Going Global in Learning: Partnering for Success

POWERPOINT TITLE

Going Global In Learning: Partnering for Success

Maria O’Donoghue Director, Global Learning & Development The Hertz Corp

Marla Zarlenga Account Manager ACS Inc., a Xerox Company

“….to be the most customer focused, cost efficient vehicle and equipment rental company in every market we serve”.

In 2007, Hertz launched a strategy of efficiency which included process and supply chain improvement and implementation of outsourced programs.

Company Vision

Global L&D Transformation The People Dimension

Talent Management at Hertz

Talent Management Value Proposition— Impact on Business Results

Organizational L&D as a Critical Enabling Function

Vision To increase the competitive advantage and value of our

business by developing our people.

What L&D brings to the Business:

•  One Global Learning Function.

•  State of the Art programme delivery methods – leveraging technology.

•  Aligning L&D Programmes to Performance Management – Know the Business!

•  Partner with the business in being accountable for creating measurable business improvement.

•  Operate as Performance Consultants. Diagnose problems and facilitate solutions.

Global L&D: The Value Proposition

•   Target programs to strategic objectives

•   Build capability and bench strength

•   Grow talent •   Promote a global, diverse

culture •   Create global standards and

efficiencies •   Support continuous

improvement •   Position Hertz as “Employer

of choice” •   Leverage the Hertz brand •   Drive to a high-performance

culture

The Pre-2008 L&D Model

•   Fifteen different training organizations globally

•   L&D reported to Operations in the U.S., HR in Europe

•   Multiple authors of training content

•   Multiple sets of duplicate content

•   Multiple suppliers

•   Focus on Operational training; limited investment in Management Development

•   Instructor-led training as main delivery channel

•   Trainers utilization at 50 percent; performed administrative, content development and delivery tasks

•   Lack of consistency and variable quality across each learning organization

Drivers to Outsource

•   Transformation - could not achieve through incremental or internal change

•   Efficiency—need to go from several, entity-based training organizations to one enterprise model of L&D, centralization of content development, administration, learning management, etc.

•   Effectiveness—need for a global curriculum to create a consistent standard of L&D experience, including more effective quality assurance; drive to e-learning to better reach our dispersed workforce

Strategic Direction

•   Global L&D increases strategic partnership role to the business and focuses more on organizational performance needs

•   Outsourced Learning Services group manages the administrative and learning delivery components and supports organizational performance with industry best practices and knowledge

The Proposed Future State

  Engage field leadership in the learning process

  Increase management development learning opportunities

  Offer more blended learning delivery across the organization (e.g., e-learning, on-the-job coaching, mentoring)

  Create global curriculum for consistency in content and delivery

  Quantify/measure the impact of learning on the organization in a consistent manner

Top-Down Learning Approach

Hertz/Outsource Partnership Solution

Global L&D Transformation Progress To Date

Key Milestones •   Successfully transitioned and on-boarded Hertz

employees to ACS

•   Established Global Governance Boards

•   Established project management and financial reporting processes

•   Built global New Hire Curriculum for key customer-facing field roles

•   Built global Management Development Curriculum for Field Management

•   Developed global Lean Sigma Curriculum for all employee categories

•   Centralized administration globally

•   Learning Management System go-live in U.S. July 09, Europe 2010.

•   Achieved average 30% savings per annum globally

The Critical Role of Global Governance

•   Learning Council and Learning Advisory Board ensures that learning is tightly integrated with the business at all levels:

•   Learning Council approves learning strategy, sets priorities, sponsors key projects and approves budgets.

•   Learning Advisory Board meets monthly to review project plans and provide input.

Global Management Development Curriculum

Middle Manager Senior Manager First Line Manager

Global Leadership

Communication Persuasive Business Speaking

Financial Management Financial Management & Business Metrics

Congratulations

Mentoring Leadership Essentials Coaching, Empowering Others, Managing Geographically Dispersed Teams, Creating

and Implementing the Business Plan & Leading Change

Operations Management Forecasting & Strategic Planning

Operations Management S&OP, Managing the Fleet, Operations

Management & Safety

Introduction to Leadership Performance Management, Interviewing,

Team Building & Leadership

Communication Effective Meetings and Communication &

Business Presentations

Customer Service & Sales Managing Customer Service, Sales

Management & Selling Skills

Financial Management Budget, Expense & Cash Management

Personal Effectiveness Decision Making, Time Management &

Computer Skills

Introduction to Management HR Policies, Transition to Management &

Welcome

Orientation Welcome & Congratulations

Global New Hire Curriculum

Our “Learning” to Date

•   The key role of governance

•   Executive sponsorship of curricula

•   Think and operate globally

•   Managing across oceans and time zones

•   Outsource partnership—working as one team

•   Change Management—communication is key!

•   Quantitative vs. qualitative thinking and reporting (facts, data, analysis)

•   Crucial role of subject matter experts from the business

•   Rome wasn’t built in a day—patience!

•   None of us is as smart as all of us—the value of teamwork

Major Challenges still out there……….

•   Technology Limitations –   Bandwidth issues –   Access to PCs at branch level –   Security concerns regarding informal learning tools

(YouTube, Wiki, Twitter, etc.)

•   Change management : –   Move to e-learning

–   Move from “order takers” to Performance Consultants –   Move to running training more like a business –   Discipline - “don’t tell us on Friday and expect it on

Monday!!”

•   Cost of customisation for language and culture

•   Discipline of proving Return on Investment to business

Your Questions?

Why ACS? •   Experience in

the market place

•   Cultural compatibility

•   Flexibility

•   Responsiveness to Hertz’s needs

•   Thought leadership

•   Quality account management