2013 Business Impact – Division 1

GOLD: Dhamayanthi N, Associate Vice President, HCL Technologies Ltd.

HCL Technologies Ltd., with operations in 31 countries and a workforce of more than 80,000, was facing an employee skills shortage. Because of a shortage of manpower with required competencies, many employees were unable to be utilized where they were most needed. To build a pipeline, reduce dependence on external hiring, individualize learning and development, and fill the skills gap, it created a deployment-readiness training program.

The program, devised by a team led by Dhamayanthi N, associate vice president, used a three-point strategy. It began with identifying and developing high-value skills by proactively training top employees through cross-skill, up-skill and multiskill methods. Next, the program used a blended learning approach to train for immediate open positions after researching the key competencies needed. Last, it focused on continuous learning through an internal learning management system to help employees regularly update their skills.

The multiplatform learning approach was designed to be scalable, sustainable and to leverage various degrees of talent. It used experienced and knowledgeable employees as internal trainers and subject-matter experts. The process was automated through a dedicated portal. Any employee who is interested in contributing to this portal can register and be evaluated by other experts before being certified as an internal trainer. The online LMS is available 24/7 and offers more than 4,500 e-learning courses, with more added monthly. It also allows employees to be certified free of charge.

HCL also uses an internal social networking platform, where employees can connect, share updates, documents, files, create events and join communities of interest.

Results have been positive. The program received its highest employee utilization rate at 81.9 percent. Also, 3,674 employees trained through the program were deployed into key open positions within the organization. Also notable, some 92 percent of the instructor-led training was done internally. Overall, the organization said it saved $18.7 million through using the new development program.

SILVER: Wendy Kouba, Executive Director, Merck Biologics, Vaccines and Sterile Manufacturing Strategy Realization Office

The challenge facing Merck’s Biologics, Vaccines and Sterile Manufacturing organization was not just a business challenge, it also concerned global human health. If the company could increase efficiency and improve output for its vaccines, the price per dose would be lower, which would increase patient access.

The company spans 70 manufacturing operations employing more than 30,000 people worldwide, making a development program challenging. Merck helped to engage employees by establishing a goal to get it right the first time. The holistic approach focused employees on a culture of change, and the company implemented a communications campaign using its leaders and storytelling to align employees to specific goals.

Three years in, results continue to be positive. Through quantitative research, Merck found a correlation between academic training and a decrease in human error-related deviations, averaging nearly 45 percent of reductions at sites across the manufacturing network. Employee surveys also reflect an uptick in overall engagement and alignment.

BRONZE: Ken Powell, Vice President of Global Sales Enablement and Learning, SunGard

SunGard Financial Systems, one of four SunGard businesses, needed to complete an employee development overhaul to meet changing business conditions and sales practices.

SunGard partnered with training and development firm Richardson to accelerate leadership development, and measure and implement sustained performance improvement through coaching and measurement.

The company is on pace to grow sales by $100 million in 2013 as a result.