Technology Improvement Plan
Kristen West
EDIT 760
Coastal Carolina University
April 1, 2025
Technology Improvement Plan for COMPANY A, Inc.
Introduction
This Technology Improvement Plan (TIP) presents a strategic roadmap for COMPANY A, Inc. to address systemic challenges in its digital learning environment, based on extensive research conducted in alignment with the ISTE Standards for Education Leaders. The research employed mixed-methods data collection, including focus group discussions, employee surveys, interviews with corporate and field staff, and document reviews of training materials, strategic plans, and internal systems. Analysis of the data revealed six overarching concerns hindering the organization’s ability to fully leverage technology for employee learning, engagement, and growth.
The purpose of this TIP is to propose transformative strategies for each of the identified issues, aligning with best practices in adult learning, technology integration, and organizational change. Each plan outlines the problem, conceptual solutions, required resources, training, responsible parties, timeframe, and success indicators. The ultimate goal is to foster a culture of equitable, reflective, and innovative learning that strengthens employee satisfaction, leadership alignment, and business outcomes.
Area of Concern 1: Inconsistent Trainer Expertise and Instructional Delivery
Overview: Data from surveys and interviews revealed wide variability in the quality of instructional delivery across departments. Approximately 40% of employees reported inconsistencies in their trainers’ ability to integrate technology effectively. Trainers themselves voiced the need for advanced and ongoing professional development (Manzione, personal communication, Jan. 21, 2025).
Solution: Create a “Trainer Excellence Framework” (TEF) that includes certification, mentorship, and continuous education for all corporate and divisional trainers. This initiative will standardize expectations, elevate instructional quality, and ensure that trainers are equipped with pedagogical and technical proficiency.
Resources Needed:
- Human: Senior Learning & Development (L&D) team, external instructional designers, certified technology coaches
- Technical: LMS integration for micro-certifications, analytics dashboard, video recording/editing tools
Training:
- 3-tiered certification system: Foundations, Advanced, and Master Trainer
- Monthly tech-integration bootcamps
- Peer-led video coaching sessions
Point Person(s):
- Director of L&D, Instructional Designer, and Corporate Trainer Lead
Timeframe:
- Phase 1 (Pilot): Q3 2025
- Full Rollout: Q1 2026
Success Metrics:
- 90% of trainers certified at Advanced or above within one year
- 20% increase in employee satisfaction with training effectiveness (survey)
- LMS analytics showing uniformity in course completion and engagement rates
Long-Term Repercussions: Improved trainer consistency will elevate overall training quality, leading to more knowledgeable employees and reduced performance variability. Long-term, this will result in higher employee retention and a more agile, tech-savvy workforce.
Area of Concern 2: Equity of Access to Training and Resources Across Departments
Overview: Time-strapped roles such as sales and field employees reported significant barriers to accessing training (Standard 3.1b). Survey data and interviews indicated that only 60% of employees in client-facing positions consistently engage with professional development opportunities.
Solution: Implement “Microlearning for Mobility,” a strategy to develop mobile-first, asynchronous content and flexible learning tracks. Partner with divisional leaders to schedule protected “learning hours” biweekly across all departments.
Resources Needed:
- Human: Mobile content developers, divisional VPs, compliance officers
- Technical: LMS mobile app, push notifications, offline access capabilities
Training:
- Department leaders trained on scheduling learning hours
- Employees oriented to mobile-first learning platform
Point Person(s):
- Director of Operations and VP of HR
Timeframe:
- Infrastructure upgrade: Q3 2025
- Content development and rollout: Q4 2025–Q1 2026
Success Metrics:
- 100% departmental compliance in scheduling learning hours
- Increase in mobile content completion by 50% within six months
- 25% increase in knowledge retention as measured by LMS assessments
Long-Term Repercussions: Increased access to training will lead to a more consistently skilled workforce across departments. Over time, this equity will contribute to stronger interdepartmental collaboration, higher productivity, and reduced employee turnover in demanding roles.
Area of Concern 3: Limited Feedback Loops and Delayed Implementation of Change
Overview: Though feedback mechanisms exist, surveys and interviews indicate employees feel unheard due to delayed action on suggestions. Only 58% of employees believed their feedback led to meaningful change.
Solution: Launch the “Voice-to-Action Feedback Loop” (VAFL), a transparent, tiered response system integrated into LMS dashboards. It will include feedback tracking, progress updates, and recognition for submitted ideas.
Resources Needed:
- Human: UX/UI designers, Data analysts, Communications team
- Technical: LMS feedback portal module, automated tracking system
Training:
- Managers and IT staff trained to process and respond to feedback
- Employees trained on using the VAFL system effectively
Point Person(s):
- Chief Technology Officer (CTO)
Timeframe:
- Development and Pilot: Q4 2025
- Rollout: Q1 2026
Success Metrics:
- 75% of feedback receives a status update within 30 days
- Employee trust scores increase by 30% in follow-up surveys
- Documented reduction in repeated issues across departments
Long-Term Repercussions: Establishing a responsive feedback culture will strengthen employee trust and engagement, leading to greater innovation, quicker adaptation to change, and long-term cultural cohesion across the organization.
Area of Concern 4: Underutilization of Reflective Practice and Personalized Goal Setting
Overview: Despite the LMS providing learning paths, only 50% of surveyed employees set professional goals. Interviews revealed that structured reflection and feedback mechanisms are minimal or absent (Brookfield, 2017).
Solution: Integrate “MyGrowth Pathways,” a self-assessment and goal-setting module within the LMS. Include quarterly “Reflect and Reset” workshops and digital reflection journals tied to learning objectives.
Resources Needed:
- Human: Learning Experience Designers, HRBP Trainers
- Technical: LMS journaling feature, analytics dashboard, calendar integration
Training:
- Employees trained on self-assessment and goal-setting models (e.g., SMART)
- Managers trained in coaching conversations for goal review
Point Person(s):
- Director of Talent Development, Regional HR Managers
Timeframe:
- Design and Pilot: Q3 2025
- Full Integration: Q1 2026
Success Metrics:
- 80% of employees setting and reviewing development goals quarterly
- Increased internal mobility and promotion rates by 15%
- Positive reflection ratings in post-training evaluations
Long-Term Repercussions: Embedding reflective practice will foster a culture of self-improvement and strategic career development, reducing stagnation and increasing leadership pipeline depth and readiness across departments.
Area of Concern 5: Disconnection Between Frontline Employees and Leadership in Visioning
Overview: Interviews with sales and production employees revealed frustration with a lack of early involvement in strategic decisions related to new technologies. This disconnection results in low buy-in and decreased technology adoption rates (Frontera, personal communication, 2025).
Solution: Establish “Vision Sync Councils” (VSCs), which are quarterly cross-functional focus groups involving frontline employees in the ideation and pilot phases of digital initiatives.
Resources Needed:
- Human: Frontline staff representatives, Change Management leads, Executive sponsors
- Technical: Collaborative planning software, virtual whiteboards (e.g., Miro)
Training:
- Focus group facilitation and feedback interpretation for Council leaders
- Employee training on contributing to strategic design
Point Person(s):
- Director of Change Management, VP of Strategy
Timeframe:
- Council formation: Q3 2025
- First pilot implementation: Q4 2025
Success Metrics:
- At least 2 employee suggestions integrated into each major tech rollout
- Improvement in employee satisfaction with communication by 25%
- Reduction in tool adoption lag by 40%
Long-Term Repercussions: A collaborative planning culture will result in more relevant technology solutions, deeper employee commitment, and sustainable change management practices that evolve with frontline realities.
Area of Concern 6: Low Visibility and Engagement with External Learning Networks (PLNs)
Overview: While COMPANY A has established partnerships with LinkedIn Learning and Microsoft, only a minority of employees report utilizing these resources. This reflects limited engagement with ISTE Standard 3.5 for Connected Learners.
Solution: Develop a “PLN Power Hub” within the LMS, featuring curated content from external networks, employee showcases, and gamified incentives for participation in webinars, forums, and certifications.
Resources Needed:
- Human: External partnership managers, Director of Training, Training Leads
- Technical: API integrations with LinkedIn Learning, embedded social features in LMS
Training:
- All employees trained on accessing and maximizing PLNs
- Managers trained on promoting cross-pollination of ideas through PLNs
Point Person(s):
- Director of Partnerships, LMS Administrator
Timeframe:
- Design and Launch: Q3 2025
- Quarterly campaigns: Starting Q4 2025
Success Metrics:
- 50% increase in external certification completions in one year
- PLN activity reports integrated into performance reviews
- Recognized employee contributions to external forums increase by 30%
Long-Term Repercussions: Enhanced PLN engagement will build a more connected, innovative, and future-ready workforce, enabling employees to stay competitive and adapt to evolving industry trends with agility and confidence.
Conclusion
COMPANY A, Inc. has demonstrated a clear commitment to leveraging technology for employee development, but as this Technology Improvement Plan outlines, six key areas require focused attention to maximize impact. These include standardizing trainer excellence, ensuring equity in training access, establishing fast feedback cycles, promoting reflective practice, enhancing employee-leadership alignment in visioning, and activating external learning networks. The strategies outlined herein are ambitious yet attainable and reflect both the internal aspirations of COMPANY A’s workforce and best practices in digital transformation.
This TIP was developed through a robust and inclusive research process, integrating qualitative and quantitative data to shape actionable and measurable improvements. By implementing these solutions, COMPANY A positions itself not only to align with ISTE standards but also to emerge as a national model for digital learning excellence in corporate environments. Success will be evident in employee empowerment, increased innovation, and a resilient learning culture that keeps pace with technological change.
References
Brookfield, S. D. (2017). Becoming a critically reflective teacher (2nd ed.). Jossey-Bass.
Personal communications: M. Manzione, C. Sales, R. Frontera, C. Hardey, K. Wroten, J. Robertson, A. Witherspoon, A. Emison and unnamed IT and Compliance staff (January–March 2025).