Janney Montgomery Scott LLC

Autumn Carter

Autumn Carter, Assistant Vice President of Learning and Organizational Development at Janney Montgomery Scott and past President of The Greater Philadelphia ATD Chapter, brings deep expertise in employee development, engagement, and retention. Renowned for exceeding organizational goals, she drives team productivity and operational efficiency by fostering a culture of continuous learning. With a proven track record of aligning employee growth with business objectives, Carter is a valuable asset for organizations seeking to strengthen their human capital and achieve lasting success.

In an exclusive interview with Manage HR, Carter shared her perspective on broadening access to development, engagement, and culture strategies in the evolving era of AI.

Building Pathways of Growth

In my current role, I oversee learning and organizational development, employee engagement, and employee retention, ensuring that people have the necessary skill sets to succeed and achieve their goals. For example, each year we conduct an employee experience survey to gauge the well-being of our population. Through a strong commitment to learning, engagement, and culture-building, we’ve proudly earned the Great Place to Work certification for three consecutive years. Beyond that, I help shape the culture and the direction in which the company is moving.

One of the core pillars of my strategic plan to keep driving our firm forward—and to ensure we remain a great place to work—is making learning accessible to everyone. We’ve made this vision a reality by offering a wide range of development opportunities, from self-paced courses and on demand curated learning paths, to leadership development programs, and more.

“The key lesson in life, for me, is to continue growing and learning, whether it’s through conferences, courses, or simply by being receptive to new ideas and viewpoints from people at all levels”

For instance, most of our leadership programs typically accommodate 20 to 35 participants per cyle, creating an intimate environment that fosters interactive and engaging learning experiences. To extend support beyond these smaller cohorts, we partner with trusted vendors to provide on-demand courses and develop curated learning paths-- bundles of carefully selected classes designed to build relevant, timely skills for all employees.

Beyond traditional learning, we also champion experiential development through active participation in employee resource groups and mentorship. These experiences help our colleagues grow not just in knowledge, but in confidence, connection, and capability—well beyond the walls of a classroom. When individuals have the opportunity to learn and grow, we all thrive.

Building on our commitment to making learning available to all, removing barriers, and sparking curiosity, we launched a one-stop intranet hub where employees can easily access a wide range of learning resources. To further support this, we distribute monthly newsletters that spotlight new and timely development opportunities. For example, in September, we embraced the “back to school” spirit, encouraging employees to re-engage with their learning goals. This approach supports development and boosts engagement.

Research consistently shows that learning and development are key drivers of employee engagement—and we’re seeing that in action. One of our latest tactics involves sharing “success stories” from highly engaged employees and encouraging them to bring a colleague along, creating word-of-mouth advocacy that spreads participation organically.

Adapting to Change in the AI Era

One major challenge is helping people navigate change. In recent years, we have experienced significant shifts, starting with the COVID-19 pandemic, followed by a return to the office, and now adapting to the rise of AI. Change is constant, and guiding people through it is a challenge.

At Janney, we lean on our culture.

We remind people that while things around us may be changing, not everything is as different or scary as it seems. Communication plays a significant role in this by understanding what people are unsure of or fearful about and addressing it directly. Guardrails are also necessary. For example, with AI, we provide tools and resources that enable employees to learn about it, explore it gradually, and become comfortable using it.

My advice for leaders is to align any new technology, especially AI, with their strategic vision. Don’t adopt tools just because they are trendy. Ensure they fit and make sense for your team and organization.

Advice for Fellow Leaders

The key lesson in life, for me, is to continue growing and learning, whether it’s through conferences, courses, or simply by being receptive to new ideas and viewpoints from people at all levels. I believe growth happens in many forms—and often comes from the people you might least expect.

Keeping an open mind is essential. Embracing new technologies, exploring emerging trends, and actively listening to diverse perspectives -regardless of role or level- are all part of how I continue to learn, adapt, and stay forward-thinking in an ever-changing world.

Sometimes, tenured professionals forget to prioritize their own learning—but staying relevant and strategic requires continual growth. Even small actions, such as attending a conference or taking a short on demand course, can make a meaningful impact. For emerging leaders, the message is just as clear: understand your environment, learn from those around you, and actively seek out diverse perspectives to gain a deeper understanding.

Learning doesn’t only happen in classrooms. It thrives in real-world experiences—through employee resource groups, mentorship, volunteering, and stretch assignments. These hands-on opportunities often deliver the most lasting lessons—and they’re valuable for everyone, regardless of title, tenure, or career stage

If there’s one piece of advice I’d offer any leader—regardless of where they are in their journey—it’s this: never stop learning. Stay curious, stay open, and embrace learning in all its forms. The future belongs to those who do.