Creating a Cost Effective
Corporate Training Organization
Maset consultants are very experienced in the creation of effective training organizations and corporate universities at companies such as Motorola, Citigroup, Wipro, Milliken & Company, Asia Pulp & Paper, and Chevron. Serving as a consultant and mentor to the corporation's organization and learning leaders, the Maset consultant will guide you through the following activities in addition to any other identified activities. It is our mission to leave you with a fully functioning, effective training organization with properly trained personnel.
- The first critical step needs to be a clear understanding with the senior management of the purpose of the corporate training organization and how it aligns with the critical business issues of the organization.
In many organizations, the corporate training organization was initially established to address specific critical business issues. At Motorola and American Express, it was quality (Six Sigma); at GE, it was leadership development; at Asia Pulp & Paper, it was technology and staff development; at Milliken, it was quality and efficiency; at Chevron, it was accelerating performance particularly at key transition steps (e.g. new employee, new supervisor, new manager of managers); and at Disney, the delivery at all levels of customer satisfaction and entertainment.
It is important that the organization be mindful/follow the corporate training organization's established change model (or decide on a new change model), since the establishment of a corporate training organization is truly a culture change.
- The second step is the identification of the training organization's stakeholders and their expectations, then prioritize them deciding how realistic are expectations and how this will be communicated. These stakeholders must include top management, business unit management, local and regional management as well as employees and customers. It is absolutely critical that the expectations of all stakeholders be properly set with appropriate measurements as to the establishment of both short and long term success.
- The third step is to identify the sponsor and obtain agreement with the sponsor as to the sponsor's support to ensure the success of the training organization. It is critical that the sponsor be the CEO of the organization, particularly since the establishment of a corporate training organization often initially creates tension in the organization as the local and other training organizations may feel threatened. The sponsor must "walk the talk" and measure his/her direct reports on their support of this initiative.
The sponsor is responsible for ensuring that local management supports and participates in the activities of the corporate training organization through clear expectations, measurements and rewards or disincentives where appropriate. This is absolutely critical as the most effective rollout of these changes, is top down, with local management modeling the proper behaviors and being visibly involved. .
Another vehicle for obtaining buy-in, as well as inputs which have been effectively used by a number of organizations, is a guidance group. This is made up of members of the most highly prioritized stakeholders who meet regularly to advise and provide inputs on the corporate training organization's plans and activities.
Steps #1-3 are usually established through facilitated sessions and meeting with the (1) sponsor; (2) senior management, and (3) representatives of the identified stakeholder groups).
- The source of the training organization's funding, preferably the corporate coffers, needs to be established for the first two years. This shows support from the corporate office and avoids the arguments, at least initially, as to "What is this going to cost me?" from the business units, sights and regions.
- The corporate training organization, with the inputs of the sponsor and key stakeholders, must establish its own vision, mission and statement of strategic objectives. This is usually done during a series of facilitated sessions with the key corporate training department employees. It is then presented to the sponsor for approval. These must then be clearly communicated, again setting clear stakeholder expectations, both short- and long-term to the various stakeholder groups.
At this time the reporting relationship of the corporate training organization needs to be established. It is strongly recommended that, at least initially, the organization report directly to the CEO.
- The structure, identification, attraction, and training of required talent must be completed once the vision, mission and statement of strategic objectives for the corporate training organization are established. These have been carefully aligned with those of the corporation. Procedures, goals, and budgets must be established and approved. Training of the organization's team, particularly in communication, teaming, and customer (stakeholder) satisfaction is essential.
- The design, development and delivery of the learning interventions and the methodology used to do so must be established and strictly adhered to in
order to maximize impact, minimize costs and cycle time. See Maset's section on Instructional Design for more specifics on this process.
- Roll out of the initial offerings, such as training support for the roll out of the vision/values initiative, must be identified and a project plan put in place. This project plan must also consider the involvement and communication to the various stakeholders and budget. The type of training (e.g., instructor led, remote training, etc.), who will do the training (including involvement of local management) and the non-training support systems, which must be in place for the training to be successful, must also be identified.
Contact Maset to discuss how we can help you in the establishment of a corporate training organization. Maset also can help you audit your existing corporate training organization.
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MASET, LLC P. O. Box 11663 Chandler, AZ 85248
Phone: 602-721-3680 Fax 480-802-4710