Global One’s training manager Rita Vanhauwenhuyse had to tackle the problem of improving management skills and performance of the company’s technical staff
As a global telecommunications company, Global One faces many of the issues common to other world-leading businesses employing thousands of highly skilled technical professionals.
We offer multi-national clients a single source for seamless data and voice telecommunications services, delivering communications solutions worldwide as an integrated service provider with a fully owned network, and through a portfolio of global enterprise network solutions. Global One employs some 4,000 staff, and revenues in 1999 were around $1.1bn.
My role covers training across Europe, based at our corporate headquarters in Brussels. I am also responsible for specific projects on a worldwide basis. One such project is the global implementation of BlessingWhite’s Technical Leadership programme. This initiative tackles a key issue facing many organisations - how best to harness and develop technical supervisors and managers.
We were facing several key issues that provided the impetus for implementing Technical Leadership:
- The need to improve management and leadership skills, particularly within core, technically-oriented departments
- A major employee survey highlighted the need to provide better opportunities for career progression and personal development
- Staff retention -we must motivate technical professionals constantly and provide new challenges.
The Technical Leadership process was ideally suited to meeting these issues, therefore we decided the programme should be implemented in the Global Operations division, which deals with networks and engineering - the backbone to the business.
The executive manager recognised the need to improve managers’ skills and competencies in his division, and wanted all supervisors and managers to participate.
Technical Leadership is basically a modular skills training programme. Its flexibility has allowed us to customise the content and to run it as a two-day course (rather than the standard three days) to minimise time out of the workplace.