As businesses expand their learning operations across the globe, they face many challenges: how to ensure continuity of training but also retain individual pieces; development and management of a global curriculum; addressing learning needs at various levels; development of managers at different levels; ensuring compliance and uniformity in the delivery of learning methods; and increasing retention and decreasing turnover, to name a few. During this workshop, Maria O’Donoghue, director of global learning and development for Hertz, will present with Marla Zarlenga, learning services account manager for ACS, a Xerox company, to describe how their companies partnered to create a global transformation of Hertz’s learning system, delivering a high ROI for training dollars, and developed an approach to global learning that is a model for global learning success. Maria O'Donoghue, Director, Global Learning and Development, The Hertz Corp. Marla Zarlenga, Account Manager, ACS Inc., a Xerox Company

1. Going Global In Learning:
Partnering for Success
POWERPOINT TITLE
Maria O’Donoghue
Director, Global Learning & Development
The Hertz Corp
Marla Zarlenga
Account Manager
ACS Inc., a Xerox Company

2. Company Vision
“….to be the most
customer focused, cost
efficient vehicle and
equipment rental
company in every
market we serve”.
In 2007, Hertz launched a
strategy of efficiency which
included process and supply
chain improvement and
implementation of
outsourced programs.

3. Global L&D Transformation
The People Dimension

4. Talent Management at Hertz

5. Talent Management Value Proposition—
Impact on Business Results

6. Organizational L&D as a Critical Enabling
Function
Vision
To increase the competitive advantage and value of our
business by developing our people.
What L&D brings to the Business:
• One Global Learning Function.
• State of the Art programme delivery methods – leveraging technology.
• Aligning L&D Programmes to Performance Management – Know the
Business!
• Partner with the business in being accountable for creating measurable
business improvement.
• Operate as Performance Consultants. Diagnose problems and
facilitate solutions.

7. Global L&D: The Value Proposition
• Target programs to strategic
objectives
• Build capability and bench
strength
• Grow talent
• Promote a global, diverse
culture
• Create global standards and
efficiencies
• Support continuous
improvement
• Position Hertz as “Employer
of choice”
• Leverage the Hertz brand
• Drive to a high-performance
culture

8. The Pre-2008 L&D Model
• Fifteen different training organizations globally
• L&D reported to Operations in the U.S., HR in Europe
• Multiple authors of training content
• Multiple sets of duplicate content
• Multiple suppliers
• Focus on Operational training; limited investment in
Management Development
• Instructor-led training as main delivery channel
• Trainers utilization at 50 percent; performed administrative,
content development and delivery tasks
• Lack of consistency and variable quality across each learning
organization

9. Drivers to Outsource
• Transformation - could not
achieve through incremental or
internal change
• Efficiency—need to go from
several, entity-based training
organizations to one enterprise
model of L&D, centralization of
content development,
administration, learning
management, etc.
• Effectiveness—need for a global
curriculum to create a consistent
standard of L&D experience,
including more effective quality
assurance; drive to e-learning to
better reach our dispersed
workforce

10. Strategic Direction
• Global L&D increases strategic partnership role to the business and focuses
more on organizational performance needs
• Outsourced Learning Services group manages the administrative and learning
delivery components and supports organizational performance with industry
best practices and knowledge

11. The Proposed Future State
Top-Down Learning Approach
 Engage field leadership in the
learning process
 Increase management
development learning
opportunities
 Offer more blended learning
delivery across the organization
(e.g., e-learning, on-the-job
coaching, mentoring)
 Create global curriculum for
consistency in content and
delivery
 Quantify/measure the impact of
learning on the organization in a
consistent manner

12. Hertz/Outsource Partnership Solution

13. Global L&D Transformation
Progress To Date

14. Key Milestones
• Successfully transitioned and on-boarded Hertz
employees to ACS
• Established Global Governance Boards
• Established project management and financial reporting
processes
• Built global New Hire Curriculum for key customer-facing
field roles
• Built global Management Development Curriculum for
Field Management
• Developed global Lean Sigma Curriculum for all
employee categories
• Centralized administration globally
• Learning Management System go-live in U.S. July 09,
Europe 2010.
• Achieved average 30% savings per annum globally

15. The Critical Role of Global Governance
• Learning Council and Learning Advisory Board ensures that
learning is tightly integrated with the business at all levels:
• Learning Council approves learning strategy, sets priorities,
sponsors key projects and approves budgets.
• Learning Advisory Board meets monthly to review project plans
and provide input.

16. Global Management Development Curriculum
First Line Manager Middle Manager Senior Manager
Introduction to Management Orientation Congratulations
HR Policies, Transition to Management & Welcome & Congratulations
Welcome
Operations Management Operations Management Global Leadership
S&OP, Managing the Fleet, Operations Forecasting & Strategic Planning
Management & Safety
Introduction to Leadership Leadership Essentials Mentoring
Performance Management, Interviewing, Coaching, Empowering Others, Managing
Team Building & Leadership Geographically Dispersed Teams, Creating
and Implementing the Business Plan &
Leading Change
Communication
Effective Meetings and Communication &
Business Presentations Communication
Persuasive Business Speaking
Customer Service & Sales
Managing Customer Service, Sales
Management & Selling Skills
Financial Management
Financial Management & Business Metrics
Financial Management
Budget, Expense & Cash Management
Personal Effectiveness
Decision Making, Time Management &
Computer Skills

17. Global New Hire Curriculum

18. Our “Learning” to Date
• The key role of governance
• Executive sponsorship of curricula
• Think and operate globally
• Managing across oceans and time zones
• Outsource partnership—working as one team
• Change Management—communication is key!
• Quantitative vs. qualitative thinking and reporting
(facts, data, analysis)
• Crucial role of subject matter experts from the business
• Rome wasn’t built in a day—patience!
• None of us is as smart as all of us—the value of
teamwork

19. Major Challenges still out there……….
• Technology Limitations
– Bandwidth issues
– Access to PCs at branch level
– Security concerns regarding informal learning tools
(YouTube, Wiki, Twitter, etc.)
• Change management :
– Move to e-learning
– Move from “order takers” to Performance Consultants
– Move to running training more like a business
– Discipline - “don’t tell us on Friday and expect it on
Monday!!”
• Cost of customisation for language and culture
• Discipline of proving Return on Investment to business

20. Your Questions?

21. Why ACS?
• Experience in
the market
place
• Cultural
compatibility
• Flexibility
• Responsiveness
to Hertz’s needs
• Thought
leadership
• Quality account
management