Elearning - June/July 2008 - (Page 21) ED. NOTE: This article is written for those who have an interest in better understanding a key technological underpinning of an enterprise learning management system’s business value — the sharing of data with a core human resource management system (HRMS). The information and explanations provided here are based on the lessons the author learned as part of Luxottica Retail’s implementation and ongoing operation of its learning management system (LMS). We hope you find it useful. A KEY ENABLER TO LUXOTTICA RETAIL’S TALENT MANAGEMENT VISION B Y VA L E R I E N O R V E L L Over the past four years, Luxottica Retail has grown its employee base in North America from approximately 23,000 associates to more than 36,000. The vast majority of these associates work in more than 5,400 retail outlets. Luxottica Retail’s growth has been made possible by the collective performance of our people — from store associates who drive customer experience, to corporate staffers who support store operations, to senior leaders who direct company strategy. Therefore, finding, retaining and developing a competent workforce is key to providing exceptional customer experiences, which ultimately drive shareholder value. To manage our existing associate population and to meet our long-term growth objectives, the organization’s leadership recognizes the need to more efficiently find, transfer, develop and promote our diverse workforce. Consequently, Luxottica Retail is in the midst of a multi-year rollout of integrated talent management systems to associates across all our brands (e.g., Sunglass Hut, LensCrafters), as well as our corporate headquarters. For the organization, the implementation of these systems and optimization of the processes they enable (e.g., associate Elearning! June/July 2008 21 LMS-HRMS Interface
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