the problem:
Staff in hard-to-fill roles across the region struggled to navigate credentialing pathways: they were unclear on available programs, requirements, and organizational support - leading to increased attrition.
what i built
As part of a larger retention task force, I led a subcommittee dedicated to staff pursuing or considering graduate credentialing programs. When the senior leader overseeing our group took leave, I stepped into the interim lead role.
My subcommittee was responsible for research and materials development:
Audited existing credentialing program information and exposed gaps in staff access
Investigated external graduate programs, detailed requirements, outlined timelines, and aligned tuition support
Produced clear, accessible resources to guide staff through the credentialing process
Crafted communication materials for managers to drive credentialing conversations
Partnered with HR and the credentialing team to ensure accuracy and consistency
The Impact
Contributed to an overall 80% retention improvement for the target staff group (task force-wide outcome)
Built resources that reduced confusion and gave staff a clearer path forward
Established a foundation of materials the organization continued using after the task force concluded
Gained experience leading a cross-functional subcommittee through ambiguity