Training Industry Quarterly - Winter 2009 - (Page 37) “I think the key for us was to utilize the field and business units as part of the project, to make sure we got their input and everyone was in agreement that what we put into the program would meet their needs,” Petersack said. So those three days in December helped forge a framework and a PowerPoint presentation, which each representative took back to share with business and HR leaders throughout the organization. By “socializing the program,” the team received additional feedback and buy-in regarding the program. “Based on the feedback we received, we made the appropriate adjustments and started moving forward with the development of the initial module,” Petersack said. “Each team had the responsibility of identifying the module objectives mapped to the high-level objectives for that particular area. They then reviewed our existing inventory of learning assets to see what they could use versus what needed to be developed.” In July 2008, the first module – Transitioning To A Manager Role – was launched to a pilot class of 25 new managers. Over the course of a year, that initial class and others that follow will advance through modules on managing individuals, managing teams and managing their career. About 300 to 400 ADP managers will take part in the training over the year, with a new group of about 25 managers starting monthly. While the initial meeting was held in person, the volume of managers being trained and the global nature of the organization mandated other delivery solutions. Petersack and her team have put together a blended learning program that combines individual activities, group meetings and exercises, presentations and discussions. “All of this is being conducted virtually and in small chunks for immediate application,” Petersack said. “The key to the success of a blended program is in choosing the correct blend.” For the ADP learning team, that blend included a dose of reality: Petersack recognized that the learners had job responsibilities and new roles to contend with, so all learning is being designed to take Karen Petersack no more than 90 minutes to three hours weekly. While the first year of the first-time manager’s training program is winding down, Petersack’s team is working on the end game: plans to wrap up the program with a practical lab, a virtual final exercise and graduation. “We’ve accomplished a great deal of work in a short time frame,” Petersack said. “We’re in a continual delivery and development cycle as we roll out this program.” The big question, of course, is how well is the program working. With the fledging initiative still in the design stages in some aspects, Petersack points out that “the results at this point are more anecdotal than metric-based, but we do have plans to get to the business metrics.” But those anecdotes are good ones. The learning team has completed a detailed survey of the first two pilot groups and received some insights on the initial module. They’ve also received some new best practices they can document and make available to the next waves of learners. The biggest sign of success, of course, will be adoption and changing behaviors. “What we’re hoping for is true application of what they’re learning right away,” Petersack said. The learning team is also seeing the support they were hoping for from senior leadership; Petersack has already had discussions with senior HR leaders, and may be presenting the program soon to the company’s executive committee. Petersack is also hoping to tap into ADP’s senior leadership for support where possible. An example of that might be for an introductory video message to the program or to a specific topic. And while imitation may be the sincerest form of flattery, emulation is nice too. So far, two of ADP’s business units have approached her about using this program with some minor edits unique to their needs, including one for an international audience that will be rolled out early in 2009. “That will be a great pilot for us to see what plays out internationally and what we may have to tweak,” Petersack said. “I think that speaks to the success people are seeing with the program and the desire to utilize a consistent approach to developing our managers.” As 2009 progresses, so will the new manager learning initiative, and the programs that success builds. “This is one program in a continuum of management development that we’re looking to roll out. We’re anticipating having programs on either side of this program. One to help us better identify those individual contributors who are best-suited to move into management, as well as those who have been in management for a while and are looking to develop more of their leadership skills,” Petersack said. “This is a good experiment for us to see what works in these types of blended programs.” That’s the real story here, how leaders throughout the widespread organization were able to come together and build a blended program to benefit everyone inside the company, not to mention its client organizations. “I think it’s a great tribute to the entire ADP organization that we were able to collectively come together and drive a program that is getting so much support,” Petersack said. Tim Sosbe is editor of Training Industry Quarterly ezine and general manager of webinars for Training Industry, Inc. E-mail Tim at tsosbe@trainingindustry.com. 37 Training Industry Quarterly, Winter 2009 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ
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