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Corporate University Readiness indexFrans van HeerdenConsultant Kuwait Oil Company

www.kockw.comCorporate Universities If I have to solve a problem, I will spend 80% of my time understanding it and twenty percent of my available time to solve it Albert Einstein

www.kockw.comCorporate UniversitiesWord is derived from the Latin:universitas et scholarium

Which means:

community of teachers and scholars

www.kockw.comCorporate UniversitiesDefined A corporate university is an educational entity that is a strategic tool designed to assist its parent organization in achieving its mission by conducting activities that cultivate individual and organizational learning, knowledge and wisdom Allen, M

www.kockw.comCorporate UniversitiesTraining DepartmentAspectCorporate UniversityLimited access. Classroom bound. Time specificAccess to learning contentLearning content can be accessed almost anywherePrimarily aimed at own staffAudienceIs flexible and can include service providersUsed to upgrade technical and business skillsLearning contentUpgrade competencies with a wide range of available on line learningTypically re-activeTime focusMostly pro - activeOne time learning events at scheduled timesFrequency of learning eventsContinuous learning events at any timePart of the business Part of HROperationOperates as a separate business unitImprove knowledge and skills in short termOutcomesIncrease overall performanceTacticalTerms of referenceStrategic alignment of business unitswww.kockw.comCorporate UniversitiesFunctions of Corporate universities:Needs assessmentsDesigning of learning processesDelivering learning contentEmbracing and delivering e-learning and blended learningStrategic change interventionsCulture change interventionsCombat corporate amnesia

www.kockw.comCorporate UniversitiesLimitations of e-LearningIs not a panacea to corporate learningBrick and mortar structures are part of the learning processOne-size-fit-all is not the answerBlended learning inevitable

www.kockw.comCorporate UniversitiesThe strategic contribution of Corporate universities:Reinforcing and perpetuating behaviorManaging changeDriving and shaping the organizationThe ethos of a university

www.kockw.comCorporate UniversitiesReadiness for a corporate university:The status of the HR functionClear understanding of the roles, functions and responsibilities of the different elements of an existing HR functionAn existing, effective and efficient learning management system (Limited red-tape)Well developed information technology support systemA well developed learning quality system

www.kockw.comCorporate UniversitiesReadiness for a corporate university:An unequivocal and total company support for a Corporate UniversityAligned business units and the minimum of ulterior political motivesCredible gap analysis processesA strong and healthy learning cultureA robust and evolving organization strategy

www.kockw.comCorporate UniversitiesMyths about Corporate Universities:Renaming of the Training DepartmentE-learning institutionLimited utilization and to the exclusive use of the elite leadership of the organizationA static unit, processes and organismCorporate universities are all the same. No!

www.kockw.comCase Study

www.kockw.comCorporate UniversitiesLessons from Royal Dutch ShellBackground:Established the corporate university 2000Had a need to work hard at Knowledge Management and improve how they deal with itThey respond to their need for:SkilledFlexibleGlobal workforce

www.kockw.comCorporate UniversitiesLessons from Royal Dutch ShellDrivers for change:Change in exploration and productionUncertain oil marketContinued and accelerated development of new technologiesA global workforceChanges in the need for individual developmentThe need for meaningful partnerships in the world of learningThe need for skilled, flexible and global workforcewww.kockw.comCorporate UniversitiesLessons from Royal Dutch ShellThe response of Shell:

Established Exploration and Production Open University

Provided the facilities to learn( buildings, processes, systems an methodologiesInclusion of other major players in the industry

www.kockw.comCorporate UniversitiesLessons from Royal Dutch ShellWhat did Shell do then?Revisited their existing skill portfoliosContinuous efforts to update it and test it for its relevancyHad a global view of it discipline specific leaders all over the world all evaluated and refined.Senior members of staff refined the skill portfoliosA global network Shell Skill Pool Managers contributed to a global approach to the skill issues

www.kockw.comCorporate UniversitiesWhat did Shell do then?

Skill Pool Managers worked closely with operating and line units

Accept that learning is a process and not an event

Have established a strong link between working and learning Preparation for the learning event ensured that learners were all on the same standard when the actual learning commence

Distinguished clearly between Instructor led and Technology based learning

www.kockw.comCorporate UniversitiesThe contribution of ShellProvides a reference pointAllows for benchmarkingA clear example of how the Corporate University integrates with day to day business activities.www.kockw.comCorporate UniversitiesQuo Vadis?It is not a passing fad nor a fashionGlobal competitiveness will be have its roots in these institutionsOne size will not and can not fit allTraditional education processes is failing industries

www.kockw.comCorporate UniversitiesQuestionswww.kockw.comCorporate Universitieswww.kockw.comCorporate Universities

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