Lois Webster

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Managing Global Training and Development
Organizations
Lois Webster CEO, LearnShare February 5, 2008
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Goal
Develop your workforce to support Business
Strategies Worldwide
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• Who I am? Who is Learnshare?
• Determine your corporate global model
• Challenges Developing Global Workforce
• Checklist to develop/manage the organization
• Case Studies Motorola, GM, Eaton Corp, John
  Deere Company
• Good Practices Surveys

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You . . .
1. manage a global training organization? 2. work
in a global training organization? 3. just now
facing the challenge of training global
operations in your company on an ad-hoc
basis? 4. are just curious?
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Audience Response Technology provided by . . .
www.turningtechnologies.com Global
operations Over 1 million ResponseCards in use
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LEARNSHARE
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LEARNSHARE
learning consortium of Fortune 1000 companies
committed to the development and delivery of
cost-effective, value-enhancing, sharable global
learning solutions in a collaborative
environment
TECHNOLOGY
CONSULTANCY
COMMUNITY
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Worldwide presence is becoming a strategic
imperative rather than a discretionary
choice Vijay Govindarajan, Duke University
Tuck School of Business
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International
Multinational
Global
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• Headquarters based in home country
• Standardized technologies and business processes
• Similar policies to manage human resources
• Extension to domestic activities

International
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Operate in several countries Decentralization
of decision making Little coordination of
activities
Multinational
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Global
One world scenario with growing
interdependence Country of origin not central
to corporate identity Known by their products
and services rather than Country of origin
Acquires resources from a global pool Views of
world as its home
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What is your company?
1. International 2. Multinational 3. Global 4.
None of the above yet
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What is your company?

• International
  
  
• Multinational
• Global
• None of the above yet

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Problems in Developing the Worldwide Workforce

• Expense in sending out trainers
• Inconsistent translations
• Difficulty in hiring and retaining talent
• Global design doesnt fit local reality
• Struggle over power and control

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See Checklist
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How important is strategy?
Global Learning Strategy? How to structure? How
to fund? Hiring and retaining talent?
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2
3
4
Least Important 1 Most Important 4
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How important is execution?
Delivery? Course Design? Vendor
Management? Enterprise-Wide Training?
1
2
3
4
Least Important 1 Most Important 4
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How important is infrastructure?
Translation? Technology Infrastructure? Measuremen
t Worldwide? Development of Global Leaders?
1
2
3
4
Least Important 1 Most Important 4
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Delivery Course Design Vendor Management
Enterprise-Wide Training
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In Asia
Employees prefer instructor-led training
Short on experienced middle and senior- Level
HDR professionals Short on subject matter
experts No local base of qualified
instructors Expense to export classroom
instructors
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The Need Asia-Wide Travel Policy
Consistent message
16,000 employees to train
Short timeframe
Individual training organizations
Instructor-led format
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Cross-Continent Design and Development
Korea - Designer Beijing - SME/Sponsor
Hong Kong - Project Manager Every A/P
operation - local training coordinators
By language - 10 trainers
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Results Met aggressive time and dollar
goals Delivered consistent message to all
employees Developed high potentials Gave talent
broader exposure Utilized continent-wide
competencies Softened local boundaries
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Global Engineering Centers
Linked with common processes and engineering tools
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University Engineering College Topics

• Computer aided design

• Computer-aided engineering

• Engineering processes

• Vehicle validation

• Manufacturing engineering

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Blended Learning Approach
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• Drivers for Learning
• Learning programs are increasingly aligned
  withspecific business strategies
• Speed-to-learning more important than ever
  before
• Informal learning has emerged as a critical need
• Blended learning more types of content and
  technology
• Need for customization is growing
• Integration is a major goal and challenge

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• Microtraining Strategy
• Provide just-in-time training for global CAE
  engineers
• Maintain close collaboration with CAE leaders
• Focus on mission-critical proactive blended
  learningintegrating content into context
• Place the learner at the center
• Focus training to bit-sized chunks of knowledge
• Be nimble and quick in responding to CAE leaders
• Utilize training Mules and rapid-prototyping
• Integrate training with CAE daily jobs

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Integrate Content Into Informal
Learning Context
Informal Learning Specific practical
Need Shorter term just-in-time Individualized
content Requires purpose Integrated with
work Results-based Learner-centered Unmeasured
as-needed Empowerment
Formal Training General academic Need Longer
term full-time Standardized content Requires
pre-requisites Isolated from work Assessment-based
Teach-centered Measure scheduled Control
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Place the Learner at the Center
Online reference
Blended Support
Course content
Online meetings
Test Prep
Job Aids
Mentors
Simulations
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Global learning strategy Structure
Funding Hiring/retaining talent
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UNIVERSITY
Shortage of middle and senior level
professionals and specialists in dispersed
locations Many with little experience working
in foreign (e.g., US/UK Companies) High
turn over rates 25 leave within 6 months
50 in 2 years Most leave for
better compensation/benefits
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UNIVERSITY
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UNIVERSITY Although there is no single best
global structure, There is evidence that global
managers increasingly mix structural forms by
combining aspects of matrix, functional, and
divisional forms. These hybrids result in charts
that are messier then hierarchical charts. They
are complex to manage and they are imperfect in
balancing coordination and control.
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The Structure Issue Approaches
are no longer either/or but both/and
Both centralization and decentralization
Autonomy and control Homogeneity and
diversity
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Translation Technology Infrastructure
Measurement Worldwide Development of Global
Business Leaders
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Translation Decision Tree Building a global
mindset
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Critical Decisions in Translation What is the
purpose of the communication? Who is the target
audience? Who pays? What languages? Who
translates?
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Good Practices in Managing a Global Learning
Organization Start with delivery and
design Leverage competencies where you find
them Set up cross-boundary project teams Embed
learning in work tools Favor learner-centered
approaches Implement a worldwide LMS for
delivery Develop local talent Create intentional
decision making charts Balance autonomy and
control
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What level of competence has your company
achieved?
Global Learning Strategy? How to Structure? How
to fund? Hiring and retaining talent?
1
2
3
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Havent addressed it 1 Very competent 4
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Competence in Execution?
Delivery? Course Design? Vendor
Management? Enterprise-Wide Training?
1
2
3
4
Havent addressed it yet 1 Very competent 4
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Confidence in infrastructure?
Translation? Technology Infrastructure? Measuremen
t Worldwide? Development of Global Leaders?
1
2
3
4
Havent addressed it yet 1 Very competent 4
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Global Ideal
Globalization is an endeavor that can spread
worldwide the values of freedom and civil
contact the antithesis of terrorism. It is a
reflection of human Freedom in economic
terms. Alan Greenspan (2001) at the Institute
for International Economics
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Global Ideal . . .
. . . Is a transformative process that can lead
to social and economic justice. Global learning
will eventually break down the barriers that
lead to war and divisions. Barbara Parker,
Introduction to Globalization Business London
(2005)
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LEARNSHARE
www.learnshare.com lois.webster_at_learnshare.com