ramping the knowledge transfer

1

Ramping the Knowledge

Transfer

Presenter: Daniel Flynn

APQC Knowledge Management Conference

May 2-3 2013

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©2013 Ecolab USA Inc. All Rights Reserved

Ramping the Knowledge Agenda

A bit about Nalco

How Technical Training and KM fit together at Nalco

Where we started with technical training

Where we are

Ongoing development opportunities

Why we do this

Next steps

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Europe/Africa/Middle East

Latin America

North America

A Bit about Nalco an Ecolab Company

3

24%

22%

22%

49% Sales

40% Employees

36% Plants

10%

15%

13% Asia/Pacific

17% 17%

2,898

13

8,000 field representatives

150 countries

60,000 customers

17%

23%

29%

23%

13%


4

KM Strategic Approach

1.

Understand

Business

Drivers

And

Priorities KM

Analytics

2.

Establish

KM

Approach

To

Facilitate

Drivers

7.

Discuss Findings

With Business

Leaders Including

Recommendations

For Approach

Adjustments

3.

Deploy

KM

Approach

4.

Collect

Measurements

& Data

5.

Conduct

Analysis And

Identify

Patterns

6.

Exercise

Insightful

Judgment

And Make

Adjustments

Adapted from APQC Paper - Knowledge Analytics, April 2012

Carla O’Dell in Collaboration with the APQC Knowledge Management Advanced Working Group (AWG)


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KM Application to Customer Environment

Understand

Business

Drivers

And

Priorities

Application

of Partner

Knowledge

into

Customer

Process

Discuss Findings

With Business

Leaders Including

Recommendations

For Approach

Adjustments

Information

Action Interpretation

(Knowledge

Creation)

Data Collection

Mechanical

Chemical Operational




6

KM Customer Knowledge Application

and Feedback Loop

Our Field Sales Engineer is Critical to the Success of the Interaction

Do we quickly satisfy a Customer need?

Do we provide a value driven differentiator to our Customer?




7

Field Training - Evaluation and Target

2000

Present

• Tribal approach to training

• Inconsistent regionally

• Difficult to deliver quality service

• No measures in place

• Global consistent approach

• Global consistent measure

• Easier to deliver quality service


Achieving Performance Takes Planning

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©Gikü via Wikimedia Commons CC-BY-SA-3.0

http://creativecommons.org/licenses

Moralist via Wikimedia Commons CC-BY-CC0

©Ernst Poulsen via Wikimedia Commons CC-BY-SA-2.5

©Dbubnoski via Wikimedia Commons CC-BY-SA-3.0


Prescriptive Knowledge Transfer

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OnBoarding and Initial Training

Field Based

Primary Trainer Led

• Previous work experience

• Hired initially to a specific

geography

• Primary Trainer facilitates

self paced lessons

• Customer hands on daily

basis

Notes:

• Takes longer to build

personal network

• Quality of training is

directly proportional to

quality of primary trainer

• Able to assume customer

responsibilities quickly

• Washouts can adversely

impact customers

Office Based ASE

Instructor Led

• Fresh graduates

• Centered in Naperville

• Program Coordinator

• Instructors are

technical experts

• Hands on field trips

every few weeks

• Networking

• Final work assignment

based on need at end

of course

Notes:

• Well networked

• Well trained

• Longer to assume

customer

responsibilities

• Washouts don’t impact

customers


Prescriptive Weekly Focus

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Each Week Field Engineer

• There is a Theme

• Technical Reading

• Technical Question Sets

• Real Life Experience

• Administrative Training

• Account Management Experience

• Sales Training

• Safety

• Test or Review

Each Week Primary Trainer

• Grades the Question sets

• Lines up the Real Life

Experience, Account

Management, Analytical Testing

• Reviews the Safety aspects

• Discusses the Test or Review


Progress is Tracked

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Progress is tracked by the

primary trainer and

shared between the

primary trainer, new hire

and manager


Trainees Utilize Many Resources

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Technical Reading Networking Communities Connections


Training Progression

14

Technical Skills & Softer Skills

Insti

tuti

on

al

Man

ufa

ctu

rin

g

Fo

od

& B

evera

ge

EH

S

Refi

nin

g

Up

str

eam

Ch

em

ical

Po

wer

Pu

lp &

Pap

er

Min

ing

Pri

mary

Meta

ls

26 Week Program

New Technology

Refresh

ProSchool

Baseline

Focused

Maintain

Deep Skill

Tim

e


Manager Directed Development

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Developmental Milestones

• Training doesn’t stop with new

hires

• Each position has

requirements, milestones and

developmental gates

• Ongoing development lays in

place the prerequisite for

promotion

• The basic requirements

extend across all field

positions


Getting Started – The manager uses the Curriculum when working on personal

development plans with their representatives. Identify where they want to go

and refer them to the Nalco Learning Center to complete e-learning items and

register for Instructor Led Training sessions.




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New Field Hire

Account

Management Sales

Management

Common development for initial positions

Specialization in later roles

Primary

Trainer


Requirements and Milestones


Learning Management System



Reps

• Register for courses

• Check Training Path

• Complete Training

• Social collaboration

Managers

• Check progress

• Compare reps and requirements

• Compare training data and business goals

Content Developer

System Admin

• Place courses & tests in system

• Ensure connection with CRM for key metrics

• Group courses in visual outlines (map)

• Manage access & security


Marketing Training

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• The Same Technical Requirements

• Substitute Marketing for Sales

• Primary Trainer Led

• Specialization

• Product Marketing

• Industry Marketing

• Technical Marketing

• Equipment

• Automation


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Why Pay So Much Attention to Training? Customer loyalty measurements against technical competency

Do we provide a value driven differentiator to our Customer?

Do we quickly satisfy a Customer need?


Next Steps

Strengthening the critical touch points

Technical material alignment

ProSchool development

Primary trainer training

Mentoring


Course development

Improved access

Mobile devices

Networking

Experts

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Daniel Flynn - Principal Consultant at Nalco an Ecolab Company [email protected]

1-630-305-1497

Connect with Dan on LinkedIn

Questions

Nalco and the logo are trademarks of Nalco Company

Ecolab is a trademark of Ecolab USA Inc.

All other trademarks are the property of their respective owners

Ramping the Knowledge Transfer

Birds of a Feather Lunch

Friday May 3rd

mailto:[email protected]

ramping the knowledge transfer

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