Fairly recently we started making all our off-the-shelve e-learning modules and other resources more learner focused and fully accessible. Due to the high volume of work (development of 143 components within just a few months, we had to work with free-lance IDs/builders in addition to out internal staff. As the external IDs had never created fully accessible modules before, we up skilled them along our own IDs and provided them with an in-depth build guide and a fully accessible template. We also used Teams so that all of us could share their experience and we could help each other figuring out solutions. However, the majority of modules we received back from the free-lancers had major issues and internal staff spent a huge amount of time amending their work.

Costs associated with Regional Meetings and Conferences

We are rolling out a new leadership development curriculum for all hotel employees - how do we measure the impact of this learning and transference to on the job application.

Jenn and her OD team have been recently moved into an open workspace environment. The team gets along well and is excited about the recent change. Over the past couple of weeks they have come up with some solutions to difficult challenges they were pondering. However, they have been having difficulty managing timelines and staying on top of the finer details of some projects. The team is also finding that they are taking a lot more work home since the change.

Our department has started developing e-learning modules from content that was previously presented in live sessions. A new procedure was recently implemented to provide a process for the development of these training modules. The procedure requires the subject matter experts (SMEs) to provide the content to the training team on a blank PowerPoint (PPT) with a detailed script for the narration, and then it is the training team's responsibility to add the graphics and record the audio for the e-Learning module. Some of the SMEs still want to be in control of the training, and keep finding "errors" for the training team to correct. When the edited version is returned to the SME for final approval, they find other errors that were not noticed the first time. Sometimes they don't catch the errors until after the narration has been done and it has to be re-recorded. These back-and-forth requests for editing has impacted the productivity of the training team.

Training & Development struggles with implementing workflow learning. There is limited technology and resources.

Because of a federal government directive, federal employees are encouraged you to implement automation into their work.

Some of the positions in our organization have higher than expected turnover.

Staff being told various locations to find work tools.

Nikki has a hard time managing multiple projects at once in different stages. This is a requirement of her job. She gets easily overwhelmed, and can't move forward without having all the information in front of her.

A 60 year old traditional home title company has been bought by a tech reliant start up with the goal of decreasing what takes two weeks for a title examiner to complete to a 90 second process via machine learning. This change is at least three years in the future. However, fear regarding being replaced by a machine is spreading rapidly and the company is experiencing a mass exodus of employees now, greatly impacting productivity and profits.

GIS specialists new to working with lidar data are struggling to answer questions from program and project managers about the availability and adequacy of lidar data. This can result in slow response times and potentially inaccurate responses to questions about whether or not data exist for a region. This has resulted in a duplication of effort where the data did exist and a costly, large scale (duplicative) effort was undertaken to collect data that already existed.