ArcelorMittal

ArcelorMittal.

Global push... local pull: Mobilizing and sustaining enterprise-wide training globally in ArcelorMittal.

ArcelorMittal

Background.

When Arcelor and Mittal Steel merged to become the world's largest steel and mining company, they embarked on an ambitious strategy of global transformation to create alignment around a new brand identity, vision and values. In an award winning partnership, ArcelorMittal currently work with us to deliver learning across multiple countries and in local languages.

The challenge.

In 2007, with over 300,000 employees in over 60 countries, ArcelorMittal faced the challenge of creating alignment across a global workforce based in mature and developing markets, operating at different stages of the economic cycle and in locations with different levels of technological sophistication. Added to this, the cultural and linguistic diversity of the business was significant with 37 different languages spoken.

300,000 employees

60 countries

37 languages

At the time ArcelorMittal had three strategic missions:

Competence:

  • Upskilling the capabilities of leaders and managers at all levels and locations globally.

Consistency:

  • A consistent but culturally sensitive approach around leadership and management mindsets.

Convergence 

  • Cultural convergence across the diversity of the businesses. 
  • The introduction of a new talent management architecture to identify and grow talent internationally.
  • Brand ambassadorship to support engagement and 'ownership' of the newly formed global entity.

Our solution.

36 consultants, 12 local languages, 26 countries, 15 learning solutions

Part 1

Defining and resourcing to meet the challenge.

Working in partnership with ArcelorMittal University, based in Luxembourg, we formed a global team of 36 consultants, based in 26 countries to deliver 'Core Leadership and Management' skills training on the ground in 12 local languages. 15 learning solutions spread over three learning paths were specifically designed to support the new brand values and competencies.

Part 2

Global operations management.

Managing such diversity and complexity takes a dedicated team. Our Global Business Services function in London established an operations team to partner with the university and work directly with regional business segments around the world. Having a common purpose, brand identity, performance standards and shared systems and processes, enabled the deployment and delivery of development programmes to occur as efficiently as possible. A continuous improvement cycle was put in place to ensure that learning was fully aligned with the day-to-day realities of the business.

Part 3

A complex and dynamic environment demands flexible and agile solutions.

After the initial 'push' strategy to key markets around the world, the financial crisis required an approach that was more demand led.  With the credibility of our operations well established, TMA World moved beyond delivering curriculum based learning towards a more dynamic set of solutions including:

Change Leadership to support more localised transformation projects around the world, in countries as diverse as Liberia, Ukraine, China, South Africa, Trinidad and Bosnia.

Functional programmes, collaborating extensively with Procurement, Finance, Legal, Health and Safety, and Internal Assurance functions, to support the development of functional alignment in different markets.

Keynote and conference speaking events to support organizational engagement.

With ArcelorMittal, to date, we have delivered face to face learning initiatives to over 26,000 managers in 32 countries.

Part 4

Continuous Learning and the virtualization of training.

Despite operating in some of the most inhospitable places in the world where internet connectivity is limited, we are significantly increasing the virtual delivery of learning to ArcelorMittal. This reflects a change in both organizational culture and advances in collaborative and social technologies. We have delivered live instructor led virtual training into countries as diverse as Kazakhstan, Turkey, Luxembourg, Poland, Italy, Spain, France and Belgium.

The results.

When Arcelor and Mittal Steel merged to become the world's largest steel and mining company, they embarked on an ambitious strategy of global transformation to create alignment around a new brand identity, vision and values. In an award winning partnership, ArcelorMittal currently work with us to deliver learning across multiple countries and in local languages.

Our partnerships with local businesses around the world is always integrated with the more rigorous Kirkpatrick 'impact' metrics (Levels 3 & 4). This normally involves integrating our work into local development strategies including action learning, coaching, mentoring and on the job learning.

95% rating from learners around relevance, satisfaction and competency improvement. 98% rating for subject matter expertise and delivery style.

 

“TMA World have proved themselves to be an excellent partner for ArcelorMittal. They combine excellence in design and delivery, with a far more rarely found capability to deliver in multiple markets and local languages. Our industry presents many challenges in both emerging and mature markets, and TMA World have the practical experience and proven track record to continually meet our demands”

Brian Callaghan - Vice President - Global Leadership

EFMD Award

Winners of the EFMD Excellence in Practice award

Our partnership with the ArcelorMittal University was recognized by the EFMD for an Excellence in Practice award for our extensive work in global delivery with excellent results worldwide.

EFMD acts as a catalyst to enhance excellence in management education and development globally.

Talk to one of our team.

Use the contact details or enquiry form and one of our team will contact you.

UK: +44 207 917 2784

USA: +1 347 535 4284