Example Reflection – Learning Launch

Challenge       I am the head of the HR team and I am also responsible for providing skilled personnel to a number of  our customers on an outsourced model. One such customer has requirements for a specific software  related skill which is not available in the market. The client also had a mindset of getting highly skilled  staff and as a practice they were not interested in recruiting junior staff. We were hard pressed to find  the people with the relevant skills which were within budget which would make commercial sense for  both parties.     My company had developed the ability for training junior technical staff and we were already aware of  the benefits of adding less experienced but well trained staff to manage costs. Therefore, we were  convinced that this approach would also work for the new technology training. We managed to convince  the customer that this approach would work and they agreed after we told them that we would take on  the cost of training. It had long term implications for us financially if we could convince the customer to  be open towards recruiting junior personnel.        Selection     We used a learning launch to get the customer on board. We ran an advertisement campaign and  managed to shortlist about 20 candidates and the customer interviewed. The candidates performed  extremely well in the initial interviews and our idea was slowly getting acceptance.     We wanted to use a learning launch to try out the idea of Our team has already gone through several  design thinking activities/tools, so we are ready to try the learning launch tool. Broadly speaking, the  learning launch is an experiment meant to quickly test an idea and prototype.      Application    During this launch, our focus was on creating a new mindset within the ranks of the customer’s  management team and giving them a flavor of broadening their recruitment criteria with a benefit in  terms of cost. We also wanted the first batch of recruits to succeed. We planned technical as well as soft  skill trainings to make sure that they would succeed in the job. The success of this initiative would give  us more revenue and higher margins.     This learning launch was a long term (3-6 months). We had periodic reviews to ensure that the trainees  were exposed to the customers. To make sure we got the customers commitment, we involved their  technical specialists to conduct some of the training programs giving them face time with the potential  recruits.           Insight

Through this initiative we learnt that a period of 3-6 months training is required for the recruits to be  fully conversant on the technical aspects. The soft skills training was essential and a critical success  factor in getting them selected by the customer. Involving the customer stakeholders in the training  process gave them ownership. For the recruits the brand image of the customer and potential learning  opportunities in a changing field gave them confidence and motivation in their chosen path.    Since this was a pilot launch and we were trying this out in a real environment with specific outcomes, it  was critical for us to ensure that the initial batch was a success. We also found out there was one person  who was not suitable to continue with the training due to reduced commitment. This also helped us to  set a baseline for future recruits.        Approach     So far through training different batches, we have gained a lot of insights. The initial learning launch was  invaluable to make the program a success. This also has open up new opportunities that we did not  foresee with the customer. From the time of the initial launch we have successfully increase our  footprint with the customer and have seen a potential revenue growth.


Example Reflection – Learning Launch Challenge I am the head of the HR team and I am also responsible for providing skilled personnel to a number of our customers on an outsourced model . One such customer has requirements for a specific software related skill which is not available in the market . The client also had a mindset of getting highly skilled staff and as a practice they were not interested in recruiting junior staff . We were hard pressed to find the people with the relevant skills which were within budget which would make commercial sense for both parties . My company had developed the ability for training junior technical staff and we were already aware of the benefits of adding less experienced but well trained staff to manage costs . Therefore , we were convinced that this approach would also work for the new technology training . We managed to convince the customer that this approach would work and they agreed after we told them that we would take on the cost of training . It had long term implications for us financially if we could convince the customer to be open towards recruiting junior personnel . Selection We used a learning launch to get the customer on board . We ran an advertisement campaign and managed to shortlist about 20 candidates and the customer interviewed . The candidates performed extremely well in the initial interviews and our idea was slowly getting acceptance . We wanted to use a learning launch to try out the idea of Our team has already gone through several design thinking activities / tools , so we are ready to try the learning launch tool . Broadly speaking , the learning launch is an experiment meant to quickly test an idea and prototype . Application During this launch , our focus was on creating a new mindset within the ranks of the customer ’s management team and giving them a flavor of broadening their recruitment criteria with a benefit in terms of cost . We also wanted the first batch of recruits to succeed . We planned technical as well as soft skill trainings to make sure that they would succeed in the job . The success of this initiative would give us more revenue and higher margins . This learning launch was a long term ( 3 - 6 months ) . We had periodic reviews to ensure that the trainees were exposed to the customers . To make sure we got the customers commitment , we involved their technical specialists to conduct some of the training programs giving them face time with the potential recruits . Insight Through this initiative we learnt that a period of 3 - 6 months training is required for the recruits to be fully conversant on the technical aspects . The soft skills training was essential and a critical success factor in getting them selected by the customer . Involving the customer stakeholders in the training process gave them ownership . For the recruits the brand image of the customer and potential learning opportunities in a changing field gave them confidence and motivation in their chosen path . Since this was a pilot launch and we were trying this out in a real environment with specific outcomes , it was critical for us to ensure that the initial batch was a success . We also found out there was one person who was not suitable to continue with the training due to reduced commitment . This also helped us to set a baseline for future recruits . Approach So far through training different batches , we have gained a lot of insights . The initial learning launch was invaluable to make the program a success . This also has open up new opportunities that we did not foresee with the customer . From the time of the initial launch we have successfully increase our footprint with the customer and have seen a potential revenue growth .