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9 Steps to a Corporate 9 Steps to a Corporate UniversityUniversity
Presented by Kevin WheelerPresented by Kevin WheelerSan Francisco, CaliforniaSan Francisco, California
October 11, 2004October 11, 2004
Launching a 21st Century Learning OrganizationLaunching a 21st Century Learning Organization
© 2004, Global Learning Resources, Inc.
Our AgendaOur Agenda Drivers of CUs Definition of CU Nine Essential Steps in Building a
CU
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
Today’s Talent IssuesToday’s Talent Issues Changing Workforce
Gen X, Gen Y, Millenniums Free agency
Demographics Smaller, older workforce in the western
world Large, young Asian workforce
Skilled Worker Shortages Declining college enrollments Shift to service economy
© 2004, Global Learning Resources, Inc.
Today’s 2-Tiered Business Today’s 2-Tiered Business NeedsNeeds
Tier One Narrowly skilled technical workers
Range from network administrators to programmers, from accountants to engineers
Tier Two Broadly skilled leaders, managers, planners,
researchers With foresight, critical thinking, global
perspectives, ethical understanding, independence
© 2004, Global Learning Resources, Inc.
Why Corporate Universities?Why Corporate Universities? To address two major issues all
organizations are facing. . .
Business Issues•Competitive Pressures•e-Commerce•Changing Consumers
Talent Issues•Changing workforce•Demographics•Skilled Worker Shortage
© 2004, Global Learning Resources, Inc.
Today’s Corporate EducationToday’s Corporate Education
Almost all focus on tier one. Personal Mastery
Little effort spent on Tier Two. Systems thinking Mental models Shared vision Team learning
© 2004, Global Learning Resources, Inc.
The Learning Organization The Learning Organization ContinuumContinuum
Focus on filling gapsin employee’s current jobroles or on specific projects
Focus on developingemployees’ skills andcapabilities against a best-in-class model through formaland informal training.
Focus on integrating allcomponents that affect humanperformance.
TacticalLearning
IntegratedLearning
StrategicLearning
Source: Deloitte Research: From e-Learning to Enterprise Learning
© 2004, Global Learning Resources, Inc.
The Learning Organization The Learning Organization ContinuumContinuum
Focus on filling gapsin employee’s current jobroles or on specific projects
TacticalLearning
Focus on developingemployees’ skills andcapabilities against a best-in-class model through formaland informal training.
IntegratedLearning
Focus on integrating allcomponents that affect humanperformance.
StrategicLearning
Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning
Training ManagementDevelopment
CorporateUniversity
© 2004, Global Learning Resources, Inc.
Too many disparate, confusing, overlapping functions.
The bigger the organization, the bigger the confusion.
© 2004, Global Learning Resources, Inc.
Traditional Training
Characterized by:• Classes
• Instructors• Focus on personal development• Focus on solving problems within
content of a course.
Team LearningCharacterized by:• Focus on group
• dynamics.
Organizational Development
Characterized by:• Understanding of systems and
people in systems.• Focus on change and innovation
• Internal business consulting.
KnowledgeManagement
Characterized by:• Databases containing information
about what has been successfully or unsuccessfully
done.
Academic ValuesCharacterized by:• Focus on theory
• Invention and Discovery• R&D
• Future.
Career DevelopmentCharacterized by:
• Focus on long termpersonal growth• Employability
Talent Acquisition•Focus on hiring the best
people internally orexternally.
SuccessionPlanning
Finding those whowill move up andreplace others.
© 2004, Global Learning Resources, Inc.
CEO’s see this. . .
© 2004, Global Learning Resources, Inc.
OrgDvlp
Traditionalcorporatetraining
AcademicEducation
Executive education
Recruiting
CareerDevelopment
Successionplanning
Orientation
KnowledgeManagement
TeamBldg
Retention
Current State of Corporate Human Capital Acquisition & Development
© 2004, Global Learning Resources, Inc.
Consolidation is NeededConsolidation is Needed
These disparate pieces need to be merged, coordinated, rationalized.
© 2004, Global Learning Resources, Inc.
KnowledgeManagement
OrgDvlp
Traditionalcorporatetraining
AcademicEducation
Executive education
Recruiting
CareerDevelopment
Successionplanning
Orientation
TeamBldg
Retention
Emerging State of Corporate Human Capital Acquisition & Development
© 2004, Global Learning Resources, Inc.
In SummaryIn Summary Always have the right talent available
for any given need at the lowest cost. Ensure than knowledge is widely
distributed, added to regularly and free. Enable everyone to contribute at the
highest level they can and want to. Provide developmental opportunities
continuously. Build systemic harmony and synergy.
Getting StartedGetting Started
© 2004, Global Learning Resources, Inc.
Set a DirectionSet a Direction Be somewhat Machiavellian
Requires senior management involvement
Must be Top-down Focused Committed
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
Create a VisionCreate a Vision Develop 3-4 short term goals that
are: highly visible Easy to roll out
Develop internal marketing and communication campaign.
Build a business case.
© 2004, Global Learning Resources, Inc.
Nine Steps to Creation Nine Steps to Creation
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
What are we doing & why?Planning and Decision Making
OrganizationReportingRelationships
Who tells us what to do?
What kind of people work in the CU? What skills are needed?
Who pays for the CU? How are curricula funded? What our budget?
What curriculum and coursesare we offering? How are wedelivering them?
How do we communicateWhat we are doing and why we are doing it?How do we celebrate success?
What does the organization really believe in? What guides us? Who benefits?
How do we measure our success?
© 2004, Global Learning Resources, Inc.
Determine the Operating Determine the Operating PrinciplesPrinciples
What fundamental assumptions are made about development and about people in your organization?
What are the core philosophies/values you operate under?
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
Define the ScopeDefine the Scope
Who receives the outputs/benefits of the university?
Which employees are primary recipients of the training and development activities?
What type of programs are offered?
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
ScopeScope Broad and
expensive Large budgets
and staffs Can be leveraged
through senior management
Personal Quick response to
immediate needs Focused Lacks corporate
focusEveryone/Global Individual/Local
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
What is a Stakeholder?What is a Stakeholder? Anyone who benefits from or has
an interest in what you do. Some typical stakeholders include
owners, presidents, CEOs, VPs, managers, candidates, and other employees.
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
Who Are Your Stakeholders?Who Are Your Stakeholders? Usually four major types
Customers Employees Management Vendors
Each of these can be broken into smaller segments.
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
Planning is KeyPlanning is Key Single most cited reason for
corporate university failure: Lack of political support
Second most cited: Not responsive to customers’ needs
Third: Too much overhead and
administrative burden
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
Set Strategic DirectionSet Strategic Direction
There are several strategic orientations found in universities with a corporate-wide charter:
Skills and Competency Development Qualification
External Customer Focus Relationship
Change Management Focus Change
Strategic Business Issue Focus Accomplishment
Research Academic Performance
Analysis &Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
Skills and Development Skills and Development FocusFocus Focus on individuals:
Skill building Succession planning Ensuring that there is a competent &
highly skilled workforce
© 2004, Global Learning Resources, Inc.
Strategic Business FocusStrategic Business Focus Focus on business initiatives:
Driving major initiatives quality globalization empowerment
Providing skills Business development
© 2004, Global Learning Resources, Inc.
GE’s StrategyGE’s Strategy GE's current social architecture began
to form in the early '80s when we became convinced that the only way a company like ours could move quickly and successfully through times of radical change was to use every mind in the Company and to involve everyone in the game ...”
© 2004, Global Learning Resources, Inc.
A typical initiative — Product Services, say, or Six Sigma Quality — is launched with passionate intensity. .
© 2004, Global Learning Resources, Inc.
GE’s Management GE’s Management Development InstituteDevelopment Institute Crotonville is the place where Jack
Welch can drive business initiatives through the management team.
Not designed for individual skill building or customer development.
Focus is on driving business initiatives and change.
© 2004, Global Learning Resources, Inc.
ImplementationImplementation
“. . .every Business Management Course class at our Management Development Institute — 50 to 60 of our highest potential leaders — reports back on its three-week experience in the field on the best practices they found from other companies around the world .”
-1999 Annual Report
© 2004, Global Learning Resources, Inc.
Business Initiative ExamplesBusiness Initiative Examples
“This year, for example, the first full day was on e-Business. Day 2 covered new thinking in Globalisation, Six Sigma and Product Services.”
-1999 Annual Report
© 2004, Global Learning Resources, Inc.
GE Ties Development to GE Ties Development to PlanningPlanning Fourth Quarter
As one cycle ends, another begins. Budgets, personnel and business plans are finalized for the coming year. Continued review and analysis ensures that the right people are in the right jobs for long-term success.
October: Corporate Officers Meeting (150 Officers) Next-Year Operating Plan Focus Role Models Present Initiative Successes Executive Development Course (EDC) Recommendations All Business Dialogue: What Have We Learned?
-From GE 2003 Annual Report
© 2004, Global Learning Resources, Inc.
Change Management FocusChange Management Focus Focus on change & growth:
Driving change or transformation Providing change management skills Organizational learning Consulting
© 2004, Global Learning Resources, Inc.
Case Example: National Case Example: National Semiconductor UniversitySemiconductor University A federation of groups &
departments working collaboratively to align training & employee development activities at National worldwide.
© 2004, Global Learning Resources, Inc.
PurposesPurposes To help achieve corporate business
goals by implementing change practices (Leading Change).
To link education, training and development of our human resources to specific business goals.
To identify, share and disseminate best practices.
© 2004, Global Learning Resources, Inc.
Some FactsSome Facts Staff of 50+ worldwide in account
management and organizational development positions.
Ran series of successful Leading Change programs for all employees.
Was a focal point for discussion, collaboration, and management development.
© 2004, Global Learning Resources, Inc.
LeadershipLeadership
CEO and Executive team council gave oversight.
Strategic direction came from council and Director.
Employees thought if it as a place for learning, change and growth.
© 2004, Global Learning Resources, Inc.
External Customer FocusExternal Customer Focus
Focus on customers: Building customer & supplier
relationships Integrating customer feedback and
input into corporate planning Fostering partnerships
© 2004, Global Learning Resources, Inc.
Academic FocusAcademic Focus Focus on research & discovering
basic rules that govern action. Investigation into areas with
possible implications for corporate success: Creativity/Innovation Technical leadership
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
Find an Appropriate StructureFind an Appropriate Structure
Where does it report? Centralized or decentralized? Federal model? Networks & Loose Alliances Relationship to business units?
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
Form follows FunctionForm follows Function
Structure should reflect the strategic orientation
Centralized
Federal & NetworksDecentralized
© 2004, Global Learning Resources, Inc.
Structural SpectrumStructural Spectrum Decision making
is easy Large budgets
and staffs Excellent in times
of turmoil and stress
Close to customer Quick response to
immediate needs Can be leaner Lacks corporate
focus
Centralized Decentralized
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
Create a Governance Create a Governance StructureStructure Who makes the key decisions? Who decides what gets done? Where do budget decisions get
made?
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
CEO-Directed Customer Driven
Governance SpectrumGovernance Spectrum
CEO makes all decisionsLittle to no input from organizationMay not meet enterprise needs
Customers drive all curriculaMay not reflect internal needs or meet CEOs needs
© 2004, Global Learning Resources, Inc.
Direction & ControlDirection & Control
May range from CEO-led boards of directors with staff and functional representation to simple internal market mechanisms
May report to CEO or to Vice President of Human Resources
© 2004, Global Learning Resources, Inc.
Possible Advisory BoardsPossible Advisory Boards
Types Customer/Stakeholder Curriculum Financial
Purpose Content input Satisfaction Needs identification
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
Know Your Source of FundingKnow Your Source of Funding
For profit or not-for-profit? Paid for by corporate allocation or
by charging business units? Open to non-employees or not? Hybrid model with partial costs
paid by corporate
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
The Funding SpectrumThe Funding Spectrum
CORPORATE-FUNDED FOR PROFIT
No excuse not to attendHigh controlConsistent messagesQuality ControlMessages “corporate”
Must market & sellMessage is customPricing is competitiveQuality may vary
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
TrendsTrends
Move toward partial cost recovery expectation
More cost-consciousness Marketing & selling are part of doing
business More focus on “pull” than on “push” in
marketing
© 2004, Global Learning Resources, Inc.
Get the Right Staff & SkillsGet the Right Staff & Skills
Who delivers the programs? How are they delivered?
Are the university staff mostly internal or external?
Are university staff experts in instructional design and presentation?
What skills define the corporate university staffer?
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
The Skills/Staffing SpectrumThe Skills/Staffing Spectrum
IT Skills/ Training Expert Line Manager
Skills Model-Staff has degrees in instructional design-Recognized as “experts” in delivery-Content from SMEs
-Staff is mostly from line-Emphasis on practicality-A few experts act as coaches
© 2004, Global Learning Resources, Inc.
TrendsTrends
Movement to using external vendors More partnering & networking Sharing of resources Internal staff is minimal & differently
skilled Leverage line management and internal
skilled experts
© 2004, Global Learning Resources, Inc.
Internal Staff CompetenciesInternal Staff Competencies
Project management Influencing & selling Business acumen / experience Consulting
© 2004, Global Learning Resources, Inc.
Make or Buy?Make or Buy? Many classes are better purchased
from outside consultants and vendors. These include skill-oriented programs Anything involving routine processes
or procedures Classes with high content/low need
for interactivity/low proprietary need
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
ModelsModels Apprenticeship Communities of Practice Communities of Interest Reinvention of “craft” Collaborative education and
knowledge sharing Skills building via e-learning, etc. . .
© 2004, Global Learning Resources, Inc.
Develop Appropriate Develop Appropriate CurriculaCurricula Focus on business needs and align
to strategic direction. Use technology. Focus on learning and getting
results, not on pedagogy.
© 2004, Global Learning Resources, Inc.
Market the CU WiselyMarket the CU Wisely Develop a business plan for the
university. Remember that you are a business. Look like you know the business world.
Show deliverables quickly! Your methods do not need to be perfect but you need to show that you have made improvements in the organization.
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
Never forget the work of building relationships with your client base (senior management)
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
MetricsMetrics Determine with the governance
team what will constitute success BEFORE launching.
Develop tools to capture the data you need.
PerformanceAnalysis &
Development
GovernanceOperating
Principles, Scope,Stakeholders
Structure
StrategicDirection
Funding
Staffing &Skills
Marketing
Metrics
© 2004, Global Learning Resources, Inc.
© 2004, Global Learning Resources, Inc.
A Final Few QuestionsA Final Few Questions
Is your company strategically ready for a CU?
Does it understand what a CU can do in terms of building profitability?
Are YOU ready to implement?
© 2004, Global Learning Resources, Inc.
Best Practices Among Best Practices Among Leading Corporate Leading Corporate UniversitiesUniversities
Strategies Strong commitment by senior management is
success factor. Deliberately involve business units in all
aspects of the learning process: The business strategy drives the structure of the corporate university.
Learning systems extend beyond the concept of a CU to fit the mission, values and culture of the organization.
Source: American Productivity & Quality Center
© 2004, Global Learning Resources, Inc.
Best PracticesBest Practices Technology Uses
Leading CUs do not simply take existing courses and place them online or into e-learning.
Business needs drive automation in leading CUs.
Leading CUs are pioneers in the use of technology.
Source: American Productivity & Quality Center
© 2004, Global Learning Resources, Inc.
Best PracticesBest Practices Learning and Structure
Not all learning is “delivered”. Integration and dissemination of tacit
knowledge is critical. Knowledge (data) management may be as
large a function as “teaching”. Move from cost to profit centers Move toward granting certificates and
degrees
Source: American Productivity & Quality Center
© 2004, Global Learning Resources, Inc.
The Agora of The Agora of LearningLearning
Where people, ideas, data, market trends all converge; where people talk and think and plan, where future skills
are forged.
Global Learning Resources, Inc.Global Learning Resources, Inc.Kevin WheelerKevin Wheeler510-659-0179510-659-0179
www.glresources.comwww.glresources.comkwheeler@[email protected]
Thanks for Attending!