In 2011 Verizon set three clear strategic goals, constructing a workforce as good as its network, leading in generating shareholder value, and being acknowledged as an iconic technology company (Kinicki & Williams, 2013). In order to achieve these strategic goals, Verizon’s executive leadership team first sought to ensure training delivered by the Learning and Development organizations and operational plans for individual business units were aligned with the company’s three strategic goals (Kinicki & Williams, 2013). Therefore, Verizon created and launched training to enhance how senior leaders create shareholder value, developed a new process for recruiting and developing new leaders, and evolved how the company trains thousands of sales and service employees to keep pace with ever changing technological advancements and product offerings (Kinicki & Williams, 2013).
Verizon started with creating a one and half day executive training sponsored by its CEO and CFO that all senior leaders were required to attend (Kinicki & Williams, 2013). Leaders were placed on cross functional teams, reviewed how companies generate shareholder value, and given an assignment to identify barriers that negatively impact Verizon’s ability to drive …show more content…
VLDP participants were assigned to complete two rotational assignments in their area of expertise, such as, Network Operations, Engineering, Information Technology, Finance, Human Resources, or Marketing over a two to three year period (Kinicki & Williams, 2013). Not only does this provide VLDP participants with functional on the job training, they also receive specific training focused on Verizon’s high performance culture, self awareness, and training specific to their functional workgroup (Kinicki & Williams,
Verizon started with creating a one and half day executive training sponsored by its CEO and CFO that all senior leaders were required to attend (Kinicki & Williams, 2013). Leaders were placed on cross functional teams, reviewed how companies generate shareholder value, and given an assignment to identify barriers that negatively impact Verizon’s ability to drive …show more content…
VLDP participants were assigned to complete two rotational assignments in their area of expertise, such as, Network Operations, Engineering, Information Technology, Finance, Human Resources, or Marketing over a two to three year period (Kinicki & Williams, 2013). Not only does this provide VLDP participants with functional on the job training, they also receive specific training focused on Verizon’s high performance culture, self awareness, and training specific to their functional workgroup (Kinicki & Williams,