Transforming your organisational learning systems and culture

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1 Transforming your organisational learning systems and culture Nick Denholm Global Learning Technologies Manager Mars Incorporated

2 A question to begin... What do you believe is the difference between a tactical and a strategic learning organisation

3 Agenda INTRODUCTIONS To myself and to Mars Incorporated IMPLEMENTING MARS UNIVERSITY Getting off to a good start A JOURNEY FROM GOOD TO GREAT Becoming a strategic business partner PARTNERING WITH A SERVICE PROVIDER Underpinning and supporting our journey

4 Mars A global organisation C. Europe & CIS W. Europe 31% 12% North America 35% 5% 3% Africa & Middle East 14% Asia Pacific Latin America Graph indicates net sales 2010

5 A family business that lives by its principles Quality The consumer is our boss, quality is our work and value for money is our goal Mutuality A mutual benefit is a shared benefit; a shared benefit will endure Responsibility As individuals, we demand total responsibility from ourselves; as associates, we support the responsibilities of others Freedom We need freedom to shape our future; we need profit to remain free Efficiency We use resources to the full, waste nothing and do only what we can do best

6 The Mars U Challenge Privately-owned for 100 years 2010 net sales of more than $30 billion More than 70,000 associates in 71 countries 365 sites, including 132 factories Iconic brands known the world over Strong heritage and engrained culture To establish a Corporate University that provides world class programs to unleash the potential of Mars Incorporated associates whilst reflecting the global nature of the business and embedding the Mars principles and culture

7 2005 The Introduction of Mars University

8 A brief history of Mars University Launched in 2005 Key objectives: Facilitate all training through a single LMS (MyLearning) Create a college structure for each division Establish senior leader sponsorship for each college Consolidate local training into global offerings where appropriate Define metrics to measure quantity and quality of learning Create a Mars U community with each college represented

9 Progress Launched in 2005 Key objectives: Facilitate all training through a single LMS (MyLearning) Create a college structure for each division Establish senior leader sponsorship for each college Consolidate local training into global offerings where appropriate Define metrics to measure quantity and quality of learning Create a Mars U community with each college represented

10 We had made a good start, but with clear opportunities to improve Colleges had become a silo in the way they operated Not all colleges were sponsored and resourced appropriately Emphasis more on quantity rather quality of programs Senior leaders did not understand the value proposition Associates saw Mars U as just the LMS (MyLearning).. And the LMS wasn t keeping our customers satisified Poor Search, Non-intuitive interface, Technical issues, Poor technical support, Poor line-management functionality, and Account Management

11 2010 The Journey from Good to Great

12 What would be the characteristics of a great corporate university

13 3 key initiatives to drive us forward Migration to new LMS External Benchmarking Transformation Program

14 Internal associate benchmarking and external consultancy consistently rated Saba higher in ease of use. Migration to new LMS Recognised in Bersin & Associates as the market leader for enterprises with over 10,000 employees Saba is far more configurable to Mars needs without the cost of customising The partnership approach of Saba closely matching Mars' needs and culture - a business relationship for success Incorporates "informal learning" very well allowing more learning to be captured and retained

15 Over 3300 associate interviews with senior executives, learning leaders and learners External Benchmarking Assessed against the following criteria: - Do we measure our impact on the business and associates? - Do we align with the needs of the business? - Do we execute using standard best practice processes consistently? - Are we organized with the right governance, technology and communication to execute our charter? Analysis showed we were performing as a tactical training partner rather than a strategic business partner

16 Transformation Program A program of 12 workstreams to embed Mars U as a strategic business partner for the future. Mars U Leadership Team Development Mars U Brand Promise Mars U Metrics Leadership Curriculum Functional Capability Framework Open Access Mars U Custom Learning LMS Admin Model LMS Admin Standards Talent Weeks Global College Standards Funding Model

17 A program of 12 workstreams to embed Mars U as a strategic business partner for the future. Transformation Program Mars U Leadership Team Development Mars U Brand Promise Mars U Metrics Leadership Curriculum Functional Capability Framework Open Access Mars U Custom Learning LMS Admin Model LMS Admin Standards Talent Weeks Global College Standards Funding Model

18 Mars U Brand Promise

19 The Mars U Brand Promise SINGLE MARS UNIVERSITY EXPERIENCE

20 The Mars U Brand Promise - What we were asked for - FROM Diverse messages about what we do. Geography & function defines what we offer and our role. Cacophony of visuals & templates across regions and functions. Wasted resources producing local and college specific materials. TO Single statement of who we are and what we stand for to build meaning. Single compelling mission and service promise across Mars, Inc. Single, clean look and feel to build awareness & recognition. Standard designs and materials that can travel.

21 Our Manifesto

22 The Mars U Brand Promise - What we delivered - A brand logo

23 EMPOWERING, INSPIRING REALISING POTENTIAL, MAKING A DIFFERENCE FOR INDIVIDUALS, OUR BUSINESS AND THE PLANET. OUR PRINCIPLES IN ACTION.

24 A POSITIVE IMPACT A COMMITTED ALLY A DEDICATED PARTNER WHO SHARES OUR ASSOCIATES GOALS, ENABLING US TO MAKE HUGE STRIDES TOGETHER.

25 Strengthening Leadership Curriculum

26 STRATEGIC CHOICES STRENGTHEN LEADERSHIP CAPABILITIES Clear curriculum of iconic programs for our people and senior leaders built around the MLC s.

27 Mars Leadership Capabilities

28 Leadership Curriculum

29 DISCUSSION MARS: Structure Module 1 Self-Directed e-learning Interviews and Field Work Assessment Reflection and Introspection Coaching Module 2 Classroom Skill Practice Real Plays Peer Feedback Peer Coaching Networking Module 3 Application Skill Application Coaching Line Manager Mentoring Reflection and Best Practice Sharing ~ 90 days 5 days onsite ~ 90 days Purpose built using the Mars Leadership Capabilities Designed around 70:20:10 development Focus on application in role, LM signs-off completion

30 Functional Capability Framework

31 Mars Functional Capability Framework Building Functional Expertise across Mars

32 Why Capabilities Matter IMAGINE ALL ASSOCIATES Have a clear focus on the most critical skills they need today and in the future Understand where they are on their career path, where they want to go and how to get there Use a common language and process for development across all functions and segments Create their development plans using a simple framework that shows them all the Functional and Leadership Capabilities (MLCs) important for their role all in one place Can search and register for learning programs within MyLearning based on the competencies they re looking to develop

33 Mars Functional Capability Framework

34 Mars Functional Capability Framework Anchor Roles for Specific Job Families (Sourcing & Operations) Functional Capabilities & Supporting Competencies Skill Levels for specific roles by competency

35 Examples of Capability & Competency Definitions MAXIMIZES VALUE FOR MONEY Emphasize quality, service and total business cost in influencing internal and external spend and delivering a sustainable, competitive advantage versus the competition and marketplace. Commercial Negotiation The ability to use appropriate techniques and strategies to narrow the differences and reach an agreement between Commercial and a supplier and/or internal clients in order to reach a mutually acceptable outcome. You are competent at this level if you Expert Lead group planning sessions for difficult negotiations, set limits and develop counter tactics. Are called upon to participate in difficult, complex or long-term negotiations. Provide coaching and support to others during the negotiation preparation phase. Advanced Assess negotiation styles to intensify strengths and diminish weaknesses when negotiating. Seamlessly incorporate appropriate strategies and tactics to creatively solve negotiations. Recognize whether conflict is genuine. Identify areas of "common interest" between the parties to facilitate progression and avoid dead ends. Consistently reach collaborative agreements when negotiating. Maintain strong business partnerships with suppliers, even in tough situations. Essential Plan extensively for upcoming negotiations by setting goals and measurable objectives and think through the "what-if" possibilities. Identify what "is" and "is not" negotiable and weigh risk and benefits of various outcomes. Establish minimum standards for a mutual agreement. Correctly identify different negotiation styles and non-verbal signals used by tough negotiators. Handle situations with effective use of counter-tactics and leverage pre-planned strategies, while maintaining composure during adversarial or intimidating negotiations. Evaluate options during negotiations so success and long-term profitable results can be achieved. Consistently achieve mutually beneficial outcomes with suppliers and/or internal clients by understanding their priorities through effective questioning and listening skills. Conduct negotiations consistent with the values, principles and policies of Mars and ensure that agreements reached do not put the organization at risk legally.

36 LMS Admin Model & Standards

37 STRATEGIC CHOICES FOCUS ON OPERATIONAL EXCELLENCE Global Learning Technologies LMS Administration Model LMS Administration Standards

38 Background The LMS Administration workstream represents the marriage of two Mars University workstreams: LMS Administration Model LMS Administration Standards Purpose of the Project Gain a better understanding of our current LMS Admin operating model and develop recommendations in order to Establish a more consistent, global approach to effectively and efficiently handle LMS administration and support Improve data integrity and accuracy of the information in our LMS system Define the process standards which underpin our agreed set of services and enhance the overall user experience of MyLearning

39 Operational Excellence Web / Portal Management Support & Development resource Course Administration Define supporting processes Financial Management and Management Information Reporting L&D account management Country/Regional/Mars U Reporting Project Leadership/support Define scope of services

40 Partnering with our service provider

41 What do you expect from your LMS service provider

42 Our expectation from our partner Positive implementation experience Strong knowledge transfer Responsive to our business Flexible to internal methodology Evolving product capabilities Ability to configure to our needs Clear registration process Flexible reporting Excellent customer service Strong sense of partnership Quarterly review meetings Clear escalation processes Responsive and committed

43 What impact are we having.. 36,521 associates loaded in LMS 20,868 unique registrations 335,000 hours of learning delivered 4,522 courses delivered 64 senior leader programs delivered 672 e-learning offerings available 1,112 global courses available Use of blended learning curricula 14 languages supported for delivery

44 Transforming your organisational learning systems and culture Nick Denholm Global Learning Technologies Manager Mars Incorporated