RESHAPING THE LEARNING FUNCTION TO BRIDGE TALENT GAP

Training & Development, Sep 2007 by Bersin, Josh

Training executives share new approaches.

WITH THE CONVERGENCE OF CONTINUED BUSINESS EXPANSION and the multiplicity of talent challenges facing businesses today, a new kind of learning department is evolving-one that focuses on organizational capabilities driven by competencies, not performance.

A panel presentation. Building a High-Impact Learning Organization, at the 2007 ASTD International Conference & Exposition in Atlanta, outlined this new learning organization and how learning will change as a result Participants on the panel included Whitney Shelley of Countrywide Financial, Rob Lauber of Yum! Brands, and Jim Rush of Marsh. They discussed how their learning functions are already moving in this new direction.

New learning organization characteristics

New learning organizations will emphasize on-demand, informal learning, which helps employees reach the level of expert faster and stay engaged over time. On-demand content, job aids, performance support tools, communities of practice, and coaching programs will be among the primary offerings. Learning and its delivery' will be tailored to meet the learning styles and interests of workers from baby boomers to millennials.

The new organization is driven by talent and leadership gaps, critical skills shortages, employee engagement, and corporate culture.

The organization measures success in terms of solving talent challenges such as filling critical skills shortages and assisting in meeting recruiting goals. The new learning organization is centralized at the enterprise or division level and aligned with human resources.

Media makes the message

Good Day, Countrywide is just one of the programs that employees of Countrywide Financial can tune into each week from their desktops and laptops.

Whitney Shelley, executive vice president of HR for Countrywide Financial, is a strong believer in adapting popular media into corporate learning and communication skills. Throughout her 18-year career in HR, she has taken a keen interest in the special needs of dispersed workforces.

"It's a challenge to establish and manage a culture when a substantial number of employees work from automobiles, airplanes, hotels, branch offices, and home," she says. "You have to be creative to get consistent, timely messaging and learning to this type of workforce. Big binders alone aren't the answer."

More than two years ago, Countrywide Financial, a diversified financial services company focused primarily on real estate finance, built a recording studio to create real-time employee communications. According to Shelley, Countrywide TV, located in Piano, Texas, was designed to create programs that simulated what employees see on regular television with news crawls, professional sets, virtual backgrounds, and special lighting.

Good Day, Countrywide is recorded each Friday. Employees host the show with executive guests and subject matter experts covering topics that range from the company's financial performance to new product launches

The show is broadcast the following Monday and Wednesday, airing several times during each day. Employees can watch the five-minute show from the Countrywide TV website and are able to see other shows such a Executive Forum and Countrywide People. The company also produces targeted educational programs such as Managing a Commissioned Workforce and How to Sell a New Product.

To make learning and communications even more accessible, the company takes advantage of other delivery technologies. For instance, the company produces Drivetime, a CD series to which managers subscribe. Each CD track focuses on a different topic, which is delivered by a subject matter expert or corporate executive. The company a so is testing MP3 files for download to portable devices.

"These unique delivery options add variety and interest to learning and help keep employees engaged," Shelley says. "People like the option of reviewing information at their own pace or going to a specific show or track just when they need the information. Most importantly, these programs provide a medium for us to leverage and share the expertise of our SMEs and executives."

The power of sharing

When Rob Lauber became vice president of Yum! University and global learning for Yum! Brands last year, he signed up for the biggest challenge of his professional career.

Yum! Brands, based in Louisville, Kentucky, is a restaurant company with more than 34,000 restaurants in more than 100 countries. Its brands-Long John Silver's, Pizza Hut, Taco Bell, and A&W Restaurants-employ an estimated 1 million workers between its company-owned and franchise partners. The company has an aggressive growth strategy, which includes building dominant restaurant brands in China, driving profitable international expansion, and improving the brand positions and returns in the United States.

The company firmly believes that building employee capability is the key to long-term success. In fact, the company's "Formula for Success" states, "People capability first... satisfled customers and profitability follow."