企業(yè)大學(xué)的創(chuàng)建

Establishinga CorporateUniversitySeven

Steps

to

SuccessPreparedbyKevinWheeler

Global

Learning

Resources,Inc.?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyOrganizationsneed

to.

.

.?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlycontinually

enhance

their

capacity

to

create

thefutureincrease

learning

to

respond

to

changebe

agile,

adaptive

and

innovativeSeven

Steps

toCreationStaffing

&

Skills?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyGovernanceScopeFundingStrategicDirectionStructure&

SystemsOperatingPrinciplesStep1:

OperatingPrinciples?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyWhatfundamentalassumptionsaremadeabout

developmentandaboutpeopleinyour

organization?Whatarethecorephilosophies/valuesyouoperate

under?Examples?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyAll

individual

skills

training

should

be

left

to

the

line

management

to

provide.E-learningis

the

way

to

go!Doing

things

ourselves

is

better

than

buying

thosethings

from

outside.Wewant

to

help

make

our

customers

more

successfulby

offering

them

education.Step

2:

Governance?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyWho

is

crafting

and

who

is

approving

this

strategy?Who

will

make

the

key

decisions

about

funding,scope,

content,

staff?Possible

Governance

SpectrumWhereshould

YOU

be

onthis?Customersdrive

all

curricula

Maynotreflect

internal

needs

ormeet

CEOs

needsCEO makes

all

decisions

Littletonoinputfrom

organizationMay

not

meet

enterprise

needsCEO-Directed?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyCustomer

DrivenDirection

&

Control?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyMayrangefromCEO-ledboardsofdirectorswith

staffandfunctionalrepresentationtosimple

internal

marketmechanismsMayreporttoCEOortoVicePresidentofHuman

Resources.Maybearesultofthemarketing/salesfunctionif

therecipientofthelearningisacustomeror

supplier.Step3:StrategicDirection?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyThere

are

numerous

strategic

orientations

or

focuses

that

are

possible. Severalmaybe

mixed.Examples:Competency-Based

Career

DevelopmentBusiness-Issue

FocusChange

Management

FocusCustomer/supplier

Education

FocusCompetency-BasedCareer

DevelopmentFocus

on

individuals:–

Skill

building–Succession

planning–Ensuringthatthereisa

competent

&

highly

skilled

workforce?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyBusiness

Issue

FocusedFocus

on

businessinitiatives:Driving

major

initiativesqualityglobalizationempowermentProviding

skillsBusiness

development?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyBusinessInitiative

Examples?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnly“Thisyear,forexample,thefirstfulldaywason

e-Business.Day2coverednewthinkingin

Globalization,

SixSigma

andProduct

Services.”-1999

Annual

ReportChange

ManagementFocusFocus

on

change

&

growth:Driving

change

or

transformationProviding

change

management

skillsOrganizational

learningConsulting?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyCustomer-FocusedFocus

on

customers:Building

customer&

supplier relationshipsIntegratingcustomerfeedbackandinputinto

corporateplanningFostering

partnerships?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyStep

4:

Scope?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyWho

are

your

customers

&

stakeholders?Wherewillyoufocuscontent?How

willyou

decide

scope

of

offerings?Are

you

taking

a

phased

approach

to

introducingcontent?At

what

level

will

you

deliver

content

(beginner,advanced,

etc.)Possible

Scope

SpectrumWhereshould

YOU

beon

this?PersonalQuick

response

to

immediate

needsFocusedLacks

corporate

focusBroad

and

expensiveLarge

budgets

and

staffsCan

be

leveraged

through

senior

managementEveryone/Global?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyIndividual/LocalStakeholders

are Key

to Success?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyTherehastobeaclearlinkageandclear

communicationbetweenallshareholders

and

the

corporate

university

management.Step

5a:

Structure?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyHowisyour

CUorganized?Where

does

itreport?Is

it

centralized

or

decentralized?Is

it

based

on

the

Federal

model?Doyou

have

networks

&

loose

alliancesWhat

is

its

relationship

to

the

business

units?Form

follows

FunctionStructure

should

reflect

the

strategic

orientationCentralized?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyDecentralizedFederal

&

NetworksPossible

Structure

SpectrumWhereshould

YOU

beon

this?Decision

making

is

easyLarge

budgets

and

staffsExcellent

in

times

of

turmoil

and

stressCentralized?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyClose

to

customerQuick

response

to

immediate

needsCan

be

leanerLacks

corporate

focusDecentralizedChoosetheBest

Structure?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyOrganization

with a

few

employees

in

each

location,widely

dispersed

geographically.Singlelocation,

medium-sized

firmHuge,diversified

organizationwith

many

branches

and

offices.Smallstart-up

environment,

egalitarian

culture.Centralized?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyStrengthsStrong

control

over

all

aspects

of

training

and

developmentEnsuresuniformityand

consistencyWeaknessesDis-empoweringFosters

“resistance”

to

corporate

programsPrograms

may

not

reflect

realityProgramshave

“corporate”

flavorDecentralized?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyStrengthsEmpoweringAllowsdivisional

freedom

&

ownershipPrograms

are

perceived

as

morerelevantMay

offer

a

way

to

get

things

done

fasterCan

be

reactiveWeaknessesDifficulttoensure

consistent

messages

are

heardFostersfragmentation&

duplication

ofeffortMayleadtochaoticcareer

developmentandhinder

internalpromotionOftennotstrategic-focus

onTODAYFederal/Hybrid

Model?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyStrengthsBalances

freedom

with

controlAllows

for

consensus

to

emergeProvides

space

for

all

to

be

heardFostersastrategic,longer-term

approachWeaknessesStilldangerofNIH

(notinventedhere)

mentalityRequiresstaffwith

influencing

&

team

building

skillsTime

intensiveMaytakelongertoget

things

doneNetworks&

Loose

Alliances?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyWeaknessesConstantshiftingof

alliances

and

partnersLack

of

continuityStrengthsFlexibilityFreedom

of

choiceInformalagreements

exit

between

operating

unitsSome

training

units

join

together

over

some

issues, but

not

othersStep

5b:

Systems?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyWhat

learning

management

system

or

tools

will

youuse?Will

youfocus

onclassroom/bricks

&

mortar

delivery

or

on

web-based

delivery?What

development

systems

will

you

use:

competency-based

development,

needs-

analysis

based,

combinations?Step

6:

Funding?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyFor

profit

or

not-for-profit?Paid

for

by

corporate

allocation

or

by

chargingbusiness

units?Opento

non-employeesornot?Hybrid

model

with

partial

costs

paid

by

corporate?Paid

subscriptions

or

transaction

fees?Possible

Funding

SpectrumWhereshould

YOU

beon

this?Mustmarket&sell

Messageiscustom

Pricing

is

competitive

Quality

may

varyMessages

“customer-driven”No

excuse

not

to

attend

High

control

Consistentmessages

QualityControl

Messages

“corporate”CORPORATE-FUNDED?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyFOR

PROFITStep 7:

Staffing &

Skills?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyWho

delivers

the

programs?Aretheuniversitystaffmostlyinternalor

external?Areuniversitystaffexpertsininstructionaldesign

and

presentation?What

skills

define

the

corporate

university

staffer?Possible

Skills

SpectrumWhereshould

YOU

beon

this?Staffismostlyfromline

Emphasisonpracticalityand

opsskillsA

few

experts

act

as

coachesStaff

has

degrees

in

instructional

designRecognized

as

“experts”

in

deliveryContent

from

SMEsITSkills/

Training

Expert?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyLine

ManagerPossible

Delivery

SpectrumWhereshould

YOU

beon

this?Lowcontrol

Variable

quality

FlexibleDifficult

to

manage

DiverseALL

EXTERNAL

SUPPLIERS?

Copyright,

2001Global

LearningResources,Inc.For

Personal

UseOnlyHigh

controlNeed