L&D Series on Company Values
2024
Nintex (globally distributed Agentic AI SaaS company)
After Nintex completed a company-wide initiative to survey employees and redefine its five core values — each with three supporting characteristics — the organization faced a familiar challenge: translating newly written values from a document into genuine, day-to-day behaviors. With a globally distributed workforce spanning multiple countries, time zones, and cultures, there was a real risk that the new values would remain aspirational on paper without a structured, scalable way to help employees understand what living them actually looked like in practice. That's where my monthly L&D series came in.
What I did
I owned the full end-to-end instructional design cycle for a 12-month learning series, from ideation and content development through facilitation, measurement, and iteration. Each month, I delivered a paired virtual instructor-led training (VILT) on Microsoft Teams and a self-guided eLearning course built in Articulate, covering identical material so employees could engage however worked best for them: live, async, or both. Every session balanced theory with practice, explaining why each value mattered and providing concrete frameworks, step-by-step guides, and templates employees could put to use immediately. Interactive elements like chat exercises and breakout rooms kept sessions engaging and gave employees space to process and discuss the material with each other. I also wove in AI tool applications throughout, showing employees how tools like large language models could support frameworks covered in the content — for example, using AI to work through an Eisenhower Matrix for prioritization. Each session closed with an anonymous feedback form that fed into a dashboard I maintained and reviewed regularly, allowing me to continuously refine the series based on real data. I also planned each month's topic deliberately, timing content to align with company events, product shifts, and performance management cycles so the material always felt relevant and well-timed. At the close of the year, I created a 12th-month capstone course that synthesized the most practical highlights from the entire series into one cohesive reference.
Impact
Over the course of the year, I consistently maintained a 90%+ learning relevance score and a positive NPS, with employees reporting they would recommend the sessions to colleagues. Managers and individual contributors alike walked away with clear, actionable practices for embodying the company values in their daily work, creating a shared language and common set of expectations across a globally distributed team. The series also fed directly into performance management, as I contributed to writing out core competencies by job level tied to the new values, helping the Talent Development team translate the values into measurable performance criteria. What began as a culture initiative became a practical operating framework that employees could actually use.
