Embed Size (px)
DESCRIPTION
Portfolio | Creating social impact & design innovation | Developing strategies | Building organizational capacities
Citation preview
chloe tseungportfolio
1
1.0 Creating Social Impact & Design Innovation
Building a movement for open neighborhood planningCreated a common brand for street vending
2.0 Developing Strategies
Created a new investigation unit in a state agency Developed business proposal for KPMG strategy creation
3.0 Building Organizational Capacity
Implemented global talent management initiative Built capacity to manage organizational change
Led the development of a regional learning and development strategy
[email protected] 205 2650
@4nahalfnperry
2
1.1 Building a movement for open neighborhood planning
Made in Lower East Side (MiLES) is a 12-month multi-disciplinary initiative to curate and facilitate temporary transformations of vacant lots and sites in Lower East Side, New York. It is an on-going project that was recently launched in June 2012.
The project is a collaboration between Architecture Commons, CityAPI, Fourth Arts Block, OpenIDEO, Sarah Fathallah and I.
http://www.madeinLES.org
Inspiration
212 lots and stores are vacant in the Lower East Side of New York, amounting to the stasis of an estimated quarter million square feet of valuable storefront real estate. These sites are awaiting gentrification: the opportunity for landlords to attract bars, restaurants and condominiums as the dominant form of development, perpetuating a status quo stifles the creativity and diversity that once defined the cultural richness of Lower East Side. Originated from the creative forces from OpenIDEO’s Vibrant Cities Challenge, Made in Lower East Side (MiLES) is a multi-disciplinary initiative that cultivates the authenticity and creativity of the residents of the Lower East Side.
3
Planned Action
MiLES facilitates and curates an open process of temporary transformations of underutilized sites by listening, co-creating, prototyping and operating with a blend of digital and physical platforms.
MiLES embraces the untapped and authentic aspirations of the community to reinvent the process for occupying urban spaces. By listening to landlords, we seek to better understand the realities of the Lower East Side real estate market. By engaging with local community groups, we uncover the latent needs of the neighborhood. By co-creating with residents, we build dialogue and social capital to explore imaginative ways to revive vacant sites. By prototyping and operating with small businesses and organizations, we channel local capabilities embedded within the neighborhood. By documenting our methodologies, MiLES becomes a living proof-of-concept demonstrating the
replicability of an inclusive approach to build common ground for action amongst diverse stakeholders. Our ultimate goal is to build a movement for open and bottom-up urban planning, one neighborhood at a time.
MiLES’ four-step project plan is designed to align with our four metrics for success:“Diversity” We aim to include a wide range of viewpoints from diverse participants in the neighborhood. “Authenticity” We aim to maintain the spirit of community feedback without imposing preconceived ideas.“Empowerment” We aim to empower not only residents, but community partners and institutions that need to be heard in the neighborhood.“Sustainability” We aim to create a solution that outlasts our involvement and is financially, socially and environmentally sustainable.
4
5
Expected Impact
Our story began with a belief in open sourcing for generating creativity through OpenIDEO’s crowdsourcing platform, which sparked ideas aiming at vitalizing cities and neighborhoods. The Lower East Side is our pilot: a neighborhood where a diverse demographic offers a wealth of creativity and knowledge, and where active local organizations take root in a vibrant setting thriving with change, resistance, and grit. We want to capture and facilitate the untapped collective creativity of this diverse crowd, and we want to achieve visible change through a synchronized collaborative effort of creating physical projects on vacant sites.
Ultimately we want to sustain lasting impact for the community to build a movement for user-centric developments in our cities parallel to capital-centric developments, one neighborhood at a time.
We believe in the collective creative power generated through a bottom-up approach, and we aspire to facilitate this process by building social capital, trust, and venues for sustained dialogue among diverse stakeholders.
The Lower East Side, or any other neighborhood, needs to preserve its edge, celebrate its heterogeneity and amplify its character. From this basis we believe we can promote mass collaboration among constituents of different scales and capacities to inspire a new model for urban development.
6
1.2 Created a common brand for street vending
No Label New York was a collaborative and experimental design research project. It stemmed from daily observations of street vending to embarking on an ideation process of developing a brand identity for a community of vendors.
Inspiration
Street vending is everywhere in New York. The design of the vending carts range from low budget self-made racks to sleek and sophisticatedly designed structures. It piqued my curiosity when I noticed a street vendor dissembling his set-up - what appeared to be a simple street vending stand was constructed by a series of pipes, clips, boxes that can be packed neatly on a hand-truck. This daily ritual seemed to require a lot of hard work and diligence.
The temporal and ephemeral nature of street vending sparked my interest. Collaborating with two designers, I initiated a ethnographic research process to acquire a deeper understanding of street vending.
48%
24%
7%
8%
14%
FOOD VENDORS3000
GENERAL VENDORS 853
FIRSTAMENDMENTVENDORS1000
VETERAN VENDORS1704
UNLICENSED VENDORS~6000
source: Ya-Ting Liu, The Right to Vend: New Policy Framework for Foster-ing Street based entrepreneurs in New York City; Candy Chang, Vending Power!
7
Insights
TRADITIONAL VENDING
MIXED QUALITIES PRODUCTUNCLEAR IDENTITIESLIMITED MARKETINGLIMITED USE OF SOCIAL MEDIASAME REPEATED LOCATIONLOWER BUDGET OPERATIONSLOWER INCOME
VENDING BECOMING “CHIC”
QUALITY CONTROLLED PRODUCTSCLEAR IDENTITIES
CLEAR MARKETING CAMPAIGNSINTENSIVE USE OF TWITTER
ROTATING LOCATIONSHIGHER BUDGET OPERATIONS
HIGHER INCOME
DVD
Jumpers, T-shirts & hats
Fruit
Heartschallenger
Rickshaw -Dumpling with packaging
Top Chef Brand
VS
We selected a few prominent street vending areas: Broadway between Spring Street and W4th street, West Broadway between Canal Street and West Houston Street, and Union Square. These areas provided a diversity of street vending. By speaking with the owners, observing their interactions with customers and documenting our research with photos and written notes, we gathered valuable insights, which led us to ask:
How might we create a clear identify for independent vendors?
How might we create a network of vendor community?
How might we increase the income level of vendors?
8
Action
Through a series of ideation sessions where we brainstormed inspirations, identified insights and synthesized ideas, five phases for design are proposed.
1. SELECT / CURATE VENDOR PRODUCTS
PROPOSED PHASES FOR DESIGN
2. DESIGN FACELIFT
3. BUILDING A SHARED NETWORK
4. CREATE A COMMON BRAND
5. ENGAGE PUBLIC LIFE
9
ART VENDOR + CURATOR = ?
PORTABILITY ?
TRANSFORMABILITY
STORAGEABILITY
GENERAL GOODS VENDOR + PRODUCT DESIGNER = ?
CLOTHING VENDOR + FASHION DESIGNER = ?
FOOD VENDOR + CHEF = ?
STREET VENDING + STORE RETAIL = ?
1 SELECT / CURATE VENDOR PRODUCTS
2 DESIGN FACELIFT
$30 Hand-Truck
$60 Folding Table
$20 Plastic Storage Box
By selecting and curating vendor products, high quality is maintained. The selection process could be a partnership with celebrities in specialized fields to increase the credibility of the curation. The selected products and vendors become the basis of an exclusive identity.
Using a similar budget of existing vending, designing with functionality and aesthetic in mind, we can use low-budget design to create a venue that could compete with storefronts and even prominent brands.
10
By identifying a group of vendors and sharing resources through this network, two goals are achieved: first, it limits cost and thus maximizes profits; second, the network forms a common basis to build upon other added values such as research and development.
4 CREATING A COMMON BRAND
3 BUILDING A SHARED NETWORK
SINGLE OPERATOR
IDENTITYLOGISTICSR & DCUSTOMER SERVICEMARKETINGTECHNOLOGY SUPPORTMAIL / INTERNET ORDERPICK-UP / DELIVERY
SUPPORT & SERVICES
INFRASTRUCTURE
Inspired by entities such as “Common” by Alex Bogusky and “Creative Commons”, we created the concept of grouping selected products and vendors under a common brand: NO LABEL NEW YORK. The brand will offer high quality products or services and maintain unique individuality of each vendor.
11
A vendor cart does not have to be all about “selling”. A hybrid of programs can be invented so that vending is not only about retail, but rather a series of events that engage the life of the city and its inhabitants. By doing that, the vendors can create a wider customer segment beyond people that are just interested in their products.
5 ENGAGING PUBLIC LIFESEATING
FILM
MUSIC
SPORTSTOREFRONT
SKATEBOARDING
GREENWIFI
...
+ = MICRO-ATTRACTORS
12
2.1 Created a new investigation unit in a state agency*
This strategy and business transformation project aimed to help a state agency create a new investigation unit.
* The name of the state has been omitted for confidentiality.
Challenge
The state rent control and rent stabilization program was created in 1940s, when housing availability was increasingly scarce and economic factors from the war were impacting inflation. The program was designed to provide affordable housing units to lower income families and protect them from the rapid increase of the rental price in the market. Since its establishment, tens and thousands of tenants benefited from the program.
In the last decade, however, there had been a surge of deliberate violations of the rent laws by owners, particularly large and powerful developers. This put tenants of lower income families in a disadvantageous position. The current structure of the state agency that administers the rent control
and rent stabilization programs handles owner noncompliance in a passive manner - issues were investigated only if tenants file a complaint. This mechanism failed to address the prevalent systemic issues. With pressure from legislators and tenant advocacy groups, the governor provided funding in 2012 to create a new investigation unit to proactively address rising owner fraud and noncompliance in the rent control and rent stabilization program.
KPMG was chosen by the state to help build this investigation unit by laying out its mission, vision and strategy, designing the organization structure, and developing a business roadmap for the unit to become operational by September 2012.
CHALLENGECreate a new investigation unit to deter noncompliance and
protect tenants
PROBLEM16,000+ cases backlogged - avg 18 months processing time
13
Considering the highly political nature of the project, we wanted to capture perspectives of a diverse group of stakeholders that significantly influence the success of this unit. Through our stakeholder analysis, we identified four major groups: the state agency currently administering the rent programs, tenant advocacy groups, owner advocacy groups and agencies in other jurisdictional districts that administer rent control and rent stabilization programs. Their inputs provided the foundational knowledge and shed insights into what would make this unit effective.
Capitalizing insights gathered from the stakeholder interviews and analysis of existing non-compliance case types, we facilitated a series of strategy visioning workshops to develop the unit’s mission, vision, strategic objectives and initiatives. An organization blueprint aligning to the unit’s mission and strategy was then designed with function and role descriptions. Following that, a business transformation roadmap including components such as processes, governance and accountability, people and skills, technology, financial, risks and key performance measures was developed to implement a fully operational unit by September 2012.
Action
Action Phase I - Current state analysis
IDENTIFIED KEY STAKEHOLDERS
State agency administering the rent programsTenant Advocacy GroupsOwner Advocacy Groups
State agencies in other jurisdictions
CONDUCTED STAKEHOLDER INTERVIEWS
ANALYZED EXISTING NON-COMPLIANCE CASE TYPES
FACILITATED STRATEGY VISIONING WORKSHOPS
14
CurrentCompliance
RefinedTechnology
Outperformother agency
Raisingthe Bar
DEVELOPED STRATEGIC GOALS OF INVESTIGATION UNIT
DEFINED MISSION & VISION
DESIGNED ORGANIZATION BLUEPRINT
CREATED BUSINESS TRANSFORMATION ROADMAP
Increase & Enforce
Compliance
Identify & Investigate
Fraud
Process Improvement & Organizational
Excellence
FRAUDFRA
Action Phase II - Strategy creation, organization design and business transformation roadmap
15
Impact
This was the first time in history that the state took a proactive approach to deter violation of rent laws by owners and protect lower income tenants in a systemic manner. With a successful setup of this investigation unit, the rights of some of the most marginalized population would be advocated and protected.
This new investigation unit was designed to proactively seek owner non-compliance and potential fraud through data analytics, trend analysis and partnering with tenant organizations. We helped create a compelling vision and mission, define a clear strategy, and develop a business transformation roadmap which provided all the tools and resources required to set up the unit.
The unit is expected to be set up and be fully operational by September 2012.
16
2.2 Developed a business proposal for KPMG strategy creation
The project was a business proposal development to facilitate the ideation process of Innovation Council at KPMG.
Challenge
KPMG is a global network of professional firms providing Audit, Tax and Advisory services. With rapid changes in the business landscape, it is constantly looking for emerging trends to create service offerings to strengthen their current market position and capture new business opportunities.
In 2011, KPMG created the Innovation Council aiming to foster new ideas around growth opportunities and value creation for KPMG leaders to pursue. The purpose of this focused effort was to spark new businesses ideas for KPMG to enter and spotlight potential impacts on current firm businesses.
As a select group in the KPMG management consulting team, we were asked to provide a proposal to facilitate the ideation process of Innovation Council, which included a series of strategic conversations and structured work activities around the identification and analysis of medium-term trends of 18 - 48 months forward. Ultimately, the Innovation Council would produce deliverables that present the most significant implications of emerging issues, trends and related opportunities that can be used by KPMG leadership to make informed investment decisions.
CHALLENGEDevelop a proposal to facilitate ideation process for
Innovation Council
17
Balancing the application of analytical rigor and disruptive creativity, we designed a series of events aiming to help leaders harness strategic insights from seemingly unrelated knowledge and expertise areas. E-Brainstorming sessions enable gathering of real time inputs from worldwide participants anonymously. U-Collaborate events employ a unique approach to complex problem-solving and decision-making, removing many traditional constraints by getting the right people together, with the information they need in
a dramatically different environment guided by a structured facilitation approach. The proposal also suggested components such as project management, communications and business case development, which take facts, trends, analysis, decisions and turn them into project blueprints for execution by the firm. The proposal offered a holistic solution for KPMG leaders to create and identify the most impactful medium-term business trend to act upon.
Action
Timeline of action
IDEATE1
ACT
Preparations / Synthesis
Wk 1-5 Wk 6
Wk 7
Wk 11
Wk 10
Wk 15
Wk 14
Wk 13
Wk 12
Wk 8
Wk 16
Wk 9
E-Brainstorming Sessions
Alignment
U-Collaborate Event
Final Report / Recommendations
PLANorganize
PLANsynthesize
ICkicko�
IDEATE2
IDEATE3
INNOVATE 1
INNOVATE 2
Add’l datafrom 3rd Party
InitializeBusiness Cases
FinalizeBusiness Cases
18
INNOVATION COUNCILSTEERING COMMITTEE
6-8 KPMG Executive PartnersSet guidelines / objectives
Review, approve finalize deliverablesResolve issues / Remove barriers
Enable success
EXTERNAL SERVICEPROVIDER / SME
Provide trends, research, PCVsRespond to clarifying questions
INNOVATION COUNCILSPONSORS
1-3 KPMG Senior PartnersProvide direction
Review and challenge deliverablesEscalate issues
Evaluate performance
INNOVATION COUNCILPARTICIPANTS
50 KPMG Partners, SMPs, Clientsand Academics from Audit, Tax and Advisory
Commit to IC project charterParticipate in ideation sessions and
innovation eventsComplete Assignments
Engage in candid dialogueCreate value
PMO, CONTENT MGMT& COMMUNICATIONS
Manage workplan, activitiesDevelop deliverables
Coordinate and facilitate meetingsOrganize and prepare participants
Facilitate information sharing
E-BRAINSTORMINGFACILITATIONS
Prepare virtual ideation sessionsFacilitate virtual ideation sessions
Package ideation output for distribution
U-COLLABORATE DESIGN AND FACILITATION TEAM
Plan innovation event logisticsDesign content for innovation event
Prepare innovation environmentFacilitate innovation workshops
Package innovation output for distribution
BUSINESS CASE DEVELOPMENTDevelop business case valuations
for recommendations
Stakeholder Roles and Responsibilities
19
Impact
We won the proposal partnering with another consulting firm to deliver the Innovation Council facilitation and business case creation. Over 60 KPMG leaders participated in the process, and two of the strategic insights from the process - Cloud and Data Analytics, were among the top focus of KPMG in 2012, with potential revenue in the millions.
20
3.1 Implemented a global talent management initiative in Deutsche Bank
The project was a global talent management implementation in Deutsche Bank’s Finance division.
Challenge
Talent management is integral to the sustainability of business competitiveness. A successful talent management implementation ensures that the organization identifies their critical positions and develops a clear strategy to retain, develop and acquire top talents.
As a leading global investment bank with more than 100,000 employees in 72 countries, Deutsche Bank started implementing an integrated talent management process across the bank in 2007, but was only able to achieve success in pockets of businesses. The division leaders were not aligned in their vision of global talent strategy and there was insufficient technology support to generate meaningful data analytics for discussions.
In 2011, with the acquisition of a new technology platform - db Perform, Deutsche Bank aimed to achieve firm-wide talent management implementation. A global initiative was launched to conduct talent management and succession planning discussions across the globe for Managing Directors and Directors in the bank. Implementing talent management required a comprehensive project plan and influencing the most senior leaders of the bank. As the talent & development relationship manager for the Finance division, I led the global roll-out of my division’s implementation.
1- Further Potential / Ready2- Further potential / Not (yet) ready3- At Potential
A- Outstanding performanceB- Good / Very good performanceC- Low / Inconsistent performance
9 Box Grid
Pote
ntia
l / R
eadi
ness
----
----
----
----
----
----
----
--->
Performance-------------------------------------------------------------------------------------------->C B A
32
1
Mismatch- Low / inconsistent performance
- Is not optimally suited for current role
C1
Performance Improvement Required- Low / inconsistent performance
- New to role or company
Performance Improvement Required- Low / inconsistent performance- Likely to have worked in current
role without improvement
Solid Performer w/ Ready Potential- Good to very good performance
- Demonstrate immediate readiness to be successful in
more complex role
Solid Performer w/ Potential- Good to very good performance
- Still growing in current role
Solid Performer- Good to very good performance
- Currently in right role- Often possesses key functional
knowledge
High Performer / High Potential-Outstanding performance
- Has grown out of current role- Needs to move to a more
complex role
High Performer / Emerging Talent- Outstanding performance
- Still growing in current role
` Critical Top Performer
- Outstanding performance- Currently in right role
- Often possesses key functional knowledge
B1 A1
C2
C3
B2
B3
A2
A3
21
Successful change always starts from committed leaders. I engaged top leaders in Finance division by facilitating a leadership workshop introducing the firm’s talent management philosophy and the talent 9-box grid. The leadership workshop helped them connect Finance’s business strategy with people strategy and translate them into tangible actions. This was the first time the leaders allocated a dedicated time to discuss their people strategy. The workshop was extremely successful and received unanimous support from all regions for the implementation.
With the leaders’ buy-in, I designed several key components including a global implementation plan, a communication strategy and a training strategy. These components enabled a seamless global implementation within a tight time frame. I led a global team of HR business partners from Germany, UK, Asia Pacific and U.S., managing the progress of implementation through weekly project meetings. We helped facilitate more than thirty talent meet-ings globally, coordinated results and successfully developed the final results for the global leadership meeting.
Action
Communication Strategy and PlanThe communication strategy depicted the principle of communication throughout the implementation. The communication plan identified the target audience, the key message, communication channel(s), communication frequency and the content creator, reviewer and approver.
Training Strategy and PlanThe training strategy outlined the training methodology and principles throughout the implementation. The training plan outlined the training curriculum, schedule, logistics coordination and training evaluation process. Training was designed to equip managers and employees to use the system - db Perform and provide managers guidance on how to conduct a talent discussion with their employees when the results were confirmed.
Global Implementation PlanThis plan provided overarching guidance to all parties in the project implementation team, outlining key milestones and individual roles and responsibilities.
22
Impact
This was the first global talent management Deutsche Bank Finance division implemented. As a result of that, the leadership team had a clear overview and understanding of their critical positions, the successors for these positions, their top talents and a plan to retain and develop them. The process created opportunities for leaders from
A Global Scope: 31 meetings globally between May-June reviewing 547 Managing Directors & Directors and 1,024 Vice Presidents worldwide.
different regions and business lines in Finance to have a honest dialogue about challenges they see in managing and motivating their people and what they can collectively do to build a stronger and more agile team to support Finance division’s long term strategy.
MD- Management DirectorD- DirectorVP- Vice President
AmericasMD:22D:82VP:192
GermanyMD:26D:95VP:226
Rest of EuropeMD:10D:39VP:90
Asia PacificMD:29D:108
VP:256
UKMD:29D:108
VP:260
23
Support Audience Purpose
Guides Talent Management Handbook
Managing Talent Successfully
Managing Talent Successfully for HR
Successful Talent Conversations
HR Supplement
Senior Manager /Manager and HR Briefing
Employee Briefing
HR
Senior ManagementManagersHR
Employees
Senior ManagementManagersHREmployees
Managers
HR
Managers
Provide a detailed guide of the Bank’s talent management philosophy, purpose and processes
Support businesses where managers are responsible for the implementation of the talent management process
Engage and educate HR in preparing for and conducting a successful talent review meeting
Support businesses where managers have feedback and development conversations with employees
Supplement to the Talent Management Handbook, covers HR specific roles / information
Brief managers on the 2011 talent management process
Brief employees on the 2011 talent management process
Briefings(phone or in-person)
Online
ClassroomTrainings
Excerpt of materials produced to support the implementation
24
3.2 Built capacity to manage organizational change
The project was a 6-month transformation initiative at Deutsche Bank Asia Pacific Headquarter in Singapore to build capacity to manage organisational change.
Challenge
In 2007, the Finance division in Deutsche Bank made a strategic business decision to offshore their transactional activities and develop their onshore staff to perform more analytical and strategic relationship-focused activities. A new competency model was designed to provide managers and employees with a roadmap of desired skills and competencies. This created a huge disruption to the team in the Asia Pacific Headquarter in Singapore. Not only were staff required to transfer knowledge to their new teammates at offshore locations, develop
skills to meet the new competency model, they also had to deal with the uncertainty of losing their jobs. Productivity level dipped significantly. Some of the key talents were disengaged. The Singapore team was at the risk of losing their top performers, potentially jeopardizing this strategic change to take the business to another level. As the talent & development relationship manager of Finance division in Asia Pacific region, I designed a series of interventions to help the team adapt and embrace this new organizational model.
When faced with change, people go through a cycle of reactions - denial, rejection, acceptance and eventually moving forward. The goal was to move the team quickly to the acceptance phase, equip them with new skills and build a more innovative and agile team.
First, I coached the leadership team individually, helping them understand the change cycle. I provided them with advice and actionable tips to listen, empathize, and motivate their employees.
Second, I designed a Myers Briggs Type Indicator and Change workshop. During the workshop, we discussed how different MBTI preference types see change and prefer to be communicated about change, we identified the
amount of structure and support the team required, and built awareness of team dynamics. The workshop helped employees make sense of the change in the context of their professional and personal life, created a space for employees to share their fear and concern with their leaders, and provided an avenue for leaders to communicate their vision for change and how they can achieve the goals together.
After the change workshops, a series of culture understanding workshops were created to facilitate more effective communications between the onshore and offshore team. These workshops and training programs eventually supported managers and employees to transition to the new organizational model.
Action
CHALLENGECreate an offshore team &
Manage the transition of the onshore team
25
ISTJ
ESTP
ISTP
ESTJ
ISFJ
ESFP
ISFP
ESFJ
INFJ
Identified MBTI personality types and tailor change communication accordingly
Facilitated more effective communications between onshore and offshore team
Helped leaders understand the change cycle
ENFP
INFP
ENFJ
INTJ
ENTP
INTP
ENTJ
COACHING10+ leaders in Asia Pacific region
CHANGE WORKSHOPS500+ employees in Singapore
CULTURAL UNDERSTANDING WORKSHOPS500+ onshore employees & 2000+ offshore employees
26
Impact
The MBTI and Change workshop set the foundation for managers and employees to understand their current positions in the midst of change, identify change barriers, and develop strategies to cope with the change. Based on the employee pulse survey results, employees felt leadership team were better at listening and communicating the new development of this transformation. Leadership
team saw a gradual change in employee attitude from denial to acceptance and eventually embracing the new business model. The training analysis survey revealed most employees were able to acquire new skills. Most importantly, clients shared positive feedback about the service they received from the Finance division, which was the ultimate success of this change effort.
IMPACT
Employees felt leaders were better at listening & communication
Leaders recognized change of attitude in employees from denial to embracing new organization model
Employees acquired new skills
Clients shared positive feedback
27
28
3.3 Led the development of a regional learning and development strategy for Canada and Latin American region
This 3-month project aimed to develop a learning and development strategy for Deutsche Bank’s Canada and Latin American region.
Challenge
Deutsche Bank grew rapidly from 2007 to 2009 in its Canada and Latin American region with growing presence in Brazil, Argentina, Chile, Peru and Mexico. To maintain its competitiveness in these emerging markets, it was crucial for the firm to build organizational capacity by developing local talents.
Brazil 263
Mexico 97
Argentina 91 Canada 91
Chile 44
Peru 20
In fall 2010, as the talent and development lead for Canada and Latin American region, I worked with the regional leadership team and led the development of a learning and development strategy for the region, providing foundational skills applicable to all employees with variations adapting to local business and cultural needs.
Number of employees targeted
29
The project started with conversations with the head of each country - understanding their cultural context and unique challenges. I designed a training needs analysis to identify specific training needs of each country. Surveys were launched simultaneously in six countries, results were analyzed to create a curriculum for each of them. During this process, assumptions about staff’s most pressing learning needs were tested, learning preferences were
High Level Training Needs Analysis
Training Needs Analysis Survey
Review Results & DecideOffering Content/Mode
Implementation Planning Implementation
Develop a Training Vendor Selection Guide
Build Local HR Capabilitiesin managing and running Local Learning Offerings
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Q1 Q2 Q3 Q4
discovered, and similar themes of training needs across the region were confirmed. A learning curriculum was designed with focus on business technical skills, leadership and management skills, and various types of personal effectiveness courses satisfying needs of respective locations. Each country incorporated the learning curriculum into their annual plan and implemented the curriculum throughout the year.
Action
Project Plan Timeline
30
Impact
In the annual employee survey, we received between 90 to 100% favorable responses on topics about satisfaction of company’s focus on employee development. More importantly, client satisfaction increased by 40% and employee turnover
decreased by 10% in 2011. This was the first coherent learning curriculum across Canada and Latin American region, building an instrumental foundation for further organizational development in these markets.
Topics
Excerpt of Training Curriculum at DB Brazil
Features
LanguageSkills
English
Financial MarketsDerivativesCorporate FinanceTrade Finance
Influencing / Interpersonal Communication SkillsNegotiation Skills
Management SkillsSupervisory Skills
New Joiner OrientationInternal Business Speakers
Employees will take classes at vendor’s facilities, DB will manage attendance and proficiency progressExpected 40 participants
Various business training sections of 4 hrs each on different topics, 30 participants per class at vendor’s facilities
8 sessions of 4 hrs each / 12 participants per session6 sessions of 4 hrs each / 12 participants per session3 days - 24 hrs each / 10 participants per session
Expected 50 leaders participantsConducted by senior management and COO
Sections to be delivered by senior management at DB
Business& Finance
Personal &TeamEffectiveness
Leadership & Management
Culture & Orientation
31
