The need for agile learning and development is rapidly growing, and Northwest Federal Credit Union ($4.6B, Herndon, VA) is meeting this challenge with a recently created role. Luckily, the suburban DC credit union didn’t have to look too far to fill the post.
Jana Chamberlin already had 16 years of service at Northwest when she became the credit union’s first instructional design manager in August 2022. Her time at Northwest includes five years in training and instructional systems design jobs and a decade before that in the call center and mortgage processing.
Here, Chamberlin discusses how the team she now leads works cross-functionally and across the organization to advance employee capabilities among her credit union’s staff of approximately 580 FTEs.
Why did Northwest create the role of instructional design manager?
Jana Chamberlin: The pandemic changed how we deliver much of our training and support. When the demand for virtual learning increased, it meant the team needed to develop more digital learning skills to maintain our same level of quality.
We also identified a need for stronger department operational standards, templates, and tracking to create better efficiency. This role now oversees learning technology research and implementation as well as learning efforts.
Did the credit union create this role with you in mind?
JC: This role was created as a part of a promotion I earned last year. I’m a strong advocate for the continued development of others. I encourage and support my team and peers in their professional development and share networking opportunities as well as free training solutions, workshops, and skills development challenges.
What challenges and opportunities does your role address? How do you plan to address them?
JC: At Northwest, instructional design falls within the talent development team. Our key objectives are to better align our learning solutions and business performance, develop employee capabilities consistently and effectively, and innovate the learning experience with high-quality learning solutions and improved accessibility.
Whether we achieve this by creating learning solutions delivered by our own training specialists or by subject matter experts in the business line at the department level, we focus on creating a standard of learning that recognizes when the goal has been achieved.
Moreover, our focus extends beyond the initial onboarding of an employee. We strive to build solutions that support the ongoing development of our employees and leaders throughout the life cycle of their career.
What initiatives are now in place at Northwest that specifically address those challenges and opportunities?
JC: With each new technology implemented to enhance the member experience, we partner with our sales and service development manager to reinforce skills and capabilities. This also allows us to support the training and adoption of new technologies that streamline and improve efficiencies across the organization.
To address the continued development of employees and leaders, we have implemented or will implement by the end of September several initiatives, including a compensation structure and career development framework as well as three new leadership development programs.
We launched our compensation structure and career development framework earlier this year, defining career paths so employees may engage and grow their career at Northwest. To support those efforts, I’ve been working on career development tools and resources that will be made available in the coming weeks.
We’re also creating three new leadership development programs. The instructional design team has directly managed two of these programs, which address the foundational needs for managing people and managing operations. The third program supports the ongoing development of mid-level managers. Our talent development manager directly created it with my support for various responsibilities, including technology and digital solutions.
CU QUICK FACTS
Northwest FCU
DATA AS OF 06.30.22
HQ: Herndon, VA
ASSETS: $4.6B
MEMBERS: 280,183
BRANCHES: 11
EMPLOYEES: 579
NET WORTH: 11.0%
ROA: 0.72%
How do you work across the enterprise to execute those strategies?
JC: The key to our success is having a strong network of champions throughout the organization — that’s the result of hard work, proven results, and open communication. Personally, I do whatever I can to show the value in our team and actively seek opportunities to create positive, meaningful experiences each time I work on a project or an initiative.
My team is one of three pillars within talent development at Northwest, and it works collaboratively with the rest of our unit and our stakeholders. As the instructional design manager, I generally handle the intake of training requests and conduct an up-front analysis to prioritize and track our initiatives. This helps me ensure all internal and external initiatives are aligned with Northwest’s business needs and can later be managed for effectiveness.
I’ve also helped standardize and reinforce best practices to conduct learning analysis discussions with our stakeholders to help ensure any learning solution is results-based rather than needs- or wants-based.
Because new initiatives generally involve adopting new technologies, I’ve had the opportunity to work with many stakeholders across the organization. The window to develop and implement training solutions is often condensed, so I’ve found ways to replicate best practices and create internal efficiencies to provide better and faster learning solutions.
The window to develop and implement training solutions is often condensed, so I’ve found ways to replicate best practices and create internal efficiencies to provide better and faster learning solutions.
What makes you a great fit for the job?
JC: Shortly before my promotion, I obtained my Certified Professional in Talent Development (CPTD) certification. Having a strong foundation in this profession has played a significant role in my position today. I’m adept at looking at a problem and quickly recognizing appropriate solutions. I’m a strong supporter of professional development, and I encourage others to take ownership in their career aspirations.
I’m a quick learner and an advocate for innovation. I love to find ways to streamline and reduce inefficiencies that can hinder success. I’m a servant at heart and always want to do what is best for our employees and the organization. I’m efficient, engaging, and have cultivated a network during my 17 years with Northwest with a foundation based on trust, hard work, and honesty.
How has your career prepared you for this new role?
JC: I spent several years in both our call center and our mortgage department and cultivated a network throughout the organization that remains strong to this day. My dedication to becoming an SME in each role I’ve held contributed significantly to my transition to talent development, first as a facilitator and then as an instructional designer.
I’ve always worked in a fast-paced environment that is both service and member-focused and requires me to find ways to streamline efficiencies, to exercise creativity to solve problems, and to be flexible and adapt to each situation.
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Who do you report to and who reports to you?
JC: I report directly to our AVP of talent development. She oversees three teams: talent development specialists, instructional design, and sales and service development. Within my team, I have two direct reports.
Our senior instructional designer is primarily responsible for developing foundational training programs with a focus on leadership and supporting decentralized training that’s managed by the specialists who work in partnership with their stakeholders.
Our e-learning developer is primarily responsible for developing digital and e-based learning solutions. She is also our learning management system (LMS) administrator. As a team, we all support our peers on the specialist and sales and service development teams as needed.
What’s your daily routine at the credit union?
JC: Much of my day is spent either in project meetings that support various initiatives across the organization or on creating deliverables to support those initiatives. I dedicate additional time throughout my day to supporting our team and internal communications, and I serve on committees that support the organization, including Northwest’s foundation.
How do you track success in your job?
JC: We look to collect quantitative and qualitative data through surveys; training completion reporting managed through our LMS; feedback tracked through post-implementation of initiatives; internal reflection discussions to identify successes, challenges, and opportunities for improvement; feedback shared through our recognition platform; and data extracted from our organization’s strategic priorities scorecard.
How do you stay current with topics that fall under your role?
JC: I read books and articles, attend webinars, and seek additional education in the form of e-learnings, cohort programs, and paid instructional development programs. I follow industry leaders within the talent development and instructional design fields via LinkedIn and, when possible, I virtually attend conferences such as the Association for Talent Development International Conference and Expo (ICE).
This interview has been edited and condensed.
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