The Vitec Group plc wanted to develop an overall Talent Development Strategy that was able to measurably contribute to its strategy execution and deliver on its four business priorities, as well as link to its other OD processes such as succession planning. A key challenge was the complexity of the business structure and its distributed leadership population across all continents. Because it has a leadership population that spans divisions, countries and time zones, it simply wasn’t practical to rely only on traditional face-to-face leadership training.
Working with the Group HRD, the Operations Executive and the Divisional HR community, Performance Equations set about diagnosing and then developing a talent framework that links the talent strategy directly with business performance. The innovative solution included the setup of the Vitec Talent Consortium, a small group of OD and Digital learning specialists, and the creation of the Vitec HUB, a web-enabled learning tool, deploying programme content, tools and resources and a vitrual learning campus.
The majority of learning content is delivered directly to participants desks in a ‘just-in-time’ way through concise, focused and time efficient modules. The belended-learning approach has consistency and quality standards built in through a rigorous four-part design/delivery framework: Get ready, Learn it, Apply it, Review it.
The digital learning platform provides access to pre-work materials, tools and resources, pertinent video and other media, and recordings of the virtual learning campus events. It also provided a point for discussions, idea sharing, questions and answers and methods to review the learning in work-place application and performance terms.
The Vitec Group have a talent development programme that, having completed phase one, is already delivering business impact in commercial acumen and operational excellence. Programme content and learning focus is ever evolving to meet the needs of the varied markets the Group operates in, the development of the programme is now filtering further into Divisional L&D strategies, and the business itself has seen an increase in performance. The HUB has provided both a learning-access tool as well as a communication portal to bring working groups together despite geographic challenges, improving cross-divisional and cross-functional collaboration. Leaders across the divisions are better able to measurably connect performance and development needs to business priorities and objectives, as well as identify and utilise group-wide human talent.