Listening, Learning, Leading: A Case Study in Organizational Development

Background

A regional organization was experiencing inconsistent performance across departments and a noticeable gap in knowledge retention among new hires. While leadership attributed this to rapid growth and turnover, it was clear that deeper structural learning issues were at play. No formal process had been in place to evaluate the effectiveness of existing training, onboarding, or internal communication systems.

Challenge

The organization needed a clearer understanding of how learning was (or wasn’t) happening across teams, where information was being lost, and what employees actually needed to succeed. There was also a lack of alignment between leadership expectations and frontline realities, leading to disengagement and inefficiencies.

Approach

I led a multi-phase organizational needs assessment to uncover root causes and identify practical solutions. This included:

  • Listening sessions with employees across departments and levels

  • Process mapping of critical workflows and communication handoffs

  • Review of existing SOPs, onboarding materials, and LMS content

  • Stakeholder interviews with supervisors and leadership

  • Surveys and informal feedback loops to capture both quantitative and qualitative data

Key Insights

  • Training content was confusing and lacked relevance to daily tasks

  • New hires were overwhelmed by information overload, while long-term employees lacked pathways for continued development

  • SOPs were inconsistent and poorly integrated with actual processes

  • Frontline staff felt disconnected from organizational goals and unsupported in asking questions or voicing concerns

Solutions Implemented

  • Developed a phased learning strategy tailored to roles and experience levels

  • Redesigned onboarding to include real-time coaching, job aids, and peer mentors

  • Created a knowledge-sharing framework to bridge interdepartmental silos

  • Partnered with leadership to embed ongoing learning touchpoints into performance reviews and team meetings

  • Initiated a feedback loop structure to regularly assess and adapt learning tools

Results

  • 90-day new hire retention improved by 60%

  • Learner satisfaction increased from 58% to 91%

  • SOP adoption and process compliance rose significantly across all departments creating consistency in the organization

  • Supervisors reported increased team engagement and improved communication

  • Staff reported feeling more supported, included, and confident in their roles