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Corporate university, an engine for Human Capital
Vivek Mehrotra discusses the need for and benefits of corporate universities. He outlines several reasons why companies establish corporate universities, including addressing talent issues from an aging workforce, developing leadership pipelines, and ensuring cultural integration during mergers. Mehrotra also describes different models for corporate universities, such as those focused on training, standardization, executive education, or improving business operations. Finally, he emphasizes the importance of connecting corporate university programs and strategies to a company's overall business goals.
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Corporate university, an engine for Human Capital
- 1. Corporate Universities An Enginefor Human Capital By Vivek Mehrotra Director HR & Head of Academy for Supply Chain Flipkart
- 2. The coverage … ▪A bit about me… ▪ Why Corporate University ▪ Need for Corporate University Success ▪ Approach towards Corporate University ▪ BCG Report ▪ Q & A Session
- 3. A bit aboutme… • Director HR & Head of SC Academy – Flipkart • Head of Operations Academy – Reliance Retail • Head of PAN India Training Operations – Reliance Infocomm • Head of PAN India Sales Operations – Torrent Pharmaceuticals • Head of Training – Torrent Pharmaceuticals • Head of Training – Cadila Pharmaceuticals • Regional Sales Manager – Lupin Laboratories Ltd. •
- 5. The Oldest CorporateUniversity • Crotonville was set up in 1956 • A 53-acre Corporate Learning Campus of GE • It was renamed as “John Francis Welch Leadership Center” in 2001 • US's 1st Corporate University and a Symbol of GE's Commitment to Lifelong Learning. • Crotonville is the place where Jack Welch drove Business Initiatives. • Jack often said that - Crotonville is a Glue that holds GE together. GE invests >$1 billion every year on Developing Future Global Leaders !!!
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- 7. Indian Heritage… Era –Sat Yuga Corporate – Ikshvaku (Ayodhya) Vashistha – Dean Vishwamitra – Faculty
- 8. Era – DwaparaYuga Corporate – Kuru Vansh (Kurukshetra) Bhisma – CHRO Krupacharya – Dean Dronacharya – Faculty Indian Heritage…
- 9. Indian Heritage… Era –Kali Yuga Corporate – Magadh – (Takshashila) Chankaya – Dean Radhagupta – Faculty Vishnugupta – Faculty
- 10. Reasons for CorporateUniversity We double in size every 5 years. Keeping up with the leadership pipeline is our biggest challenge – Fortune 500 Financial Services Company How do we reach our target audience who are increasingly busy with a cost-effective & timely solution ? – Fortune 100 Manufacturing Company How do we cross silos to create enterprise level impact and stay aligned with line management to ensure relevance and value ? – Fortune 100 Oil & Gas Company Alignment Efficiency Speed
- 11. Corporate University asL&D Institution Full time employed experts, trainers and consultants to design, orchestrate, and deliver professional and functional training, executive education and development, e.g. IBM: Global learning function includes more than 1800 people GE: Learning and Development budget of about $ 1.2 billion
- 12. Corporate University asStandardization Engine The CU as Standardization Engine for Core Practices Designed to assure consistency of quality, knowledge, or culture across a usually global workforce e.g. Accenture: Hiring young (and inexpensive) college graduates, and shaping and training (1200 Bed facility) Deloitte: 800-bedroom facility in Texas for exactly the same purpose McDonald’s University
- 13. Corporate University forSr. Executive Education Virtual leadership learning architectures linked with Talent Management; leverage strategic partnerships with business schools e.g. Novartis: A small team of learning professionals works with more than 400 partners that include top universities such as Harvard, Stanford, Wharton, Berkeley, Babson etc.
- 14. Corporate University asTraining Centres The CU as Professional Training Centre Functional expertise in areas that are relevant for the industry, especially if the educational system just could not produce enough or sufficiently qualified engineers, accountants, project managers, and so on, e.g. Siemens: Global Learning Campus Bosch: Technical Academies
- 15. Corporate University forImproving Value Chain The CU as Platform for Improving Value Chain Efficiency and Dynamics Drive capabilities deep into their supply chain and their customers, and/or to engage in cross-organizational learning processes to optimize processes, reduce costs, or foster innovation. e.g. Toyota University: Is a part of the company’s sales organization with the mission to assure a high and consistent level of quality of all their dealers.
- 16. Corporate University forCultural Integration The CU as Tool for Cultural Integration A platform for cultural integration by fostering dialogue across functional boundaries and driving values and the corporate spirit deep into the organization. e.g. Unicredit: Fostering intercultural dialogues as a result of mergers Daimler: Drive a new culture during merger with Chrysler Samsung: Bring the values of Samsung people toward one direction
- 17. Corporate University aunique delivery model
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- 19. Corporate Universities -Why ???
- 20. Corporate Universities -Why ???
- 21. Corporate Universities -Why ???
- 22. Corporate Universities -Why ???
- 23. Corporate Universities -Why ???
- 24. Corporate Universities -Why ???
- 25. Corporate Universities -Why ??? A personal answer Resiliency • The ability to rapidly reconfigure resources in response to unpredictable events. • Organizations and individuals must accept uncertainty as inevitable and develop strategies for resiliency Keep moving 9120911_VUCA_RL
- 26. An organizational answer Change yourmind Focusing on what’s important rather than what’s simply new 120911_VUCA_RL 11
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- 28. Corporate Universities -Why ??? Financial Human Plant & Machines People
- 29. Corporate Universities -Why ??? Graying Workforce Gen Y Globelization Talent Scarcity & By 2050, the dependency ratio of those 65 and older will more than double in most countries of G7 and in the BRIC nations (Brazil, Russia, India, & China) Development opportunities V/s. Cash bonuses Dispersed global operations • Integration • Cross-cultural skills • Ability to adapt Employability Gaps The percentage of prospective employees with sufficient education and skills (15 to 20%)
- 30. “Strengthening their humancapital is one of the top issues facing chief executives officers” The Economist Intelligence unit (Recent survey of 500 CEOs) “Organizations need to out-learn competition in order to attract, retain, and excite the best talent in the industry ” The Economist Intelligence unit (Recent survey of 500 CEOs) “US 500 biggest companies anticipate losing half of their senior executives in the next five to six years.” “77 million US baby boomers begin to retire, only 46 million Generation Xers, are now 24 to 40 years old, to replace them. (RHR International) Aging Workforce Corporate Universities - Why ???
- 31. • To addresstwo major issues … Business Issues • Integration of business/culture • Competitive Pressures • e-Commerce challenge • Changing Consumers Talent Issues • Changing workforce • Demographics • Skilled Worker Shortage • Mindset of workforce Corporate Universities - Why ???
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- 33. Academic V/s. CorporateUniversity TAKSHASHILA
- 34. Arranged Marriage V/s.Live-in Relation
- 35. Arranged Marriage V/s.Live-in Relation
- 36. Business Education V/s.Corporate Universities • Gap - What universities teach and what Employers need • 45% of entry-level vacancies is due to lack of skills • 42% of new graduates are adequately prepared for work (Forbes) • Employers spend lots of money on training and recruiting • People spend massive amounts of money on education • Academia’s deficits (IQ V/s. EQ) • Real - world needs of companies • Critical thinking • Global perspective • Ability to excel in competitive environment • Business Education is too generic in nature; does not make student job ready or hire-able
- 37. Business Education V/s.Corporate Universities Courses should reflect • Specific learning needs of organization • Unique circumstances of the business and the priorities critical to business success • To be focused on the human resource needs of their own companies and industries • Focus on corporate culture and history, importance of training: • Creativity • Flexibility • Innovation • Adaptability • Executive Development Program a lever for Succession Planning
- 38. Corporate University asUniversity Substitute The CU as University Substitute To issue certified degrees for closing perceived gaps of the public educational system, e.g. Infosys: Global Education Centre in Mysore, India, the world’s largest corporate campus, accommodates up to 15,000 students at a time and serves as a true substitute for a university - less than 1% of its students end up as Infosys employees.
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- 40. • Shift fromContent to Method (Teach people how to learn) • Currently Open positions V/s. Employee who can learn • University to be measured on how effective their teaching is • Student should be measured on their ability to learn Major paradigm shift in learning… more Pull than Push Modern day Corporate University
- 41. Technology as astrategic lever • Learning through Touch • Learn as you go • Learning if you like to or want to • Learn anytime, any where • Learn across Levels/Roles/Subjects/Faculty/Countries • Learn through App Learn as you earn, earn more as you learn more Employee P&L – Skills which are asset Skills which are liabilities or are redundant Modern day Corporate University
- 42. Corporate Universities -Why ??? Corporate Learning agenda CEO Agenda Agenda that reflects CEO’s priority The mission Critical concerns V/s.
- 43. The word learning- “knowledge for its own sake.” Learning experiences engage the cognitive and emotional centers of our brains Training V/s. Learning
- 44. Few facts … •90% of what people learn doesn’t happen in a class • 100% of the training budgets focus on the 10% of (e) classes (not on the other 90%) • 79% of formal learning comes from outside the learning group • 65% of employees have access to more learning channels than what the learning group can provide • Only 37% of employees expect the organisation to take care of their learning
- 45. How knowledge workerslearn in the 21st century Coaching Mobile Certification Hackatons Stretched assignments Buddy Community of practice Webinar Co-creation Knowledge with customers (Reverse) Mentoring Knowledge management
- 46. Mental model 90% ofwhat people learn does NOT happen in a (e)class Push Pull Peer Personal Provide modern training Promote everyday learning Organized learning Self-organized learning
- 47. Corporate University -Guiding Principles Customer centric: Learning as I want it and just for me Embedded: Working is learning and learning is working Inclusive: Open & collaborative learning environment across eco-system Distinctive: Learning and sharing defines the company way Modern: Celebrating digital technologies
- 48. Corporate University Services •Appealing and modern • How, when and where I want (e-) courses and resources • Ideas and video sharing, • Tech Talks, • Chai Pe Charcha, • Community facilitation • Learning concierge: individual • Learning support for me • Performance coaching • Deep learning around Strategic pillars, • Change Management
- 49. Building the Castle… Infrastructurefor knowledge management, portal, logistics and certification, design studio for multimedia, curriculum and mobile, helpdesk, vendor eco-system Customers Employees Suppliers Sellers Family Students Partners Consumers Anyone Services Performance consulting Community building Knowledge / Learning portal Online library services Mobile learning apps E and m-learning Certification Simulations and edu-games Degree programs Video channel Cross company rotations Cross company buddy-ship
- 50. Balance is the key 49120911_VUCA_RL Inbound &Outbound your area of influence Offline & Online
- 51. Is your CUproviding the types of business results senior executives demand? Learning investment V/s. Business improvements • Increased revenue • Increased speed of new product rollout • Faster time to develop competency For today’s business leaders budget no longer a constraint to fund the learning Employers would be willing to pay higher salaries, if people had required skills Gen Y value learning and growth 300 times more than other benefits “Close to the business” in a meaningful way – WorkSmart @ Reliance Retail Human Capital Management : Improved workforce
- 53. Ambition & Objectives Activities& Scope Target Audience Content Sr. Executives Strategies/Values Top Talent Leadership Managers Competencies Employees Functional Skills Externals Basic Skills Delivery Model Experiential SME & Leaders E-Learning Virtual (Web) Governance Structure Independent Org. Centralized Dedicated Centre Regional Hubs Internal network Decentralized Branding Internal Board Key Strategic Partners Outsourcing Building Blocks of a Corporate University
- 54. Activity Scope ofa Corporate University
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- 56. Corporate University CampusStructures
- 57. Key Success Factors •Engage the CEO • Connect to company strategy • Stay close to the business • Provide high-caliber offerings • Create links with employee development processes • Measure the value • MARKET internally and externally Key Success factors for a Corporate University
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Editor's Notes
- #10 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #11 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #12 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #13 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #14 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #15 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #16 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #17 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #18 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #19 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #20 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #21 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #22 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #23 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #24 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #25 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #26 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #27 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #28 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #29 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #30 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #34 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.
- #39 Lack of Knowledge Management. As a result people wisdom is lost. In the organizations such as Tata, Reliance, Birla, and many more where people are serving for long still have specific knowledge. But one day it will go. New businesses needs a different set of knowledge and skill.