Developing and managing talent through the Volvo Degree Programme
MAXINE KNOWLES – Human Resources Manager Volvo Construction Equipment Division, Volvo Group UK Ltd
options, this degree had been tried and tested by organisations such as UPS and Barclays, it was flexible enough to deliver in-house, and could be tailored and populated with Volvo specific content. It was the obvious choice.
There was once a time when promotions were based on current performance rather than future potential, but times have changed. In Volvo CE’s GB dealer we have been making huge investments in our people to ensure that succession planning provides the desired level of leadership and engagement for the future. It’s all about the people, and in the current economic climate, having the right people in the right roles has never been more important.
The challenge faced by our HR team was to ensure that the high performers and up and coming ‘shining stars’ received tailored, consistent management and leadership development training. The message we were receiving was that employees wanted high level, internationally recognised qualifications, as well as validation of management skills which could underpin long service. We knew it was vital that such a large investment must add value back to the business, and to develop the ‘Leadership Pipeline’ competencies which the Volvo Group identified as being important at defined leadership levels.
The most significant factor for us was that it was a work based degree, so real business projects could be picked up by delegates and it could add value back to the organisation. Though the degree is three years in duration, it was exciting for us to think of the longer term business benefits of the programme, and it was apparent that the company investment would be more than offset with efficiency and performance improvements.
The challenge for the delegates shouldn’t be underestimated! The 12 module degree programme encompasses a range of learning and assessment tools, including a dissertation in the final year, so this is no ‘watered down’ degree. Our students’ studies include self-reflection, leading teams, performance management, the micro and macro-economic environment, and change projects. The financial investment made by Volvo was countered equally by investment in time from the delegates, who spend around 12 hours per week outside of workshops studying. We recognise that some big sacrifices have been made in people’s lives though everyone see’s the longer term benefit and that makes it all worthwhile!
Already we are seeing the positive benefits of the degree within the company, through enhanced performance. The recommenda- tions of one student project have led the HR team to plan a roll out ‘performance management & coaching’ training sessions for all people managers during 2012.
Our chosen solution for middle and senior managers was a ‘BA Honours Degree in Management & Leadership’, delivered by tutors from Ashcroft International Business School at Anglia Ruskin University in Cambridge. Though we evaluated other
I know that I speak for the masses when I say that I am delighted with the achievements our students have achieved so far. It will be a hugely proud day for me when they graduate.
THE VOICE PAGE 46
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