As health systems face workforce challenges and rising complexity, Altamonte Springs, Fla.-based AdventHealth is shifting from episodic, mandatory training to a culture of continuous learning across more than 100,000 team members.
The approach, led by Chief Learning Officer Sandra Dunbar-Smalley, DPA, is part of the system’s Dynamic Learning Community strategy, launched in 2020 to strengthen employee resilience, elevate patient experience and drive clinical excellence.
“Within the dynamic learning community, I’m responsible for our Leadership Institute as well as organizational learning,” Dr. Dunbar-Smalley said. “Organizational learning is the newer part … with the goal of ensuring every team member feels like a learner and has opportunities to learn and grow.”
She spoke with Becker’s about what makes this approach novel and how success was defined and measured during implementation.
Building the model
At the center of the strategy is a mix of leadership development, microlearning and systemwide infrastructure designed to reach employees at scale.
One core program, SkillSurge, offers self-directed microlearning through a digital portal, where employees can watch short videos, read articles or complete reflection exercises on topics such as communication and emotional intelligence.
“That’s where it started: committing to aspiring to be a dynamic learning community and then creating multiple strategies under that umbrella,” Dr. Dunbar-Smalley said.
AdventHealth has 15 team members at the corporate level focused on organizational learning and is working to ensure each region and division has a “learning professional” to help connect system initiatives to local teams. In 2026, the system plans to embed these professionals across regions and divisions.
Driving adoption through leadership
A key factor in scaling the model has been early and sustained executive buy-in.
“That was a significant hook for executives to buy in and find value,” Dr. Dunbar-Smalley said.
Leadership development programs, which have been in place for several years, created a foundation for broader engagement. As participation grew, so did measurable outcomes.
“We now have data showing that if someone takes certain courses, they are more likely to stay with the company, more likely to meet performance expectations and more likely to have success,” she said.
AdventHealth tracks progress through internal metrics, including its Your Voice survey, which measures leadership effectiveness and opportunities for growth.
Executive sponsorship has also played a central role in actively driving learning initiatives forward. Each initiative is backed by a senior leader, supported by a leadership and learning steering committee composed of top executives.
“Once we get buy-in from them, they become champions in actively driving learning initiatives forward,” she said.
How it shows up for staff
The model gives employees different ways to learn, depending on their role and availability.
Leaders can participate in virtual sessions such as “Leading at AdventHealth” or engage in daily prompts through a Teams channel.
“This allows learning to happen as needed and just in time,” Dr. Dunbar-Smalley said.
Clinicians and staff can engage at different levels, from quick reflection exercises to longer-term programs such as a physician leadership course. About 11,000 employees hold supervisory roles, though many learning opportunities are available systemwide.
Scaling without adding cost
To support growth, AdventHealth has shifted away from some in-person and train-the-trainer models in favor of a studio-based approach, allowing sessions to be broadcast to hundreds of participants simultaneously.
“We are working to become more efficient and resourceful so we can scale learning without significantly increasing costs,” Dr. Dunbar-Smalley said.
The system continues to evaluate effect through workforce metrics and employee feedback, with leaders pointing to increased engagement and ownership of learning among staff.
“They feel empowered by having that opportunity,” she said. “Those stories are exciting because they show how team members are taking ownership of their learning.”
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