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2011 Business Impact — Division 1
GOLD: Valerie Brantley, Associate Director, Procter & GambleOne-hundred percent of participants in the Procter & Gamble new-hire training program are on track to complete the 52-week development plan for the first time in history. When Valerie Brantley joined the capability development team (CDT) of Procter & Gamble’s North America customer business development group, she observed a number of challenges. The team was not delivering training relevant to the business, had no defined measures of success and lacked a clear strategic focus. The CDT needed to change from a culture of likability to one of performance improvement and value contribution. The result was a three-year measurement and evaluation (M&E) strategy that changed Procter & Gamble’s entire North America customer business development organization. Under Brantley’s leadership, the CDT identified several structural changes, tools and processes to enable execution of the M&E strategy. First, establish a holistic measurement system, and be consultative in strengthening relationships between business partners and liaisons. Next, the team instituted a model for continuous improvement to analyze data and share results with business partners to demonstrate training impact, identify shortfalls and recommend improvements. Finally, two organizational changes were introduced with regard to engagement and support. Using M&E allowed participants, managers and stakeholders to become more active and committed, and to see an impact and understand their roles in improving results. In terms of support — the last critical element — the team partnered with other departments within Procter & Gamble to share best practices and leverage their strengths to help reach goals and produce a substantial business impact.The M&E strategy affected the entire organization and not only increased business from learning, it decreased costs, increased participation and increased operational efficiency. The most substantial changes came in staffing areas, as the CDT received incremental manpower as a result of the business value Brantley’s team delivered. SILVER: Therese Sullivan, Director, Leadership, Talent and Change Management, National GridTo achieve its goal of becoming the world’s leading electricity and gas company, National Grid needed to engage its leadership companywide to effect change. The benchmark of this change is the Foundation of Leadership (FoL) initiative, a development strategy for executives at every level of the organization. Therese Sullivan and National Grid’s professional learning and development team launched FoL in 2009. It has a three-tiered model that reinforces effective leadership qualities, demonstrates principles of effective leadership and sets a foundation for young leaders to develop their skills. The FoL curriculum is delivered during a period of 12-15 months and covers topics such as emotional intelligence, problem solving, situational leadership and how to lead a union workforce. Some 800 first-level leaders across the globe benefit annually from the program, while thousands more are influenced by those who attend. A one-day workshop teaches managers about the FoL program and provides a way for them to engage and share practices they use to support their own leaders. FoL benefits extend beyond on-the-job leadership training. They include: reduced turnover, improved merit-based pay increases and strengthened connections between training, performance and compensation.BRONZE: Teresa Roche, Vice President and Chief Learning Officer, Agilent TechnologiesWhen Agilent Technologies bought scientific instrument manufacturer Varian Inc. in May 2010, acquiring such a large company, incorporating its well-established leadership and maintaining customer focus brought challenges. Many of these challenges fell to Teresa Roche and her global learning and leadership development team.Thanks to the senior management program, Varian executives were immersed in Agilent’s operations and corporate methodology, and successfully integrated into its leadership structure. Agilent’s stock value increased, and the company enjoyed a 49 percent jump in operating profit.
Leveraging the Latest in Brain Science to Deliver the Next Generation of E-Learning
May 29th 1:00pm - 2:00pm CT
2013 CLO Breakfast Club, Boston
September 12th - 12th, 2013The Westin Copley Place
Fall 2013 CLO Symposium
September 30th - October 2nd, 2013Rancho Las Palmas Resort & Spa
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