Talent Development Leader
Developing Future Talent
Content
Learning paths guided 84 Lumber employees through different roles while addressing several realities of the workplace environment.
Learning paths guided 84 Lumber employees through different roles while addressing several realities of the workplace environment.
Wed Dec 31 2025
Content
At 84 Lumber, promoting from within is the cornerstone of our talent strategy.
At 84 Lumber, promoting from within is the cornerstone of our talent strategy.
Content
Our L&D team was responsible for designing structured learning paths that guide an associate from an entry-level role to senior leadership positions. The learning journeys needed to provide essential industry knowledge; help associates succeed in their current roles; and prepare them for advancement into operations, sales, or management.
Our L&D team was responsible for designing structured learning paths that guide an associate from an entry-level role to senior leadership positions. The learning journeys needed to provide essential industry knowledge; help associates succeed in their current roles; and prepare them for advancement into operations, sales, or management.
Content
At the same time, they had to address several realities of the environment:
At the same time, they had to address several realities of the environment:
Content
A frontline, customer-facing workforce with limited access to technology
A frontline, customer-facing workforce with limited access to technology
Content
Differences in customers, products, and processes across markets
Differences in customers, products, and processes across markets
Content
Operational demands that limit formal learning time
Operational demands that limit formal learning time
Content
Reliance on co-managers for on-the-job training, despite varying levels of industry expertise
Reliance on co-managers for on-the-job training, despite varying levels of industry expertise
Learning starts on day one
Content
Learning journeys begin at the manager trainee (MT) role, which is the entry point for most store-based associates. MTs often join the company without prior building materials or construction experience, and our commitment is to equip them with the knowledge and skills they need to build a long-term career with 84 Lumber.
Learning journeys begin at the manager trainee (MT) role, which is the entry point for most store-based associates. MTs often join the company without prior building materials or construction experience, and our commitment is to equip them with the knowledge and skills they need to build a long-term career with 84 Lumber.
Content
The MT Learning Journey is a blended, integrated program that supports early-career development during the first nine to 12 months in the role. The comprehensive learning experience combines guided onboarding, quick-start resources, self-paced online modules, in-person training, and on-the-job coaching.
The MT Learning Journey is a blended, integrated program that supports early-career development during the first nine to 12 months in the role. The comprehensive learning experience combines guided onboarding, quick-start resources, self-paced online modules, in-person training, and on-the-job coaching.
Content
New associates start with a structured onboarding program, supported by checklists for both managers and associates. They gain access to quick-start guides and practice scenarios for essential systems and processes; online courses covering product knowledge, construction basics, and blueprints; and a mobile learning app for added flexibility. A final exam with a regional leader verifies learners’ knowledge, while classroom sessions at company headquarters and ongoing coaching in the store reinforce and expand their skills.
New associates start with a structured onboarding program, supported by checklists for both managers and associates. They gain access to quick-start guides and practice scenarios for essential systems and processes; online courses covering product knowledge, construction basics, and blueprints; and a mobile learning app for added flexibility. A final exam with a regional leader verifies learners’ knowledge, while classroom sessions at company headquarters and ongoing coaching in the store reinforce and expand their skills.
Content
Two key experiences stand out. The first is the MT Self-Studies, a comprehensive online curriculum that begins in the second week of employment and must be completed within six months. The self-paced modules offer essential industry and role-specific knowledge on topics such as selling, product details, and blueprints. The flexible design accommodates different learning preferences, varying levels of prior knowledge, and the interruptions common in a busy retail environment, while also serving as an ongoing reference tool.
Two key experiences stand out. The first is the MT Self-Studies, a comprehensive online curriculum that begins in the second week of employment and must be completed within six months. The self-paced modules offer essential industry and role-specific knowledge on topics such as selling, product details, and blueprints. The flexible design accommodates different learning preferences, varying levels of prior knowledge, and the interruptions common in a busy retail environment, while also serving as an ongoing reference tool.
Content
The second key experience is Lumber Camp, a three-day immersive program held at team headquarters within the first eight weeks of employment. Associates stay in dormitory-style accommodations, attend classes, and participate in social activities with peers from across the US. The experience broadens participants’ perspectives of 84 Lumber beyond their home stores, strengthens company connections, and reinforces essential product and construction knowledge. As a long-standing company tradition, Lumber Camp also acts as a meaningful cultural touchpoint.
The second key experience is Lumber Camp, a three-day immersive program held at team headquarters within the first eight weeks of employment. Associates stay in dormitory-style accommodations, attend classes, and participate in social activities with peers from across the US. The experience broadens participants’ perspectives of 84 Lumber beyond their home stores, strengthens company connections, and reinforces essential product and construction knowledge. As a long-standing company tradition, Lumber Camp also acts as a meaningful cultural touchpoint.
Results
Content
The MT Learning Journey directly supports the company’s promote-from-within strategy and has shown strong results. All store managers, area managers, and division vice presidents started as MTs and have received promotions; the same applies for most functional leaders. Half of 84 Lumber’s operating committee members began their careers in the MT role.
The MT Learning Journey directly supports the company’s promote-from-within strategy and has shown strong results. All store managers, area managers, and division vice presidents started as MTs and have received promotions; the same applies for most functional leaders. Half of 84 Lumber’s operating committee members began their careers in the MT role.
Content
In the past year alone, about 30 percent of MTs have received a promotion. Retention is also higher; MTs who have completed Lumber Camp stay with the company at twice the rate of those who haven’t yet attended. Feedback from participants shows significant increases in product knowledge and selling confidence. Similarly, managers consistently notice improved competence and readiness when MTs return from Lumber Camp.
In the past year alone, about 30 percent of MTs have received a promotion. Retention is also higher; MTs who have completed Lumber Camp stay with the company at twice the rate of those who haven’t yet attended. Feedback from participants shows significant increases in product knowledge and selling confidence. Similarly, managers consistently notice improved competence and readiness when MTs return from Lumber Camp.
Content
On-the-job experience and support proved to be the most influential factors in an associate’s engagement, development, and long-term success. The quality of coaching and guidance in the store highlighted the essential role of store managers and co-managers. However, many co-managers—whom the company often designates as primary trainers—had limited leadership experience and multiple responsibilities that reduced the time and focus they could dedicate to developing new associates. So, we are providing those trainers with more training, recognition, and skill building from the beginning.
On-the-job experience and support proved to be the most influential factors in an associate’s engagement, development, and long-term success. The quality of coaching and guidance in the store highlighted the essential role of store managers and co-managers. However, many co-managers—whom the company often designates as primary trainers—had limited leadership experience and multiple responsibilities that reduced the time and focus they could dedicate to developing new associates. So, we are providing those trainers with more training, recognition, and skill building from the beginning.
Content
Moving forward, we will focus on strengthening the capabilities of those responsible for developing talent in the store. We plan to expand train-the-trainer programs and provide targeted coaching skills development to ensure trainers are both confident and consistent in their approach. As business evolves and new career paths emerge, we will update existing parts of the learning journey and create new solutions to meet changing needs.
Moving forward, we will focus on strengthening the capabilities of those responsible for developing talent in the store. We plan to expand train-the-trainer programs and provide targeted coaching skills development to ensure trainers are both confident and consistent in their approach. As business evolves and new career paths emerge, we will update existing parts of the learning journey and create new solutions to meet changing needs.
Content
Read more from Talent Development Leader.