The 2011 Business Plan for Learning for XYZ...

A Sample Business Plan for Learning �

The 2011Business Plan for Learning

forXYZ Corporation

Corporate University

Approved by the Board of GovernorsDecember 16, 2010

� The Business of Learning

Contents

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Last Year’s Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Strategic Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Business Case for Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Learning Resources, Expenditures, and Budget . . . . . . . . . . . . . . . . . . . . . 14Detailed Work Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Evaluation Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Communication Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30Continuous Improvement Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Contact Information and List of Learning Groups and Staff . . . . . . . . . . 35

List of Figures Figure

1 . Description of the Strategic Alignment Process . . . . . . . . . . . . . . . . . . . 8 2 . Strategic Alignment of Learning to the Organization’s Goals . . . . . . 9

List of Tables Table

1 . Learning’s Contribution to 2010 Results . . . . . . . . . . . . . . . . . . . . . . . . . . 3 2 . 2011 Summary Business Plan for Learning . . . . . . . . . . . . . . . . . . . . . . . 5 3 . Impact of Learning on 2010 Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 4 . 2010 Financial Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 5 . Results of the Strategic Alignment Process . . . . . . . . . . . . . . . . . . . . . . 10 6 . 2011 Business Case for Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 7 . Enterprise Learning Expenditures for 2010 and 2011 . . . . . . . . . . . . 14 8 . Enterprise Expenditures by Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 9 . Enterprise Learning Resources for 2010 and 2011 . . . . . . . . . . . . . . . . 1610 . Corporate University and Business Unit Learning Resources for

2010 and 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1711 . 2011 Corporate University Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1812 . 2011 Corporate University Staffing Plan . . . . . . . . . . . . . . . . . . . . . . . . . 19

PAGE


Executive Summary Learningcontinuestobeacriticaldriverofourcompany’ssuccess.In2010CorporateUniversityinitiativessupportedallfivetopprioritiesandmorethanhalfoftheremainingcorporategoals.Moreover,learningisbelievedtohavehadasignificantimpactonachievingmanyofthesegoalsandinsomecasesisthoughttohavecontributedmorethananyothersinglefactor.(Thelearningimpactesti-mates below represent the consensus view of the corporate goal sponsors anduniversityleadership.)

Learningisconservativelyestimatedtohaveproducednetbenefitsofmorethan$2.6millionin2010,up$450,000or24%from2009andjustslightlybelowplanof$2.7million.Thenumberofuniqueparticipantsrose8%to4,552,reflect-inghighercompanyemploymentandexpandedofferings.Thenumberoftotalparticipantsroseevenfasterat10%to19,769astheaveragenumberofcoursestakencontinuedtorise. Learningisforecasttohaveanevengreaterimpactonresultsin2011.Onceagainlearningwillcontributesignificantlytothefivetopgoalsandtotheachieve-ment of the remaining goals. Learning initiatives are expected to account forabouthalfoftheplannedincreaseinsalesandleadershipscoresandmorethanhalfoftheplannedreductionindefectsandinjuries.Learningisalsoexpectedtocontributeabout30%oftheplannedimprovementinemployeeretention. Learningwillalsocontributetotheachievementofotherkeygoals,includ-ingreductioninpurchasecosts,supportcomplaints,andexposuretofraudand

TABLE 1

Learning’s Contribution to 2010 Results

Plan Estimated Actual

Expected Expected Impact of Impact of Priority Corporate Goal Target Learning Result Learning

1 ReduceInjuries 10% 5% 8% 5%

2 ReduceDefects 10% 5% 11% 5%

3 IncreaseSales 5% 3% 3% 2%

4 ReduceMfgCosts 6% 2% 5% 3%

5 IncreaseInnovation 4% 1% 2% 1%


insidertrading.Ineachcaselearningisexpectedtoaccountforhalformoreofthe planned reduction, making learning the single most critical driver to goalachievement. Takentogether,theselearninginitiativesareexpectedtoreachallfivethou-sandemployeesandyieldmorethan$3.3millioninnetbenefitstothecompany.Total participation in learning is forecast to rise 65%, reflecting the safety ini-tiative with five courses for each manufacturing employee, the drive for everyemployeetohaveanindividualdevelopmentplan(IDP),andthecomprehensivecompliancecampaignforfraudandinsidertrading. Toachievetheseresults,enterprise-wideexpendituresonlearningareforecasttoincreaseby$700,000or18%to$4.5million.AlloftheincreasewilloccurattheCorporateUniversity,whichwillconstitute74%ofthetotalenterprisespendingonlearning.Theremaining24%($1.6million)willbemanagedbythebusinessunitsandisdirectedprimarilyattechnicalskillsandotherspecialties,whichareuniquetoindividualunits.CorporateUniversitywillcontinuetofocusonlearn-ing, which can be leveraged across the enterprise or where consistency acrossunitsisrequired. Staffingisprojectedtoincreasemodestlytosupporttheincreasedworkload,althoughmostoftheincreaseindemandwillbemetthroughgreateruseofflex-ibleresources,includingourpartnersandpart-time(PT)employees.Onlyoneadditionalfull-time(FT)hireisplannedin2011fortheCorporateUniversity.Sixadditionalpart-timeemployees(threefull-timeequivalentsorFTEs)willbringthetotalsfortheCorporateUniversityto21FT,12PT,and27FTEs.Noincreas-esareplanned in thebusinessunits,whichhave sixFTemployeesandsixPTemployees. Evaluation and measurement will continue to be central to our efforts tomanageforresultsandcontinuousimprovement.Application,impact,andbot-tom-lineresultswillcontinuetobemeasuredforcriticalprogramstoensuretheplanned net benefits are delivered to the company. Continuous improvementplans for 2011 include a system-wide upgrade to the LMS, a new knowledge-sharingplatform,andimprovedsynchronousonlinelearningcapabilities. Finally,weplantobuildonlastyear’ssuccessandcontinuetoinvestinouruniversity and company brand by hosting benchmarking companies, publish-ingarticles,speakingatconferences,andenteringawardscompetitions.Weareproudoftheinternalandexternalawardswehavereceivedoverthelasttwoyearsbutknowwestillhavealongwaytogotobethebestwecanbe.


TABL

E 2

2011

Sum

mar

y Bu

sine

ss C

ase

for L

earn

ing

20

10 Es

timat

ed Ac

tual

20

11 Pl

an

Expe

cted

Uniqu

e To

tal

Tota

l Net

Ex

pecte

d Un

ique

Tota

l To

tal N

et 2

011

Impa

ct of

Pa

rtici

Parti

ci Be

nefit

s

Impa

ct of

Pa

rtici

Parti

ci Be

nefit

s Pr

iority

Co

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ate G

oal

Resu

lts

Lear

ning

pant

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nts

(thou

s.)

Targ

et Le

arnin

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pant

s (th

ous.)

1

Incre

aseS

ales

3%

2%

105

105

$420

10

%

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100

1,100

$8

93

2

Redu

ceD

efects

11

%

5%

103

276

$412

20

%

14%

20

080

0$1

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3

Redu

ceIn

juries

8%

5%

1,1

67

4,698

$2

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25%

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3,100

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5,000

7,5

00

$310

Subt

otal

Top F

ive Pr

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s

1,

425

5,12

9 $1

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5,

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23,1

80

$2,9

52

Subt

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Othe

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ls

2,4

21

10,38

1$2

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1,950

4,7

25

$1,02

8

Tota

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2,997

15

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$3,25

8

5,0

00

27,90

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Lear

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3,651

3,8

59

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4,000

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clude

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-$60

0

-$

600

Gran

d Tot

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earn

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4,55

2 19

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$2

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5,

000

31,9

05

$3,3

80


TABL

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Impa

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201

0 Re

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20

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Estim

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Actu

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Ex

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Tota

l To

tal N

et

Im

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Lear

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67

4,698

$2

33

2

Redu

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10

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100

3

00

$40

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103

2

76

$412

3

Incre

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ales

5%

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120

1

20

$72

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2%

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105

$4

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4

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ceM

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sts

6%

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1,400

7,2

00

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3%

1,5

78

7,256

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00

5

Incre

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nnov

ation

4%

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2

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200

$

400

2%

1%

188

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88

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Subt

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Top F

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2,

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00

2,18

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$2

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Subt

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Othe

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ls

1,4

30

2,996

$

912

1,657

2,9

87

$910

Tota

lAllG

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2,874

15

,616

$3,31

2

2,9

97

15,51

0$3

,258

Unali

gned

Lear

ning

3,500

3,5

00

$0

3,6

51

3,859

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rCos

ts(n

otin

clude

delse

wher

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-$60

0

-$

600

Gran

d Tot

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r All L

earn

ing

4,30

0 19

,116

$2

,712

4,

552

19,3

69

$2,6

58


Last Year’s Accomplishments Learningcontributedsignificantlytoourcompany’ssuccessin2010.Corpo-rateUniversityinitiativessupportedallfivetopprioritiesandmorethanhalfoftheremainingcorporategoals.Learning’simpactoncorporategoalsrangedfromalowof20%tomorethan60%.Overall,morethan4,500employeesparticipatedinCorporateUniversityprograms,generatingmorethan$2.6millioninnetben-efittothecompany. Themajorityofparticipants(12,523)wereengagedinlearningthatdirectlysupportedthetopfivecorporateprioritiesanddeliveredabout$2.3millioninnetbenefit.Aboutaquarterasmany(2,987)participatedinprogramstosupporttheremainingcorporategoalswhiletheremainder(3,859)pursuedlearningoppor-tunitiesnotdirectlytiedtothe2010goals.

Highlights•More than 1,100 manufacturing employees participated in classes and

onlinelearningtoreduceinjuriesintheworkplace.Learningisestimatedtohavereducedinjuriesby5%orabouthalfofthecorporategoalof10%andmorethanhalfoftheactual8%reduction.

•Morethanonehundredengineerstookpartinthefirstcoursescreatedtoreduce design defects. The design courses are estimated to have reduceddefectsby5%oralmosthalfoftheestimatedactual11%totalreduction.

•Learningprogramsto increasesalesareestimatedtohavecontributedtoa2%increaseinsales,slightlylessthantheplannedimpactof3%butstillmorethanhalfoftheactualincreaseof3%.

•Morethan1,500employeestookanaverageoffiveclasseseachtolearnhowto reduce manufacturing costs. The learning is believed to have reducedcostsby3%,onepercentmore thanplanned,andcontributedalmost$1millioninnetbenefits.

•Almosttwohundredengineerstooktheinnovationworkshop,whichcon-tributed to a 1% increase in Tier One workable concepts. Although thecorporatetargetof4%wasnotachieved,theworkshopcontributedhalfoftheactual2%increaseandgeneratedalmost$400,000innetbenefits.

•Morethan1,600employeesparticipatedinlearningtosupportfiveoftheremainingeight corporategoals.For thesefivegoals learning isbelievedtohavecontributed from20%to70%of thecorporateresult,generatingalmost$1millioninnetbenefits.


In addition, the Corporate University staff achieved $100,000 in efficiencygainsbyconsolidatingvendors,standardizingRFPs,andreducingdevelopmenttime. Another $100,000 in opportunity costs were saved by substituting web-basedlearningforclassroominstructionwhereappropriate. The above results were accomplished without exceeding budget for 2010.Expensescameinat$52,000belowbudget,nearlyoffsettingthe$75,000shortfallinincome.Netincomewas$23,000or1%belowtheplan.

Strategic Alignment for 2011 Abusinessplanforlearningstartswiththestrategicalignmentoflearningtothecompany’shighestprioritygoals.Thisapproachensuresthattheinvestmentinlearningwillmakethegreatestpossiblecontributionto2011results. Theprocessofalignmentbeginswiththe2011corporategoalsandinputfromtheCEO.Itendswithspecificlearningprogramsalignedtosupportthecompa-ny’sobjectives.Figure1containsabriefdescriptionoftheprocess,whichstartedinAugustandconcludedwithapprovalbytheboardofgovernorsinDecember.

FIGURE 1

Description of the Strategic Alignment Process

• Interviewed CEO, group presidents, and members of the board of governors with regard to goals and priorities

• Discussed goals in detail with each sponsor and explored whether learning could contribute to achieving the goals

TABLE 4

Corporate University 2010 Financial Performance

Thousands of Dollars

2009 2010 2010 Variance Actual Plan Estimate $ %

Income $1,847 $2,250 $2,175 ($75) 3.3%

Expense $1,839 $2,250 $2,198 ($52) 2.3%

NetIncome $8 $0 ($23) ($23)


• Compiled preliminary findings on goals, priorities, and the appropriateness and impact of learning and identified target areas for learning

• Held detailed discussions with targeted sponsors on potential learning programs, impact of learning, requirements, and costs

• Refined impact and cost estimates

• Finalized strategic alignment and shared it with the CEO and the board of governors for review; revised as necessary

TheresultsofthestrategicalignmentprocessareshowninFigure2andTable5onthefollowingpage.

FIGURE 2 Strategic Alignment of Learning to the Organization’s Goals

Summary Matrix

Learning programs for Customer Corporate Objectives Sales Design Safety Leadership Perf Mgt Product Purch. Skills Compliance

HighPriority Increasesales X X X Reducedefects X Reduceinjuries XMediumPriority Improveleadership X Increaseeeretention X Increase innovation Reducepurch.costs X Increase bench strengthLowPriority Open Beijing office Reducetechsupcomplaints X X Reducefraud&insider X tradingexposure

NOTE:Objectivesinitalicsnotaddressedbytrainingfornextyear.

�0 The Business of LearningTA

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A Sample Business Plan for Learning ��

Learninghasbeenidentifiedtosupportallthreehigh-prioritycorporategoalsandthreeofthefivemediumprioritygoals(seeTable5).Theexpectedimpactoncorporateobjectives for thisgroupranges froma lowof20% for increasedinnovation toahighof70%fora reduction indefects. Investment in learningis recommended to support all of these goals except a) innovation, where theexpected impact of learning (20%) is simply too low to justify the investmentthisyear,andb)increasingtheofficerbenchstrength,whichwillnotrequireanyformallearningnextyear. Inaddition,learningisrecommendedfortwolow-prioritygoals(reducetech-nicalsupportcomplaintsandcompliance)becauseof itsexpectedhigh impact(50%+)onachievingthosegoals.For2011learningisnotessentialtoopeningtheofficeinBeijing. Althoughtherewillbelearningthatisnotdirectlyinsupportoftheabovecorporategoals(learningforgoalsbelowthecorporatelevel,professionaldevel-opment, and personal growth), the priority for learning will be the learningalignedtothecorporategoals.

The 2011 Business Case for Learning Thebusinesscaseforlearningstartswiththestrategicalignmentprocessandaddsthecostsanddollarbenefitsoftherecommendedlearning.Costsareforecastforeachprogram,includingalldirectexternalcosts(forexample,contractven-dorsandroomrentalandfully-burdenedinternallaborratestodevelop,deliver,reinforce,andmanagetheprograms).Inadditiontothesebudgetcosts,opportu-nitycostsarecalculatedforeachprogramtocapture,ataminimum,thevalueoftheparticipants’time(usingtheirlaborandrelatedrate).Totalcostequalsbudgetplusopportunitycosts. Forthebusinesscase,dollarbenefitshavebeenforecast(whereappropriate)basedontheexpected impactof thecorporategoalonnet incomeandontheexpected impactof learningonachieving thecorporategoal.Forexample, thecorporategoalofa10%increaseinsalesisexpectedtohaveabottom-lineimpactof$3million.Learningprograms,properlyconceived,developed,deployed,andreinforced,areexpectedbythesponsorandbytheCorporateUniversitytocon-tributehalf(50%)ofthe10%increaseinsales.Inotherwords,learningisexpectedtodelivera5%increaseinsales,whichwouldbeworth$1.5milliontothebottomline.Wheretheimpactonnetincomewasnotavailableforacorporategoal,we

�� The Business of Learning

workedwiththesponsortoderiveaforecastofthedollarimpactofthelearningonnetincome. Thenetbenefitoflearningissimplythedollarimpactoflearning(like$1.5millionforthesalesexample)lessthetotalcostofthelearning.Forsales,thecostoflearningisforecasttobe$607,000($490,000inbudgetcostsplus$117,000inopportunitycosts), so thenetbenefitof sales-related learning is$893,000.Thebudget impactof learning is thedollar impact less just thebudgetcost.So forthesales-relatedlearningthebudgetimpactis$1.5million-$490,000or$1.010million.Thebudget impactwillalwaysbehigher since itdoesnot include theopportunitycosts. The2011businesscasefor learningisshowninTable6.Thedollar impactoflearningonnetincomeforthetopfivecorporategoalsisforecasttobe$7.8million.Subtractingthebudgetcostsof$2.39milliongeneratesabudgetimpactof$5.41million.Subtractingtheopportunitycostsof$2.46millionleavesanetbenefitof$2.95millionforareturnoninvestment(ROI)of61%. Learningfortheothercorporategoalsisexpectedtogenerateadollarimpactof$3.05millionforabudgetimpactof$1.81million.Aftersubtractingopportunitycosts,thenetbenefitoflearningisforecasttobe$1.03millionforanROIof51%. Thebusinesscasealsoincludesthecostandexpectedbenefitfortheunalignedlearning,althoughthedollarimpacthasbeenconservativelyforecasttojustoffsetthetotalcosts.Allothercostsnotbuiltintothefully-burdenedlaborrate(liketheofficeoftheCLOandthestaff,systems,andvendorsforsupportfunctionslikemeasurement,planning,andstrategy)areincludedasthelastlinewithnooffset-tingdollarimpacts. Intotal,the2011businesscaseforlearningshowsadollarimpactfromlearn-ingof$11.6million.This impactcanbeachieved throughthedevelopmentofthirty-eightnewcoursesandtherevisionoffiveexistingcourses,combinedwithsuccessfuldeploymenttomorethanthirty-onethousandparticipants,reachingallfivethousandemployees.Thebudgetcosttoachievethe$11.6milliondollarimpactis$4.5million,resultinginaplannedbudgetimpactof$7million.Sub-tractingopportunitycosts,thenetbenefitoflearningfor2010isconservativelyestimatedtobe$3.4millionforanROIofabout41%. Note:ThebusinesscaseinTable6representsonlytheCorporateUniversityinvestmentinlearning.Accordingly,thebudgetcostof$4.537millionmatchesthe$4.5millioninCorporateUniversityexpenditureinTable7(line1)andinTable11.

TABL

E 6

2011

Bus

ines

s Ca

se fo

r Lea

rnin

g

Th

ousan

ds of

Dolla

rs

Un

ique

Total

Expect

ed %

Dolla

r Impa

ct

Op

port-

Pa

rtici-

Parti

ci- Im

pact o

n Im

pact o

f of

Learni

ng on

Bu

dget

Budg

et un

ity

Net

Prior

ity

Corpo

rate O

bjecti

ve

Key L

earni

ng Pr

ogram

s Tar

get A

udien

ce pa

nts

pants

Cor

p Obj

Learni

ng

Net In

come

Cost

Impa

ct Cos

t Be

nefit

ROI

1

Increa

sesal

esby

10%

Co

nsult

ative

sellin

gskil

ls(ne

w)

Marke

tinge

mploy

ees

100

100

forPr

oduc

tA

Ten

NPIm

odule

s(10

new)

Ma

rketin

gemp

loyee

s10

01,0

00

To

talke

yprog

rams

10

01,1

00

50%

5%hi

gher

sales

$1,50

0$4

90

$1,01

0$1

17

$893

147

%

2Re

duce

defec

tsby

20%

Fo

urDe

signc

ourse

s(3n

ew)

New,

othe

reng

ineers

20

080

070

%14

%red

uct.i

ndefe

cts

$2,10

0$5

70

$1,53

0$5

12

$1,01

894

%

3

Redu

ceIn

juries

by25

%

FiveS

afety

cours

es(3

new)

Ma

nufac

t.asso

ciates

2,5

00

12,50

0

On

eSafe

tyco

urse(

revise

d)Fa

ctory

supe

rviso

rs10

010

0

Tw

oSafe

tyco

urses

(1ne

w)

Office

emplo

yees

500

1,000

To

talke

yprog

rams

3,1

00

13,60

060

%15

%red

uct.i

ninju

ries

$1,20

0$4

10

$790

$3

76

$415

53

%

4

Impro

vele

aders

hip

Int

roto

supe

rvisio

n(rev

ised)

New,

othe

rsup

erviso

rs10

010

0

score

by5

point

s

Lead

ership

form

anag

ers(n

ew)

Divisio

nman

agers

65

65

onem

ploye

esur

vey

Ad

vanc

edle

aders

hip(e

xistin

g)De

partm

enth

eads

15

15

Total

keyp

rogram

s

180

180

40%

2poin

tincre

ase

$1,20

0$5

82

$618

$3

02

$316

36

%

5

Increa

seret

entio

nby

Ind

ividu

alde

velop

ment

plans

All

emplo

yees

5,000

5,0

00

5p

oints

Pe

rform

ance

mgt

(new)

Mg

temp

loyee

s2,5

00

2,500

To

talke

yprog

rams

5,0

00

7,500

30

%1.5

point

incre

ase

$1,80

0$3

40

$1,46

0$1

,150

$310

21

%

Total

for T

op Fi

ve Pr

ioriti

es

Learn

ing fo

r Top

Five

Objec

tives

5,0

00

23,18

0

Rang

e = 30

%-70

% $7

,800

$2,39

2 $5

,408

$2,45

7 $2

,952

61%

Cours

es:2

0New

,2Re

vised

Total

for A

ll Oth

er Ob

jectiv

es

Learn

ing fo

r All O

ther

Objec

tives

1,9

50

4,725

Rang

e = 50

%-70

% $3

,050

$1,24

5 $1

,805

$778

$1

,028

51%

Cours

es:1

6New

,2Re

vised

Total

for A

ll Alig

ned L

earni

ng

5,0

00

27,90

5

Rang

e = 30

%-70

% $1

0,850

$3

,637

$7,21

3 $3

,234

$3,98

0 58

%

Co

urses:

36N

ew,4

Revis

ed

Unali

gned

Learn

ing

4,0

00

4,000

Assu

me Ne

t Ben

= 0

$700

$3

00

$400

$4

00

$0

0%

Co

urses:

2Ne

w,1

Revis

ed

Othe

rCos

ts(no

tinclu

dede

lsewh

ere)

NA

NA

NA

$600

($6

00)

$0

($600

)NA

Gran

d Tota

l

Gran

d Tota

l for A

ll Lea

rning

5,000

31

,905

Ra

nge =

30%-

70%

$11,5

50

$4,53

7 $7

,013

$3,63

4 $3

,380

41%

Cours

es: 38

New

, 5 Re

vised


Enterprise Learning Expenditures, Budgets, and Statistics Thissectionprovidesasummaryoflearningexpenditures,budgets,andkeystatisticsforboththeCorporateUniversityandtheenterprise.Itanswersthefol-lowingquestions:

•Howmuchisbeingspentonlearning?•Whatisitbeingspenton?•Howmanyresourcesarededicatedtolearning?•WhatistheCorporateUniversitybudgetfor2011?

How Much Is Being Spent on Learning? EnterprisespendingisshowninTable7.For2010thecompanyspent$5.4milliononlearning,notincludingopportunitycosts.Thatrepresentsa$325,000or6%increaseover2009.TheCorporateUniversityspent$3.8millionor70%ofthetotalwhilebusinessunitsspenttheremaining$1.6millionor30%.Halfofthebusinessunitspendingoccurredinmanufacturing,wheremostofthetechnicaltrainingtakesplace.Theotherhalfwasspreadfairlyevenlyovermarketing,IT,R&D,financeandaccounting,andpurchasing.

Thebusinessplanfor2011callsforenterprisespendingtoincrease13%or$700,000 to$6.1million.Allof the increase is forecast for theCorporateUni-versitytomeetthegoalsdescribedinthelastchapteranddeliveranadditional$800,000innetbenefits(aftercoveringtheadditional$700,000incosts).Withthisincrease,CorporateUniversityspendingwillconstitute74%ofthetotalcom-panyspendingonlearning.

TABLE 7

Enterprise Learning Expenditures for 2010 and 2011

(Millions of dollars)

2010 2009 Estimated % 2011 % Actual Actual of Total Plan of Total

CorporateUniversity $3.4 $3.8 70% $4.5 74%

BusinessUnits $1.7 $1.6 30% $1.6 26%

Total $5.1 $5.4 100% $6.1 100%


What Is It Being Spent On? For2010,morewasspentonmanufacturing($1.4millionor26%ofthetotal)thananyotherarea,reflectingthehighprioritygiventoreducingmanufactur-ingcosts.Thesecondlargestfocusareafor2010wasmarketing,where$540,000or10%ofthetotalwasinvested.Leadership,engineering,andcomplianceeachcomprised6–7%ofthetotal,withsafetyaccountingforabout4%. Table8showsspendingforallkeyfocusareasfor2010and2011aswellasother,generalandadministrative.“Other”representsthetechnicalskillsnotiden-tifiedspecificallyelsewhereinthetable.“General”referstolearninginsupportofemployees’generalskills,suchaswriting,speaking,language,teambuilding,andpersonalgrowth.“Administrative”referstolearningexpensesnototherwiseallocated,liketheofficeofCLOandLMSandmeasurementcosts.

Thecompositionofspendingshiftsnoticeablyfor2011,reflectingtheyear’sgoalsanddifferentpriorities.Thesharespentonmanufacturingdeclinesto13%whiletheshareforpurchasingincreasessubstantiallyby11%.Sharesforleader-ship, marketing, engineering, and safety all increase by 3–4 percentage points.

TABLE 8

Enterprise Expenditures by Area

2010 Est Actual 2011 Plan 2011 vs 2010

Thous $ % Thous $ % Thous $ Change in %

Leadership $324 6% $582 10% $258 80%

Marketing $540 10% $880 14% $340 63%

Engineering $324 6% $570 9% $246 76%

Safety $216 4% $410 7% $194 90%

Manufacturing $1,432 26% $800 13% -$632 -44%

Compliance $381 7% $230 4% -$151 -40%

Purchasing $115 2% $775 13% $660 574%

Other $656 12% $725 12% $69 11%

General $846 16% $515 8% -$331 -39%

Administrative $600 11% $600 10% $0 0%

Total $5,434 100% $6,087 100% $653 12%


Spending on general or unaligned learning declines significantly from 16% to8%asresourcesareredirectedtohigher-prioritygoals.Theadministrativesharedeclinesslightlyasthedollaramountremainsunchanged.

How Many Resources Are Dedicated to Learning? In 2010 twenty-six full-time employees, twelve part-time employees, andtwelve vendors were employed across the enterprise to develop, deliver, rein-force,andmanagethelearningtoover4,500employeesand19,000participants(Table9).For2011thenumberofemployeesandvendorsisforecasttoincreasetomeettheadditionaldemandforlearning.Theplancallsforonemorefull-timeemployee,sixmorepart-timeemployees,andtwoadditionalvendorstodelivertheadditional$700,000oflearning.

Table10providesdetailbytheCorporateUniversityandthebusinessunit.AlloftheincreaseinheadcountisplannedforbyCorporateUniversity,wheretheadditionalsixpart-timeemployeeswillhelpmeettheincreaseddemandfor2011butnotaddtothepermanentheadcount.CorporateUniversitywillalsomanagetheincreaseinvendors.

TABLE 9

Enterprise Learning Resources for 2010 and 2011

2010 Est Actual 2011 Plan 2011 vs 2010

Number Thous $ Number Thous $ Number Thous $

Employees

Fulltime 26 $1,622 27 $1,685 1 $62

Parttime 12 $250 18 $374 6 $125

Total 38 $1,872 45 $2,059 7 $187

ExternalResources 12 $1,978 14 $2,444 2 $466

Total 50 $3,850 59 $4,503 9 $653


What Is the Corporate University Budget for 2011? The Corporate University budget for 2011 is presented in Table 11. Bothincomeandexpenseareexpectedtobe$4.54millionsincetheuniversityisexpect-edtobreakeven.Incomeisprojectedtoincrease$769,000or20%assignificantlyhigherincomefromthebusinessunitsmorethanoffsetsaplanneddecreaseincorporatesupport.Externalsales(primarilylearningfordealersandjointventurepartners)alsoareforecasttoincrease,doublingto$200,000.

TABLE 10Corporate University and Business Unit Learning Resources

for 2010 and 2011

2010 Estimated Actual 2011 Plan

Corp Univ Bus Units Total Corp Univ Bus Units Total

Employees

Fulltime 20 6 26 21 6 27

Parttime 6 6 12 12 6 18

Total 26 12 38 33 12 45

ExternalResources 6 6 12 8 6 14

Total 32 18 50 41 18 59


Expensesarebudgetedtoincrease$747,000or20%,primarilyduetoa34%or$466,000increaseinspendingwithvendors.Thisreflectsthecorporateuniver-sityphilosophytooutsourcedevelopmentanddeliverywheneverfeasible,whichallowsuniversitystafftofocusonreinforcementandmanagementofthelearn-ing.Nonetheless, someadditional staffareneeded tomeet thehigherdemandandensure that theplanned impactof learningon thecorporategoals is real-ized.Consequently,laborandrelatedspendingisprojectedtoincreaseby15%or$206,000tofundoneadditionalfull-timeandsixpart-timepositionsaswellastoprovidefora4%meritpool.ThestaffingplanisshowninTable12andreflectsfouradditionalfull-timeequivalentsfor2011.

TABLE 11

2011 Corporate University Budget

2009 2010 % 2011 2011 vs 2010 Actual Estimate Change Plan $ %

Income

Corporate $1,400 $1,200 -14% $1,000 -$200 -17%

BusinessUnit $2,031 $2,465 21% $3,337 $872 35%

External $54 $103 91% $200 $97 94%

Total $3,485 $3,768 8% $4,537 $769 20%

Expense

Labor&Related $1,235 $1,354 10% $1,560 $206 15%

IM&E

Vendors $1,287 $1,376 7% $1,842 $466 34%

Other $615 $704 14% $685 -$19 -3%

Total $1,902 $2,080 9% $2,477 $397 19%

InternalCharges $323 $356 10% $450 $94 26%

Total $3,460 $3,790 10% $4,537 $747 20%

NetIncome $25 -$22 $0 $22


Detailed Work Plan for 2011Learning Aligned to Corporate GoalsSales Theplanistodeployoneconsultativesellingskillsclass(ILT)andtenNPImodules(WBT)toatotalofonehundreduniqueparticipantsinsupportofthecorporategoaltoincreasesalesby10%.VPOrtega,thecorporatesponsor,andthecorporateuniversityagreethatthislearning,properlydeveloped,deployed,andreinforced,shouldhaveasignificantimpact(50%)onachievingthe10%goal.Inotherwords,thesales-relatedtraininghasthepotentialtoincreasesalesby5%.

Consultative Selling Skills Workingwithavendor,developatwo-dayinstructor-ledcoursetosignificantlyimprove the consultative selling skill competencies of the primary sales force toenablehigherclosurerates,higherpricerealization,abettersalesexperienceforthe

TABLE 12

2011 Corporate University Staffing Plan

2010 2010 2011 Plan 31-Dec Plan

Full-timeAssociates 20 20 21

Part-timeAssociates 8 6 12

[Full-timeequivalents] [4] [3] [6]

Total 28 26 33

[Full-timeequivalents] [24] [23] [27]

�0 The Business of Learning

customer,andincreasedcustomerloyalty.Thiswillbeanewofferingandwillusethecompetenciesandproficiencylevelsalreadyinplaceformarketing. ThetargetaudiencewillbetheonehundredprimarysalesassociatesselectedbyVPOrtega.DevelopmentwillbecompletedbyMarch31.Input,review,andapprovalarerequiredfromVPOrtegaandseniorsalesleaders.Deploymentwillbedoneinfourclasseswithabouttwenty-fiveineachatheadquartersinApril.VPOrtegawilldevelopareinforcementplan,includingincentivestouseconsul-tativesellingskills.

New Product Introduction (NPI) Workingwithavendorandrelyingheavilyonsubjectmatterexpertsinmar-ketingandmanufacturing,developtenone-houronlinemodulestoincreasetheknowledgeoftheprimarysalesforceaboutthefeatures,benefits,andcompeti-tiveadvantagesofthetennewproductsintroducedoverthelastyearorcomingthisnextyear.Thesewillbenewofferings.(Aone-day,instructor-ledcoursewasdevelopedthreeyearsagowiththesamepurpose,butthematerialanddeliverymodearebothoutdated.) Targetaudiencewillbethesameonehundredprimarysalesassociates.Devel-opmentwillbecompletedbyApril30ifsubjectmatterexpertsmaketheirtimeandexpertiseavailabletothedevelopmentteam.ReviewandapprovalarerequiredfromVPOrtegaandseniorsalesleaders.Thetenmoduleswillbeavailableonthecorporateuniversity learningmanagementsystem(LMS),andprogresswillbetrackedandreportedtoVPOrtegaonaweeklybasis,beginninginMay.Comple-tionofalltenmodulesisexpectedbyMay31.Eachmodulewillcontainanonlinetest,andascoreof85%isrequiredforsuccessfulcompletion.

Quality The plan calls for the deployment of four design courses for two hundreddesignengineerstoreducedefectsinthedesignanddrawingsfornewproductsandcomponents.This shouldmakea significantcontribution to thecorporategoalofreducingdefectsby20%.Infact,VPD’Agotoandthecorporateuniversitybelievethatthislearning,properlydeliveredandreinforced,hasthepotentialtoreducedefectsby14%(inotherwords,a70%impactonthecorporategoal).

Design Courses Fourdesigncoursesareplanned.Onecurrentlyexistsandisinuse.Theoth-erthreewillbedevelopedworkingwithavendorandseniordesignengineers.


Each will be a two-day instructor-led course designed to teach and reinforcebest-in-classdesignmethods topreventdesigndefectsandsupportdefect-freemanufacturing.Eachcoursewill incorporateexamplesofactualdesigndefectsandvisitstothefactoryfloor.Thetargetaudienceoftwohundredconsistsofnew-lyhiredengineersandjuniorengineersaswellasotherschosenbyVPD’Agoto.Eachengineerwilltakeallfourcourses.DevelopmentofthethreenewcourseswillbecompletedbyApril30.CompletionofallfourcoursesisexpectedbyJuly31.Atestwillbeadministeredattheendofeachcourse,andapassingscoreof90%willberequired.BiweeklyprogressreportswillbeprovidedtoVPD’Agoto.

Safety Theplancallsfordeployingeightsafetycoursesreaching3,100uniquepar-ticipantsinsupportofthecorporategoaltoreduceworkplaceinjuriesby25%.Thecorporatesponsor,VPSwilthe,andthecorporateuniversityagreethattheplanned learningcoupledwith strongreinforcement should reduce injuriesby15%thisyear.

Courses for Manufacturing Associates Fiveone-houronlinemodulesareplannedforall2,500manufacturingasso-ciates. With the assistance of a vendor, plant supervisors, and subject matterexperts,thethreenewmodulesshouldbedevelopedbyFebruary28.Twomod-ulesarealreadylive.Thefivemoduleswillcoverinjuriestothehand,foot,back,andhead,aswellaswholebodyinjuries.TimewillbemadeavailableatworktotakeallfivemodulesbyApril30andwillinvolvesomeovertime.Modulesmayalsobetakenfromhomebyaccessingthecorporateleaningmanagementsystem.Thesuccessfulcompletionofeachmodulerequiresascoreof80%.

Course for Factory Supervisors Anexistingcoursewillberevisedfortheonehundredfactorysupervisorstoimprovetheircompetencyinmanagingforsafety,includingidentifyingsafetyrisks,providing reinforcement, and being an effective sponsor and change agent. Theone-dayinstructor-ledcoursewithroleplayingwillbeavailableonFebruary1andwillbeofferedseventimesinFebruary.VPSwilthehasrequiredallsupervisorstocompleteitbytheendofFebruary.Weeklyprogressreportswillbeprovided.

Courses for Office Employees Twonewone-houronlinesafetycourseswillbepurchasedforofficeemployees.Thegoalistoincreaseawarenessofsafetyissuesandtoteachemployeestoavoid


accidentsandinjuries.ThetwocourseswillbeavailableonFebruary15withcom-pletionexpectedbyApril15.Successfulcompletionrequiresapassinggradeof90%onthetestattheendofeachmodule.ThetargetaudienceconsistsoffivehundredofficeemployeesidentifiedbyVPSwilthewhohavenottakenofficesafetyinthelasttwoyearsorwhoworkinareaswithhighinjuryrates.VPSwilthewillsendamemotoemployeesandtheirbosses.Progresswillbetrackedbiweekly.

Leadership The2011planincludesafocusonall levelsof leadershipinsupportofthecorporategoaltoimproveoverallleadershipandspecificallytoincreasethelead-ershipscoreonthesemi-annualemployeeopinionsurveybyfivepoints.ThethreeleadershipprogramsareexpectedbyHRVPWangandthecorporateuniversitytocontribute40%ortwopointsofthefive-pointincrease.

Course for Supervisors Theexistingfive-dayinstructor-ledcoursewillbedeployedtoonehundrednewandexistingsupervisorstosharethecorporateleadershipphilosophy,frame-work,andcompetenciesandtoexplorepracticalissuesofleadership.Sincethisisthefirsttimemanyparticipantswillhavehadleadershipresponsibilities,thecourse will include a significant amount of role-playing and group discussion.Moreseniorleadersalsowillserveasteachers.Sincethiscoursewasnotofferedlastyear,allnewsupervisorsoverthelastyearandthecomingyeararerequiredtotakethecourse.Inaddition,fortyothersupervisorswithfewerthanfiveyearsofexperienceareexpectedtotakeitvoluntarilyorattherequestoftheirman-ager.Thecourseisofferedatheadquarterseverymonth.ExistingsupervisorsareexpectedtotakeitbyMarch31andnewsupervisorswithinsixtydays.Corporateuniversitystaffwillprovidereinforcementideas.

Course for Division Managers A new two-day course is planned for division managers to increase theirproficiency in leading and managing leaders. The course will be developed inconjunctionwithavendorandwillexploretheleadershipframeworkinmuchgreaterdetail,includinga360-degreeassessmentandfollow-upactionplanforcontinuous improvement.Allsixty-fivedivisionmanagersareexpectedtotakethecourse,whichwillbeavailableinMay.ThecoursewillbeofferedeachmonththroughNovember.Corporateuniversitystaffwillworkwiththedivisionmanag-ersandtheirbossesonreinforcement.


Course for Department Heads A new two-day instructor-led course is planned for all fifteen departmentheads to provide advanced leadership education with an emphasis on strate-gic planning, leading large-scale change, and increasing effectiveness of yourdepartment.Companyofficerswilldomuchof the teaching,and therewillbeasignificantuseofsimulationandrole-playing.Thecoursewillbedevelopedinconjunctionwithauniversitypartnerandwithsignificantinputfromtheexecu-tiveoffice.ItwillbeofferedonceinJulyatacorporateretreat.

Employee Retention Two important initiativesareplanned in response to thecorporategoal toincreaseemployeeretentionbyfivepointsandinresponsetotheresultsoftheemployee opinion survey last year on employee engagement and learning anddevelopment.Thesetwoinitiativesareexpectedbythesponsor,VPDreise,andbythecorporateuniversitytoincreaseretentionby1.5pointsor30%ofthe5.0-pointgoal.

Individual Development Plans Thefirstinitiativeisnotformallearning.Sincefewemployeescurrentlyhavean individual development plan (IDP) and since the employee opinion surveyshowstheimportanceofdevelopmentandspecificallyhavingaplanfordevel-opment,the2011plancallsforthecreationofanIDPforeachemployeebytheend of the year. The IDP will include formal and informal learning as well asdevelopmental assignments, reading, serving on committees, and professionalassociationinvolvement.TheIDPwillincludedevelopmentforhigherproficiencyonthecurrentjobaswellaspreparationforpossiblenextpositions.Thecorpo-rateuniversitywillcreatethetemplatefortheIDPonthelearningmanagementsystemandpre-populateallrelevantsections.VPDreiseandcorporateuniversitystaff will create a change management plan and work closely with all levels ofleadershiptoprovideguidelinesandfacilitatethediscussionbetweenemployeeandsupervisor.Progresswillbetrackedmonthly.ByDecember31allemployees(expectedtobefivethousand)shouldhaveaplaninplaceandatleastonedevel-opmentdiscussionwiththeirbosses.

Performance Management Thesecondinitiativetoincreaseemployeeengagementandretentionistofocusonperformancemanagement.Thetargetaudiencefor2011isall2,500manage-


mentemployees,includingassociatesandleaders.Anewone-day,instructor-ledcourse is planned, which will include group discussion and role-playing. Eachclassisexpectedtoincludeassociatesandleaders.Topicstobecoveredincludegoal-setting, performance reviews, the evaluation process, feedback, listening,andconflictresolution.Thecoursewillbedevelopedinconjunctionwithcorpo-rateHRandavendorandwillbereadybyMay31.PilotclasseswillbeconductedinJune,withthefinalclassreadyinJuly.ClasseswillbeofferedeverymonthinmultiplelocationsthroughOctober.Monthlyprogressreportswillbepreparedfor all leaders. VP Dreise and corporate university staff will share the changemanagementplaninFebruaryandwillfollow-upwithreinforcementtoolsandsuggestions.

Purchasing Fivenewpurchasingclassesareplannedinsupportofthecorporategoaltoreducepurchasecostsby5%.Corporatesponsor,VPMurphy,andthecorporateuniversityagreethatthesefivenewcourses,properlydeveloped,deployed,andreinforcedshouldreducepurchasecostsby3%.Inotherwords,learninghasthepotentialtocontribute60%oftheplannedreductioninpurchasecosts.

Courses for Purchasing Since most of the experienced purchasing professionals retired years ago,theplancallsfordevelopmentoffivetwo-day,instructor-ledcoursesforthetwohundredpurchasingprofessionals to increasetheirproficiency inallaspectsofpurchasing.Thecourseswillbedevelopedinconjunctionwithavendor,seniorpurchasingmanagers,andin-housesubjectmatterexperts.Thefivecourseswillbesequential,beginningwithbasicsthatapplyacrosstheindustryandfinishingwithadvancedtopicsforourcompany.ThefirstcoursewillbereadyinFebruary,thesecondinMarch,thethirdinApril,thefourthinJune,andthefifthinSeptem-ber.Apassingscoreof85%willberequiredforsuccessfulcompletion.Eachclasswillbeofferedtentimesoverthethreemonthsfollowingrollout,andemployeesareexpectedtocompletetheclassbythattime.Progresswillbetrackedmonthly.Therewillbeonesetofmake-upclassesatyear’sendforemployeeshiredduringtheyear.VPMurphywillworkcloselywithhisleaderstoensuretimelycomple-tionbyallparticipants.


Technical Support Twocoursesareplannedinsupportofthecorporategoaltoreducetechnicalsupportcomplaintsby30%.Needsanalysisrevealsthatthecurrenthighlevelofcomplaintsisduetoalackofproductknowledgeandcustomerrelationshipskillsonthepartofthecallcenteremployees.Thecorporatesponsor,VPSalvatore,andthecorporateuniversitybelievethateffectivelearningtoaddressthesetwoissuescombinedwitheffectiveandmeaningfulreinforcementcanreducecomplaintsby15%orhalfofthecorporategoalof30%.

Product Training Tennewone-houronlinemodulesareplannedtoprovidecallcenteremploy-ees the product knowledge they need to address technical support issues andcomplaintsmoreeffectively.Thetenmoduleswillbedevelopedinconjunctionwithavendor,seniorcallcentermanagers,andsubjectmatterexperts.ThefirsttwomoduleswillbeonlinebyFebruary28,thenextfourbyMarch31,andthefinalfourbyApril30.Thetargetaudienceisallfiftycallcenteremployees,whoareexpectedtocompletethemodulesinthemonththeycomeonline.Ascoreof85%ontheintegratedonlinetestwillberequiredforsuccessfulcompletion.Monthlyprogressreportswillbeprovided.

Customer Relationship Skills Anexistingcustomerrelationshipskillscoursewillbeupdatedandrevisedforthetwenty-fivecallcenteremployeeslessthantwoyearsonthejobwhohavenotcompletedthistypeoftrainingpreviously.Thetwo-day,instructor-ledcoursewillcontainasignificantamountofrole-playingandsimulation.Thecoursewillbe ready for deployment in March and will be offered off shift (paid) in threeclasses(oneinMarchandtwoinApril).Alltwenty-fiveparticipantsareexpectedtocompletethecoursebytheendofApril.

Compliance Learning Two courses are planned to address the corporate objective of reducingexposuretofraudandinsidertrading.Althoughdifficulttomeasure,thespon-sor,DirectorOmwetti,believesthatlearningwillbethemostimportantfactorinmeetingthisgoalandwillcontributeatleast70%ofthereductioninexposure.

Course on Fraud Onenewone-houronlinecourseisplannedforselectmanagementemployeestoincreasetheirunderstandingandawarenessoffraudanditspotentialimpact


onthecompany.Thecoursewillalsoteachemployeeshowtorecognizepoten-tialfraudulentactivityandwhatactionstotake.Thecoursewillbedevelopedinconjunctionwithavendor,internalsubjectmatterexperts,internalsecurity,andmembersof theethicscommittee. Itwillbeavailable in June.Thetargetaudi-enceis1,700managementemployeesindepartmentsandpositionsselectedbyDirectorOmwettiasbeingmostatrisk.DirectorOmwettiwillprovideinitialandongoingcommunication.CompletionisexpectedbySeptember30andrequiresascoreof90%ontheintegratedtest.Monthlyprogressreportswillbeprovidedtothedirectorandallaffecteddepartmentheads.

Course on Insider Trading Oneexistingone-houronlinecoursewillbedeployedforselectmanagementemployeestoincreasetheirunderstandingofinsidertrading.Thecoursealsowillcoverthepotentialcriminalandcivilpenaltiesthatmayaccruetothemandtothecompanyforengagingininsidertrading.Thecourseisalreadyonline,andDirectorOmwettiwilllaunchthe2011compliancecampaignwiththiscourseinFebruary.Thetargetaudienceis1,500managementemployeesinselectdepart-mentsandpositions.CompletionisexpectedbyApril30.Ascoreof90%ontheintegrated test is required for successful completion.Monthlyprogress reportswillbeprovidedtothedirectorandallaffecteddepartmentheads.

Unaligned Learning Theplanalso includes thedevelopmentof twonewinstructor-ledcourses,revision of one existing instructor-led course, and the annual review of usage,feedback,andeffectiveness forallothercourses.ThetwonewcoursesareCom-municationintheWeb2.0AgeandManagingYourCareer.BothcourseswillbeavailableMarch1.Theprojectmanagementcoursewillberevisedandreducedinlengthfromfivedaystothreedays.TherevisedcoursewillbeavailableOctober1. Theannualreviewincludesbothinstructor-ledandweb-basedcourses.Par-ticularattentionwillbepaidtothelibraryoftwohundredonlinecoursesprovidedbyourvendor.Since20%ofthecoursesmaybechangedeveryquarter,frequentreviewsarenecessarytoensureall thecoursesrepresentthebestvalueforourinvestment.


Evaluation Strategy Evaluationisakeycomponentofourstrategytorunlearninglikeabusiness.Our evaluation strategy is designed to manage the function for results and toidentifyopportunitiesforcontinuousimprovement.Onlyarigorousanddisci-plinedstrategywillensurethatwedeliverthepromisedresultsandthemaximumreturnonthecorporateinvestmentinlearning. Followingisourevaluationstrategyfor2011.Itrepresentsthenextstepalongourpath tobecomeaworld-classcorporateuniversityby fully integratingourLMSwiththecapabilitiesofourmeasurementpartnerstoautomatethecollec-tionandanalysisofdata.Thiswillallowustogatherandanalyzemoredatamuchmoreefficientlyandeffectivelywithnoadditionalstaff. The discussion is organized by the six levels of measurement commonlyemployedinthelearningfield,progressingfromthemoststraightforwardtothemostcomplex.

Level 0: Volume or Activity Measures Dataonthenumberofuniqueandtotalparticipantsarecollectedforeverycourse.Completionsarealsotracked.Forinformallearning,wetrackparticipa-tion inourcommunitiesofpractice, thementoringprograms, andourvirtualbooksprogram. Allcostsofdevelopmentanddeliveryare trackedandcompared to indus-trybenchmarks.Thedurationofthedevelopmentisalsotrackedandcomparedtobenchmarks.Actualcompletiondatesfordevelopmentanddeliveryarealsotrackedandcomparedtoplanneddates.LMSuptime,thenumberofcomplaints,andthespeedofcomplaintresolutionaretracked.

Level 1: Satisfaction or Initial Reaction Level1measuresarecollectedforeverycoursetoanswerthefollowingtypesofquestions:

•Wasthelearningrelevanttoyourwork?•Canyouapplywhatyoulearnedtoyourjob?•Howlikelyareyoutoapplywhatyoulearnedtoyourjob?•Wouldyourecommendthiscoursetoothers?


•Howwouldyouratetheinstructor?•Werethematerialshelpful?•Wasthelengthoftheclassappropriate?•Howwouldyourateyouroverallsatisfactionwiththecourse?

Thisisaccomplishedelectronicallyviaasurveyattheconclusionofanonlinecourseandwithintwodaysforaninstructor-ledcourse.WeemploytheMetricsThatMatterprogramfromourpartnerKnowledgeAdvisorstogather,compile,andparsethedata.Randomsamplesareusedinmanycasesforestablishedcoursestolessenthesurveyburdenonparticipants.Surveysaredesignedtobecompletedinlessthanthreeminutesandaremanagedinternallyandinanongoingbasisthroughouttheyear,withreal-timereporting.Resultsareusedtoidentifycoursecontent thatneeds tobereworkedand instructorswhoneed tobecoachedorreplaced.Summaryresultsarecapturedinmonthlyscorecards,withdetailsavail-ableonline.

Level 2: Knowledge or Skill Acquisition Atestofknowledgeisappropriateforabout50%ofourcourses.Manytimes,thesponsorwantstoensurethattheparticipantshaveafirmgraspofthesubjectmatterandhaveestablishedaminimumpassingscore.Thisisespeciallytrueforonlinecoursesandcompliance-relatedcoursesforwhichapermanentrecordofsuccessfulcompletionisimportant.Thesponsorandsubjectmatterexpertassistindevelopingthetest,approvethefinalversion,settheminimumpassingscore,anddeterminethenumberofunsuccessfulattemptsallowed. Level2knowledgechecksareplannedforthefollowingcourses:NewProd-uct Introduction,Design,Safety,Purchasing,ProductTraining,andFraudandInsider Trading. The checks are managed internally and on an ongoing basisthroughouttheyear,withreal-timereporting.Summaryresultsarecapturedinmonthlyscorecards,withdetailsavailableonline.

Level 3: Application Applicationofthenewknowledgeandskillsiscriticaliflearningisgoingtoachievetheintendedimpactoncorporateresults.Learningprofessionalsdesignlearning to maximize its application, but the sponsor is ultimately responsible


fortherequiredchangemanagement,incentives,andreinforcementtoensureitsapplication. Thelevel1surveyprovidesdataontheintent toapplythelearning.Level3followsupwithparticipantsthreetosixmonthslatertodeterminewhethertheyhave,infact, appliedit.Thisisdonethroughasurvey,phoneconversation,orfocusgroupwitharandomsampleofparticipants.Sinceitistimeconsumingandmoreexpensivethanlevels0–2,itisnotconductedeveryyearforeverycourse.Throughtime,though,level3willbedoneonallkeyprograms. Level3datawillbecollectedinthesecondhalfof2011byaspecializedcon-sultantforthefollowingcourses:ConsultativeSellingSkills,Quality,Leadership(DivisionManagersandDepartmentHeads),andPurchasing.Resultswillbeusedtomakechangestothecoursecontent,delivery,changemanagement,incentives,orreinforcement.

Levels 4 and 5: Impact and ROI Levels4and5measurethebottom-lineimpactofthelearning.Inmostcas-es,a forecasthasbeenmadeof theexpected impactandROI.Now, theactualimpactandROIwillbedetermined.Likelevel3,thisisresourceintensiveandspecialized,soaconsultantwillbeemployedtoconductalevel4and5evaluationontwohigh-priorityprograms(ConsultativeSellingSkillsandDesignforengi-neers),usingrandomlyselectedsamplesand/orcontrolgroups.Thestudyistobeconductedinthethirdquarter,withresultsavailablebyOctober31tobeincor-poratedinnextyear’sbusinessplanning.Resultsalsomayindicatethatchangesneedtobemadetothecoursecontentordelivery,changemanagement,incen-tives,orreinforcement.Disappointingresultsmayalsoindicateamisdiagnosisoftheunderlyingissues,leadingtoathoroughreexaminationoftheperformanceissueandneedsanalysis.

�0 The Business of Learning

Communication Strategy Goodcommunicationiscriticaltooursuccess.ThecommunicationstrategydescribeshowweplantointeractwiththeBoardofGovernors,sponsors,officers,employees,thelearningcommunity,andourpartners.

Board of Governors CorporateUniversityseniorleadershipwillmeetwiththeBoardofGovernorsquarterly to shareprogress, review thescorecard, solicit feedbackandcounsel,andsecureboardapprovalforkeyitems.Anin-depthpresentationononetopicwillalsobemadeateachboardmeeting.Wewillprovideadvancematerialstotheboard.Eachgovernorwillreceiveacopyoftheannualbusinessplanforlearning.

Sponsors CorporateUniversityleadersmeetwithgoalsponsorsseveraltimesduringthebusinessplanningprocess tosecureagreementonprograms, targetaudi-ences,timelines,expectedimpact,reinforcement,androlesandresponsibilities.Theprogrammanagerwillcontinuetomeetwiththesponsorthroughouttheyear.TheCLOwillmeetwiththesponsorforamidyearreviewandawrap-upreview. The sponsor will be asked for formal feedback twice a year through ashortsurvey.

Officers TheCLOwillvisitallofficerswhoarenotsponsorssemi-annuallytoupdatethemonprogressandissuesandtounderstandtheirissuesandconcernsbetter.Eachofficerwillreceiveacopyoftheannualbusinessplanforlearning.

Employees in the Corporate University TheCLOandsenior leadershipwill communicatewithuniversityemploy-eesformallyonamonthlybasisthroughtownhallmeetings,whichwillincludeprogressupdates,scorecardreviews,upcomingspecialevents,topicsofgeneralinterest,andquestion-and-answersessions.Eachleaderwillalsoholdweeklyormonthlystaffmeetingswiththeirdirectreports.Inaddition,alluniversityleaderswillmeetmonthlyforlunchtodiscussleadershipissues.AninternalFacebookisalsoplannedfor2011.


Informal communication and performance feedback are encouraged on areal-timebasis.Formalperformancereviewsareconductedquarterly. TheCorporateUniversitywebsiteprovidesanotheravenueforcommunica-tion.Thecalendarofeventswillbeupdatedinrealtime,andnewarticleswillbepublishedmonthly.Theannualbusinessplanforlearningwillbeprovidedtoallleadersandwillbeavailabletoanyemployeewhorequestsit.

Employees Outside the University TheCLOandsenioruniversityleadershipwillcommunicatewithallemploy-eesthroughperiodicpostingsandarticlesonthecorporatewebsiteandrealtimethrough the corporate Facebook. The corporate LMS also provides a mediumforshortmessagestoemployees.TheCLOandsenioruniversityleaderswillalsomakenumerouspresentationstoemployeegroupsthroughouttheyear.

The Learning Community TheCLOandsenioruniversityleadershipwillmeetwiththeleadersintheenterprise learning community, including those not directly reporting to theCorporate University, via teleconference on a monthly basis. This affords anopportunitytoupdatetheentirecommunityonlearninginitiatives,issues,bud-gets,andchallenges.Italsoprovidesanopportunitytoheardirectlyfromothersintheenterpriseinvolvedinlearningandtosharesuccessfulpractices.TheCLOwillmeet individuallyat leastsemi-annuallywithlearningleaderswhoarenotpartoftheCorporateUniversity.TheCorporateUniversitywebsitealsoservesasaresourcefortheenterpriselearningcommunity.Eachleaderoutsidetheuniver-sitywillreceivetheannualbusinessplanforlearning.

Partners Since the Corporate University relies on many partners for development,delivery,andmeasurement,it isimportanttokeeptheminformedaswell.TheCLOorothersenioruniversityleaderswillmeetatleasttwiceperyearwithallkeypartnerstodiscusstherelationshipandlookforwaystoimproveit.StrategicpartnerswillbeinvitedtothePartnerSymposiuminthefall,wheretheemerg-ingneedsforthenextyearwillbediscussedalongwiththeoverallbusinessandplanningclimate.Partnerswillbeaskedtoprovideformalfeedbacktwiceperyearwiththegoalofimprovingthepartnership.


Outside the Company There is also value in communicating outside the company to build thebrand and make the company more attractive for prospective employees andpartners.Towardthisend,leadersandemployeesareencouragedtoparticipatein professional learning organizations like ASTD, to attend and participate inindustryconferences likeASTD’sInternationalConference&Exposition,CLOSymposiums, Bersin & Associates Impact Conferences, Knowledge AdvisorsConferences,andothers,andtowritearticlesforlearningpublications.Inordertolearnmoreaboutbestpracticesandtoimprovecontinuously,itisourgoalin2011tocompeteintwoawardcompetitionsinthelearningfield.

Continuous Improvement Strategy Our vision to be a world-class corporate university can only be achievedthroughcontinuousimprovement.Wehavebeenworkingonanumberofinitia-tivestomoveusclosertothatgoal. For2010wefocusedonthesystemsandchangemanagementthatwouldberequired for each employee to have an Individual Development Plan (IDP) intheLMSin2011.Thisrequiredvarioussystemenhancementsandatremendousamountofintegrationtoallowforautomatedinputstothatplanfromcorporate(requirements to take compliance-related courses, for example), from disciplineleaders(accountingrequirementsfromtheCFO),frombusinessunitleaders,andfromthesupervisor.ThesystemisnowreadytobelaunchedonJanuary1st,althougha tremendousamountofchangemanagementwill stillberequired toensureallemployeesareusingthesystemandmeetingfrequentlywiththeirsupervisors. Inthesecondhalfof2011,anotherLMSsystemupgradeisplannedtotakeadvantage of the latest version offered by our vendor. The release of V12.4 isexpectedinJanuary,butwehavechosentowaituntilthesecondhalfoftheyeartobesurethenewversionisstableandtoavoidaconflictwiththeIDProllout.ThisnewversionwillsupporttwomorelanguagesandwillmeettheupcomingEuropeanUnionprivacyrequirementsaswellasoffergreaterspeedforintegratedplatformssuchasours. In 2011 we will introduce a new platform for knowledge sharing that willsupportmorecommunitiesofpracticewithgreatersearchfunctionalitybyareaof interestandexpertise.Theplatformalsosupportsmuchmorerobustreport


generation.Anewsynchronouslearningplatformisalsoplannedforthefourthquartertosupportourfastestgrowingmedium.Thiswillalloweachparticipanttoseeallotherparticipantsandwillsupportvirtualbreakouts. Lastly,basedonfeedbackandfocusgroupslastyear,weplantomodifyoursponsorandpartnersurveystoelicittheiractionablefeedbackmorereadilysothatwecandoourpartinimprovingtheserelationships.

History SignificantprogresshasbeenmadesincetheCorporateUniversitywasfound-edfiveyearsago.Abriefhistoryhighlightsthemostimportantdevelopmentsandmilestones.

Corporate University founded January 1, 2006•CEOStrathamestablishestheCorporateUniversitytoprovideenterpriseleader-

ship to learning, toensure that learning isalignedwith thecompany’shighestpriorities,toincreasetheimpactoflearninganditsreturnoninvestment,andtocapturesynergiesthroughcentralizedleadership.

•The university absorbs predecessor organization and two other learning func-tions.

•TheBoardofGovernorsisestablishedwiththeCEOasamember.•Thefirstthreecollegesareestablished:business,engineering,andleadership.•Thefirstenterprise-widelearningleaders’conferenceisheld.•TheCorporateUniversitybenchmarksbestinclasscorporateuniversities.•Atyear’send,staffsizewasthirteen,andannualexpenditureswere$1.8million.•Uniqueparticipantstotal3,589andtotalparticipants12,369.

2007: Second Year•CorporateLMSisupgradedandextendedto70%oftheenterprise.•TheCollegeofMarketingisadded.•Thefirstbusinessplanforlearningiscompleted.•TheBoardofGovernorsapprovesthelong-termstrategy.•Twomorelearningorganizationsareintegrated.•Theimplementationofbestpracticesfrombenchmarkingbegins.•Atyear’send,staffsizewasseventeen(nineteenFTE),andannualexpenditures

totaled$2.6million.•Uniqueparticipantsstandat3,974,withtotalparticipantsat15,897.


2008: Third Year•CorporateUniversitydoesitsparttoreduceexpensesinresponsetotheglobal

recession.Spendingiscutby15%,threepositionsareleftunfilled,andtheuseofpartnersisscaledback.

•ThefirstspecialmeetingoftheBoardofGovernorstoreprioritizeandapprovespendingcutsisheld.

•TheremainingbusinessunitlearningorganizationsareintegratedintotheCor-porateUniversity.

•Onlinelearninggrowsrapidlyasinstructor-ledofferingsarecurtailedbecauseoftherecession.

•CorporateUniversityprovidesleadershipforknowledgesharing,usingcommu-nitiesofpractice.

•TheLearningCouncilisestablished.•Thefirstentriesinnationalandinternationalawardcompetitionsforlearningare

submitted.•CorporateLMSreaches80%oftheenterprise.•Atyear’send,staffsizewasseventeenFT(alsoseventeenFTE)andannualexpen-

ditureswere$2.3million.•Uniqueparticipantsstandat3,789,withtotalparticipantsat14,985.

2009: Fourth Year•CorporateUniversity iswellpositionedtorespondtotheeconomicupturnby

scalinguptheuseofpartners,rehiredretirees,andpart-timeemployees.•Allcollegesaregrowing.•Thefirstbenchmarkingofouruniversitybyothersoccurs.•Corporate University receives internal recognition from the CEO for being a

well-run,strategicpartnerinthecompany’ssuccess.•CorporateUniversityreceivesrecognitionfromASTD,IQPC,andChief Learning

Officermagazineforstrategicalignment,measurement,andspecificprograms.TheuniversityisnamedoneoftheonehundredbestcorporateuniversitiesbyASTDandTrainingmagazine.

•TheBoardofGovernorsapprovesastrategyfortheuniversitytobecomeacon-tinuallearningorganization.

•CorporateLMSreaches90%oftheenterprise.•Atyear’send,staffsizewaseighteenFT(twenty-oneFTE),andannualexpendi-

tureswere$3million.•Uniqueparticipantsstandat4,233,withtotalparticipantsat17,895.


2010: Fifth Year•TheCollegeofManufacturing(technicalskillsandsafety)issplitfromtheCollege

ofEngineering(design,engineeringskills,quality)foratotaloffivecolleges.•Growthacceleratesacrossallcollegesinresponsetosignificantincreasesinsales,

newhires,andexpansionsintonewlinesofbusiness.•BoardofGovernormeetingsareextendedtothreehours.•CorporateUniversitywinsfirstandsecondplaceawardsfromCorporateUniver-

sityXchangeandCLOmagazine.•CorporateLMSreaches97%oftheenterprise.•Atyear’send,staffsizewastwentyFT(23FTE),andannualexpenditureswere

$3.8million.•Uniqueparticipantsstandat4,552,withtotalparticipantsat19,369.

Contact Information and List of Learning Groups and Staff

Contacts for questions or additional information: BarbSmith,Editoratxxxxxxxxxx@yyy DonnaJones,VPforLearningatxxxxxxxx@yyyy

Corporate University Name Email Phone

Administration VPforLearning DonnaJones xxxxxxxx@yyyy 541.235.8759 AdministrativeassistantCollegeofMarketingandPurchasing Dean SeniorProgramManager ProgramManager PerformanceConsultant PerformanceConsultantCollegeofLeadershipandBusiness Dean SeniorProgramManager ProgramManager PerformanceConsultant PerformanceConsultant


CollegeofManufacturingandEngineering Dean SeniorProgramManager ProgramManager PerformanceConsultant PerformanceConsultantCollegeofGeneralStudies Dean Manager PerformanceConsultant PerformanceConsultantBusinessSupport(financial,LMS,measurementandevaluation,businessplanning,communication) Manager BusinessManager PlanningManager MeasurementAnalyst SystemsManager SystemsAnalyst CommunicationManager

Other Learning Groups Name Email Phone

Manufacturing DirectorofLearning LearningManagerforU.S.Plants LearningManagerforEuropeanPlants LearningManagerforAsianPlants PerformanceConsultant LearningAnalystPurchasing LearningManagerIT LearningManagerMarketing LearningManagerEngineering LearningManagerAccounting LearningManagerCorporateHR LearningManager

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