Organizational Development:
Recent Work
Change Management
With the influx of recent acquisitions, large organizational changes, and transitions back to in-office work, I was tasked to develop and lead the North American Change Management Training strategy to equip leaders with knowledge and tools to stay agile.
Summarizing, this CM strategy consisted of:
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The building and training of a specialized facilitator group to conduct change training to all supervisors within North America (~1,100)
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Adaptation of base, global training programs into local, regionally sensitive solutions
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Adaptation of instructor-led change courses into virtual instructor-led models to reduce travel costs
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Provision of specialized change and agility courses to all C-suite product/function heads
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Upward, lateral, and downward communication to all levels of leadership to prevent siloing + garner support for training initiative
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Program welcome and invitation emails with required pre-work to prepare for sessions
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Hosting of VILT Change sessions to middle management
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Hosting of VILT Change sessions to lower management
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Employee engagement surveys to monitor employee sentiment
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Close monitoring of turnover and sentiment data before/after each large change
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Iterative changes to strategy as needed
Diversity, Equity, and Inclusion Initiatives
To capitalize on the momentum of our employee engagement surveys, I launched additional surveys and focus groups to further understand the company culture surrounding DE&I. While the employee-base was rich and diverse, we discovered that employees did not feel they were on equal footing to succeed. To counter this, we launched an aggressive DEI strategic campaign that started top-down:
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Partnered with a well-established DEI consultant group
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Together, developed a multi-pronged strategy separated into stages; phase one consisted of General Awareness and Unconscious Bias
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With support from the Managing Director of NORTAM, put the executive board members through an interactive, all-day DEI workshop
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Launched a mandatory digital learning campaign to office workers tackling the same topics covered in the executive course
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Partnered with HRBPs and site leaders to ensure all warehouse workers received training and developed a new reporting structure for sites that lacked access to formal LMS capabilities
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Within the DEI committee, expanded our local presence to include global voices and best practices already in-use beyond NORTAM
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Created an ongoing, monthly learning campaign showcasing rotating topics on diversity, identity, and inclusivity
Organizational Strategy & Assessment
With comparatively high turnover rates, we knew problems existed but we didn't have specifics. Working with the Director of Talent, Employee Engagement Surveys were launched to our 15,000-strong workforce to assess root-causes.
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Consulted exit-surveys and hosted focus groups to get initial feedback and determine feedback categories
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Hired 3rd-party surveyor to utilize extended capabilities and insights from an advanced platform
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Distributed posters to 188 sites with scannable QR codes to maximize participation
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Received well-beyond the necessary responses to overcome margin of error and ensure accurate results
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With the collected data, categorized the contributing turnover factors by difficulty and impact to tackle in proper order
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Devised a strategic plan to address the now uncovered, negative contributing factors to turnover
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Created separate work-groups to tackle problem areas and communicated regular updates to the org to show progress
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Turnover rates showed positive trending results with each implemented solution
