The Who, What, How & Why of a Training Program For Managers with Few Resources Prepared by: Chris Engel May 20, 2014

Confidential for internal JLL and client use only Where do you start? 2

Confidential for internal JLL and client use only 3 Overview Training Objective Overview of a Training Framework What, Who, How, and Why Best Practices for Resources

Confidential for internal JLL and client use only 4 Training Objective Statements 1.Provides a comprehensive, relevant, and effective Global, Site and Role-based Training program for staff 2.Defines compliance and regulatory training and the systems to deliver this training 3.Supports people development business skills training 4.Maintains Ease of Operations by building tools, including: Responsibility based Competency Maps Role-based Curriculum Plans Best-in-class Training (right size) Visible metrics to show success, staff development, and Qualifications

Confidential for internal JLL and client use only 5 This Framework will clarify responsibilities, processes, and manage compliance IFM Training Program Framework (3 work streams) - Identify Staff and roles - Responsibilities Matrix - Benchmarking - Conduct a Needs Analysis - Tools for tracking and reporting - Tools for Management visibility - Tools for Onboarding - Training records tracked / reported - Costs tracked - Continuous Improvement Who / WhatHowWhy 1. Training & Development Requirements Sets Expectations Deliverables Charter / Scope Foundation 2. Systems / Tools Builds global, collaborative tools; 3. Metrics Monitor and Audit Staff Roles Manual / Automated Success Metrics

Confidential for internal JLL and client use only Training Framework 6

Confidential for internal JLL and client use only 7 This Framework will clarify responsibilities, processes, and manage compliance IFM Training Program Framework (3 work streams) - Identify staff and roles - Responsibilities Matrix - Benchmarking - Conduct a Needs Analysis - Tools for tracking and reporting - Tools for Management visibility - Tools for Onboarding - Training records tracked / reported - Costs tracked - Continuous Improvement Who / WhatHowWhy 1. Training & Development Requirements Sets Expectations Deliverables Charter / Scope Foundation 2. Systems / Tools Builds global, collaborative tools; 3. Metrics Monitor and Audit Staff Roles Manual / Automated Success Metrics Start with a Charter to Plan

Confidential for internal JLL and client use only Training Requirements 8 What

Confidential for internal JLL and client use only 9 Training Requirements – Four Categories Safety Compliance Employer Knowledge HR Compliance Requirement - Basic Office Safety / Ergonomics - Basic First Aid / AED / CPR - Job-specific Safety training - Safe equipment operations - Ethics - Workplace Harassment - Code of Business Conduct - Systems access Sample - Policies, Procedures - Service Level Agreements - Contracts and sub-contractors (if applicable) - Perform a Job Task Analysis (what are the job competencies for high performance) - Strategic Thinking Skills (Six Sigma or Project Management certifications - Diversity and Inclusion Development Skills What

Confidential for internal JLL and client use only Roles & Responsibilities 10

Confidential for internal JLL and client use only 11 Understand who will receive Training Guiding Principle Staff arrive skilled and knowledgeable to perform tasks required. The expectation is any ongoing license, CEU, or Qualifications required would be completed by the staff (with support form the employer as provided in their HR Policies) On the Job Training Requirements: Will be provided to maximize performance Will continue to be developed as new systems come on board Training Requirements: Compliance Training will be provided by the employer (e.g., general HR compliance and OSHA safety training) Career Development (for example, to keep staff up to date in their skills) is a benefit and can be provided by a 3 rd party provider or in-sourced Establish a Roles/Responsibilities Matrix Who

Confidential for internal JLL and client use only 12 Sample Responsibilities Matrix If Staff Needs…Then… Type of knowledge or skill Staff is responsible for: Employer is responsible for: Who Develops / Delivers the Training Special Considerations  Onboarding  Attending  Providing badge and onboarding training  Employer  May be owned or outsourced  General HR Training  Completing  Providing annually  Employer  Make this part of on-boarding and job change responsibility process  General Safety Training  Complete prior to performing work  Providing basic office safety, ergonomics, and first aid  Employer  Make this part of on-boarding  Safety specific to perform a task (for example, Lockout tag out, Personal Protective Equipment (PPE)  Complete prior to performing high-risk work  Provide training  Employer or outsourced  Completion tracked Who

Confidential for internal JLL and client use only 13 Responsibilities Matrix Continued If staff Needs…Then…. Type of knowledge or skill Employer is responsible for: Who Develops / Delivers the Training Special Considerations  System Access (e.g., Maximo)  Determining system access needs  Submit forms for assignment  Assure client requirements are met  Employer / Vendor  Tracked to show qualification to perform work safely  General skills (tool usage, general knowledge of craft, computer skills, certifications and licenses)  Providing skilled, certified, licensed employees  Employer or Vendor  Tracked to show qualification to perform work safely  General Business Skills  Providing to High Value Talent  May be attended outside of work  Tracked in staff personnel folders Who

Confidential for internal JLL and client use only 14 How will Training be Given?

Confidential for internal JLL and client use only 15 This Framework will clarify responsibilities, processes, and manage compliance IFM Training Program Framework (3 work streams) - Interviews with Stakeholders - Responsibilities Matrix - Benchmarking - Needs Analysis - Tools for conducting training (e-learning) - Tools for Management visibility - Tools for Onboarding - Training records tracked / reported - Costs tracked - Continuous Improvement Who / WhatHowWhy 1. Training & Development Requirements Sets Expectations Deliverables Charter / Scope Foundation 2. Systems / Tools Builds global, collaborative tools; 3. Metrics Monitor and Audit Staff Roles Manual / Automated Success Metrics

Confidential for internal JLL and client use only 16 Systems KT Analysis Points allowed (10 being best) Manual System (spreadsheets) Purchased Automated System A System Developed Internally ClassificationWeight Sub- WeightMetricsPointsPercentagePoints Percentag ePointsPercentage Quality Assurance45% 15% Does this meet our internal QA Requirements %Sustainability %Best overall capabilities 0.00 Reporting25% 10%Overall reporting capability %Auditing Capability %Best User Interface 0.00 Pricing30% 10%Within Budget %Value for capabilities % Unit Rates/Pricing per person 0.00 Total100% Reference: KT is kepner-tregoehttp:// How

Confidential for internal JLL and client use only 17 JLL Training System JLL-specific training to be tracked on SkillSoft™ Additional Benchmarking reveals that some accounts use only a SharePoint “Training Tracker” or paper training records How

Confidential for internal JLL and client use only 18 Why is Training Important?

Confidential for internal JLL and client use only 19 This Framework will clarify responsibilities, processes, and manage compliance IFM Training Program Framework (3 work streams) - Interviews with Stakeholders - Responsibilities Matrix - Benchmarking - Needs Analysis - Tools for tracking and reporting - Tools for Management visibility - Tools for Onboarding - Training records tracked / reported - Costs tracked - Continuous Improvement Who / WhatHowWhy 1. Training & Development Requirements Sets Expectations Deliverables Charter / Scope Foundation 2. Systems / Tools Builds global, collaborative tools; 3. Metrics Monitor and Audit Staff Roles Manual / Automated Success Metrics

Confidential for internal JLL and client use only Reporting and Metrics To demonstrate that the objectives are met To show compliance to safety standards To keep staff safe To continue to develop staff ……. 20 Why

Confidential for internal JLL and client use only 21 Curriculum Plans - “Training Planners” Why

Confidential for internal JLL and client use only 22 Blended Training Reports Why Client Training 100% Compliant JLL Training Reports Site% completeComments AWA (Helix and Bothel)100% AFR100% ASF100% ATO100% ARI100% AMA100% LDC100% AML100% ACO100%

Confidential for internal JLL and client use only 23 Best Practices with Resources

Confidential for internal JLL and client use only 24 Positive Support and Best Practices Best Practice for Resources Number of StaffSystemsResources (Budget) < – 100 > 100 > 1000 staff Develop a manual system to track completions. Partner with 3 rd Party firms to administer training ($100/pp) Develop an automated system internally and partner with 3 rd Party firms to administer training ($300/pp) Develop an automated system in house, partner with 3 rd party firms and use internal resources to become ‘Trainers” or SMEs. Purchase a dedicated hosted system, hire a dedicated Training Manager to manage all activities. 10% FTE ($3 – 5K) 2 x 10% FTEs supporting their business area. ($10 – 40K) 2 x 20% FTE or 1- 40% FTE to support and coordinate activities. ($40 – 60K) 1 FTE plus local Administrators at 10% FTE for local support ($60-100K)

Confidential for internal JLL and client use only 25 Overview What Developing a Model for Training Requirements Develop a Training Roadmap Who: Develop a Roles and Responsibilities matrix How: Decide on the right system to use for conducting and tracking Why: Develop a way to Reports and show success! Best Practices Resources can be shared or dedicated depending on your budget.

Confidential for internal JLL and client use only 26 With a few good tools, you can develop a robust Training Program!

Confidential for internal JLL and client use only 27 Hand Outs Training Framework Sample Charter Template Roles and Responsibilities Matrix KT Analysis Template for Systems Analysis

Confidential for internal JLL and client use only 28 Thank you!

Confidential for internal JLL and client use only 29 Back slides

Confidential for internal JLL and client use only Roadmap: Technical Training Assessment / Certification of Qualification 1.Roadmap to assess current skills against the Organization need 2.Is a tool to show “qualification” 6 month Implementation 6 month lead time CFR Part 21 - “Personnel shall be trained on the job that they perform”

Confidential for internal JLL and client use only Code of Federal Regulations CFR Part 21 - “Personnel shall be trained on the job that they perform” Sec Personnel Qualifications (a) Each person engaged in the manufacture, processing, packing, or holding of a drug product shall have education, training, and experience, or any combination thereof, to enable that person to perform the assigned functions. Training shall be in the particular operations that the employee performs and in current good manufacturing practice (including the current good manufacturing practice regulations in this chapter and written procedures required by these regulations) as they relate to the employee's functions. Training in current good manufacturing practice shall be conducted by qualified individuals on a continuing basis and with sufficient frequency to assure that employees remain familiar with CGMP requirements applicable to them. Sec Consultants Consultants advising on the manufacture, processing, packing, or holding of drug products shall have sufficient education, training, and experience, or any combination thereof, to advise on the subject for which they are retained. Records shall be maintained stating the name, address, and qualifications of any consultants and the type of service they provide. For Internal Use Only. client Confidential.31 Requirements Frequency Resource: TITLE 21--FOOD AND DRUGS CHAPTER I--FOOD AND DRUG ADMINISTRATION Vendor Management

Confidential for internal JLL and client use only Guiding Principles Point of Contact One member of the client Board will be appointed annually to oversee the approval process. Budget An annual budget will be established and the actuals will be tracked and reported out to the Board at least quarterly. Approval Review All requests will be submitted to the appointed member and that person will bring the information and justifications to the Board for approval. Empowerment Once the Board has approved the request, the appointed member is empowered to execute the approved actions. Notification Notification to the employee will be done by the Board member that employee works under. Payment Approval The appointed Board member will receive the final grades and approve payment to the employee.

Confidential for internal JLL and client use only Sub-Contractor Training Guiding Principles (sample) Definitions -3 rd Party Contractors – Perform specific project work and managed by JLL (full-time employee equivalent) -Service Providers - Company under contract to perform specific work Considerations: Type of work performed (critical in terms of business, high risk in safety or business continuity) Number of employees in company (> 10 FTEs in company) Expense to perform work (> $100K) If one of the above considerations is checked, the training and tracking reports are within scope. Proceed to follow one of the two levels for tracking and ensuring compliance of 3rd party vendor training requirements: 33