Aftermarket Insider Issue 76 - (Page 18)
A SS o C i AT i o N N E W S
head of the class
This is the fourth in a series of articles profiling 2011 AAIA Head of the Class Award winners. Winners of the inaugural 2011 award were chosen for their continual investment in employee education and training and their promotion of the value and benefit that this investment provides to their companies, employees and the industry as a whole. Below is insight from Susan Ulrey, executive director, sales operations and e-commerce, and Chuck Osgood, training manager, Tenneco, recipient of the 2011 Head of the Class Award in the manufacturer category. Tenneco is headquartered in Lake Forest, Ill., with North American aftermarket operations based in Monroe, Mich.
self-learning modules, as well as tuition reimbursement for employees who seek higher education at accredited schools. Additionally, in 2008, Tenneco launched its New Employee Onboarding process, largely tailored to the need of sales professionals. This six-month development program assists the company’s front-line representatives to ensure Tenneco continues to provide superior customer service at all points of distribution.
What new techniques has Tenneco employed in 2012?
How did Tenneco recognize the importance of training?
Extensive employee training and educational programs have been a part of Tenneco’s culture for more than 50 years, well before the Monroe Auto Equipment and Walker Manufacturing businesses were brought together under the Tenneco umbrella. This commitment to education and continuous improvement helped make each company successful in all of its respective product categories, and it plays an even more important role in Tenneco’s success today. Fifteen years ago, the company instituted a process to identify employee strengths and developmental needs to facilitate continuous learning and promote information sharing across the organization. The process
requires every employee to complete an annual Individual Development Plan (IDP) to improve expertise in their current assignment, identify cross-training opportunities and establish learning goals for their next assignment. Through this process, Tenneco conducts workforce planning while giving employees a say in their own career development.
How has Tenneco’s training strategy evolved?
About 25 years ago, Tenneco invested primarily in classroom training and at one time operated its own training center. However, the availability of new technologies, delivery methods and education providers enabled the company to expand the scale and accessibility of its programs. Today these programs include web-enabled
Tenneco recently formalized its fivestep selling process, named PRIDE. In 2012, all sales professionals will be trained in the process. Additionally, the company is in the process of defining its online curriculum for employees and customers. All courses will include pre- and post-course study and testing. The company also is adapting its hundreds of product, marketing and other presentations and materials to the e-learning environment.
18 | AFTERMARKET INSIDER | VOLUME 76
Table of Contents for the Digital Edition of Aftermarket Insider Issue 76
Aftermarket Insider Issue 76
Aftermarket Insider Issue 76