2. Table of Contents
Summary of the Experience
Chapter Background
Current Experience Overview
Octalysis Strategy Dashboard
Top 3 Business Metrics
Player Types
Desired Actions (Scaffolding)
Current Experience Analysis
Analysis
Gap Identification
Feature Brainstorm
âThe mission of SEWI-ATD is
to provide world-class professional
development opportunities for the
talent development community in
the greater Milwaukee area.â
3. SEWI-ATD Chapter Background
The Southeastern Wisconsin chapter of
the Association for Talent Development
(SEWI-ATD) is a non-profit professional
association.
The chapter exists to help talent
development professionals gain the
knowledge, skills, and abilities to
improve performance in the workforce.
Our members consists of 200+ training
facilitators, instructional designers,
managers of learning functions, and
consultants in the greater Milwaukee
region.
4. Current Experience Overview
The primary form of member
engagement is attending professional
development sessions hosted by the
chapter. Members socialize extensively
at these sessions and use those
relationships to ask for support on their
work projects.
The chapter also publishes a newsletter
and social media posts to spread
awareness, and offers certifications and
e-learning courses through the parent
ATD organization.
6. Top Three Business Metrics
1. Percentage of âengaged
membersâ (members
attending at least 2 events per
year) (goal is 60%)
2. NPS score on professional
development (PD) activities
(goal is +70)
3. Operating reserve as a
percentage of our annual
expenses (goal = 100%)
The chapterâs reason for existing is to
help talent development professionals
make a positive impact in their
organizations.
To achieve that purpose, we track the
following metrics:
7. Business Metric Ranking
Our engaged members metric tracks
who participates in at least 2 events in
the last year, which predicts their skill
level and impact in their organization.
Our NPS score for our professional
development activities in turn predicts
higher participation in future events,
which drives our engagement metric.
This order is deliberate. Members who
keep coming back are likely to improve
and have a greater professional impact,
even if our NPS scores on our core
events are lower.
Our third metric, operating reserve,
tracks our financial sustainability. We
aim to have enough reserves on hand to
cover one year of operating expenses. As
a non-profit organization, generating
excess revenue is not a high priority.
8. Player Type Charts
Individual-Focused
Organization-Focused
âBusiness Leadersâ
4th Priority: Smallest/Hardest to Reach
âTalent Strategistsâ
3rd Priority: Transition to Senior/Exec Orgs
âOld Hatsâ
Top Priority: Core of Organization
âYoung Professionalsâ
2nd Priority: Key Growth Segment
New to Profession Experienced in TD
9. Player Types
One axis of player types contrasts people
who are experienced in the talent
development profession vs people who
are new to the workforce or have
entered this field from another discipline
(e.g., operations, human resources,
education).
A second axis distinguishes people who
focus on individual development
experiences (instructional designer,
facilitator, program consultant) vs people
who are focused on organizational talent
strategy (managers of learning
programs, organizational development
leaders, talent strategy consultants).
Young professionals are trying to learn
the field, establish their credentials, and
succeed in their role.
Old hats love their learning experiences
because they push them to be creative
and solve challenges.
Business leaders are moving into the
talent space from a business function;
they care about developing the people
that will continue the business but need
to learn the fieldâs best practices.
Talent strategists are proven problem
solvers who love to think in systems,
process, and structure.
10. Player Type Drives
These four player types differ in core
motivations, not just career history.
For instance, old hats are not merely
young professionals that have survived
to the scaffolding/endgame phase.
Young professionals are seeking external
validation of their skills and looking for
opportunities to build their career.
Old hats have done this work for a long
time and know they have what it takes;
they seek peers that can encourage their
growth. In fact, the old hats chuckle at
formal certifications unless you have the
class time to prove your credibility.
Similarly, the business leader and talent
strategist are not just further in their
career than the young professionals or
old hats. They are both motivated more
by strategic business concerns (like
talent gaps and losing market position;
CD6 and CD8). Their CD 1 is less driven
by interpersonal relationships with their
learners (so less CD5); it is more focused
on seeing the organizational level thrive
(CD 2 and 3).
In short, these four groups represent
distinct player types, and not merely
user groups that differ by their job title
or level.
11. Top Priority: Old Hats
âą Love helping others success
âą Believe that learning makes work
more meaningful for others
âą See their career as a vocation
âą Respect career
accomplishments (but value
credentials less than other
player types)
âą Driven to show how their work
improves business outcomes
âą Enjoy carving out their niche of
expertise (âthe go-to trainer
for Xâ)
âą Moderate pride in their career
and accomplishments
âą Less motivated by money than
organization-focused player
types
âą Feel that classroom time is a
limited resource
âą Less motivated by scarcity than
other player types due to an
abundance mentality
âą When faced with scarcity,
believe their experience can
help them âwing itâ without
support
âą Love creating new experiences
âą Enjoy finding novel ways to
connect with learners
âą Eager to experiment with new
techniques
âą Enjoy being seen as a
respected source of
information
âą Love having a cohort of
similarly-minded professionals
âą Believe in the power of
teamwork
âą Love when new challenges
take the away from the 100th
repetition of compliance
training
âą Enjoy learning something new
from each class they
design/teach
âą Want to be surprised by new
questions
âą Practice their craft to avoid
looking foolish on stage
âą Less motivated by loss aversion
than less experienced player
types because they are confident
enough in their skills to take risks
12. Desired Actions
Scaffolding Phase
âą Attend monthly professional
development events
âą Network with colleagues at events
âą Connect with colleagues outside of
events
âą Explore additional resources
(newsletter, topic-specific group
histories, parent organization
courses & certifications)
âą Join and attend topic-specific
smaller groups
âą Renew membership annually
âą Volunteer to help with chapter
activities
We define the scaffolding phase as
beginning when an individual has
become a member and begun to engage
with our offerings.
The transition to the endgame phase
occurs when the individual begins
stepping into leadership roles in the
organization (leading small groups or
serving in formal board/committee roles),
so the first offer to volunteer is the final
desired action in the scaffolding phase.
13. Current Experience Analysis
âą Events are framed around
career/organization purpose
âą Peer interactions share how their
work matters
âą Lots of credentials and courses available
through parent organization
âą But, little promotion of credentials
âą No publicity for âengaged memberâ
status
âą Some (limited) opportunities to
receive feedback on new skills
âą Limited discussion of being a
lifelong learner
âą Only some events have seat limits
âą No member-only or invite-only
events
âą Opportunity to join and lead topic-
specific groups
âą Opportunities to volunteer talents
âą Active give-and-take in discussions
and interactive activities
âą Networking is encouraged at
events
âą Social events held twice a year
âą Opportunities for smaller cohorts
to develop
âą Peer mentoring and coaching is
encouraged
âą Use FOMO to encourage renewal
by identifying upcoming events
âą Warn members that the field is
changing rapidly so they need to
keep upskilling
âą Discussions lead to surprising
insights
âą Occasional drawings for door
prizes
âą Newsletter and social media
share unique highlights
15. Feature Brainstorm
Feature Name Description Core Drive(s)
Impact Stories Share stories of how members have
improved their organizations with
TD skills
1, 2, 5
Equity Partnerships Partner with community
organizations who are working on
equity in the workplace issues
1, 5
Member Skills On member profile page, have
members rate their skills in different
areas of TD
2, 4
Progress Loss On member profile page, show
competencies where the member
hasnât attended an event recently
(your skills are getting out of date!)
4, 8
Certificate Showcase Display certificates from parent
organization in member directory
2, 4
16. Feature Brainstorm
Feature Name Description Core Drive(s)
Topic Sets Organize events as a series and
encourage participants to attend all
X in order to receive a special badge
2, 4
Career Achievements Recognize member career
achievements (promotions etc.) in
newsletter
2, 4, 5
Last-Minute Events Offer events with short lead times
on hot topics
6, 7
Random Teams Assign attendees to random teams
for practical challenges
5, 7
Surprise Speakers Host events with a surprise
speaker/presenter
7