The document discusses restructuring an L&D team. It describes a case study where the presenter restructured an L&D team at a law firm with 13 locations and 4,700 learners. The team was originally structured with generalist trainers focused on technology and legal topics. After analyzing problems, the presenter restructured the team into subgroups of an organizational change manager, learning advisors, instructional designers, and eLearning developers. Meeting schedules and responsibilities were also adjusted. The restructuring addressed issues like uneven workloads, bottlenecks, and a lack of coordination across locations.

1. Structured for Success:
Why & How to Restructure an L&D Team
Katrina Marie Baker | Lead Learning Evangelist | Adobe, Inc.

2. Agenda
“Restructure.” What a scary word,
especially when you’re the one managing
the process.
The reality is, restructuring your team
might be one of the most rewarding things
you do in your career. You have the
opportunity to reinvent your team and
make their daily lives easier and more
productive.
Of course, the process requires logistics
and planning, which is why you should join
us for this session!

3. What is your role?
a) L&D Manager or Director
b) HR Manager or Director
c) L&D Specialist, Instructor, etc.
d) Instructional Designer or eLearning
Developer
e) L&D Consultant
f) Other

4. About the Presenter
• Career focuses: Learning and
development, human resources,
production, development, marketing,
and leadership
• Leadership experience: Three self-
owned businesses, one board position,
one retailer, and one law firm
• I wrote LMS Success, The LMS Selection
Checklist, and Corporate Training Tips
& Tricks

5. How do you feel about your
restructure?
a) Excited to get started
b) Happy to help with the change
c) Nervous
d) Overwhelmed
e) Under pressure

6. Do you have any
specific concerns?
• Worried about leadership’s reaction or
level of support?
• Worried about managing the team’s
reaction?
• Worried about the outcome afterward?

7. Why Do We Restructure?

8. Downsizing Versus Reorganization

9. Case Study of a Real Restructure

10. What I Was Told in
the Job Interview
The Mission:
1. Provide more training in more
formats and make training more
visible within certain constraints.
2. Provide a white glove learning
experience for attorneys and staff.
The Challenge (as initially stated):
1. Attorneys’ time is expensive.
2. The trainers are not as driven as
they could be.
3. There is no coordination between
locations.

11. Team Structure
• When I was hired, the L&D team served thirteen locations and ~4,700 learners.
• All trainers were generalists and focused on technology training and some legal-
specific topics.
• All team members are highly experienced and qualified.
Me
FT FT FT FT FT PT Hiring Budgeted

13. What is the Real
Problem?
• “We need more people.”
• “We need more time.”
• “We need more support from
management.”

14. After Some Digging
1. Too many tasks assigned to each individual
2. Fluctuation in workload/team member availability
3. Unstructured and/or impersonal meetings
4. Email volume
5. Bottlenecks due to approval processes
6. General delays due to time zone differences
7. Uneven project loads and overall workloads amongst team
members
8. All initiatives were driven locally rather than coordinated
globally
9. Team’s materials and communication were not centrally
organized
10. Organization didn’t utilize what our L&D team was offering

15. An
Organizational
Change
Manager
Learning
Advisors
FT
FT
FT
FT
Instructional
Designers
FT
FT
eLearning
Developers
FT
PT
PT Intern

16. An
Organizational
Change
Manager
Learning
Advisors
FT
FT
FT
FT
Instructional
Designers
FT
FT
eLearning
Developers
FT
PT
PT Intern
Global Service Desk
Local Technology Team
HR Responsibilities
Staff Diversity Committee

17. Meeting
Schedule
• All-Team Meeting
• Update on each team
• Organizational news
• Workflows involving more than one sub-team
• Train the trainer sessions
• Team bonding time
• Sub-Team Meetings (one per team)
• In-depth discussion of current projects and tasks
• One-on-Ones (one per team member)
• Personal development, scheduling, etc.
• Sometimes every other week or >1/week
depending on need
• Project Meetings (ad-hoc)
• One-off meetings to discuss a specific project
amongst involved teams

18. Other Meetings
Attended by
Team/Manager
• Service Desk
• Task Force/Application Development
• Human Resources
• Professional Development

19. Challenges
Addressed by
Restructuring

20. 1) Too many tasks assigned to each individual

21. 2) Uneven project loads and overall workloads amongst team members

22. 3) Bottlenecks due to approval processes

23. 4) Email volume

24. 5) All initiatives driven locally rather than coordinated globally

26. Where to Find Me
• Email: kbaker@adobe.com
• LinkedIn:
linkedin.com/in/katrinabaker/
• Twitter: @LearnTechKat
• Blog: elearning.adobe.com
• YouTube: Learn Tech Collective
• Books on Amazon: Corporate
Training Tips & Tricks, LMS
Success, and The LMS Selection
Checklist