EFMD CLIP Corporate Learning Improvement Process Martine Plompen
- Slides: 32
EFMD CLIP Corporate Learning Improvement Process Martine Plompen EFMD Director Knowledge Services 29 April 2009
AGENDA • Introducing EFMD and CLIP • The CLIP Research Project • Observations on corporate learning organisations • Specific quality standards • Discussion www. efmd. org
WHAT IS EFMD? Over 700 Member Organisations in over 75 countries • • • Business Schools Universities Corporations Consultancies Public Service Agencies Executive Development Centres Self-financing through Membership Fees & Services www. efmd. org
MORE THAN 700 MEMBERS WORLD-WIDE Academic 69% European 74% Corporate 31% Outside Europe 26% www. efmd. org
EFMD MEMBERSHIP WORLD-WIDE AS OF MARCH 2009 North America: 53 Europe: 508 Asia: 34 Middle East: 11 Central America: 6 Africa: 16 South America: 21 Far East & Pacific: 53 A total of 702 members Membership www. efmd. org
EFMD QUALITY SERVICES (European Quality Improvement System) (Accreditation of te. Chnology-Enhanced Learning) (EFMD Programme Accreditation System) (Corporate Learning Improvement Process) www. efmd. org
EQUIS • 115 Accredited schools – 41 outside Europe (in 16 countries: Argentina, Australia, Brazil, Canada, Chile, China, Colombia, Costa Rica, India, Mexico, New Zealand, Republic of Korea, Singapore, South Africa, USA, Venezuela) – 51 accredited for 3 years • 40 Reviews scheduled in 2009 – 10 initial reviews – 30 re-accreditation reviews • 15 Schools formally in the pipeline • New applications: 20 per year on average Updated 03/09 www. efmd. org
CLIP • 15 corporate universities and learning academies accredited • 2 corporate universities undergoing the process • 5 corporate universities in the pipeline Updated 03/09 www. efmd. org
WHAT HAPPENED? • A growing recognition that EQUIS was successful in improving the quality of business schools. • Corporate members started to question the amounts being spent on management development. • A rapid growth in Corporate Universities. • A request from EFMD corporate members for a quality management system. www. efmd. org
CLIP ACCREDITED MEMBERS www. efmd. org
THE HISTORY OF CLIP • 2002 -2003: Establishment by EFMD of a Working Party Composed of Corporate Learning Professionals. – Drafting of the CLIP Criteria Framework (based on the EQUIS methodology, but with criteria specific to corporate learning) – Definition of the CLIP Quality Assurance Process - October 2002: First Pilot Assessment at Allianz Management Institute • January 2003: Establishment of the CLIP Steering Committee • April-October 2003: Piloting • Autumn 2003: CLIP becomes Operational. First Applications www. efmd. org
OBJECTIVES OF CLIP Mobilisation of the Corporate Learning Community to work for: • Definition of Standards of Excellence • Raising of Standards • Mutual Learning • Sharing of Good Practice • Enhanced Internal and External Recognition of CUs • Greater Effectiveness of Corporate Learning • Contribution of the Corporate Learning Function to Overall Company Strategy www. efmd. org
THE CLIP VALUE PROPOSITION • Participation in a Community of Corporate Learning Professionals • Access to a Quality Assurance Scheme designed and managed by Corporate Learning Heads across Europe • A Comprehensive Framework of Internationally Agreed Quality Standards • Assessment of the Quality of the Company’s Learning Provision • Benchmarking and Sharing of Good Practice • Strategic audit • Recommendations and Guidance for Quality Improvement and the Future Development of the Corporate Learning Organisation • Awarding of a Quality Label upon Successful Completion of the Process www. efmd. org
CLIP QUALITY FRAMEWORK • 5 Core areas • 9 Chapters • 28 Standards • 128 Criteria www. efmd. org
CLIP CRITERIA FRAMEWORK MISSION Design model Positioning Alignment Strategy RESOURCES Internal Training Resources • Core staff • Senior Mgt • Line Mgt Governance External Suppliers Legitimacy • Selection • Relationship Management MARKETS LEARNING PROCESS QUALITY Portfolio • Business units • Subsidiaries Design External Content • Customers • Suppliers Delivery LEARNING CONTEXT • Innovation and Development • Physical Resources • International Perspective Transfer Participants Coaching • Selection • Needs analysis • Measurement Mentoring Evaluation www. efmd. org
www. efmd. org
CLIP RESEARCH PROJECT Alcatel Allianz Crédit Suisse Daimler Chrysler Financial Services Deutsche Bank Grupo Santander Self-Assessment Report ERGO Peer Review Team Report MLP Novartis Swiss Re Union Fenosa Volkswagen Coaching www. efmd. org
CLIP RESEARCH PROJECT Strategic Positioning Target Markets External Suppliers Human Sources : The Corporate Learning Team Programmes, Services and Activities Participants Innovation and Development Physical Resources and Administration International Issues www. efmd. org
CLIP RESEARCH PROJECT 130 examples Project sponsors Jan Ginneberge– Alcatel. Lucent Gordon. Shenton- EFMD Richard Straub - EFMD Frank. Waltman- Novartis Project team members Betty Lau - Novartis Jeanne Morris – Alcatel-Lucent Martine Plompen - EFMD www. efmd. org
OBSERVATIONS FROM THE CLIP BODY OF KNOWLEDGE • Importance of institutionalised governance mechanisms • Unified decision-making processes • Comprehensive reporting systems • Formal mechanisms with internal and external advisory bodies • Mandate from top management www. efmd. org
OBSERVATIONS FROM THE CLIP BODY OF KNOWLEDGE • Appropriate positioning and design A broad spectrum of approaches Professional staff, co-ownership of senior and line managers Integrated approach to people management processes and HR Boundaries www. efmd. org
Companies deep into • • Learning Talent management Management development Leadership development General observations: • Sharing strong values and having motivated people • Constantly evolving contribution of learning to the business • Agile and adaptive • Balancing learning initiatives for today and tomorrow • Life cycle www. efmd. org
Diversity Complexity www. efmd. org
Specific quality standards • External Suppliers – Selecting suppliers – Management of supplier relationships • Programmes – Programme design process – Programme monitoring – Measurement of impact • Participant selection www. efmd. org
Selecting and managing suppliers Examples • Dual approach: Clear roles for design and evaluation • Four phased selection process • Global Vendor Management System • Classification • Well-defined criteria www. efmd. org
Programme design processes Examples • Needs analysis • Alignment with strategic priorities – 3 stepped model – Training scripts – Value-added work process – Academic Advisory Board – Quality assurance & relevance • Assessment interviews • Pilot programme www. efmd. org
Programme monitoring Examples • Link to business performance • VMF tool • Planning www. efmd. org
Measurement of impact Examples • Longer term impact • Strategic intent – Interaction with line managers – Leadership Asset system – Follow-up processes www. efmd. org
Participant selection Examples Diversity : • Focused – comprehensive • Top down, bottom-up • CEO involvement • Two way needs analysis process • Business objectives www. efmd. org
Table discussion • Issues • Implications • Obstacles www. efmd. org
ü ü ü Institutional design Strategic alignment Intensity of the learning experience Strategic planning processes Relevance for the business Strength and structure of interface processes Investment in learning Quality of leadership High level of competence of staff Institutional credibility and legitimacy Leading edge learning techniques Dynamic solutions to key learning issues www. efmd. org
Thank you for your attention ! More information at www. efmd. org or contact Martine Plompen at: martine. plompen@efmd. org www. efmd. org
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