Transcript Vigor presentation Vers 3

Frans van Heerden
Consultant Kuwait Oil Company
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“If I have to solve a problem, I will spend 80% of
my time understanding it and twenty percent of
my available time to solve it” Albert Einstein
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Word is derived from the Latin:
‘universitas et scholarium ”
Which means:
“community of teachers and scholars”
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Defined
“ A corporate university is an educational entity
that is a strategic tool designed to assist its parent
organization in achieving its mission by conducting
activities that cultivate individual and
organizational learning, knowledge and wisdom”
Allen, M
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Training Department
Aspect
Corporate University
Limited access.
Classroom bound. Time
specific
Access to learning
content
Learning content can be
accessed almost
anywhere
Primarily aimed at own
staff
Audience
Is flexible and can
include service providers
Used to upgrade
technical and business
skills
Learning content
Upgrade competencies
with a wide range of
available on line learning
Typically re-active
One time learning events
at scheduled times
Time focus
Frequency of learning
events
Mostly pro - active
Continuous learning
events at any time
“Part of the business”
Part of HR
Operation
Operates as a separate
business unit
Improve knowledge and
skills in short term
Outcomes
Increase overall
performance
Tactical
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Terms of reference
Strategic alignment of
business units
Functions of Corporate universities:
 Needs assessments
 Designing of learning processes
 Delivering learning content
 Embracing and delivering e-learning and
blended learning
 Strategic change interventions
 Culture change interventions
 Combat corporate amnesia
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Limitations of e-Learning
 Is not a panacea to corporate learning
 Brick and mortar structures are part of the
learning process
 “One-size-fit-all” is not the answer
 Blended learning inevitable
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The strategic contribution of Corporate
universities:
 Reinforcing and perpetuating behavior
 Managing change
 Driving and shaping the organization
 The ethos of a “university”
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Readiness for a corporate university:
 The status of the HR function
 Clear understanding of the roles, functions and
responsibilities of the different elements of an
existing HR function
 An existing, effective and efficient learning
management system (Limited “red-tape”)
 Well developed information technology
support system
 A well developed learning quality system
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Readiness for a corporate university:
 An unequivocal and total company support for
a Corporate University
 Aligned business units and the minimum of
ulterior political motives
 Credible gap analysis processes
 A strong and healthy learning culture
 A robust and evolving organization strategy
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Myths about Corporate Universities:
 Renaming of the Training Department
 E-learning institution
 Limited utilization and to the exclusive use of
the elite leadership of the organization
 A static unit, processes and organism
 Corporate universities are all the same. No!
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Background:
 Established the corporate university 2000
 Had a need to work hard at Knowledge
Management and improve how they deal with
it
 They respond to their need for:
Skilled
 Flexible
 Global workforce

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Drivers for change:
 Change in exploration and production
 Uncertain oil market
 Continued and accelerated development of new
technologies
 A global workforce
 Changes in the need for individual development
 The need for meaningful partnerships in the world
of learning
 The need for skilled, flexible and global workforce
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The response of Shell:



Established “Exploration and Production
Open University”
Provided the facilities to learn( buildings,
processes, systems an methodologies
Inclusion of other major players in the industry
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What did Shell do then?
 Revisited their existing skill portfolios
 Continuous efforts to update it and test it for its
relevancy
 Had a global view of it – discipline specific leaders
all over the world all evaluated and refined.
 Senior members of staff refined the skill portfolios
 A global network Shell Skill Pool Managers
contributed to a global approach to the skill issues
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What did Shell do then?

Skill Pool Managers worked closely with operating and line units

Accept that learning is a process and not an event

Have established a strong link between working and learning


Preparation for the learning event ensured that learners were all
on the same standard when the actual learning commence
Distinguished clearly between Instructor led and Technology
based learning
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The contribution of Shell
 Provides a reference point
 Allows for benchmarking
 A clear example of how the Corporate
University integrates with day to day business
activities.
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Quo Vadis?
 It is not a passing fad nor a fashion
 Global competitiveness will be have its roots in
these institutions
 One size will not and can not fit all
 Traditional education processes is failing
industries
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Questions
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