企业大学的创建.pdf

1、 Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyEstablishing a Corporate UniversitySeven Steps to SuccessPrepared by Kevin WheelerGlobal Learning Resources,Inc.Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyOrganizations need to.continually enhance their capacity

2、to create the future increase learning to respond to change be agile,adaptive and innovative Copyright,2001Global Learning Resources,Inc.For Personal Use OnlySeven Steps to Creation StrategicDirectionStaffing&SkillsGovernanceScopeFundingStructure&SystemsOperatingPrinciples Copyright,2001Global Learn

3、ing Resources,Inc.For Personal Use OnlyStep 1:Operating Principles What fundamental assumptions are made about development and about people in your organization?What are the core philosophies/values you operate under?Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyExamples All indiv

4、idual skills training should be left to the line management to provide.E-learning is the way to go!Doing things ourselves is better than buying those things from outside.We want to help make our customers more successful by offering them education.Copyright,2001Global Learning Resources,Inc.For Pers

5、onal Use OnlyStep 2:Governance Who is crafting and who is approving this strategy?Who will make the key decisions about funding,scope,content,staff?Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyPossible Governance SpectrumWhere should YOU be on this?Customers drive all curriculaMa

6、y not reflect internal needs or meet CEOs needsCEO makes all decisionsLittle to no input from organizationMay not meet enterprise needsCEO-DirectedCustomer Driven Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyDirection&Control May range from CEO-led boards of directors with staff

7、and functional representation to simple internal market mechanisms May report to CEO or to Vice President of HumanResources.May be a result of the marketing/sales function if the recipient of the learning is a customer or supplier.Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyStep

8、 3:Strategic Direction There are numerous strategic orientations or focuses that are possible.Several may be mixed.Examples:Competency-Based Career Development Business-Issue Focus Change Management Focus Customer/supplier Education Focus Copyright,2001Global Learning Resources,Inc.For Personal Use

9、OnlyCompetency-Based Career Development Focus on individuals:Skill building Succession planningEnsuring that there is a competent&highly skilled workforce Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyBusiness Issue Focused Focus on business initiatives:Driving major initiatives q

10、uality globalization empowerment Providing skills Business development Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyBusiness Initiative Examples“This year,for example,the first full day was on e-Business.Day 2 covered new thinking in Globalization,Six Sigma and Product Services.”

11、-1999 Annual Report Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyChange Management Focus Focus on change&growth:Driving change or transformation Providing change management skills Organizational learning Consulting Copyright,2001Global Learning Resources,Inc.For Personal Use Only

12、Customer-Focused Focus on customers:Building customer&supplier relationships Integrating customer feedback and input into corporate planning Fostering partnerships Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyStep 4:Scope Who are your customers&stakeholders?Where will you focus c

13、ontent?How will you decide scope of offerings?Are you taking a phased approach to introducing content?At what level will you deliver content(beginner,advanced,etc.)Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyPossible Scope SpectrumWhere should YOU be on this?Personal Quick respo

14、nse to immediate needs Focused Lacks corporate focus Broad and expensive Large budgets and staffs Can be leveraged through senior managementEveryone/GlobalIndividual/Local Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyStakeholders are Key to Success There has to be a clear linkage

15、 and clear communication between all shareholders and the corporate university management.Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyStep 5a:Structure How is your CU organized?Where does it report?Is it centralized or decentralized?Is it based on the Federal model?Do you have n

16、etworks&loose alliances What is its relationship to the business units?Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyForm follows Function Structure should reflect the strategic orientationCentralizedDecentralizedFederal&Networks Copyright,2001Global Learning Resources,Inc.For Personal Use OnlyPossible Structure SpectrumWhere should YOU be on this?Close to customer Quick response to immediate needs Can be leaner Lacks corporate focus Decision making is easy Large budgets and s