Learning & Development
Empathy
Critical Thinking
Impact
Experience
Throughout my L&D career I have been responsible for the training function from end to end:
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Strategic planning
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Resource selection & management
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Vendor Management
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Needs assessment, data gathering and analysis
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SME collaboration
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Program design, development, implementation, and evaluation
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Reporting
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Content Management
Empathy
Before creating training programs it's so important to understand the learner. I go the extra mile to understand, not only what the functional leader believes is the problem and solution, but the experience of the target learner. When possible I shadow to learn their process and roadblocks to ensure that any training I create is the right solution, presented in the right format, and at the right time.
Although a manager or SME may be my official client, I always view the learner as my ultimate customer. It's their success and satisfaction that I strive towards. I am driven to create programs that not only solve a specific problem, but are ingrained with company values and engaging to enable the learner's professional growth, ultimately leading to organizational success.
Critical Thinking
I never approach a training project as an "order taker." Managers and SMEs can sometimes have tunnel vision about a problem, and may not necessarily be aware of all the mitigating factors impacting the behaviors they want to change. Many times while doing needs assessments I've identified parts of a process that are broken or ineffective, and have worked with the functional team to find solutions.
It's essential in my L&D role to challenge assumptions and consider all angles to develop programs that lead to lasting behavioral change and professional growth.
Impact
I'll be honest - measuring the real impact of training isn’t easy. Models like Kirkpatrick offer a starting point, but I’ve found more clarity by taking a “learning detective” approach - thanks to insights from Kevin M. Yates.
Before designing a program, I work closely with stakeholders to define what success looks like in the real world. What behavior needs to change? What would we actually see if the training worked? Is training even the best solution for the problem? From there, I look for performance data and other evidence to track whether the learning is making a real difference.
I believe learning should be part of a larger performance system, not a standalone fix. So I ask the right questions up front, align with business goals, and stay curious about what actually works.
My goal? Clearer processes, better performance, and a better work experience.