Educational Experiences Kodak Uses

Educational Experiences Kodak Uses

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Educational Experiences Kodak Uses Case Study Questions

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Read Case Study 1: Grab a widget and get paid for an employee referral and just answer the 2 questions that follow.

Questions

1. How does automating the employee referral process encourage referrals?
2. What do you think some of the drawbacks of getting referrals from social network sites might be?

Read Case Study 2 – Kodak gets the Picture in Executive Education and just answer the 2 questions that follow

Questions

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1. What can you tell about how Kodak did needs assessment for executive education? What recommendations would you give Kodak for improving this analysis, and what type of training do you think should be done now?
2. How would you go about evaluating the effectiveness of these educational experiences? Do you believe that company profitability should be used as a criterion? Can more training save Kodak?

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Read Case Study 1: Grab a widget and get paid for an employee referral Employee referrals and social recruiting, which already began melding through Jobvite, and other tools are growing even closer as new vendors enter the field and corporations test how well their jobs spread on Facebook and other sites. A New York startup called Referral is quietly entering this niche.

On the Referral site, Cisco, for example, lists eleven jobs and is offering about $2,500 per job for people who fill the openings by spreading the word through social media sites or email. Meanwhile, Virginia Mason Medical Center has set up a “grab this widget” tool for employees to share the organization’s jobs. The Seattle-area nonprofit needs to fill a director of nursing informatics job, IT jobs for people with Cerner experience, and more.

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At Enterprise Rent-A-Car, employees are adding widgets about company jobs to their personal Facebook pages, and getting paid if the widgets result in a hire. At Banner Health, the Phoenix and Western U.S. nonprofit, experienced nurses and occupational/speech/physical therapists are among the highest in demand. Michael Saver, sourcing program manager, said there was “unreal” interest when the 36,000-employee organization moved to an electronic employee referral system two months ago.

About 1,500 people referred candidates in about a month. This was not a social media campaign per se, but that is likely coming soon. One sign of the employee-referral times is that Select Minds, a company mainly known for its work on alumni networks for corporations, is moving deeper into the referral world. What happens with Select Minds is that an automated e-mail goes out to people who might be able to help fill a job. Let’s say hypothetically we are talking about a software job at Nationwide, and that the job is in Dayton, Ohio. An automated email about the job opening might go out to (1) Nationwide employees in any region who are in IT jobs, and (2) all Nationwide employees in Dayton. The Select Minds e-mail allows employees to either e-mail selected contacts on LinkedIn, Facebook, and Twitter to tell them about the job, or update their LinkedIn and Facebook statuses with info on the job.

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The chain of link-forwarding gets tracked as it moves around online, and the employee either gets the whole referral kitty, or can share part of it with a second person, depending on how the company sets it all up. The employee who is doing the referring can tell their company, via a short form, how well they know their friend, and what they think of them. The referring employee also gets e-mails notifying them if their contact has expressed interest in the job.

Meanwhile, recruiters view a dashboard listing how many times a job was referred, and how many applications came in for it. A recruiter can drill down and see who is referring whom. This smart marriage of referrals and social sites is where we are headed. Questions1. How does automating the employee referral process encourage referrals?2. What do you think some of the drawbacks of getting referrals from social network sites might be?

Executive Education Eastman Kodak Discussion Project

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Read Case Study 2 – Kodak gets the Picture in Executive Education Eastman Kodak has changed dramatically to compete in a world of new technologies, emerging markets, and global customers. As a result, Kodak’s efforts in executive education have pushed the limits to create innovative “learning events” for senior management, which are designed to be as dynamic and future-oriented as the company’s business environment.

For years, Kodak was the dominant player in its market. It enjoyed worldwide brand recognition, extraordinary customer loyalty, and enviable profits. Understandably, few employees (or managers) wanted to do anything to upset the status quo as most of them looked forward to a lifetime of employment and security. Then things changed.

The company restructured in order to go head-to-head with competitors in a much tougher digital marketplace, and in the process, there has been a one-third reduction in executive positions. These events drove complacency far from the environs of Rochester, New York, Kodak’s headquarters city. Agility has replaced stability as the watchword of the future.

As a consequence of Kodak’s transformation—not to mention the personnel changes—the majority of senior managers have been in their positions for far fewer years. Executive education is viewed as a critical tool for improving Kodak’s managerial ranks. But Kodak believed that the development programs needed to be as active, innovative, and future-oriented as the company.

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Off-the-shelf materials were out, as were case studies, lectures, and other passive learning approaches. A new approach meant inventing from scratch, letting go of control, and taking monumental risks. Skills in anticipating the business, pushing the culture, and networking were demanded. These objectives led to the creation of three new programs for the senior management team: The Kodak Prosperity Game.

This game teamed fifty Kodak executives with twenty-five peer executives from other companies. These “reality-based” teams worked on meaningful, implementable strategies, alliances, and deals. The Digital Executive. This program consisted of a “scavenger hunt” exploring Kodak’s digital present and future.

Using digital products and the Internet, small teams researched digital competitors and interacted with a consumer focus group via videoconferencing. One innovative feature of this program was the upward mentoring of the participants by technology “whiz kids.

“The Future of the Company. This was a two-part program, developed in partnership with the Global Business Network and focused on learning about possible futures for the industry and the company. Part I was a two-day “conversation” about Kodak and its environment in the coming years. Industry scenarios for growth were developed in small team discussions involving Kodak executives and customers, alliance partners, and futurists.

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The resulting scenarios launched Part II, in which additional outsiders and provocative thinkers mixed ideas with the participants. The outcomes were a set of new ideas and potential strategies for the Kodak businesses. After Kodak’s executives committed to an all-out digital strategy, the company’s revenues climbed. In 2004, Kodak surpassed Sony, the market leader, in the number of digital cameras shipped in the United States.

The firm’s executives say Kodak is well-positioned in the consumer digital imaging and graphic communications markets. For example, during 2010, it grew its share of the pocket video camera market by 10 percentage points and today is the number two player. However, it still faces a very tough competitive environment. Profits in 2010 were negative, and a New Jersey investment-management firm is pushing the company’s top shareholders to take the lead in either turning around or selling it.

Questions1. What can you tell about how Kodak did needs assessment for executive education? What recommendations would you give Kodak for improving this analysis, and what type of training do you think should be done now?2. How would you go about evaluating the effectiveness of these educational experiences? Do you believe that company profitability should be used as a criterion? Can more training save Kodak?

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Educational Experiences Kodak Uses Case Study Questions

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