Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments

CaseStudyA Culture of Measurement: Chrysler Academy

BACKGROUND

Chrysler Group, LLC is a major automobile manufacturer with a global network of dealerships selling and servicing its Chrysler, Dodge, Jeep, and Ram cars and trucks. Supporting these sales and service efforts is Chrysler Academy, the learning organization responsible for the training and development of the retail dealership workforce, from sales consultants to service technicians. Training is jointly funded by the company and the dealers, and both audiences expect the Academy to deliver high-quality training that will drive business results.

IT STARTED WITH A PLAN

Nearly 10 years ago, Chrysler Academy began a very intentional performance improvement journey that would leverage measurement and evidence-based methods to continuously improve the value and relevancy of its services to Chrysler’s retail audience. Through high-quality, aligned courseware, the Academy believed it would be able to drive measurable improvements in dealership performance.

The journey began with a plan of rather humble beginnings, starting with adopting Kirkpatrick’s four levels and improving the quality of Level 1 and Level 2 measures. Next, the Academy implemented a true needs-based approach to curriculum development to ensure it would be nimble in responding to the ever-changing needs of the retail automotive environment. By linking curriculum to business outcomes, the Academy began tracking performance of trained and untrained employees, ...