Case Study: Caterpillar University

Caterpillar University : 

Caterpillar University Dynamic Diversity Dana, I-Pang, Wendi, Un-Yeong, Caleb

Outline : 

Outline Introduction to Caterpillar & Caterpillar University Information Gathering Process Caterpillar University - Structure - Services - SWOT analysis - Quality HRD Consulting Views

Introduction : 

Introduction Overview of Caterpillar Inc. Fortune 100 100,000 employees in 42 countries 51.3 billion dollars in sales (2008) Compound growth rate 10%~15%. Primary lines of business Machinery, engines, and financial products

Global Caterpillar : 

Global Caterpillar 4 USA China Mexico Singapore Thailand Australia Japan Hong Kong France Kazakistan Russia Chile Brazil Panama India South Africa Italy Spain Netherlands Hungary Canada UK Argentina Belgium Germany Switzerland Portugal Czech Republic Slovakia Sweden Finland Norway Denmark Indonesia UAE Malaysia South Korea Philippines Turkey Greece Poland Luxembourg Planning complexity 18 languages 100,000 employees 42 countries + dealer network + supplier network

Introduction : 

Introduction Global Company CAT has diversified its sales internationally

Vision, Value, Mission : 

Vision, Value, Mission We provide the best value to customers. We develop and reward people. We encourage social responsibility We grow profitably. Integrity / Excellence / Teamwork / Commitment Be the global leader in customer value Overview Vision Caterpillar University MISSION VALUE

Overview of CatU : 

Overview of CatU Established in 2001. Provides services for employees, dealers, suppliers, and customers. Mission “Improve the performance of Caterpillar employees, dealers, suppliers and customers.” Aims “To address these issues and make sure that the company gets maximum return on its learning dollars.”

Information Gathering Process : 

Information Gathering Process Follow-up & Literature Review Meeting Employees Site Visit & Interview Document Search & Review Dynamic Diversity

Caterpillar University : 

Caterpillar University Structure Service

Structure of Cat U : 

Structure of Cat U

Structure of Cat U : 

Structure of Cat U

Structure of Cat U : 

Structure of Cat U brand strategy, sourcing strategy, recruiting (internal and external), engagement and diversity staffing process (internal and external) transferable skills, non-transferable skills succession planning process, officer planning, SPG (succession planning group) council management, global leadership process, career planning orientation, on boarding, mid-career transitions, retirement preparation, exit process

Services of Cat U : 

Services of Cat U Cat U’s Focus Enterprise Learning Vision Cat U’s mission 20-70-10 rule Leadership assessment E-learning

Services of Cat U : 

Services of Cat U Cat U Focus Focus on common learning needs, culture, leadership, and knowledge sharing Annual Strategic Needs Assessment interview Shared services

Services of Cat U : 

Services of Cat U Enterprise Learning Vision “To be recognized as one of the best continual learning organizations in the world.” Caterpillar University Mission “Improve the performance of Caterpillar employees, dealers, suppliers and customers.”

Services of Cat U : 

Services of Cat U Cat@work Portal Caterpillar LMS (easy registration)  Cat Folks publication   Print materials (e.g., tri-fold Quiet Please! I’m Elearning) Employee Orientations Awards achievement ceremonies

Services of Cat U : 

Services of Cat U Cat U

Services of Cat U : 

Services of Cat U Leadership Assessment Leadership Style Direct, Visionary, Articulated, Participative Work Climate  Flexibility, Responsibility, Rewards, Commitment Competencies:  Vision, Execution, Legacy E-Learning Opportunities Self-developed courses in 13 languages 3000 outside licensed courses

SWOT analysis of Cat U : 

SWOT analysis of Cat U

SWOT analysis of Cat U : 

SWOT analysis of Cat U Strength Enterprise Learning Plan & Division Learning Plan Alignment to business goals & critical success factors Individual learning plans Enterprise, business unit, job role required, and discretionary learning Dedicated and talented staff

SWOT analysis of Cat U : 

SWOT analysis of Cat U Weakness No full end-to-end online education solution Deployment model Lack of resources Financial Physical Human Communication channels

SWOT analysis of Cat U : 

SWOT analysis of Cat U Opportunity Successful implementation through documented value proposition is a key Existing regional learning disparity can be solved through e-learning Various languages programs will provide organizational effectiveness through extended learning integration

SWOT analysis of Cat U : 

SWOT analysis of Cat U Threat End-user definition and expectation are unclear Lack of consistent funding Lack of integrated people strategy No independent profit model

SWOT analysis of Cat U : 

SWOT analysis of Cat U

Quality of Cat U : 

Quality of Cat U Strategic HRD Performance & learning Experiential Learning and informal learning Rigorous measurement

Quality of Cat U : 

Quality of Cat U Strategic HRD Decision making process includes top executives Learning is for the purpose of improving performance

Quality of CatU : 

Quality of CatU Performance & Learning Support for Performance Support for Learning Transfer

Quality of Cat U : 

Quality of Cat U Experiential & Informal learning 70-20-10 rule Talent management Leadership Program Succession Program Individual Development Plan

Quality of Cat U : 

Quality of Cat U Rigorous measurement Return of Learning (ROL) Measured Return on Learning since 2003 Generated $160M in net benefits in seven years Operating a dedicated metrics team within CatU Six sigma, Growth, Cost reduction, Best value, Social responsibility, Good distribution

Challenge of Cat U : 

Challenge of Cat U Global HRD Digital divide Lack of Access: “Haves” & “Have-nots” limit the sharing of information and learning chances Localization Business focus on Asia Culture, Business customs, & Social infrastructure

Challenge of Cat U : 

Challenge of Cat U Workforce challenges “VUCA” : Volatility, Uncertainty, Complexity, and Ambiguity Available workforce in developing countries New strategies for maintaining experiences, skills, & expertise Ethnic shift The cultures and development needs Training of all to increase inclusion and engagement.

Challenge of Cat U : 

Challenge of Cat U Lack of focus The Trade Off The Perception

Challenge of Cat U : 

Challenge of Cat U High mobility of the internal customers Workforce in Asia Layoff in the U.S.

Recommendations : 

Recommendations Training & Development Organization Development Global HRD

Recommendations : 

Recommendations Training & Development: Strategic International HRD Create awareness and increase social consciousness Emphasize the importance of organizational culture Reduce the sense of alienation Actively ensure the incorporation of diversity management Empower of management and employees

Recommendations : 

Recommendations Training & Development (cont.) Create stronger vision and commitment amongst management and staff Review corporate infrastructure, systems, and policies Create internal support systems (Choy, 2007)

Recommendations : 

Recommendations Organization Development: Build global integrated HRMS Used by HR management & development for decision making Administrative & operational efficiency Effectiveness

Recommendations : 

Recommendations Organization Development: Implement Core Corporate Competencies Unique capabilities Learning & development become more strategic Focus on developing human resources

Recommendations : 

Recommendations Global HRD: Localize Learning Differentiate between creating new materials Adapt existing materials Translation of materials Set up different HRD systems

References : 

References Arvin, C. (2009, April). Beyond the “70-20-10” Buzz. Presentation at the DDI summit 2009 conference of the Development Dimensions International, Chicago. Bleak, J & Fulmer, R.(2009) Strategically developing strategic leaders. In Linkage Inc(Ed). Best Practice in leadership development handbook, 2nd ed., San Francisco, Pfeiffer.   Retrieved from www.dukece.com/news-media/documents/Strategic_Leaders_000.pdf Caterpillar Inc. (2007). Caterpillar Fact Sheet. Retrieved on November 11th from: http://www.cat.com/cda/files/846067/7/FINAL%20FINAL%2007%20CAT%20Fact%20Sheet%20FINAL.pdf Choy, W.K. (2007). Globalisation and Workforce Diversity: HRM Implications for Multinational Corporations in Singapore. Singapore Management Review.  Dai, Z., Duserik, F., & Huang, W.V.(2007). Strategic implement of organizational learning: an   empirical study.   Issues in Information Systems, 8(2), 166-170. Glynn, C.E. (2007a, June). Knowledge sharing as a strategic asset at Caterpillar, Presentation at 2006 ASTD Excellence In Practice Award Winner, Atlanta, GA. Glynn, C.E. (2007b, June). Managing learning to ensure strategic alignment with the business at Caterpillar, Presentation at 2006 ASTD Excellence In Practice Award Winner, Atlanta, GA. Glynn, C. E. (2008, October). Staying strategic in uncertain times, Presentation at Tata Interactive Learning Forum 2008, Chicago, IL.  Goh, F. (2007, February). Corporate university Xchange best practice: Innovative communications and branding. Presentation at the Training 2007 Conference & Expo, Orlando, FL.  Vance, D. (2006, March). Return on Investmanent: Caterpillar University’s journey to measure,   evaluate and manage learning, Presentation at 2006 learning analytics symposium, Orlando, FL.

Slide 41: 

THANK YOU!! Happy Christmas