Leadership training case study
The Client:
A large Australian based IT organisation.
The Project:
We were engaged by the organisation to assist them in developing training for the delivery of services to BHP Billiton. To commence the project we were asked to conduct a training gap analysis which would focus on the training provided to date and to specifically understand its limitations, as well as the areas that it needed to focus on in the future to meet the demands of their staff.
The Approach:
We embarked on a major stakeholder engagement process contacting their employees across Australia by telephone, some of whom were located in remote locations. Once the interview program was completed, we developed a report which provided a framework for how the training needed to be conducted in the future and the areas that it should focus on. One of the key findings of the project was that the training would not be very successful if it provided general information for all divisions. It was necessary that the training be customised for all divisions so that they could understand how the changes were going to affect them and their daily work.
We were then engaged to develop a new information and training package for staff. We then developed six different training packages, one for each of the business units involved in providing services to BHP Billiton. We developed core content for the training packages by working with several subject matter experts within the company and by consulting with experts in related corporations. To ensure that the training and information package was appropriately customised to each of the six business units, we then worked with an expert group from each business unit. The expert group provided content specific to their business unit and reviewed the overall training package to ensure that it met their needs.
Finally, we were asked to deliver the training to all staff involved in the delivery of services to BHP Billiton. These staff were located in capital cities across Australia and at mine sites in more remote regional locations in Australia. Several training sessions were also delivered to staff in international locations.
The Outcome:
We presented each training session in partnership with a subject matter expert from the organisation. More than 12 training sessions were delivered through a combination of face-to-face delivery and delivery by telephone conference. To meet the shift requirements of participants located at mine sites and international time differences for overseas participants, we adopted a flexible approach and ran a number of sessions outside standard business hours.