Page 9 - Q1 2022 Rosendin Corporate Newsletter

For 22 years, Training magazine has recognized organizations
that provide best-in-class employee training and development.

In 2022, Rosendin moved up three spots to rank #2.

2022 WINNER

LEARNING POWER

Rosendin continued to rise above pandemic challenges as it attracted
top talent, became more efficient, and grew as an organization.

By Margery Weinstein | Training Magazine

hen people remain wary of growth and people development Supervision Development, the Surge
being out and about, and goals despite trying circumstances. Program, the Emerging Leaders
Wrecruitment is conducted Program, Leadership Academy, and the
primarily online, it can be difficult to BRINGING ON THE BEST P.O.W.E.R. (Preparing Our Workforce’s
grow an organization. Nevertheless, Executive Resources) Program.
“Strategies for talent development
Rosendin—a company specializing in
begin at the recruitment level and “Pipeline programs have helped
electrical construction services—made
continue to career advancement our company achieve a 100 percent
talent acquisition a key goal for 2021.
and ongoing talent development for internal promotion rate for leadership
And that wasn’t the only area where its
all employees in the organization,” positions and a turnover rate of 3.74
Learning and Development (L&D) team
say Training Coordinator Kayla Hart percent (17.66 percent below the
committed to growing. The company
and VP of Quality and Training national average for our industry),”
also sought to increase the efficiency
Stephanie Roldan. “There is a focus note Hart and Roldan. “Ongoing talent
of its training designed to help that
on engaging prospective and new development occurs at every level
new talent soar to greater heights.
employees in immersive programs in the company, from administrative
The blueprint set by Rosendin’s senior designed to develop the best roles to senior management positions.
management to “Grow the National and brightest in the industry.” Talent development is attained using
Footprint Through New Markets by LinkedIn Learning, our Corporate
For example, Rosendin’s Summer
20 percent by 2025” remained in University, and instructor-led Webinars
Internship Program concentrates
place despite the ongoing pandemic. to reach employees companywide,
on individualized plans designed to
The need for new people—and the regardless of location or position.”
familiarize interns with their role and
need to train them to support the
summer assignment and to provide CONTINUED L&D WORK
company’s expanding footprint—
them with opportunities to learn
likewise was unaltered. Rosendin - AND GROWTH
about company positions through
demonstrates how a topnotch L&D
job rotation. Pipeline leadership Rosendin has not faltered in its
team and organization make all the
development programs include commitment to learning and
difference when it comes to achieving
the apprenticeship program, Field development, despite the challenges
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