kickstarting a corporate university firstdata

© Copyright 2012 | First Data Corporation

First Data – Kick-Starting a

Corporate University

September 2012

Mary Miller, VP of Learning Architecture

Jennifer J. Gibson, Director of Learning Solutions

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Our Story Who is First Data?

Why a First Data University?

Vision

Strategy

Journey

Results

Next Steps

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A Global Technology and Payments Processing Leader

• First Data is a global technology and payments processing leader serving more than 6 million merchant locations, thousands of card issuers and millions of consumers worldwide

• First Data provides payment processing solutions such as fraud protection and authentication solutions, check guarantee and verification services and point-of-sale (POS) devices and service

• First Data’s strategic focus is on delivering innovations in prepaid, eCommerce and mobile payments solutions

• 24,000 employees in 34 countries

Who is First Data?

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• Employee Engagement Survey in 2011

• Only one category reflected results below 60% favorable…Employee Development

• Respondents were dissatisfied or ambivalent with career development opportunities

• Less than half of respondents agreed that the organization was going a good job of retaining talent

Why a First Data University?

“Employee development

should be considered an

INVESTMENT rather than

an expense”

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Why a First Data University? Over one thousand comments related specifically to Employee Development

“Employees are basically left to "die on the vine."

“Develop employee skills and promote from within.”

“…managers put brakes on employees’ development as way of savings and meeting their budget goals.”

“More development for all staff at all levels would support employee retention and help build a more forward looking workforce.”

“Provide opportunity to get training in state of art technology or current technologies…help employees in improving their department's product or service delivered to customers.”


Our Vision

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Our Vision

An integrated Talent Management and Learning Strategy to help us achieve World Class Human

Capital Alignment

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Inconsistent HC Strategy •Unknown leadership bench, no succession strategy

•Mixed Employee Engagement (< 60% favorability)

•Little investment in training and development

•High percentage of external hires

Aligned HC Strategy •Deep leadership bench and strong employer brand

•High Employee Engagement (70% favorability)

•Learning and development culture

•Strong investment in learning($1,200/ee/year; 40+hours training)

World Class HC Alignment •Deep leadership bench and talent pools

•Talent management is a core business, not HR process

•Great Place to Work (Fortune;“talent magnet”)

•Very high employee engagement (80% favorability)

•High revenue/ee ($1Million+)

•Significant investment in training ($3,000/ee/year;80+

hours/yr)

Level 3

Level 2

Level 1

3 Levels of Human

Capital Maturity*

• *Bersin & Associates 2011 Study

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Class Virtual Class

eLearning Mobile

Learning Doc/ Book Sims Podcast

Social Learning

• Employees belong to multiple groups/networks

• Content grouped in Curricula and pushed to specified audiences

• User interface personalized; based on Job Role and career aspirations

• Various types of content can be deployed and tracked

• Immediate access to the info that an employee needs to perform their job

Our Vision Multiple Modalities, Leveraging Technology

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Our Vision

Outcomes of a Corporate University

• More effective sales, product and technology teams to drive $1

Billion of incremental EBITDA

• Deeper leadership bench in preparation for IPO and thereafter

• Become a Great Place to Work

• Improved scores in “Employee Development”

• Improved employee retention

• Improved metrics regarding training and development

• Developing leaders becomes part of the culture


Our Strategy

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Our Strategy

LEADERSHIP LEARNING PERFORMANCE TALENT

ACQUISITION CULTURE

Three-Year Human Capital Strategy

Global

University

5 Academies

Learning Management

System (LMS)

Change Management

Employee

Development

Learning Development

Tools

Measurement

10% Increase in Employee

Development Rating

Expected outcomes

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Integrated Learning and Talent Management Strategy

Our Strategy

Learning Solutions

Workforce Planning

Performance Management

Career Management

Succession Management

Talent Review and Hi-Potential

Development

Leadership Development

Change Management

Measurement

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Design Standards (Performance Consulting,

Demand Management)

Development Standards (Tools and Templates)

Deployment Standards

(F2F, vILT, self-directed)

Evaluation Standards

(MTM)

Learning Architecture

(Platforms, Systems, Mobile)

Our Strategy

Establish Standards and Consistency

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• Employees can belong to multiple groups

• Content can be grouped in Curricula and pushed to specified audiences

• Reports can be created for any audience or any curricula

• Manager Dashboard to provide instant information

• Various types of content can be deployed and tracked

• Batch process from PeopleSoft – Add users, update users, delete users

• Create “audiences” on the fly, based on business rules

Our Strategy – Upgrade LMS

Provides clear,

concise Curriculum

map

Register for all Courses/

Sessions

Access all content types

Access Assessments

Schedule mentoring/ coaching sessions

View Transcripts

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Prioritize Gaps/Needs (with Steering Committee)

Identify Content Required

(exists/generic/ build)

Determine Delivery Mode (for build/buy

content)

Develop Learning Solutions

(in determined modalities)

Launch Content (through Learning

Paths in LMS)

Monitor Progress/ Evaluate

(through LMS Reports/

KnowledgeAdvisors) Business

Impact

Model

Yearly

Assessments

Analyze

with

Academies

Design/

Development

Standards

Select Partner(s)/

Resources

Define

Groups/

Administrators

Track for

Success

Our Strategy – Continuous Improvements!

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Short-Term

• SharePoint Integration

• Update of LMS

• Securing generic content

• Creation of Curricula (across all groups)

• Development of Standards (design/develop/deploy)

• Build out of Academies

• Measurement Strategy

Long-Term

• Full Employee Portal

• 360°Surveys

• Social Networking (when vetted and approved)

• Performance Review Cycle

• Role Alignment (as Positions are available in PS and roles are defined by Bus)

• Position profiles

Our Strategy – Short-Term/Long-Term Scope


Our Journey

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Our Journey - Timeline Overview

60-90 Days

• Define Governance Model

• Design user architecture

• Design content architecture

• Upgrade and branding of LMS

• Develop Launch Plan

• Curriculum development for

Blended Programs (Skillsoft Assets)

4-6 Months

• Finalize Steering Committee

• Curriculum development across all Academies (Quick

Wins)

• Define standards for design/delivery of

vILT

• Train vILT designers/ facilitators

• Launch web-conferencing capabilities

• Launch Branded University

6-12 Month

• Develop standards for content

development

• Develop mobile deployment capabilities

• Curriculum development across multiple Academies

• Curriculum development (FD

content)

12-18 Months

• Develop Social Networking Capabilities

• Curriculum development across multiple Academies

• Create Performance Support Assets


content)

• Develop reports for trending Business

Impact

18-24 months

• Transition to PeopleSoft

• Plan expansion to full-service

Employee Portal


content)

• Continually review and update offerings

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What are industry best practices?

• IBM

• JetBlue

• Mercer

• Microsoft

• Novologic

• On-Point Learning

• Polycomm

• Skillsoft

• SumTotal

• Unisys

• Xerox

Our Journey – What Were the Options?

What do we already have?

• Client training

• Contractor training

• SalesForce.com

• SalesIQ

• SharePoint sites

Expectations were to deliver a quality solution

within timeframe and budget…..we had great

advice on Best Practices, we had Executive

Sponsorship, and we had a core team of 7

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Technology

Academy

Leadership

Academy

Sales

Academy

Product

Academy

Business

Academy

Dean Dean Dean Dean Dean

Steering

Partners

Steering

Partners

Steering

Partners

Steering

Partners

Steering

Partners

Executive Steering Committee

Learning Services

IT

Governance

Academy Deans & Steering Partners

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• Market the University

• Identify Needs

• Collect feedback

• Prioritize Needs

• Tie to Business

Evolve Culture

• Jobs/Roles

• Behaviors

• Demographics

• Preferences

• Business Issues

Define Audiences

• Generic/Industry Standard Content

• Proprietary Content

• Gaps in existing content

• Prioritize Needs

Prioritize Disciplines/ Programs

• Design/Development Standards

• Development Tools

• Development/Delivery Resources

• Delivery Techniques

Expand Content Approaches

Our Journey – Building the framework

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Global Talent Leader

SharePoint Landing Page

Template

Pixel Gaming Liaison

Communication/Change

Management

Technology Academy

Landing Page

Technology Academy

Quick-Wins


Skillsoft Liaison

Emory Liaison

Leadership Academy

Landing Page

Leadership Academy

Quick-Wins


Dale Carnegie Liaison

HMM Liaison

Knowledge Advisors Liaison

Business Academy

Landing Page

Business Academy

Quick-Wins


Richardson Liaison

Sales Academy Landing Page

Sales Academy Quick-Wins


New Product Content

Development

Product Academy

Landing Page

Product Academy

Quick-Wins


LMS functionality (User/content architecture)

Integration

LMS Admin Training

Curricula Design

Best Practices/ Consulting

Governance Funding Resourcing Innovation Sponsorship Energy

Our Journey – Divide and conquer

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First Data Learning Services Team

• Experience

• Expertise

• Services

Architecture, Design,

Development, Delivery

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Infrastructure

LMS

Web 2.0

Content Repository

Digital Asset Mgt.

Design/Development

eLearning

Flash/Graphics

Video

Document Authoring

Mobile Authoring

Deploy

Classroom

Web Conferencing

eLearning/ Self Paced

Mobile

Social Networking

Standards within a Center of Excellence

Our Journey – Establish the Learning Architecture

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Provide cutting edge solutions leveraging the latest technologies and learning resources

Design, Develop & Deploy

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Measurement

TDRp White Paper: by Kent Barnett and

Dave Vance, Revised March 1, 2012

http://www.tdrprinciples.org/


The Results

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Take Your Career Beyond

MindSpring, First Data’s global university, helps employees shape the future of their careers as we shape the future of global commerce. MindSpring is focused on building leadership skills, employee effectiveness and industry knowledge that will keep First Data employees ahead of the competition and poised to drive customer success.

Take your career beyond with tools designed to anticipate the needs of a changing payments industry.

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Enter…MindSpring

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MindSpring Pages

MindSpring Main Page

LMS Main Page

Academy

Page

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Leveraging the power…

Ability to view

all direct reports

and assign

content

Ability to view

by Learning

Activity for all

direct reports

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LMS Landing Page

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Key Skillsoft Curricula

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The Results - What Did We Accomplish?

Re-do User structure

• New Audiences

• New Org structure

• New Admin structure

• Manager assignments/dashboard

• Metrics with MTM

Re-do Content structure

• New content types

• New naming structures

• LiveMeeting Integration

• New functionality

Learning Architecture (including

LMS update) New curricula standard (70/20/10 Model)

• 5 Values curricula

• 90 Skills curricula

• 9 Leadership Principles curricula

• Updated M1/L1

• 5 New Games

• Requests every week

New Certifications

• 100+ Certifications

• PMBOK/CAPM Cert with Program Admin

• Product Cert (15 new modules)

• Sales Cert (with coaching/reinforcement)

Learning Solutions

Improved

Satisfaction

with

Development

on Employee

Engagement

Pulse Survey

by 12%

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New Curricula Paradigm – View from the LMS

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New Curricula Approach (70/20/10 Model)

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New Curricula Approach (for Directors)

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Developing On The Job Recommendations

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MindSpring Metrics

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MindSpring Metrics

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Measurement

• Specifically designed for L&D professionals

• Author and report learning evaluation/data

• ‘Smart Sheet’s based on credible methodologies

• Integrated systems with robust benchmarks

• Measures learning effectiveness at multiple levels

• Links learning to impact and business results

• Powerful, automated executive reporting

http://www.knowledgeadvisors.com/wp-content/uploads/2011/04/Product_Sheet_MTM.pdf

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Global Learning and Innovation Center (Atlanta)

Grand Opening of the…


Next Steps

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Next Steps - On the Horizon

Review Learning Management

System (LMS)

• Improve ease of use for learners

• Provide access from Home equipment

• Develop Assessment Strategy

• Develop Evaluation Standards

Deploy Content Development and

Design Standards for various delivery

modes

• Mobile/iPad

• Virtual ILT

• Social Networking

• eLearning

• Implementation/Program Admin Standards

Implement Content Management

Strategy

• Digital Asset Library – Flash/graphics,

eLearning, Performance Support

materials

• Assets tagged for easy retrieval

• Leverage resources, tools and reuse

Develop Mobile Strategy

• Based on needs analysis

• Focus on iPads/virtual

• Prioritize content to fill gaps

Develop Curriculum for

Blended Programs

• Virtual ILT sessions

• Performance Support materials

• Alignment to Roles (as Profiles are

available)

• Prepare and train administrators, designers

and virtual facilitators

Develop Social Networking

Solutions

• Leverage Ingenious for Books environment

• Encourage collaboration

• Network within Learning Programs

• Reward contributions

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Questions?

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Thank You!

Dziękuję

Vielen Dank!

Gracias!

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