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CASE STUDY #8:
INDUSTRY: Nonprofit organization (Washington, DC)
When Outdated Systems Block Career Growth
How we turned technical training into career advancement for frustrated employees.
A nonprofit's IT department was constrained by 1960s bylaws that limited technical staffing. Contractors filled most technical roles, blocking development paths and affecting promotions. We discovered employees were frustrated by lack of mobility while management worried about overhead costs.
DISCOVERY:
The information technology department couldn't hire sufficient technical staff due to antiquated organizational bylaws. Most technical work was done by contractors, creating bottlenecks and limiting career advancement.
the challenge:
ALIGNMENT:
We looked at what employees needed to advance and what management needed to feel confident. Our approach focused on fundamental skills, processes, and systems thinking that would prepare people for challenging positions.
the approach:
Using our Business Alignment Model and Business Learning Model, we partnered with the mainframe services manager to create a training program that would prepare employees for advancement while addressing management's concerns about technical capability.
Implementation used adult learning best practices:
IMPLEMENTATION:
Created five-component program covering fundamental skills, processes, and enterprise knowledge.
PHASE 1:
Integrated multiple delivery styles and learning interventions.
PHASE 2:
Ensured proper learning and application time for each participant.
PHASE 3:
THE TRANsFORMATION:
Employees gained confidence and capability while management saw measurable improvement in technical skills and job satisfaction. The program bridged the gap between current capabilities and advancement requirements, creating clear pathways for career growth.
MEASURED RESULTS:
Increase in employee job satisfaction scores.
Increase in management and employee morale.
66%
internal rate of return (IRR) on training investment.
MEASURED RESULTS:
Increase in interdepartmental collaboration and peer coaching.
We looked at what employees needed to advance and what management needed to feel confident.
When you measure what matters, career advancement and capability building, you get employees who can grow and organizations that can adapt.
