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Going Global In Learning:
                Partnering for Success
                                          POWERPOINT TITL...
Company Vision
“….to be the most
customer focused, cost
efficient vehicle and
equipment rental
company in every
market we ...
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 co...
Global L&D: The Value Proposition

                       •    Target programs to strategic
                            ob...
The Pre-2008 L&D Model

•  Fifteen different training organizations globally
•  L&D reported to Operations in the U.S., HR...
Drivers to Outsource
•    Transformation - could not
     achieve through incremental or
     internal change

•    Effici...
Strategic Direction




•    Global L&D increases strategic partnership role to the business and focuses
     more on orga...
The Proposed Future State

Top-Down Learning Approach

     Engage field leadership in the
      learning process
     I...
Hertz/Outsource Partnership Solution
Global L&D Transformation
     Progress To Date
Key Milestones
•    Successfully transitioned and on-boarded Hertz
     employees to ACS

•    Established Global Governan...
The Critical Role of Global Governance

•  Learning Council and Learning Advisory Board ensures that
   learning is tightl...
Global Management Development Curriculum

    First Line Manager                           Middle Manager                 ...
Global New Hire Curriculum
Our “Learning” to Date
•    The key role of governance

•    Executive sponsorship of curricula

•    Think and operate gl...
Major Challenges still out there……….
  •  Technology Limitations
      –  Bandwidth issues
      –  Access to PCs at branc...
Your Questions?
Why ACS?
•    Experience in
     the market
     place

•    Cultural
     compatibility

•    Flexibility

•    Responsiv...
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Going Global in Learning: Partnering for Success

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As businesses expand their learning operations across the globe, they face many challenges: how to ensure continuity of training but also retain individual pieces; development and management of a global curriculum; addressing learning needs at various levels; development of managers at different levels; ensuring compliance and uniformity in the delivery of learning methods; and increasing retention and decreasing turnover, to name a few. During this workshop, Maria O’Donoghue, director of global learning and development for Hertz, will present with Marla Zarlenga, learning services account manager for ACS, a Xerox company, to describe how their companies partnered to create a global transformation of Hertz’s learning system, delivering a high ROI for training dollars, and developed an approach to global learning that is a model for global learning success.

Maria O'Donoghue, Director, Global Learning and Development, The Hertz Corp.

Marla Zarlenga, Account Manager, ACS Inc., a Xerox Company

Published in: Business, Education
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Going Global in Learning: Partnering for Success

  1. 1. Going Global In Learning: Partnering for Success POWERPOINT TITLE Maria O’Donoghue Director, Global Learning & Development The Hertz Corp Marla Zarlenga Account Manager ACS Inc., a Xerox Company
  2. 2. Company Vision “….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.
  3. 3. Global L&D Transformation The People Dimension
  4. 4. Talent Management at Hertz
  5. 5. Talent Management Value Proposition— Impact on Business Results
  6. 6. 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.
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. The Proposed Future State Top-Down Learning Approach   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
  12. 12. Hertz/Outsource Partnership Solution
  13. 13. Global L&D Transformation Progress To Date
  14. 14. 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
  15. 15. 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.
  16. 16. Global Management Development Curriculum First Line Manager Middle Manager Senior Manager Introduction to Management Orientation Congratulations HR Policies, Transition to Management & Welcome & Congratulations Welcome Operations Management Operations Management Global Leadership S&OP, Managing the Fleet, Operations Forecasting & Strategic Planning Management & Safety Introduction to Leadership Leadership Essentials Mentoring Performance Management, Interviewing, Coaching, Empowering Others, Managing Team Building & Leadership Geographically Dispersed Teams, Creating and Implementing the Business Plan & Leading Change Communication Effective Meetings and Communication & Business Presentations Communication Persuasive Business Speaking Customer Service & Sales Managing Customer Service, Sales Management & Selling Skills Financial Management Financial Management & Business Metrics Financial Management Budget, Expense & Cash Management Personal Effectiveness Decision Making, Time Management & Computer Skills
  17. 17. Global New Hire Curriculum
  18. 18. 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
  19. 19. 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
  20. 20. Your Questions?
  21. 21. Why ACS? •  Experience in the market place •  Cultural compatibility •  Flexibility •  Responsiveness to Hertz’s needs •  Thought leadership •  Quality account management

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