Training
In addition to my original role as Vice President of Client Relations, I was given the responsibility to oversee the Training Department. My mandate was to modernize training tools and ensure training is at the core of all programs, new hires, and existing talent management.
Microlearning
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Modernized training department by introducing a mobile Microlearning Management tool that enabled quick content development in various media formats (images and video-based quizzes, multiple-choice and yes/no activities).
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The extensive reporting allowed the training department and the infield managers to access dashboards showcasing the number of active users, history of activity uptake, and module completion. The extensive reporting allowed training managers to create content for every employee skill level (new hire, low and high performers).
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Microlearning focuses on bite-sized e-learning units and activities that are engaging and enjoyable. It increased learner engagement by 98%; deepened employee knowledge retention by 74%; switch employee training motivation from extrinsic to intrinsic where learner wants to learn and become a leader in their field.
On-boarding and new hire training
Established the Onboarding and new hire online classroom orientation training sessions.
This training tool led to a 42% lift in new hire retention and a 21% lift in new hire performance within the first three months on the job. With daily and repeated affirmation that new hires understood their responsibilities, fewer would leave the program.
Performance
Developed quarterly and annual employee performance reviews to monitor and evaluate individual employee growth and provide meaningful feedback on successes and improvement needs.
The Annual Employee performance was also used to assess training effectiveness and forecast companywide talent needs specific to existing and upcoming programs.
