Structured for Success: Why & How to Restructure an L&D Team
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The document discusses restructuring an L&D team. It describes a case study where the presenter restructured an L&D team at a law firm with 13 locations and 4,700 learners. The team was originally structured with generalist trainers focused on technology and legal topics. After analyzing problems, the presenter restructured the team into subgroups of an organizational change manager, learning advisors, instructional designers, and eLearning developers. Meeting schedules and responsibilities were also adjusted. The restructuring addressed issues like uneven workloads, bottlenecks, and a lack of coordination across locations.
Structured for Success: Why & How to Restructure an L&D Team
- 1. Structured for Success: Why & How to Restructure an L&D Team Katrina Marie Baker | Lead Learning Evangelist | Adobe, Inc.
- 2. Agenda “Restructure.” What a scary word, especially when you’re the one managing the process. The reality is, restructuring your team might be one of the most rewarding things you do in your career. You have the opportunity to reinvent your team and make their daily lives easier and more productive. Of course, the process requires logistics and planning, which is why you should join us for this session!
- 3. What is your role? a) L&D Manager or Director b) HR Manager or Director c) L&D Specialist, Instructor, etc. d) Instructional Designer or eLearning Developer e) L&D Consultant f) Other
- 4. About the Presenter • Career focuses: Learning and development, human resources, production, development, marketing, and leadership • Leadership experience: Three self- owned businesses, one board position, one retailer, and one law firm • I wrote LMS Success, The LMS Selection Checklist, and Corporate Training Tips & Tricks
- 5. How do you feel about your restructure? a) Excited to get started b) Happy to help with the change c) Nervous d) Overwhelmed e) Under pressure
- 6. Do you have any specific concerns? • Worried about leadership’s reaction or level of support? • Worried about managing the team’s reaction? • Worried about the outcome afterward?
- 7. Why Do We Restructure?
- 9. Case Study of a Real Restructure
- 10. What I Was Told in the Job Interview The Mission: 1. Provide more training in more formats and make training more visible within certain constraints. 2. Provide a white glove learning experience for attorneys and staff. The Challenge (as initially stated): 1. Attorneys’ time is expensive. 2. The trainers are not as driven as they could be. 3. There is no coordination between locations.
- 11. Team Structure • When I was hired, the L&D team served thirteen locations and ~4,700 learners. • All trainers were generalists and focused on technology training and some legal- specific topics. • All team members are highly experienced and qualified. Me FT FT FT FT FT PT Hiring Budgeted
- 13. What is the Real Problem? • “We need more people.” • “We need more time.” • “We need more support from management.”
- 14. After Some Digging 1. Too many tasks assigned to each individual 2. Fluctuation in workload/team member availability 3. Unstructured and/or impersonal meetings 4. Email volume 5. Bottlenecks due to approval processes 6. General delays due to time zone differences 7. Uneven project loads and overall workloads amongst team members 8. All initiatives were driven locally rather than coordinated globally 9. Team’s materials and communication were not centrally organized 10. Organization didn’t utilize what our L&D team was offering
- 16. An Organizational Change Manager Learning Advisors FT FT FT FT Instructional Designers FT FT eLearning Developers FT PT PT Intern Global Service Desk Local Technology Team HR Responsibilities Staff Diversity Committee
- 17. Meeting Schedule • All-Team Meeting • Update on each team • Organizational news • Workflows involving more than one sub-team • Train the trainer sessions • Team bonding time • Sub-Team Meetings (one per team) • In-depth discussion of current projects and tasks • One-on-Ones (one per team member) • Personal development, scheduling, etc. • Sometimes every other week or >1/week depending on need • Project Meetings (ad-hoc) • One-off meetings to discuss a specific project amongst involved teams
- 18. Other Meetings Attended by Team/Manager • Service Desk • Task Force/Application Development • Human Resources • Professional Development
- 20. 1) Too many tasks assigned to each individual
- 21. 2) Uneven project loads and overall workloads amongst team members
- 22. 3) Bottlenecks due to approval processes
- 23. 4) Email volume
- 24. 5) All initiatives driven locally rather than coordinated globally
- 26. Where to Find Me • Email: [email protected] • LinkedIn: linkedin.com/in/katrinabaker/ • Twitter: @LearnTechKat • Blog: elearning.adobe.com • YouTube: Learn Tech Collective • Books on Amazon: Corporate Training Tips & Tricks, LMS Success, and The LMS Selection Checklist
Editor's Notes
- #21: Restructure roles to be narrow and deep Shared workload Project list and responsibilities assigned ahead More runway before major initiatives
- #22: Project list for the year is planned ahead and assigned with team member input Two team members on every project, in diverse time zones Shared responsibility for regular tasks, such as new hire orientation Workflows already defined in case a team member is out unexpectedly
- #23: Decentralized sub-teams Frequent sub-team meetings Empowerment Automated workflows
- #24: Reply All is not our friend Targeted distribution lists Automated email filing Outlook rules Limiting the number of projects per person Automated workflows
- #25: Course content is centralized and delivered consistently across all locations Regular curation and versioning of assets New hire orientation presented twice weekly in three time slots Content is delivered virtually or in a virtual/instructor-led blended format Instructor-led courses published in a centralized calendar weeks ahead Large initiatives coordinated to utilize entire team rather than Learning Advisors only Large virtual classes have a facilitator and host