The client is an American technology conglomerate that manufactures and sells networking hardware, telecommunications equipment and other hi-tech services and products. Despite a heavy spend on training and L&D initiatives, the company was struggling with low ROI and quality of work delivered by its employees. It failed to understand reasons behind high attrition rate and why all training initiatives and talent strategies were not able to deliver desired output.
In our initial interaction with the employees, our team identified that there were very limited channels available to them to undergo training and access reference material. Proper categorization of the materials in terms of technology and skill was deficient, it was a tedious task for the employees to navigate through and identify the desired content because of which only a few employees were utilizing the training material. L&D activities were perceived more as a ‘To-Do’ lister rather than a value adding activity to help in career and cross-skilling. Managers were not aware of the employees’ skill base and how it could help them in strategic resource allocation. Additionally, onboarding and training of new employees was an unstructured and a time-consuming process.
We started with a 360-degree stakeholder analysis to understand pain points, motivations and desires of the stakeholders at different levels of the pyramid. A single platform serving and catering to the needs of multiple stakeholders was an essential business need. Our team studied and created different user profiles and mapped the user journey to evaluate and examine different views on the offerings and designs of the learning portal. We aimed for digitizing the manual process to track the progress and identify the hurdles causing delay. An appropriate mentorship program was crafted to increase employee engagement, motivation and to reduce attrition. A Chief Human Resources Officer (CHRO) view with different metrics based on data gathered through learning portal for talent strategy and decision making was proposed. To understand and measure the impact of all these initiatives, we devised a three level (individual, department and organization) ‘Learning Index’ which had various contributing factors like certifications completed, number of cross skilling/upskilling trainings undertaken, number of leaning hours, etc.
This timely intervention and support was highly valued by the client and described to be exceedingly advantageous and transformational.