designing learning oganisation

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Gold Sponsor:
Silver
Sponsors:

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Memphis Light, Gas and Water
Division (MLGW)
 Largest Three–Service Municipal Owned Utility
Memphis, Tennessee
 Service Area  Shelby County
 Population  900,000
 Employees  2,600
 Customers  430,000

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MLGW University
 Launched on
November 2006
by Board Resolution

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Objective
Share MLGW’s University’s
model and strategies used in
designing a successful
learning organization

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Designing the University
 Establish rationale for change
 Current “State of Learning”
 “Vision” of the future
 Establish a Steering Committee
 Individuals who support learning or had a vested
interest in a strong learning organization
 Steering Committee define the
* What * Why
* Benefits * Risks
* Resources

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Training
Departments
Corporate
Universities
Focus
Run classes based on popularity and
demand
Align learning opportunities
with the strategic plan
Technology
To increase accessibility; reduce cost Utilize technology strategically
in order to support and
reinforce learning
Partnerships
Outsource training to minimize full-time
head count in the department
Create outside partnerships to
support organizational goals
Leadership
Training is viewed as an interruption to
productivity
Sr. management is actively
involved in the learning process;
sees a commitment to
continuous learning as an
enhancement to productivity
Tools
Build individual’s inventory of skills Focused to solve real business
issues and improve performance
on the job
Differences

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Benefits
 Ensures alignment of learning and development with
corporate goals/objectives
 Engages senior executives in the process
 Builds core workplace competencies
 Centralizes functions while allowing program
flexibility to business units
 Positions the Learning Organization as a strategic
business partner

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Learning Principles
 Learning is an investment rather than
expense
 There is a positive correlation between
learning and performance
 A strong learning organization adds
value to a company
 Successful companies are “committed”
to continuous learning and knowledge
management

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Mission
To provide learning experiences
and organizational development
services that support the delivery
of utilities in a safe and efficient
manner.

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Vision
A “Best-in-Class” customer centric learning
organization

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Scope
The Corporate University will offer
a comprehensive human resources
development (HRD) curriculum to
support organizational and
individual performance goals with
focus on the strategic plan.

13. MLGW University Core Functions
13
Assessments and Evaluations
Course Design/Development Process
Educational Support Programs
Employee Orientation
Executive Development
Human Resources Scorecard
Knowledge Management
Safety/Technical Training
Strategic Recruitment/Hiring
Succession Planning
Tuition Assistance Program
Workforce Planning/Development

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MLGW University Governance &
Curriculum Development Structure
VP of HR
Board of
Governance
Chief Learning
Officer
Learning
Council
Schools of Learning
Operational
Committees

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BUSINESS UNIT SCHOOLS
Construction
and
Maintenance
Business
and
Finance
General
Studies
Information
Technology
Engineering
Operations
Safety, Health
and Security
Leadership
Development
Customer
Relationship
Management
Schools of Learning

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Staffing
MLGW University Faculty
College/ University Partnerships
Suppliers
Consultants
SME’s
Internal Adjunct Trainers
Core Staff

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MLGWUNIVERSITY ORGANIZATIONAL CHART
Chief Learning Officer
Employee
Development
Supervisor
Safety and Technical
Training
Supervisor
Secretary
Assessment &
Development
Supervisor
Clerk
Protective
Equipment
Foreman Clerk
Safety /
Training
Coordinators
Safety /
Training
Specialists
Equipment
Testers
Training and
Development
Specialists
Media
Producer
Clerk
Training and
Development
Specialists
Number of positions - 36

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Build Strategic Alignment into your
Structure
 The strategic plan forms
the foundation for the
structure
 Structure allows business
units some control of their
curriculum
 Structure allows for
executive oversight

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Broad Curriculum (Examples)
Each school has a curriculum
General Studies
 Ethics
 Benefits
 Company Products and Services
 Community Relations
 Diversity
Leadership Development
 New Supervisors
 Development programs at all levels
 Executive On-Boarding

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Broad Curriculum (Examples)
Construction Technology and Operations
 Active Apprenticeship Programs
 Professional Certifications
 Job Readiness Training
 Training for Upward Mobility
Customer Relationship Management
 Call Center Training
 Quality Customer Service
 Field Ambassador

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Varied Instructional Strategies
 Instructor-led
 On-the-job training
 E-learning
 Blended learning
 Self-study
 Peer-to-peer
(structured and unstructured)

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Learning Environment
Where do we train?
 Dedicated training facility
 Ten Operations and Customer Service Centers
 Outside training areas (simulations)
 On-the-Job
 Off site e-learning
When do we train?
 7:00 a.m. – 10:00 p.m.
 Monday - Saturday

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Key Components of a Successful
Learning Organization
 Shared Learning Principles
 Support and Involvement of Senior Leadership
 Involvement of Operational Departments and
Business Units
 Alignment of Curriculum and Learning Experiences
with the Jobs and Objectives of the Business
 Broad Curriculum, Varied Instructional Strategies and
an Environment Conducive for Learning

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Carolyn Turman
Chief Learning Officer
cturman@mlgw.org
901-372-5600
Francenia Johnson
Assessment & Development Supervisor
fjohnson@mlgw.org
901-372-5670