CorpU

FPL - HR Transition

The overall effectiveness of Group University owes their base to the alignment with HR. Rodney Miller is part of the total rewards team, which includes compensation, benefits, health and wellness, diversity and learning and development. All initiatives that effect FPL employee’s engagement come from this team. Before the formation of Group University, FPL was more of a silo organization. Changes in learning and development would have unforeseen implications in other HR functions, but this was resolved once the various HR organizations found a better way to align themselves. This realignment, led by the Senior Vice President, improved HR’s ... Watch Video »

25 Mar 2008

Plastipak Packaging Inc - Building a Corporate University

The owner and CEO of Plastipak Packaging had a vision: establish a corporate university that would increase the company's bench strength, specifically by deepening the technical expertise of associates who work with Plastipak's proprietary blow-molding equipment. His charge to the learning team? Develop and launch Plastipak Academy to fulfill this need. Driven by a passion for business alignment, Diane Hinton and her team proposed a corporate university model that would meet not only the CEO's initial priority, but would also touch a variety of other prevailing business needs the company was facing. Upon executive approval, the learning ... Watch Video »

24 Mar 2008

Fifth Third Bank - Creating Consistent Customer Experience

The leaders at Fifth Third Bank wanted to create loyal and engaged customers to drive their business. This was done through a combination of increasing employee engagement, as well as a customer needs assessment. Fifth Third Bank wanted to create a customer experience that could be replicated across all of their branches. Before implementing this new strategy there were inconsistencies in the process. Customers would express their needs, but employees often assessed only the short-term needs and overlooked long term opportunities. The new process allowed them to take a more holistic approach, using proven strategies to better serve the customer ... Watch Video »

21 Mar 2008

CorpU Best Practice: Launching the Boeing Craft College

Careful planning, executive support, and a clear vision of the goals of a new L&D organization are keys to its success. Representatives from Plastipak and Boeing will each describe how they did it. Read More »

4 Feb 2008

CorpU Best Practice: UBS Talent Programs From Cradle to Throne

Discover the tools and techniques used to assure that business strategy is the driving force behind everything corporate learning does. Talent Programs From Cradle to Throne - Furthering Corporate Goals through Learning and Development Read More »

4 Feb 2008

Telefonica - A Global Brand with Individualized Domestic Presences

Telefonica has a real need to be a domestic, local company in each country they are present: - A Brazilian company in Brazil - An Argentinean company in Argentina - A Mexican company in Mexico - An English company in the UK Watch Video »

29 Aug 2007

Scana - Launching a Corporate University

Scana Corporation is older than 150 years and started as the Charleston Gas & Light Corporation. Once they became Scana, all of the business areas continued to possess very unique culture areas from the Nuclear culture to the Power Plant culture to the Pipeline culture; each area is very territorial about what they do and how they run their training. When Dina Wilson, Director of Employee Development, came into the company 11 years ago, there were different leadership programs all over the country. There was no consistency on how training was tracked, and no overall philosophy of learning and development. About ... Watch Video »

29 Aug 2007

HSBC - Driving Learning Strategy

Even though the learning function was always “at the table” as a strategic player at HSBC, they may not have been always saying the right things at the table. They were playing a strategic role, identifying the business needs, but it required a step back to look at the larger vision to determine if funds and resources could be spent better in other areas. A new set of tools helped to achieve this improved clarity of vision. The conversations surrounding these new tools have become strategic because they force other functions to discuss what is truly critical for the business ... Watch Video »

29 Aug 2007

IBM - What Learning Should Bring to the Business

To be seen as a strategic operation within the business, the learning function must truly understand the strategies of the business, be able to develop trusting interdependent relationships built out of respect and offer expertise from a mindset of what learning can bring to the business. A specific example of this is by coaching those who have a traditional understanding of learning in an academic and classroom based setting to view learning as transformational in many forms. Finally, learning is a business and must be run like a business. As is the case for all business units, learning needs to ... Watch Video »

29 Aug 2007

JetBlue - Alignment

JetBlue U is there to support the operation and not here for “JetBlue U’. It compares their secret of success to the catch phrase ‘aligning training with the business units.’ One of the big challenges the training department has when creating the corporate university is creating a university setting with the right acceptance by business unit leaders. Business unit leaders trust the corporate university to produce a student, worker or crew member who will be effective out in the operation, so it really talks to the notion of exceptional alignment between the business unit and what is done at the ... Watch Video »

29 Aug 2007

Farmers Insurance - Corporate University Alignment to Strategy

Simply put, organizations live to fulfill a purpose and corporate universities live to serve the needs of the organization. At Farmers Insurance, aligning the corporate university to organizational goals and strategy requires three basic things. First, the Chief Learning Officer’s salary and compensation must be aligned with the achievement of numerical, organizational results. Rather than just the number of courses or programs delivered, the focus must be on whether the actions drove the business result that was sought. Watch Video »

29 Aug 2007

Caterpillar - Running Learning Like a Business

In terms of alignment of learning to business goals, companies are doing more performance consulting and needs analysis. They are moving away from using a reactive and order taker approach, but it is still not enough. The process must go further with companies creating a physical business plan for learning. The plan could be fairly simple, say 10-15 pages, or even up to 100 pages, but what is important is that it involves all the key leaders and process owners and is laid out clearly in advance. If learning is run like a business, you should report out monthly and ... Watch Video »

29 Aug 2007

Strategy Integration