Our Work.

Emerson supported a major professional services firm to build its Consultant Milestone Program, created to speed up the transition of newly hired and promoted Human Capital Consultants to their new role. The program includes several prerequisite courses (ranging from existing eLearning, to virtual ILT, to classroom-based workshops), each designed to build foundational knowledge in several expected competencies for new Consultants.

Participants practice their learning in a three-day simulation, followed by ongoing support and curricula.

We built an orientation program designed to increase productivity of associates, managers and directors of the online organization of a major retailer.

Their goals were three-fold: inspire and engage new employees with their culture, provide a consistent, modular program, and equip new hires with the tools and resources they need.

During initial conducts, new employees at all levels met their learning objectives; they articulated what was expected of them, used the right tools on the job, and described the e-commerce business and the company’s products.

The retail industry was changing and our client, a massive global retailer, needed to shift the leadership team’s mindset to meet the changing landscape. Traditional training didn’t stick.

This client wanted a new way of teaching their managers so they turned to Emerson.

Our customized eLearning program touched over 4,000 employees. With the support of Jubi, a micro-learning, talent development tool, we helped our client’s employees move their attitude toward growth and innovation. With the tool, participants were able to learn, apply, and discuss tactics with peers through small, timed challenges that are meaningful and fun.

A massive, global retailer asked Emerson to update a systems manual, to be used as training, but we proposed a more innovative solution instead: a fashion magazine.

This innovative asset was a four-issue self-study guide for all store managers, the first consistent training to cross all of our client’s multiple brands.

The guide was tailored to the demographic: young, fashion-conscious employees with limited time and attention to focus on training. It included articles that addressed all facets of store operations, each written with a fashion columnist’s voice and highlighted by sharp images.

There were sections that included homework, shadowing and coach checks for feedback. And all articles were short, so employees could quickly learn, then get back on the floor.

One of the country’s biggest clothing retailers was also an early adopter of e-commerce. After taking their business online, executives witnessed a significant shift in business from its physical stores to its websites.

But the e-commerce tools gradually became outdated and inefficient. And each of its brands had inconsistent tools and processes with many handoffs and no accountability. Something had to change and Emerson was there to help.

We designed mirrored processes across all three brands to gain efficiencies, then aligned organizational roles and structures to support the new way of working.

We worked with the organization to design and develop custom training on new tools and processes – ensuring 927 employees were equipped with the skills to do their jobs right. We also provided communication, information sessions, road shows, executive voicemails, project newsletters, and other readiness tools that transitioned the company to where it wanted to be, despite the complexities of the e-commerce upgrade.

A non-profit health organization needed to ensure everyone had effective, annual compliance training. Training had to be standardized and tracked.

Emerson evaluated their current program and met with leaders, compliance specialists, and department trainers to determine the performance gaps and solutions.

We then developed policies and compliance training, including online courses for their global employees and executive team. We also formalized their training development process and created a knowledge base to support ongoing training and communication.

Employees are now trained upon hiring, and each subsequent year. Each department owns and tracks its training. This major client now knows its organization is compliant and ready.