With today's challenging economics and dynamic market, more so than ever learning must be viewed as critical to the business. The learning organization at Farmers Group Inc. has grown from an environment of fragmented and undervalued learning units to an organizational strategic advantage and global learning leader in just a few years. Annette Thompson, chief learning officer at Farmers, will share the foundational elements in this journey and will discuss how we as learning leaders should be thinking about the future in these critical areas: • Vision and strategy alignment to organizational objectives. • Capability readiness for a changing workforce. • Design strategies and accountability that drive results. • Technology that enables and supports tomorrow's learner. • Operational models that optimize efficiency. • Marketing to grow your shelf space. • Benchmarking to state of the art. Annette Thompson, SVP and Chief Learning Officer, Farmers Insurance

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Who is Farmers Insurance?

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Who is the University of Farmers? (Strategic)
• Who we were in 2003:
– Silo-ed tactical training units
– Reactive to organizational needs
– Delivering classes
– Tied to delivering training
– Some evaluation
– Training professionals
• Who we are 2010:
– Integrated strategic learning organization
– Proactive to organization strategies/goals
– Providing performance improvement and solutions
– Learning tied to strategic business goals
– Robust accountability
– Deep organizational learning capabilities

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Who is the University of Farmers? (Tactical)
• Total population: 56,737
• University of Farmers employees: 354
• Unique activities available: 11,015
• YTD online engagements: 1,150,504
• Average ongoing learning initiatives: 103

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Who is the University of Farmers? (Strategic)
• How we are thinking beyond 2010:
– Strategic alignment to audacious 2020 vision
– Capability management
– Changing workforce
– Evolving technology
– Future leadership
– Expanding learning footprint
– Learning effectiveness

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Today’s Agenda
Growing Your Strategic Advantage in a Challenging and Dynamic Market
• Vision and Strategy Alignment to Organizational Objectives
• Design Strategies and Accountability that Drive Results
• Operational Models that Optimize Efficiency
• Capability Readiness for a Changing Workforce
• Technology that Enables and Supports Tomorrow’s Learner
• Benchmarking to “State of the Art”
• Marketing to Grow Your Shelf Space

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Vision and Strategy Alignment to Organizational Objectives
Learning at Farmers should be strategic, purposeful,
deliberate, and very tightly tied to our operational
objectives, vision, and mission …
this makes us a competitive business factor for
Farmers Future.

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Vision and Strategy Alignment to Organizational Objectives
Farmers Vision:
“Farmers will achieve market leadership by driving innovation and operational
excellence to provide the best value and experience for every customer we are
privileged to serve.”
University of Farmers Mission:
“The University of Farmers mission is to
drive results in support of our operational
goals by developing Farmers as a world
class value based learning organization”
University of Farmers Vision:
“The University of Farmers will take a leading role in Farmers achievement of
market leadership by driving learning excellence through industry leading training
and professional development opportunities
for everyone we are privileged to serve.”

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Vision and Strategy Alignment to Organizational Objectives
– Board of Regents (External Board)
– Business Unit Advisory Process
– CLO Reporting Relationship
– Learning Staff Aligned to Business and
Compensated to Business Outcomes

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Design Strategies and Accountability that Drive Results
Just how to use
the system?
Or the full customer
experience?

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Design Strategies and Accountability that Drive Results
Identify what success looks like
Provide clear expectations
Identify skills, knowledge
and attitudes that drive
learning objectives
Identify challenges
Identify who impacts results
Identify core
competencies that drive
behavior
Identify behaviors
that drive success
Identify underlying causes
Determine delivery
Determine measurements
Validate inside industry
Validate outside industry
Develop integrated
ongoing curriculum
Determine how to track results
Start with end result in mind

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Design Strategies and Accountability that Drive Results

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Operational Models that Optimize Efficiency
Run learning like a business.

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Operational Models that Optimize Efficiency

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Capability Readiness for a Changing Workforce
Millennials
Multitask; Immediacy
Social Networking
Checklist
Now
Multimedia
Collaborate learning
Seek interactivity
Leaders should listen/respect ideas
Focus on immediacy
Simulations & experiences
Baby Boomers
Aspire
Change
Whatever it Takes
“Frame”
Print & paper
Facts – respected journals
Face time
Results orientation
Focus on influence
Structured formal learning

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Capability Readiness for a Changing Workforce

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Capability Readiness for a Changing Workforce

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Technology that Enables and Supports Tomorrow’s Learner
http://www.youtube.com/watch?v=lUMf7FWGdCw

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Technology that Enables and Supports Tomorrow’s Learner

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Benchmarking to “State of the Art”
• View of your business as a business
• Effectiveness of your learning practices
• Effectiveness of your learning processes
• Effectiveness of your learning organization
• Overall efficiency and effectiveness
• Build credibility
• Strategic planning support

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Benchmarking to “State of the Art”

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Marketing to Grow Your Shelf Space

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Marketing to Grow Your Shelf Space

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Conclusion
Growing Your Strategic Advantage in a Challenging and Dynamic Market
• Vision and Strategy Alignment to Organizational Objectives
• Design Strategies and Accountability that Drive Results
• Operational Models that Optimize Efficiency
• Capability Readiness for a Changing Workforce
• Technology that Enables and Supports Tomorrow’s Learner
• Benchmarking to “State of the Art”
• Marketing to Grow Your Shelf Space

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Contact Information
Annette Thompson
Senior Vice President and CLO
Farmers Insurance
E-mail: annette.1.thompson@farmersinsurance.com
Phone: (818) 584 - 0502