainers, coaches, consultants we must focus on business training needs that are future and solution-oriented methods of personalized collaboration that illuminate blind spots and maintain accountability towards the learning and development goals.



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