Training Industry Quarterly - Winter 2010 - 34
CASEBOOK Tyson Foods Growing New Leaders B Y T I M S O S B E It’s not surprising to still hear about top-down organizations, those companies where leadership models exemplary behavior and this modeling trickles down throughout the business. Some approaches are traditional for a reason, and there can be little argument against the concept of caring leaders displaying the types of behaviors they want to see reflected back at them. In the world of training, taking a top-down approach serves yet another purpose. By involving leadership in and with training, lessons are not only modeled and emulated throughout the organization, but buy-in and support are impacted positively. At the Tyson Leadership College, the lessons of supporting leaders are well-known, and part of business as usual. As the educational arm for leadership development at Tyson Foods Inc., the largest processor and marketer of chicken, beef and pork in the world, Tyson Leadership College focuses on the professional development of about 3,000 of Tyson’s 107,000 employees worldwide. “We’ve set a nice, firm pace in terms of leadership development at Tyson,” said Matthew Herzberg, director of training and organizational development at Tyson. As part of Tyson’s leadership training team, Herzberg reports to Karen Armstrong, vice president of diversity and leadership development, who reports to Ken Kimbro, senior vice president and chief human resources officer. That’s more than just a management chain: The Tyson team is serious about educating current and future leaders, and they’ve set up a structure of 21 courses covering seven competency areas, including leadership, communication, diversity, business acumen, strategic thinking, understanding Tyson, and developing self and others. Currently the majority of the leadership courses are conducted at Tyson’s headquarters in Springdale, Ark., with some additional training occurring at the company’s Fresh Meats division in Dakota Dunes, S.D. At this point, all TLC classes are delivered in a live, instructor-led setting of which Herzberg is not only the curricula strategist but also oversees the budget and teaches a number of the programs. When Herzberg first joined Tyson in 2007, one of his missions was to make programs more applicable to company leaders and prospective leaders. Herzberg audited some of the available classes and gained buy-in to make changes. “Karen has a great eye for Training Industry Quarterly, Winter 2010 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ
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Training Industry Quarterly - Winter 2010
Table of Contents for the Digital Edition of Training Industry Quarterly - Winter 2010
Training Industry Quarterly - Winter 2010
From Where I Sit
Contents
Ad Index
At the Editor’s Desk
Winning Organizations Through People
Learning Technologies
Performance & Productivity
The Human Capital Lifecycle: Strategically Managing Talent and Training
Engaging with Games and Simulations
The Bottom-Line: Aligning Learning with Business Needs
2010’s Top Training Technology Trends
Tyson Foods: Growing New Leaders
Three Lessons in Driving Impact
Closing Arguments
Training Industry Quarterly - Winter 2010 - Intro
Training Industry Quarterly - Winter 2010 - Training Industry Quarterly - Winter 2010
Training Industry Quarterly - Winter 2010 - Cover2
Training Industry Quarterly - Winter 2010 - From Where I Sit
Training Industry Quarterly - Winter 2010 - Contents
Training Industry Quarterly - Winter 2010 - Ad Index
Training Industry Quarterly - Winter 2010 - 6
Training Industry Quarterly - Winter 2010 - At the Editor’s Desk
Training Industry Quarterly - Winter 2010 - 8
Training Industry Quarterly - Winter 2010 - Winning Organizations Through People
Training Industry Quarterly - Winter 2010 - 10
Training Industry Quarterly - Winter 2010 - Learning Technologies
Training Industry Quarterly - Winter 2010 - 12
Training Industry Quarterly - Winter 2010 - Performance & Productivity
Training Industry Quarterly - Winter 2010 - 14
Training Industry Quarterly - Winter 2010 - The Human Capital Lifecycle: Strategically Managing Talent and Training
Training Industry Quarterly - Winter 2010 - 16
Training Industry Quarterly - Winter 2010 - 17
Training Industry Quarterly - Winter 2010 - 18
Training Industry Quarterly - Winter 2010 - 19
Training Industry Quarterly - Winter 2010 - 20
Training Industry Quarterly - Winter 2010 - Engaging with Games and Simulations
Training Industry Quarterly - Winter 2010 - 22
Training Industry Quarterly - Winter 2010 - 23
Training Industry Quarterly - Winter 2010 - 24
Training Industry Quarterly - Winter 2010 - The Bottom-Line: Aligning Learning with Business Needs
Training Industry Quarterly - Winter 2010 - 26
Training Industry Quarterly - Winter 2010 - 27
Training Industry Quarterly - Winter 2010 - 28
Training Industry Quarterly - Winter 2010 - 2010’s Top Training Technology Trends
Training Industry Quarterly - Winter 2010 - 30
Training Industry Quarterly - Winter 2010 - 31
Training Industry Quarterly - Winter 2010 - 32
Training Industry Quarterly - Winter 2010 - 33
Training Industry Quarterly - Winter 2010 - Tyson Foods: Growing New Leaders
Training Industry Quarterly - Winter 2010 - 35
Training Industry Quarterly - Winter 2010 - Three Lessons in Driving Impact
Training Industry Quarterly - Winter 2010 - 37
Training Industry Quarterly - Winter 2010 - 38
Training Industry Quarterly - Winter 2010 - Cover4
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