Seeing the clear benefits

first_imgRelated posts: Comments are closed. Seeing the clear benefitsOn 1 Sep 2002 in Military, Personnel Today Previous Article Next Articlecenter_img MikeO’Connor, director of HR at global eye care company Bausch & Lomb, assessesa recent pan-Europe, Middle East and Africa competency-based developmentprogramme, on which participants form multi-national learning sets in order togain a broader awareness of the business context and to share best practicebetween all of its subsidiariesInternational management development programme Designed and delivered by: Roffey Park, Forest Road, Horsham, West Sussex RH124TD Phone: 01293 851644 E-mail: [email protected] consistent management development across geographical boundariesis a challenge for any global organisation. Bausch & Lomb, the world’slargest provider of eye-care products, has worked with consultants from RoffeyPark to successfully address this need. Bausch & Lomb is a truly global organisation. With annual revenues ofabout £1.4bn, we develop, manufacture and market contact lens and lens careproducts, pharmaceuticals and ophthalmic surgical equipment. We have nearly 12,000 employees and we supply products to more than 100countries. Founded in 1853, Bausch &Lomb has a strong tradition of innovation,including the development of unique sunglasses for the military in the SecondWorld War, creating the camera lenses used to take the first satellite picturesof the moon and introducing the first soft contact lenses. We have identified a set of leadership and managerial competencies that willdrive future success. Having undertaken executive leadership programmes at thesenior level, we worked with Roffey Park to introduce a competency-baseddevelopment programme for middle managers. While middle managers are critical to achieving our strategic goals, priorto 2000, there was no co-ordinated, consistent development programme to advancethe management skills of this key group. We decided to supplement theirtechnical training in specific functional areas with a programme centred aroundour global competency framework. The aim was to identify middle management talent within the Europe, MiddleEast and Africa (EMEA) region from all subsidiaries and provide those peoplewith a development programme that would allow them to nurture their skills. I was chartered with getting the programme up and running. I was familiar with the reputation of the consultants at Roffey Park andtogether we collaborated on the development of the programme content. Wereviewed Bausch & Lomb’s strategic objectives and the business challengesso the content could be tailored to our culture and development needs. TheRoffey Park consultants proposed a modular programme with learning sets andtogether we fine tuned the content to make it a very specific programme. With the support of the senior management team in the European region, wefelt it would provide a good opportunity for participants to learn about thecritical skills for success at Bausch & Lomb, to create a development planand then test their learning in a business context before returning for morefeedback. Running the programme The result was the Bausch & Lomb European Management DevelopmentProgramme, which debuted in December 2000. It has been held every three months,with 12 different managers attending each time. The programme is for managers with at least two direct reports. Sometimesthey are new managers who, for the first time in their careers, havesubordinates reporting to them. The local HR teams and the managers of our subsidiaries select thecandidates from our locations across the EMEA region. We consciously select a good cross-section from the different countries andfunctional areas so that participants can develop their own internal networksof colleagues. Before starting, the participants meet with their managers to discuss andclarify their own specific learning needs and goals. This is important toensure that line managers understand the programme and are able to support theefforts of participants once they return to the workplace. The programme has two development modules, both delivered at Roffey ParkInstitute, a residential centre in West Sussex. The first module lasts threedays and covers the impact of change on people management; the role of amanager within Bausch & Lomb; effective leadership; building managerial andinterpersonal competence; and managing diversity. This module is always introduced by a senior leader from Bausch & Lomb,who puts the programme into context and reinforces the strategic direction ofthe business. It also includes practical exercises in which the participantsput skills into action. As part of the first module, the participants form multi-national learningsets – small groups of six managers from different countries who meet separatelyto provide each other with challenge and support. The sets meet twice, in different countries, after each of the two modules.Because English is the company’s global business language, translation is notan issue. Business acumen One of the competencies within Bausch & Lomb is business acumen and partof the way we achieve this is by bringing people together in the learning setsto give them a better understanding of our wider business activities. Theylearn about the different cultures – and the different perspectives on businessissues – in different countries and they work on projects as a multi-culturalsociety, applying the tools and techniques they have learned and discussed onthe programme. To enhance the learning, the manager from the host country arranges for theset members to tour the local facility and the local general manager usuallymeets with the group to review the regional business strategy, priorities andchallenges. Working in a set provides a learning experience in addition to the programmecontent. The sets give people exposure to managers from other countries andother functions and this gives them greater awareness of our EMEA-widepriorities. The sets have been well-received because they create informalnetworks throughout the company and give people a chance to learn more aboutthe issues faced by other subsidiaries. About three months after completing the first development module, theparticipants regroup for module two, which lasts two days and covers strategicthinking; time management; motivation; handling conflict; delegation; managingfrom a distance and political behaviour in the workplace. The participantsreview their experiences of putting their learning into practice and theyrefine their personal development plans accordingly. The programme places a strong emphasis on self analysis, feedback fromcolleagues and personal development planning. The Roffey Park tutors ensure theprogramme is very interactive and they respond to the specific needs of eachparticipant. Our people are very hands-on and response has shown that theywelcome this more flexible approach. Meeting future challenges Although products and times have changed, Bausch & Lomb still adheres tothe legacy of dedication to innovation, quality, and craftsmanship establishedby our founders John Jacob Bausch and Henry Lomb. As we strive to help peoplesee, look and feel better, we will continue to innovate with technology anddesign. The pan-EMEA development programme is creating a broad awareness of thewider business environment in which we work. In addition to the many personalbenefits for participants, it is an opportunity for our middle managers toshare best practices across our subsidiaries and this has proved verybeneficial in helping us to meet our goal of exceeding customer expectations. VerdictSuccessful transfer of learning The programme provides great value and there are many inquiries frommanagers asking to participate, which is an indicator of its popularity. From the outset, Roffey Park consultants have been terrific to work with,very flexible – open to new ideas and suggestions – and always puttingthemselves out to ensure our needs are met. The setting is beautiful with groundsand facilities creating a relaxed environment for learning, in which peoplefeel comfortable straight away. Through the programme, the participants focus on the competencies that makepeople successful within Bausch & Lomb. They gain new perspectives on thedifferent business issues faced by other subsidiaries in the company and theyform a strong, multi-national, personal support network across the EMEA region.The organisation benefits from the transfer of the learning back into the localwork environment and from having talented middle managers in place who areequipped with the competencies we need to go forward. VALUE FOR MONEY * * * * *ORGANISATION * * * * * QUALITY OF EXPERIENCE * * * * *EFFECTIVENESS OF MEETING BUSINESS NEEDS * * * * *FUN * * * * *VALUE OF BRINGING DIFFERENT CULTURES TOGETHER * * * * *OVERALL RATING * * * * * Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a…last_img