What do you do when you have 8000 employees all across the globe? What happens if the culture treated training and development as an afterthought on the org. chart?

Read the NetApp story below:

“They used to try to avoid NetApp University, or they said ‘NetApp Who?’ instead of ‘NetApp U,’” Nagarathnam said. “Now we’re integral to the business.”
Nagarathnam said the company’s learning organization was in disarray when he joined, with bits and pieces of training here and there and a lack of clear direction and focus. Company revenues had been growing steadily from $1.17 billion in 2001 to a reported $3.4 billion in fiscal year 2009, and NetApp’s global workforce had hit 8,000 employees, but NetApp University had simply failed to keep the pace.

“They had too many pockets of training within NetApp because the learning organization really hadn’t stepped up to meet the requirements of the company,” he said. “The systems, processes and consistency of offerings were completely missing.”

In his year and a half on the job, Nagarathnam focused on building a solid foundation for enterprisewide training that delivers education opportunities to NetApp’s internal employees, external partners and customers. It didn’t take long to see results.

NetApp University recently received the Total Customer Experience award — the top award within the company.

“It typically goes out to sales organizations,” Nagarathnam said. “It’s very, very rare for an accomplishment of this kind to be recognized for the award. It speaks volumes to the impact we have made. As our COO announced at our all-hands [meeting], we are now giving a competitive edge to our company with the way the training organization is supporting the readiness and the development of the employees.”

Get more at: http://www.clomedia.com/profile/2009/October/2755/index.php


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