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9 Steps To A Corporate University

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Jeffrey Roach
Jeffrey Roach

The document outlines 9 steps to creating a successful corporate university: 1) determine strategic direction with senior management support; 2) define scope and stakeholders; 3) plan governance structure and funding; 4) hire appropriately skilled staff; 5) develop aligned curricula; 6) market effectively; 7) use metrics to measure success; 8) learn from best practices of other universities; 9) ensure ongoing support from senior leadership. The goal is to address business and talent needs through lifelong learning.

Education
1 of 78
9 Steps to a Corporate University Presented by Kevin Wheeler San Francisco, California October 11, 2004 Launching a 21st Century Learning Organization
Our Agenda ,[object Object],[object Object],[object Object]
 
Today’s Talent Issues ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Today’s 2-Tiered Business Needs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Corporate Universities? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Today’s Corporate Education ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Learning Organization Continuum Focus on filling gaps in employee’s current job roles or on specific projects Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Focus on integrating all components that affect human performance. Tactical Learning Integrated Learning Strategic Learning Source: Deloitte Research: From e-Learning to Enterprise Learning
The Learning Organization Continuum Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning Focus on filling gaps in employee’s current job roles or on specific projects Tactical Learning Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Integrated Learning Focus on integrating all components that affect human performance. Strategic Learning Training Management Development Corporate University
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Succession Planning Finding those who will move up and replace others.
[object Object]
Org Dvlp Traditional corporate training Academic Education Executive education Recruiting Career Development Succession planning Orientation Knowledge Management Team Bldg Retention Current State of Corporate Human Capital Acquisition & Development
Consolidation is Needed ,[object Object]
Org Dvlp Traditional corporate training Academic Education Executive education Recruiting Career Development Succession planning Orientation Team Bldg Retention Emerging State of Corporate Human Capital Acquisition & Development Knowledge Management
In Summary ,[object Object],[object Object],[object Object],[object Object],[object Object]
Getting Started
Set a Direction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Create a Vision ,[object Object],[object Object],[object Object],[object Object],[object Object]
Nine Steps to Creation What are we doing & why? Planning and Decision Making Organization Reporting Relationships Who tells us what to do? What kind of people work in the CU? What skills are needed? Who pays for the CU? How are curricula funded? What our budget? What curriculum and courses are we offering? How are we delivering them? How do we communicate What we are doing and why we are doing it? How do we celebrate success? What does the organization really believe in? What guides us? Who benefits? How do we measure our success?
Determine the Operating Principles ,[object Object],[object Object]
Define the Scope ,[object Object],[object Object],[object Object]
Scope ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
What is a Stakeholder? ,[object Object],[object Object]
Who Are Your Stakeholders? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Planning is Key ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Set Strategic Direction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Skills and Development Focus ,[object Object],[object Object],[object Object],[object Object]
Strategic Business Focus ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
GE’s Strategy ,[object Object]
[object Object]
GE’s Management Development Institute ,[object Object],[object Object],[object Object]
Implementation ,[object Object],[object Object]
Business Initiative Examples ,[object Object],[object Object]
GE Ties Development to Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],-From GE 2003 Annual Report
Change Management Focus ,[object Object],[object Object],[object Object],[object Object],[object Object]
Case Example: National Semiconductor University ,[object Object]
Purposes ,[object Object],[object Object],[object Object]
Some Facts ,[object Object],[object Object],[object Object]
Leadership ,[object Object],[object Object],[object Object]
External Customer Focus ,[object Object],[object Object],[object Object],[object Object]
Academic Focus ,[object Object],[object Object],[object Object],[object Object]
 
Find an Appropriate Structure ,[object Object],[object Object],[object Object],[object Object],[object Object]
Form follows Function ,[object Object],Centralized Federal & Networks Decentralized
Structural Spectrum ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Create a Governance Structure ,[object Object],[object Object],[object Object]
Governance Spectrum CEO makes all decisions Little to no input from organization May not meet enterprise needs Customers drive all curricula May not reflect internal needs or meet CEOs needs
Direction & Control ,[object Object],[object Object]
Possible Advisory Boards ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Know Your Source of Funding ,[object Object],[object Object],[object Object],[object Object]
The Funding Spectrum No excuse not to attend High control Consistent messages Quality Control Messages “corporate” Must market & sell Message is custom Pricing is competitive Quality may vary
 
Trends ,[object Object],[object Object],[object Object],[object Object]
Get the Right Staff & Skills ,[object Object],[object Object],[object Object],[object Object]
The Skills/Staffing Spectrum Skills Model -Staff has degrees in instructional design -Recognized as “experts” in delivery -Content from SMEs -Staff is mostly from line -Emphasis on practicality -A few experts act as coaches
Trends ,[object Object],[object Object],[object Object],[object Object],[object Object]
Internal Staff Competencies ,[object Object],[object Object],[object Object],[object Object]
Make or Buy? ,[object Object],[object Object],[object Object],[object Object]
 
Models ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Develop Appropriate Curricula ,[object Object],[object Object],[object Object]
Market the CU Wisely ,[object Object],[object Object]
[object Object]
 
Metrics ,[object Object],[object Object]
 
A Final Few Questions ,[object Object],[object Object],[object Object]
Best Practices Among Leading Corporate Universities ,[object Object],[object Object],[object Object],[object Object],Source: American Productivity & Quality Center
Best Practices ,[object Object],[object Object],[object Object],[object Object],Source: American Productivity & Quality Center
Best Practices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: American Productivity & Quality Center
The Agora of Learning Where people, ideas, data, market trends all converge; where people talk and think and plan, where future skills are forged. Global Learning Resources, Inc. Kevin Wheeler 510-659-0179 www.glresources.com [email_address] Thanks for Attending!

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9 Steps To A Corporate University

  • 1. 9 Steps to a Corporate University Presented by Kevin Wheeler San Francisco, California October 11, 2004 Launching a 21st Century Learning Organization
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  • 8. The Learning Organization Continuum Focus on filling gaps in employee’s current job roles or on specific projects Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Focus on integrating all components that affect human performance. Tactical Learning Integrated Learning Strategic Learning Source: Deloitte Research: From e-Learning to Enterprise Learning
  • 9. The Learning Organization Continuum Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning Focus on filling gaps in employee’s current job roles or on specific projects Tactical Learning Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Integrated Learning Focus on integrating all components that affect human performance. Strategic Learning Training Management Development Corporate University
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  • 13. Org Dvlp Traditional corporate training Academic Education Executive education Recruiting Career Development Succession planning Orientation Knowledge Management Team Bldg Retention Current State of Corporate Human Capital Acquisition & Development
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  • 15. Org Dvlp Traditional corporate training Academic Education Executive education Recruiting Career Development Succession planning Orientation Team Bldg Retention Emerging State of Corporate Human Capital Acquisition & Development Knowledge Management
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  • 21. Nine Steps to Creation What are we doing & why? Planning and Decision Making Organization Reporting Relationships Who tells us what to do? What kind of people work in the CU? What skills are needed? Who pays for the CU? How are curricula funded? What our budget? What curriculum and courses are we offering? How are we delivering them? How do we communicate What we are doing and why we are doing it? How do we celebrate success? What does the organization really believe in? What guides us? Who benefits? How do we measure our success?
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  • 53. Governance Spectrum CEO makes all decisions Little to no input from organization May not meet enterprise needs Customers drive all curricula May not reflect internal needs or meet CEOs needs
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  • 58. The Funding Spectrum No excuse not to attend High control Consistent messages Quality Control Messages “corporate” Must market & sell Message is custom Pricing is competitive Quality may vary
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  • 62. The Skills/Staffing Spectrum Skills Model -Staff has degrees in instructional design -Recognized as “experts” in delivery -Content from SMEs -Staff is mostly from line -Emphasis on practicality -A few experts act as coaches
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  • 78. The Agora of Learning Where people, ideas, data, market trends all converge; where people talk and think and plan, where future skills are forged. Global Learning Resources, Inc. Kevin Wheeler 510-659-0179 www.glresources.com [email_address] Thanks for Attending!
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