Setting up Corporate Universities

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

05/06/06 © Copyright 2006All Rights Reserved

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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.

Presenter

Presentation Notes

Foundational to any CU Coordination, Cooperation, Collaboration Internal Opportunities External Opportunities Shared Ownership Shared Responsibility Shared Voice Shared Success


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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

Setting up Corporate Universities

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