Case Study 1 – Mandatory Training for International Insurance Company
The client, an international insurance company with a leading set-up in our territory came to PwC’s Academy to ask for assistance to organise mandatory training required by the local Financial Services Regulator.
The company’s Risk Office who was legally required to report back to the regulator about the training activity had no extensive learning knowledge beyond the company’s annual training that they organised using a face-to-face modality.
The learning requirement was now even bigger and they required administrative learning capacity to do so to reach out to all employees and Tied insurance intermediaries on an on-going basis and with timely reporting to the regulator.
We partnered up with the client’s risk office, human resources and business office to design and develop a learning management platform to enable them to organise the different learning modules around the different employee and supplier groups, pushing the appropriate learning content according to their learning plan and strategy , triggering assessments when required and automating the learning analytics they required on a periodic basis.
The business model was a managed service engagement where our learning team worked hand in hand with their learning team and subject matter experts to not only administer the learning but also to design and develop other modalities of learning which could result to be more effective and efficient such as assisting them with content curation and development of e-learn SCORM packages for on-demand type of training.
The client benefited from a digital tool that created efficiencies not only for its learning office in terms of administration and organisation but also for the subject matter experts’ time alternatively spent in class rather than on the business.
It enabled the client to pinpoint certain areas of learning requiring more enforcement through the analytics. It has also supported the risk office to do a better evaluation of the preparedness of their tied insurance intermediaries.
The online modality proved to be less costly than classroom training whilst at the same time leaving the classroom modality for coaching content rather than theory content.
Moving forward the client can continue developing the platform around their competency framework to ensure a more comprehensive and holistic view for their talent development.
Case Study 2 – Leadership Capability for a Government Entity
Our client, a large government entity, wanted to embark on a major business transformation programme, involving significant changes to existing business processes across the organisation, our client needed to build leadership capability to support the implementation of this significant business change
We took a tactical results-oriented approach, and built a capability programme directly linking the strategy implementation to the leadership engine, creating a cadre of expert, cross- functional leaders, and strengthening the overall leadership systems within this government entity.
Our interventions equipped the leadership teams with the cross–functional awareness needed to operate collaboratively and effectively. In addition, we built the capability to transfer these new leadership skills that cascaded down across the organisation.
Case Study 3 – Development of a Learning Framework
The client had a need to develop their cross functional team in both knowledge and skills. This was important in the light of the organization’s strategic goals, including attracting and retaining key employees. The client’s subject matter experts had developed and facilitated a training programme which had run for a number of years, nonetheless, there was a need to redesign the programme to:
- Reduce the number of face to face training hours
- Secure a better alignment of the different training modules provided (a clear relationship between different modules and less overlap)
- Ensure more variety in learning delivery by the client’s subject matter experts
We evaluated previous deliveries of the programme and identified skills gaps through interviews with senior managers, facilitators and former participants. Based on the outcomes, we designed and developed a learning framework and together with the client’s subject matter experts, we designed the new learning programme. To support them in designing a more varied learning programme and focussing on applied learning, we facilitated the train the trainer sessions and design sessions per training module. To ensure the continuous improvement of the programme, we put a new learning evaluation system into place which measured the impact upon finalizing the programme as well as the extent to which the learning is put into practice.
The new programme was better aligned with the objectives of the organization. In addition, it reduced the number of hours of face to face training and was more aligned with the learning needs of existing and new employees. It offered a varied programme, during which participants needed to apply the gained knowledge and skills during a closing session with a jury of key stakeholders. The impact measurement method that was introduced offered a practical solution to continuously evolve the learning programme.
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