How this Dutch-owned bank is utilising the '70:20 approach' to promote truly global learning
Ahead of his session at the CIPD’s HR in International Organisations Conference In London, Derek Bruce, head of international development at ABN AMRO tells People Management how he battles cultural challenges to develop people on a global scale, and why he believes learning should be something that employees do every day.
What is the L&D set up at ABN Amro?
We have a L&D development centre consisting of five sub teams; personal and team development, leadership development, commercial businesses, internal functions and international. We are moving towards bespoke training programmes, but at the moment we are using templated programmes and adapting them to the community. The framework needs to be for global dispenses, but because the organisation is still very much a Dutch organisation – 80 per cent of our business is through the Netherlands – it is taking its time to move towards that mindset of true global learning. Since joining I have aimed to bring together the international learning community as one community with monthly calls across L&D and an annual conference.
What are the challenges when trying to implement L&D programmes on an international level?
When we look at global programmes the basic challenge is language, due to our Dutch roots. I speak really poor Dutch, I can probably order a drink in a bar but that is about it! Because we look after both private and corporate banking, there are different aspects to what each country does, and so there are cultural and business line differences that we have to take into account. If the region doesn’t have a dedicated L&D manager, we rely on HR business partners. It is often a challenge to promote learning as a priority when they have to contend with other HR responsibilities on a daily basis.
How have you utilised the 70:20:10 approach globally?
I’m a firm believer of this model of learning and have always tried to use it when designing training programmes. We are now designing a programme for our global HR managers aimed at providing them with the skills to be future-proof HR professionals and we’re launching it primarily with a 70:20 approach. Most people know the content, but we want them to experience sharing it with colleagues. With the online platform, each learner has access to different tracks of content and, as part of the learning process, they can then discuss content at the end of each course. This process places emphasis on the access to on-demand information and colleague discussion in a social community; this is more organic. The main thing we’re learning is how to talk to different groups in different countries. Modern technology has become a necessity over traditional face-to-face methods. Despite our surveys showing preference for face-to-face – in Germany for example, colleagues said they weren’t keen on traditional e-learning methods – we need to highlight the benefits of doing things virtually. This means changing the mindset of the business and achieving the right balance to fit everyone’s learning needs.
What skills do you think you need to be an international HR professional?
You need to have the ability to step back and take a big picture approach and decide on the impact you want to make. Fulfilling the role in the UK was very narrowly focused, but on the international scale there is a larger scope of context and differing perspectives I have to be aware of. It is essential to work with and understand the local demands, and how these map against global business requirements. I constantly have to think: how do our global plans translate locally? And how do we handle the delicate process of bringing that change about? You also need to be able to build relationships and communicate well so that people trust what you say and respect and deliver your intentions.
Derek is speaking at the CIPD’s International Conference on 23rd-24th June in London. For more information and to book your place, visit http://www.cipd.co.uk/events/hr-international-organisations