Learning & Development on track

Client case

Learning & Development on track

Problem

The Dutch branch of an international, listed pharmaceutical company was not satisfied with the internal training function. The training function was highly fragmented, insufficiently strategic and the level of the learning interventions was of variable quality. They had no overview, they did not know whether the compliance rules were being met and they had no control over expenditure. They wanted an audit and recommendations.

Juul Mulder carried out this process, supervised the process and (temporarily) led the L&D team. She has the necessary management and business experience. She achieves the set goals in co-production, taking the organization a step further, instead of taking over responsibility. Juul works in a structured way and is able to do what is necessary. Characteristic are her sharp analyzes, high involvement and clarity towards her clients.

Approach

In this project we started with an inventory of the existing situation, through interviews, viewing existing systems, reviewing data and existing documentation. At the same time, efforts were made to create support. Key figures in the organization and all Learning & Development employees were included in the process from the start. After just one week, the first findings were discussed within the MT, so that there were no surprises and all questions and concerns were addressed early. Both the qualities and the points for improvement with regard to the training function were highlighted and different solution directions were examined in collaboration with the customer.

Ultimately, they opted for a change process with Juul Mulder as interim manager Learning & Development. With the existing team of Learning & Development employees and in close consultation with the HR director, training policy and strategy were determined, budgets set and checked, processes and systems improved and the learning interventions matched the demand. In addition, the team was further developed. Finally, a new Learning & Development manager was hired and the work transferred.

Results

A training function that contributes to the achievement of the strategy and the associated objectives. A training function that contributes to the development and retention of employees at a time when employees were drawn on all sides. Development policies and systems that help in making choices with regard to limited resources (time, money, people). And a Learning & Development team that works together with great pleasure and success, is required by the business, makes use of each other’s qualities and continues to develop itself.

Decisive factors during this project

A clear and transparent analysis of the existing situation. A major contribution from the organization in the chosen solution directions. And above all, a Learning & Development team that grows closer to each other, complements each other, continues to connect with the business, remains critical (on itself and on others) and is always ready for each other.

Flexible working arrangements

Client case

Flexible working arrangements

Problem

A new way of working was introduced at a highly innovative company, delivering high-tech machines for agriculture, which had recently grown to over two thousand employees worldwide. This way of working was aimed at more effective and efficient collaboration. People wanted to work in a more flexible way. Less time- and location-dependent and more results-oriented. An important part of this change was the implementation of an employee performance management system. However, the vast majority of employees and managers had never worked with an employee performance management system, or carried out performance interviews, before.

This project was carried out and supervised by Juul. She has the required business knowledge and didactic experience. She achieves the set goals in co-production, helping the organisation to move ahead, instead of taking over and taking away responsibility. Juul works in a structured way and is capable of doing what is needed. She is characterised by her astute analyses, high level of involvement and clear communication towards her clients.

Approach

We started with selecting a pilot group of around 15 managers and 85 employees from different departments of the organisation. Over ten percent of this target group was consulted with, as well as with the most important stakeholders in the organisation, in order to determine the training needs and requirements. Based on this, four short modules were developed, as well as materials for on-the-job training. This was all done in close cooperation with the internal project leader. The modules were carried out over a period of one year. The materials were put into use and each component was extensively evaluated with everyone involved. The modules, supporting materials and software applications were adapted where necessary.

After this, the project was scaled up to a much larger target group. This was enabled by training and supervising a pool of external trainers and a pool of internal co-trainers. Again, everything was evaluated extensively and adjustments were made where necessary. Finally, the rest of the organisation was trained and all knowledge, experience and materials were transferred to the HR function.

Results

The implementation of well-prepared and well-executed performance interviews, with follow-up. Improved cooperation and a more results-oriented and flexible working environment. Objective and consistent assessment and remuneration throughout the entire organisation. Employees at different levels with new didactic skills, which they can also put to use in other situations and projects.

Decisive factors during this project

In a broad program that affects all employees, it is key to immediately build support and to take all feedback seriously. The most enthusiastic employees, as well as the most critical employees, were deployed as co-trainers to help bring about the various improvements. In addition, it was essential to keep the link between the performance management system and the remuneration of employees clear from the start.

The importance of trust

Client case

The importance of trust

Problem

A new way of working for sales and professional services was introduced at an international software company. The aims were to make customer implementations more consistent, faster and cheaper, as well as improve the quality of the services provided. Sweden, with 900 fte in professional services, was the first country to be tackled. At the start of the project it was unclear to what extent the target group would be willing and able to change. Therefore the likeliness of the project being successful was uncertain.

Arie and Juul carried out this project together. They both have the required knowledge and experience concerning change management, and they complement each other well. While Arie focused on getting and keeping all stakeholders on board, at the different levels of the organisation, Juul was able to focus on practical implementation and data collection. Together they carried out analyses, devised a change plan and presented their findings.

Approach

We started with a proper introduction to the local project team and management team, followed by a series of interviews with employees throughout the organisation. We conducted a survey to gain insight into the pre-existing knowledge regarding the change, support for the change and the ability to implement it. The results of this survey were shared and processed in an interactive workshop on change management for all managers (in small, multidisciplinary groups). Afterwards, we collected all information and wrote a change plan consisting of five sub-projects: leadership, organisational design, communication, workforce transition, and continuous improvement. This was all done in close collaboration with the local project leader, whom we also coached during the project.

Results

In around two months, a workable change plan was drawn up so the local project team could implement the new way of working. Managers were aware of their role and responsibilities in the process. Employees understood the need for change and were assisted in obtaining the required competences. The change strategy and lessons learned served as a blueprint for the other countries that followed after Sweden.

Decisive factors during this project

In this project, it was essential that we first gained the trust of the local project team and the local management team, by means of an extensive introduction and allowing the local teams’ explicit input in every step of the process. In addition, the initial survey provided very useful information about the required knowledge, skills and commitment to make the change.