EFMD CLIP Corporate Learning Improvement Process Martine Plompen EFMD Director Knowledge Services 29 April 2009

A G E N D A Introducing EFMD and CLIP The CLIP Research Project Observations on corporate learning organisations Specific quality standards Discussion

Over 700 Member Organisations in over 75 countries WHAT IS EFMD? Over 700 Member Organisations in over 75 countries Business Schools Universities Corporations Consultancies Public Service Agencies Executive Development Centres Self-financing through Membership Fees & Services

MORE THAN 700 MEMBERS WORLD-WIDE Academic 69% European 74% Corporate 31% Outside Europe 26%

EFMD MEMBERSHIP WORLD-WIDE AS OF MARCH 2009 North America: 53 Europe: 508 Asia: 34 Middle East: 11 Central America: 6 Africa: 16 South America: 21 Far East & Pacific: 53 A total of 702 members Membership

EFMD QUALITY SERVICES (European Quality Improvement System) (EFMD Programme Accreditation System) (Accreditation of teChnology-Enhanced Learning) (Corporate Learning Improvement Process)

EQUIS 115 Accredited schools 40 Reviews scheduled in 2009 41 outside Europe (in 16 countries: Argentina, Australia, Brazil, Canada, Chile, China, Colombia, Costa Rica, India, Mexico, New Zealand, Republic of Korea, Singapore, South Africa, USA, Venezuela) 51 accredited for 3 years 40 Reviews scheduled in 2009 10 initial reviews 30 re-accreditation reviews 15 Schools formally in the pipeline New applications: 20 per year on average Updated 03/09

15 corporate universities and learning academies accredited CLIP 15 corporate universities and learning academies accredited 2 corporate universities undergoing the process 5 corporate universities in the pipeline Updated 03/09

WHAT HAPPENED? A growing recognition that EQUIS was successful in improving the quality of business schools. Corporate members started to question the amounts being spent on management development. A rapid growth in Corporate Universities. A request from EFMD corporate members for a quality management system.

CLIP ACCREDITED MEMBERS

THE HISTORY OF CLIP 2002-2003: Establishment by EFMD of a Working Party Composed of Corporate Learning Professionals. Drafting of the CLIP Criteria Framework (based on the EQUIS methodology, but with criteria specific to corporate learning) Definition of the CLIP Quality Assurance Process October 2002: First Pilot Assessment at Allianz Management Institute January 2003: Establishment of the CLIP Steering Committee April-October 2003: Piloting Autumn 2003: CLIP becomes Operational. First Applications

OBJECTIVES OF CLIP Mobilisation of the Corporate Learning Community to work for: Definition of Standards of Excellence Raising of Standards Mutual Learning Sharing of Good Practice Enhanced Internal and External Recognition of CUs Greater Effectiveness of Corporate Learning Contribution of the Corporate Learning Function to Overall Company Strategy

THE CLIP VALUE PROPOSITION Participation in a Community of Corporate Learning Professionals Access to a Quality Assurance Scheme designed and managed by Corporate Learning Heads across Europe A Comprehensive Framework of Internationally Agreed Quality Standards Assessment of the Quality of the Company’s Learning Provision Benchmarking and Sharing of Good Practice Strategic audit Recommendations and Guidance for Quality Improvement and the Future Development of the Corporate Learning Organisation Awarding of a Quality Label upon Successful Completion of the Process

CLIP QUALITY FRAMEWORK 5 Core areas 9 Chapters 28 Standards 128 Criteria

CLIP CRITERIA FRAMEWORK LEARNING PROCESS QUALITY LEARNING CONTEXT MISSION RESOURCES MARKETS Design model Positioning Alignment Strategy Governance Legitimacy Management Internal Training Resources Core staff Senior Mgt Line Mgt External Suppliers Selection Relationship Management Internal Business units Subsidiaries External Customers Suppliers Participants Selection Needs analysis Measurement Portfolio Design Content Delivery Transfer Coaching Mentoring Evaluation Innovation and Development Physical Resources International Perspective

Daimler Chrysler Financial Services CLIP RESEARCH PROJECT Alcatel Allianz Crédit Suisse Daimler Chrysler Financial Services Deutsche Bank Grupo Santander ERGO MLP Novartis Swiss Re Union Fenosa Volkswagen Coaching Self-Assessment Report Peer Review Team Report

CLIP RESEARCH PROJECT Strategic Positioning Target Markets External Suppliers Human Sources : The Corporate Learning Team Programmes, Services and Activities Participants Innovation and Development Physical Resources and Administration International Issues

CLIP RESEARCH PROJECT 130 examples Project sponsors Jan Ginneberge – Alcatel-Lucent Gordon Shenton - EFMD Richard Straub - EFMD Frank Waltman - Novartis Project team members Betty Lau - Novartis Jeanne Morris – Alcatel-Lucent Martine Plompen - EFMD

OBSERVATIONS FROM THE CLIP BODY OF KNOWLEDGE Importance of institutionalised governance mechanisms Unified decision-making processes Comprehensive reporting systems Formal mechanisms with internal and external advisory bodies Mandate from top management

OBSERVATIONS FROM THE CLIP BODY OF KNOWLEDGE Appropriate positioning and design A broad spectrum of approaches Professional staff, co-ownership of senior and line managers Integrated approach to people management processes and HR Boundaries

Companies deep into Learning Talent management Management development Leadership development General observations: Sharing strong values and having motivated people Constantly evolving contribution of learning to the business Agile and adaptive Balancing learning initiatives for today and tomorrow Life cycle

Diversity Complexity

Specific quality standards External Suppliers Selecting suppliers Management of supplier relationships Programmes Programme design process Programme monitoring Measurement of impact Participant selection

Selecting and managing suppliers Examples Dual approach: Clear roles for design and evaluation Four phased selection process Global Vendor Management System Classification Well-defined criteria

Programme design processes Examples Needs analysis Alignment with strategic priorities 3 stepped model Training scripts Value-added work process Academic Advisory Board Quality assurance & relevance Assessment interviews Pilot programme

Programme monitoring Examples Link to business performance VMF tool Planning

Measurement of impact Examples Longer term impact Strategic intent Interaction with line managers Leadership Asset system Follow-up processes

Participant selection Examples Diversity : Focused – comprehensive Top down, bottom-up CEO involvement Two way needs analysis process Business objectives

Table discussion Issues Implications Obstacles

Institutional design Strategic alignment Intensity of the learning experience Strategic planning processes Relevance for the business Strength and structure of interface processes Investment in learning Quality of leadership High level of competence of staff Institutional credibility and legitimacy Leading edge learning techniques Dynamic solutions to key learning issues

More information at www.efmd.org or contact Martine Plompen at: Thank you for your attention ! More information at www.efmd.org or contact Martine Plompen at: martine.plompen@efmd.org