When employee engagement surveys revealed a need for improved leadership skills in a particular group, I conducted extensive research and interviews to identify the necessary skills. This resulted in the LEAD framework: Be a Leader, Empower Yourself, Embrace Agility, and Develop Your Team. We decided on a two-month blended learning journey, starting with asynchronous learning followed by an in-person workshop focused on small group discussions. Post-workshop, participants were paired as accountability partners to discuss skill implementation. Project deliverables included an LMS learning path, SharePoint site, interactive participant notebook, facilitator guides, practice scenarios, presentation slides, email communications, and workshop materials. The program was rolled out in three separate cohorts, with participants engaging in both the asynchronous and in-person components, and later paired for ongoing support. The program received positive feedback, with participants reporting improved skills and some achieving promotions. Managers and teams also noted noticeable improvements in leadership skills.

The knowledge-based compliance training course was no longer easily maintained, necessitating a new approach. I extensively reviewed, cataloged, and documented existing compliance information to identify overlaps and duplications. I interviewed experts to uncover necessary regulatory requirements and obtained approval for the new design from the compliance department. I transformed the content into a behavior-based learning experience using scenarios for participants to practice identifying and reporting issues. Project deliverables included a detailed content mapping document, targeted practice scenarios, and an eLearning course. Volatile information was housed outside of the course and linked within it to ease maintenance. The course was developed and rolled out in stages, gathering feedback from participants to refine the design. The iterative process ensured the course was relevant and met regulatory requirements. Participant surveys were conducted to gather feedback on the course. The responses indicated that the relevance of the mandatory training was more apparent, leading to improved engagement. Ongoing adjustments were made based on feedback to enhance the course's effectiveness. The new method for addressing content volatility made maintenance more efficient, ensuring the course could be easily updated at any time.

The need for a specific organization-based onboarding program became apparent when the company-wide HR onboarding program was overhauled. I collected, reviewed, and cataloged existing onboarding materials from every team to find commonalities and standardize the onboarding experience. I devised a self-paced, comprehensive program that built relationships and boosted foundational technical skills for new employees. I coordinated video introductions to all teams and quarterly meetings for deeper introductions. I created a customized learning paths for each organizational area to focus on their unique technical skills. I designed a separate version of the program to promote internal mobility and allow existing employees to explore other areas of interest. Project deliverables included customized LMS learning paths, customized LMS websites, a SharePoint site, support guides, a facilitator guide, and email communications. The program rollout provided a dual-purpose onboarding experience, one for new hires and one for existing employees. New hires engaged in the self-paced learning and team introductions, while existing employees used the program to explore other areas of interest. According to participant surveys, new hires felt more connected and better prepared to manage their new jobs after completing the program. Teams were able to focus on specialized skills, and existing employees more easily explored other areas of interest. The program saved time for everyone and led to improved onboarding outcomes.

When the pace of software releases increased it became apparent customer documentation needed to be integrated with the software change management process. My team and I worked with the engineering and quality teams to integrate customer documentation into the change management system. Many deliverables needed to be tracked for each release including several system-level manuals (alarms, commands, performance analysis, system procedures, and troubleshooting). We mapped the engineering documents impact on each customer manual. When an engineering document was updated and confirmed, a real-time notification was sent to customer documentation. After implementation, customer documentation was available when a software release launched, instead of weeks later. Updates to existing materials were more easily handled as well. Visibility and consideration were brought to customer documentation during software release planning.