Teresa Taylor, Operations Regional Manager at McElroy Metal, discusses a groundbreaking training initiative that earned nine Brandon Hall Awards. Starting with onboarding and capturing tribal knowledge from an aging workforce, the program uses web-based technology, including tablets with QR codes on plant floors.
Partnering with Allen Communications, McElroy developed modules covering products like Max-Rib panels and innovative 3D loading simulations. The self-paced courses incorporate gamification and real-world scenarios, positioning McElroy as an industry leader in workforce development. The initiative addresses both immediate training needs and long-term knowledge retention, with plans to expand into comprehensive video libraries for quality checks across all products.
[00:00:00] Introduction to the Building with Metal Podcast and guest Teresa Taylor, Operations Regional Manager at McElroy Metal, who shares her career journey from accounting clerk in 1991 to her current regional leadership role.
[00:03:00] Teresa identifies the dual challenge facing McElroy Metal: the need for standardized onboarding and the urgent necessity to capture tribal knowledge from an aging workforce before valuable expertise walks out the door.
[00:06:00] Discussion of how Teresa researched and selected Allen Communications as their technology partner, emphasizing the importance of cultural fit and shared customer service values in the partnership decision.
[00:10:00] Deep dive into the learner experience, including web-based modules, tablet accessibility on plant floors, QR code integration, and the strategic decision to make training available at the point of need.
[00:14:00] Celebration of nine Brandon Hall Awards won by the program, including two Silver and seven Gold awards across categories like best learning strategy, custom content, and innovative learning programs.
[00:18:00] Teresa explains the most challenging and rewarding project: developing a 3D loading simulation that allows new employees to learn trailer loading concepts without operating overhead cranes.
[00:23:00] Honest discussion about implementation challenges, including the rapid pace of development and the realization that McElroy relied heavily on undocumented tribal knowledge rather than written procedures.
[00:28:00] Exploration of gamification techniques used in the training, including drag-and-drop exercises, interactive timelines, and reinforcement activities that enhance learning retention.
[00:30:00] Teresa shares her vision for the future: creating a comprehensive video library demonstrating proper quality checks for all McElroy products.
[00:32:00] Closing thoughts on lessons learned, the importance of preparation, and how the training initiative positions McElroy as an industry leader in workforce development.
When Teresa Taylor joined McElroy Metal as a senior accounting clerk at their Winchester, Virginia plant in April 1991, she couldn't have imagined that three decades later she would spearhead an award-winning training initiative that would position the company as an industry leader in workforce development. Today, as Operations Regional Manager supporting fourteen plants across the organization, Teresa has successfully navigated one of manufacturing's most pressing challenges: how to preserve institutional knowledge while preparing the next generation of skilled workers.
The problem facing McElroy Metal mirrored challenges across the manufacturing sector. As Teresa explains, the situation demanded immediate attention on two fronts. First, the company needed a standardized onboarding program for new employees that could be shared across departments. Second, and perhaps more urgently, they faced the reality of an aging workforce on their plant floors. The concern was clear and pressing: with every seasoned employee who retired or moved on, decades of valuable expertise walked out the door, taking with it the kind of tribal knowledge that can't be replaced by reading a manual or watching a single demonstration.
The solution required thinking beyond traditional training approaches. Teresa knew that capturing this knowledge demanded technology that would appeal to younger workers while remaining accessible and practical for daily use on busy plant floors. What she didn't know initially was exactly how to find the right partner to make this vision reality. Her approach was refreshingly straightforward: she started with Google searches, exploring various training companies in the technology realm, filling out contact forms, and beginning conversations with multiple potential partners.
After extensive research and numerous discussions, Teresa chose Allen Communications as their development partner. The decision came down to something deeper than just technical capability or competitive pricing. When talking with anyone from Allen Communications, Teresa felt like she was having a conversation with someone from McElroy Metal itself. That cultural alignment proved invaluable throughout the entire development process, which demanded both patience and agility as the team worked to define the scope of content over nearly a year.
The project launched in two phases, with Phase One addressing both the onboarding course and beginning the tribal knowledge capture with a familiar product: the MaxRib panel. Teresa chose this product deliberately, knowing it well from years of experience at the Winchester plant. This strategic decision allowed the team to test their approach with subject matter they understood intimately before expanding to more complex applications.
What surprised Teresa most about working with Allen Communications was the speed at which things progressed once the scope was finalized. The onboarding course came together relatively quickly, drawing heavily from the wealth of information available on McElroy Metal's website, a testament to the company's investment in digital resources. The Max-Rib module required more time, involving on-site video production at the Marshall plant, script development, and careful coordination with subject matter experts to ensure accuracy and completeness.
The resulting courses are entirely web-based, designed for flexibility and accessibility. The onboarding program runs about twenty minutes as a self-paced professional course. On the plant floor, employees can access training modules using tablets equipped to scan QR codes that direct them to the company's Learning Management System. Each employee has individual login credentials, and the system tracks both initial completion and any subsequent reviews. This dual-access approach means new employees can complete comprehensive training on computers while experienced operators can quickly reference specific procedures on tablets right where they work, without waiting for a supervisor or more seasoned colleague to become available.
Gamification plays a crucial role in making the training engaging and effective. In the company history module, for instance, users watch a video about McElroy Metal's evolution, then reinforce that learning through interactive drag-and-drop exercises where they match events to dates or arrange milestones in chronological order. Safety training incorporates click-and-choose scenarios and interactive elements that make abstract concepts concrete. These gamification techniques reflect Allen Communications' expertise in instructional design and their understanding of how people actually learn and retain information.
Phase Two expanded into loading and trim operations, yielding what Teresa considers the most meaningful achievement of the entire initiative. The loading training course allows new employees to learn the concepts of loading products onto flatbed trailers through a computerized program, mastering the principles without initially operating the overhead cranes used in most plants. For someone unfamiliar with crane operation, the experience can be intimidating and potentially dangerous. By separating concept learning from equipment operation, new employees can focus on understanding load distribution, weight balance, and sequencing before they ever touch crane controls.
This loading module proved to be the project's biggest design challenge. The first iteration used two-dimensional graphics that, while functional, didn't capture the realistic feel the team wanted. Teresa pushed Allen Communications to find something closer to three-dimensional representation, requiring scope adjustments and timeline extensions. The final product allows users to view actual load information from real orders across multiple McElroy plants, then drag and drop computer-generated bundles that look remarkably similar to actual packaged products onto a virtual trailer. The result is a training tool that teaches genuine skills in a safe, controlled environment where mistakes become learning opportunities rather than safety incidents or damaged product.
The program's excellence gained external validation through nine Brandon Hall Awards, the most prestigious recognition in human capital management. McElroy Metal earned two Silver awards for Best Learning Strategy and Best Unique or Innovative Learning and Development Program, along with seven Gold awards spanning categories from Best Competencies and Skill Development to Best Use of Games or Simulations for Learning. The company even won Gold in talent acquisition for Best New Hire Onboarding Program. For context, Brandon Hall has recognized excellence in human capital management globally since 1993, making these wins particularly significant. The fact that McElroy Metal won in every category for which they were nominated speaks to the program's comprehensive quality.
Of all these awards, Teresa finds the Gold for Best Custom Content most meaningful, directly tied to the challenges overcome in developing the loading simulation. The technical complexity, the multiple scope adjustments, the determination to push beyond adequate to truly excellent, all of that effort culminated in both a highly valuable training tool and industry recognition for innovation.
Implementation has brought its own lessons about change management. As Teresa candidly acknowledges, turning a large organization toward new practices resembles turning a gigantic cruise ship in the ocean—it doesn't happen instantly. The onboarding program has gained the strongest traction, already adopted by the customer service team and other departments beyond operations. The plant floor modules are steadily gaining acceptance as employees discover their value and as the tools become embedded in standard practices. Every day brings more users and broader adoption, though Teresa wishes she could have simply flipped a switch and achieved one hundred percent utilization immediately.
One unexpected revelation during development was how much McElroy Metal actually relied on tribal knowledge rather than documented procedures. When Allen Communications requested Standard Operating Procedures and job aids to incorporate into the training modules, the team often had to create these documents from scratch. Knowledge existed in the minds and hands of experienced workers, but it hadn't been systematically captured and written down. This realization underscored the urgency of the entire initiative while also highlighting the tremendous amount of work required to build a truly comprehensive training library.
Looking at the competitive landscape, Teresa believes this initiative positions McElroy Metal as an industry leader. While she doesn't claim to know every detail of competitor training programs, feedback from employees who joined McElroy from other companies in the sector consistently indicate that competitors don't offer anything comparable. This advantage matters in an industry competing for skilled workers, particularly younger employees who expect technology-enabled workplace experiences.
The current focus involves continuing to develop supporting materials even while additional module development is on hold. The team is writing new Standard Operating Procedures, updating existing ones, and creating job aids that will be ready when resources allow the next phase of course development. This preparation ensures that future expansion can proceed more quickly, building on lessons learned during the first two phases.
Teresa's long-term vision is ambitious: a comprehensive library of professional-quality videos demonstrating proper quality checks for every product McElroy Metal manufactures. She acknowledges this represents a significant lift, requiring substantial resources for the videography, choreography, script development, and coordination necessary to create truly valuable instructional content. Yet the potential impact makes it worth pursuing. Detailed video instruction focusing on the specific elements that define quality in each product would serve both new employees learning standards and experienced workers needing to refresh their knowledge or verify procedures.
Reflecting on the entire journey, Teresa emphasizes how eye-opening and educational the experience has been personally. She gained an entirely new vocabulary of training and development terms, developed deep appreciation for the effort required to create professional learning experiences, and learned firsthand the critical importance of preparation. Her advice for any organization considering a similar path is straightforward: prepare thoroughly. Gather your documents, create your job aids, develop your Standard Operating Procedures, and assemble all information related to your subject matter before engaging with a development partner. This preparation work accelerates development while ensuring accuracy and completeness in the final product.
As an employee-owned company, this investment in training development reflects McElroy Metal's commitment to its most valuable asset: its people. The program helps attract quality talent by demonstrating organizational investment in employee success. It aids retention by providing clear development paths and readily accessible support for skill building. Most importantly, it preserves the expertise built over decades of manufacturing excellence, transforming individual knowledge into organizational capability that will serve the company for generations to come.
The success of this initiative demonstrates that manufacturing training can embrace modern technology and instructional design principles to create engaging, effective learning experiences. It proves that even complex, hands-on skills can be taught through thoughtful combination of video, simulation, and interactive exercises. And it shows that with the right partner, clear vision, and willingness to invest both time and resources, companies can transform how they develop their workforce while positioning themselves as employers of choice in competitive labor markets.