Turning workforce strategy into measurable capability at scale.

I'm Jenna Hindes, an enterprise talent strategy leader. I help large organizations build the skills, onboarding, and governance that keep a workforce ready.

See my work Read the featured case study
  • 40,000employees I support internationally
  • 14+ yearsin learning and workforce development
  • 43%improvement in goal quality from a goal-setting course I built

Strategy first, built on 14 years in regulated environments.

Jenna Hindes, smiling, in a navy blazer against a gray background

Jenna Hindes is an enterprise learning and talent strategy leader with 14+ years in regulated industries. In her current role at a large multi-location retail organization, she leads workforce capability, onboarding, and governance for about 40,000 employees internationally. Her goal-setting course improved goal quality by 43%. Jenna advises vice presidents with executive roadmaps and KPI dashboards, and turns workforce strategy into measurable readiness.

Where I've worked

  • Talent Development Manager, large multi-location retail organization, since January 2025
  • Earlier roles at Delta Airlines and E*TRADE/Morgan Stanley
  • Consulting for FEMA, the CDC, the Florida Department of Education, and the Florida Department of Health

Education

  • MA, Instructional Systems & Learning Technologies, Florida State University
  • BA, International Affairs, Florida State University

How I work

  • I set program priorities so learning investment follows business need.
  • I direct contractors and hold them to results.
  • I advise senior leaders with executive roadmaps, KPI dashboards, and program performance reporting.

Selected work: onboarding, learning systems, and measurable results.

Each project shows the decision behind the result.

PLACEHOLDERImage: onboarding architecture diagram (16:9)

Enterprise onboarding for Store Managers

  • Onboarding
  • Workforce capability
  • Featured

One onboarding framework for about 6,000 stores that used to onboard in their own way. Phase 1 launched in August; 150+ stores follow in January.

View project details

Challenge: Each location managed its own onboarding information, so new hires heard different things and could not reliably find HR support.

What I did: I project-managed the program and designed the framework: a blended model on a 30-60-90 day structure. HR and Operations leadership sponsored and approved it.

Status: Phase 1 is live with 5 new Store Managers. Outcome figures come after the first 90-day read.

Read the full case study

PLACEHOLDERImage: sanitized LMS catalog, learning path, or sample report (16:9)

Company-wide learning platform

  • Learning technology
  • Reporting

Administration of the learning management system for the whole company, including the system behind Store Manager onboarding.

View project details

Challenge: [PLACEHOLDER: what wasn't working, such as scattered content, manual assignments, or reports leaders couldn't use]

What I did: [PLACEHOLDER: the decisions you owned: how content is organized, who gets assigned what, and the reporting leaders rely on]

Result: [PLACEHOLDER: one number, such as users supported, courses managed, or completion rate]

PLACEHOLDERImage: Training Partner certification path or teaching guide page (16:9)

Certified Training Partner program

  • Capability building
  • Governance

A program that trains frontline Training Partners to teach new hires on the job, to one standard.

View project details

Challenge: [PLACEHOLDER: why on-the-job training needed a standard]

What I did: [PLACEHOLDER: how Training Partners are selected, trained, and certified, and the standards you set]

Result: [PLACEHOLDER: number certified, locations covered, or how you'll measure it]

PLACEHOLDERImage: course screen or before-and-after goal example (16:9)

Goal-setting course

  • Performance
  • Measurable results

A goal-setting course that improved goal quality by 43%.

View project details

Challenge: [PLACEHOLDER: what was weak about goals before, and who the course was for]

What I did: [PLACEHOLDER: your design decisions and how the course worked]

Result: Goal quality improved by 43%. [VERIFY: how goal quality was scored and compared]

Featured case study

From location-by-location onboarding to one learning architecture

Large multi-location retail organization · Talent Development Manager · Phase 1 launched August 2026

PLACEHOLDERHero image: onboarding architecture diagram (16:9)

Problem

About 6,000 stores handled onboarding in their own way. New hires heard different things and did not know where to find HR support. Retention was a concern. The evidence does not make onboarding the only cause.

My role

I was the project manager and, at times, the senior instructional designer. HR and Operations leadership sponsored and approved the program. I designed the framework: a blended model on a 30-60-90 day structure. I worked with one colleague who runs the Store portfolio and two instructional design contractors.

Process

  1. I met with business-unit stakeholders to find the shared needs and the role-specific needs.
  2. I paired one common foundation with role-based journeys, and chose Articulate Rise 360 because some frontline employees have limited desktop access.
  3. I launched Phase 1 in August with 5 new Store Managers, 5 hiring managers, and 7 People Partners, then used what they told us to revise the design for the January wave.

Solution

FoundationRole-based journeyWorkplace support
30-minute company orientation, essential systems, and resource navigation Sequenced learning topics, objectives, milestones, and manager checkpoints Department-leader touchpoints, guided on-the-job training, Training Partner resources, and a Learning Advocate concept for a later phase

What Phase 1 told us, and what changed

Phase 1 signalDesign response
Too much eLearningMove toward a blended model that balances formal content and workplace practice
Topics felt disconnectedReorganize the volume and sequence of daily learning topics
On-the-job training lacked guidanceCreate structured checklists aligned to a Training Partner teaching guide

Phase 1 is a small first cohort, so these signals are directional. They set the fixes for the January wave.

PLACEHOLDERImage: before and after Store Manager learning journey (16:9)

Results

~6,000stores in scope

5new Store Managers in Phase 1

150+stores in the January wave

I have not published outcome figures yet, because the first 90-day read is still in progress. I set the baselines now so the January wave can be compared against them:

  • Store Manager turnover at 90 and 180 days, against last year's hires
  • Onboarding survey scores before and after launch
  • HR support questions in the first 90 days
  • 30-60-90 checkpoint completion
  • Time to readiness, and a short confidence check at days 30, 60, and 90

Reflection

Leadership perspectives shaped the design, but they needed validating against learner feedback and operational reality. I also learned to phase the work: launch the core learning journey first, then test supports such as Training Partner resources and the Learning Advocate model, instead of deploying everything at once.

Where each part stands

ComponentStatus
Enterprise onboarding frameworkDesigned
Orientation eLearning (hourly and salaried)Developed
Redesigned Store Manager learning journeyPhase 1 launched in August; 90-day evaluation ongoing; 150+ store wave in January
Training Partner training and resourcesUpdated; testing pending
Learning Advocate / mentor modelPlanned for a later phase

Needs analysis behind the design

Download the one-page needs analysis (PDF)

Business problem and performance gap

AreaNowShould be
InformationVaries by locationOne consistent set of company and resource information
HR supportNew hires and managers do not reliably know where to find itThey find the right HR resource without help
Manager roleExpectations are unevenManagers own defined 30-60-90 day checkpoints
On-the-job trainingLacked guidanceStructured and task-based, with a checklist

Root causes

  • Knowledge or skill: limited HR-system knowledge and resource navigation. Managers may not know how to coach on-the-job training.
  • Motivation: accountability was unclear for managers, new hires, and People Partners.
  • Environment or tools: location-led information with no common source, too much eLearning, disconnected topics, unstructured on-the-job training, and limited desktop access for some frontline employees.

Audience

New Store Managers, supported by hiring managers and People Partners. They are new to the role and have limited HR-system knowledge. They have limited time on the sales floor, and the journey has to fit around daily store operations.

Decisions a new Store Manager makes with a new hire

  1. Where do I send a new hire for HR help?
  2. Is this new hire on track at a checkpoint, and what do I do if not?
  3. Which tasks should on-the-job training focus on this week, and when do I sign off?

Objectives and assessment

Objective (audience, behavior, condition, degree)Scenario-based check
1. A new Store Manager identifies the correct HR resource and how to reach it, given a new hire's question about pay, benefits, or schedule and no job aid, correct on the agreed pass mark.Three short new-hire messages, such as "I can't see my last paycheck." The learner picks the right resource and the first step.
2. A new Store Manager decides whether a new hire is on track and chooses the next step (coach, escalate to a People Partner, or continue), given checkpoint results, matching the decision guide on the agreed share of cases.Two or three sample checkpoint records. The learner decides the next action and justifies it in one sentence.
3. A new Store Manager plans a week of guided practice and signs off a task only when checklist criteria are met, given a role's priority tasks and the checklist, at the agreed pass mark.A partly completed checklist for a new hire. The learner plans the next week and marks what to sign off.

PLACEHOLDER: Add the sample on-the-job training checklist, the Training Partner guide, and a sanitized Rise screenshot here, with sample data only.

PLACEHOLDER: Confirm this process note is accurate before publishing. Drafted with AI from my project notes. I supplied the facts and decisions, edited the text, and checked each claim against my records.

Let's talk about your workforce priorities.

If you lead talent, learning, or HR for a large corporation or government agency and need a leader who turns workforce strategy into measurable readiness, I'd like to hear from you.

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