Case Studies
Team Development – Vodafone LST
Vodafone’s
team of internal trainers had historically been seen and utilised by their
customers as ‘content deliverers.’ Typical work included face
to face delivery of staff induction programmes and classroom training
to develop product and work process knowledge. Sometimes they would also
deliver ‘soft’ skill training, for example, Coaching for Superior
Performance, Recruiting at Vodafone and Influencing Beyond Positional
Power.
Whilst the business units valued the contribution from the Learning Services
Team (LST), a number of factors lead the HR executive to believe the role
of the team and its members needed to change:
- Technology would enable some of the training to be better delivered
on-line
- Vodafone wanted to optimise and coordinate its use of external providers
of Learning and Development (L&D) services
- LST’s desire to be customer focused combined with a business
unit tendency to see training as a panacea meant that the root cause
of problems wasn’t always being addressed
- Utilisation of subject matter experts (SMEs) from the business units
in training solutions offered an opportunity for improvement
LST’s
strategy was to
- Develop on-line learning capability where appropriate and
- Transform the capability and perceptions of LST members from ‘content
deliverers’ to ‘learning consultants.’ Achievement
Concepts was engaged to partner LST in this part of the strategy
LST’s leadership understood that this transformation would challenge
the character and skill of all members. In order to be effective consultants,
members would need to be able to investigate and understand the root cause
of problems, design appropriate solutions, assess and contract external
L&D partners, include SMEs, and deliver and follow up with customers.
They would need to be able to persuade senior managers, some of whom were
cynical, of the benefits of the change and to deliver on that promise.
Achievement Concepts delivered a skills stream and a character stream as
follows:
Team Case Study – LST Skills
1. Understand
In July 2002 AC met with the LST leadership to ascertain:
- Why the team needs development
- The context in which the team operates
- The organisation’s culture, product, service and industry
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2. Measure
In August 2002, to further assess the context in which the team operates,
the nature of the desired transformation and the specific needs of
the group AC:
- Undertook an on-line consulting skills and experience audit
- Interviewed a cross section of team members
- Interviewed a representative sample of the LST’s customers
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4. Coach
Between September 2002 and April 2003 to coach and support LST in
its ongoing development and transformation, AC:
- Provided phone coaching to project linkers involved in team
wide change projects
- Conducted a 2 day course for 4 new team members which mirrored
the September off-site
- Conducted a 1 day off-site coaching session for the entire team
to refresh the consulting skills programme
- Conducted a 1 day experiential sailing programme to introduce
and embed the Situational Leadership II model and empower the
team to develop each other
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3. Workshop
In April 2003 all LST team members
- Attended a 3 day off-site programme to introduce and embed a
7 step consulting process and develop their consulting skills
in each step
- Left committed to implement their individual SMART Action Plan
for change
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 5.
Re-measure
- To be conducted
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Team Case Study – LST Character
1. Understand
In December 2002 AC met with the LST leadership to ascertain:
- Why the team needs development
- The context in which the team operates
- The organisation’s culture, product, service and industry
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2. Measure
In March 2003 AC partnered with LST to:
- Measure the team’s actual and preferred Culture
using the Organisational
Culture Inventory (OCI)
- Measure the team’s collective values,
principles,
thinking,
character,
behaviour
and effectiveness using the Life
Styles Inventory (LSI 1&2)
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4. Coach
Between April 2003 and June 2003 to support LST in its ongoing transformation,
AC:
- Provided 1-2-1 coaching to the leadership team to:
- Conducted a 2 X 1/2 day course for 1 team member who was sick
in April. This mirrored the team off-site
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3. Workshop
In April 2003 all LST team members attended a 3 day off-site programme
which:
- Fed back the measurement results
- Developed character
- Developed skills
from the Blue
Tool Box©
- Strategised and developed individual SMART
action plans to improve effectiveness
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5.
Re-measure
- In May 2003 AC took and communicated the results of a team “temperature
check” which measures progress against action plans
- Vodafone LST have committed to re-measuring using the Organisational
Culture Inventory (OCI) and/or the
Life
Styles Inventory (LSI 1&2) between September
2003 and March 2004
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