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Jana Reddin leads talent and organizational development at Texas Instruments, a global semiconductor company that designs, manufactures, tests, and sells analog and embedded processing chips. She and her team are responsible for creating and executing the talent strategy to support TI’s business organizations and the company’s 30,000 employees and leaders.In her role, Reddin leads a worldwide team that creates and executes on leadership development programs, technical development programs, and onboarding for new employees. Her team members are embedded in various organizations to provide talent and organizational development approaches to address the unique needs of each organization. Her team is also responsible for developing a leadership pipeline within these organizations, while also developing current leader capability through the use of targeted on-the-job development programs, assessments, coaching, in-classroom and virtual classroom experiences.Prior to TI, Reddin was the manager of talent management and organization development at 7-Eleven, where she was responsible for the performance management process, leadership development, talent review and succession planning, selection and development assessments, and high potential selection and development programs. She also spent time as a consultant where she would partner with organizations to provide talent management solutions to drive business strategy through selection and development assessments, executive leadership assessments, 360-degree assessments and feedback, leadership development workshops, organizational analysis and design, competency modeling, and succession planning.Reddin received a Bachelor of Science in Psychology from Austin College, a Master of Business Administration from the University of Texas at Dallas, and her doctorate from the University of Illinois Urbana-Champaign.

Jana Reddin

Winter 2021 - CTDO Magazine

Despite investing resources and effort, severing a partnership with an outside vendor may be the right decision.

Don't Be Afraid to Walk Away

Working for CVS Health, Adam C. Zern has held a variety of roles—from Patient Care Specialist, Business Analyst, Project Manager, and Manager of Learning Services—and is currently a Sr. Manager of Organizational Effectiveness and Talent Development. He has also worked as an Online Instructor and Teaching Group Leader in higher education. He has a Bachelor of Arts degree in Organizational Communication and a Master of Education degree in Applied Learning & Instruction. Adam has been married to his wife Sarah for 15 years and has four daughters—Emma, Sadie, Scout, and Ever Jane. He loves reading and has a goal of reading 1,000 books in his lifetime.

Adam Zern

Paula Ketter outlines what readers can expect in the March 2016 issue of The Public Manager.

Dear Public Manager: What’s Your Workforce Plan?

One of the unique products to emerge in an increasingly crowded field of social tools is Pinterest, a fun combination of social bookmarking, images, commenting, and public sharing.  It’s a great place for connecting with and sharing resources for your own professional development.But that doesn’t mean everyone is ready—or knows how—to use Pinterest. Here is some help.Lead them to waterI’ve been dealing with introducing new techs and tools for a long time now.  The best way I’ve found of encouraging acceptance and use is introducing a tool at the moment it will solve someone’s problem. A lot there depends on serendipity and hearing opportunity when it knocks. And one of the easiest ways to teach people to use (and like) a tool is to give them something fun to do with it.I’ve tricked (er, I mean led) lots of people to Pinterest by asking them to share photos of their favorite holiday decorations (even better if they tell a short story with it).  We’ve even developed a few Pinterest traditions, including the fabulous annual collaborative Ultimate Holiday Gift Guide . I hadn’t intended to do it this year, but demand from people on Twitter I don’t even know prompted me to again host the Thanksgiving Gallery of Hand Turkeys. Some 42 people contributed, from age 5 up, individually and as families, and some from other countries where they don’t even celebrate Thanksgiving. Is it silly? Sure. But it builds connection and community, and it is fun. More important, it helps people understand and use the tool. And when I ask some of them later to find and share an image they’d include on a virtual tour of their workplace, well, they’ll already know how to do that. Now, here are some ideas for L&D practitioners looking for ways to incorporate Pinterest into practice. Collaborative bookmarkingCheck out this collaborative board from Tracy Parish. She invited industry friends to pin their suggestions for good books about instructional design. Most include a comment from the pinner about why they chose it, and link directly to Amazon so they can be purchased.  Note the number of comments, including some from authors of the books pinned. Building a narrative/backchannel learningI recently attended the pilot of Mike Rohde’s new Sketchnote Workshop.  While I tweeted it, as usual, I realized the visual nature of it might be better suited to Pinterest.I began documenting my day and uploading photos and comments as we switched activities or shared what we were doing. It built a nice narrative of the day and offered a place for quick conversation.  This also supported backchannel learning for colleagues who were unable to attend the workshop. A friend, intrigued by the tweets, visited the Pinterest board and ended up sketchnoting the meeting she was in that day. She’s now bringing Mike in to deliver the workshop for the Atlanta ASTD chapter (February 11: check back on the chapter’s event page for details coming soon).Board: My Day at Mike Rohde’s Pilot of His New Sketchnote WorkshopVirtual field trips Offer tours of facilities to new hires; tours of your training center to first-time visitors; tours of a conference site. You can use these for recruiting to show potential hires how the workplace looks, such as pictures of areas where defibrillators are installed. You might include pictures of company extras; a friend who’s worked at a local big company for years didn’t know there was a meditation garden until I posted a photo of it.Overview of topic or area of interest and handout replacementAlthough I’ve been offering it in webinar format for years, my “Tips for the Positive Deviant” session suddenly caught fire last May. There was so much interest in it I finally set up a Pinterest board with highlights and key points from the session, additional resources with links for easy access, and a link to the ASTD webinar recording. This also serves as a much more robust takeaway than a copy of my slides or other usual event handout.Prework or snapshot of planned conversationAs one of the moderators of the weekly Twitter-based #lrnchat sessions, I often see the problem of having a chat catch someone’s eye after it’s underway. They want to join in, but they are coming into the conversation late, sometimes to a topic that’s a bit esoteric. Or—and I’m guilty too—they didn’t read an article we suggested for prereading. So, we’ve started using a Pinterest board to support some of these chats. Participants can check in quickly and get an overview of the topic—just the gist of it, sometimes, but enough to help them participate more fully. Here’s one we created to support a #lrnchat conversation focused on our own beliefs and metaphors about learning and teaching, and what those beliefs mean to one’s practice.Course resources and supportAssistant Professor Steven Bickmore uses Pinterests boards to create reading lists for each of his courses.  They’re easy to update, more enticing than a list of typed titles, and available for the rest of us to peruse.Encouraging reflectionI’ve reused the “metaphor” board described above as a reflective activity for students in instructional design and train-the-trainer sessions. They are asked to review it and then provide a verbal or written description of their own metaphors and how they are borne out in their own practice.Job aidsWhile I prefer Snapguide for preparing job aids these days, you could easily build a guide in Pinterest. Be sure to add images in reverse order.  As comments can alter layout and size, you might want to number them, too.  Post pictures of equipment repairs and workarounds. And remember: You don’t have to be the one doing all the pinning.Collaborative class activitiesHere are some ideas:Invite pinners to share images of customer service issues (like stained carpets and water cooler with no cups). Have a conversation about corporate culture based on pinned images of company furnishings and signage. Post pictures of the different ways a classroom can be set up, and ask participants in a train-the-trainer course to describe how each setup might affect interaction and social activities.Have learners share images of final projects.Did you have groups discuss an issue and create a flip chart report?  Post pictures of the charts.Host a Pinterest Appy Hour: Invite pinners to share their favorite new app from the past year; their favorite productivity app; their favorite photography app, their favorite app for travel, and so on.Have learners create a class book recapping activities and takeaways.Reaching other learnersOne of my historical concerns about many social tools is that so many of them are heavily text-based: blogs, microblogs, text chats, and so forth. In my world this can marginalize those with low-literacy skills or those with English as a second language.  We’re in a world in which the vast majority of our workforces own some kind of mobile phone or device—most of them with cameras.  The potential for user-generated images to support and include these workers is tremendous.Logistical tips and advice for using PinterestHere’s how Pinterest works:Pinterest is free. It is available on desktop or via a free mobile app.Pinterest allows you to pin images from a website and, from other Pinterest boards. You can also pin by uploading images from your own computer or mobile device.Pinterest boards are public to view; anyone can see them without an account.In order to create boards and pin to them, you need your own account.At this time, Pinterest doesn’t allow for moving pins around a board. To build a chronology—like a story from start to finish—you need to upload in order you want them to be viewed.You can set up “secret” boards to work on until you are ready to publish them. At this time only the board owner can work with the secret boards; they can’t be shared with other pinners.You need to issue invitations to other pinners. While some complain that Pinterest doesn’t offer users public boards on which everyone can pin, it also means that spammers can’t just pin on any board. It makes it a bit safer for those concerned about material inappropriate for some audiences.Sometimes for the sake of speed or including people who for whatever reason don’t have or want a Pinterest account, I just ask people to send me images and I upload them myself.

Pinterest for L&D

Future Readiness Is a Vital Capability for TD Professionals

When HR takes a strategic role to guide critical talent decisions, what is the payoff? They report 33 percent more high-quality leaders and are twice as likely to achieve top-tier financial performance. Yet most organizations still rely on gut instinct or general perceptions when making high-stakes decisions like promotions, succession planning, and identifying high-potential talent. Every leader believes they “know their people.” But the data says otherwise. If your pipeline depends on instinct or perceptions alone, you’re taking unnecessary risks. Here’s why your talent decisions need less gut instinct and more data starting now. The “I Know My People” Delusion Most of us walk every day, yet we’re surprisingly bad at estimating our daily steps. The same over- or under-confidence plagues talent decisions. Leaders are experts in their field but often struggle to evaluate their teams objectively.Consider the quiet contributor who rarely speaks up in meetings but has hidden strategic skills. Who’s more likely to get development opportunities and a promotion: the one with hidden strategic skills, or the charismatic underperformer who commands the room?Three common biases often disguise themselves as experience:Halo effect: Like being an eloquent speaker, one trait colors everything.Similarity bias: Leaders favor and promote employees who act like themselves.First impression bias: Early perceptions can overshadow actual performance.The cost of falling prey to these biases is steep. The Department of Labor estimates that bad hires can cost anywhere from 30 to 200 percent of their first-year salary.The Talent Strategy Trap Most Organizations Fall Into Picture this: After the latest talent review cycle, the same employees are still marked “ready in one to two years”—for the third year in a row. These high potentials are frozen in place.Why? Because potential and readiness were assumed, not objectively measured. Without objective data, the 9-box grid becomes a holding pattern.This lack of data also leads to generic development programs that target what leaders think people need, rather than actual skills gaps.Because of the disconnect between ratings and performance, executives lose trust in talent data, and the leadership pipeline stalls.Organizations with strategic HR teams use assessments to break this cycle.The Assessment Advantage: Insight That Drives DecisionsAssessment reveals what instinct misses: which directors are ready for VP, which high potentials will succeed if promoted tomorrow, and which managers need support to make the next career step.Assessment data transforms promotion decisions from popularity contests into objective evaluations. You know exactly who’s ready and who needs more time. And for those who aren’t ready yet, assessment pinpoints precisely what to develop, turning vague feedback like “lacks executive presence” into clear, actionable steps.These personalized insights are magnetic. When leaders see their blind spots, development feels urgent, focused, and personal. For talent development professionals, they replace generic training with targeted growth. If assessment shows a high-potential lacks strategic thinking, you know exactly where to focus. The benefits extend to hiring, too. Assessments uncover external candidates’ true capabilities and development needs from day one, helping hiring teams make smarter decisions and lead effective onboarding.The real ROI comes when assessment and development work together. Organizations that pair them are nearly two times more likely to be top financial performers—because assessment makes every talent investment smarter, faster, and more effective.Conclusion Will you remain the HR partner who enables expensive gut decisions, or will you equip leaders with the objective insights they need? Your best talent is planning their exit, your high potentials are stalled, and your succession plan could collapse with one surprise departure. Without assessment data, every decision is just a guess. Stop being the talent professional who reacts. Start being the strategic enabler who transforms how leaders see, select, and develop their teams.

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