1. They face new challenges daily; the company has started changing their leadership development strategy to address a broader culture of learning. Employee development has been a big part of UPS since day one. The company developed a new leadership development program to enhance online learning. This program gives employees training and development that is available 24/7 (Kalman, F. 2012).
UPS has implemented the Jack Phillips’
ROI model. This model provides a way to predict the potential payoff, return on
investment (ROI) training and human resources development initiative (Kalman,
F. 2012).
This model accesses 5 key areas
reaction, satisfaction, and planned action, learning skills and knowledge
gains, application and implementation, business impact measures business
impact, and return on investment. The
reaction, satisfaction, and planned action measures employee satisfaction and
their plans on how they will use what they have learned. The learning skills
and knowledge level uses tests, skill practices, role playing, simulations, and
group evaluations to measure what they have learned. The behavior, application
and implementation level 3 assesse if employees have applied the skills on the
job. The business impact level measures how the business has improved after
training. The return on investment level compares the monetary benefits from
the program with the program costs (The Phillips Model for Evaluating Human
Resource Development and Training).
2. The
leadership programs focus on 9 core leadership competencies: integrity,
customer focus, business and finance, perspective, managing results,
communication and influence, decision making and problem solving, and
development orientation and partnership. These competencies qualify for specific
job development offerings. “It’s about getting the right training for the right
people at the right time, so that we’re not painting everybody with the same
brush,” said Mary Kay Kopp, UPS’ global learning network director
(Kalman, F
2012 ).
3. Jovita
Carranza started in UPS in 1976 as a part time clerk. He had strong work ethic
and showed a great commitment to the company. The company was impressed with
her work and she was promoted to planning manager in 1985. Then in 1987 she was
promoted once again to human resource manager. She was division manager, and
feeder operations. She became district operations manager just 2 years later.
In 1999 she was selected to be president of the Americans Region. Currently she
is vice president of Air Operations. Jovita is eager to take on new challenges
daily. All the opportunities she has had she learned something new and serve as
a platform for future endeavors. She has been at the company for 30 year and
she feels that teamwork, interaction, and staff development are the most
important. Through her achievements of determination, drive, and innovation she
has been named the Hispanics Business Magazine’s Women of the Year (Hughes, R.
L, & Ginnett, R 2013)
4. “It’s
about getting the right training for the right people at the right time, so
that we’re not painting everybody with the same brush,” said Mary Kay Kopp,
UPS’ global learning network director The formalized training courses, informal
mentoring, and coaching programs is dedicated to advancing the business leader
development (Kalman, F 2012 ).
Words
Cited
Hughes,
R. L., & Ginnett, R. C. (2013). Leadership: enhancing the lessons of
experience (Special ed.). Boston: McGraw-Hill Primis.
No comments:
Post a Comment