Chief Learning Officer - June 2008 - (Page 61) only 15 percent of the ArcelorMittal workforce was skills was clearly an important factor in the success we have seen,” Gardella said. “We provide regular comprised of native English speakers. Previously, ArcelorMittal had provided classroom- encouragement and recognition to keep our employbased English language training, but this yielded ees motivated. Those who are making great progress inconsistent results. The company’s production facili- are acknowledged in our newsletter, as well as with e-mails from senior executives. We ties often are located away from large have also planned for employees metropolitan areas, and the result was to have access through computer a limited and unreliable approach to DID YOU KNOW? labs so that they can spend focused English language training. In order ArcelorMittal produced time on their learning. We are now to efficiently and rapidly provide 116 million tons of looking at creative ways to build on employees with the business English crude steel in 2007. the initial enthusiasm in countries communication skills they needed, a That’s more than 300 where we have already had tremennew approach was necessary. times the weight of the dous success.” “Prior to the merger, we had Empire State Building. conducted a very successful pilot One Company, One Voice scheme with GlobalEnglish at Mittal The service has been rolled out to Steel,” Gardella said. “The implemore than 5,000 people in the organization, includmentation was very collaborative. The rollout was not just a test of online language training but represented ing 1,600 employees in Latin America, but there is the first-ever e-learning initiative by the company. We significant need for more. ArcelorMittal has more than were very interested to see how it would be received, as 35,000 people in leadership and management roles, so that would indicate to us how we could use e-learning the bulk of English training has not yet taken place. in other areas in the future.” “We are already seeing the benefits,” Gardella said. The pilot scheme proved highly successful. Ninety- “People who before could not be considered for global eight percent of the participants indicated they would projects can now be accessed for their knowledge and recommend the method of training to a colleague. In experience. Employees in Brazil, for instance, have fact, news of the program spread quickly via word-of- been working with Japanese production and qualmouth. Additionally, 83 percent of the participants ity techniques for decades, and now ArcelorMittal were able to directly apply what they were learning on can bring that expertise to facilities right across the the job. company. Understanding communication from the “The product satisfied a specific need for our company headquarters is easier, and we are able to employees, and one that they recognized,” Gardella share learning and best practices across all employees said. “There was no lack of clarity. Having the inter- in the shared language of business: English. In the face in an employee’s native language proved the longer term, succession planning and high-potential perfect bridge to speaking English, and this is one of development is also improved. We can now include the keys to success.” people from around the globe without the limits of a Following reports of high satisfaction rates from language barrier. users, ArcelorMittal rolled out the service to manag“When you are a leader in an industry, you must ers, engineers, specialists and high-potential candi- always be developing and improving your own best dates around the world. Management targets those practices. At ArcelorMittal, we are committed to employees who need to use English in their current providing the leadership that will transform tomorjobs or in preparation for future positions with the row’s steel industry. Having a common language company. Enrollment rates have taken off as managers allows us to get the best out of everyone in our compaaround the world have found out about the program ny. That contribution is what allows us to continue and assumed responsibility for distributing it locally. to move forward in our aim to be one of the most The ArcelorMittal Corporate University conducts admired companies in the world and to continue to many leadership and high-potential courses only in lead the industry.” CLO English. This has been a factor in driving participation in the program, as employees must meet a certain English Christian Standaert is the general manager of ArcelorMittal University. He can be reached at level proficiency in order to attend these programs. “Supporting our employees as they developed their editor@clomedia.com. Chief Learning Officer • June 2008 • www.clomedia.com 61 http://www.clomedia.com
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