The learning team has been instrumental in the surge of employee engagement at Ryan.

As an award-winning global tax services firm, delivering outstanding client service during rapid growth is one of the most critical business issues facing Ryan. Fortunately, learning plays a key role in setting and executing the strategy of the enterprise and can help the firm meet its challenges successfully.

During the past five years, Ryan has experienced an annual growth rate of 17 percent in headcount. A January acquisition added 600 people; the firm currently employs 1,600 and earned $354 million in revenue in 2012. Maintaining client service quality is crucial as new tax consultants are hired. As a true business partner, learning has a seat at the executive strategy table. Kathy Weaver, vice president of training, meets regularly with the company's president about vision and strategy and how to create learning solutions that support the organization in its drive for results.

The eight full-time staff members in the learning group are aligned to practice areas and serve as consultants, introducing learning solutions as trends surface.

Training was a key contributor to the introduction of a new client relationship management system and client service training program. From the start, learning professionals provided input on the highly customized system and drove the development of a comprehensive training plan.

Within three months, they provided live, instructor-led training to more than 90 percent of the organization, and created nine web-based modules accessible to all employees. Results were swift and positive, and the firm earned a client satisfaction rate of 97 percent in 2012.

"The program is now part of the onboarding program for every revenue-producing employee, as well as executive assistants," Weaver says.

Key populations targeted for learning initiatives last year included senior consultants who have demonstrated the technical capabilities for promotion to manager-level positions, but who may lack adequate preparation for their future roles as managers.

The learning organization designed the Senior Consultant Success Plan to guide this group—20 percent of the company's current headcount—through the acquisition of a balanced set of technical and professional development skills. Encouraging high participation in the plan was crucial. Company leadership signaled the priority with the training investment.

Much research and homework informed the development of the initiative. The learning team performed a needs analysis survey, convened a focus group, hosted targeted interviews, and piloted courses. The final offering took the form of an 18-month blended course; the first group of 175 participants graduated in July. They worked their way through completion requirements at their own pace, which allowed every employee to maintain focus on their client service responsibilities in addition to their professional growth.

The metrics for success include participation and engagement, as well as performance improvement, says Weaver, and all are impressive: Participation in training increased to 100 percent, knowledge and skill mastery improved 21 percent, and participants evaluated the program as 4.7 out of 5.0.

"Engagement soared," Weaver says. "Prior to training, there was room for improvement with communication and collaboration across teams. Each team viewed its best practices as a differentiator, so knowledge sharing was limited. A best practices forum ... facilitated connection and sharing of ideas and their impact on the bottom line."

Employees leverage technology heavily to do their work. According to Delta Emerson, executive vice president and chief of staff, five years ago, Ryan implemented total workplace flexibility in terms of schedule and location, and it was highly successful—except for issues with some leaders who struggled with managing those they couldn't physically see every day. It became evident that customized training was needed to better equip managers to adapt to the new workplace model, with focus on productivity and results instead of face-time.

Working through the ADDIE model, the learning organization created a multicomponent program designed to ensure consistent application of "myRyan" and to gain the support of resistant employees.

Initially piloted among three groups (about 550 people), the initiative featured a comprehensive pre-assessment followed by phases supported by learning that include

  • development of a flex team agreement
  • communication and team building
  • technology optimization
  • success measurement
  • flex team blueprint
  • coaching calls.

"myRyan is innovative in our industry as a work environment that delivers the very best results for our clients," says Weaver. "Employees collaborate as a team to identify operating protocols and build mutual agreements that enable teams to deliver their very best results for our clients."

Originally targeted at managers, an individual contributor version of the initiative has been launched. The live, instructor-led sessions are offered at least quarterly, and registration is unrestricted.

Since the learning initiative was deployed, 72 percent of managers expressed comfort with discussing flexibility and 56 percent felt that their teams experienced greater cohesiveness. Turnover organization-wide dropped to 12.8 percent. Best of all, "the myRyan environment is a competitive advantage that we use to recruit and retain top talent," Weaver says.