Lisa Wayne Email & Phone Number

Dayton, Ohio, United States

Department leader responsible for the strategic direction and execution of Talent Management, Learning & Development, Culture & Engagement and DEIB.

United States

Akron, Ohio, United States

Promoted and led a team of 5 HR and business stakeholders, that built a 2021 Performance Management Strategy, ensuring alignment between strategic imperatives and the performance of associates across the Enterprise and ongoing evaluation of individual, team and organizational performance. Enhanced the 2019 and 2020 Performance Management processes to improve the employee experience during the annual performance cycle by transforming outdated PM resources into contemporary and usable planning and delivery tools. Included resources and tools related to goal-setting, coaching and performance discussions, performance technology, pay for performance and Enterprise communications regarding the strategic vision, scope, priorities and updated processes. Led a team of 9 HR and IT specialists, who transformed Enterprise orientation into a digital experience and delivered an Enterprise Onboarding strategy and standardized development program that ensured a "personalized" new employee experience. Pivoted program within three weeks to accommodate remote Onboarding during COVID-19.

Akron, Ohio

Directed team of 4 (ISDs, LMS specialists) who designed and delivered Enterprise-wide learning solutions. 3 of 4 direct reports promoted. Provided consult and sustainable solutions to organizational leadership resolving capability gaps. Led and facilitated HROD strategy and created first-ever Enterprise Learning & Development strategy. Significant budget responsibility. Reported to Senior Director of Talent, OD and Communications. Led a cross functional team of 40 that designed and implemented a Sales Training Strategic Framework for 51 direct sellers, inclusive of a 10-week Sales Onboarding and New Hire Training program. Used experiential activities and collaborative design methods to create a “blended” learning experience. Also created a first-ever Sales Leader Development Curriculum, inclusive of a new Sales Coaching model. Company award for outstanding demonstration of collaboration by a team. Participant evaluation scores 4.5/5.0. Authored and delivered an inaugural New Supervisor Development program, within 5 months, to pilot participants resulting in a 45% promotion rate within the 180 days following the program. Participant evaluation scores 4.72/5.0.Co-led, developed and implemented organization’s first comprehensive Technical Talent Workforce Development Strategy and sustainable processes to support a shift to automation; collaborated with Supply Chain/Engineering leaders to identify critical roles, build competency guides and implement recruitment strategies, talent assessments and development plans. Co-led and executed an Enterprise intern program that provided a comprehensive learning experience and drove a 25% retention rate of 14 intern candidates. This streamlined intern hiring and Onboarding processes and included mentor training. Elevated Project Sponsor capabilities by designing and delivering a Sponsor Development Program for 42 participants, including Korn Ferry 360 assessments, coaching and building an exclusive development portal.

Akron, Ohio

Designed, developed, delivered and sustained Global learning and leadership development programs to build capabilities of leaders at all levels and accelerate the development of key talent, with attention to diverse learning styles and business circumstances. Partnered with business leaders, HR partners and other global groups to identify and deliver specific learning goals that align with global business strategy. • Led and facilitated the creation of a first ever Global Learning & Development strategy. • Saved $130K upfront dollars by designing, developing and delivering a multi-day, global frontline leader development program and associated trainer certification, including metrics for evaluating success. Piloted program in EU. • Collaborated with Leadership Akron to redesign Goodyear’s Community Leadership Institute Program and create an alumni network for mentoring program participants. • Coached senior level leaders participating in the Manufacturing Leadership Development program.• Researched, created and provided best in class recommendations for Unconscious Bias Training Initiative, Individual Contributor competency development, L & D internal and external websites, Mentoring programs, and Plant Optimization leader development.

Greater Chicago Area

Led strategic design and development of new global competency-based Leadership Development curriculum. Engaged stakeholders, including business leaders, L&D and HR partners, instructional designers and suppliers to ensure effective coordination and global delivery of leadership programs and strategies.• Redesigned Global Manager Development curriculum and launched new Global core courses with a 4.5 out of 5.0 aver-age on ROI, Business Impact and Job Impact scores.• Redesigned the Leader Onboarding Program and managed the Transition/Executive Coaching Initiatives, including solicitation of external executive coaches. • Co-designed and implemented eLearning supporting the launch of a Taleo global talent management system.• Redesigned Emerging Manager Program and developed a pool of accelerated resources for GM potentials and other key talent pools. • Authored “Effective Performance Discussions” and “Advanced Coaching Skills”. Designed Instructional System De-sign guide, Diversity eLearning and multiple talent management eLearning modules for Business HR and people leaders. • Improved Level 3 evaluation scores by .4 by creating Learning Prep and Post Learning Guides for 26 courses in Manager Roadmap.

Greater Chicago Area

Learning & Development Consultant, (2008 to 2010)Consulted global leaders to develop and implement talent and learning strategies at the organization, function and individual levels, including assessment of performance gaps, group facilitation and team building, employee and senior leadership development workshops, change management and transition programs, and strategic planning.• Led the development and implementation of post-merger change management solutions, including leader transition processes, team development workshops, and Director and Manager level transition coaching. • Saved company over $150K by developing and delivering Strategic Planning Project for R&D Function.• Facilitated the development and design of Leadership Development Framework and Curriculum.• Delivered Culture Identity workshops for over 3,500 employees. Project completed in three months.Training and Development Consultant – TAP Pharmaceuticals, Inc., (2007 to 2008) • Realigned sales force competencies; designed and developed materials and supported launch to 1600 sales representatives.• Member of Mentoring Group Council. Successfully launched Sr. Leader Mentoring program early and within budget.

Greater Chicago Area

Planned, managed and executed on a $2.5 Million budget, including the leadership of three training facilities. Recruited, coached, and led 16 regional facilitators, instructional designers and support staff who created materials and delivered workshops and programs to orient new associates and improve job knowledge and performance for 5600 employees. Curriculum ranged from Onboarding to Key Talent programs, Product Knowledge / Sales to System Applications Training and Leadership Development to Human Resource topics.• Designed and launched a Leadership Development framework and associated curriculum; resulting in a culture transformation to a high performance management environment and increased internal promotions of 14%.• Collaborated with, consulted and influenced senior leadership on learning, talent and organizational development strategies including large scale new product launches, operational initiatives, and multiple business changes due to mergers.• Designed and integrated functional and career progression and proficiency programs including an apprentice model that was adopted across the region. Results included significant reduction in recruiting and ramp-up time in succession planning and execution.• Consistently exceeded expected training metrics including number of participants trained and learner hours; approximately 200,000 learner hours annually in final year.• Successfully transitioned training teams through five mergers and reorganizations, retaining 100% of high performing staff.• Developed and implemented a Quality Coaching initiative for three call centers that resulted in decreased employee voluntary churn and ROI ranging from 10% to 300% performance improvement in the required operational categories.From 1996 to 1999 held title of Regional Customer Service/Sales Manager.