Performance Accelerated Learning

Principal & Founder

Brain Aware Training

VP Partnerships

Provi

•Developed & executed organizational learning strategy based on various needs analyses and stakeholder partnering
•Delivered Leadership Development programs to all people leaders
•Implemented LMS and eLearning strategy

Senior Director, Learning & Development

Amobee

•Built out global Learning & Development team of five, conducted various needs analyses, designed and executed organizational learning strategy
•Designed and delivered a blended program for improving talent selection across the organization.
•Delivered a program focused on Leading Effective Change for all senior leaders across the organization
•Piloted and rolled out a comprehensive Leadership Development program.
•Maximized usage and adoption of LMS and Implemented a goal management process and system

Director, Learning & Development

SThree

•Led a US based team of six to place in Training Magazine’s Training Top 125 three consecutive years
•Led a global team of five Learning Partners covering over 14 countries
•Led a US based team of 10 Talent Acquisition professionals
•Increased candidate NPS from -45 to 30 through the implementation of an enhanced candidate experience and upskilling hiring managers interviewing capability
•Led the Development, Design, and Implementation of an onboarding program for all recruiting and sales employees which resulted in an ROI of $6.3M over 14 months
•Facilitated the participant selection and delivery of a high-potential leader program
•Coached leaders at all levels

Director of Talent Development

Oracle

•Led efforts to conduct Talent Reviews on 100+ managers
•Provided strategic guidance on people and organizational issues
•Pro-actively translated business needs into HR solutions
•Led and supported the execution of HR programs
•Managed employee relations issues and conduct investigations in support of corporate ethics and values
•Participated in company-wide programs and initiatives such as planning, salary review, organizational change, performance management, and training assessment

Senior HR Business Partner

BigMachines Inc. (acquired by Oracle - November, 2013)

•Led the Learning & Development Team to place in Training Magazine's 2014 Training Top 125
•Led the organization through a Cultural Transformation, facilitated workshops to introduce the change and provided support tools to manage the change, resulting in a positive impact to all corporate results, most notably:
Increased Customer Satisfaction, measured by NPS from 6.7 to 7.8 within 12 months
Decreased annualized attrition from 34% to 24% within 12 months
•Managed a team of four Learning & Development professionals and two Human Resource professionals
•Implemented a quarterly review process, identified necessary skills and competencies for each role and created behaviorally anchored rating scales to facilitate the execution of reviews, resulting in increased communication and expectation setting between manager and employee
•Identified areas for improvement across all functions based on quarterly skills assessment process, resulting in an increase in the average skills assessment score from 3.2 to 3.5 within 6 months
•Managed relationships with functional leaders across the organization to garner support for training and leverage use of subject matter experts for content development
•Improved functional metrics in part through improvements in training programs, specifically:
Increase in Customer Support case close survey scores from 87% to 97%
Decrease in Customer Support case resolution time from 7.49 days to 4.2 days
Increase in Admin Services NPS score from 7.4 to 7.93 within 9 months
Increase in Product Development bugs solved from 39 in Q1 2013 to 54 in Q3 2013
•Designed and facilitated a leadership development program for newly promoted managers
•Implemented Employee Engagement & Satisfaction survey, many of the above accomplishments resulted in:
Overall Employee Satisfaction of 84% compared to an industry benchmark of 70%
Overall Employee Engagement of 4.0 compared to an industry benchmark of 3.6

Director of Human Resources | Learning & Development

•Manage, develop and facilitate all aspects of a 12 week Sales Training Program for Enterprise Sales Executives
•Manage an Instructional Designer focusing in various areas of course development
•Coached Executives on various areas of presentation delivery
•Consult all functional areas on development of functional specific training development

Temporary Inside Sales Management Assignment Nov 2010 - December 2011
•Manage, Coach, and Develop a team of Business Development Associates
•Monitor and Audit performance, prepare monthly compensation statements
•Implemented a new cold calling methodology increasing qualified prospect hand-offs
•Increased productivity by >50% from Q2 2011 vs Q2 2010

Sales Training Manager

HSBC

•Facilitated internally designed courses covering the topics of coaching, communication skills, emotional intelligence, managing others, behavioral interviewing, 360° feedback, and basic interviewing skills.
•Facilitated externally designed courses: 7 Habits for Managers by Steven Covey, TDF Theory and Application by TDF International, Leveraging and Developing our Diverse Talents by ProGroup, Decision Making by Right Management, Project Leadership by SMG, Leading Through Change by Root Learning, and Transgender Awareness by Novations.
•Managed course content to include updates as needed and communication to certified facilitators across the region.
•Facilitated Train the Trainer sessions to teach and certify other instructors course content.
•Managed recruiting in North America for the International Manager Program.
•Facilitated and assisted with Assessment Centers for various Graduate Recruitment programs.
•Managed an annual process of surveying Learning & Development business partners to measure satisfaction with services provided.
•Managed various small to medium-sized projects.

Corporate Learning & Development Specialist

•Facilitated courses targeted at newly hired Account Executives to develop their sales skills as well as to learn company specific guidelines and policies.
•Coached Account Executives during outbound calls to increase sales skills.
•Designed, developed, and provided feedback on the new hire course.
•Developed and administered Microsoft Access database to track logistics for workshops held by 18 trainers for Account Executives in 1,400 branches, as well as to track production for all program graduates thereafter.
•Designed and facilitated Train the Trainers to certify new trainers in the new hire training program.
•Mentored new trainers and assisted in their adjustment to their new role as all trainers transitioned from an Account Executive role.

Learning & Development Specialist | Sales Trainer

•Originated real estate secured and unsecured loans.
•Solicited current and prospective customers.
•Managed branch duties in the Branch Manager’s absence including audit, call program monitoring, supervising loan closings, and managing staff.
•Trained and coached new Account Executives to develop sales and underwriting skills.
•Mentored two Account Executives in remote branches.
•Led a campaign for United for Hope resulting in 100% enrollment in my district.
•Tested business specific software as a subject matter expert prior to the release of revisions.

Senior Account Executive

Author | Coach | Talent Leader | Inquisitive Human

I help leaders build high performing teams where everyone belongs.

For over 20 years, I have delivered and led talent development in organizations as large as HSBC and Oracle, and have had the most fun winning awards for the teams and programs I built at smaller high-growth companies.

"We hire the best person for the job."

I hear this constantly. And it's almost never true.

Not because recruiters or hiring managers are intentionally biased, but because our brains are wired to take mental shortcuts. And those shortcuts systematically exclude talented people.

The research is clear:

‼️Resumes with "white-sounding" names receive 50% more callbacks than identical resumes with names perceived as Black
‼️Women are less likely to be hired for leadership roles when described using the same language as male candidates
‼️Similar biases exist for age, disability status, and countless other factors

Here's what makes this so insidious: Most companies believe they're meritocracies. They're not. They're pattern-matching machines.

So what can you do?

1. Structured interviews: Ask every candidate the same questions in the same order. This reduces the influence of "gut feeling" (which is usually just bias).
2. Blind resume reviews: Remove identifying information before initial screening. Focus on qualifications, not proxies for demographic characteristics.
3. Diverse interview panels: Homogeneous groups reinforce the same biases. Mixed perspectives surface blind spots.
4. Standardized evaluation criteria: Define what "good" looks like before you see any candidates. Then stick to it.
5. Continuous training: Bias isn't a one-time fix. It requires ongoing awareness and intentional practice.

The goal isn't to eliminate all subjectivity, culture fit matters. But we need to separate genuine values alignment from "they remind me of me."

Creating true belonging in organizations starts before people even walk through the door. It starts with who gets the invitation to interview.

What steps has your organization taken to reduce bias in hiring?

Justin Reinert, MA, CPTD, SPHR

My mission is to inspire others to be more effective, curious, and confident learners and leaders. I have a proven track record of consulting, facilitating, and managing learning projects for diverse clients across various industries and sectors, including technology, finance, and healthcare. I specialize in coaching, change management, diversity and inclusion, leadership, and employee relations. I am also a published author and an accredited practitioner of Insights Discovery.

In my role of Learning Effectiveness at Brain Aware Training, I apply my MA in Educating Adults and 20 years of experience in talent development, training, and coaching to help individuals and organizations optimize their learning potential and performance. I leverage neuroscience, psychology, and behavioral science to design and deliver engaging and impactful learning solutions that foster growth, innovation, and resilience.

Helping Growing Companies Scale Through Leadership That Performs

78% of organizations are now using AI in at least one business function, up from just 55% a year ago. That's not gradual adoption, that's transformation.

But here's what caught my attention: 70% of AI implementation obstacles are people and process-related. Only 10% involve the algorithms themselves.

This mirrors what I've seen across 20+ years in talent development: Technology is rarely the bottleneck. People are.

The companies winning with AI are investing in change management, workflow optimization, and developing AI literacy across their teams.

Three questions for leaders navigating this shift:

❓Are you equipping your teams with the skills to work alongside AI?
❓Have you redesigned processes to maximize AI's impact, or just layered tech on top of broken systems?
❓Are your leaders aligned on how AI fits your strategic vision?

The gap between AI leaders and laggards is widening fast. Companies that focus 70% of their AI efforts on people and processes—not algorithms—are scaling AI products twice as effectively as their peers.

You can't scale chaos. And you can't bolt AI onto an organization that lacks clarity, alignment, and strong leadership.

What's your biggest challenge in implementing AI in your organization?

You promoted your top performer. They were crushing it as an individual contributor.

Now? They're funneling every decision back to you. Your inbox is chaos. And somehow, performance on their team is declining.
Sound familiar?

Here's the uncomfortable truth: Being great at the job doesn't make someone a great leader.

I've spent two decades developing leaders in companies from HSBC to high-growth startups. The pattern is always the same: companies scale headcount but forget to scale leadership capability.

The result? Leadership bottlenecks that strangle growth.
I recently worked with a startup that doubled their headcount and leadership team in under two years. Instead of creating chaos, they achieved greater executive alignment and clarity.

How?

They stopped treating leadership development as an afterthought.

Here's what most scaling businesses get wrong:
❌ Assuming leadership skills develop naturally
❌ Promoting based on technical expertise alone
❌ Providing no structured support during transitions
❌ Hoping problems will resolve themselves

And here's what works:
✓ Structured coaching during role transitions
✓ Building common leadership language across the organization
✓ Creating clear expectations and frameworks for decision-making
✓ Ongoing development aligned to business needs

Research backs this up: Companies see a 415% annualized ROI on leadership development through improved decision-making and team performance.

Your business can't outgrow your leadership bench. Period.

If you're scaling and your leaders are overwhelmed, the problem isn't that you need fewer priorities. You need stronger leaders.

What's one leadership challenge you're facing as you scale?

Most companies treat talent like a cost center.

Then they wonder why they can't attract or retain top performers.

Here's a hard truth from 20+ years in talent development: Your talent strategy is your business strategy. Full stop.

If you're serious about winning, here are the talent strategies that actually move the needle:

1️⃣ Make belonging non-negotiable

Employees who feel they belong are 3x more likely to stay. But belonging isn't about pizza parties and ping pong tables.

It's about psychological safety. Clear communication. Equitable access to opportunities. And leadership that walks the talk.

I literally wrote the book on this—Creating Belonging—because I watched too many companies talk about culture without doing the work to create it.

2️⃣ Develop leaders BEFORE they're overwhelmed

Waiting until your new manager is drowning is too late. 

Leadership transitions are predictable, prepare people for them.

Companies with structured leadership development see 21% higher profitability. That's not a coincidence.

3️⃣ Align talent to business outcomes

Stop running development programs because "that's what we've always done." Every learning initiative should tie to a measurable business objective.

Ask: What capability gap is preventing us from executing our strategy?

Then build talent solutions that close that gap.

4️⃣ Treat retention like a competitive sport

The cost of turnover is staggering, typically 50-200% of an employee's salary. Yet most companies only react after someone resigns.

Proactive retention means continuous feedback, growth opportunities, and managers who actually know how to lead.

Research shows employees led by effective managers are 3x more likely to stay. Invest there.

5️⃣ Build scalable infrastructure early

If you're in high-growth mode, don't wait until you're 500 people to think about talent systems. By then, you're playing catch-up.

Scalable talent infrastructure: clear career paths, consistent feedback mechanisms, structured onboarding, prevents the chaos that kills momentum.

The companies I've worked with that win on talent aren't always the ones with the biggest budgets. They're the ones who understand that sustainable growth requires intentional investment in people.

You can't scale chaos. You need clarity, alignment, and leaders equipped to execute.

What talent challenge is keeping you up at night?

Friday poll: When hiring for leadership roles, what's MOST important to you?

Everyone's talking about AI. But adoption and effective implementation are two different things.

78% of organizations are now using AI in some capacity. But what's actually holding companies back from using it well?

Is it that you don't have the technical talent? Are your people resistant to adopting new tools? Is it hard to identify where AI will actually drive ROI? Or are your existing processes too messy to layer AI on top?

My bet: It's less about the technology and more about the people and processes. But I want to hear from you.

Vote below—and if you've cracked the code on this, share what worked in the comments.

taplio

Justin Reinert, MA, CPTD, SPHR's Linkedin Analytics

Justin Reinert, MA, CPTD, SPHR

Performance ScoreJustin Reinert, MA, CPTD, SPHR's LinkedIn Performance

Justin Reinert, MA, CPTD, SPHR's Best Posts (last 30 days)

Ready to grow your LinkedIn presence?

taplio

.css-6ytdur{background-image:linear-gradient(284deg, rgba(39, 43, 72, 1) 0%, rgba(33, 47, 183, 1) 100%);color:transparent;-webkit-background-clip:text;background-clip:text;}Justin Reinert, MA, CPTD, SPHR's Linkedin Analytics

Justin Reinert, MA, CPTD, SPHR

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Justin Reinert, MA, CPTD, SPHR's LinkedIn Performance

Justin Reinert, MA, CPTD, SPHR's Best Posts .css-1emoo84{font-size:var(--chakra-fontSizes-md);font-weight:400;color:var(--chakra-colors-gray-600);}(last 30 days)

Ready to grow your LinkedIn presence?

Justin Reinert, MA, CPTD, SPHR's Linkedin Analytics

Performance ScoreJustin Reinert, MA, CPTD, SPHR's LinkedIn Performance

Justin Reinert, MA, CPTD, SPHR's Best Posts (last 30 days)