Corporate University Implementation

Corporate universities are transforming into the DNA of future focused organizations. Team distribution, global diversity and learning styles all play a critical role in the impact and application of knowledge. Learn how the AMS approach to creating the learning organization impacted this global technology company.

Project Description:

Design, develop and create an implementation plan to distribute content and learning activities throughout the global enterprise. Continuity, scalability and access to just-in-time learning was critical to the client and paramount within the design of the project.

Client:

The client is a leading technology development company with 15 offices around the U.S., Europe and the Pacific Rim.

Challenge:

Developing a corporate university model to support the design of courseware, measurement of the learning process, selection of internal and external delivery teams, recurrent training of the learning centers staff and performance metrics to validate return on training dollars.

Solution:

AMS and the client team worked together to set instructional design standards for courseware development and alignment to the organizations needs based on gaps identified during preliminary needs analysis. By implementing our Career Path Training process we were able to quickly and cost effectively inventory the core needs of the organization, set those needs against the company’s growth strategy and in turn identify a progressive catalog of training programs to assist in the long term execution of the business plan. Once the core set of intellectual property was identified and either put into production or purchased from vendors AMS began aligning the processes that would support the learning model. AMS deployed their Corporate Learning Model as the basis of the organizations learning management system. This process also included the option to customize programs to accommodate business unit needs, demographics and target audience variations by using the Case Based Learning Experience, (CBLE). Finally, this portion of the project was rounded out by formalizing the courseware inventory and making it available through an on-line press model to ensure that any location within the organization could leverage and utilize the content while allowing corporate version control and maintenance to take place via the firm’s intranet. This process can be designed into a Microsoft SharePoint platform allowing for full access and document management flexibility. Inventory can be controlled to identify usage, feedback and currency of all intellectual property. Finally, AMS designed a skills inventory and performance management survey that aligned with the Kirkpatrick scale and was back dropped to job related measurements. The AMS solution was deployed throughout the client environment with the intention of reducing attrition, improving moral, improving productivity and ultimately improving the profitability. Each deliverable stage was executed over a 12 month period with a test cycle of 2 years and a development cycle that was continuous once the core curriculum was in place. Each instructor team was to be aligned by geography and competency allowing for on-site facilitation of the learning centers content when required, finally the organization saw a value add to the shareholders and publicized the learning center as part of their overall growth strategy. Over time the learning center was leveraged to provide vendor training as well with programs like CRM, globalization and virtual teaming; all very relevant to extended development activities.

Benefits:

The client organization was able to successfully implement the roll out of the learning center and realize the objectives set forth in the project charter. Within the first year the client developed 20 programs and mobilized 5 of those via an on-line delivery model. Results of employee assessments showed improvements of competency against job related functions of 15-20% utilizing a scaled testing format. Employee turn over within the pilot group of demographically mixed personnel dropped 50% against the general population and culture surveys provided to the pilot group and the general population showed vast improvements in overall moral.