Chief Learning Officer - December 2007 - (Page 71) Marianne Langlois, vice president of learning services at Convergys, was pleased to be recognized as the Gold Award winner in the Leadership category of Chief Learning Officer magazine’s Learning In Practice awards, even if she wasn’t able to accept the prize in person. “I was thrilled,” she said. “Unfortunately, I couldn’t be at the conference because I’d just gotten back from a trip around the world to be with our teams, which was the reason we got the award. So I wasn’t there for the right reasons.” Gold, Division 2 Marianne Langlois, Vice President, Learning Services, Convergys implementation. This curriculum includes a single global course for identical content areas that was applicable across countries (e.g., new-hire orientation, job-function overview, system navigation) along with courses for the content that varied by country (e.g., benefits, payroll, leave-of-absence administration). The overall view is that the unified entity provided has led to successful cross-selling of learning solutions to existing customers of other business units. Additionally, it has yielded a 29 percent reduction in direct training department costs and a 15 percent reduction in customer support costs, as well as increases in revenue per store associate that range from 15 percent to 49 percent. Langlois’s leadership attributes — particularly that of execution — played a key part in the successful implementation of this initiative. Langlois faced some comprehensive business challenges, which have included making internal learning practices and processes consistent across the company, growing the customer base in a market where growth rates have stabilized and tapping into Convergys’s existing client base. To help the enterprise achieve its goals in these areas, she took an approach that started with internal improvements and eventually led to external impact. “It’s using a consistent strategy of treating your internal departments like customers, driving value, measuring the value, putting together business cases and managing products,” she said. “It’s really helped us to engage our teams worldwide in supporting our customers, both internally and externally. For us, that’s been the transformational piece in thinking about our curriculum and how we engage our organization differently. That’s helped us support our second-mostvalued strategy internally, which is talent development.” team that took the global curriculum project from the drawing board through the analysis and development stages to “live” – Brian Summerfield, bsummerfield@clomedia.com 71 December 2007 “As I look across the customers we work with in the outsourcing and co-sourcing — Marianne Langlois, Convergys space, I think the ability to be a strong change agent is In her role as learning leader, important,” she said. “It’s not Langlois took Convergys’s only having a vision, but also being able to execute that vision global learning solutions, a segment of the Convergys employ— putting a plan behind it, substantiating it with facts and ee care business unit comprised of three major divisions — data, and explaining yourself to multiple audiences. That’s information management, customer care and employee care absolutely the most key piece of leadership. People will sign — and created a single companywide entity. on if they believe what you say, but they won’t stay with you if you don’t execute.” Under her direction, Convergys assembled a unique global “It’s not only having a vision, but also being able to execute that vision — putting a plan behind it, substantiating it with facts and data, and explaining yourself to multiple audiences. That’s absolutely the most key piece of leadership.” I www.clomedia.com I Chief Learning Officer http://www.clomedia.com
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