Chief Learning Officer - December 2008 - (Page 48)

LEADERSHIP AWARD • SILVER • DIVISION 1 Carol Maietta Vice President, Chief Learning Ofﬁcer, St. Vincent’s Health System Carol Maietta assumed the responsibilities of chief learning ofﬁcer at St. Vincent’s Health System in 2006, just prior to a merger of one Catholic hospital with a system of three hospitals that weren’t faith-based. It was Maietta’s job to provide guidance to the senior leadership team following a series of challenges the company faced as a result of the transition. To begin, senior leaders who had never crossed professional paths had to work together as a team and learn how to role model spirituality in the workplace. The merger also called for the creation of a preferred culture model that could be applied across the organization and new decision-making and communications processes. A number of initiatives produced positive outcomes, as de- termined by a variety of metrics used to track progress. And the senior leaders outlined 12 dimensions that helped the company develop a preferred culture model. In keeping with the preferred culture, the company outlined mission integration plans, such as providing opportunities for leaders’ spiritual development. Efforts in system integration ensured a smooth transition following the merger, and speciﬁc actions were taken to improve organizational communications. In addition, the senior leaders at St. Vincent’s Health System provided input in the development and implementation of a change leadership transition plan. A formal structure was put in place to deal with workforce planning and development issues such as recruitment, retention and learning and development. LEADERSHIP AWARD • SILVER • DIVISION 2 Phil Morel Director, Sales Enablement, Microsoft During his tenure as director of the Microsoft Academy — a peer-to-peer virtual learning environment that functions on a global scale independent of any formal learning organization — Phil Morel implemented a number of tactics that would result in the expansion of its scope. Morel’s goal was to turn the Academy into a company-wide asset, but his challenge was to do so without alienating it from the more formal learning organizations within the company. His ﬁrst step was to create a business model that would bring in sufﬁcient funds to facilitate the expansion. A newly created sales force would sell Academy offerings to the product groups that were previously being supplied free of charge. Currently, the groups’ contract with the Academy when training needs arise and provide at least partial funding. In an attempt to in- crease the demand for Academy offerings, Morel created a job role that would focus on selling the services to the product groups. As a result, the additional $2.7 million annual funding allowed the Academy to double its size and provide employees around the globe with nearly three times as many offerings. He also developed the highly successful Academy Mobile, a Web 2.0 offering built on SharePoint Server 2007 that encourages company-wide collaboration and knowledge sharing. In essence, it is a social media platform — similar to YouTube — in which anyone can create and share online tools such as podcasts. Furthermore, the Academy’s customer base was positioned for growth once Morel reached out to new internal and external communities. Under Morel’s leadership, the reach of the Academy greatly expanded both internally and externally while maintaining the quality of its offerings. In fact, most major job roles in the company — with the exception of the corporate staff — use at least one of the Academy’s offerings. 48

Table of Contents Feed for the Digital Edition of Chief Learning Officer - December 2008

Chief Learning Officer - December 2008 Editor’s Letter Contents Connections Business Impact Best Practices Effectiveness Guest Editorial The Future of Learning CLO Profile Learning Opportunities Embedded in Social Networking ManTech Leverages Knowledge Management Approaches for Social Networking Agility Training for the Learning Organization Creating an Agile Organization With Learning 2.0 2008 Learning In Practice Awards Corporate Social Responsibility: How Can Learning Contribute? Union Fenosa Corporate University: How CSR Education Impacted the Bottom Line Training in the 21st Century: Everything Old Is New Again Zions Bancorp.: Connecting the Dots Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

Chief Learning Officer - December 2008

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