Navigating Fluor University - Construction Industry Institute

Report
Construction Industry Institute
http://www.construction-institute.org/
Build Your Future Now!
Professional Development is
not OPTIONAL
How to Create and Implement a Comprehensive Career
Development Framework
Developed from the Professional Development
Committee Annual Conference Implementation Session
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Construction Industry Institute
http://www.construction-institute.org/
 Understand that an organization’s capacity to
train employees is fundamental to its ability to
survive
 Understand how a member company set up
their university
 Options for smaller companies to implement a
“scaled” system
 Highlight CII PDC offerings available to
members
 Provide Contacts for additional information
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Construction Industry Institute
http://www.construction-institute.org/
 Today – from the receptionist
with the high school education to
the CFO with an MBA – the entire
workforce has become a skilled
landscape; that means every
position is in need of continuous
training/development.
Source: Adrian Miller, Adrian Miller Sales Training
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Construction Industry Institute
http://www.construction-institute.org/
Organizations Continue to Struggle to
Prepare Workforces to Meet Growth
Demands…CII Can Help!2008
2007
94%
2006
64%
86%
Not Adequately
Prepared
Not Adequately
Prepared
Not Adequately
Prepared
Source: Softscape – Results from past three “State of the Global Talent Nation” surveys of HR
professionals
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Construction Industry Institute
http://www.construction-institute.org/
Global Trends Fuel the Need for Change
Tightening Labor Market:
•
9% fewer workers starting careers than those
leaving the workforce through 2011
• Globalization:
Blending of diverse skill sets
• Changing Demographics:
•
Addressing needs of different age groups
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 To prepare your employees and your
company for the large number of baby
boomers who will be retiring in the near future
 Increase employee engagement and morale
 Training and development can be proactively
planned and reflected in business strategies
 Increased safety awareness
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 In 2008 Fluor realized that it needed to
develop employees to ensure the company’s
existence.
 There were a large number of new employees
joining the company and they needed
consistent on-boarding and training in the use
of company practices.
 Years of experience to retire within the next 5
years
 Determined that “Fluor University” would help
in all areas.
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 Fluor University Mission:
 Provide an integrated framework for delivering
the technical, functional, business and
leadership development that drives Fluor’s
success.
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 Published a Comprehensive Course Catalog & Created
Detailed Career Development Frameworks for Each
Discipline.
 Launched the Fluor University Website and Provided a
Single Portal to Fluor’s Learning and Development
Resources.
 Initiated an Online Career Development Planning
Capability.
 Implemented Video Distance Learning System & other
Low Cost on-line learning opportunities.
 Selected Regents and Deans and others to assist with
development and governance of the University.
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 Let’s look at each position’s responsibility:




Board of Regents – Chaired by CEO and Business Group Presidents

Ensures Fluor University drives business results

Provides overall strategic direction and focus
University Council – Senior level managers from each Business Group

Provides strategic linkage to the business

Is the ‘voice’ of the business and corporate groups to the university
College Deans – Experienced and respected leader for each discipline

Develops and manages curricula and programs needed to drive business results

Defined curricula linked to business strategies
Global Excellence Leaders – Most often duel role for College Deans

Define specific discipline courses
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 Fluor University is accessed from the Fluor homepage.
We will now explore how they set up their electronic
University.

26 Colleges covering all disciplines (e.g. Project Controls, Project
Management, etc.)


Colleges are lead by Deans who are the GELs or Functional Leads of each area

50 Career Development Frameworks covering most job families

Instructor led courses

On line courses available 24/7
As with any system, Fluor continues to fine tune the University and
make improvements.
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 Fluor University is accessed from the Fluor homepage.
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 Fluor University Homepage

On the left, employees can search for a course and see what’s new. Under the first tab,
employees learn more about the University and the governing members.
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
Under this tab, employees will find the Career Development Plan or the CDP. This on-line
career development plan allows employees to chart their future.
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
The next tab contains links to the individual colleges
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
The Career Development Plan process is very important to both the individual
employee as well as the company. The process allows an employee to identify,
track and close goals which will assist them with their own development

Fluor as with many other companies, endorses the 70, 20, 10 methodology.

70% of development comes from experience – such as a stretch assignment
either on their current project or on a new project or maybe in a new location.
The stretch assignment might be in a different function, business line, corporate
or staff role.

20% of development is accomplished with mentoring.

10% is actual training, either on-line or classroom.
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
The CDP assigns the responsibility for creating the plan to
the employee. The employee’s manager, mentor or sponsor
all have access to the completed plan at anytime.

The Career Development Plan contains:

The employee’s current role and how it is developing for the
future

Development needs are identified and a S.M.A.R.T. goal is
developed for that need

An Action Plan is developed utilizing the course catalog and
the Career Frameworks
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

As mentioned earlier, Fluor has developed over 50
Development Frameworks across all functions.

The Frameworks contain various levels for each function.

In the following example is for Contract Management you can see that there is an Entry Level,
Intermediate Level and Senior Level Framework.

Included in the framework are:

Required Courses

Recommended Courses

Required Reading

Recommended Reading

Recommended Experiences and

Performance Competencies.
The following example is from Contract Management. As you
will see the framework is divided into three levels: entry,
intermediate and senior.
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
Fluor has created an electronic Career Development Plan as shown here.
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
We realize that not all companies have the resources available to them that
Fluor does, so developing a University might not work. Here are some ideas of
how smaller companies can implement a smaller scale program.
1.
Identify if the current employee appraisal or development process allows for
setting of development goals. If not, see if adding a section is possible.
2.
Establish career frameworks for individual career paths within the company to
allow employees to understand growth potential.
3.
Compile all training and development activities into a catalog and make
accessible to all employees.
4.
Identify a method to track all training and experience based development
activities.
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A great starting point for creation of a comprehensive development program is the resources
available to you through the Professional Development Committee. Including:
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• CII research formatted as instructorled courses developed by industry
experts and adult learning
instructional designers
 19 different topics

Taught right from the book
 – or –
 Customized by your own trainers to
specific company needs and
applications
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CII Education Modules
Everything an
instructor needs …
• PowerPoint Slides
• Lecture Notes
• Exercises
• Case Studies
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Web Seminars

CII Professional Development Web seminars are
typically one hour in length and are scheduled
periodically. Each Web seminar is made available
for sale at the CII Store following the event.

“Planning for Startup” – Sept 13 by Scott
Cameron, Procter & Gamble Co.

“Disputes Prevention and Resolution”

Coming Fall 2010

The three main, underlying causes of construction
disputes are: project uncertainty, process
problems, and people issues. Failure to address
these causes results in project disruption, cost
overruns, unmet schedules, and can lead to
unacceptable litigation costs. This web seminar will
explore various methods to successfully prevent
and resolve disputes: preconstruction techniques;
dispute prevention techniques; dispute resolution
techniques; and conflict resolution techniques.

Michael P. Pappas, Ph.D, P.E., Pappas
Consulting LLC
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 The Professional Development Continuum is an online resource to
help organizations plan the development of new construction project
managers (3 to 5 years of experience). The plan continuum
illustrates how CII publications, education modules, online courses
and instructor-led courses taught by CII Registered Providers
address competency areas across the project life cycle. These are
targeted to competencies on:
 Leadership & Human Relations
 Project Organization & Management
 Continuous Improvement
 Front End Planning & Risk Management
 Project Implementation & Controls
 Design, Procurement & Materials Management
 Construction Practices and Contracts
 Safety, Health, Environment & Security
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
The major categories are highlighted in gray. As an example, we will look at Project Controls…
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 In addition to the other items already
highlighted, there are alliances that allow
member companies to strengthen their
professional development. Some of these
are:
 Utilize CII Registered Education Providers
 Center for Lifelong Engineering Education at the Cockrell School of
Education
 Pathfinder, LLC or
 Pappas Consulting, LLC
These organizations each facilitate a wide variety of
courses and topics. Instructions for contacting them
can be found on the Professional Development home
page.
 CII also provides the opportunity for Professional
Development Hour (PDH) credits. Individuals can
obtain PDHs by participating in CII Annual Conference,
workshops, and web seminars.
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
Enhanced executive leadership capabilities

Strategic business skills

Collaborative relationships

between owners and contractors

with peers across the industry

Benchmarking on best practices

Executive level networking opportunities
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
Employee Development is critical to the overall success of companies.

The war for talent will happen again in the future…are you and your employees
prepared?

Companies can create their own university whether small or large, the concept is
very scalable.

CII provides many tools to help companies with their employee development
needs

If you need further information, please contact any member of the PDC. Contact
information is on the CII Website.
 https://www.construction-
institute.org/scriptcontent/prodev.cfm?section=prodev
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