Managing the capacity of a learning team is a core task of the learning and development leader. In this episode, we are joined by three experienced L&D leaders: Pam Moyer, Jay Letourneau, and Jason Ruff. Together, they explore how staff augmentation can be used to align the capacity of a learning team with business demand.
In this conversation, they explore how learning teams can stay agile by supplementing their full-time or permanent staff with contract or contingent talent, without sacrificing quality, collaboration, or culture. In fact, they explain why and how bringing in a contractor can give your team what you need most, whether that's additional work capacity or specific skills or expertise.
This discussion offers anyone managing learning clear guidance based on experience about how to plan resourcing strategies in alignment with business priorities, mobilizing augmented staff to fill in capacity or skills gaps, integrate contractors into your learning operations as part of a cohesive and high performing team, and how contractors can support your team through periods of business disruption, change and growth.
Scott Rutherford
Hello and welcome to the AXIOM Insights Learning and Development Podcast. I'mScott Rutherford. This podcast series is focused on driving organizationalperformance through learning. In this episode, we're bringing together learningleaders for a discussion about managing the L&D team with a particularfocus on staffing and making the composition of the learning team align withthe workload of the function through specifically staff augmentation.
I'm joined by three senior managers of learning: JayLetourneau has led L&D teams for many years in businesses in healthcare,insurance, and in the public sector. Pam Moyer also joins us with substantialteam leadership experience in insurance and professional services business. AndJason Ruff, who is an expert on managing L&D staff augmentation, and he's apartner with me at AXIOM Learning Solutions. So thanks all three of you forbeing here.
Jason Ruff
Thanks, Scott.
Jay Letourneau
Thank you.
Pam Moyer
Thank you. Glad to be here.
Scott Rutherford
So today's topic is fundamentally a team resourcing discussion. We can't talkabout staff augmentation without talking about how you as managers of thelearning function manage your teams and your resources. So I wanted to startfrom that perspective. Pam, as a manager of L&D in an organization, from aplanning perspective, how do you prefer to plan for projects and teams?
Pam Moyer
Sure, absolutely. In my experience, most of the planning starts with businessobjectives at the top, and then learning aligns to that. At Origami Risk, we gothrough an annual planning process to determine our business objectives for thenext year, and from that, we identify where learning and enablement will beengaged.
When we determine that a change or behavior shift requires alearning intervention, our full-time employees, our FTEs, consult withstakeholders to ensure alignment on objectives before we begin buildingcontent. These FTEs handle the relationships and discovery to establish apreliminary scope. Then I can align a team to build and deliver the content.
Scott Rutherford
Yeah, Jay, I see you nodding along. So it's about understanding what the targetis and assembling resources to hopefully get you there.
Jay Letourneau
Yeah, absolutely.
Scott Rutherford
I guess the next logical step is understanding your available resources andbandwidth. Does it then flow into a gap analysis?
Jay Letourneau
Absolutely, Scott. It’s really about looking at business needs, current teamcapacity, and then prioritizing. Having strong consultative relationshipshelps, especially when saying "not right now" with good reason. It’sessential to look at organizational priorities and fit incoming requestsaccordingly.
Scott Rutherford
How do you start to decide whether you need to hire or augment your team?
Jay Letourneau
It starts with identifying whether the team has the capacity and skills to meetthe goals. For example, about a year ago we needed a technical project managerfor an LMS implementation. My team had LMS experience but not the projectmanagement skills required for a two-year rollout. I didn’t want to hirefull-time, so we reached out to AXIOM. They found us a fantastic partner forthe project.
Pam Moyer
We plan initiatives and budget together. If we determine we need more capacity,that’s when we consider if we need to hire or bring in contingent workers. Thishelps us present options to our business partners.
Scott Rutherford
So it’s about scaling based on what's needed—more work, different work, ormeeting deadlines with additional help.
Jason Ruff
Exactly. We’ve built a network of 10,000 resources. Learning functions areoften understaffed, so we help keep them "right-sized." Contractorsare used when specific skills are needed quickly, when deadlines areaggressive, or when it’s inefficient to keep an FTE at low capacity.
Scott Rutherford
And sometimes it’s backfilling for leave?
Jason Ruff
Yes, we’ve done everything from half-day workshops to 24-month engagements.
Scott Rutherford
Jay, Pam—what roles have you brought in through staff augmentation?
Pam Moyer
I usually have my FTEs handle analysis and alignment. Once we begin contentdevelopment, I bring in AXIOM consultants. The FTE leads continue managingrelationships and project direction while the contractor focuses on developingcontent efficiently.
Scott Rutherford
It sounds like you’re clearing obstacles so your team can focus on what they dobest.
Pam Moyer
Exactly. Contractors come in set up for success, not spinning their wheels. Thelead designer directs them, keeping them focused and effective.
Scott Rutherford
What about team dynamics? How do you manage concerns when bringing incontingent staff?
Jay Letourneau
I approach it positively. Contractors are here to support, not replace. Iemphasize that FTEs are the face of the department. Contractors are part of theteam. I coach and support them like any other team member. This fosters trustand collaboration.
Also, it’s a great way to test potential full-time hires. Ifthey’re a good fit, I go to bat to bring them on permanently.
Scott Rutherford
Jason, can you speak to that?
Jason Ruff
We say “it’s a date, not a marriage.” We only propose contractors who are opento full-time if that’s what the client wants. It's all about alignment—skillsand culture. Contractors now are more integrated than in the past, and theyneed strong communication and flexibility.
Scott Rutherford
Pam, what’s your experience with integrating contractors into your team?
Pam Moyer
AXIOM makes it easy. I invite contractors to team meetings and I’m transparentwith my team about why someone’s being brought in. For example, we brought insomeone with strong Articulate skills who also helped train our team. It helpedus develop and grow together.
Jay Letourneau
Peter from AXIOM is very good at his job. He understands what I need andconsistently brings the right person. I’ve worked with him across multipleorganizations, and he always delivers.
Pam Moyer
I agree. With other agencies, it's hit or miss. With AXIOM, the match isthoughtful, and they follow up to ensure everything is working.
Scott Rutherford
Let’s talk about remote teams. How do you manage contingent workers who aren’tface-to-face?
Jay Letourneau
I prefer virtual. It opens up the talent pool. Our work is hybrid, and toolslike Teams make integration seamless. It’s about connection and capability, notlocation.
Pam Moyer
Agreed. Contractors working remotely can stay focused on content creationwithout office distractions. The FTEs handle relationship-building. Locationdoesn’t matter as long as the work gets done.
Scott Rutherford
Any final thoughts on what makes someone successful in a contingent role?
Jason Ruff
Passion. You need a passion for helping people learn. Flexibility andcommunication are key, but passion comes first.
Jay Letourneau
Yes, and also a sense of excitement. Some want to become FTEs, others enjoymoving from project to project. Both bring value.
Pam Moyer
If I could go back, I might’ve chosen to be a contingent worker sooner. Thevariety of experiences, exposure to different orgs—it’s valuable. You build adiverse portfolio and grow quickly.
Scott Rutherford
Pam Moyer, Jay Letourneau, Jason Ruff—this has been great. Thank you all forjoining.