The Business of Learning, Episode 100: Celebrating L&D Success Stories

Thanks for having me.

Yes, welcome Jasmine.

Thank you.

Thank you for being here with us today.

If you could, to kick us off, can you walk us through an L and D success story that you're particularly proud of?

Thank you so much for having me today, and I, I really think it's a huge accomplishment that you're at your 100th podcast, [laughs] and I would be honored to share a success story with you that kind of connects with the topic I'm here to share with Training Industry, and that has to do with onboarding.

Oftentimes, organizations and individuals think about onboarding as an event, uh, uh, an instance in time that happens.

I like to think about onboarding as a continuum, as a cycle, as a continual evolution of an employee's experience with your organization.

And I was honored to bring about a program that helped to evolve the concept of onboarding from a single instance to s- a moment that happens over the mid the journey of an employee's life cycle, uh, with some pharmaceutical companies that I worked with in the past.

And that ties directly to how you develop an individual, such as...

And not just thinking about people, management, or, uh, leaders that are, uh, at the C-suite level.

We're also talking about frontline employees and employees that also might be looking forward to just developing themselves and being a better version of themselves.

So onboarding connects with that because you are also helping that individual craft their learning journey, thinking about when you start, what is it that you wanna learn more about? What areas of the organization are you curious about? And if you're not sure, that's okay.

You can try out some things so that you can develop a better sense of what this company and what this organization is about.

So one of the proudest moments I would have to share is about the specialist talent program, and that was a, uh, individual contributor development opportunity where we're able to bring about 40 specialists through this program, and about 50% of them were, were raised in their level from, say, specialist one, specialist two, tech one, tech two, and even s- a, a little percentage of those individuals ended up going over to people leadership as well because they didn't know they-- what they didn't know about being curious about that.