Because there’s a vast array of training that covers various topics for specific teams, CAT uses a blended approach that utilizes both ILT and digital content.Although ILT is becoming less common (it only makes up a third of CAT’s global dealer learning initiatives), it’s still important because it focuses on critical areas of employees’ job duties (see Image 1).The outcome was a Learning Organizational Maturity Model (LOMM) that gives employees a more in-depth visualization of how they can move through the ranks, while allowing Mike’s team to create content that is more tailored to the needs of the organization (see Image 2).
For example, people with technical roles must know how to safely perform their duties and properly maintain machines and equipment to ensure their safe operation.
As a result, face-to-face service technical training is still needed to validate a technician has the required skills and knowledge for accreditation.
As CAT began to redefine its new strategy, the global dealer learning team asked themselves what it meant to put the learner first.
For Mike, that meant transforming content so people could easily absorb information and gain the skills or knowledge needed to excel at their jobs.
Recently, the approach to both learners and the learning experience has changed because expectations have changed.
Specifically, some people believe a learning experience must be completely digital; however, CAT will never be able to completely abandon instructor-led training (ILT).
The digital route has become an integral part of CAT’s long-term learning strategy, including the use of the Experience API (x API).
In fact, the global dealer learning department’s mission statement focuses on building personalized, high-quality, on-demand learning experiences.
Learners can take assessments against the open opportunities to see how they can move to the next job and salary level.
This process makes the path up the organizational chart highly visible, encouraging employees to progress within the organization.