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Lisa Vere, Vice President Quality & Training Kayla Hart, Training Coordinator

in the industry,” Hart and Vere say. and three sets of modules. Through PANDEMIC PIVOT a savings of more than $400,000 tracking may opt out by not creating applicants we received, indicating a
“The Summer Internship Program this program, regional resources utilizing virtual training platforms. a Linkedln profile. “As a result of real hunger for leadership training.
concentrates on individualized plans have been developed, resulting in an Investment in training continued to The team will continue to utilize these recommendations, learners While Leadership Academy was limited
designed to familiarize interns with increased focus on QA/QC training. be fully supported by Rosendin’s virtual instructor-led trainings for the have consumed more content than to a certain number, we offered the
their role and summer assignment “By measuring the number of punch- executives during the COVID-19 foreseeable future across all divisions by simply pushing out a required list rest of the applicants a new program
and provide them with opportunities list items at the completion of the pandemic. The Training team was able in the company.” of courses. In fact, for the first three called ‘Emerging Leaders,’” say Hart
to learn about a variety of company project (punch-list items are those that to quickly adapt to learner needs, quarters of last year, our Linkedln and Vere. “Emerging Leaders will take
positions through job rotation.” are captured by the owner or general including those of both office and Prior to the pandemic, approximately Learning account holders viewed more the competencies we develop for
contractor as ‘items to be corrected’), field staff. Because Rosendin had 70 percent of Rosendin’s trainings than 150,000 videos,” say Hart and Leadership Academy and start laying
Talent pipeline programs at Rosendin this initiative produced a 42 percent projects considered essential when were offered as in-person sessions. Vere. the foundation in this new program.
include the apprenticeship program, decrease in deficiencies from 2018 to shelter-in-place orders first took The Training team quickly developed a It will be a combination of curated
“Field Supervision Development,” 2019,” Hart and Vere point out. effect, not all projects stopped work solution for remote employee training, AI has given the company’s remote on-line content and workshops, where
the “Surge Program,” Leadership immediately, and for those at job sites, utilizing Linkedln Learning in the training capabilities a big boost. “By they will put the skills into practice in
Academy, and the “P.O.W.E.R. GROWING THE NATIONAL training remained as important as early months to provide trainers with utilizing AI and a deep learning library, front of coaches who will give them
(Preparing Our Workforce’s Executive FOOTPRINT ever. The Training team has continued time to adjust their classes to better we have been able to exponentially feedback. We also are creating Study
Resources) Program.” These programs to develop new programs with the suit an on-line delivery platform. increase the consumption of web- Action Groups led by senior executives
have played an essential role in the To support growth in new markets, utilization of virtual platforms. The pandemic pushed Rosendin to based learning by our employees. In where they recommend a favorite
company’s success. “Pipeline programs the Talent Development team focused launch additional competency maps, most learning management systems leadership book and go through it
have helped our company achieve a on operational metrics, customer Since March 2020, the Training team which list all the skills necessary for (LMS), there is no recommendation chapter by chapter with the students.”
100 percent internal promotion rate relationships, and employee training. has made the switch to 100 percent an employee’s current position. Each feature, or the functionality is limited,”
for leadership positions and a turnover The program is part of a staged virtual instructor-led training. Both competency map equips learners say Hart and Vere. “By using Linkedln The ultimate goal of recruitment
rate of 3 percent (18.4 percent below roll-out of continuous improvement “Project Management Bootcamp” and with the ability to take control of their Learning’s incorporated AI, the and more inclusive leadership
the national average for our industry),” efforts. To establish a benchmark, a “Field Supervision Bootcamp,” two learning paths by providing links to structure and categorization is mostly development is a workforce that lives
say Hart and Vere. third-party organization interviews of the costliest programs, have been recommended Linkedln Learning existing, requiring fewer resources to out the company’s core values every
current customers, allowing them to moved to a virtual platform that is able content and instructor-led trainings, set up. The result is that we are seeing day. “They would be clear on their
PRIORITIZING QUALITY provide candid feedback about their to accommodate twice the number increasing employee consumption of learners complete one course and then career path and how training can help
experience with the company, Hart of learners as in-person sessions, training content. continue to another based on an AI them progress,” Hart and Vere say of
Talent development also ties and Vere explain. Work procurement resulting in cost efficiencies greater recommendation and a positive user their ideal workforce of the future.
significantly into the company’s was improved through company-wide than 37 percent. “Across all aspects Artificial intelligence (AI) is used experience.” “They would receive coaching and
strategic goal to enhance operational training for all personnel involved in of the department, and including through Linkedln Learning’s feedback from their leaders regularly,
efficiency and excellence. One the interview process. “This training budget returned to the company, we platform to make recommendations A MORE INCLUSIVE FUTURE and as the company continues to
initiative associated with this goal initiative resulted in customer have saved $1.5 million, helping our to employees. The system uses grow, promotional opportunities
aims to expand the company Quality satisfaction scores improving to 4.375 team avoid layoffs and furloughs due information such as the learner’s job Leadership training has been of would be filled from within. Others
Assurance/Quality Control (QA/QC) in 2019 from 3.75 in 2018. This change to the pandemic,” Hart and Vere say. title, learning completions, search particular interest to Rosendin outside the construction industry
team to include additional program in customer service allowed the firm “The Talent Development team has history, and skills to make learning employees of late. In an effort to would see construction as a viable
managers and assign regional to negotiate (rather than competitively increased the number of instructor- recommendations. To leverage overcome unconscious bias and help career opportunity and be attracted to
resources by developing a QA/QC bid on) contracts for 2019 in excess of led trainings by 53 percent during the this functionality, learners must promote diversity and inclusion, work at our company. We would have
Certification Program offered to $110 million, a 57.1 percent increase pandemic. With no need to travel to have a Linkedln profile, which most Rosendin changed its Leadership a happy, engaged workforce, and this
employees. The QAQC Certification from 2018,” Hart and Vere reveal deliver training to our geographically employees already have, Hart and Vere Academy from a manager selection would be reflected in the company’s
Program consists of two certifications dispersed workforce, we have realized explain. Those who are uncomfortable process to an application process. bottom line.”
with these recommendations and “We were stunned by the number of

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