Step 2: Create a vision
Hyland’s L&D team had been empowered by high-level leadership to create an award-caliber program for manager training. Everyone believed in its importance and necessity.
With buy-in from the top, the team went to work.
They developed a set of 12 leadership competencies for managers to be evaluated by:
6 frontline manager competencies:
- Ensures accountability
- Communicates effectively
- Displays courage
- Develops talent
- Directs work
- Demonstrates self-awareness
3 managers of managers competencies:
- Business insight
- Global perspective
3 executive team competencies:
- Decision quality
- Strategic mindset
- Drives vision and purpose
The six frontline competencies became the driving force for the program objectives because the target audience, frontline managers, would be evaluated by their direct reports on these standards every year.
Step 3: Get the right people and technology
Hyland’s L&D team could see it needed support to achieve its full vision.
“We needed additional headcount to add to our instructional design team, so we could create an enormous volume of innovative new content, quickly,” Holland said. “The additions needed unique sets of skills so they could jump right in and start creating and delivering exceptional content.”
Identifying the needs was the easy part, but finding perfect matches — as always — was more difficult. The team realized hiring couldn’t be the only strategy, and upskilling became an important part of the restructure.
“Supporting employees to pursue fulfilling careers at Hyland is w
Part 2: Design and execute your program
Step 1: Align your program goals and main components
To meet the organizational objectives of the management training and development program reimagining, the L&D team envisioned a 12-month, blended learning curriculum consisting of:
- E-learning courses
- Discussion forum posts
- On-the-job training
- Social collaboration
Together, the components needed to be easily accessible and appealing to managers wherever they were around the globe. High-quality manager training for remote workers was essential to long-term success.
Step 2: Lean into partnerships
Part of Hyland’s management training vision included company-specific training, but the need for more extensive, universal courses soon became clear. The team partnered with a leading vendor of online content to provide a foundation and framework for its program.
To carry through those resources and extend that investment, the manager training and development program incorporated the third-party base content into virtual-led workshops augmented by Hyland-specific discussions and scenarios.
Additionally, Hyland partnered with a well-known personality typology enterprise. The goal was to enhance managers’ understanding of how people’s natural personalities impact their communication and collaboration styles.
hat drives our team,” Holland said. “We do that all the time for our employees, but we also needed to do that for ourselves. We decided to upskill our organizational development specialists by supporting them to get certified in specific areas and build their credibility and confidence.”
As a technology company, it’s no surprise Hyland also wanted to scrutinize its legacy learning management system (LMS) platform. The team determined the existing tech simply didn’t have the scope to reach the full extent of the future-forward manager training vision.
The new LMS had to allow for:
Specific cohorts to collaborate freely, regardless of time zone
Selection of electives while enforcing prerequisites
Mobile offerings, while supporting both instructor-led training (ILT) and virtual-instructor-led training (VILT)