Greater Atlanta Chapter atd strategic Plan About us

Our members and customers are professionals who help others achieve their full potential by improving their knowledge, skills, and abilities in the workplace. They go by many titles: learning leaders, talent development managers, trainers, instructional designers, performance consultants, frontline managers, workplace learning professionals, students and more.

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  Focus on the challenges our members and their organizations are facing and provide members with tools and resources to address those challenges.
  
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  Define the talent development and performance profession and shape its future by being a leading source of industry trends and successful practices.
  
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  Model and leverage technology to engage members, capture world-class knowledge, facilitate interaction, and deliver timely information, products, and services.
  
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  Serve regional, national, and global communities by being a leading catalyst for creating and sharing talent development knowledge and practices.
  
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  Demonstrate the value of affiliation with the ATD Greater Atlanta Chapter to organizations, industries, and local regions that are under-served in the area of talent development.
  

Empower professionals to develop knowledge and skills successfully.

Create a world that works better.

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  Programming is a major offering of the chapter providing over fifty opportunities to learn from experts and engage in chapter meetings, Communities of Practice (CoPs) meetings, professional development workshops, the Atlanta Conference & Expo (ACE), and the Senior Learning Leaders Forum (SLLF).
  
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  Community Relations takes an active role in supporting community engagement by supporting community programs such as the Atlanta Habitat for Humanity, the Greater Atlanta United Way, Atlanta Community Food Bank and others.
  
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  Member Services provides volunteer services, new member orientation and engagement, membership health, and volunteer rewards and recognition.
  
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  Technology provides a job bank and service provider directory.
  

Our programming goal will be met by initiating a needs analysis to determine specific programming to enhance professional development. The programs will be a blend of monthly meetings, CoP meetings, professional development workshops, an annual conference and leadership development program. We will strive for a 50/50 split of live to virtual programs. All live programs will consider meeting accessibility and scheduling to maximize attendance. Meeting structure will ensure adequate time for networking.

The chapter’s value proposition promises each member the opportunity to engage with metro area talent development professionals on an academic, collegial and community service level. We will provide ample opportunities for learning, collaboration and career services. We will provide access to learning resources to help members succeed in their roles.

Membership growth and maintenance strategies will begin with audience segmentation targeting our three main constituencies: professionals, those in transition and students. The segmentation will provide for greater focus on the value drivers for each audience:

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  Professionals = Best practices, new processes, collegial sharing and giving back.
  
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  In Transition = Staying current, networking and skill building via volunteering.
  
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  Students = Evaluate Talent Development as a career track, build skills and relationships.
  

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  Membership: 1,000-2,000
  
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  Renewal rate: >75%
  
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  Average meeting attendance: >30
  
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  NPS or Member Satisfaction of 95%