Chief Learning Officer - December 2008 - (Page 70)

LEARNING TEAM AWARD • SILVER • DIVISION 1 University Health System For the learning team at University Health System (UHS), the mandate for 2007 and 2008 was clear: Support the organization’s strategic initiative of leadership development, succession planning and increased professional development across all levels of the organization. This included seasoned physicians and newly immigrated housekeepers who had limited English proﬁciency. The UHS learning team, led by Administrative Director Jacqueline Burandt, consists of 10 people. This group worked together to develop and roll out several learning initiatives beginning in 2007. One of these included the UHS Institute for Leaders, a three-tiered internal education program designed to prepare staff for succession into leadership roles. The ﬁrst tier of the UHS Institute for Leaders is the Management Development Academy, a two-year, 14-competency program that provides clinical and nonclinical frontline supervisors with a consistent foundation of knowledge and skills to manage staff and functions. The second tier is the Performance Leadership Academy, a one-year course that advances the leadership competencies of director-level staff based on a skills-gap analysis conducted in 2007. The ﬁnal tier is the Leadership Academy for Physicians, which launched late this year and is focused on developing physicians as business leaders. Other important learning initiatives at UHS include School at Work, a program that offers frontline employees continuing education at local colleges and a concentrated career development path, and Source4Success, which promotes improvement in four areas: personal, professional, organization and community. Evaluations of these programs indicate early successes. For instance, feedback from managers participating in the Management Development Academy, their supervisors and their direct reports reﬂected progress in all competencies for participants, and improvements ranged from 57 to 93 percent. UHS’ leaders noticed these achievements: In fact, the CEO already has approved a new Management Development Academy class for 2009. LEARNING TEAM AWARD • SILVER • DIVISION 2 CA Learning Clarity Education Team Growth in product sales at IT management solutions provider CA was rising rapidly. However, this growth threatened to outpace the availability of trained resources to implement the product both within CA and throughout its partner Amy Lester and Darrell organizations. Speciﬁcally, Walker of CA the inﬂux of new implementation resources jeopardized the service organization’s ability to deliver quality solutions in a timely manner. Clearly, there was a need to scale and train resources globally as fast, effectively and efﬁciently as possible to meet customer demand and CA Services’ business targets. Existing problems with learning delivery included the fact that existing curriculum did not scale and was not optimized for the audience’s needs and learning interventions were ill-timed in relation to product-release and curriculum-maintenance cycles. To support the 20 percent year-over-year growth in market demand for its Clarity Project and Portfolio Management (CA Clarity PPM) product, the organization increased its resources internally and engaged service partners for additional delivery capacity. The CA Clarity PPM redesign effort was led by the Clarity Education team (a subset of the CA Learning Ofﬁce) under the sponsorship of executive leaders in the CA Learning and CA Services organizations. The team analyzed the deﬁciencies; applied knowledge and domain expertise to identify gaps; conducted an audit of the existing courseware; and crafted a plan to enhance select courses to address the identiﬁed gaps. This plan called for 12 courses with six to seven modules each: A total of 36 hours of learning content needed to move through the phases of design, development, building, testing and deployment in short order. The total effort involved the orchestration of more than 1,000 tasks that consumed more than 3,000 man-hours spread across 60 geographically and organizationally dispersed individuals. Once developed, the courses were rolled out to all employees and service partners in April and have been well-received by the learners. To date, LMS records show 570 learners have received the new instruction. For every student who chooses the new elearning courseware over the traditional instructor-led offerings, there is an average savings of approximately $2,000. 70

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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