JOANNE PROCHNOW

• Co-lead the design, build and execution of the employee and manager experience for enterprise talent management processes such as talent assessment, succession planning, and performance management, enabled by the SuccessFactors platform phased rollout plan.
• Consult, design and deliver targeted leadership development, team development, and engagement activities to ensure relevancy and effectiveness for the Glanbia Nutrition (GN) business to meet current and future business needs, and improve succession readiness and employee engagement scores. From outputs of the 2023 talent assessment, goal setting and engagement survey process, I analyzed, recommended and implemented (administration and facilitation) individual (360 and coaching), team (DiSC, 5 Behaviors, HPT), or functional solutions (leadership transition program) through internal design or external partnerships.
• Consult and advise the Leadership, Culture and DEI Center of Excellence, providing thought leadership into the implementation and continuous improvements for enterprise-wide talent and performance management processes, learning strategies, and enterprise engagement solutions to evolve the talent management and DE&I strategy. Outcomes include a system update for tracking Key Talent movements, the pilot of the Leading Inclusively course to mid-level leaders and above, the redesign of an a course to be compliant and inclusive of a global audience, and the conversion of talent and performance management education sessions to workshops to foster mindset and behavior change regarding Glanbia's people processes resulting in a 25% improvement of system completion rates at time of the deadline.
• Glanbia America’s Network of Women (NoW) ERG Central Regional Lead (2023) in which I oversaw events and membership for four central locations. As the Communications Lead (2024), I am a member of the leadership team and own the communication strategy and execution for the America's region.

• Accountable for improving the institution’s capability through the alignment of strategy, structure, development, and engagement.
• Led the inaugural Leadership Development Program designed to prepare individuals to assume campus leadership roles to support the campus growth strategy of 1 new campus every year over the next 4 years. 15 participants participated in the multi-modality program and finished with a capstone event at the end of the program (August 2022)
• Accountable for the strategic design and execution plan for the institution’s Employee Experience strategy. Formed an Employee Experience Committee to help shape engagement, development and recognition initiatives. Engagement survey launched July 2022; new manager training launched in August 2022; inclusive annual awards program launched November 2022.
• Designed institution’s learning framework; researched, selected and implemented learning library content and learning management system (HSI) to support the framework.
• Managed budgets effectively to ensure optimal use of resources while maintaining financial stability.
• Directed the work of the HR Communications and Home Office Concierge and developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth to the HR team in absence of the Head of HR.

• Accountable for consulting, designing and developing a high-potential leadership development program, a department employee experience strategy, and executing on assigned organization change initiatives.
• Lead consultant on the design, development and communications of an 18-month, global leadership development program for high-potential employees. Enabled by a learning experience platform, the design encompasses the 70/20/10 development model. After 18 weeks, participants and leadership have said the program has exceeded expectations.
• Lead consultant on the strategic design and execution plan for a department Employee Experience strategy. First phase of the plan launched in Q4 2021 after my contract was up.
• Established strong relationships with key stakeholders, facilitating open communication channels for collaborative decision-making processes.

Independent consultant and substitute teacher.

• Directed a team of five professionals to achieve JFG’s overall integrated talent management strategy goal of engaging and retaining its 1,200 employees.
• Interim CHRO.
• Conducted organizational assessment resulting in a three-year OD&T strategy to evolve the organization’s people culture through learning, career development, talent and performance management practices, and change capabilities.
• Directed the creation and implementation of the talent review and succession planning processes including tracking tools. Presented identified successors and plans to the Board.
• Automated the Voice of the Employee framework that established baseline engagement metrics for all stages of the employee life cycle from onboarding to exit. 2019 engagement scores achieved better than benchmark and peers, with most favorable scores correlated with top talent. Achieved Southeast Wisconsin’s 2020 Top Places to Work recognition.
• Implemented an enterprise-wide change model and developed capabilities of OD&T team, HRBPs and project managers to consult and facilitate engagement and adoption for critical projects. Coached SVP through the model for the Branch Transformation project.

Sr. Manager, L&D Programs (January 2017 - May 2018)

• Directed a team of two professionals to maximize development needs of its 100,000+ employees through global and scalable learning solutions for onboarding, employee, manager and director level development.
• Collaborated with the Mergers and Acquisition team on the St. Jude acquisition as the lead to assess and design onboarding for employees to Workday and the integration of St. Jude’s learning solutions into Abbott’s global course catalog. Up-skilled trainers on programs. Monitored and measured engagement.
• Learning lead for the evaluation and implementation of the enterprise talent assessment strategy, securing vendors, training materials and internal selection process for four assessments.

Program Manager, Employee and Leadership Development (March 2015 - January 2017)

• Assessed, designed, implemented and managed framework, content and execution of Abbott’s enterprise-wide employee and manager development programs, and enterprise-wide Workday training.
• Learning change lead for the HRIS and ATS transition to Workday. Facilitated engagement and adoption through communications, training and metrics within budget and planned timeline. Evaluated adoption within the first-year talent management cycle and modified training resulting in a $50,000 reduction in spend.
• Established strong relationships with key stakeholders, ensuring support for program initiatives.

Regional Academy Lead, October 2013 – March 2015

• Designed and managed the North America Compliance function learning curriculum representing the employee life cycle from onboarding to expert-level technical and professional development.
• Consulted and collaborated with leadership and specialist teams to deliver a suite of compliance function learning interventions that met content requirements, needs and demands of the overall strategy ensuring a change in behavior as outlined in a deferred prosecution agreement.

Global Learning Portfolio Manager, September 2012 – October 2013

• Partnered with business representatives from marketing, compliance and Retail Banking Wealth Management (RBWM) on performance improvement needs and solutions. Ensured business readiness when projects were triggered. Facilitated the completion of global-scoped projects within the designated portfolio.
• Effectively influenced and communicated expertise to senior executives across HSBC, building strong partnerships with HR, learning functional peers, and business stakeholders on the RBWM transformation (change in structure, process and rewards). Led and directed a project team on the global RBWM Academy Curriculum design resulting in adaptive learning career tracks for four roles within RBWM.

Corporate Learning Solutions Consultant and Architect, August 2002 – September 2012

• Various individual contributor and managerial roles applying and directing the work of instructional design, project management, and change management best practices; met expected deadlines and budget demands for small and large, regional and global, instructor-led and blended learning, and internal or vendor-driven projects.
• Lead architect on the restructuring of the HSBC Leadership Curriculum model to the Global Leadership Academy. Designed and implemented functional role-based curricula that would grow, engage and retain employees.