Building a global training initiative fit for KONE’s diverse workforce

Published date09 April 2018
Date09 April 2018
Pages91-94
DOIhttps://doi.org/10.1108/SHR-11-2017-0079
AuthorSamantha Caine
Subject MatterHR & organizational behaviour,Employee behaviour
Building a global training initiative tfor
KONEs diverse workforce
Samantha Caine
Abstract
Purpose Business Linked Teams was tasked with creating a training programme for KONE to
transform sales people in various markets to communicate value, differentiate the organisation from its
competitors,improve margins and increase orders.
Design/methodology/approach Business Linked Teams developed a global solution that is
adaptable to local market conditions with case studies, activities and role plays and further course
materials developed specifically for each respective front line of sales staff. The programme was also
developed to run in multiple languages.The solution comprises two modules that are run approximately
six monthsapart, supported by online learningelements.
Findings In the UK, the results nine months post-training were that 72 participants had identified
£11,463,378 worth of ordersachieved as a result of the skills and processes they were able to use after
the training,with £5,044,942 of future ordersin the pipeline.
Originality/value Business Linked Teamscreated an original training programme that was tailoredto
the uniqueneeds of KONE. Each training programmethat was created was designed to meetthe specific
goals of the organisationto ensure that the most effective route possibleis taken and to maximise uptake
of learningonce the programmes have ended.
Keywords Training, Knowledge, Globalization, Leadership, e-learning,Learning and development
Paper type Case study
Developing a workforce that spans various continents, markets and cultures still
remains a challenge for KONE. Samantha Caine, Client Services Director at
Business Linked Teams, explainswhy.
KONE prides itself on improving the flow of urban life and understanding the movement of
people. However, as a company ofover 52,000 employees worldwide, the Finnish-based lift
and elevator company faced a great challenge in designing and rolling out a global sales
skills development programme.
“The programme’s objectives were to transform sales people in various markets to
communicate value, differentiate the organisation from its competitors, improve margins and
increase orders”. However, the journey to achieving these objectives was scattered with
complications including distinct market differences, language barriers and cultural divide s.
The organisation’s initial sales training solution was delivered on a local basis with a disjointed
approach that was limited in its ability to broach the organisation’s global processes and
diverse ways of working. This approach fell short of providing the central management wi th a
clear understanding of the global competence levels of its sales workforce, and with budgets
split to unit level, the solution was limited in its technological capabilitie s due to the cost.
A universal challenge
Taking into account KONE’s global presence and international workforce, the right
development and sustainable programme would have to demonstrate cross-cultural
Samantha Caine is Client
Services Director at
Business Linked Teams,
Sidmouth, UK.
DOI 10.1108/SHR-11-2017-0079 VOL. 17 NO. 2 2018, pp. 91-94, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 91

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