Shaping Impactful Learning Through Experience

Stephanie Bush, Director of Learning and Development, TruStage

Stephanie Bush, Director of Learning and Development, TruStage

My approach is anchored in strategic alignment, evidence-based decision-making, and scalable design. First, I start with the business strategy. Understanding where the organization is heading enables me to prioritize the capabilities that will matter most and ensure learning solutions directly support enterprise goals. From there, I rely on multi-source data—learning needs assessments, engagement results, talent data, and 360 degree feedback—to identify skill gaps and patterns that reveal the most critical development needs. Triangulating these inputs provides a clear, credible picture of where to focus.

I also leverage leadership competency models to define the behavioral expectations for leaders at each level. Establishing a baseline against those competencies— paired with a view of where leaders need to be—lets us target the highest-impact areas and sequence development thoughtfully.

Design-wise, I consistently use a blended “learn– practice–apply” model to maximize impact and to respect leaders’ limited time. Participants build foundational knowledge through learning with prework, practice in a safe, feedback-rich environment during facilitated sessions (virtual or in person), and then apply new skills on the job with reinforcement plans that promote sustainability. We equip managers to observe, coach, and provide timely feedback so learning translates to performance.

Finally, I keep the 70–20–10 model front and center. We build programs to emphasize on-the-job experiences (70%) and peer learning (20%), complemented by targeted formal learning (10%). This balance ensures development is not a one-and-done event but an ongoing, integrated experience that builds confidence, accelerates performance, and advances organizational outcomes.

Aligning Learning with Business and Workforce Needs

The organizational vision defines our destination, while strategic objectives articulate the capabilities required to achieve it. By staying closely connected to these priorities, learning can proactively build the skills, mindsets, and behaviors the workforce needs—rather than reacting after gaps emerge.

This strategic perspective allows learning initiatives to remain relevant as business needs evolve. When learning is designed in direct alignment with enterprise goals, it becomes a lever for execution—equipping employees and leaders to perform today while preparing them for what’s next.

What emerging trends are influencing learning and development strategies in today’s workplace?

One of the most influential trends shaping learning and development today is the rapid acceleration of artificial intelligence. AI is transforming how work gets done—reshaping roles, streamlining processes, and accelerating decision-making. As this evolution continues, organizations must intentionally prepare their workforce to adapt and thrive.

At TruStage, we view AI as a strategic enabler— one that helps our teams better serve customers while freeing up time for work that requires human judgment, creativity, and connection. Just as important, we recognize that adopting AI responsibly is essential to maintaining trust and ensuring ethical, value-driven use.

A critical component of this shift is leadership. Organizations need leaders who can guide teams through change, encourage experimentation, and empower employees to use AI thoughtfully and effectively. Building that confidence and capability is as much a learning challenge as it is a cultural one.

“Understanding where the organization is heading enables me to prioritize the capabilities that will matter most and ensure learning solutions directly support enterprise goals.”

Our approach to building AI capability is phased and intentional. We begin by establishing a strong foundation—helping employees understand where AI creates enterprise value and where it introduces risk or liability. From there, we support employees in applying AI to everyday work in meaningful, practical ways. Over time, this evolves into more role-specific and advanced AI skill development, ensuring learning remains relevant as workforce needs mature.

Ultimately, learning strategies that balance innovation with responsibility—and technology with human capability—will be the ones that deliver sustainable impact and prepare organizations for what’s next.

Measuring Long-Term Impact of Learning Programs

We take a consistent, multi-layered approach to evaluating the impact of our learning programs, ensuring we measure both immediate effectiveness and longer-term business value.

For our self paced and facilitated offerings, we track core participation and performance metrics such as enrollments and completions. Beyond activity, we focus on three outcome-based indicators that consistently gauge effectiveness:

• Whether the learning met its stated objectives

• Whether participants feel more effective in their roles as a result

• Net Promoter Score (NPS), how likely someone is to recommend a training (perceived value)

These metrics help us understand not just if learning occurred, but whether it translated into meaningful capability gains.

At an enterprise level, we maintain a comprehensive L&D dashboard that monitors trends over time, including total training delivered by the organization, top courses completed, and overall participation patterns. We also assess demand and reach through metrics such as learning request volume by business unit, audience size, and anticipated impact, which helps ensure our efforts are aligned with where the organization needs support most.

Course-level evaluations provide qualitative insights that inform continuous improvement, while we also look upstream and downstream at broader HR indicators we influence, such as employee engagement scores. Together, these data points allow us to connect learning to performance, engagement, and organizational priorities— ensuring development investments remain relevant, effective, and aligned with business outcomes over time.

Guiding Future L&D Leaders

For those interested in building a career in learning and development, it’s important to start by understanding the various disciplines within L&D. Consider whether you are most drawn to becoming a functional expert in areas such as instructional design and development, facilitation, or measurement and evaluation—or whether you are more interested in an L&D consultative role focused on partnering with the business and closing skill gaps.

Connecting with internal and external mentors can provide a valuable perspective on these different paths and help you make informed career decisions. Mentors offer practical insight into how L&D operates across organizations and can help you navigate growth opportunities within the field.

Equally important is making your own development a priority. Learning and development is a constantly evolving profession, and staying current is essential. There are many free or low cost resources available—articles, webinars, and professional communities—that make it easier than ever to stay informed about emerging trends, tools, and best practices. Engaging with L&D associations and peer networks can further expand your perspective and professional connections.

Finally, seek out experiential learning opportunities whenever possible. Volunteering for stretch assignments, participating in pilots, or leading informal project teams allows you to apply new skills in real-world settings. These experiences not only help build capability and confidence but also demonstrate initiative and readiness for broader responsibility within the learning and development space.