setting up corporate universities
DESCRIPTION
Step by step overview of how to set up corporate universities.TRANSCRIPT
Launching a Corporate University: Testing Your Readiness and Preparing
Your Blueprint
Karen BarleyPresident
Corporate University Enterprise, Inc.7600 Leesburg Pike
West Building, Suite 202Falls Church, VA 22043
Voice (703) 848-0070 Fax (703) [email protected]
www.cuenterprise.com
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Our Objectives
Test the readiness of your organization to launch a corporate universityBuild a business case for your corporate universityApply 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
Emergence and Maturity of Workforce Education
1914 – 1950Corporation Schools
General ElectricGeneral Motors
1920 – 1980Corporate Accreditation
Banking, Insurance, Engineering,Healthcare, and Textiles
1950 – 1980Emerging Corporate Universities
Disney UniversityMotorola University
1990 – 2000American Corporate Universities
Consulting, Manufacturing, Service Industries, Dot.Coms,
Governments
1900 2004
2000 – presentInternational Corporate Universities
British AerospaceNorthern Orient Lines
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The nature of our work has changed
CurrentShortened shelf-life of knowledgeKnowledge based economyRapid changeJob and career movementGlobalizationTechnology advances
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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• Reactive
• Tactical • Individual Development• Course-based• Proprietorship• Compartmentalized, Isolated• Limited Higher Ed Role• Fragmented Records• Not Focused on Evaluation• Varied Systems• Cost Center
CU Approach• Proactive• Strategic• Company Advantage• Blended Solutions• Partnership• Business Integration• Expanded Higher Ed Role• Comprehensive Tracking• Fore grounded on Value• Systems Integration• Charge-back
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The biggest difference is in the intent, or purpose, of training
To build employee competence
To incubate company direction
To drive organizational change
To develop leadership
To generate revenue
To support corporate mission
Focus on Tactics and
Content – the Individual
Focus onStrategy and Goal
Achievement – the Organization
To manage professional development
To integrate culture
To create customer experience
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Regardless of the intent, CU’s typically…
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There’s a process for building a CU
1. Business Case and Justification2. Conceptualization/Blueprint3. Launch Plan4. Operationalization5. Re-engineering, As Needed
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Step 1:
Business Case
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Step 1 involves setting the context for changing the approach
Understanding of NeedsBusiness Reason for Changing ApproachChecking ReadinessInitial Concept
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A robust Needs Assessment is the place to start
SurveysFocus GroupsManagerial InputStrategic PlansCorporate GoalsResource Availability• Staff• Technology• Facilities• Funds
Succession PlansRecruiting PlansSWOT Analysis
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The Needs Assessment data can help determine the organization’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 Cooperate Collaborate Partnership
•An agreement to provide separate services. •Each party maintains autonomy and control.
•An agreement and commitment to work together to provides services. •Control is becoming shared.
•An agreement and commitment to define and perform services together. •Control and responsibility are completely shared. •Decisions are made collaboratively.
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The components of the design model focus the elements of the business plan or blueprint
Strategic FoundationCurriculum and ServicesImplementation and LogisticsMetrics and Evaluation
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Strategic Alignment
Strategic Definition of the CUConnection of CU to Strategic PlanVision and Mission StatementGoals and ObjectivesFunding OptionsPlacement in Corporate StructureGovernance
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Examples
Create a world-class learning function that develops a world-class workforce.
To develop people through integrated, shared, and aligned learning resources.
Vision
Mission
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Example
GoalsIncrease speed to competenceBuild a positive value on training investmentAlign and share training resources
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Examples
Board of Regents
Deans
Advisory BoardValidation Groups Director
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Activity
Write a mission statement for your CUDevelop three goals for your CU that align with the missionDevelop a governance structure• What does it do?• Who is represented?• How often does it meet?
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Curriculum Development
Content and Services ModelCore CurriculumCompetency ModelsInsourcing/Outsourcing MatricesDelivery MechanismsCatalogsPartnership Strategies and ProcessesInternal Faculty UsageCertifications and Program Design
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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 CUInclude “schools” or “centers of excellence”Align the design with the mission you created
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Implementation
Marketing and PromotionClass SchedulesLearning Management System and ProcessEvent CoordinationFacilities ManagementMaterials FulfillmentWorkflow ProcessesParticipant ServicesInstructor/Trainer Services
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ExampleVehicle 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:
• All employees within Company Rx
• 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.
• Leadership.• All training units in
each regional site.• All manager groups in
each regional site.
• One time per group to coincide with the rollout of the new learning strategy.
• As necessary for updates.
Specific Offerings Communications
Regional Training Site Liaison e-List Correspondence
Regular and consistent email distributions about specific upcoming classes and offerings.
• Regional Training Site Liaisons with transactional forwarding to Employees in the regions.
Monthly
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Activity
Brainstorm five ways to communicate the launch of your CUBrainstorm five ways to communicate the on-going services and programs that your CU will offer
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Evaluation
Identification of Expected OutcomesDetermination of Data Collection Points and ProcessesCreation of Data Collection ToolsReaction, Learning, Behavior, Results
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Evaluation is a major contributor to strategic learning’s success
Kirkpatrick Evaluation Level
Description Tools/Methods
Level 1: Reactionhow participants react to training Survey with reaction sheets
InterviewsFocus 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 testsSurveys / Interviews
Level 3: Behaviorthe extent to which change in behavior occurs as a result of the training or developmental activity.
Observation and checklistSurveysFocus groups
Level 4: Resultsthe final changes that occur as an outcome of the training.
Key Performance IndicatorsFocus GroupsQuestionnaires
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Example
Speed to Competence Value on Investment Align and Share• 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
• 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 Cross-Functional, 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
• Increased training staff to employee ratio
• Reduction of LMS’s from six to one
• Consolidation of training vendor usage
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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 ToolResource AllocationsPlan for Opening the CU’s “Doors”
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Step 4:
Operationalization
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Step 4: Operationalization
Phases of DevelopmentEngaging the Conceptualization after LaunchOn-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
Change in Senior LeadershipMajor Business Change (M&A, New IT, etc.)Significant Budget AdjustmentReduction in Force or Massive HiringOpening of New LocationResults of Evaluation PlanNatural Progression
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Performance Monitoring
Partnership
Assessment
Strategy
Content
Management
Evaluation
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Reported Success Factors
1. Good Marketing2. Quality of Service3. Contribution of CEO 4. Partnerships/Collaboration5. A Good Company6. CU Team Performance7. Alignment with Business Strategies8. Continuous Innovation9. Financial Support10.Clear View of Goals11.Quality of Participants12.Continuous Improvement
Source: Corporate Universities, Corporate Institutes: International Evaluation and ComparisonAnnick Renaud-Coulon© Copyright 2001
Listed in Order of Significance
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The links between strategy and evaluation are driving the future of corporate universities
2000
Increased DemandFor Learning Leadership
Smarter Integrationof E-learning andBlended Learning
Better Understanding Of Learning’s Value
To Organizations
Learning as a Competitive Business Variable
Continued GlobalizationOf CU Approaches
Better Collaboration Among CU Practitioners