Computer training center

For technological breakthroughs to change our daily lives, they must not only bring something new, but also must enable us to make better use of what we already have. The automotive age, for example, didn't begin with the internal combustion engine. It began when Henry Ford (and others) integrated new technology with traditional crafts--leather workers, woodworkers, metallurgists--in a system of mass production.

Online learning centers may prove to be a comparably significant organizing construct for training and development. Much like Ford's innovations, a learning center effectively blends powerful new technology--the Internet, intranets, and e-delivered courses--with traditional learning media such as audio- and videotapes, instructor-led courses, books, and articles. The result is a powerful, accessible learning information source for an entire organization.

W.R. Grace, a global specialty chemicals company, launched its online learning center in 2001. The result is a global focal point for learning within Grace as well as a powerful new employee communications channel. The Grace Global Learning Center supports employee development world-wide cost-effectively, while linking learning to performance and talent management, strategic communication, and individual development planning.

The blueprint

W.R. Grace's HR leadership wanted to provide managers throughout the company fast and easy access to a wide selection of skill-building tools. Recognizing that not all learning solutions require training, the company wanted managers to have access to on-the-job learning strategies they could reference easily to address all kinds of employee development needs. Surveys indicated a widespread desire for enhanced professional and personal development support that employees could readily use on their own.

Grace recognized that the learning center concept developed and proposed by Strategic Partners would provide the answer. Specifically, it would

* keep Grace's learning strategy fully aligned with its rapidly evolving business strategy

* provide a focal point for worldwide learning and development

* ensure fast and easy access to a comprehensive range of valuable learning content, deliverable via a variety of media

* link learning content to core competencies (competencies identified as essential to fulfilling Grace's business objectives)

* actively promote and enable open, ongoing communication about learning, employee development, and key business processes

* ensure easy, ongoing addition of evolving learning content and technologies.

The result is Grace's Global Learning Center. The center was piloted with Grace employees in the Americas in March 2001. Within six months, its success led to the official launch of the center, now available 24/7 to Grace's 6000 employees in Europe, Asia, and Africa. Global Learning Center is a place for them to explore and pursue fresh development opportunities, order audio and video instruction, enroll in courses, and keep abreast of what's new in learning at Grace.

It's empowering

Grace employee Luhong Bo provides a case in point. She moved from China to the United States 11 years ago and now works as a technician associate. Her personal and professional development priority is improving her command of English.

"I want to speak correct English to my boss and co-workers to be sure I say things clearly and they understand," she explains. Bo adds that it's equally important for her to understand instructions in English to avoid rework from miscommunication.

Bo taps the Global Learning Center's tape rental library for audio programs that help her develop her grammar, vocabulary, and communication skills. "I started to rent tapes when the center was first launched, and I listen to them whenever I have time during the day, also on the way to and from work. I find it's a very efficient way for me to learn things," she says.

Grace's director of HRD, Ron Pepe, also sees the value of the center in practical terms. "Now, managers are working with people who are more intent on developing their skills and talents. They see job skills and experience as the currency of the future, part of the reward of being in an organization," he says.

Pepe also thinks complexity is driving a different approach to managing. "Managers cant have all of the answers anymore; it's too much for one person." To help, Grace's leadership development programs give managers at all levels tools on the Global Learning Center site to support them with development ideas and resources, as well as the latest forms and guidance for performance review and development processes.

Anatomy of a learning center

As Grace has found, an online learning center is a treasure trove of learning resources, a career development mentor, and a powerful channel for corporate communications together in one place, which employees can access easily via the Internet or corporate intranet.

A learning center's offerings might be organized any number of ways based on corporate values, primary business objectives, or components of the organization's mission--or a combination.

Grace chose to organize its center around a set of core competencies which, together, define the knowledge, skills, and abilities all employees are expected to attain. The center's visitors can use the search option to explore and access resources relevant to a particular topic or to instantly access a range of relevant tools and action options.

Training sessions is a list of Grace-approved internal and external programs, including e-learning options, for developing each core competency.

Recommended readings is a list of the best books on each topic (ordered by email), as well as downloadable articles.

Rental library is a place for ordering audiocassettes, videotapes, and CDs for self-paced learning. Employees through-out North America can have such learning tools delivered to their desks within a few days.

Strategy guide lets visitors browse a list of quick ideas, learning assignments, and other direct actions to develop a competency.

Among the most popular features in the center are links to the guidelines and forms for completing an annual performance development review. Grace intends to make it possible for managers and their staff to complete and submit all review documentation electronically.

To come are links to external resources such as Harvard Business Review and a section dedicated to Grace's Six Sigma initiative. Because Grace's business and functional units are diverse in the markets they serve and types of worker knowledge required, employees will soon be able to access information about key learning and organizational initiatives within their own units. Under consideration is the addition of foreign language pages for employees who don't speak English as their primary language in the workplace.

Decisions about additions to the center and its direction are among the important functions of the center's Global Steering Committee-made up of representatives from all of the business units and drawn equally from Grace's Americas, Europe (including Africa), and Asia Pacific business regions. Through regular meetings, the committee's role is to keep the center attuned to the real development needs of employees, including managers; to promote the use of the center in each of the regions; and to provide HR leadership with feedback on how the center is doing meeting identified needs.

Last but far from least, the learning center is a powerful channel for communicating management messages and sharing learning success stories. Every six weeks, the center sends an electronic newsletter, Career Advantage, to every employee's desktop.

Career Advantage's mission is threefold:

1. Keep all of Grace up to date on what the learning center offers.

2. Report on the wide variety of ways Grace employees are using the center effectively.

3. Encourage Grace employees worldwide to make the most of the center as a learning and development resource.

Links embedded in the e-newsletter take readers directly to whatever part of the center is being described. Just as with all e-initiatives, internal marketing, promotion, and communication are important to success. Career Advantage helps provide continuing visibility to all employees.

How to ensure success

Based on our experience, here are the keys to successful implementation:

Line up strong senior management support. That's always a smart thing to do, of course, but it's especially compelling when implementing a learning center. At Grace, senior executives quickly grasped the advantages of a learning center, and they're still solidly behind it. VP of HR Mike Piergrossi frequently refers to the center as "the easiest sell to our executive team I've ever made."