Director of Learning and Development at Navacord

Lauren Crabbe

Navacord's Director of Learning and Development, Lauren Crabbe, oversees the company's learning and development initiatives. Her innovative business development strategies have proven instrumental in cultivating enduring client and business relationships. She fosters career growth across all levels, offering impactful and transferable learning opportunities. Crabbe's adeptness at collaborating seamlessly across various organizational divisions significantly contributes to the company's overall success.

In an exclusive interview with Manage HR Canada magazine, Lauren Crabbe shares her valuable insights on adopting a more flexible approach to tailor our learning programs.

Please give us an overview of the journey that led you to become the director of learning and development at Navacord.

Embarking on my professional journey in sales, I uncovered a passion for fostering team success and connecting with individuals. It became evident that sales targets were not my primary focus. This realization led me to transition into adult education. Pursuing a Master's degree at the University of Toronto provided the foundation for entering the insurance industry. Over the ensuing decade, I refined my expertise in this field.

In the initial year, I transitioned to a sales team dedicated to educating brokers and customers. This experience deepened my understanding and appreciation for the industry. It ultimately paved the way for my transition into Learning and Development (L&D) at Navacord, where I assumed a leadership role in shaping the company's trajectory.

I joined Navacord approximately two years ago when they were in the process of establishing their L&D team. Initially, the company was formalizing training for sales and service professionals. This presented an exciting opportunity for me, as I had the chance to contribute to the team's formation and growth actively.

As the Director of Learning and Development, what role do you play in the intersection of L&D and the Diversity, Equity, and Inclusion (DEI) department at Navacord?

Common discussions revolve around training organizations in DEI matters, such as addressing unconscious biases or microaggressions. This forms a vital foundation for any organization. However, there needs to be more information regarding how our Learning and Development initiatives specifically accommodate diverse organizations and consistently contribute to their ongoing success.

“Effective leadership and inspiration demand proactive anticipation of industry trends and the nurturing of transparent communication within the organization.”

My team delves into bias and hiring practices, providing various tools and approaches to enhance workforce diversity. Both incoming employees and current staff members can flourish in their careers, regardless of their background or current role. We adopt a more adaptable approach to customize our learning programs. This approach enables individuals to advocate for themselves and their desired roles assertively. It's a process that requires time and exploration of various methods, like individuals advocating for their career growth.

Moreover, organizations often emphasize the importance of employees taking ownership of their career paths. However, the company must scrutinize whether it acknowledges diverse approaches to this process. Not everyone feels equally confident in expressing their aspirations. Research, for example, indicates that women tend to seek an 80 percent alignment with job descriptions when applying, unlike men, who may be comfortable with a 20 percent match. This difference extends to internal growth and development. An organization must determine if women view career advancement differently from men and inform and equip individuals for these opportunities so that they feel capable and empowered in the decision-making process.

Learning and development programs, communication strategies, and leadership training play pivotal roles. Our objective is to have conversations tailored to each employee's unique needs. It's not about uniformity but about understanding and supporting individuals, ultimately enabling them to advocate for themselves effectively.

Furthermore, in the field of sales, it's evident that our organization, like many others, tends to lean towards specific profiles during hiring. The company holds preconceived notions of what a successful candidate should embody, encompassing their personality traits, behaviors, and work approach. However, it's crucial to acknowledge that biases may seep into the formulation of these profiles.

While the company has instituted programs to strengthen these established norms, it's crucial to reassess whether these norms necessitate adjustment to foster a more inclusive and diverse environment. Over the past few years, there has been an observed shift in the individuals entering the sales field. The once prevalent stereotypical sales personality is becoming less prevalent. This shift signifies a positive development aligned with the company's diversity goals.

This transformation prompts our team to ensure its L&D approach and training programs align with these diverse needs. While crafting a distinct training program for each individual is impractical, the company can incorporate mentoring, coaching, and additional opportunities tailored to specific needs. This may encompass empowerment, confidence-building, and refinement of communication strategies. Supplementing the standard training programs with these personalized elements can enhance the likelihood of success for a wider range of individuals in their roles, transcending the conventional notion of a salesperson.

How is your team implementing these training programs in the organization?

Due to the early stage of the team's development, leadership training is not currently our organization's highest priority. However, it is anticipated to become a central focus in the future. Currently, the company is in the early stages of gaining insight into these important matters. Our team is enthusiastic about this endeavor and eager to continue progress. Presently, we're focused on laying the groundwork to equip leaders throughout our organization better. This entails ensuring everyone possesses a fundamental understanding of DEI. Following this, the company plans to concentrate on honing the key skills required for effective leadership. This will empower leaders to engage in diverse conversations and provide tailored support.

Regarding specific tools, our organization is still in the initial brainstorming phase. The company’s L&D team has only been established within our organization for approximately one and a half years, making us relatively new. Nevertheless, our team is committed to creating high-quality content. When our team formalizes the training programs, the company will address critical areas, including the talent shortage and DEI considerations.

What advice would you give to your peers and aspiring professionals within the L&D space?

Staying current with information is imperative, as relying on outdated data is no longer a viable choice. The present era demands a dedicated commitment to generating fresh research and ensuring the validity of studies from the past. The landscape is evolving rapidly, with diverse generations, cultures, genders, and sexual orientations shaping our workforces. It is crucial to align the internal processes with contemporary fundamentals.

To lead and inspire effectively, one must proactively anticipate industry trends and foster transparent communication within the organization. This ensures that the company is well-prepared to make decisions in the best interest of the organization and its diverse constituents.