Kickstarting a corporate university firstdata

© Copyright 2012 | First Data Corporation
First Data – Kick-Starting a
Corporate University
September 2012
Mary Miller, VP of Learning Architecture
Jennifer J. Gibson, Director of Learning Solutions

22
Our Story
 Who is First Data?
 Why a First Data University?
 Vision
 Strategy
 Journey
 Results
 Next Steps

33
A Global Technology and Payments Processing Leader
• First Data is a global technology and payments processing leader
serving more than 6 million merchant locations, thousands of card
issuers and millions of consumers worldwide
• First Data provides payment processing solutions such as fraud
protection and authentication solutions, check guarantee and verification
services and point-of-sale (POS) devices and service
• First Data’s strategic focus is on delivering innovations in prepaid,
eCommerce and mobile payments solutions
• 24,000 employees in 34 countries
Who is First Data?

44
• Employee Engagement Survey in 2011
• Only one category reflected results below 60%
favorable…Employee Development
• Respondents were dissatisfied or ambivalent with career
development opportunities
• Less than half of respondents agreed that the organization
was going a good job of retaining talent
Why a First Data University?
“Employee development
should be considered an
INVESTMENT rather than
an expense”

55
Why a First Data University?
Over one thousand comments related specifically to
Employee Development
“Employees are basically left to "die on the vine."
“Develop employee skills and promote from within.”
“…managers put brakes on employees’ development as
way of savings and meeting their budget goals.”
“More development for all staff at all levels would support
employee retention and help build a more forward looking
workforce.”
“Provide opportunity to get training in state of art
technology or current technologies…help employees in
improving their department's product or service delivered
to customers.”

Our Vision

77
Our Vision
An integrated Talent Management and Learning
Strategy to help us achieve World Class Human
Capital Alignment

8
Inconsistent HC Strategy
•Unknown leadership bench, no succession strategy
•Mixed Employee Engagement (< 60% favorability)
•Little investment in training and development
•High percentage of external hires
Aligned HC Strategy
•Deep leadership bench and strong employer brand
•High Employee Engagement (70% favorability)
•Learning and development culture
•Strong investment in learning($1,200/ee/year; 40+hours training)
World Class HC Alignment
•Deep leadership bench and talent pools
•Talent management is a core business, not HR process
•Great Place to Work (Fortune;“talent magnet”)
•Very high employee engagement (80% favorability)
•High revenue/ee ($1Million+)
•Significant investment in training ($3,000/ee/year;80+
hours/yr)
Level 3
Level 2
Level 1
3 Levels of Human
Capital Maturity*
• *Bersin & Associates 2011 Study

9
Class
Virtual
Class
eLearning
Mobile
Learning
Doc/ Book Sims Podcast
Social
Learning
• Employees belong to multiple groups/networks
• Content grouped in Curricula and pushed to specified audiences
• User interface personalized; based on Job Role and career aspirations
• Various types of content can be deployed and tracked
• Immediate access to the info that an employee needs to perform their job
Our Vision
Multiple Modalities, Leveraging Technology

10
Our Vision
Outcomes of a Corporate University
• More effective sales, product and technology teams to drive $1
Billion of incremental EBITDA
• Deeper leadership bench in preparation for IPO and thereafter
• Become a Great Place to Work
• Improved scores in “Employee Development”
• Improved employee retention
• Improved metrics regarding training and development
• Developing leaders becomes part of the culture

Our Strategy

1212
Our Strategy
LEADERSHIPLEARNINGPERFORMANCETALENT
ACQUISITION
CULTURE
Three-Year Human Capital Strategy
Global
University
5 Academies
Learning Management
System (LMS)
Change Management
Employee
Development
Learning Development
Tools
Measurement
10% Increase in Employee
Development Rating
Expected outcomes

1313
Integrated Learning and Talent Management Strategy
Our Strategy
Learning
Solutions
Workforce
Planning
Performance
Management
Career
Management
Succession
Management
Talent
Review and
Hi-Potential
Development
Leadership
Development
Change Management
Measurement

14
Design
Standards
(Performance
Consulting,
Demand
Management)
Development
Standards
(Tools and
Templates)
Deployment
Standards
(F2F, vILT, self-
directed)
Evaluation
Standards
(MTM)
Learning
Architecture
(Platforms,
Systems, Mobile)
Our Strategy
Establish Standards and Consistency

15
• Employees can belong to multiple groups
• Content can be grouped in Curricula and pushed to specified audiences
• Reports can be created for any audience or any curricula
• Manager Dashboard to provide instant information
• Various types of content can be deployed and tracked
• Batch process from PeopleSoft – Add users, update users, delete users
• Create “audiences” on the fly, based on business rules
Our Strategy – Upgrade LMS
Provides
clear,
concise
Curriculum
map
Register for
all Courses/
Sessions
Access all
content
types
Access
Assessments
Schedule
mentoring/
coaching
sessions
View
Transcripts

1616
Prioritize
Gaps/Needs
(with Steering
Committee)
Identify Content
Required
(exists/generic/
build)
Determine
Delivery Mode
(for build/buy
content)
Develop
Learning
Solutions
(in determined
modalities)
Launch Content
(through Learning
Paths in LMS)
Monitor Progress/
Evaluate
(through LMS
Reports/
KnowledgeAdvisors)
Business
Impact
Model
Yearly
Assessments
Analyze
with
Academies
Design/
Development
Standards
Select Partner(s)/
Resources
Define
Groups/
Administrators
Track for
Success
Our Strategy – Continuous Improvements!

17
Short-Term
• SharePoint Integration
• Update of LMS
• Securing generic content
• Creation of Curricula (across
all groups)
• Development of Standards
(design/develop/deploy)
• Build out of Academies
• Measurement Strategy
Long-Term
• Full Employee Portal
• 360°Surveys
• Social Networking (when
vetted and approved)
• Performance Review Cycle
• Role Alignment (as Positions
are available in PS and roles
are defined by Bus)
• Position profiles
Our Strategy – Short-Term/Long-Term Scope

Our Journey

1919
Our Journey - Timeline Overview
60-90 Days
• Define Governance
Model
• Design user
architecture
• Design content
architecture
• Upgrade and
branding of LMS
• Develop Launch
Plan
• Curriculum
development for
Blended Programs
(Skillsoft Assets)
4-6 Months
• Finalize Steering
Committee
• Curriculum
development across
all Academies (Quick
Wins)
• Define standards for
design/delivery of
vILT
• Train vILT designers/
facilitators
• Launch web-
conferencing
capabilities
• Launch Branded
University
6-12 Month
• Develop standards
for content
development
• Develop mobile
deployment
capabilities
• Curriculum
development across
multiple Academies
• Curriculum
development (FD
content)
12-18 Months
• Develop Social
Networking
Capabilities
• Curriculum
development across
multiple Academies
• Create Performance
Support Assets
• Curriculum
development (FD
content)
• Develop reports for
trending Business
Impact
18-24 months
• Transition to
PeopleSoft
• Plan expansion to
full-service
Employee Portal
• Curriculum
development (FD
content)
• Continually review
and update offerings

20
What are industry best
practices?
• IBM
• JetBlue
• Mercer
• Microsoft
• Novologic
• On-Point Learning
• Polycomm
• Skillsoft
• SumTotal
• Unisys
• Xerox
Our Journey – What Were the Options?
What do we already
have?
• Client training
• Contractor
training
• SalesForce.com
• SalesIQ
• SharePoint sites
Expectations were to deliver a quality solution
within timeframe and budget…..we had great
advice on Best Practices, we had Executive
Sponsorship, and we had a core team of 7 

2121
Technology
Academy
Leadership
Academy
Sales
Academy
Product
Academy
Business
Academy
Dean Dean Dean Dean Dean
Steering
Partners
Steering
Partners
Steering
Partners
Steering
Partners
Steering
Partners
Executive Steering Committee
Learning Services
IT
Governance
Academy Deans & Steering Partners

22
• Market the
University
• Identify Needs
• Collect feedback
• Prioritize Needs
• Tie to Business
Evolve Culture
• Jobs/Roles
• Behaviors
• Demographics
• Preferences
• Business Issues
Define Audiences
• Generic/Industry
Standard Content
• Proprietary Content
• Gaps in existing
content
• Prioritize Needs
Prioritize
Disciplines/
Programs
• Design/Development
Standards
• Development Tools
• Development/Delivery
Resources
• Delivery Techniques
Expand Content
Approaches
Our Journey – Building the framework

23
Global
Talent
Leader
SharePoint
Landing Page
Template
Pixel Gaming
Liaison
Communication
/Change
Management
Technology
Academy
Landing Page
Technology
Academy
Quick-Wins
Global
Talent
Leader
Skillsoft Liaison
Emory Liaison
Leadership
Academy
Landing Page
Leadership
Academy
Quick-Wins
Global
Talent
Leader
Dale Carnegie
Liaison
HMM Liaison
Knowledge
Advisors
Liaison
Business
Academy
Landing Page
Business
Academy
Quick-Wins
Global
Talent
Leader
Richardson
Liaison
Sales Academy
Landing Page
Sales Academy
Quick-Wins
Global
Talent
Leader
New Product
Content
Development
Product
Academy
Landing Page
Product
Academy
Quick-Wins
Global
Talent
Leader
LMS
functionality
(User/content
architecture)
Integration
LMS Admin
Training
Curricula
Design
Best Practices/
Consulting
Governance Funding Resourcing Innovation Sponsorship Energy
Our Journey – Divide and conquer

24
First Data Learning Services Team
• Experience
• Expertise
• Services
Architecture, Design,
Development, Delivery

25
Infrastructure
LMS
Web 2.0
Content Repository
Digital Asset Mgt.
Design/Development
eLearning
Flash/Graphics
Video
Document Authoring
Mobile Authoring
Deploy
Classroom
Web Conferencing
eLearning/
Self Paced
Mobile
Social Networking
Standards within a Center of Excellence
Our Journey – Establish the Learning Architecture

2626
Provide cutting edge solutions leveraging the latest technologies and
learning resources
Design, Develop & Deploy

27
Measurement
TDRp White Paper: by Kent Barnett and
Dave Vance, Revised March 1, 2012

The Results

2929
Take Your Career Beyond
MindSpring, First Data’s global university, helps employees
shape the future of their careers as we shape the future of
global commerce. MindSpring is focused on building
leadership skills, employee effectiveness and industry
knowledge that will keep First Data employees ahead of the
competition and poised to drive customer success.
Take your career beyond with tools designed to anticipate the
needs of a changing payments industry.

30
Enter…MindSpring

31
MindSpring Pages
MindSpring Main Page
LMS Main Page
Academy
Page

3232
Leveraging the power…
Ability to view
all direct reports
and assign
content
Ability to view
by Learning
Activity for all
direct reports

33
LMS Landing Page

34
Key Skillsoft Curricula

35
The Results - What Did We Accomplish?
Re-do User
structure
• New Audiences
• New Org structure
• New Admin structure
• Manager
assignments/dashboard
• Metrics with MTM
Re-do Content
structure
• New content types
• New naming structures
• LiveMeeting
Integration
• New functionality
Learning
Architecture
(including
LMS update) New curricula
standard (70/20/10
Model)
• 5 Values curricula
• 90 Skills curricula
• 9 Leadership Principles
curricula
• Updated M1/L1
• 5 New Games
• Requests every week
New Certifications
• 100+ Certifications
• PMBOK/CAPM Cert with
Program Admin
• Product Cert (15 new
modules)
• Sales Cert (with
coaching/reinforcement)
Learning
Solutions
Improved
Satisfaction
with
Development
on Employee
Engagement
Pulse Survey
by 12%

36
New Curricula Paradigm – View from the LMS

37
New Curricula Approach (70/20/10 Model)

38
New Curricula Approach (for Directors)

39
Developing On The Job Recommendations

40
MindSpring Metrics

41
MindSpring Metrics

42
Measurement
• Specifically designed for L&D professionals
• Author and report learning evaluation/data
• ‘Smart Sheet’s based on credible methodologies
• Integrated systems with robust benchmarks
• Measures learning effectiveness at multiple levels
• Links learning to impact and business results
• Powerful, automated executive reporting

4343
Global Learning and Innovation Center (Atlanta)
Grand Opening of the…

Next Steps

4545
Next Steps - On the Horizon
Review Learning Management
System (LMS)
• Improve ease of use for learners
• Provide access from Home equipment
• Develop Assessment Strategy
• Develop Evaluation Standards
Deploy Content Development and
Design Standards for various delivery
modes
• Mobile/iPad
• Virtual ILT
• Social Networking
• eLearning
• Implementation/Program Admin Standards
Implement Content Management
Strategy
• Digital Asset Library – Flash/graphics,
eLearning, Performance Support
materials
• Assets tagged for easy retrieval
• Leverage resources, tools and reuse
Develop Mobile Strategy
• Based on needs analysis
• Focus on iPads/virtual
• Prioritize content to fill gaps
Develop Curriculum for
Blended Programs
• Virtual ILT sessions
• Performance Support materials
• Alignment to Roles (as Profiles are
available)
• Prepare and train administrators, designers
and virtual facilitators
Develop Social Networking
Solutions
• Leverage Ingenious for Books environment
• Encourage collaboration
• Network within Learning Programs
• Reward contributions

46
Questions?

47
Thank You!
Dziękuję
Vielen Dank!
Gracias!

Kickstarting a corporate university firstdata

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