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Virtual leadership training


Virtual leadership training creates global leaders

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Virtual leadership training


Virtual leadership training creates global leaders

Virtual leadership training

FLSmidth have 200 engineers traveling around the world, managing global teams at construction sites from Chile to Indonesia. Cultural differences and conflict management is a part of life in this type of global team. 80% of the traveling engineers perform leadership tasks on a daily basis. Still, 50% of them have not been trained in leadership skills.


The participants say about the course:

“Today I felt that we started handling REAL challenges. I’ve participated in a fair share of courses before, and they are always static with a lot of theory involved. This course is tailored and based on real situations from our everyday life, and that is where learning begins” 
Sajeev, site manager


The leadership training is ECTS-approved, and therefore it also has value outside the company. It creates extra motivation that the new skills can be used in the future career:

“We lead a busy life out here, and I would not usually sit down and read a book about leadership. Therefore, it is great to be stimulated and attend these short sessions, which are tailored to our daily work life. My goal is to get an MBA later, and this leadership course is the first step towards achieving that goal.” 
Morten, site manager


Due to the dispersed teams, I advised FLSmidth to create virtual leadership training, thus enabling participants to join all over the globe. I developed the concept together with the leaders of the business area, resulting in a flexible, virtual management training, which is tailored to the busy schedule of the construction sites. This new way of training takes the best of elearning – the flexibility – and the best of conventional courses – the direct dialogue, and simply makes it possible to train and communicate, where global teams would otherwise be on their own.

During the six months of training, participants work with leadership theory, hand-picked online live presentations and facilitated knowledge sharing. Thus, learning is closely linked to practice. According to managers and employees, leadership on site has improved with 47 % in a year. Employees explain that teamwork has improved by 30%, and almost 70% of site managers feel that they are using the leadership tools they have learned during the course. 


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NOVO NORDISK


ELEARNING PROJECT

NOVO NORDISK


ELEARNING PROJECT

eLearning for Novo Nordisk

Ekner Learning has helped Novo Nordisk create elearning for their global introduction to all new employees.

Every year Novo Nordisk receives thousands of new employees globally. It is a great challenge to ensure that all new employees have a certain level of knowledge about their own tasks and about the business as a whole. Therefore, Novo Nordisk chose elearning as part of their induction program.

Ekner Learning has created educational content and exercises which quickly get new employees on the same level of knowledge as their new colleagues at Novo Nordisk.

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Municipality of Copenhagen


SAFE CITY CAMPAIGN

Municipality of Copenhagen


SAFE CITY CAMPAIGN

Safe City Campaign

The municipality of Copenhagen puts a lot of effort into making Copenhagen a safe city. Employees in youth clubs, in job centers and on the streets working every day to make Copenhagen safer by engaging with young people without education, find job opportunities for criminals, etc.

Through a communication campaign the municipality wants to show citizens and employees the commitment behind a safe city. Ekner Learning has conceptualized and produced six employee videos in cooperation with smaafilm.net. We have also contributed to the posters around Copenhagen, conveying the message to the public. The Safe City Campaign Copenhagen runs on screens in trains and buses, and our videos are displayed on the train platforms.

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Workplace Learning in FLSmidth


Workplace Learning in FLSmidth


In order to ensure knowledge-sharing and innovation in the global organization, FLSmidth asked me to develop the concept of Workplace Learning, which consists of offline tools for use in employee interviews. The tools help employees and managers to talk about and set specific goals for learning and development which can be evaluated during the year. The result is that employees take responsibility for their own learning, and managers improve their skills in coaching employees towards continuous development.