While experiencing a period of rapid expansion within the UK and overseas, Cummins Turbo Technologies wanted to equip its current and future managers with the skills, knowledge and behaviours that would support them in their roles and drive the organisation forward.
Cummins Turbo Technologies
When Cummins Turbo Technologies wanted to strengthen the competencies of its management community during a period of considerable growth, it chose QA to design and deliver a bespoke leadership training programme.
The Active Leadership Programme was designed to drive business performance by unleashing the skills and experience required of leaders within Cummins Turbo Technologies.
QA developed a 10-module programme titled the “Active Leadership Programme” (ALP). Each module targeted specific skills and development needs, directly linked to Cummins’ Leadership Skills Framework.
Covered over nine and a half days, the modules were designed to complement and build on one another as delegates undertook the journey towards 'Active Leadership', as shown in the diagram below:
The first three modules focused on evaluating the managers' current performance and recognising any of their current activities and behaviours that added no value to their roles. By learning how to reduce these activities, managers would be able to redirect their time and attention towards other more valuable management activities. The remaining seven modules focused on the skills and behaviours that effective and efficient managers should demonstrate.
The programme employed a blended learning approach that incorporated instructor-led learning in the classroom alongside a range of group activities and multimedia methods, including videos and business simulations.
Each delegate received a professional development journal - a document designed to capture their learning experience. Delegates were encouraged to log activities and outcomes in this document, keeping a record of the skills and techniques they tried and what the results were.
Delegates also completed a personal action plan, for which they identified one action from each topic to discuss with their line managers. This ensured delegates were continually supported in their development, and the learning was owned by the individual and embedded across the organisation.
Cummins Turbo Technologies is part of Cummins Inc., a global corporation of complementary business units that design, manufacture, distribute and service engines and related technologies.
Cummins employs approximately 40,000 people worldwide and serves customers in approximately 190 countries and territories.
Following the success of ALP at Cummins Turbo Technologies' Huddersfield (UK) location, the programme is being cascaded to several other divisions within the Cummins group, including delivery in two plants in the USA and a planned rollout in India. Divisions in a number of other international locations, including China and Brazil, have also expressed interest in the programme.
Delegates who attend the ALP complete a personal pre- and post-course development map where the self-scoring gives a demonstrable indicator of improvement against the Leadership Skills Framework. For the pilot delivery in the USA, the results represented an average increase of 26% in skills and knowledge following attendance of the programme.
Since the launch of ALP, a number of behavioural changes have been observed in Cummins Turbo Technologies' management community, including:
- Cascading of new tools and techniques from management to their teams, along with increased networking and sharing of learning within teams
- Managers engaging in supporting, sponsoring, coaching and mentoring colleagues
- A reduction in dependency on HR by the management population as they take ownership of performance management
- Increased innovative and entrepreneurial spirit
The programme design and delivery has really exceeded my expectations, the whole programme has a feel of quality and inspiration about it. A significant side benefit of working alongside the Strategic L&D Consultant has been coaching to improve our own internal facilitation skills, which has had an impact not only on our ability to roll out the programme itself, but also on the other topics we deliver, creating a new style of delivery to engage learners better on multiple topics.
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