Rachel Devereux-Douglas has worked in Dubai for 12 years, 10 years in a Learning & Development Capacity. She began her career with Emirates Airlines in 1998 and quickly began training Cabin Crew for Service Delivery and Customer Service. During her 5 years training, she completed a Training Development Diploma through the University of Leicester, before moving to the Corporate Leadership Department as a Learning & Development Specialist to deliver management training programs and development centers for senior managers. During this period, she began and has now completed her Masters in Social Science for Human Resource Development and Performance Management through the University of Leicester. After 10 years with Emirates Airlines, she moved to a company called ‘Supreme Group’ in 2008, a Foodservice and Logistics provider to clients in challenging and remote regions. She joined ‘Supreme Group’ as the Corporate Learning and Development Manager to set up the department and deliver management training programs. Supreme has grown from 3700 employees to 9000 during Rachel’s tenure and is still growing today.
After conducting 38 interviews as part of a Training Needs Analysis (TNA), she quickly identified employee needs, which evolved around almost 300 different topics with requirements for technical and non technical skills, which of course she could not personally deliver. Through networking, she was introduced to Paul Michael Gledhill, Director and Co-founder of Xpert Learning. Paul subsequently came to visit Rachel in a small office in Deira to discuss the needs of Supreme. Rachel then attended an open seminar facilitated by Xpert Learning, SkillSoft and their clients at a five-star hotel in Dubai. The event included a panel of high-profile Learning & Development professionals and speakers, all sharing best practices. Attending this seminar helped Rachel to conceptualize her approach to e-Learning in order to make the initiative within Supreme Group, a success. After this session, she prepared a SWOT analysis and conducted a cost benefit analysis to compare the cost of classroom training, travel, accommodation, time spent out of the business amongst others, to the fractional cost and large selection of online learning modules. Rachel was particularly attracted to how e-Learning could accommodate her employees’ needs, especially those working in remote locations with 24×7 learning at the fingertips.
e-Learning began in April 2009; the contract started with 100 employees who were nominated as ‘good performers’ in order to gain membership. At the onset this was treated as a ‘Reward’ program. Rachel selected modules that linked to the organization’s Mission, Vision and Values, core competencies, through an online TNA facilitated by Xpert Learning and face-to-face TNA by herself. This approach offered a seamless development plan aligned to the annual performance review. Through the application process, employees had to analyze and prioritize which modules would add most value to their development; this required feedback from the line manager, therefore aiming to gain commitment. The Manager was also requested to set objectives in the performance review, requesting their employees to complete at least 10 modules per year. Xpert Learning offered a lot of support and flexibility to add additional modules on where necessary; with quarterly scheduling in order to provide a summary of results and revisit achievement of objectives. This added value particularly where managers needed a specific skills set outside of the core competencies.
Rachel ensured that employees received a bi-monthly newsletter on e-Learning to illustrate results, employee testimonials, top 20 learners, most usage per business unit to create healthy competition and communicate prizes and prize winners for completing the most number of modules.
Halfway through the program, Rachel initiated a recognition ceremony to reward e-Learners and employees who completed corporate programs with certificates. As part of a post-course for e-Learning, Rachel designed and recommended the use of a reflective learning log; supplemented with feedback from the line manager, that should be attached to the performance review in order to provide recognition for behavioral changes on the job. Although the training was not mandatory, the results were above 100% target with 1082 modules completed in 2009-2010. By the end of the first year, the total number of employees using e-Learning had doubled in size.
The feedback from employees has been extremely positive; this has provided a motivational tool for employees who are grateful of the investment in their development, creating ‘positive perceptions of goodness’ about the company they work for. Many potential employees even enquire if development is provided for employees, making the employer proud to confirm that e-Learning is one of the learning tools available for them.
The 2nd year of e-Learning at Supreme Group has just started and an invitation has been sent to all employees to apply for membership. Potentially, the number of users could grow between 300-3000 employees. Rachel whole-heartedly testifies through personal experience that adding best practices, before, during and after implementation, will support a company embarking on an e-Learning program.
Undoubtedly, this will be another successful e-Learning year for Supreme. We wish Rachel all the best in her endeavors.
Connect with Rachel on LinkedIn or contact her at racheldouglas@mailme.ae
