| Project Challenges |
| Amgen's growth required an eLearning solution that could convey a large amount of new information to a large audience of new employees and set them up on a path to success. The challenges present in this project were primarily in the categories of instructional effectiveness, aligning the material to enterprise-wide and departmental business objectives, integration with current processes, learner performance tracking, and meeting the goal of decreasing new employee ramp time. |
| The Result | ||
We don't feel we've completed our mission with our client until we've exceeded their expectations. When we first set out to design the client's project we assimilate their metrics for success into our build plan and then ask ourselves: how can we exceed this? When we quantify results to the executives at our clients we break them down into two categories: hard dollar and soft dollar returns on their investment. |
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Amgen's hard dollar returns came in the form of "ramp-up training costs". Prior to implementing our solution Amgen was spending up to $150 per new employee for their initial training and ramp-up time was 60-90 days. We were able to bring that "ramp-up training cost" to $25 per new employee while decreasing ramp-up time to under 30 days. |
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When Amgen measured the effectiveness of the training, using their own success metrics, they found that learner performance had improved significantly in the areas of course completion speed and knowledge retention. Using feedback mechanisms built into the course and running statistical analyses on their LMS, Amgen found that the learner participation was higher and the learners were quite motivated at the completion of the courseware. |
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| Amgen's soft dollar returns manifest in three main areas: 1) The time allocated to training new employees by their managers and teammates had dropped dramatically freeing up time for more productive activities. 2) The morale of hiring managers and team -leads greatly improved as the tedium of "introduction" training was passed on to the new training program. As a side benefit this allowed trainers, hiring managers, and team-leads to train the new employee on more deparment-specific information sooner because the new employee could "speak the language" sooner. 3) The new training program was a shining example of Amgen's committment to it's employees by investing in a powerful and engaging training program. |
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| Investment in it's employees keeps Amgen the leader in it's field as it strives to serve patients by transforming the promise of science and biotechnology into therapipies that have the power to restore health and save lives. |
| The Solution |
Amgen utilized a variety of capabilities from mindpoint.net to acheive their desired outcomes. Using the Consulting Group to align the new program to current processes and business objectives, Amgen was able to realize enterprise-wide integration benefits that brought value on multiple tiers within the organization. Value in the form of smoother integration, learner performance visibility, executive level support, and the capability to leverage the new training program to enhance current training programs. After alignment was achieved the eMERSIVMEDIA content group developed the engaging content that would reside inside their mindpoint.net Internet Learning Channel. Their learning channel was built using a modular delivery system that enabled Amgen to deliver the New Employee Orientation in a multi-modal format: 1) WBT 2) Live Instructor Led Training via Web 3) On Demand Print -- Job Aids, HR handbook, and job specific manual all were digitized and ready for download, print, or FedEx delivery. |
| Case Study Categories |
| Enterprise Clients | ||
Human capital is the lifeblood of every successful organization. Getting new associates up-to-speed quickly and effectively can impact performance in a variety of categories throughout the organization. Using a mindpoint.net Internet Learning Channel, Amgen was able to launch a New Employee Orientation program in 4 weeks. Amgen cut down the average ramp time for a new employee from 60 - 90 days to less than 30 days, and acheived higher learner performance based on their metrics and embedded feedback loops. |
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| Project Goal | ||||
To provide an engaging New Employee Orientation that can reach large numbers of new associates distributed in a wide range of geographies. The course goals are six- fold: 1) Welcome and direct the new employee 2) Set |
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