Relationship

Business Renewal : Employee Engagement Engage employees in the mission and values of the enterprise. Reach out to customers to improve service and lower cost. Enroll suppliers to improve quality and cycle time. Educate investors. Engage recruits, retirees, community. Build employer brand.

Value Creator

Business Partner

Business Strategy : Capability Development Link to business unit and corporate strategy. Infuse learning in strategic initiatives. Extend into performance support.

Service Provider

Business Execution : Skills Training Estabilish priorities, standards, and governance Champion investment in learning systems. Increase access to training, leadership development. Reduce unit cost through online, self-service delivery.

The maturity of the learning enterprise. (Adapted from Gratton, 2004)

Time

Participants Manager

Top Management Actions

Program Facilitator

Organizational Culture

Program Developer

Policies and Practices Program Participant

Measurement System

Major responsibility groups for result from learning programs.

Renewal
Crisis Need Opportunities Need

Reactive
Quick Fix Need Scheduled Service Need

Proactive

Maintenance
Different learning and development needs. (Adapted from Veldman, 2005)

Focus
Training Education Job-related Skills Preparation for the next job Cultural change and continuous learning

Costs per Employee Low Moderate

Time for Payback Short Medium

Risk for Payback Low Moderate

Development

High

Long

High

Human resources development issues

All Internal Analysis/ Assessment

Design/ Development Delivery/ Implementation Evaluation/ Reporting Mnagement/ Coordination

Parial Outsourcing

Complete Oursourcing

Insourcing

X X

Staffing philosophy matrix

GMU Structure
Global Business Processes
Communications Human Resources & Labor Reations Information Systems and Services Leadership Planing & Program Management Legal Quality

Engineering

Business Alignment
Financial

Sales, Service, & Marketing Worldwide Purchasing / Order to Delivery

Manufacturing

Health & Safety

Public Policy

Global Priorities Councils

GMU Structure
Professional Development Curriculum

Career Skills

Computer Skills

Communication Skills

Cross Cultural Training New Hire Learning Cross Functional Training

Culture Change
Central Adm

PMP
Enrollment

Go Fast! e360
Scheduling Billing

Leading Change IDP GMS OTD

Facilities Sourcing Sourcing

Tied to GMs Organization Model

Links to Strategy Process Steps

Needs Assessment and Analysis
Strategic business needs indentified Program/ Services linked to need Business impact objectives developped (strategic) Application/transformational objectives developed (strategic)

Objectives

Design/ Development

Design reflects vision/values/philosophy Development vs. Purchase reflects strategic direction

Delivery

Delivery reflects strategic issues such as technology, just-in-time delivery, and decentralization Strategic partnership with management developed Strategic business impact measured Results reported along with other strategic successes

Evaluation/ Reporting

Strategic

Strategic Advisor

Business Partner

Operasional

Solutions Provider
Curent

Problem Solver
Future

Shifting traditional roles at SABMiller