Setting up Corporate Universities by Lemond Irvin

Launching a Corporate University: Testing Your Readiness and Preparing Your Blueprint Karen Barley President Corporate University Enterprise, Inc. 7600 Leesburg Pike West Building, Suite 202 Falls Church, VA 22043 Voice (703) 848-0070 Fax (703) 848-0071 karen.barley@cuenterprise.com www.cuenterprise.com

Our Objectives Test the readiness of your organization to launch a corporate university Build a business case for your corporate university Apply a corporate university design model to create your CU’s blueprint

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Ice Breaker

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Historically, CU’s have a solid foundation in the context of corporate training 1950 – 1980 1914 – 1950 Corporation Schools Emerging Corporate Universities General Electric Disney University Motorola University General Motors

1900

2000 – present International Corporate Universities British Aerospace Northern Orient Lines

Emergence and Maturity of Workforce Education 1920 – 1980 Corporate Accreditation Banking, Insurance, Engineering, Healthcare, and Textiles

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2004

1990 – 2000 American Corporate Universities Consulting, Manufacturing, Service Industries, Dot.Coms, Governments

The nature of our work has changed

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Current Shortened shelf-life of knowledge Knowledge based economy Rapid change Job and career movement Globalization Technology advances

These changes have led companies to modify the way they approach training Corporate University

The process by which an organization integrates strategic and results-driven and lifelong learning throughout its entire workforce chain.

Process…Strategic…Results-Driven…Lifelong…Entire Workforce

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There are some key differentiators Traditional Approach

CU Approach

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Reactive

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Proactive

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Tactical Individual Development

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Strategic Company Advantage

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Course-based

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Blended Solutions

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Proprietorship

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Partnership

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Compartmentalized, Isolated

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Business Integration

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Limited Higher Ed Role

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Expanded Higher Ed Role

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Fragmented Records

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Comprehensive Tracking

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Not Focused on Evaluation

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Fore grounded on Value

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Varied Systems

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Systems Integration

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Cost Center

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Charge-back

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The biggest difference is in the intent, or purpose, of training Focus on Strategy and Goal Achievement – the Organization

To incubate company direction To generate revenue

To drive organizational change To create customer experience To support corporate mission To integrate culture To manage professional development To develop leadership To build employee competence

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Focus on Tactics and Content – the Individual

Regardless of the intent, CU’s typically…

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Thereâ&#x20AC;&#x2122;s a process for building a CU 1. 2. 3. 4. 5.

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Business Case and Justification Conceptualization/Blueprint Launch Plan Operationalization Re-engineering, As Needed

Step 1: Business Case

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Step 1 involves setting the context for changing the approach

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Understanding of Needs Business Reason for Changing Approach Checking Readiness Initial Concept

A robust Needs Assessment is the place to start

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Surveys Focus Groups Managerial Input Strategic Plans Corporate Goals Resource Availability • Staff • Technology • Facilities • Funds Succession Plans Recruiting Plans SWOT Analysis

The Needs Assessment data can help determine the organizationâ&#x20AC;&#x2122;s readiness for change Red (3)

Yellow (2)

Green (1)

Support of Senior Leaders A Strong CU Team with Business Capabilities Understanding and Balance of Multiple Expectations and Needs A Clear Purpose and Strategic Intent An Idea of Curriculum and Services and How To Align Them with Business Imperatives A Funding Model that Encourages Competition and Some Start-up Capital Capabilities in Evaluation and Understanding of Expected Performance A Focused Marketing Strategy Great Relationships with Business Unit Training Liaisons An Anchoring Learning Management System

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Step 2: Conceptualization

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A Design Model for Building Your Blueprint

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Partnership

Coordinate

•An agreement to provide separate services. •Each party maintains autonomy and control.

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Cooperate

•An agreement and commitment to work together to provides services. •Control is becoming shared.

Collaborate

Partnership

•An agreement and commitment to define and perform services together. •Control and responsibility are completely shared. •Decisions are made collaboratively.

The components of the design model focus the elements of the business plan or blueprint

Strategic Foundation Curriculum and Services Implementation and Logistics Metrics and Evaluation

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Strategic Alignment

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Strategic Definition of the CU Connection of CU to Strategic Plan Vision and Mission Statement Goals and Objectives Funding Options Placement in Corporate Structure Governance

Examples Vision

Create a world-class learning function that develops a world-class workforce.

Mission To develop people through integrated, shared, and aligned learning resources.

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Example Goals Increase speed to competence Build a positive value on training investment Align and share training resources

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Examples

Board of Regents

Validation Groups

Director

Advisory Board

Deans

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Activity Write a mission statement for your CU Develop three goals for your CU that align with the mission Develop a governance structure • What does it do? • Who is represented? • How often does it meet?

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Curriculum Development

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Content and Services Model Core Curriculum Competency Models Insourcing/Outsourcing Matrices Delivery Mechanisms Catalogs Partnership Strategies and Processes Internal Faculty Usage Certifications and Program Design

Organizational Chart

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Temple

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Pyramid

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Corporate Pie

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Pinwheel

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Activity Decide on a curriculum model for your CU Include “schools” or “centers of excellence” Align the design with the mission you created

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Implementation

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Marketing and Promotion Class Schedules Learning Management System and Process Event Coordination Facilities Management Materials Fulfillment Workflow Processes Participant Services Instructor/Trainer Services

Example Vehicle

Description

Audience

Distribution Cycle

Overall Value Proposition Communication Website

The website should be the one comprehensive location for all information about PROP/RQC training. It should contain:

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All employees within Company Rx

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New website for Company Rx to be launched in conjunction with the rollout of the new learning strategy

Standard Presentation

A one-hour slide-driven presentation that depicts the new learning strategy.

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Leadership. All training units in each regional site. All manager groups in each regional site.

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One time per group to coincide with the rollout of the new learning strategy. As necessary for updates.

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Specific Offerings Communications Regional Training Site Liaison eList Correspondence

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Regular and consistent email distributions about specific upcoming classes and offerings.

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Regional Training Site Liaisons with transactional forwarding to Employees in the regions.

Monthly

Activity Brainstorm five ways to communicate the launch of your CU Brainstorm five ways to communicate the on-going services and programs that your CU will offer

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Evaluation Identification of Expected Outcomes Determination of Data Collection Points and Processes Creation of Data Collection Tools Reaction, Learning, Behavior, Results

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Evaluation is a major contributor to strategic learning’s success Kirkpatrick Evaluation Level

Description

Tools/Methods

how participants react to training

Survey with reaction sheets Interviews Focus groups

Level 2: Learning

the extent to which participants change attitudes, increase knowledge, and/or increase skill

Knowledge test (pre and post or post) Performance tests Surveys / Interviews

Level 3: Behavior

the extent to which change in behavior occurs as a result of the training or developmental activity.

Observation and checklist Surveys Focus groups

the final changes that occur as an outcome of the training.

Key Performance Indicators Focus Groups Questionnaires

Level 1: Reaction

Level 4: Results

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Example Speed to Competence • • • •

100% deployment of common on-boarding for all new employees Improvements in the turnaround time for new instructional design projects 100% congruence in all content areas Introduction of blended learning approaches in 50% of training programs

Value on Investment •

•

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Achievement of an average score of 4 on a 5-point Level 1 reaction survey compiled from all classes measured at Level 1 90% passing rate on compiled Level 2 data from all CrossFunctional, Role-Based, and Strategic Initiative learning events Positive behavior change indicated from compiled Level 3 data from all Cross-Functional, Role-Based, and Strategic Initiative learning events Positive business outcomes in programs measured for results Positive ROI in programs measured for ROI

Align and Share • • •

Increased training staff to employee ratio Reduction of LMS’s from six to one Consolidation of training vendor usage

Activity Determine specific outcomes you expect from your Check your expected outcomes against your mission and goals

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Step 3: Launch Plan

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Step 3: Launch Plan MS Project Plan or Other Workflow Mapping/Planning Tool Resource Allocations Plan for Opening the CU’s “Doors”

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Step 4: Operationalization

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Step 4: Operationalization Phases of Development Engaging the Conceptualization after Launch On-going Management • Strategies and Governance • Curriculum and Services • Logistics • Assessment and Evaluation

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Step 5: Re-engineering

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Some catalytic event typically kicks off re-engineering

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Change in Senior Leadership Major Business Change (M&A, New IT, etc.) Significant Budget Adjustment Reduction in Force or Massive Hiring Opening of New Location Results of Evaluation Plan Natural Progression

Performance Monitoring

Evaluation

Assessment Partnership Strategy

Management

Content 05/06/06

Reported Success Factors 1. Good Marketing Listed in 2. Quality of Service Order of Significance 3. Contribution of CEO 4. Partnerships/Collaboration 5. A Good Company 6. CU Team Performance 7. Alignment with Business Strategies 8. Continuous Innovation 9. Financial Support 10. Clear View of Goals 11. Quality of Participants 12. Continuous Improvement Source: Corporate Universities, Corporate Institutes: International Evaluation and Comparison Annick Renaud-Coulon ÂŠ Copyright 2001

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The links between strategy and evaluation are driving the future of corporate universities

Increased Demand For Learning Leadership

Smarter Integration of E-learning and Blended Learning

Better Understanding Of Learningâ&#x20AC;&#x2122;s Value To Organizations

Learning as a Competitive Business Variable

2000

Continued Globalization Of CU Approaches

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Better Collaboration Among CU Practitioners