Recorded Webinar

How PILOT Adds Structure and Consistency to Your Development Program

Want to learn more about PILOT? We’d love to connect with you and share how our award-winning, virtual employee development program offers HR leaders a simple way to boost productivity, morale and engagement.


[00:00:00] Laura Mastrorocco: All right, hello and welcome. We will be getting started here in just a moment, so glad you could join us today. So here we are, it's back to school time. I think most everywhere across the country it's back to school time. So if you would, please click on your chat icon to the bottom of your screen and share with us, if you were to go back to school, what would you like to study?

[00:00:36] Make sure that chat is going out

[00:00:38] Josh Young: to everyone.

[00:00:45] But a whole lot of people would change what they wanted to study, Laura. That's for sure.

[00:00:52] Laura Mastrorocco: I would like to go back to school to study Italian and preferably in Italy.

[00:00:59] Josh Young: That doesn't sound bad at all.

[00:01:05] I wanted to be a veterinarian, so I would go back and take all the necessary courses in order to do that.

[00:01:12] Laura Mastrorocco: There you go. There you go. All right, so we have someone studying psychology, someone studying photography. What would you like to study if you were to go back to school? Sky's the limit.

[00:01:30] And we'll be getting started here momentarily. Love to hear from

[00:01:35] Josh Young: everyone in the chat.

[00:01:45] I know somebody had something different.

[00:01:48] Laura Mastrorocco: All right. Thank you all. It is two minutes after the hour. So what do you say we jump in, Josh? Let's do it. All right. So welcome everyone to how PILOT adds. Structure and consistency to your development program. My name's Laura Maco and I'm here with Josh Young to share with you about scaling employee development throughout the organization without additional staff resources or complexity.

[00:02:16] Before we jump in though, I would like to mention a few. About the best way to engage in today's program. So just as you have, if you haven't already done so, go ahead and open the chat panel. You'll wanna make sure that your chat panel is set to everyone, and I encourage you throughout our time together to drop questions in the chat as they arrive.

[00:02:39] So I do want to let you know that today's session is being recorded, and I will send out a recording after the session. However, the chat panel is not recorded, so feel free to drop questions or comments there as you like. I've also enabled the live transcriptions, so you can turn those on to the bottom of your screen if you'd like.

[00:02:59] And lastly, we invite you to utilize the chat panel to exude what we call at PILOT, vibrancy. Vibrancy is one of our our core values here at PILOT. And one way that you can show vibrancy is to drop plus one in the chat. When you hear something that you would like to show support or agreement, it's almost like a virtual high five.

[00:03:26] So if you're ready to get started, go ahead and give me a plus one and that'll be an indication to me that you're on board and ready to roll. Awesome. Seeing a bunch of those come in. Thanks so much. Before we go any further, I would like to get to know you a little better. So I'm just launching a poll.

[00:03:48] You'll see that polling question on your screen. And the question is, what is your role at your organization? Is it learning and development, diversity, equity and inclusion, leadership development, perhaps all of the above, or if it's any other HR function, I would invite you to specify which one in the chat.

[00:04:11] And we'll leave that open for just another few seconds. And while we're waiting for everyone to respond, it is my pleasure to introduce to you, Josh Young. So Josh is a. On our sales and partnership team at PILOT, he works alongside organizations to connect their unique objectives and challenges to PILOT's solutions.

[00:04:36] His expertise is in talent development, enterprise sales, and go to market strategies. which helps consistently deliver value to PILOT clients and prospective customers. And Josh and I were just talking about the heat down in Atlanta. He's coming to us from Atlanta, Georgia, where he'd like to be golfing if it weren't so hot.

[00:04:58] And Josh, let me go ahead and and end the poll and share those results. And I'm going to turn it over to you. It looks like we have a bunch of people covering lots of roles.

[00:05:11] Josh Young: Yes, it does. And the number one standout is all of the above. And I think every time we do these, Laura, that is by far the most popular answer.

[00:05:22] So it just shows that everybody is wearing multiple hats. Yeah. And

[00:05:26] Laura Mastrorocco: we do have a couple of people having other HR functions, an HR business partner and someone in the role of people and culture.

[00:05:36] Josh Young: Thank you all. Nice. Thank you. It's always fun to see what everybody does.

[00:05:48] Josh, tell

[00:05:49] Laura Mastrorocco: us about the PILOT

[00:05:49] Josh Young: program. Yeah PILOT, I'm going to take a step back real quick before I start talking about the program to give a mental picture of why and how we developed it. I think it's important to point out that Ben Brooks, who is our founder and CEO, he he's held multiple executive positions in HR at various organizations, and he bootstrapped PILOT with his life savings from his executive coaching business, which he's had for the past 10 years.

[00:06:23] So what he realized in going through this experience is the fact that a lot of one to one coaching happens at the top of the house. So it's typically the C suite that receives this one on one coaching or mentoring. So Ben was like, Hey, if we can scale this to lower levels within the organization, then more people can get the development that they need to move upward.

[00:06:51] Or to learn how that they could be more powerful at work or get these leadership skills that are necessary in order to develop core competencies that are going to help them in their role now, as well as their career going forward. So if you combine that with a lot of the research out there that says only 1 percent of salaried employees ever get that one to one coaching or mentoring in a formal sense it's pretty powerful.

[00:07:19] PILOT is a virtual six month career development program that takes a comprehensive approach to learning and growth. It's built around four core learning experiences, or four core learning modalities as we call them which include individual reflection activities. And these are done on a weekly basis.

[00:07:39] They're delivered via email every Tuesday. You can access them via smartphone, computer. Tablet. And they take 10 minutes to complete. And then we have group coaching. This is done one time a month. It's delivered via Zoom. We host with a producer, an ICF certified coach, as well as a professional host.

[00:08:02] These are 60 minutes in length. And they're designed to go, number one, in visual reflection activities, introspection, and then the guidance with the group coaching piece. And then we round out the program with skilled mentoring through what we call executive fireside chats. And these are three 60 minute sessions done with an executive or business unit leader or board member.

[00:08:30] Et cetera of your choosing, right? Each, every organization is unique in terms of the strategy that they use to determine who may be the best fit for that type of role within the cohort. And then we use one on one future focused Sessions with a manager, right? And these focus on developmental conversations that are outside of your normal performance based conversations.

[00:08:58] So think performance based is what I'm doing now to meet certain KPIs versus development, which is, what does Laura 2. 0 look like and where does Laura. career and as a manager, how can I help facilitate that? How can we work together to get her to where she wants to go? So The program is really aimed at enhancing four career competencies which are fostering inward reflection, soliciting feedback, practicing self advocacy, and encouraging proactive steps for personal and professional growth.

[00:09:40] Now, Laura, I get asked a lot about who PILOT is for. It's always a, it's always a big question that we get. It's, it's, we work with companies big and small. Everything from fashion designers to finance to sales to insurance and so on why compositive employees have gone through this program we're not focused on technical training or functional training, right?

[00:10:07] This is all developing core competencies within the individual. So we've won several awards in this space, including top HR product of the year by HR executive magazine. and we are a certified diverse owned business. Now we're moving on the what is the impact of PILOT, right? Where do we see the value by incorporating this program?

[00:10:38] Some of the things that we measure are customer satisfaction scores, so what we call CSAT. This is the standard measure of happiness with a product or service, right? We collect feedback from every interaction that employees have throughout the program. It's expressed as a percentage, right?

[00:10:57] 100 being great, 0 percent being terrible. It's done via a survey at the end of each activity, so reflection activity, coaching session, fireside chat, or feedback with the manager, and then participants are rated on their experience on a scale from unsatisfied to very satisfied. The benchmark is 80 percent.

[00:11:19] PILOT averages currently a 91 percent customer satisfaction. Now, before I get into the other percentages, what we want to do is we want to make sure this program that's offered by the employee's company makes these participants feel valued, right? We want to make sure that the program prioritizes development.

[00:11:43] And we want to empower participants to learn how to. Advocate for themselves, speak up, solicit feedback, and then how can we use development as a core community, if you will, of connecting meaningfully with one another and the peers throughout the organization. Like creating that consistent language around or definition of development.

[00:12:09] Now, moving on with intent. It's very high with PILOT. 80 percent of participants say they intend to stay with their company for two years after going through our program. And there's been a 33 percent increase in participants that say that their managers show a genuine interest. in their career aspirations.

[00:12:31] And then program usage, right? A lot of these programs, keep in mind, get bought, but they're rarely used. So we take into account the monthly average usage of the program. This is a standard, KPI that's used across products and services that measure the number of users that have interacted with your product or service in the last So our members are using it 73 percent of the time.

[00:12:56] The industry average is 10 to 15%. And Net promoter score, right? Benchmark of SAS is negative 52 on a negative 100. So we're at a one on a 100 scale and we are at 52. So we're in a very good spot. Laura, do we have any questions before I move into what we're going to cover on the demo? Any questions

[00:13:21] Laura Mastrorocco: come in, but this is a good reminder.

[00:13:23] If questions arise as we're moving along, please feel free to drop them in the chat. Make sure your chat is going out

[00:13:29] Josh Young: to everyone.

[00:13:33] Awesome. Thank you for that. When I go through the demo today, I'm going to show you four core functionalities of the PILOT program. Number one, that's going to be group coaching. Why the cohort model works. We're going to experience a session and then we're going to see what the impact is for participants.

[00:13:51] We're going to run through the planning and launching of the program, right? The cohort configurations, how are those defined? And then, what does the sign up and internal communications look like through implementing or implementing this program? And then what's the program schedule, right? And we're going to go through ongoing support.

[00:14:10] So how do we drive participation? How do we support the recognition for the employees and then the pro the important like reporting and program feedback, right? How is my program performing? What does my participation look like before during and after? And then what are the program impact metrics that are important to me and my leadership?

[00:14:35] So Laura, if you can kindly stop sharing. Sure thing.

[00:14:39] Laura Mastrorocco: And Josh, I just wanted to mention that I had an opportunity to meet with one of our alumni in a kickoff event. It was an in person event. And they were talking about the structure and consistency of the program. The fact that we send out those exercises right to their cell phone.

[00:14:57] And then the fact that they could show up once a month for the group coaching events, they talked about how impactful that was for them. And in particular, Josh, I found it interesting, they said not only did this program influence or change their professional life, but it also had an impact on their

[00:15:17] Josh Young: personal life.

[00:15:22] Yeah, that's, that's very true. I've heard similar stories and Ben has shared multiple stories with me about that as well, in terms of, he always says happy work life equals a happy home life. And it comes down to something as simple as like time management, right? There's been multiple participants that have gone through our program and realized that they can get by being more efficient with their time, maybe two to three hours out of their day back, which, is a very significant amount of time.

[00:15:50] Not saying that happens with everyone, but those that do have that impact it's pretty incredible.

[00:15:59] All right. So I think everybody can see my screen. If you can give me a plus one. on the chat, if you can see the professional group coaching.

[00:16:13] All right. Awesome. Looks like we're getting plus one. So I will go ahead and start. The group coaching piece of PILOT, right? This is part of our methodology. Here we're bringing together a employees in a cohort to engage with an ICF certified coach in a virtual environment that's vibrant, it's dynamic, it encourages participation.

[00:16:39] So why do we choose a cohort based model to deliver PILOT? Number one, it's better overall value. It makes scheduling a lot easier when you have a group versus working with individuals trying to schedule which in turn makes it much easier for HR to scale throughout the organization. It's more cost effective, it's easier to deliver.

[00:17:03] So from an HR perspective the group coaching model provides a way for coaching and development to be delivered to a larger group of employees, meaning they can go down and deliver development into the lower levels of the organization that typically don't get that type of coaching or development.

[00:17:26] And then it's proven in a cohort model that people do Better at learning. There's deeper learning outcomes. There's positive peer pressure. There's network expansion. There's a sense of belonging and connection, right? We're creating a coaching community where everyone supports each other. And I'll get into that here in a second, but you're learning from Your peers, your co workers in this program, not just the coaches.

[00:17:55] So it honestly becomes, it becomes more fun and more effective when doing it at a cohort model. Now, the group coaching, these are one hour sessions that are hosted by a pilot crew of three, like I mentioned earlier. So you're going to get a certified coach. You're going to get a professional producer and a professional host.

[00:18:16] These are all delivered over Zoom and we facilitate all the logistics and the planning and the scheduling of these group coaching sessions so HR doesn't have to. Again, it's a shared services model with the PILOT program. We've also taken to account that we realize that not everyone's schedule is going to work out.

[00:18:40] So if another priority takes precedent over the coaching session, or someone gets sick and can't attend, or just for whatever reason you can't make it we provide 10 minute recaps for everyone that's on that group coaching session, because Laura, correct me if I'm wrong, but people are willing to sit through 10 minutes versus a 60 second session.

[00:19:03] Yeah, that's for sure. All right, real quick, I'm going to run you through the strategy, if you will, or the storyboard of what a coaching session looks like. So these are very tight one hour sessions. So we usually start up with an icebreaker, right? What's the best thing you did all week?

[00:19:27] What are you going to do over the holiday? And then we'll move into kind of the community agreement, right? This is what we expect from you during this coaching session, as well as future coaching sessions. And then the big idea, right? All of our coaching sessions are centered around a big idea.

[00:19:47] We use a shared development plan that focuses on specific development objectives that everyone goes through at the same time. So we're talking about things like partnering with your manager, Upwork Management 101, right? Workability. time management, focus, what are leadership, power, and managing? What do those mean to you, right?

[00:20:08] What are the definitions and key distinctions? And then we use polls and discussions to keep this engaging and keep participation up. We want to hear from everybody because, like I mentioned earlier, creates a deeper learning connection when you're learning from everyone else, and then the coach helps facilitate, unpack.

[00:20:29] those and shows you how to use those in like real life. Again, key distinctions that the coaches are going to help navigate. So they discuss mindset, definition, framework, like shifting your perception of what you learned in the individual reflection activities. And then we'll use breakout rooms.

[00:20:49] We'll do that twice throughout the coaching session. These are where you can collaborate with your peers. So it may be a room of three individuals and what that looks like in terms of let's use time management, for example. What that looks like to me may be different than what it looks like to Laura or what it looks like to Leighton, right?

[00:21:11] So we may all be dealing with time management as a challenge. But you have three different perspectives on it, right? What are they experiencing? What are you experiencing? How are we thinking about it? How are we thinking about how we can overcome that based on what we're talking with the coach about and then knowing versus doing right.

[00:21:33] This is really, this is big because we can all know something, but if, unless we put it into action, then it really doesn't happen. And there's a very good video clip that I'm going to show of this that kind of just really defines that, that distinction between the knowing and versus doing. So I'm going to play this clip between our, or from Ayanna Costian, who is one of our coaches.

[00:21:58] So just bear with me real quick.

[00:22:04] Let me know if you can hear that, Laura.

[00:22:05] Various: So before I go on to this slide, let me give you a quick little riddle. Let's say, I have six brand new swimmers that are at the pool, right? It's summertime and there's six little swimmers. They all know how to swim. They're at the pool. Four of my swimmers decide to jump into the pool.

[00:22:21] How many swimmers are left on the side of the pool? Just scream it out. Two.

[00:22:31] Who else?

[00:22:35] Two.

[00:22:36] Laura Mastrorocco: All right. I'm sure.

[00:22:38] Various: Huh. Yep. Y'all actually set me up. Four of them decided to jump in the pool. That means I have six left because they decided. I didn't say four of them jumped in the pool. Language can be tricky. The reason I bring you this slide is because we know things. Y'all know what to do at work.

[00:22:53] You know how to do it. You know how to advocate, but you choose not to. Because, oh, they're going to think that if I say that I need help, they're going to think they hired the wrong person and I'm stupid. If I say that I want to move to something else, they're going to think that I'm ungrateful, right? So you know what you need.

[00:23:07] And I will always fight with people to say, I think most people have some idea of what they need, but they're afraid to say it because of the consequence. So when you know something versus you do something, there's a gap. And there's a hole. And in that hole, the reason I think knowing versus doing exists is because of assumptions.

[00:23:24] I've been on trying to

[00:23:28] Josh Young: put a plus one in the chat if you agree with that, because I find that very powerful.

[00:23:40] Awesome. Thanks, Wilson. Thanks, Paulo. Again, knowing versus doing, and then we're doing a secondary breakout room to where, we're going to look at based on what the coach has talked about, how we change our perceptions on a certain number of these challenges or competencies. We're going to go back and talk amongst ourselves of how we can incorporate that into our day to day, our role now, going forward, based on what we're currently dealing with.

[00:24:14] And then wrap up and feedback. What are the key points? What are the key takeaways? How can we land powerfully after this session? How can we take this forward? And then extra coaching. Q& A. We leave 10 minutes at the end of each session for those that may. They may be shy and don't want to speak out in front of the group, right?

[00:24:32] Or they may have forgotten to ask something during the course of the session, so they can have this time after the fact to do that with the coach.

[00:24:43] Now, I'm going to read you a couple of quotes from participants that have gone through the PILOT program. I'll start with the middle one, the Johnson & Johnson, right? Today's session involved a lot of open discussion with other people. It's important that I not only say that I'm going to take action, but I'm actually setting a timeline.

[00:25:04] So see how at the end of that session they were able to say, okay, I'm not just going to talk about doing it. I'm actually going to set a timeline to hold myself accountable. To get that done, right? And there's a big difference there. And then, I participate at Nestle, right? The session went by so quickly, the questions were comfortable for breakout rooms, and it was a fun space.

[00:25:26] It was, like I said earlier, it's a community, right? A community of development that everybody is going through that shared experience with one another.

[00:25:38] All right, any questions before I move on to the next functionality, which is program planning and launch?

[00:25:53] All right, I do not see any questions as of yet, but please feel free to keep asking those in the chat. As Laura says, be sure to challenge Josh. I'll accept any challenge out there. I might be able to answer it, and if not, I will get back to you, I promise. All right, so moving on to program planning and launch.

[00:26:14] We all know that launching new programs is not an easy task. Put a plus one in the chat. If you agree with that statement, if you've gone through a program implementation if you've launched, I don't know, new anything, it's give me a plus one, if it's been difficult.

[00:26:41] All right, cool. Yeah, so we understand that this is a difficult undertaking, right? So we want to make this as easy as possible for our customers. At the start of the program, we'll assign a Customer Success Manager as well as a Product Delivery Manager that will work with our customers pre program, during the program and post program.

[00:27:04] So the very first start of what where we start is we identify cohorts, right? This is done before we do anything else with the program because it all centers on the participants that are going to be going through PILOT's. virtual coaching and development program. So maybe those have different implications.

[00:27:25] Maybe they're different initiatives for each organization. They're very unique and they're always different no matter what. Just based on what the initiatives of those organizations are going through. So could be leadership and succession, right? How do we want to build that pipeline? Do we want to provide development for those emerging leaders that are looking at moving up a level?

[00:27:46] Is it D, E, and I? Am I giving my my ERGs their leadership? Am I giving them the development they need to close that gap between skill sets to move up a level? Is it business unit specific? Is it manager nominated? Is it department or is it function, right? There's multiple ways that, that the development program at PILOT can be incorporated into an organization's goals and metrics and initiatives.

[00:28:16] So just show you an example real quick of what we did at MetLife for their D, E, and I, right? This was demographic and diversity focused. It was all about increasing the percentage of women in sales roles at various levels, various roles, and various levels of experience. So we used, or they used, PILOT's development program to run a cohort of all women through there to give them those leadership skills that were necessary in order to help them in their current role as well as key roles in the future.

[00:28:59] All right, sign up page. This is the very first interaction that participants have with PILOT. And it's really cool because it's sleek. It's clean. It's modern. It's very engaging and interactive. So it's very different from what your typical HR program looks like, right? It's very similar, very consistent to the consumer experiences that we have outside of work.

[00:29:27] It's co branded with your logo, right? X company is using PILOT to deliver a career and development program to this group of participants. Thanks. We value you. We want to show you're invested in. So here's a career development program that you're going to be going through. Here are the expectations, outcomes that we hope to achieve.

[00:29:49] And then it will run the participants as well as the administration or managers and executives involved about what these participants are going to be experiencing. So the individual components, the individual reflection activities, the monthly group coaching, manager feedback and executive fireside chats.

[00:30:08] And then it's going to run through each coaching series to talk about the overview of what they can expect as they go through each kind of coaching series per month. So it lets everybody know upfront about what they're going to experience, what can they hope to get out of this? And then, we'll work.

[00:30:31] For implementation and kickoff, what we're going to do with that is we're going to, we realize it's investments. We want it to be successful, right? PILOT's a value add. It's not meant to be used to check the box, if you will. We want it to add value. So we're going to work on the front end to ensure that, hey, look, we have a mutual plan of action.

[00:30:56] We have a charter that's available. So what do you hope to accomplish out of this program? What are your objectives? How are you going to measure this? What are the key drivers of success? What could be a roadblock? What could stop us in our tracks? How can we work around that?

[00:31:13] And then, who are you going to be working with on both PILOT's team as well as your internal team? So that we're all on the same page. We understand what this is for, the outcomes we hope to achieve, and how we're going to measure it.

[00:31:31] And then the communications, right? This is a kind of a change management, if you will. Again, consistent, structured, and very low lift for HR. What we don't want is we don't want HR to have to come up with their own templates or, like from scratch try to think about, okay, how am I going to communicate this internally to the participants, to the managers, or to the executives that are going to be taking part in the program?

[00:31:59] So we've thought about all of that based on the experience that we've gone through from setting customers up. So we provide the templates the communication templates, and you can see right here we have those available. to, announcing PILOT in your organization, inviting employees to sign up.

[00:32:15] Really, anything that you can think of in terms of communicating what this program is, what it's going to be doing, who is PILOT, we've thought of that and provide you with these templates to use. Now, you don't have to use that language, right? You can create your own verbiage out of it, but at least give you a framework to work with.

[00:32:40] And then we give a brief overview of all the coaching series. that you can use to preview. So again, very low lift for HR.

[00:32:53] And then quickly, I'm going to run through what the schedule looks like. So I talked about the individual reflection activities taking 10 minutes, right? And they're delivered every Tuesday, one time a week. So here you can easily see every Tuesday, I've got my activity one, activity two, activity three over the course of a month.

[00:33:17] And then I'll have one hour group coaching session. Then we'll, if, if this is a month where one of the three fireside chats is, that's going to be included on this as well. And of course, it's not on Fridays, every Friday. It's going to be, we'll work with you to determine what that looks like in terms of the executive schedule, your schedule with the participants and everything.

[00:33:38] At the, I guess the max is what this would be is, let's see, we're looking at 30, looking at an hour, two hours and 45 minutes on the busiest. month for the participants. So very doable, right? We call these like bite sized chunks because we want to meet the employees where they're at. So these are, again, accessible on their cell phones, their tablets, their computers.

[00:34:12] 10 minutes you can do. I don't know, in the car, right? When you're in between appointments or maybe you're in a parking lot, right? Like having lunch or maybe you're on your couch watching TV at night or in your bed. I don't know, 10 minutes going through selection activity is not a lot to ask.

[00:34:30] And then the one hour group coaching sessions and then the one hour fireside chats that are scheduled at your convenience.

[00:34:41] Are there any questions from anyone out there that on the the program launch and delivery before I move on to ongoing operations.

[00:34:57] Laura, I must be doing a bang up job today and explaining this. Yeah, you

[00:35:00] Laura Mastrorocco: sure are. I'm not seeing any questions come in, but the thing that strikes me is with this structure of the program, what a low lift it is for the HR team.

[00:35:14] Josh Young: Yeah, for sure. Yeah, they, again, they don't have to do really anything.

[00:35:19] It's, they work with us to, to get set up and then. The program runs in the background. We don't even want to be noticeable but we're working hard and diligently to help schedule and nudge and, which I'm going to talk about here in a second, but, all of the facilitation and logistics and just maintenance of the program, the reporting that we're pushing out without HR having to take that on as an initiative.

[00:35:52] So that's a perfect kind of segue into the ongoing support and operations.

[00:36:03] Our philosophy here is pretty simple, right? We want to create a sustainable, a structured, and a consistent program for both HR and the participants, right? We want to create, a routine for them. We want to have them, think about this in terms of their week to week and month to month, that they're taking time for self reflection, right?

[00:36:31] They're prioritizing development. That's why we take into account meeting them in their place of work, right? With the phones and the email and, not having a portal that they have to log into or a password or username they have to remember, right? Those are all things that kind of can impede.

[00:36:51] a program success. And again, we don't want HR to have to build out or support an operations plan. So our shared services model helps with most of the admin, which includes scheduling, like I mentioned earlier, customer service staffing, troubleshooting, check in, reporting, and then, call initiation and facilitations.

[00:37:15] Again, our customers have a dedicated customer service manager. Customer or customer success manager, product delivery. Corianne's going to kill me, Laura. And a direct line to our company, including Ben Brooks, our CEO. So what we want the outcome to be with this is customer success and product delivery, right?

[00:37:38] They help the program and member growth be consistent. We coordinate all aspects of delivery so HR doesn't have to. It's a seamless experience. excuse me, no matter what may happen internally. So we understand that maybe someone on your team gets sick or they go on maternity leave or, something happens to where maybe their function was key in running a program like this.

[00:38:05] With PILOT, I don't want to say it's plug and play because it's not that, but what it is it's very structured and it's very consistent, and it runs like I mentioned earlier in the background without much administration from HR. So I think Laura Ben always says that, pilots like the tide, it always comes in.

[00:38:26] And it always goes out consistently every day. I'll give you an example real quick of one of our customers, S44, they are a kind of a small firm. So the CHRO was instrumental in bringing PILOT on board. She was going on maternity leave during implementation. And as she was on leave, I don't think she was called once about PILOT's program.

[00:38:55] She was gone for, I think, five months, came back and she heard nothing but great things because again, our customer's success. and Program Delivery hosted and centrally managed all of our program for S44 without her having to worry about that. If the CHRO is happy on maternity leave, coming back to a program that was just implemented, that's almost unheard of in most circumstances.

[00:39:26] But I just wanted to give you that as an example of how our program kind of works behind the scenes. Any questions from the group? Before I move on to the reporting and in program feedback.

[00:39:45] Nothing yet. Okay, let's go into the the program reporting.

[00:39:54] So we believe that data really tells a story, right? It's an invaluable tool, if you will, for learning professionals, right? Research from LinkedIn says that learning professionals need both quantitative and qualitative data in order to show their development programs are mapping to company goals.

[00:40:16] Let me get a plus one in the chat if you think that statement is true. And while you do that, I'm going to grab some water real quick.

[00:40:33] All right, thanks, Wilson. Now, with this feedback we built what we call your pilot success story, and these are reports that are packed with data and stories that kind of serve as your mission control center, if you will, for showcasing the impact of your program. We make it effortless to keep track of.

[00:40:58] Your program is, or how your program is progressing share updates with your team and your business leaders, and then, you can link your initiative directly to your business. These are, these reports are consistent. They, inform from, beginning to end, the progress there, we're pushing these out one time a month, right?

[00:41:26] Customer success is working with administration to push these reports so that they can learn about like the program from a month to month basis, how they're progressing, who's participating, what the core competency growth is, and then we're using that to shoot up to leadership. In terms of how this program is actually making an impact.

[00:41:49] They're really easy to understand, right? Executives or leadership, they do not want reports that they have to massage data for, and you, as an HR leader, don't want to have to massage that data, which most programs right now, lean towards. So we built these that are clear and concise. The themes of the program are front and clear.

[00:42:14] I mentioned, what we were talking about earlier in terms of the charter, right? The objectives. So these are all front and center on any report. We provide a pulse at the beginning to understand, okay, how is my company at retaining employees? Do I have access to the types of resources that I need to be successful, right?

[00:42:37] How do we determine goals and how do we establish goals and how do we reach goals here? Is that easily facilitated? And then throughout the program we're working on status updates. We're talking about, okay, what's upcoming, where have we been so the performance, what's upcoming on the development piece.

[00:43:01] And then, where are we in terms of progress? correlated to what we determined the objectives were at the beginning. And then what is management's insight about this program as we go through, not only as the managers participate, but the managers that are looking in on this program as well. We also have the ability now with the.

[00:43:26] PILOT success story to implement other objectives and KPIs that may be important to your business where you can see those reflected in these metrics and reports as well.

[00:43:42] And then what's happened after the program. What's the summary of my program's results, right? We're talking about, we're talking about the qualitative data, the quantitative data, right? We're telling stories, we're giving participants quotes, so they can get a very holistic view of what, what results the program produced over the course of that six month period.

[00:44:10] And then we make it really easy to broadcast up to leadership. So you can send this to your business leaders, you can send this to your team, you can send this to your executives with a click of a button, so they can have access to the data. A lot of these reports for organizations that have ESG, Implications, reports that they're sending out externally a lot of this data on programs that may be done for DEI initiatives are included in those types of reports, so internal reporting, external reporting PILOT's program gives them the ability to use that data to show progress in terms of those.

[00:44:50] particular initiatives.

[00:44:54] In closing going back to the theme of the webinar how does PILOT add structure and consistency to your development program? I hope that I've been able to show that with the structure. and consistent let's say scheduling with the coaching sessions, right? The reporting, the launch, the shared services regarding the customer success and product delivery and working with you to schedule, to nudge, to facilitate these.

[00:45:30] And then how do we launch the program and how do we support it? So it's all about getting the participants to prioritize development which is why we give it to them in an easily accessible manner product delivery and customer success, work with them to ensure that they are participating.

[00:45:50] We're nudging them if they missed a session. So we're getting them again to participate in the program and then with a group coaching session, they're coming together with their peers, right? And we're adding that structure to make them more consistent in prioritizing that development.

[00:46:11] You know, we have a it's a term at PILOT that's called Shovel Ready. And what that means is it's one of our core operating principles. And it means that we make something that's being asked of someone else very easy to facilitate. And I think that, in a nutshell, is what PILOT's program is.

[00:46:32] It's shovel ready.

[00:46:37] And with that I don't have anything else, Laura. Is there any questions that I can, or are there any questions that I can answer?

[00:46:46] Laura Mastrorocco: Josh, what if someone were to ask about how to get a budget for a

[00:46:51] Josh Young: program like this?

[00:46:55] That is, it's a very good question.

[00:47:02] It's different across the board. I would say that, number one, it comes down to what the business goals are, right? How can development help support those? Is it, we're having issues with retention, right? Are we looking to develop a leadership pipeline. If so what is, what does that attrition look like, right?

[00:47:30] How much are we losing based on one of our key roles leaving? And not only having to replace the salary, but having to replace the knowledge, if you will, and the time spent trying to find that individual. I think in order to secure budget for this, it's got to really support the goals of the business.

[00:47:53] It's got to support a major challenge that the company's having. And you have to be able to tie, I think, a dollar figure to the challenge. The impact, impact that's having on the organization. Does that answer your question, Laura?

[00:48:10] Laura Mastrorocco: It does. Jeff, or you can attend our webinar on September 20th, , and I've dropped that link in the chat.

[00:48:19] If you're interested in that webinar, you can either use your smartphone to scan the QR code on the screen, or I've dropped a link in the chat and you can learn more from our CEO about securing budget for the new year.

[00:48:46] And if someone wanted to learn more and talk to you, I've just dropped a link in the chat to book a meeting. Or once again, you can use the QR code that you see here on the screen.

[00:49:02] Josh Young: Awesome. Yes, feel free to reach out at any time. Always happy to answer questions. You can use us as a resource. We are in and out of customers offices and programs every day, so we've seen a lot, and we could be a great resource for you, when it comes to development programs at least.

[00:49:28] And

[00:49:28] Laura Mastrorocco: lastly you can reach out to Josh using the LinkedIn link that I've just dropped in the chat. And Josh, did we want to introduce Leighton as a, another resource?

[00:49:41] Josh Young: Of course, you gotta show Mr. Boyd.

[00:49:46] Laura Mastrorocco: Yeah, also part of our amazing team is Leighton Boyd. And so I just wanted you to be familiar with that name in the events that you hear from

[00:49:55] Josh Young: Leighton.

[00:49:57] Yes, Leighton will be reaching out to a lot of the participants that joined the webinar today. You can expect an outreach from Leighton. He is our manager of sales development. Show him some love, answer his requests. All he wants to do is provide some information and potentially set up set up a meeting or at least provide you with a link to the webinar and answer any questions that you have.

[00:50:26] Laura Mastrorocco: Great. Thank you, Josh. So that's about all the time we have today. But we'd love to hear from you either by scanning the code on the screen or connecting with either Leighton or Josh on LinkedIn. And from the producer's chair, I look forward to seeing you in future webinars. You can always go to our website, which is pilot.

[00:50:48] coach. And there under the resources tab, you can see our schedule of upcoming webinars and register for them. And so we'll look forward to seeing you down the line, wishing you all a terrific rest

[00:51:02] Josh Young: of your day. Thanks everyone.