Quarterly Release: Succession Planning

18
November 2014 Quarterly Release Succession Planning

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Intelligence for the human resources professional. This quarter learn how craft the perfect succession plan.

Transcript of Quarterly Release: Succession Planning

Page 1: Quarterly Release: Succession Planning

November 2014 Quarterly Release

Succession Planning

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Table of Contents

Letter from the Editor .......................................................................................................... 1

What is a Succession Plan? (Definitions)............................................................................... 2

Road Map to a Succession Plan: Where to Start .................................................................... 3

Guest Article: Succession Planning ....................................................................................... 4

When Should You Have a Succession Plan? .......................................................................... 6

Approaches to Succession Planning: What is popular right now? ............................................. 7

Why Should I have a Succession Plan? ................................................................................. 9

Invista Staff Profile: Alyssa Tumangday ............................................................................... 10

Client Profile: Hartung Glass .............................................................................................. 11

Additional Resources ......................................................................................................... 13

Credits ............................................................................................................................ 14

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1INVISTA PERFORMANCE SOLUTIONS • QUARTERLY REPORT • November 2014

Emily Barnett

Dear Reader,

Welcome to the second edition of our quarterly magazine. In this issue, we cover the many facets of Succession Planning including how to define it, when you should have a plan, approaches to the process, and how we’ve worked with a previous client to implement succession planning. Additional features this quarter include a staff profile spotlighting program specialist Alyssa Tumangday, who provides support for our contract with the SEIU Northwest Healthcare Training Partnership and a guest article by Invista instructional facilitator Sam Taylor who provides direct facilitation, coaching, and instructional design for many of our clients.

This topic is near and dear to us as we have experienced some internal staffing changes that were made easier due to our own succession planning. By practicing what we preach, we were able to transition staff duties from one staff member to another thanks to cross-training and mentoring that have been in place since my first day on the job. This allowed us to continue to seamlessly provide high quality customer service to existing and potential clients, partners, and internal staff. We hope that by sharing what we have learned, we encourage growth and development for you, our readers.

Best Wishes,

Emily Barnett

Emily Barnett

Letter from the Editor

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Alexandra Vlaming

Succession planning can consist of many aspects of the overall Human Resources plan, and each aspect has its own unique definition. To start, succession planning, at its most basic level is “a means of identifying critical management positions, starting at the levels of project manager and supervisor and extending up to the highest position in the organization”.1 Sometimes confused with “replacement planning,” succession planning differs in that its goal is to identify a broad talent pool of many workers who are willing to be considered for promotion; it assumes that future will be different from the present, so that cloning past leaders is not sufficient; and it considers development to primarily be done on the job, rather than in off-site training experiences. One technique in succession planning is a top down approach, whereby managers identify possible new leaders and help them to career plan and work towards a future management position.

Other terms include succession management, which focuses on the supervisor’s daily role in grooming employees for higher level responsibility. This allows for daily coaching, mentoring and feedback, which when done on the job are critically important. This approach makes everyday a learning experience and allows for leadership knowledge to be transferred from day one, instead of in the eleventh hour.

Talent management is a process of attracting the best people through recruitment and then retaining the best people through planned and intentional approaches to management. This method allows for grooming successors internally; making recruitment and human resource management critical in both staffing and succession planning efforts.

The most traditional approach replacement planning, is when an organization identifies individuals within the organization, typically within the same division or department, who are the best fit for a successor. Once side of replacement planning, short term replacement planning, focuses on keeping things moving and the work flowing when a leader is out sick or on vacation. This also encourages cross-training so that temporary backups can fill in for other positions when necessary. This can lead to worker development. Long term replacement planning, however, addresses what to do when one or many key people are suddenly lost either due to death, retirement, or a surprise resignation.

Understanding the key terms in succession planning is integral to putting together the right mix of strategies for you and your company, and will allow you to prepare for any event by putting the right people in the right places.

1 Carter, N. (1986). Guaranteeing management’s future through succession planning. Journal of Information Systems Management, 3(3), 13–14.

What is a succession plan? (Definitions)

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Amy Palo

Succession planning begins with identifying individuals within the organization that have ‘high potential’ to move into top leadership positions. As current managers and leaders retire or leave the company for other positions, succession planning can help to fill the vacancies created when it is known that individuals will be leaving or retiring in order to maintain the organization with minimal disruption. Creating talent pools that can be tapped to plan for these vacancies should be established, and organizations should always be on the lookout for solid talent during the recruiting process. When internal high potentials are identified, talent is identified within the company. Promoting from within as often as possible makes sense, as people already employed by the company have a vested interest in its success and future development.

To create a succession plan, organizations should first determine where the needs are in the organization. Succession planning usually refers to mid-level to upper senior management, but can also be extended to identify those on the front line that have the necessary skill set and the desire to move into supervision. After the need is identified, the next step is to identify individuals with the potential to move up in the organization, and create development plans to help them reach their goals. Training is a key step in this process, along with job shadowing and cross training, but just as important is the support of other leaders to foster the growth and development of these individuals as they are prepared for their next step.

Road Map to a Succession Plan: Where to Start

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Samuel Taylor, PHC

Many people are talking lately about succession planning, it is almost becoming a buzzword, which creates a real danger for the HR or OD professional that is tasked with the implementation of sound succession plans. One of the very first things that I do as an I/O practitioner when people speak to me about succession planning is ask them to define their understanding of it as a process and that always begins with a definition of succession planning. So, what is it?

In most basic terms we could say that succession planning is merely the anticipation of individuals leaving an organization and the planning to replace them from an internal pool of candidates. Others may describe it as building a pipeline or talent pool that would bolster continuity in culture of leadership by best focusing your efforts on talent development rather than recruitment at the time of transition. One of the most critical components that most people include in this definition is the idea that succession planning is something that happens at the top of the organization when considering executive level positions. Capelli (2011) however, aptly points that succession planning can be applied to any level or position inside an organization and I would argue that it should be used on a wide scale leadership basis that includes frontline supervisors, mid-level managers, upper management, and on to the executive level. If an organization is truly interested in the internal pipeline and they move someone up the ranks from upper management then you have to ask who is going to fill their role. This is where it makes sense to look at a bigger picture in succession planning and consider your talent in a wider perspective. The most important thing in defining succession planning is not to confuse it with a succession event; it is not time to make the transition and communicate to everyone about it. Instead, the planning is exactly that, it is a consistent process of sound principles of talent management/development being applied to the workplace with a focus on the inevitable fact that people leave, retire, or no longer fit their current role that is coupled with a belief of workplace learning and internal development being the best recruitment source.

Guest Post: Succession Planning

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Guest Post: Succession Planning, cont.

So what are you doing to plan, what are your internal development programs that promote not only identification of high potential employees but also growth and continuous assessment of those employees? All sorts of questions come out of short discussion on defining succession planning; such as (1) where do I start, (2) what level of communication is necessary in the succession plan and who is included that communication loop, (3) how do we implement it and what components are necessary, (4) how do we assess the talent pool/pipeline and how often should we assess them, and (5) how do we prepare for the transition and what are things we can do today to prepare ourselves and our culture for that change.

This post is not the end all of succession planning for sure, but hopefully it gets you thinking about it. What are you doing now? How can it be improved? What are you missing in your plan?

ReferencesCappelli, P. (2011). Succession planning. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology (Vol. 3, pp. 673-690). Washington, D.C.: American Psychological Association.

About the Author: Samuel Taylor is a long time IPS instructional facilitator with a passion for helping people succeed through opportunities in education. With over 14 years of training expertise, he has a wide breadth of experience ranging from basic skills in mathematics and language arts to management training, law enforcement, and legal issues in the workplace. His expertise also includes extensive knowledge and training in business communications, marketing, sales, public speaking and professional development skills. He holds a Ph.C. in Industrial/Organizational Psychology from Capella University.

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Emily Barnett

No matter how confident you are about the future, doing business in today’s fast paced ever changing climate requires a succession plan. When everything seems to be going so well, it can be easy to put off planning for succession. Succession planning should be done now and here are some reasons why it can’t be—and shouldn’t be—postponed:

•Youcan’tplanforcatastrophe.No matter how good you and your staff are at revenue projections or economic predictions, no one can truly plan for catastrophe. Whether it’s an unforeseen illness, a natural disaster, or a CEO’s decision to suddenly retire, the reasons for having a succession plan in place before it is needed are endless. So while you can’t plan for disaster, you can put into place a series of contingencies that will help your company stay afloat if, in fact, disaster occurs.

•Asuccessionplancanhelpmaintainincomeandsupportexpenses.Talking about money should be a priority. People generally don’t want to work for free and things don’t pay for themselves. A succession plan can provide answers as to what you—and your staff—will need for future income, as well as what kinds of expenses you may incur once you step out of the main leadership role. Ask yourself questions about your annual income and other benefits including health and dental insurance for you and your dependents, life insurance premiums paid for by the company, your car, professional memberships, and other business-related expenses.

•Successionplanninggivesyouabetterrepresentationofyourbusiness.Some companies mistakenly focus solely on replacing high-level executives. A good succession plan can go further, however, and force you to examine all levels of employees. The people who do the day-to-day work are the ones keeping the business going. Neglecting to add them to the succession planning mix could have dire consequences. As you develop your plan, incorporate all layers of management and their direct reports.

•Successionplanningmakesdepartmentalrelationshipsstronger. When regular communication occurs between departments you are more likely to experience synergy, which breeds a culture of strength. Make sure that you link your succession planning activities with human resources. After all, HR is about people. By including HR in succession planning, you can incorporate elements like the employee-evaluation process, which can help when deciding whether to fill vacancies with internal candidates.

•Successionplanningkeepsthemoodbuoyant.Change—a major component of a succession plan—is exciting and can bring a company unforeseen rewards. Still, change can be a source of tremendous stress, especially when people’s livelihoods are at stake. As you put your succession plan together, consider its positive effects on the business. Planning for the future is exciting and, if done correctly, can inspire your workers to stay involved and maintain company loyalty. It’s true that a plan is often put into place to avert catastrophe, but it’s also a company’s way of embracing the future—a business strategy that is essential for survival.

When Should You Have a Succession Plan?When Should You Have a Succession Plan?

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7INVISTA PERFORMANCE SOLUTIONS • QUARTERLY REPORT • November 2014

Leda Hayes

In early 2010 Costco Wholesale co-founder and Chief Executive Officer, Jim Sinegal, began the final stages of grooming his potential successor, Craig Jelinek. Sinegal promoted Jelinek to the role of President, and together they attended the opening of every Costco worldwide in the years that followed until Sinegal’s retirement. Sinegal built for Jelinek the skills that he understood to have served him well as a leader, and slowly over the course of many years developed in Jelinek the knowledge base required to lead Costco forward after Sinegal’s departure with seamless continuity.1 At its heart a succession plan passes a company from one set of capable hands within a community to another insuring that the company’s culture remains intact and daily operations continue without pause. A succession plan allows employees to invest in their place of employment assured that they will find opportunities that will continue to challenge them in the years to come along with recognition and regularly increasing compensation. Companies with a succession plan enjoy greater long term stability and aren’t tasked with excessive recruitment and onboarding. Succession planning capitalizes on existing talent and creates a community that, on all levels, supports itself.

Traditional versions of succession planning find heroes among existing ranks as Sinegal did and award choice individuals with a supported mentorships. While this model successfully prepares talent to take the reins when they’re offered, it can also fail to pay off when forecasting fails to successfully predict the logistics of the coming years accurately. Heroes in training can find themselves Prince Charleses when opportunities don’t materialize as quickly as they might have been anticipated to, and companies can find themselves on the wrong end of an investment when the heroes they bet on move on before their new skills can be capitalized upon.

These pitfalls can be best avoided by coming to succession planning topics with a more modern style that approaches a talent pool as a whole, rather than cherry picking heroes. Creating a culture of training that fosters skill growth at all levels of a company is not only sure to develop key talent, but also promotes an atmosphere of engagement that encourages all workers to contribute to critical conversations. Filling multiple benches with talent discovers hidden talents and finds voices whose insights offer a company dynamic perspectives.

Approaches to Succession PlanningWhat is popular right now?

1 Allison, Melissa. “Costco’s colorful CEO, co-founder Jim Sinegal to retire.” Seattletimes.com. The Seattle Times, 31 Aug 2011. Web. 25 Aug 2014.

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2 American Hospital Association, Committee on Performance Improvement. Managing an Intergenerational Workforce: Strategies for health care transformation. Chicago: Health Research & Educational Trust, 2014. PDF File.

While training seems superficially a simplistic investment with clear variables and returns, contemporary values and perspectives on training make opportunities to learn and grow a carrot that entire workforces will perceive as an incentive worthy of their long term retention.2 The needs of diverse multigenerational teams are all met well by a modern approach to succession planning that allows experts to share their skills and novices to see their daily tasks within a framework of long term growth. In incorporating a full team, companies grow dynamically. When they seek to meet the modern demands for technological and multimedia integration, companies are able to look to newer team members with confidence. As a result of the modern succession planning, these team members have a literacy of company culture and processes with which to inform their preexisting multimedia literacy.

Succession planning is a critical piece of long term forecasting and ultimately the key to any company’s long term health. A modern approach to succession planning that invests organization wide in team members to create a conversation across departments and a culture of community best serves all organizations because it capitalizes on each member of an intergenerational workforce. A company’s investment in organization wide training fosters long term retention and presents an incentive that will resonate successfully with the values of a modern workforce regardless of skill level or position.

Approaches to Succession Planning, cont.

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When Should You Have a Succession Plan?Why Should I Have a Succession Plan?

Alexandra Vlaming

There are many good reasons to have a succession plan in place. The reason that most people think of first is being prepared for when a senior leader retires. Having a succession plan in place well before retirement allows enough time to implement a search both internally and externally, and find a quality candidate. Once a candidate is found, hopefully there is time to allow your senior executive to train his or her own replacement. Keeping the lines of communication open regarding retirement is a good idea, this way retirement doesn’t come suddenly and without warning. We experienced a sudden retirement, and were lucky enough to have a month lead time, in order to train another manager to step in. Being ready and able to move new leaders into place with only a few weeks’ time prepare is paramount to a successful Human Resource department.

Another good reason to have a succession plan in place is to be prepared in case of death or serious illness. It’s always a good idea to have a plan in case of emergency, and in some cases, it may be as simple as identifying a senior manager who holds enough knowledge to take the reins temporarily, while someone recovers, or while the search for a replacement is under way. Having some plan is better than no plan, and knowing what direction in which to move in the event of an emergency is important for companywide success.

At the most basic level, you should have a succession plan in place for any position that is vital to the success of your business. This can mean very different things for different companies, and it’s vital that you identify those key positions in your own organization, and make a plan for the event that someone suddenly becomes unable to work, either due to retirement, accepting a new position, or sudden illness. If you are in serious trouble with a position left unfilled, then you should have a plan ready, and be prepared to act on that plan immediately. Being agile and ready to act is also important for succession planning, because many times you won’t be 100% prepared to replace high level key positions.

Being prepared is maybe the most important reason to have succession plans in place. The Boy Scout motto is “Always Be Prepared” and the Human Resource department motto should be no different. If you are always be prepared to deal with both the expected and unexpected than you will be able to move with the punches, and keep your organization moving and productive at all times. Losing staff members is not the end of the world, and with a succession plan in place, you will make sure that your organization moves smoothly in the event of one the biggest changes a company can face- the loss of a leader.

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Alexandra Vlaming

ProgramSpecialist:AlyssaTumangday

Alyssa provides support for our contract with the SEIU Training Partnership to provide training and Continuing Education classes throughout Washington State for Home Care Aides. She is an Internationally Educated Nurse with her registration and certification in the US.

Wheredidyougrowup?

I’m an Army Brat so soon after I arrived in this in this world at Old Madigan, we moved to Germany and lived there for four years. After that, we moved back here to Lakewood, WA and I had a wonderful childhood growing up here.

Whatisyoureducationalbackground?

I graduated from Lakes High School and after studying a couple years at University of Washington in Seattle, I moved to Sydney to finish my nursing degree. Now a Registered Nurse in Washington State, I look forward to pursuing a Master’s Degree while helping the world in the little ways that I can.

Whatdidyoulikemostaboutlivingoverseas?

It wasn’t easy and uncomfortable. Sydney is a primarily English speaking country but also a densely multicultural community. I had to integrate myself into not only Australian culture, but also that of Asian, Indian, European and African cultures that also recently called Australia home. Putting myself from a place I was comfortable to a thrilling and colorful environment pushed me to explore new ideas and ways of thinking, become resourceful, and find my independence.

WhatwasdifferentabouteducationinSydney?

In K-12, all students wear uniforms that include adorable hats. They are tested frequently that decide what they can study in tertiary education unlike in America; we have the choice throughout our whole learning career. Also, having tertiary education in a healthcare field that was framed with the Socialist views of Australia widened my perspective of what a country can and is willing to do for their citizens. I really respect that. The metric system makes so much sense to me, too!

WhatdoyoulikeaboutworkingatInvista?

We have an amazing team! Each and every member of the team has special and unique contributions, and I love that. It truly feels that we are together in working towards becoming a better Invista.

Whatdoyouwantotherstoknowaboutyou?

I believe that being kind, working hard, and staying enthusiastic for life is infectious. I am grateful for my friends, loving family, and the daily blessings and strive to continue my days like this.

Invista Staff Profile

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Successful Supervision Program

TheNeed: Hartung Glass Industries, headquartered in Renton, Washington, is a manufacturer and distributor for flat glass products to architects/designers, glazing contractors and glass companies in North America. The business operates in six states and offers architectural and decorative glass products, shower doors, bath enclosures, laminated glass and glass clad polycarbonate products. The company did not have a formal training program to move from floor to supervisor and supervisor to manager positions. Senior leaders asked IPS to develop and launch a corporate university that would be highly customized yet flexible enough to function within their work culture and values.

TheInvistaSolution: IPS dedicated staff to work with Hartung Glass Industries to identify training needs and potential solutions. The team created an outline for the training opportunities and then Hartung leaders prioritized and filled in the details to meet their specific training needs. Subject matter experts developed a customized Successful Supervision training curriculum that was delivered monthly from September 2011 through April 2012 on-site at Hartung Industries to 22 first-time and frontline managers. The training served two purposes: 1) formal training for first-time and frontline supervisors and 2) developing the foundation curriculum for a training program that can be rolled out company wide.

Fifteen training topics were selected by senior leaders, and then the customized curriculum and a delivery schedule were developed. A capstone presentation was incorporated into the final class to prepare participants to share what they had learned with senior leaders. This presentation also gave participants the opportunity to suggest improvements to operations that would increase productivity and profitability.

IPS partnered with Organizational Effectiveness Strategies, Inc. to conduct pre and post leadership assessments of the participating Hartung Glass employees. These assessments were implemented to ensure the target training outcomes were achieved and documented skill gains over the six month period.

The summary results of the training evaluations and the leadership pre and post assessments were then aggregated, cost savings were calculated, and presented as a final report for Hartung leaders to review and discuss. The total cost savings that were identified during this training exceeded $95,000 per year, which was more than three times the cost of the training program.

“The Successful Supervision Program has been the pinnacle of training at Hartung Glass Industries. The knowledge based training was fantastic but the real benefit was the capstone presentations. It allowed the senior management group to engage the employees and gain a greater appreciation of their full capabilities. The capstone presentations are now discussed at monthly senior management meetings to track their progress,” reported Kevin Anderson, HR Manager at Hartung Glass Industries.

CLIENT PROFILE: HARTUNG GLASS INDUSTRIES

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This training program has already had a lasting impact on the business. According to owner and CEO Nick Hartung, “This program gave recognition to a group of employees who are skilled but maybe went unnoticed. The capstone presentation exceeded our expectations and opened the eyes of the senior management group to the amount of talent that we have at Hartung Glass Industries. The suggestions implemented at the capstone presentations are happening and we look forward to implementing this program at our larger locations.”

AbouttheHartungIndustriesSuccessfulSupervisionProgram:

This customized eight month training program for first time supervisors and managers included the following topics:

•FundamentalsofSupervision

•EffectiveCommunication

•DecisionMakingandProblemSolving

•LeadingandIntegratingChange

•AuthenticLeadership

•FinancialEssentials

•ContinuousProcessImprovement

•SupplyChainandInventoryManagement

•GoalSetting,CareerPlanningandPost-SkillsAssessment

•FinanceEssentials

•WrittenCommunication

•ActiveListeningandTeamCommunication

CLIENT PROFILE: HARTUNG GLASS INDUSTRIES

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Additional Resources

Stilllookingformoreinformation?Checkoutthefollowingresources.

Byham, W. (2002). A new look at succession management. Ivey BusinessJournal, 66(5), 10–12.

Carter, N. (1986). Guaranteeing management’s future through succession planning. Journal of Information Systems Management, 3(3), 13–14.

Rothwell, W. (2005a). Effective succession planning: Ensuring leadership continuity and building talent from within. 3rd ed. New York: Amacom.

Rothwell, W., Jackson, R., Knight, S., Lindholm, J. with Wang, A., & Payne, T.(2005b). Career planning and succession management: Developing your organization’s talent— for today and tomorrow. Westport, CT: Greenwood Press/an imprint of Praeger.

Caldwell. A.C. (2007, May). Elements of Effective Succession Planning: A Working Paper for the UCEDDs. Silver Spring, MD: Association of University Centers on Disabilities. www.aucd.org/docs/ucedd/add_ta053007/succession_planning_053007.pdf

Rothwell, William J. “The Nuts and Bolts of Succession Planning.” Dale Carnegie Training. 2007. ucsfhr.ucsf.edu/files/The_Nuts_Bolts_of_Succession_Planning.pdf

PDI Ninth House: Global Leadership Solutions. “Getting Succession Right: Six Essential Ele-ments of Effective Succession Plans.” Copyright c 2011, Personnel Decisions International Cor-poration, d.b.a. PDI Ninth House. All Rights Reserved. www.pdinh.com/sites/default/files/GettingSuccessionRight_WP_Oct2011.pdf

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1. Letter from the Editora. Author Emily Barnett

2. What is a Succession Plan? (Definitions)a. Author Alexandra Vlamingb. Carter, N. (1986). Guaranteeing management’s future through succession planning.

Journal of Information Systems Management, 3(3), 13–14.3. Road Map to a Succession Plan: Where to Start

a. Author Amy Palo4. Guest Article: Succession Planning

a. Author Samuel Taylor, PHCb. Cappelli, P. (2011). Succession planning. In S. Zedeck (Ed.), APA handbook of

industrial and organizational psychology (Vol. 3, pp. 673-690). Washington, D.C.: American Psychological Association.

6. When Should You Have a Succession Plan?a. Author Emily Barnett

7. Approaches to Succession Planning: What is popular right now?a. Author Leda Hayes

b. Allison, Melissa. “Costco’s colorful CEO, co-founder Jim Sinegal to retire.” Seattletimes.com. The Seattle Times, 31 Aug 2011. Web. 25 Aug 2014.

c. American Hospital Association, Committee on Performance Improvement. Managing an Intergenerational Workforce: Strategies for health care transformation. Chicago: Health Research & Educational Trust, 2014. PDF File.

9. Why Should I Have a Succession Plan?a. Author Alexandra Vlaming

10. Invista Staff Profilea. Author Alexandra Vlaming

b. Interview with Alyssa Tumangday

11. Client Profilea. Interview with Tanya Dierick

b. Author Alexandra Vlaming

13. Additional Resourcesa. Compiled by Alexandra Vlaming

Design Credit: Muller Design Studio, LLC

Credits A World of Difference in Corporate Education Successful training takes experts, infrastructure, and resources that many companies do not have. Global Corporate College is the

solution to this dilemma, providing access to the largest body of subject matter experts, professional trainers and educators, non-

proprietary intellectual property, and technology available today. When working with Global Corporate College, we guarantee

satisfaction. What do you get? People who really care about your business. Direct access to a single point of contact. Complete

project management. Collaboration with training development and delivery experts. And learning outcomes guaranteed to close the

talent gap. Enjoy the convenience of doing business with us.

Who We Are Thousands of companies do training, but nobody does it like Global

Corporate College. As a trusted business partner, and in collaboration with

you, we transform ordinary corporate training into a sound business

investment, not another training initiative to be enjoyed yet forgotten.

What We Do Our core offering is a customized training experience that is designed and

developed to meet specific learning outcomes. We address your specific

business requirements in practical ways, so training is applicable the moment

your employees return to work. When you work with Global Corporate

College, you get training that sticks. Guaranteed.

How We Do It We understand how people learn and combine that science of learning with

the art of training delivery, resulting in true behavior change and skill

mastery. In today's complex world, technical skills and soft skills can no

longer be separated, and one type of training doesn't fit all needs. We don't

distinguish our solutions by content areas and modalities. Instead, we

develop training using the best content and technology that makes sense for

your organization.

Where We Are We are where you are - literally!

We know local implementation and

contextualization is important, and

that's why we have a college and

partner network for delivery and

support within 30 minutes of every

place you do business, worldwide.

who

what

how

where

• Food & Beverage

• Government

• Logistics

• Manufacturing

• Non-Profit

• Professional Services

• Retail Trade

Since 2007 we have been helping

companies like yours meet their

learning priorities. Serving some of

the world’s most respected and

successful organizations, our work

with clients around the globe keeps

us in touch with relevant business

issues and enduring best practices.

Whether you are experiencing rapid

growth, resource restrictions, a need

for speed, or specific challenges due

to the nature of your business and

industry, we are able to leverage our

experience and quickly mobilize our

worldwide resources to meet your

immediate and long-term priorities.

Who We Serve

253.583.8863| www.invistaperforms.com

Your Single Source for Solutions that Stick 661.388.8839 | www.globalcorporatecollege.com

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15INVISTA PERFORMANCE SOLUTIONS • QUARTERLY REPORT • November 2014

A World of Difference in Corporate Education Successful training takes experts, infrastructure, and resources that many companies do not have. Global Corporate College is the

solution to this dilemma, providing access to the largest body of subject matter experts, professional trainers and educators, non-

proprietary intellectual property, and technology available today. When working with Global Corporate College, we guarantee

satisfaction. What do you get? People who really care about your business. Direct access to a single point of contact. Complete

project management. Collaboration with training development and delivery experts. And learning outcomes guaranteed to close the

talent gap. Enjoy the convenience of doing business with us.

Who We Are Thousands of companies do training, but nobody does it like Global

Corporate College. As a trusted business partner, and in collaboration with

you, we transform ordinary corporate training into a sound business

investment, not another training initiative to be enjoyed yet forgotten.

What We Do Our core offering is a customized training experience that is designed and

developed to meet specific learning outcomes. We address your specific

business requirements in practical ways, so training is applicable the moment

your employees return to work. When you work with Global Corporate

College, you get training that sticks. Guaranteed.

How We Do It We understand how people learn and combine that science of learning with

the art of training delivery, resulting in true behavior change and skill

mastery. In today's complex world, technical skills and soft skills can no

longer be separated, and one type of training doesn't fit all needs. We don't

distinguish our solutions by content areas and modalities. Instead, we

develop training using the best content and technology that makes sense for

your organization.

Where We Are We are where you are - literally!

We know local implementation and

contextualization is important, and

that's why we have a college and

partner network for delivery and

support within 30 minutes of every

place you do business, worldwide.

who

what

how

where

• Food & Beverage

• Government

• Logistics

• Manufacturing

• Non-Profit

• Professional Services

• Retail Trade

Since 2007 we have been helping

companies like yours meet their

learning priorities. Serving some of

the world’s most respected and

successful organizations, our work

with clients around the globe keeps

us in touch with relevant business

issues and enduring best practices.

Whether you are experiencing rapid

growth, resource restrictions, a need

for speed, or specific challenges due

to the nature of your business and

industry, we are able to leverage our

experience and quickly mobilize our

worldwide resources to meet your

immediate and long-term priorities.

Who We Serve

253.583.8863| www.invistaperforms.com

Your Single Source for Solutions that Stick 661.388.8839 | www.globalcorporatecollege.com

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