Training Industry Magazine - Spring 2024 - 65

uses a lean management tool called the
X-Matrix: A method of cascading goals
from the top of the organization down,
ensuring that fiscal year goals are aligned
with the company's goals.
In addition to the X-Matrix, EnerSys has
an Academy Governance Board, which
is made up of senior leaders from every
department. The board exists to make sure
that the training function doesn't become
siloed from the rest of the organization,
and that L&D efforts remain aligned to
the overall goals of the business. It also
serves to ensure that EnerSys' L&D team
regularly has visibility with leaders from
throughout the business.
THE LEVEL UP PROGRAM
One of Krajewski's most well-received
training initiatives has been the Level
UP Program. The Level UP Program
allows subject matter experts to earn a
training certification (Academy Certified
Trainer), which allows them to schedule
and conduct training sessions on-site at
their location or participate in monthly
webinar offerings.
" Level UPpers have conducted sessions
on how to use the internal job posting
process, MS Excel, product training,
systems training,
DEI initiatives such
as allyship, and a host of other topics, "
Krajewski says. EnerSys currently has 16
Academy Certified trainers, and they're
beginning the process of recruiting a
second cohort.
With programs like Level UP, Krajewski
says, visibility across the organization is
important. Krajewski's team has made a
concerted effort to showcase their " Level
UPpers " during events like their annual
Employee Learning Week.
TRACKING KPIS
Establishing specific key performance
indicators (KPIs) is an essential step in any
L&D team's efforts to evaluate the success
of their programs. Krajewski says that
his team tracks three KPIs, through their
company intranet, and provides regular
updates to the company's academy
governance board and HR leadership:
1. Retention and promotion for
leadership development programs:
Krajewski's team has found that alumni
of their leadership training programs
are 26% more likely to stay with
EnerSys. Alumni are also promoted at
a rate nearly 50% higher than the rest
of the company.
2. Completion of non-compulsory
training on the company LMS: EnerSys
offers a vast library of training material
to its employees - but that won't
make a difference if learners don't
engage with it. Learning management
system (LMS) engagement metrics
help Krajewski and his team ensure
that employees go to their training
materials when they have a problem
(and not YouTube).
3. Safety and compliance: To ensure
that learners are keeping up with
mandatory safety and compliance
training, Krajewski's team tracks training
completion rates by line of business,
with a policy of zero delinquency. They
strive for zero required training to be
past due; in cases where deadlines are
missed, " we report that back to the line
of business leaders, " Krajewski says,
" so that there is accountability on the
part of the employee. "
The team also publishes a quarterly
scorecard that tracks learners' qualitative
and quantitative results from the previous
three months.
LOOKING FORWARD
Beginning this year, Krajewski's team
is working on moving EnerSys from
traditional
learning to
a learning
ecosystem model. " Rather than having
a training model based on mandatory
courses, " Krajewski says, " employees
TRAINING INDUSTRY MAGAZINE - SPRING 2024 I WWW.TRAININGINDUSTRY.COM/MAGAZINE
WE ARE NOW MOVING
TOWARD A CULTURE OF
SKILL DEVELOPMENT.
would become a part of an ecosystem
for engineering or sales, for example,
where skills can be learned on
demand, through experiences or as a
part of a Level UP community. " Their
goal is to facilitate more peer-to-peer
learning and more leader coaching to
help grow EnerSys' talent and prepare
them for new roles internally.
Krajewski's team is also responsible
for training in EnerSys' manufacturing
facilities. They are currently partnering
with organizational stakeholders and
individual sites' HR teams to enhance
and standardize the onboarding
experience for employees, regardless
of location, language, culture, etc.
They are also pursuing augmented and
virtual reality (AR and VR) options for
training new employees and upskilling
existing employees.
The L&D journey at EnerSys reflects
a dynamic response to the evolving
landscape of the renewable energy
sector. In the face of global challenges and
a geographically dispersed workforce,
Krajewski's team is successfully
navigating the shift from a compliancefocused
training culture to a culture of
skills development. By aligning training
efforts with business goals, leveraging
lean management tools and rigorously
tracking KPIs, EnerSys exemplifies
a strategic approach to L&D. As the
renewable energy sector continues to
surge forward, EnerSys's proactive and
strategic approach to L&D positions them
at the forefront of learning transformation
in this dynamic industry.
Mike Allen, CPTM is an editor at Training
Industry. Email Mike.
65
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