Responding to changes in the marketplace, Northern Trust continues to expand their operational capabilities and office footprint internationally in countries such as Ireland, India and the Philippines among many others. The difficulties of operating internationally are abundant, including the learning and development of diverse employees. Keeping a constant balance between meeting local audience needs and the desire to deliver globally consistent programs can be challenging. Planning and executing on this global strategy with a decentralized, business unit-focused L&D organization provides even more complexity. Join Kacie Walters, vice president, strategic learning programs at Northern Trust, as she presents the challenges and frameworks used to implement a global learning and development strategy with their ever-expanding international presence and federated L&D operating model. Key takeaways: Setting priorities to stay aligned to the business in a global, decentralized environment. Holding the right balance between global and local solutions. Governing learning solutions across a decentralized structure. How L&D operating models are changing to address common challenges in global enterprises.

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5. 5northerntrust.com | © Northern Trust 2016northerntrust.com | © Northern Trust 2016
Balancing Global, Local and
Business Unit Needs:
Implementing a Global Learning
& Development Strategy
MARCH 14, 2018
Kacie Walters
VP, Strategic Programs
HR – Talent Management

6. 6northerntrust.com | © Northern Trust 2016
KEY TAKE-AWAYS
q Balancing global, regional and business unit solutions
q Governing learning solutions across a de-centralized structure
q Changing L&D Operating Models to address common challenges
q Setting priorities to stay aligned to the business

7. 7northerntrust.com | © Northern Trust 2016
NORTHERN TRUST
~18,000 employees
Over 50% under age of 35
Matrix Organization: Global, Business Unit, Regional
Decentralized Learning: HR – Global and Shared Services + Regional Delivery; Business
Units – Functional/Technical with Regional Delivery

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Global is hard.

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Time zones
Languages
Cultural Differences
Business Models
Values
Work Shifts
Client Differences
Policies
Legislation
Regulations
Transportation
Career Desires

10. 10northerntrust.com | © Northern Trust 2016
WHY HAVE GLOBAL PROGRAMMING?
§ Consistent, organization-wide
messaging
§ Reinforce company culture and values
§ Ensure a certain level of quality
§ Consistent baseline of skills
§ Consistent level of satisfaction and
access
§ Efficient content management and
maintenance

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STRIKING THE RIGHT BALANCE
Regional
Business
Unit
Global
• Consistent corporate
messages + skills
• “One” culture
• Global processes
• Efficient and scalable
• Specific regional needs
+ skills
• Regional culture
• Regional processes
• Tailored to their
audience
• Specific business needs + skills
• Business-specific culture
• Business-specific processes
• Tailored to their audience

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GLOBAL VS. REGIONAL/BUSINESS
High Consistency, High Touch
Owned by Global Team with
Regional/Business Support
Less Consistency, High Scale
Owned by Regional/Business
Team with Global Support
High Consistency, High Scale
Owned and supported by
Global Team
Less Consistency, High Touch
Owned and supported by the
Regional/Business Team
CONSISTENCY
EFFICIENCY
12
3 4

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GLOBAL VS. REGIONAL/BUSINESS
New Hire Experience
Client Service
Sales
HiPo Programs
Mentoring
Career Development
Educational Assistance
Virtual Corporate Univ. (LMS)
Management and Leadership
Professional Skills
Enterprise Technology
Enterprise Compliance
Job-specific Skills
Job-specific Processes
and Systems
Local Regulations
CONSISTENCY
EFFICIENCY
12
3 4

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VIRTUAL CORPORATE UNIVERSITY
A single LMS supports all learning in the organization with one browsing structure…
1

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NEW HIRE EXPERIENCE
Virtual Welcome
Center for all new
hires regardless of
location
Working on consistent
Welcome experience
to be facilitated by
Regional Teams
Business Units build
BU-specific training
that aligns underneath
global new hire
training with shared
design
Regional Toolkits
tailor content with
consistent design
2

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JOB-SPECIFIC LEARNING
Navigation across the top
indicates high consistency
programs
Navigation across the lower part
indicates low consistency –
role- or job-specific programs
Each program is on the virtual
corporate university
3

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CAREER DEVELOPMENT AND MENTORING
Career Plans are very
tailored to individuals
Regional contacts facilitate
forums and sessions to
support Career
Development
The tools, platform and
training are consistent to
provide the same career
and mentoring
opportunities for
employees
Business Units manually
match and facilitate
mentoring processes
following global guidance
4

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DE-CENTRALIZED LEARNING & DEVELOPMENT TEAMS
Northern
Trust
University
§ Governance/Priori4es
§ LMS
Pla8orm
§ LMS
Solu4ons/Support
§ NTU
Structure
§ Quality
Standards
§ Data
Management
§ Communica4ons
/
Branding
§ Metrics
§ Vendor
Coordina4on
§ Grant
Management
§ Develop
and
manage
Global
Learning
Programs
and
Processes
§ Global
Onboarding
§ Management
&
Leadership
§ Professional
Skills
§ Enterprise
Technology
§ Mentoring
§ Career
Development
§ Educa4onal
Assistance
§ Own
budget
for
Global
Learning
Programs
§ Manage
and
lead
development
of
“Common”
Areas
§ Develop
and
manage
Func0onal
Learning
Programs
§ Sales
Skills
§ Product/Service
Training
§ Compliance/Regula4on
Training
§ Job-­‐specific
Onboarding
§ Job-­‐specific
Programs
§ Own
budget
for
Func4onal
Learning
Programs
§ Par4cipate
in
priori4za4on
and
crea4on
of
“Common”
Areas
BUSINESS UNITENTERPRISE (HR)
COMMON

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LEARNING & DEVELOPMENT GOVERNANCE MODEL
Senior Leadership
Regional/Business
Leaders
Act as Sponsor/Sponsor
Team
Leaders of Formal
Learning Teams
Business Leaders
Act as Sponsor/Sponsor
Team
High-level Priorities
Future Organizational Skills/Needs
Staffing and Funding
Program Scope/Objectives
Program Approach
Pilot Participants
Debriefs
Strategic Learning Objectives
Coordination across Teams
RACI Charts
Quality Standards
BU Priorities
Program Scope/Objectives
Program Approach
L&D
Executive
Council
Global
Program
Advisory
Councils
Learning
Leaders
Council
BU
Leadership
Council
Enterprise
L&D
Team
Business
Unit L&D
Teams
Common

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EVOLUTION IN ENTERPRISE LEARNING & DEVELOPMENT TEAM
• 3 distinct regional teams
(NA, EMEA, APAC)
• Separate programs
• Little coordination
• High touch with business
Regional
• One global team
• Some global staff sitting
in regions
• Highly consistent
• Loss of business
connection
Global • Global programs
• Regional consulting and
delivery
• Coordinated feedback
• Meet needs and keep
scale
Hybrid

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ENTERPRISE LEARNING & DEVELOPMENT TEAM
Client-Facing Operations
ü Consulting & Needs Analysis
ü Curriculum Management
ü Development Programs & Processes
ü Content Curation
ü NTU Solutions & Administration
ü Communications Standards & Templates
Global
ü Consulting & Needs Analysis
ü Tailoring of Curricula & Programs
ü Delivery & Facilitation
ü Marketing & Communications
Regional
ü Governance
ü Budget & Resource Planning
ü Data & Metrics
ü Vendor Coordination
ü Grant Management
Global
ü Classroom Logistics
ü Course Set-up & Administration
ü Evaluations & Surveys
Regional
Hybrid Model

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HYBRID MODEL IN ACTION
Global
Program
Manager
Business
Unit
Learning
Regional
Delivery
• Content/Curricula
• Train-the-Trainer
• Tools & Templates
• Playbooks
• Platforms
• Content Tailoring
• Timing/Emphasis
• Feedback
• Stories & Metrics
• Content Depth
• Application
• Feedback
• Stories & Metrics

23. 23northerntrust.com | © Northern Trust 2016
BENEFITS & CHALLENGES OF NEW MODEL
Increased responsiveness
Cost efficiencies
Resource optimization
Decreased duplication
Increased transparency
Increased collaboration
Common strategic focus
Continual balance between
global and regional
Continual prioritization based
on multiple requestors
Handoffs need clarification
Global teams in regions get
pulled into regional programs
Lots of collaboration can
increase time to market

24. 24northerntrust.com | © Northern Trust 2016
HIGH-LEVEL PROJECT PROCESS
Below are six (6) tollgates for projects and programs to run through for prioritization, resource
assigning and closing (moving from project to program).
Idea
Business
Case Initiation Design
Implement-
ation Close
DOCUMENT:
Concept Document
CONSIDERATIONS:
Acute Need
Existing Priority
Executive Request
BAU/Maintenance
DECISION:
Move forward to
Business Case,
Adjust or Defer
DOCUMENT:
Business Case
CONSIDERATIONS:
Funding
Sponsorship
Resources
Sustainability
DECISION:
Move forward to
Initiation, Adjust or
Defer
DOCUMENT:
Project Charter;
Description of Work, if
BAU
CONSIDERATIONS:
Funding
Sponsorship
Resources
Sustainability
Global in scope
DECISION:
Move forward to
Design and assign
resources, Adjust or
Defer
DOCUMENT:
Project Scope and
Approach; Design
Document
CONSIDERATIONS:
Resources/Capacity
Vendor option
DECISION:
Move forward to
Implementation and
assign resources ,
Adjust or Defer
DOCUMENT:
Project Workbook;
Project Status
Reports; Change
Order, if needed
CONSIDERATIONS:
Scope, timing or cost
change
Add-on requests
DECISION:
Present scope
changes for approval
Move forward to Close
after completion
DOCUMENT:
Project Close
Document
Project Report-out
CONSIDERATIONS:
Subsequent phases
BAU transition
Measurement
DECISION:
Determine if another
Phase is needed, then
move to Initiation
Determine if ready to
become a BAU
program
Primary Decision-makers: Leadership Team
1 2 3 4 5 6
Primary Presenter/Documenter: Project Lead/Manager

25. 25northerntrust.com | © Northern Trust 2016
PROJECT CHARTER
Project Goals/Objectives:
<What is the the business goal or benefit of this project? What will be
different / improved / implemented when this project is delivered? State why
meeting this objective will improve the current situation.>
Business Problem & Background:
<Insert the specific business situation that needs to be improved. Identify
factors driving the need for the project, such as regulatory compliance, lack of
functionality, poor performance, integration issues, support issues, operational
limitations, process improvement opportunities, cost containment, turnover,
retention, engagement, productivity etc.>
Deliverables:
<The goals of this project will be achieved through the delivery of what product
or service? Also, what documents will be produced as a result of the project,
(Communication plan, Change Strategy, etc.)?>
Project Sponsor : <The Champion and Funder of the Effort>
Project Manager : <Insert name>
Project Team Members : <Insert name>
Business Owner : <Owner of the Project’s product or service>
Success Metrics:
<How will success be measured? How can we be sure that the project goals
have been attained? List 1-4 metrics that are quantifiable and measurable.
These should be business benefit metrics, not project completion metrics, and
should tie directly to the project objectives.>
Resource Forecast/Expectations:
<List impacted teams and facilities / systems. Identify expected funding
source and rough order of magnitude cost>
Project Scope <Insert high level breadth of impact of processes / areas /
functions that will be affected>
In Scope:
Out Scope:
Milestones Desired Date
<Insert high level milestones and desired timeframes>
Risks & Assumptions:
<List key risks or assumptions that may influence cost / schedule / scope>

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PROJECT ARTIFACTS

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RECAP
q Created on 4-Quadrant Model to decide what had to be global
q Established Governance Model to ensure Program Relevance and
Ownership across Federated Model
q Re-aligned Staff to achieve Global vs. Regional needs
q Instituted Project Process with standard Project Management artifacts

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