Qualcomm understands the challenge of effectively managing growth while maintaining its competitive market position.
by Site Staff
April 25, 2010
<p>In the past three years, digital telecommunications company Qualcomm has grown exponentially, adding approximately 3,500 employees globally. Developing leaders is at the core of the company’s business.</p> <p>Qualcomm understands the challenge of effectively managing growth while maintaining its competitive market position. One way the company has successfully met this challenge over the years is by promoting managers internally at all levels of the organization. A key strategy for creating success in this initiative is Qualcomm’s Emerging Leaders Program (ELP), which focuses on individual contributors who do not have direct reports but who lead teams and have the potential and desire to be future leaders.</p> <p>In 2009, Qualcomm turned to PDI Ninth House to help create a more proactive blended learning solution for its ELP audience. The program needed to be both blended and global — something that would equip its designated emerging leaders with the knowledge, skills and tools to help them lead more effectively in their current roles while building management skills to prepare for future opportunities. Qualcomm wanted a blended learning solution for the ELP that would “wow” participants.</p> <p>Qualcomm created a series of learning programs that spanned 12 weeks. Each learning program leveraged a new learning framework that focuses on developing skills tied to seven vital leadership competencies. </p> <p>Important to the program design is the balance between virtual and in-person learning. Given Qualcomm’s geographically dispersed workforce, the program has a virtual focus, but also incorporates in-person opportunities to ensure success. As such, 75 percent of Qualcomm’s ELP is virtual, with the other 25 percent face to face. The program is anchored by two e-learning courses:</p> <p>1. <strong>Getting Things Done (GTD): </strong>Based on David Allen’s best-selling book Getting Things Done, GTD teaches participants how to respond to change, manage a large volume of communications and commitments and streamline execution of actions.</p> <p>2. <strong>Virtual Teams: </strong>This 45-minute program, completed within three weeks of the classroom session, uses a framework for effectively working in or with remote teams. It was designed to help both the emerging leader and his or her team share information across time and space and increase performance as a team.</p> <p>These anchor programs are supplemented with a mix of other virtual and in-person blended learning elements to engage learners in a continuous process to sustain change over the long term. Program participants begin with an introductory meeting about the program, along with ongoing application, practice and reinforcement. Other blended learning elements include:</p> <ul><li>A 180-degree assessment, which includes manager and self-assessments.</li><li>One-and-a-half days of classroom sessions.</li><li>Four virtual classroom webinars, lasting one to two hours each.</li><li>One-on-one sessions between employee and manager.</li><li>Learning partner meetings with another cohort member.</li><li>Online reinforcement modules.</li><li>Learning community tools specific to the organization, such as Yammer, and a social network community site where participants could share their experiences with others.</li></ul> <p>Qualcomm’s Emerging Leaders Program was initially rolled out in North America. Results were positive: It was found to be more cost-effective and efficient than classroom or stand-alone e-learning in driving large-scale behavior change. In fact, participants in the blended learning program demonstrated a 52 percent increase in skill level or knowledge after the 12-week program.</p> <p>Based on these results, the ELP was rolled out in Asia, Europe and India. The blended learning solution provided a framework for sustained delivery over time, across cultures and geographies. This flexibility increases value for Qualcomm and ensures its emerging leaders are positioned to be the company’s future leaders.</p>