Tami Gaines takes it beyond instructional design

Jobs To Be Done Framework

Problem: The organization consistently missed revenue goals and “reached with training” KPIs.

Solution: Collaborated with the Marketing Science team to develop an all-new, customer-centric training approach that begins with categorizing, defining, capturing and organizing customer needs (internal and external) in one document, so that all communications across the company are consistent in messaging and training approach. Used it to develop the training and education content arc for the company’s largest global event, which reaches 100,000 participants across in-person, on-platform and virtual programming.

Improving Employee Retention

Problem: A community hospital had a 60%+ turnover rate among new hires in their first 90 days. Unfortunately, the hospital was already short-staffed, particularly with their nursing staff.

Solution:

• New hires: Through external market research and internal employee surveys, overhauled the new hire orientation program with an eye toward improving the human experience immediately. Engaged department heads in the process and introduced soft skills training in addition to the required regulatory trainings to fully prepare new hires for success. Improvements led to a 75% increase in retention rates.
• Current employees: Assessed hospital-wide employee development needs from organizational, departmental and individual perspectives to develop performance improvement, professional development and succession plans.
• Adding value: Based on a learning gap analysis, developed relationships with two colleges to bring educational opportunities on-site, including a GED program, CNA program and basic skills classes that increased job advancement opportunities for existing employees.

Performance Intervention

Problem: A New York City hospital system serving 2.6 million residents was in danger of being taken over by the State because of its low HCAHPS scores, poor quality of care, excessive incident reports and questionable healthcare practices in the emergency room. Insurance reimbursements were in jeopardy, and long wait times were often highlighted in major news media. Language, cultural and religious differences led to frequent verbal and physical conflicts in front of patients.

Solution: Conducted a 60-day needs analysis that resulted in a comprehensive, 21-day training program centered on internal and external customer service with a sports/teamwork theme. Developed a blended learning, game-based curriculum for inclusive staff training, from executives to sanitation workers. The program included leadership development, executive coaching, soft skills and team building. It led to a 50% increase in Emergency Department HCAHPS scores, and its success led to repeating the training at its 126-year-old sister hospital.

Adding Value to Membership Associations

Helped a national association increase the value of its membership by creating a multi-year leadership development program. Interviewed the association’s CEO, board members, senior management team, regional directors and members to design, develop and deliver a five-year professional development training program that earned accreditation from the International Institute of Municipal Clerks.