This October, Gresham Smith’s Learning & Development (L&D) team was recognized by OnCon as one of the Top 50 Learning & Development teams for 2024. Chosen by the public, this award signifies the remarkable impact our L&D team has made on the firm. Behind this achievement is a story of transformation sparked by a critical project that redefined Gresham Smith’s internal learning environment.
We recently spoke with Sara Rayman, Gresham Smith’s Learning & Development manager, and Becky Graham, the firm’s learning experience designer, to discuss this recognition and the pivotal role the transition to a new internal Learning Management System (LMS) played in their success. The project not only helped earn them this prestigious award but also showcased their approach to internal client service that reflects how Gresham Smith’s practice manages relationships with external clients.
Congratulations on being recognized by OnCon as one of the Top 50 Learning & Development teams for 2024! Can you share your thoughts on what led to this achievement?
Sara Rayman: We believe our focus on the learner experience and our commitment to being internal-client-focused were critical factors in this recognition. Our primary goal has always been to remove any roadblocks between the learner and the learning, and that philosophy really drove the success of our LMS transition.
While selecting the right LMS tool was crucial, our main focus was on better meeting the needs of our employees. This was particularly important because our previous LMS system was missing the mark, with many of our licensed employees not using the platform. So, we listened carefully to their feedback, engaged in thorough planning, and executed the transition with the goal of providing a system that would make learning easier and more accessible.
The project’s success can also be attributed to our prioritization of the user experience—just as our practice does when delivering solutions to our external clients. I’d also like to acknowledge Becky Graham’s leadership throughout the process. Her hands-on approach and close work with the new system and vendor were essential to the transition’s success. I’m proud of our team for being awarded this recognition because it reflects the excellence of our approach to the internal client learning experience.
What are some of the benefits of the new LMS?
Becky Graham: The new LMS platform introduced several key improvements. We now offer role-specific homepages tailored to the needs of different user groups, such as new hires, supervisors and contractors. Learners can now easily self-enroll and unenroll in courses, giving them greater control over their learning journey.
We’ve also revamped our Recorded Webinars feature, adding accessibility options like full-screen viewing, which makes the content more inclusive and easier to navigate. This LMS project is just one example of how our L&D team continuously works to improve the learning experience. When we get together for our team strategy meetings, our primary focus is always on meeting the learners where they are and making the learning experience more engaging, approachable and impactful.
Becky, you mentioned that collaboration also played an essential role in the project’s success. Can you explain?
Becky: Collaboration is at the heart of everything we do in L&D. Whether we’re developing a new topic or working toward a new initiative, our goal is always to bring everyone together at the beginning to communicate, collaborate, and gather insight and feedback from the learners who will be the most impacted.
Transitioning to the new LMS was no different. It was not just an L&D project—it was a true team effort that required collaboration across the entire organization. For example, Corporate Communications was part of the team that designed the new platform, created user-friendly, role-specific homepages, and rebranded our learning portal. Our HRIS admin team worked with us on integrating data, and the IT group tackled single sign-on setup and integration permissions for Outlook and Teams.
While I took on the roles of project manager and platform administrator, this project was a team effort. As we moved toward loading content, we relied on our “Content Champions,” who represented various departments, to ensure we had a diverse and robust offering of vendor-provided content. We also listened closely to feedback from beta testers and a soft-launch group, which included people from multiple markets and in a variety of roles, to fine-tune the platform before the firmwide rollout.
“Learning & Development adopted the same client-focused approach as our practice when rolling out the new LMS platform. They took the time to speak with the practice, gathering feedback on what we liked about the current platform and where improvements were needed. Throughout the entire revamp process, these needs were front and center as they evaluated their options.”
– Matt McLaren, Senior Civil Engineer, Land Planning.
How does this project reflect Gresham Smith’s values?
Sara: Our Core Values, especially teamwork and commitment, were present at every step of this project. Becky talked about our collaborative approach, which we were very intentional about. As a team, we’re committed to the importance of continual learning and professional development—it was that commitment that kept us focused on meeting our milestones and overcoming hurdles to ensure we provided the best possible product.
By investing in our employees and equipping them with the best tools and resources, we’re helping them grow as lifelong learners. In turn, this strengthens their ability to deliver exceptional results for our external clients.
Reflecting on the success of this project, what lessons have you learned that will guide future initiatives?
Becky: This transition truly reinforced the importance of choosing the right partner—a vendor who is just as committed to success as you are. Docebo, our new LMS provider, delivered excellent customer service support throughout the entire transition, making every step of the process smoother.
Another key takeaway is the value of proactive planning, collaboration and flexibility. Even with thorough planning, roadblocks will inevitably arise. How you respond to those obstacles ultimately determines whether your project stays on course or goes off track. Adopting a proactive approach, fostering teamwork and remaining adaptable have proven to be our winning strategy.
“It was not just an L&D project—it was a true team effort that required collaboration across the entire organization.”
–Becky Graham, Learning Experience Designer
Sara: I’d add that it’s crucial to put yourself in the learner’s shoes and consider their experience. Our team approaches internal learning with the same level of excellent client service that our practice professionals provide to external clients. Listening to feedback—whether positive or critical—allowed us to provide a superior learning platform that truly serves our employees. Our goal is to continue removing roadblocks between the learner and the learning, empowering our employees as effective consultants who contribute to the development of healthy and thriving communities.
We hope that by sharing insights into how our team approaches the learning experience and how we applied that philosophy to the LMS project, we can inspire other organizations as they support their learners. A truly thriving community is one where everyone has the resources to pursue personal and professional growth and development.
