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The Power of a Unified Approach: Combining Commercial Education at Roche Diagnostics
Debi Limones
What does Roche Diagnostics have in common with American Airlines?
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We will discuss:
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2 The unique challenges of unification
1 How Roche combined clinical and capital placement expertise under one learning umbrella
3 The POWER of the unified approach
Commercial Education In the beginning…
Commercial Excellence
CE Vision
Be the “industry standard” learning & development organization in the IVD market as evidenced by our ability to ensure employee engagement, competitive immunity and customer loyalty so that Roche Diagnostics achieves its business goals
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Commercial Education A Case for Change
Source: Adapted from Robinson D, Robinson J, eds. Moving from Training to Performance: A Practical Guidebook. San Francisco: ASTD and Berrett-Koehler Publishers, Inc.; 1998; 9.
Focused on Training Focused on Business Outcomes
• Training program focuses on what people need to learn. • Acquisition of skill and knowledge is the end.
• Training program focuses on what people need to do. • Acquisition of skill and knowledge is a means to an end.
• Training is training-event-oriented. • Training is learning-process-oriented.
• Training is primarily reactive (for example, someone calls and wants training). • Learning is proactively a part of strategic initiatives for achieving business and customer outcomes.
• Performance improvement solutions are biased in favor of a single training solution.
• Performance improvement is approached holistically and relies on multiple solutions, of which training is only one.
• The Training team can, and typically does, work independently of stakeholder partnerships.
• The Learning and Development team is partnered with stakeholders and has joint ownership for successful business and customer outcomes.
• Training needs analysis is optional. • Interdependent barriers to desired performance are rarely identified, such as
lack of coaching or misaligned incentives.
• Performance standards and learning needs analysis are mandatory. • Performance initiatives are approached holistically, ensuring consistency and
appropriate alignment and integration.
• Success is measured in terms of the quality of the training solution or event (did participants like it, did participants feel it was relevant and useful).
• Success is measured qualitatively and quantitatively by the contribution to performance change (assessments/certifications) and operational impact (business results).
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Commercial Education New Learning Environment
Performance System Customer Survey / Assessments
Customers
Sales Force
Clinical/ Technical Support
Marketers
Clinical/ Technical Support Curriculum
Marketing Curriculum
Sales Curriculum
Core Knowledge
Centralized Learning System
Roche Diagnostics Orientation
Roche Diagnostics Orientation
Functional Role Knowledge & Skills Business Needs
Functional Leadership & Management
Education
Functional Role Knowledge & Skills Business Needs
Functional Leadership & Management
Education
Functional Role Knowledge & Skills Business Needs
Functional Leadership & Management
Education
Business Effectiveness
Process Solutions
Product Utilization
Diagnostics University
Commercial Education Original Infrastructure
Business Units
Sales Force Clinical/
Technical Support Marketing Customers
HR Training
Leadership Development
Roche Learning Solutions
Functional Training Areas
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Training not seen as strategic business lever
Commercial Education Original Infrastructure
Challenges “Opportunities”
Redundant content , materials and operations
Resources primarily focused on new hires & new customers
Significant usage of event-driven training & webinars
Lack of training / development processes & feedback loops
No centralized repository to house training materials & content (particularly product)
Business Units
Sales Force Clinical/
Technical Support Marketing Customers
HR Training
Leadership Development
Roche Learning Solutions
Functional Training Areas
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Commercial Education Transformation Drivers
Strategic Business Alignment
Leaders as Role Models)
Differentiated Value for Customers
Aligned and Continuous Learning Processes
Elevated Learning Capabilities
New and Innovative Technologies
Competency Assessment Strategies
Commercial Education New Infrastructure
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Commercial Education Infrastructure Transition
Features Benefits Risks
Cross-functional training pods aligned to specific business units
• Proactive and strategic alignment • Development of deep business unit understanding • Reduced redundancy
Reduction of functional training strength
Separation of training development from training delivery • Increases overall training quality and consistency Disconnect between development and delivery
Establishment of Commercial Excellence Department • A group solely focused on cross business capabilities • Elevates overall training quality, consistency and impact
Can become a “catch-all” department for urgent, but not necessarily strategic requests
Consolidation of training logistics and support • Reduced redundancies • Drives consistency • Enables central materials management
Perception of the trainers and stakeholders that there is less personal attention
Current: Functional Area Focused Future: Business Unit Focused
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Commercial Education The Power of the Developer Role
Development Project Management
Training Materials (Course Focused)
Design
Objectives & Instructional Strategy
Implementation
Course Facilitation
Evaluation Course Evaluation
Knowledge Assessment and Certification
Needs Collection
On
-Go
ing
Revis
ion
s a
nd
Up
da
tes
Business Driven
Training Needs
Customer Training
Needs Employee Training
Needs
CU
RR
EN
T T
RA
INE
R
Development Project Management
Curriculum-based Training Materials
Documentation (Tech Pub)
Assessment/Evaluations
Design Learning Curricula
Objectives & Instructional Strategy
Assessments and Course Eval Strategy
Implementation Classroom Strategy and Prep
Course Facilitation
Evaluation Course Eval, Analysis and Follow Through
Knowledge Assessment and Certification
Needs Analysis
Business Driven
Training Needs
Co
ntin
uo
us
Co
mm
un
icatio
n
of In
itiativ
es a
nd
Iden
tified
Need
s
Customer Training
Needs Employee Training
Needs
FU
TU
RE
DE
VL
OP
ER
F
UT
UR
E T
RA
INE
R
On
-Go
ing
Revis
ion
s a
nd
Up
da
tes
Shift
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Commercial Education High-Level Transition Plan
2011 2012 2013 2014 2015
Integrate and Deploy • Communication • Baseline education • Measurement • Technology enablers • Branding • Change management processes • Alignment with HR and Roche Learning Solutions processes Institutionalize &
Continuous Improvement
Build • Performance models • Core curricula • Standard processes and tools • Organizational structure • Leadership alignment, coaching, & accountability • Behavioral assessments
Assess • Create a vision • Assess capabilities • Identify gaps and opportunities • Develop a plan
Our Gamification Management Principles
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Principle #1
Test every stick before you pull it
Principle #2
Know when to hold, fold and be bold
The Power of Unification The Mission—The What
Commercial Excellence
CE Vision Be the “industry standard” learning & development organization in the IVD market as evidenced by our ability to ensure employee engagement, competitive immunity and customer loyalty so that Roche Diagnostics achieves its business goals
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CE Mission
Provide engaging competency-based training with on-demand performance support access that equips and empowers Roche Diagnostics commercial employees and customers to successfully meet and exceed their personal development and business goals.
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The Power of Unification The Operating Model—The How
CD POC POL MD RAS SALES/
CORP ACCT FSR
FAS/TSS
CUST
MARKETING
TRAINING OPS
Business Focus
Funct
ional
Focus
Areas of Standardization • Role-specific curricula • Communities of Excellence • Processes, tools and logistics • Transferrable Skill Training • Team Accountabilities • Team Location
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Roche Commercial Education
IS UNDER CONSTRUCTION
!