Asesmen kesiapan implementasi Corporate University (CorpU)

1. CORPORATE UNIVERSITY
IMPLEMENTATION READINESS
ASSESSMENT
By Dr. Ir. John Sihotang, MM
DST Conuslting
Gedung Nucira, Lt 3, Jl. MT Haryono Kav 27 Jaksel
https://digital-corpu.com/home.html/

2. Outline
Corporate University Overview
Maybank Roadmap To CU
Learning Needs Diagnostics Process
Telkom Roadmap To CU
Danamon Roadmap to CU

3. DEFINISI CORPORATE UNIVERSITY
Salah satu ‘strategic engine” organisasi yang mengintegrasikan seluruh
komponen-komponen Learning Resources, Process and People yang terdapat di
dalam perusahaan, untuk memperoleh tingkat kinerja terbaik (best-in-class
performance) melalui peningkatan knowledge, skill dan attitude/beliefs
karyawan yang dilakukan secara kontinius di dalam “business eco-system”.
“An organization created to manage learning and development as a
strategic investment focused on driving measurable performance
improvement in key business areas.”
Corporate University (Corpu) adalah suatu model pengembangan
organisasi pembelajar dalam rangka membangun keunggulan
bersaing perusahaan dan kinerja bisnis berkelanjutan melalui
(John Sihotang)

4. Learning objectives focus on
developing capabilities to fills the
Performance Gap (Reactive)
Performance
Gap
Conventional Training Center
Corporate University
Corporate University Vs
Conventional Training Center
Real
Strategic
Objective
(3-5
years)
Learning objectives focus on developing
capabilities to seize the Business
opportunities (Proactive)
Potential
Business
Opportunity
Perfor-
mance
Target (1
year)
Training
Training,
Development
&
Education

5. Danamon Learning Center Danamon Corporate University
Focus Reactive Proactive
Organization Fragmented Integrated
Scope Tactical Strategic
Metrics Successful Programs: Participants
Liked
The Training
Performance Improvement &
Business Impact
Media Classroom and e-Learning Leader as Teacher
Holistic Solutions for Performance
Improvement
Owner Training Director Senior Executives
Offerings Wide Audience/Limited Depth Business and Career Focused
Enrollment Open Enrollment On-Demand/Just-In-Time
Success Increase in Job Skills Improved bottom-line
Operation Operates as a Staff Operates as a Business
Image People who deliver courses. True Business Partner
Marketing Fill classes.
Get them to use e-learning.
Performance Consulting;
Relationship Management; Solutions
Selling
Training Center vs. Corporate University

6. Proactive Vs. Reactive
Landasan Teori
• Developing future competencies based that
triggered by:
• Strategic Business Plan
• Career Development Plan
• Business Process Improvement Plan
• Culture Transformation Plan
Proactive
Approach
• Filling Current Competencies gaps that
triggered by :
• Shortage of Business performance
• Current Competency Gaps
• Poor customer experience
• Poor transformation execution
Reactive
Approach

7. Learning Needs Diagnostics Methods
• Assessing skill &
knowledge
requirement to
perform successful
Activity & task
• Assessing learning
gaps to increase
existing business
performance
• Assessing Competency
requirement to perform
successful Job
responsibilities
• Assessing Learning
needs to achieve
strategic goals and
successful strategic
Initiatives execution Strategic
Needs
Assessment
Methods
Competency
Model
Assessment
Methods
Process
Activity
Assessment
Methods
Tactical
Needs
Assessment
Methods
1 2
3
4

8. LEARNING NEEDS DIAGNOSTICS PROCESS
Strategic Needs
Assessment
Methods
Competency Model
Assessment
Methods
Process Activity
Assessment
Methods
Tactical Needs
Assessment Methods
Individual Capability
Assessment
Strategic Objectives &
Initiatives Definition
Strategic Initiatives &
Learning Needs
Mapping
Strategic Needs Based
- Learning Plan
Individual Capability
Assessment
Competency Model
Definition
Job Responsibility &
Learning Needs
Mapping
Competency Gap -
Learning Plan
Individual Capability
Assessment
Successful Customer
Outcome (SCO)
Definition
Activity & Learning
Needs Mapping
SCO Activity Based-
Learning Plan
Individual Capability
Assessment
Identify the trigger
need for learning
Existing Problem &
Learning Needs
Mapping
Personal
Development Based-
Learning Plan

9. Outline
Corporate University Overview
Roadmap To CU
Learning Needs Diagnostics Process
Telkom Roadmap To CU
Danamon Roadmap to CU

10. 1991 Danamon
Campus
2004
Danamon
Learning
Centre
2008
Danamon
Corporate
University
Launch
2009 DCU as a
Centre of
Learning
2011 DCU as a
Centre of
Knowledge
-Establishment of
Governing Board
-DCU Governance
Ready
-Use of Learning
Technology (ISD)
-Curriculum Ready
-Learning Management
System Implementation
-Blended Learning
-Regional Centre
-Vendor Management
-Learning Metrics
-KM system ready
-Communities of
Practice
-Just in Time Learning
Danamon CU
Journey

11. MAYBANK
LEARNING
CENTRE
MAYBANK
GROUP
LEARNING
CENTRE
MAYBANK
GROUP
CORPORATE
SCHOOL
MAYBANK
CEFL
CORPORATE
UNIVERSITY
MAYBANK
TRAINING
CENTRE
1985
2003
2004
2005
2006
Planned Evolution of
Maybank Training
Department
MAYBANK GROUP CENTRE OF EXCELLENCE FOR LEARNING
11 © Dibta Group
IMPLEMENTING /TRANSFORMING CU?

12. INTRODUCE IMPLEMENT INSTITUTIONALIZE
Analysis
Of
Current
Learning
System
1st half 2010 2nd half 2010 1st half 2011 2nd. half 2011
DESIGN
CU
STRATEG
Y &
SYSTEM
DEVELOP & IMPLEMENT THE
CU STRATEGY, SYSTEM &
INFRASTRUCTURE
EVALUATE
CU
SYSTEM
PEOPLE CAPABILITY ENHANCEMENT PROGRAMS
Customer Development Institutes
Supplier Development Schools
Technical Competency Schools
Quality & Innovation Schools
Global Leadership Academy & Institutes
Culture Orientation, Enhancement & Transformation School
Conduct an in-dept
research on the current
“Organization Learning
Process, Culture &
Programs to establish
“gaps” & opportunities for
improvements
Design, Develop &
Approve the
“Organizational Learning
Strategies” Framework &
Master-plan
OLT SCHOOL
12 © Dibta
2 YEARS “CORPORATE UNIVERSITY” TRANSFORMATION MASTERPLAN

13. 13
2 YEAR CU ROLL-OUT PLAN
1
Q1
CU Needs
Diagnosis
CU
Performance
Measuremen
t
Learning
Value Chain
Learners &
Learners
Culture
CU Learning
Infrastructur
e
CU
Organization
& Staff
Lead.
Component
& Strategic
Fit
Q2 Q3 Q4 Q1 Q2 Q3 Q4
MM YY MM YY
YEAR 1 YEAR 2
C
U
S
Y
S
T
E
M
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10
3.1 3.2
3.3 3.4
3.5 3.6
3.7
3.8 3.9 3.10
4.1 4.2 4.3 4.4
5.1 5.2 5.3 5.4 5.5
6.1 6.2 6.3 6.4
7.1 7.2
7.3
7.4 7.5 7.6 7.8 7.9
1.1 1.2
7.10 7.11 7.12
2.0
3.0
4.0
5.0
6.0
7.0
7.7
1.0
© Dibta Group

14. 14
Q1
CU Needs
Diagnosis
CU
Performance
Measuremen
t
Learning
Value Chain
Learners &
Learners
Culture
CU Learning
Infrastructur
e
CU
Organization
& Staff
Lead.
Component
& Strategic
Fit
Q2 Q3 Q4 Q1 Q2 Q3 Q4
MM YY MM YY
YEAR 1 YEAR 2
C
U
S
Y
S
T
E
M
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10
3.1 3.2
3.3 3.4
3.5 3.6
3.7
3.8 3.9 3.10
4.1 4.2 4.3 4.4 4.5
5.1 5.2 5.3 5.4 5.5
6.1 6.2 6.3 6.4
7.1 7.2
7.3
7.4 7.5 7.6 7.8 7.9
1.1 1.2
7.10 7.11 7.12
2.0
3.0
4.0
5.0
6.0
7.0
7.7
1.0
1. Learning System Analysis
2. CU Implementation
Assessment
3. CU Features Assessment
4. Cost of Non-Learning
Analysis
1. CU Implementation
Requirement Report
3 days Workshop
Dates :
(1.1)
CU Needs Assessment &
Analysis
TITLE
CONTENT
OUTCOME
NOTE
1
© Dibta Group
2 YEAR CU ROLL-OUT PLAN

15. 15
Q1
CU Needs
Diagnosis
CU
Performance
Measuremen
t
Learning
Value Chain
Learners &
Learners
Culture
CU Learning
Infrastructur
e
CU
Organization
& Staff
Lead.
Component
& Strategic
Fit
Q2 Q3 Q4 Q1 Q2 Q3 Q4
MM YY MM YY
YEAR 1 YEAR 2
C
U
S
Y
S
T
E
M
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10
3.1 3.2
3.3 3.4
3.5 3.6
3.7
3.8 3.9 3.10
4.1 4.2 4.3 4.4 4.5
5.1 5.2 5.3 5.4 5.5
6.1 6.2 6.3 6.4
7.1 7.2
7.3
7.4 7.5 7.6 7.8 7.9
1.1 1.2
7.10 7.11 7.12
2.0
3.0
4.0
5.0
6.0
7.0
7.7
1.0
1. “Inputs” to support the
Corporate Learning
2. Deploying the Learning
Value Chain
3. Analyzing the Learner’s
Preference
4. Collating & Responding to
Feedback
1. CU Master Plan
2. Learning Strategies
3. Organization Learning
Blueprint
4. Learning BSC/KPI
2 days Workshop
Dates :
(1.2)
CU Implementation Master
Plan Development
TITLE
CONTENT
OUTCOME
NOTE
1
© Dibta Group
2 YEAR CU ROLL-OUT PLAN