Chief Learning Officer - October 2007 - (Page 63)

aligned to key performance measures that are cascaded down from the strategic level. For example, if your company’s strategic goal is to be the most customer-responsive and supportive organization in its market space, the tactical business issues associated with this mission (such as customer service, employee product knowledge and any other customer-oriented task) must be in line with the company mission. The resulting tactical data obtained from these business concerns also must be positive and aligned with the strategic mission. If the tactical data (with any luck, a leading indicator such as customer satisfaction measures) indicates any deviation from the mission, then learning must act immediately. Preferably, as a learning professional, you would simulate scenarios for possible deviations before they happen, as well as continuously monitor and control the staff’s knowledge and skills development and act on a just-in-time basis. How do you translate global initiatives into local training? MITSUBISHI DID IT BY CALLING ON AMA. Mitsubishi International Corporation (MIC), a wholly owned subsidiary of Japan-based Mitsubishi Corporation, has a substantial—and growing— operation in the U.S. The company faced an enormous training challenge when their Tokyo office stressed the need for all employees to have a solid understanding of ﬁnancial principles. How could MIC train individuals from different backgrounds and with varying skill sets in a way that made sense across the board? Senior Vice President of Human Resources Richard Lovell and HR Manager Jil Galloway had positive experience with AMA in the past. Says Lovell, “We knew we could modify AMA courses to meet Mitsubishi’s speciﬁc needs.” They worked with AMA to create a custom workshop that covered the fundamentals of ﬁnance and marketing, and then tied in elements of problem-solving and decision-making. Participants reacted positively to the session and management was pleased with the end results. But the ultimate proof of success is that Mitsubishi is coming back for more, rolling out this workshop to a new group of managers. “I think we’ve had a lot of success with AMA,” concludes Galloway. “Our relationship is growing and we appreciate the support we get.” ARE YOU READY TO BE AN AMA SUCCESS STORY? For information about what AMA’s On-Site Training can do for your employees, visit www.amanet.org/onsite or call 1-800-262-9699 and mention priority code XA5H. Read the full Mitsubishi success story at www.amanet.org/go/mitsubishi Learning Based on Operational Data Even though this type of data does not normally indicate any immediate threats to the organization, like a small crack in a dam, it might provide early indications of deviations that can lead to bigger business problems if not addressed early. A ship never sinks from the top down — it always begins with a leak in the hull (in a company’s case, at the bottom), and if the leak is allowed to get bigger, it makes it way up. Learning initiatives at this level are more in line with maintenance and support of employee skills, and the earlier you are able to read the 1-800-262-9699 I www.amanet.org/onsite Want to better manage the people side of your business? Sign up today for AMA’s free monthly e-newsletter for decision makers. Go to www.amanet.org/go/proﬁts http://www.amanet.org/go/mitsubishi http://www.amanet.org/onsite http://www.amanet.org/go/mitsubishi http://www.amanet.org/onsite http://www.amanet.org/onsite http://www.amanet.org/go/pro?ts

Table of Contents Feed for the Digital Edition of Chief Learning Officer - October 2007

Editor's Letter Table of Contents Letters to the Editor Taking the Lead Trends Best Practices Effectiveness Guest Editorial Elements of Social Media Arrive on the Learning Scene Trend Micro: Making Learning More Modular CLO Profile Learning’s Role in Talent Management INTTRA: Using Global Learning to Better Enable Talent Management Operationalizing Communities of Practice U.S. Army: Sharing Lessons from the Field Looking Back, Moving Forward Leveraging Business Data to Develop Strategic Learning Solutions Chrysler LLC: Metrics, Score Cards and Automobiles Advertisers' Index Editorial Resources Connecting the Dots: Recognizing Talent Development Differences at Nonprofits Nonprofits in Health Care: Learning at ENH Case Study Business Intelligence Case Study In Conclusion

Chief Learning Officer - October 2007

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.