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Learning@AXA S upport AXA’s performance together EWC, May 2013. Background Why the Learning@AXA journey ?.

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learning@axa s upport axa s performance together ewc may 2013
Learning@AXA

Support AXA’sperformance together

EWC, May 2013

slide2

Background

Why the Learning@AXAjourney?

  • In today’s context of business transformation and strive for more efficiency, the L&D Board and the ‘G9’ have validated in Q1 2011 the need for the L&D function to adapt its strategy so as to be a more efficient lever for Ambition AXA’s success in all entities.
  • In order to maximize L&D’s impact by 2015, our 3 main priorities will be:
    • To deploy an adjusted and well-prioritized portfolio of learning offering, properly equipping our employees to support the Group’s transformation and accelerate our business performance
    • To put in place a more integrated operating model encompassing both AXA University and the entities’ L&D departments, step-by-step converging towards virtual shared design platforms and common learning administration tools
    • To create more robust indicators so as to better track L&D productivity, costs and impact over time and constantly adjust efforts where needed.

2

slide3

1

Learning@AXA:

2011-2015 roadmap

3

slide4

1. A prioritized common Learning offering

to maximize impact and contain costs

STATUS TO DATE

NEW OFFERING

5 AREAS OF FOCUS

  • Inspirational Leadership for GSEs: piloted Jan 2012, Roll-out started in Sept 2012, MC/ExComsession in Jan 2013
  • Other 3 levels step-by-step 2013-2014
  • ELCs by AXA U stopped in Oct 2010, other levels progressively turned off.
  • The renewed AXA Leadership Curriculum co-designed by AXA Spain, AXA UK, AXA IM & AXA U builds on the adjusted Leadership Framework and the GSEs role redefinition, delivering it in a cost efficient way.

1

  • Intensify the consistent leadership development of our talent and equip our leaders to better impact the organization and drive the change

2

  • 14 AXA Common Management Modules co-designed by AXA IM, AXA UK, AXA France, MedLA Region, AXA U to foster managerial culture alignment and minimize investment (500 K€ common against 2M€ of cumulated local design costs)
  • Pilots started in March 2012 (UK, Belgium). Local roll outs started in Q3 2012 (Belgium), extended to all other countries progressively in 2013
  • Align key management practices across the Group based on the Leadership framework so as to make the culture shift a reality

3

  • P&C GBL professional college
  • L&S GBL professional college
  • Families currently covered by AXA University to be revamped and covered in common: Risk, PBR, Claims, OpEx, Marketing, HR and IT
  • Enhance the technical know-how required to deliver Ambition AXA (pragmatic approach based on LoBs and Professional families requests)
  • 3 Commercial Lines Sr courses May-June 2012, Retail line Sr Course and Claims in 2013
  • Life underwriting Sr course Jan 2013
  • Other professional families: roll-out plan 2012 to 2015 acc. to organizational needs
  • FINE to be rolled out regionally (started in Asia in 2012)
  • CORE launched in May 2011
  • Both FINE and CORE step by step cascaded regionally to mid-level populations (started summer 2012 in MedLA)
  • AXA FINE for GSEs/GEs since 2007 is an AXA U course regularly updated that has been recently shortened to reduce costs. Will be cascaded to other levels as a common program.
  • AXA CORE designed by MedLA, AXA Equitable and AXA U

4

  • Raise business acumen for non-experts so as to foster cross-functional collaboration

5

  • Welcome@AXA, designed by AsiaPac Region, AXA IM, Germany and AXA U
  • A particular program for the induction of young graduates will be deployed in H2 2013.
  • Design ready in Sept 2012, pilots in Q4, roll-out in entities as of Jan 2013
  • Reinforce the affiliation to AXA through a consistent on-boarding experience for new comers

4

slide5

2. A more integrated operating model

to enhance consistency and efficiency

FROM…

…TO

AXA U corporate offer

Common offer delivered multi-locally

Local specific offer

Senior Executives

Executives

Senior Managers

Managers

Individual

Contributors

Young Graduates

  • No coordinated learning agenda throughout the Group, leading to an inconsistent approach of development for global OTR (AXA University), regional OTRs (regions), and non-OTR (local entities) populations
  • A strong lack of coherence in the offering
    • A siloed and scattered offer, leading to inconsistent messages from one entity to another and to poor cultural convergence
    • A non-integrated learning approach for the new Global Business Lines
  • And yet many duplicated learning offerings in the Group (e.g. more than 30 different leadership/management programs running across the globe in 2010), resulting in costs inefficiencies
  • No group’ wide learning administration nor quality monitoring, limiting our capacity to measure our overall impact and to orient our action.
  • A common and prioritized learning agenda, in line with Group’s key challenges, defined and monitored together through the L&D Board
  • A significant part of the learning offer is common to all entitiesfor the skills that are key to build AXA’s identity. Local specific programs will focus on local market challenges.
  • These learning solutions are co-designed by extended international L&D teams to leverage design capabilities, maximize cost efficiency - and change the “us” and “them” (Group/Operating companies) culture that has predominated in the past.
  • The delivery of this common offer is still multi-local to maintain agility, time-to-market and cost efficiency. When required AXA U will still deliver some of those common programs (Sr Execs, international sessions for some professional families or LoBs…)
  • Training administration and quality monitoring is globalized to evaluate the overall impact of the learning investment,through a single Global Learning Management system and a Global Learning Dashboard.

5

slide6

3. A Common operating system:

The Global LMS

  • Our Global Learning Management System (GLMS) will act as a structuring backbone towards the common “Learning@AXA” operating platform.
  • 3 main objectives:
    • Act as an affiliation symbol and contribute to a more attractive Employee value proposition:
      • Provide AXA employees worldwide with a consistent access to the learning offering (common portal, common structure of the offer, common registration and validation procedures)
      • Boost learning follow-up and sustainable impact: enable post-learning sharing and knowledge management for the alumni communities
    • Enable us to develop a more robust monitoring capability: the global LMS is instrumental to enable the automated documentation of the global L&D dashboard, thus helping better optimize efforts and investments.
    • Help us achieve our efficiency targets:
      • A global purchase and negotiation power, resulting in highly attractive prices for entities (6,72 € per license per year) and substantial economies of scale (see business case in appendix 3: 1M€ annual savings expected as of 2013, 11M€ annual savings as of 2017)
      • Automated administration of the shared learning portfolio

6

slide8

4. Common indicators

1st trends – SDR 2013

Salaried sales forces

Salaried non-sales forces

2011

2012

2011

2012

16,310

16,145

94,241

93,217

Headcount as of 31st Dec, 2012

Average Length of service (years)

8.4

7.7

12.0

12.2

Voluntary turnover rate

22.0%

21.7%

7.8%

7.1%

22,091

22,984

Trainingcost

(K€)

59,885

60,077

  • - Mature Market

22,386

21,270

51,649

51,768

598

821

8,428

8,117

  • - High Growth Market

61,471

61,712

221,099

214,468

Training days

  • - Mature Market

57,088

57,981

153,421

159,630

3,491

4,623

61,469

61,047

  • - High Growth Market

3.9

4.0

2.5

2.4

Average number of training days

  • - Mature Market

4.3

4.2

2.2

2.2

1.6

3.0

2.5

3.2

  • - High Growth Market
slide9

4. Common indicators:

Targeted global L&D dashboard

Learning Investment by portfolio pillars in M€

(Incl. non-sales employees and both salaried and non-salaried sales forces)

L&D Investment allocation per BU and relative to payroll

EXAMPLE

EXAMPLE –

final version available H2 2013

USA

X% payroll

AsiaPac. ExclJapan

X% payroll

Training man/days by portfolio pillars (in thousand days)

France

X% payroll

EXAMPLE

MedLA

X% payroll

Northen Europe

X% payroll

Japan

X% payroll

Eastern Europe

X% payroll

Non-sales employees

Salaried sales forces

Non salaried sales forces

Quality monitoring by portfolio pillars (max. 5)

UK

X% payroll

Support functions

Leadership, Management, Culture

P&C

L&S

Personal development

EXAMPLE

NC

9

slide10

5. What is the role of AXA University

in this new context?

In the new context of Learning@AXA, AXA University’s role is to

  • Lead the L&D Board in defining the strategic agenda for Learning, according to business priorities
  • Manage the shift towards the common offering
    • Coordinate the design of the common learning offering… progressively handing over to entities
    • Bear the initial set-up costs attached to design framing and program piloting of the common offer
    • Support entities in managing a pragmatic transition from local to common learning programs, including Train the Trainers sessions
    • Set-up the common administration and quality monitoring systems and tools (global Learning Management System + global learning dashboard)
  • Deliver on the programs of the common offer that have to be rolled-out internationally as they address specific populations (most senior programs for GSEs, P&C and L&S colleges…)
  • For more details please see AXA University dashboard in appendix

10

slide11

2

Where do we stand?

11

1 the common offering journey what have we achived so far
1. The commonofferingjourney: What have weachivedso far?

Specific/local

Learning solutions

Business as usual: local specific programs, local legalcompliance …

2015

2014

2013

2012

2011

  • Common Solutions

2010

  • Inspirational Leadership for SrExecs (Band 1)
  • 14 Manager@AXA Modules
  • P&C College (Commercial, Retail)
  • L&S College (Underwriting)
  • AXA Essentials
  • L&D global
  • Governance &
  • Roadmap in place
  • AXA CORE
  • Program Management Course (OpEx)
  • Sr Project management Course (IT)
  • AXA Leadership Curriculum for Execs (Band 2)
  • AXA Digital Leaders
  • Digital for marketing
  • LEAN
  • P&C Colleges next steps (retail, commercial follow-up)
  • Welcome@AXA
  • Global graduates
  • Diversity
  • AXA Lship Curriculum Bands 3/4
  • Complementary Manager@AXA modules
  • AXA Digital shift suite (claims, Distributors, IC awareness…)
  • Completion of key technical modules for P&C and L&S acc. to needs analysis
  • Finance: Risk and actuarial College II, update of PBR offering
  • Ops: Marketing College update, HR College, other professional families acc. to business priorities

Delivered | On track | To be done

12

slide13

2. Zoom on Manager@AXA

Implementation status as of April 2013

  • More than1000 managers trainedalready(Belgium, MedLA, Asia, GMS)
  • Verygood level of buy-in, flexibility/ pragmatism/ cost/ intellectualpropertyto AXA beingseen as key successfactors
  • Deploymentapproach
    • Scope survey/ Calibration meetings/ Development plans are the main sources of information used to buildmeaningful local implementation plans.
    • Learning pathsegmentedaccording to population (new managers/experienced managers/top leaders)
    • Dependingon local context ad resources, internalor externalfacilitation.
    • Setting objectives, Build efficient development plans, Manage performance are the 3 mostused modules so far. Give feedback isplanned in H2 in manyentities. Theywereused as an opportunityto cascade down concretely the simplified Leadership Framework.
  • First feedbacks
    • contents and translations are verygood – one adjustmentneeded in Germany
    • interactive approach as a major « plus »
    • Train the trainers are perceivedverypositively and help mobilize the L&D community
    • someexercises and cases need to beadapted to more senior participants
  • Overall impact to beevaluatedat the end of the yearthroughcommonKPIs
3 zoom on the global lms deployment roadmap

Planned kickoff year by entity *

3. Zoom on the Global LMS deployment Roadmap

2012

2013

2014

2015

2016 / 2017

Population of the scope covered **

AXA Belgium

AXA Mexico Seguros

AXA Switzerland

AXA Konzerg AG

AXA Hungary (2016)

AXA Assicurazioni

AXA Tech

AXA University

AXA Poland

AXA France (2016)

AXA Equitable

AXA IM

GIE AXA

AXA Ukraine

AXA UK (2017)

AXA Gulf

AXA Corporate Sol.

AXA Marocco

AXA Spain

AXA Greece

AXA South Korea

Med&La Regional Team

AXA Assistance

AXA Group Solutions

AXA Indonesia

AXA Algeria

AXA Serbia

AXA Hong-Kong

AXA Malaysia

AXA India GI

AXA Advisors

AXA Asia Region

AXA India LS

AXA Singapore GI / LS

AXA Taiwan LS

AXA Portugal

AXA Azerbaijan

AXA Philippines

AXA LM

AXA MPS

AXA Thaïlande GI

Specific JV discussions needed

AXA Japan

AXA China GI

AXA China LS

AXA BS

AXA Thaï. LS

AXA Turkey

Project budgeted and validated

Principle agreement

No agreement, discussions in progress

* List is not exhaustive but based on contacted entities - ** estimation including part of external sales

14

slide15

3

Appendix

Learning@AXA - June 2012

15

slide16

AXA University Dashboard

January – December 2012 (preclosing)