Truist Financial created a series of 10 WebEx presentations to inform more than 50,000 employees on the tenets of unconscious bias. The sessions were four hours in duration, and each expected to have over 5,000 attendees with limited ability for discussion or commentary by participants. The organization’s goal was to have as many personnel participate as possible, but there was not a reliable method to measure participation or impact to inclusion.

Partnered with the five business entity leaders to redefine the program goal and not just check the box for participation. Rather, agreed that the true objective was to achieve organizational transformation in creating unconscious bias awareness by reaching the hearts and minds of employees and compelling the adoption of inclusive behaviors. Proposed that the goal could only be attained by motivating and encouraging employees to participate in the programming and complete the call-to-action post-learning reflection exercise with managerial guidance, engagement, and support. In addition, recommended adding alternative learning modalities to address learner preferences including a self-paced module, train-the-trainer workshop, and facilitated small group discussions. Ultimately, the success of the program hinged on the engagement and support of people leaders. To achieve this, coached people leaders introducing the business case for DEI, teammate motivation suggestions, and use of discussion guide resources.

As a result, achieved 70% participation in the optional DEI/unconscious bias programming, personnel activity planning, and people leader discussions, creating a solid foundation for inclusion organization wide.

Siloed organization with multiple business units needed a standardization of skill requirements, measurements, and assessments. The entity lacked the structure and discipline required to establish an organizational skill profile and therefore was not able to integrate skill requirement profiles or assessments into performance evaluations or development programming.

After establishing a comprehensive organizational skill profile that identified the role-specific skill requirements, introduced a self-assessment tool to enable teammates to rank themselves on a scale of 1 to 5. Then, presented the tool to senior leaders and gained their approval to incorporate self-assessment into the annual performance appraisal process.

The self-assessment tool enabled ongoing skill development, identification, and prioritization. It serves to identify skill gaps for new hires during the onboarding process and empowers teammates to drive their career trajectory leveraging a dynamic learning culture.

Organization identified a lack of quality candidates in the marketplace and wanted to invest in a solution that would develop the talent needed to meet its organizational goals. The company had 3,000 employees located across 150 offices and lacked the success profiles, infrastructure, and technology tools needed to build skills across its growing enterprise.

First, analyzed workforce data and uncovered 142 different job titles. Then, established a 10-member SME team to identify needs, establish priorities, and collaborate on skill-building solutions. This yielded an organizational capabilities matrix for all roles, as well as a comprehensive skill-building framework that enabled a needs-based talent development program centered around improving performance outcomes.

Successfully delivered an award-winning learning ecosystem with a curated a library of more than 1,000 experience, exposure, and educational assets.

Organization had grown largely through acquisitions, collecting a variety of job titles, position descriptions, and operating models along the way. Frustrated by the lack of standardization and friction created by perceived inequities, company leadership needed a comprehensive solution for improving their human capital strategy. However, there was very little coordination across the 120 locations and 10 business verticals, and each had its own leadership and culture. Creating consensus would be a significant challenge.

Analyzed workforce data to uncover 142 different job titles and established a 10-member SME team to identify needs, establish priorities, and collaborate on skill-building solutions. Then, designed a consolidation of the roles into 10 job families that aligned with key roles and responsibilities. Finally, socialized this proposal with the individual stakeholders to gain their input and engagement.

The resulting organizational profile laid the foundation for McGriff University, an award-winning learning ecosystem.

As the COVID-19 crisis hit, organization needed to transition 9,000 employees from office to remote worksites with minimal client disruption. While the organization had a solid operational plan in place, it did not account for the impact that COVID-19 would have on the emotional and physical health of its personnel or the potential decline in engagement and client service standards.

Organization created a cross-functional team to address technology, network access, and policies and procedures. This approach answered operational challenges, but it did not adequately support employees’ engagement and wellness through the transition. Therefore, influenced the COVID-19 crisis team to incorporate wellness programming into the transition agenda and developed the COVID Wellness Campaign. The program included interactive workshops, resource library, COVID blog, and 24/7 help line to provide support in stress management, ergonomics, home schooling, and isolation. Finally, continuously gathered employee feedback throughout the transition process to address emerging issues and gain insight into what was most valuable.

Personnel appreciated the swift and smooth technology transformation achievements, but they were even more impressed by the positive impact of the COVID-19 Wellness Campaign in managing stress, adjusting to remote work, staying connected to teammates, and achieving a healthy work-life balance.

Organization needed a dynamic learning program to build the advanced skills needed to effectively service Fortune 1,000 accounts. The program needed to focus on early career development and emerging talent, as well as provide the experience, exposure, and education required to develop advanced technical and business development capabilities.

Engaged with a contact at Lloyd’s of London to pitch a program that would introduce emerging talent to the Lloyd’s of London marketplace – the birthplace of insurance and where complex insurance programs are crafted. Highlighted the value in creating solid relationships with young talent that would pay new business dividends well into the future and eliminate any hesitancy to approaching the Lloyd’s market. Worked with partners at Lloyd’s to create a dynamic weeklong internship program that provided skill-building and cultural immersion. Finally, implemented a Lloyd’s Learning Experience program for 10 interns, including classroom instruction, workshops, seminars, and hands-on experience.

The internship program was highly successful and is still in place today, continuing to build complex market placement capabilities. Furthermore, Lloyd’s of London adopted the model and now runs it independently with other agents and brokerages.