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2019 L&D TRENDS how 5 fortune 500 companies approach learning & DEVELOPMENT

Walmart

In 2015, Walmart CEO Doug McMillon announced that his company would invest $2.7 billion over the course of two years to improve its training processes, and give a two-stage, broad-based pay increase to millions of workers. Today, as part of that growth and development initiative, Walmart has 200 Walmart Academies up and running across the United States. A one-stop shop for professional and personal growth, “the academy” provides 2-6 week training programs designed to enhance retail skills such as sales, merchandising and employee motivation.

2018 Highlights

Walmart embraces the Returnship to bring stay-at-home moms back to work. Read more here.

Ford

According to their website, Ford Motors is in the process of developing a common global framework for approaching innovation in a customer-centric way and incorporating the innovation skills into their leadership development programs and professional development offerings. These include a number of programs specifically designed for current and aspiring executives, directors and managers such as:

The Global Leadership Summit: Aimed at executives and general managers responsible for global projects, departments and budgets, these programs are a combination of immersion in markets and the application of new skills.

Global Executive Leadership: Geared toward directors and senior managers associated with a region, but with responsibilities that extend to the global enterprise.

Experienced Leader Program: Aimed at middle management, the program helps grow the capabilities of our skill team leaders running regional large projects and functional departments.

Salaried Supervisor Institute: A program for new and experienced front-line leaders, which builds foundational leadership skills and hands-on applications.

Photos courtesy of https://corporate.ford.com/

AT&T

In 2008, when AT&T executives started examining the kind of workforce skills they would need to thrive in an increasingly digital, software-centric world, they made a startling discovery: only about half of AT&T's 250,000 employees had the necessary science, technology, engineering and math skills the company required to thrive over the next decade. As a result, AT&T launched a massive global retraining program dubbed Future Ready.

The initiative is a $1 billion web-based, multiyear effort that includes online courses as well as an online portal called Career Intelligence lets workers see what jobs are available, the skills required for each, the potential salary range and whether that particular area is projected to grow or shrink in the years ahead. If it succeeds, by 2020 AT&T will have reeducated 100,000 employees for new jobs with cutting-edge skills and, in the process, created the kind of nimble workforce it needs to compete in the 21st century. Read more here.

Photographs courtesy of www.att.jobs

Boeing

On June 4, 2018 Boeing launched new workforce development programs as part of its 2017 pledge to invest $300 million in employees, infrastructure and local communities as a result of U.S. tax reform. The new programs come after the company crowdsourced more than 40,000 ideas from employees through an online survey and dozens of iPad-equipped "Idea Stations" at Boeing sites worldwide. As a result, Boeing will launch an online network of resources designed to make learning more accessible to employees at all levels of the company.

A new partnership with Degreed.com will also provide employees with access to online lessons, certification courses and degree programs. Considering digital literacy is the cornerstone of their long-term growth strategy, they also plan on funding several programs to help employees enhance technical skills and understand industry trends, tools and technologies.

Nationwide

When asked by Chief Learning Officer why Nationwide’s learning program is elite, Kathleen L. Smith, VP talent management and development replied, “One is that it is a highly collaborative community of learning leaders across the company. We work together to look to the future, to share best practices, to mature our capabilities. The second thing is the way learning is integrated. It’s an integrated part of all strategic efforts. [Lastly,] our leaders are highly engaged in learning – they participate, they contribute, they strategize with us, they help define outcomes, and they ensure that the metrics for everything that we do are visible.”

Photographs courtesy of www.nationwide.com

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