BUILDING AN l&d FUNCTION FROM THE BOTTOM UP
Many companies have been successful with L&D sitting regionally or functionally. But in an effort to develop a consistent approach to development of people which is scalable, enterprise-wide and global, a COE must be created.
We built a global L&D COE beginning with basics, such as a working LMS and an intake process. We continued to grow capabilities to drive engagement and learning up by 17% points annually in engagement survey results.
First, we evaluated the state of the function by analyzing learner and leader sentiment, reviewing the LMS functionalities and evaluating supplemental learning technologies. We created an L&D strategy focusing on building a learning culture.
Utilizing new headcount, we built an L&D COE aligned with the business operating model to serve customers by Business Unit and function.
We created processes and handoffs to make working with the L&D COE easier.
By creating a storefront, using technology, we were able to help learners know where to go to get learning when needed and we aligned a communications calendar with the annual business cadence.
We built a global L&D function using a simple framework to create a learning culture.
HIgh Performing Teams
We partnered with a renowned university to create a strategy to build a high performing team for a newly formed executive leadership team.
The team had gone through many changes and the CEO knew that if his team was acting in a high performing manner, it would help them meet their significant strategic turnaround goals.
Beginning with a 360 assessment, we evaluated the current state and worked with each of the executive leaders to identify the top 5 principles of high performing teams which resonated for the organization.
Most of the work was conducted virtually due to COVID.
The leadership team committed to focusing on building high performing teams with themselves and measured their progress over the course of 2 years. Through a variety of interactive exercises, discussions, coaching and practice the team began to exhibit the behaviors they hoped to achieve by developing trust, a culture of feedback, improved decision making and a shared purpose.
We created an interactive blended learning approach to launch the high performing teams principles to their top 100 direct reports.
We built a global high performing teams program by working with the executive leadership team and launching it to their top 100 direct reports.
DEVELOPING DIGITAL PROFESSIONALS
As the world of IT evolves, becoming a trusted business advisor is a top skill for IT professionals. We developed a blended learning journey for a team of IT leaders located globally to help them build the skills necessary to partner with their business and lend their expertise in a new and innovative way.
After conducting a thorough needs assessment to uncover the gaps, an eight-part virtual learning journey was created to develop skills such as executive presence, strategic frameworks, understanding cultures, the future of digital transformation and relationship management.
Each participant completed a Lumina Spark portrait to help them better understand themselves, how to work with others and build skills to further develop their strengths.
Using different learning modalities such as e-learning, VILT, action learning projects and application, we transformed this team into being the business partners they needed to be.
A blended leadership development learning journey for digital professionals.
Global language of execution
A global medical device manufacturer wanted to improve the execution of deliverables in order to be more innovative, process focused and customer focused.
We curated an off-the-shelf learning program from a top business consulting firm and customized it to make sense for the global employee population.
By translating the content into 13 languages and offering the content in multiple modalities, we were able to reach 80% of the employee population in order to develop a consistent language of execution throughout the organization.
We provided the content in e-learning, VILT, ILT, job aids and microlearning formats in an effort to ensure that learning the language of execution was not a one-time learning event. We provided specific tools to help line managers leverage the content with their teams and direct reports.
We captured employee sentiment and success stories which included ideas for application, testaments to the learning success and ultimate link to business processes such as a newly created product development process.
An enterprise-wide blended learning journey in 13 languages to achieve a consistent language of execution for a global organization.
DEVELOPING NEW LINE MANAGERS
Becoming a new line manager is challenging. High performers are often tapped to become managers, which typically requires an entirely new skill set from being an individual contributor.
We assessed and evaluated the skills needed to be a successful line manager and created a highly interactive blended learning journey to develop new line managers of the future.
Using a case study approach, which described the role of the line manager from hire to retire, our learners worked through the experiences they would face when hiring, developing teams, managing performance, working through conflict and learning how to delegate.
We leveraged off the shelf content from a learning library to provide knowledge about the skills they needed to develop and used a VILT format for discussion and application.
We brought cohorts together from different parts of the business, which improved relationships and began to break down siloes within the organization.
We measured success using KPIs identified by leaders and talent development.
Building capabilities for new line managers using case studies and application.