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Losing the War for Talent: As the rules for business survival are
continuously transformed by growing competition from emerging markets,
the operational best practices utilized by the majority of companies are
rapidly becoming antiquated.
Leadership 2012: CorpU recently completed a study that focused on trends
and best practices for developing leadership talent. Study results
revealed that current models for developing leaders seem to be falling
short of delivering adequate leadership talent.
Surgical Learning at Procter & Gamble: Technological change tends to introduce many new systems that require specialized skills and understanding of each process. Bill Martin, Senior Leader of Interactive Media at Procter & Gamble, discusses what must be done in order to get the most out of technological training. 
Corporate Learning Facilities – The Value of a Dedicated Facility: Corporate learning facilities are as unique as the corporations that own and operate them. Learn how American Airlines, Boeing and GE use their training facility to showcase their company.
Verizon Wireless - Simulation Gaming: For Lou Tedrick, the Senior Vice President of Workforce Development at Verizon Wireless, discusses the challenge of how to engage the younger workforce in learning.
Talent, Retention & Competitive Advantage in China: Even as salaries rise, turnover has increased and created a risk for competitive disadvantage. Jim Leininger, General Manager at Watson Wyatt Beijing Office, discusses the combination of a high demand for talent and increasing employee dissatisfaction in China.
Building The Corporate College Partnership: Fortune 500 companies are relocating their headquarters and training facilities to college campuses. These partnerships benefit both parties through combined resources, sharing knowledge, new jobs and improving the local economy.
Principles of Performance Management: The critical strategy of establishing active customer listening posts is discussed by author Bob Paladino. An example of the award winning organization Medrad is included.
The Pay for Performance Culture: Paul Loucks, President and CEO of Halogen, discusses the importance and implications of this performance strategy. The speaks authoritatively about the implementation of such a program by focusing not on the technology, but on the execution and cultural implications.
Caterpillar University - Innovative Communications and Branding: Find out how the award winning Cat U program was able to develop a unique brand identity and measure an internal marketing strategy that has created over 50,000 internal users.
Telefónica - A Global Brand with a Domestic Presence: Corporate University Director Juan Rovira is well aware of the need for Telefónica to be perceived as a domestic company in each of the countries they operate.
The Ritz Carlton Culture: With 32,000 employees worldwide and plans to add another 30,000 in the next 3 years, Ritz Carlton leaders realize the importance of maintaining a structured culture. Diana R. Oreck, VP of Global Learning, describes the practice of three mandatory staff meetings per day as part of developing core values.
UPS and e-learning: Learn how a 365,000 employee company is able to provide vital training to a distributed workforce, and track the success rate. Watch this exclusive interview with UPS Manager of Learning and Development, Linda Hardenburg.
Talent, Retention & Competitive Advantage in China: Even as salaries rise, turnover has increased and created a risk for competitive disadvantage. Jim Leininger, General Manager at Watson Wyatt Beijing Office, discusses the combination of a high demand for talent and increasing employee dissatisfaction in China.
Corporate University Growth Continues: CUX President Sue Todd is quoted in a Chicago Daily Herald article focusing on activity at Sears, HSBC, Caterpillar and others. Learn more about why the number of Corporate Universities has grown by 25% in recent years.
The Forced Ranking Debate Continues: CorpU researchers recently presented a live webinar to 360 attendees debating issues relating to forced ranking as a performance management strategy. The debate was followed by in depth research with large, global companies. This article describes the findings from that research, as well as polling data collected during the webinar and other information.
Coaching at Freescale: A key element of the manager curriculum at Freescale is implanting coaching into the company’s culture. Andrea Handy, Director of Learning & Development at Freescale discusses why coaching is a way of life.
Principles of Corporate Performance Management: Award-winning organizations embrace behaviors that escape their competitors. Having researched and analyzed best practices of the best companies, author Bob Paladino reveals five principles of corporate performance management, and how Medrad embodies one of them.
Campuses, Companies Cozy Up: The future of Corporate/College partnerships holds great potential, as evidenced by a story in the Wall Street Journal about the physical relocation of corporations into the university campus setting.
New York Life - Developing Leaders: Facing the effects of an aging workforce, New York Life recognizes a looming “demographic tsunami” of transitioning leaders. Vice President Bob McLoughlin discusses new leader development programs and developing a culture of trust.
JetBlue – The Importance of Business Alignment: The leaders of JetBlue U know that their success is based on the core belief that they exist to support the operations of the company. Read about CLO Mike Barger’s take on business alignment, and watch this Exclusive Interview
Caterpillar – The Correlation Between Employee Engagement and Learning: The Director of Learning Strategy Fred Goh discusses the impact of increasing learning and performance through improved levels of engagement. Watch the exclusive Video Interview
Forcing the Issue - Exploring the use of Forced Ranking Systems in Performance Management: CUX Practice Leader Raj Ramachandran explores the issues surrounding the use of forced ranking systems, and whether or not they can improve the performance of an organization.
The UN Leads the way with Corporate College Partnerships: The UN has partnered with eCornell, Columbia U and others to develop custom curriculum and delivery channels. Tapan Mishra discusses the key components of this initiative.
Technological Osmosis in the Ivory Tower: Learn more in this new article on the Risks and Rewards of Corporate College Partnerships Partnerships from the University of Oviedo in Spain
The Role of the CLO: CUX Chairman Alan Todd examines the role of the CLO, and why many L&D organizations run the risk of misaligning with strategy.
The Importance of the Timing of Performance Reviews: John Gutowski, formerly of DaimlerChrysler, discusses the importance of timing reviews based on project progress and lessons learned.
Are We Starting from the Right Space? Learn why accountability is the key, and the importance of understanding and sharing in the vision of the CEO. A video interview featuring Jim Harwood, Dir. of Sales Training and Development at Farmers Insurance.
30,000 and Growing - Learn How Satyam Creates New Leaders & Builds Talent: Watch the CUX exclusive interview with Senior vice President of Leadership Ed Cohen, and read about the cutting-edge Satyam school of leadership.
Process Dictates Technology: Los Angeles-based Health Net Inc. created a centralized, strategic talent management plan that combined multiple technology solutions to enable specific results. Watch the exclusive CUX interview with Scott Millward, Sr. LOD Consultant and Ceil Tilney, Director of Program Development and Education on Performance.Corpu.com.
John Deere - The Performance Management Journey: Participation in performance management reaches the 98% mark annually at John Deere, and the company has nearly 19,000 employees on a single system. Visit Performance.Corpu.com and learn more about how John Deere develops performance objectives that support the manager and the division.
The Need for a Performance-based Culture: CUX Chairman Alan Todd discusses the critical business drivers behind the need for performance management strategies.
Performance Management - Today’s Leadership Challenge: Pensare Group President Y. Renee Lewis describes the importance of innovative thinking in today's corporate environment.
Performance Management and the Role of L&D: Corporate University Xchange (CUX) is witnessing unprecedented change in corporate training as the remit of this supporting business function continues to expand and responsibilities of its leaders grow. This is in large part due to the increasing importance of talent to organization success.
The Corporate University Role in the 787 Dreamliner: When Boeing designed their new 787 they realized that they would also have to retrain a large part of their workforce. Explore this award-winning project with the presentations given by Boeing leaders.
CUX President Sue Todd Opinion Article: Sue Todd, President of Corporate University Xchange, discusses how performance management improves alignment of goals and enables execution.
Getting the Most Out of Training: Buy-in from across your organization is critical to the success of an L&D program. Learn about the attendance strategies used by groups like Intel, Tenaris, Stanford, NASA, and others.
Boeing's Commitment to Leading Global Competition: A recent white paper on education and workforce development details the importance of the corporate ownership of, and investment in educational partnerships. See how far Boeing is taking their commitment.
Boeing's New Learning Model Drives Dreamliner Completion: A new paper by Boeing and UW staff describes the strategy developed to accelerate the "novice to expert" timeline. Learn how cultural changes, new technology and other factors are impacting the ability of the company to stay competitive and create highly skilled employees.
How Can You Make Performance Management Fun? At Southwest Airlines, the performance management process was turned into a game of football – so to speak. Gary Cokins had a chance to see Laura Wright, Sr. VP and CFO of Southwest Airlines present their approach on performance management, and why it doesn’t always have to be a feared process. Author Gary Cokins
Management vs. Culture – Gary Cokins, Performance Management Author: Everybody wishes his or her organization was performing better, but is it possible to predict the future when it comes to an organization’s performance? Read how an organization’s culture can be changed for the better and the biggest influencer of them all.
Why the High Interest on Performance Management Now? Organizations have been doing performance management before there were computers, but it seems to be the latest craze recently – even though there is not one single definition! Was it business intelligence software vendors integrating the analytical information across multiple departments that started it, or was it a deeply rooted cause? Author Gary Cokins
UBS Performance Management: With strong senior level support, UBS uses PM to improve the quality and consistency of its processes across 46 countries and 78,000 employees.
John Deere Performance Management: Within 3 years, a CEO driven initiative has greatly changed the culture at John Deere with participation in the process by over 98% of employees.
Florida Department of Revenue Performance Management: Using a "Golden Thread" process to increase visibility of goals at all levels and increasing customer involvement (the customer), FDOR has created a process that can endure the inevitable change that occurs each 4 years when a new governor is elected.
Eastman Chemical Performance Management: Making sure to not let technology drive the process, Eastman emphasizes both competencies and output by using the standard that performance equals results plus behaviors.
Farmers Insurance The 2007 CUX award winner for best overall corporate university discusses their performance management process and how they greatly improved new hire performance.
:: Procter & Gamble Case Study Series ::
Case Study - Leadership at Procter & Gamble: Learn about this highly successful leadership training program and the development of the R&D University.
Case Study – Procter & Gamble Improves Coaching: Learn how the coaching initiative at P&G increases levels of engagement, internal networking and other critical factors.
:: Performance Management Research ::
Maturity Model - 5 stages of development of the PM process
Key Insight: Culture - A high performance culture impacts and unites multiple business functions such as compensation, succession planning, governance and leadership.
Key Insight: Coaching - The manager takes responsibility for coaching and guiding employees to improve their performance and individual capabilities.
Key Insight: Employee Surveys - In an effective performance culture, surveys are used to track perceptions of fairness, quality of coaching, and determine where additional training is needed.
Key Insight: Goal Setting - Effective goal setting aligns all level of an organization to the strategic goals and maintain focus. Multiple techniques and tools are used to accomplish this such as Balanced Scorecard, Hoshin Planning, cascading goals and SMART goals.
Key Insight: Competencies - Competencies represent the "how" of a performance process. Development opportunities and needs are identified and addressed through competency development.
Key Insight: Technology - With no dominant vendor in this nascent market, many companies use homegrown technology or no technology at all to automate their PM processes. In any process, technology must be used as an enabler of the process rather than the driver.
Performance Management Insight - Rating: Effective rating processes rate employees on both performance and competencies. The resulting rating then informs the improvement planning process for each employee.
:: Past Webinars that are archived in video format and available for CorpU Members ::
Click here to view the archive page
Measuring the Performance Impact of Training at Boeing
Successful L&D organizations measure. They know what performance impact they are aiming for, and have rigorous procedures to determine if their goals (and therefore the goals of the business leaders involved with a particular initiative) are met. Mark Dana, from the Learning, Training and Development Organization at the Boeing Company described their training evaluation process for Performance Impact (ROI). He discussed participants in the evaluation process and their roles and showed and described the tools the team uses to conduct an evaluation. Examples of completed performance impact studies were presented.
Onboarding at Sanford Health System: It's All About Relationships
Onboarding is a critical issue for all businesses, but is particularly critical for health care organizations, many of which face severe shortages of qualified staff. Deborah Letcher described how Sanford Health System, a group of hospitals, clinics and nursing homes, provides interactive learning sessions, opportunities for dialogue, and regular follow-up sessions between clinical educators and new hires facilitate the nurturing of relationships. Most important, new nursing employees are supported by Clinical Nurse Educators who serve as faculty advisors and mentors for twelve months following their hire date, dramatically increasing nursing staff retention.
Performance Management: Driving Results at Farmers Insurances
Most companies have to deal with employees that are distributed, sometimes throughout the world. Farmers Insurance has another issue. The company depends on 22,000 independent contractors to meet its business goals. These contractors define the time, place and manner they do their work, making it even harder to affect changes in behavior. Annette Thompson and Jim Harwood described how the Farmers L&D organization found a way to leverage their performance management process to coach contractors to a different level of performance, and deliver business results.
The Chief Learning Officer (CLO): Driving Value Within a Changing Organization Through L&D
Tamar Elkeles, the CLO of Qualcomm, shared how CLOs can develop strategies, set proper levels of investment, make performance improvement the primary learning goal, and manage learning and talent for value. She also shared some of the strategies of the twenty high-profile CLOs that contributed to the new book she wrote with Jack Phillips. Participants learned the importance of the CLO role, regardless of the actual title, nine important value-adding strategies that will be part of the CLO role and how to develop productive management relationships that enable learning to add value.
Caterpillar's Communities of Practice: Unleashing the Power of the People
Companies that want to go beyond training to learning need to develop networks of individuals willing and able to share information that will benefit others, and, ultimately, the company. It is not an easy thing to do. Paul Walliker described how Caterpillar University has grown their Knowledge Network into a corporate goldmine that contributes significantly to the growth of the company. Bringing together over 40,000 employees, retirees, and dealers into some 3,500 communities, the network has helped restart plants destroyed by tsunamis, and solved countless problems in subjects ranging from bolts to keeping garage floors clean when servicing equipment.
The Next Generation of Corporate Universities
This presentation, based on the book of the same name by consultant and author Mark Allen, provided a window into some of the most innovative corporate universities and their inventive approaches. Corporate universities are being used strategically to help develop people and expand organizational capabilities. The whole range of issues facing these new strategic organizations was discussed. |
