L&D, OD and T&D Skills

1. Skills Analysis Preview
6 Questions – Corrie Woolcott
Desired Roles:
• Learning and Development with LMS
• Training and Development with LMS
• OD, Performance Consultant with LMS
• Training Manager with LMS
Date: 3/31/2023
Corrie Woolcott

2. 6 QUESTIONS
PAGE 2
QUESTION 1
Tell me about the experience you have with managing a training plan for
transformation initiatives.
Transformation learning is about understanding “the Why” behind personal or professional challenges
and has four stages. It first begins by facing or experiencing some sort of “disorienting dilemma” that
can leave a huge void. To overcome these challenges, the transformative activity exposes you to an
environment (also known as a tribe). Nothing can be more soothing than to know that you are not
alone. This provides new insight that leads to self-examination. As you become more alert, you learn to
evolve and become a better version of yourself through rational thinking, and eventually you
transcend and/or achieve greatness by taking action as you visualize and realize.
“Whatever you hold in your mind on a consistent basis is exactly what you will experience in your life.”
Tony Robbins
Vistage Example: I lead a Life of Climb!
When I was the Learning and Development Manager at Vistage our
leadership approach and comprehensive method for making better
decisions, getting better results and becoming better leaders, we used
our proven framework to help process issues and keep discussions focused.
The training plan/framework featured three core elements for learners:
1) Provide valuable perspectives, from a trusted group of peers. (Tribe)
2) Obtain professional guidance from an accomplished business leader. (You are not alone)
3) Encourage and provide access to deep insight, self-reflection from subject matter experts.
(Exposure to new knowledge from SMEs allows you to evolve)
4) Build an action plan for success. (Visualize and realize)
Learning and Development Role for Managing Transformative Learning:
L&D Manager responsibilities collaborating with each
Business Partners:
• CHRO/L&D Mgr. sets training budget.
• Set training dates (6 groups of 40 CEO’s/yr.).
• Collaborate with recruiting director to meet numbers.
• Hire SMEs for transformative 1-week sessions.
• Work with external vendors to secure an offsite location
(hotel to accommodate 40 chairs) one location to ensure we
can do nightly events to build relationships.
• Content management on all transformative materials,
activities, and weeklong schedule.
• CEO peer evaluations post week event to measure
performance with all business partners.

3. 6 QUESTIONS
PAGE 3
QUESTION 2
Have you been part of a Change Management team, and do you have
knowledge of Change Management methodologies?
In 2022/23, during the latest Learning Management System (LMS) Successfactors to Workday transition
and implementation. I was assigned as the training project change management lead. As part of the
implementation team, the goal for change management was to provide visibility, provide timely bite size
chunks of information (Go live date, communicate employee expectations at all levels, snap shots of
screens, high level view of the new system etc.)
Below are change management duties that I performed as a one-person team in the role of internal
change management consultant with visual.
• Responsible for setting up an internal FAQ website (SharePoint) to gather data on employee concerns, answer
questions. I built a survey questionnaire to help us focus on areas that may be in greater need to alleviate
potential anxiety and to also get early adopters. Leaders and ambassadors onboard.
• Created a change management communication timeline, and drafted, deployed department wide email
communications with updates. We had 2 campaigns. One at the associate level, One at the leadership level.
The leadership level incorporated more information on how to answer questions from their direct reports.
• Conducted several leadership Webex sessions prior to implementation to educate leaders on the change
management plan, and to provide support.
• Communicated impacts to the training teams across four sites in the USA. There was going to be a 2-week cut
off period during migration that all data from Successfactors would no longer track associate learning and all
learning being completed in that window would have to be manually tracked and manually entered in the
new Workforce LMS post cut-off period. The goal was to avoid training during the cut off period.
• Post assessment and analysis of the CM effort and project team.

4. 6 QUESTIONS
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QUESTION 3
Do you have experience with Learning Management Systems and
creating content for training curriculum?
As previously mentioned in question 2, I have worked with Successfactors and Workday. I have
worked as an implementation specialist, administrator, change management consultant, and as
a *Referral lead consultant for SumTotal Systems. This extra effort earned MedImpact huge
discounts when it was time to renegotiate our contract renewal.
My experience with various LMS solutions:
LMS
Company
Implementation Completion
Status
Reports
e-learning
course
uploads
Trouble
Shooting
LMS
Training
Notifications
and/or
Customization
Workday YES NO NO YES YES YES
Successfactors YES YES YES YES YES YES
Taleo YES YES YES YES YES YES
*SumTotal
Systems YES YES YES YES YES YES
Cornerstone YES YES YES YES YES YES
Moodle NO YES YES YES YES YES
MTI YES YES YES YES YES YES
SAP NO YES NO NO YES YES
I have built auto assigned curriculums where you assemble a learning journey (A collection of
pre-determined lessons in the LMS). This journey can then be assigned to a specified learning
group by utilizing the LMS filters. You can also set completion due dates, insert pre-requisites,
track completion, send notification reminders status and cc: team leaders to keep them in the
know. Lastly, you can generate automated reports or if needed customize reports to meet your
business needs with filters.

5. 6 QUESTIONS
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QUESTION 4
What’s most important when creating a training plan?
When creating a training plan, I follow a process that leaves no room for error. Although
Instructional Design (ID) needs may differ for each training plan project, I try to use the best
methodology available to meet my deliverable due date. Some methodologies that are most
common to me are: ADDIE, RPD, ISD, Agile, Llama. While these are just a few, we must also
note that there are principles and educational levels of learning that should also incorporated as
part of the analysis, design, and development of training content.
Some examples that come to mind are Kirkpatrick 4 levels (Reaction, Learning Behavior,
Results) and Gagne’s 9 levels or events of instructions (Gaining attention, Informing the learner
of the objective or goal, Stimulating recall of prior knowledge, Presenting information,
Providing guidance, Eliciting performance, Providing feedback, Assessing performance,
Enhancing retention & transfer.
Below is a proven ID Model that I currently have adapted from ADDIE.
I call it PADDIE and it stands for:

6. 6 QUESTIONS
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QUESTION 5
Tell me about innovative ways you delivered training other than
traditional classroom/lecture training.
The most recent accomplishment on training delivery innovation began 3 years ago and it continues to evolve.
With today’s presence of Covid, remote and hybrid training, there has never been such a higher demand for
Instructor Led Training (ILT) classroom sessions to be converted into online training.
My experience began approximately 1 year prior to Covid in 2018 as our training department leadership team
had decided to move forward with a vision of converting all ILT to an online platform. The task was to build
Self-Directed Learning (SDL) that would also enable learners to continue to be social, be supported and be
engaged throughout the learning experience.
How did I do it?
I was tasked to set-up a communication plan with my assigned business clients. I then put together an ROI
infographic, provided examples and demo(s) of the new NovoEd platform for online training. This began our
change management process to entice buy-in from our potential early adopters and platform ambassadors to
other internal business clients. I took the ID model PADDIE approach. My biggest challenge was breaking
down 3 hr. ILT class and creating modules and topics that contained bite size learning activities that were no
longer than 20 min. The design process was the hardest and most tedious. I realized that by chunking down
these modules, we could leverage some of the same topics to teach other classes.
1.
2.
3.
4.
5.
6.
NovoEd
Is Cohort learning that scales the spark of human
connection. Measurable, interoperable, and built for
deep capabilities and the ultimate social and
collaborative learning platform.
Our new NovoEd platform allowed us to design
and develop online programs. It also allowed us to
do the following….
1. Build…
2. Design a…
3. Utilize the…
4. Obtain Data that has…
5. Grow our …
6. Leverage Technology for…

7. 6 QUESTIONS
PAGE 7
QUESTION 6
Describe how you work in a team environment.
For me personally, I always operate with the glass half full mentality, and I give my peers, colleagues the
benefit of the doubt. When in a new environment/job role/project team, I become more alert and observant of
the various communication styles. I like to learn the culture and the way peers, colleagues, and leaders
communicate with each other. This does not mean I do not share my thoughts, ideas or lack commitment but
rather am cautious in my approach.
When I build teams (Training project(s), direct reports or just a simple peer networking group) I leverage 2
team effectiveness models. Using team effectiveness models to group employees can increase productivity,
boost innovation, and encourage mentorship. Knowing more about these 2 or other various models can help
promote greater efficiency among teams may help me determine which one might work well for the team that
I manage.
Tuckman's FSNP/FSNPA model
Bruce Tuckman's FSNP model theorizes that highly effective teams have five stages.
Forming: This is the introductory stage of team formation. Individuals become familiar with each other and
the goals and objectives of the team.
Storming: At this stage, challenges arise. These may be interpersonal conflicts or project-related issues.
Norming: During this stage, the team solidifies their identity, internalizes team procedures, and reaches
greater efficiency.
Performing: This stage represents the team functioning at maximum efficiency and productivity.
Adjourning: This is the last stage of a team's existence when it accomplishes all goals and the team dissolves.
This stage may include plans for future projects together.
Patrick Lencioni Model
The Lencioni model focuses on the problems that cause teams to be dysfunctional. By identifying common
points of failure, you may better guard against them. Here are factors that cause ineffective teams. This called
the 5 dysfunctions of a team it is also a book he wrote that very popular when I worked at MedImpact
Healthcare Systems Inc. I assessed my project team with the tools in this book to gain insight on understanding
the team better.
1. Lack of trust
2. Conflict avoidance
3. Uncommitted team members
4. Lack of accountability
5. Inattention to results
“If everyone is moving forward together,
then success takes care of itself.”
Henry Ford