A new corporate strategy was to be introduced in a German telecommunications group. The background to this was the takeover of a competitor and the introduction of new technologies and products. The necessary "up-skilling" of around 6,000 employees required the realignment of the decentralized training departments, the modernization of training content and methods and the reduction of jobs. The interim manager was in charge of technology training as one of five training departments. As Head of HR Learning & Development, he integrated the Corporate Academy with a modern range of classroom training and e-learning into the HR department and the new European HR delivery model according to Ulrich.
First, a cross-divisional project team led by the interim manager analyzed the existing training offerings, methods, systems and processes with the associated costs. On this basis, the team developed a proposal for the management. This proposal realized the required synergy effects with savings of 30 percent in personnel costs, offered modern e-learning and video conferencing.
Modern learning management system with booking and billing system introduced
With the newly created role of a learning partner, the interim manager personalized a close integration of the Academy with the European HR functions, the Global University and the managers in the business units as the Academy's main customers. A modern learning management system served as a one-stop shopping portal with a booking and billing system, with learning paths consisting of classroom and e-learning for all key employee groups in the business units.
Due to the short product cycles in telecommunications and the resulting high demand for training, the Academy's service for the rapid in-house creation of e-learning courses was particularly successful. Thanks to the modern sales training combining face-to-face and online content for internal and external sales employees and partners, the employees' training needs were always met promptly and to the satisfaction of the customers and translated into profitable growth.
Quality assurance realigned and external costs reduced by 15 percent
In the course of the project, the Academy's entire training offering was ultimately supplemented by electronic forms of learning and an award-winning expert-as-trainer program. The interim manager was also able to consistently simplify new tenders to external training providers. In addition, he reorganized quality assurance with KPIs and reduced external costs by 15 percent.
