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Kathy Sutter: Creating a Balanced Toolkit for Learning
Sutter also offers professional development courses, which include financial acumen, project management, presentation and communication for all front-line managers and executives. There are different offerings for different levels of the employee population, including job function training for all North American stores. "We want to provide people the opportunity to choose their destiny and what path they take in their career," Sutter said. "We really believe that is critical to the retention and engagement of our folks. Our philosophy is about helping people become more effective and successful in their lives and enabling people to understand how they make a difference in our organization. I think if you have people feel successful through work, it makes them successful in their life and they understand how they fit in."
In response to a cultural shift in the enterprise that began to drive a higher demand for performance excellence, Sutter encouraged competency model development and performance appraisal, as well as changes in some basic performance management tools, to ensure that Office Depot can differentiate employee performance and deploy learning on a personalized level. Sutter has built strong relationships with vendors to provide learning experiences that will directly impact job performance and put consistent staffing and recruiting processes in place across the organization.
Sutter also has built an e-learning center of excellence with the infrastructure to provide world-class technology-assisted training and deployed an LMS to track that learning for the organization, which is important because Office Depot has a global presence. Office Depot learning includes simulation work and self-awareness training. "We're trying to build that experience where they're really thinking about themselves as leaders and really having that thought-provoking experience so that when they walk away from a class, they're applying new skills to work and to their lives," Sutter said.
To measure the success of Office Depot's learning offerings, Sutter uses Kirkpatrick's four levels of evaluation, employee engagement results and retention rates, and gauges lateral and promotion-based movement in the talent review process. To show learning growth in core competencies, Sutter employs repeat-360 evaluation measures at 12- to 18-month intervals and tracks training at the job function level. However, in terms of direct return on investment metrics, Sutter said she doesn't have to prove her worth every day to the executive team and CEO.
The Next Generation of HR: What’s Wrong? What’s Right?
May 23rd 1:00pm - 2:00pm CT
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