Accelerate May 2015 - Page 61

Learning & Development rapid and extensive growth resulted in L&P adding several IT specialists to our own department roster. v. Learning Structure We sought a decentralised learning structure where most learners did so from their own offices, care centres or regional meetings. This allowed L&P to maintain a smaller core team of leaders, designers, coaches and facilitators at AmeriCredit’s corporate headquarters. We placed two L&P Performance Analysis/Coach/Trainers at each of the five customer care centres. They also created both eLearning and ILT, or components thereof, for which they would have ownership implementing, measuring and improving. All course development included iStyled Learning concepts. These dispersed on-site coaches/trainers/facilitators helped managers and others optimise the payouts from applying learning preferences. They often found themselves co-leading team building efforts using team learning preference reports and templates as one resource. L&P members were often requested to train management teams and others in learning preferences and how to optimise their utilisation. Soon, such requests grew to include L&P members helping develop team effectiveness, using team members’ information processing styles. vi. Measurement L&P did extensive work in the area of measuring learning. In doing so, we sought to: • increase customer care centre and May 2015 61