A Culture of Development at the Federal Reserve Bank of New York: Jenna Filipkowski
Workplace Stories by RedThread Research
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Outro
Dani and Jenna close the episode, promote the RedThread community and thank listeners for tuning in.
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Transcript
Episode notes
On this episode, we’re with Jenna Filipkowski, the Head of Learning and Development at the Federal Reserve Bank of New York. With a background in organizational psychology and research, Jenna brings a fresh, outsider perspective to the world of L&D, challenging traditional approaches and driving innovation within the unique environment of the Fed.
We discuss the importance of team development over individual learning, the shift from self-directed "Netflix of learning" approaches to more guided, in-person experiences, and the crucial role of branding and communication in building credibility for L&D organizations.
You will want to hear this episode if you are interested in...
Historically, L&D programs have targeted individual upskilling and career navigation. At the Federal Reserve Bank of New York, Jenna Filipkowski is pioneering an approach grounded in 6 Team Conditions, a research-backed model that moves beyond one-off workshops.
Her Energize program uses diagnostics, assessments like Hogan and Insights Discovery, and customized workshops to identify and strengthen the underlying conditions for team success. Rather than a one-size-fits-all or quick-fix model, teams undergo a tailored process, allowing for deeper systemic improvement. It’s about giving teams the tools and support to accelerate their performance because they’re set up for success, not just treating every challenge as an off-the-shelf problem.
The Death of Netflix of Learning
For years, L&D has been swept up by the promise of Netflix learning, providing endless on-demand content and empowering employees to self-direct their learning journeys. But this laissez-faire model has started to unravel, because organizations and individuals are craving more structure and intentionality.
At the New York Fed, the move to in-person, cohort-based programs is intentional. In-person learning provides social connection, time to focus, and shared experience, resulting in deeper reflection and lasting impact. While technical upskilling may still leverage digital and asynchronous methods. Blending modalities based on program intent, not defaulting to digital just because it’s easier.
Branding L&D
Standing out in a large, multifaceted organization is a challenge for any L&D team, and Jenna’s approach is to treat L&D as a brand. Programs at the Fed share unified branding with cohesive names and visual identity, making offerings memorable and fostering a sense of exclusivity and aspiration.
Branding goes hand-in-hand with effective communication. Frequent roadshows, town halls, engaging graduation ceremonies, and leadership conferences help communicate value not only to employees but also to senior leadership.
Measurement and Accountability
At the Fed, Jenna and her team use a mix of reach, participant demand, stakeholder feedback, and practical business cases solved to demonstrate L&D’s value. They push to correlate L&D participation with metrics like engagement and retention—demonstrating impact beyond traditional learning outcomes. The vision for the future includes more robust, passive data collection and real-time intelligence—but for now, using multiple data sources creatively is key.
As workplaces shift once again, the future of L&D will center on three things: helping people grow in their roles, building strong leaders, and fostering connection through learning alongside others. The journey away from content chaos and toward strategic, human-centered, and measurement-driven L&D is just beginning.
Resources & People Mentioned
Connect with Jenna Filipkowski
Connect With Red Thread Research
Subscribe to WORKPLACE STORIES
We discuss the importance of team development over individual learning, the shift from self-directed "Netflix of learning" approaches to more guided, in-person experiences, and the crucial role of branding and communication in building credibility for L&D organizations.
You will want to hear this episode if you are interested in...
- 00:00 Team-based learning evolution
- 05:06 Improving the workforce experience
- 07:59 Embracing opportunity in HR leadership
- 15:46 Team coaching as facilitation
- 19:56 Aligning learning with business goals
- 25:40 In-person vs. virtual leadership training
- 33:12 Improving organizational learning through data
- 37:46 Cohesive branding and storytelling
- 40:20 Leadership accountability and development
Historically, L&D programs have targeted individual upskilling and career navigation. At the Federal Reserve Bank of New York, Jenna Filipkowski is pioneering an approach grounded in 6 Team Conditions, a research-backed model that moves beyond one-off workshops.
Her Energize program uses diagnostics, assessments like Hogan and Insights Discovery, and customized workshops to identify and strengthen the underlying conditions for team success. Rather than a one-size-fits-all or quick-fix model, teams undergo a tailored process, allowing for deeper systemic improvement. It’s about giving teams the tools and support to accelerate their performance because they’re set up for success, not just treating every challenge as an off-the-shelf problem.
The Death of Netflix of Learning
For years, L&D has been swept up by the promise of Netflix learning, providing endless on-demand content and empowering employees to self-direct their learning journeys. But this laissez-faire model has started to unravel, because organizations and individuals are craving more structure and intentionality.
At the New York Fed, the move to in-person, cohort-based programs is intentional. In-person learning provides social connection, time to focus, and shared experience, resulting in deeper reflection and lasting impact. While technical upskilling may still leverage digital and asynchronous methods. Blending modalities based on program intent, not defaulting to digital just because it’s easier.
Branding L&D
Standing out in a large, multifaceted organization is a challenge for any L&D team, and Jenna’s approach is to treat L&D as a brand. Programs at the Fed share unified branding with cohesive names and visual identity, making offerings memorable and fostering a sense of exclusivity and aspiration.
Branding goes hand-in-hand with effective communication. Frequent roadshows, town halls, engaging graduation ceremonies, and leadership conferences help communicate value not only to employees but also to senior leadership.
Measurement and Accountability
At the Fed, Jenna and her team use a mix of reach, participant demand, stakeholder feedback, and practical business cases solved to demonstrate L&D’s value. They push to correlate L&D participation with metrics like engagement and retention—demonstrating impact beyond traditional learning outcomes. The vision for the future includes more robust, passive data collection and real-time intelligence—but for now, using multiple data sources creatively is key.
As workplaces shift once again, the future of L&D will center on three things: helping people grow in their roles, building strong leaders, and fostering connection through learning alongside others. The journey away from content chaos and toward strategic, human-centered, and measurement-driven L&D is just beginning.
Resources & People Mentioned
Connect with Jenna Filipkowski
Connect With Red Thread Research
- Website: Red Thread Research
- On LinkedIn
- On Facebook
- On Twitter
Subscribe to WORKPLACE STORIES
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