Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization. Register for this webinar to learn: The difference between learning and acquiring new skills How to apply hard metrics to your L&D strategy How to align your employees’ learning goals with those of your larger company How Polaris is putting the insights from the research to work at their organization

1. Reaching the Blue Collar Workforce:
How Polaris Learns
Degreed + Polaris
Sarah Danzl
Director, Content and PR | Degreed
sarah@degreed.com
1
Naomee Santana Lazo
Global Manufacturing Training Manager | Polaris
Naomee.Lazo@polaris.com

2. Hello!
Today’s Agenda
2
Learning at Polaris
3
2 How the workforce is building
skills at Polaris: Q&A
1
Audience Q&A

3. Our clients invest in Degreed for three reasons
Degreed Focus 20193
Unlocking Value
Our Solutions
To simplify their
learning
EXPERIENCE
To fuel culture and
drive
ENGAGEMENT
To build the SKILLS
their businesses
need next

4. T R A I N I N G I N M A N U F A C T U R I N G

5. Polaris
1954

6. Polaris

7. Full vehicle Assembly
Parts and Components Assembly
Processes
Tube Fabrication, Welding,
Injection Molding, Paint
Robotics & Manual
Polaris Manufacturing

8. Flexible
Offer a variety of different training channels
Formalize
Identify current training methods
and processes. Ensure
standards are being followed
and determine rigor.
Align
Ensure training and
development activities are
aligned with site and strategic
goals.
Impact
Think beyond the training event. How will this knowledge live on
past the actual transfer? Are there existing systems and
processes to support this training activity. Determine additional
KPIs for measuring effectiveness.
Ultimately, our customers may know what they want, but are not quite
sure how to get there. Our Training Coordinators know how to flex
when they need to help leaders achieve strategy.
Facilitator Instructional Designer Training Coordinator
Approaching Strategy for Training

9. Formalize
Customers Processes Resources Culture
• Hourly Training Strategy
• Specialized Hourly Training Strategy
• Salaried Training Strategy
• Absenteeism Management
• Process Changes & Recertification
• Equipment and Staffing • Learning & Development

10. Formalize: Using the Assessment to Build a Plan
Level 1 Level 2 Level 3 Level 4 Level 5
Reactive Stable Standardize Sustaining Self-Optimizing
No formal process for
Training outside of New
Hire Orientation.
No reaction plan in place
for Absenteeism or
Process Changes
Resources poorly defined
We’ve Always Done it
This Way
Training Plan in Place.
Operations defined as
beginner, intermediate,
Mission Critical.
+ Recertification
Requirements and
auditing for
accountability.
+ Cross functional agreements
from Engineering, Quality, and
Production on retraining due to
Process Changes Annual plan
w/skills in place to support
autonomous workforce.
+ Department manages
additional training. Operator
qualifications available JIT and
Real Time.
+Self driven learning culture.
Employees are engaged,
aware of where to find training
and how to knowledge share
formally and informally
Reaction plan in place
for days when call-ins
result in inefficient HC to
support production.
Changes to process are
captured informally.
+Production can support 3x3x3
requirements at a 10%
absenteeism rate. As
absenteeism increases above
10% multiply the new rate times 3
and round up to achieve the new
level of flexibility needed to
support Production.
+Operators are notified
real time of process
changes and
acknowledgement is
formally captured.
Cross departmental
flexibility matrix available
to support 3x3x3. Process
controls in place to
prevent untrained workers
from moving into station
w/o a Trained rep.
Resources adequate for
current and emerging
skills in place.
1 trainer for every 300
employees, 1 support role for
every 400. Mobile Training
Centers in place.
Site forecasts org skills
gaps.All departments engaged
in annual needs analysis.

11. Formalize: Understanding the Landscape of Training
I want to be able to perform
my job successful.
In order to do that I need,
• work instructions, parts
delivered timely, clean
area to work in,
equipment to keep me
safe, and checks in case
I make a mistake.
I want to be able to perform my
job successful.
I need to understand what
good looks like in my role, how
to manage my time effectively,
how to quickly interpret data,
skills to solve problems and
understand how to influence
others.
I want to be able to perform my
job successful.
I need to understand what
good looks like in my role,
where to go when I have a
question, baseline
expectations of the knowledge
I need to start running, and
feedback when I’m off course.
I want to be able to perform my
job successful.
I need to understand what
good looks like in my role,
strategic direction so that I can
lead my teams towards
success, context for quick and
impactful decisions, immediate
feedback, and where to go
when I have a question.
Production Worker Specialized Hourly Role Salaried Staff Managers +
How do you learn?
My Work instructions
I ask my peer next to me
My zone leader shares
Who do you ask if you have a
question?
My peers or my supervisor.
Who do you ask if you have a question?
My peers or my manager.

12. Flexible
Offer a variety of different training channels
Formalize
Training plans aligned in
Degreed, empowered Managers
to assign additional required
training. Published catalog of
additional resources.
Align
Degreed Groups expanded
our best practice and informal
knowledge share.
Impact
Think beyond the training event. How will this knowledge live
on past the actual transfer? Are there existing systems and
processes to support this training activity. Determine
additional KPIs for measuring effectiveness.
Align, Impact and Stay Flexible
Existing LMS + External Content Providers
SharePoint Content
Document Control

13. Impact
How to move forward?
• Ability to scale 108+ Pathways to 3 additional Product groups and 2 countries immediately
• 70% End User Engagement at 30 days Post Implementation
• Able to support 40% of workforce through Degreed
• Increased Speed to Development from 40 hours/topic to 3 on non-scorm required content
• Integrate Document Control System (Pathway: Standard -à Trainingà Cred Spark Assessment)
T H E O N LY S U S TA I N A B L E
C O M P E T I T I V E A D VA N TA G E I S
A N O R G A N I Z AT I O N ’ S A B I L I T Y
T O L E A R N FA S T E R T H A N T H E
C O M P E T I T I O N .
- Peter Senge
“
“

14. QUESTION #1: Strategy
We are living in an era of unprecedented change
- how is Polaris preparing its people for the
workplace of the future?

15. Poll
Do you know what skills your workforce has?
a. Yes
b. No
c. No, but working on it.

16. QUESTION #2: Skills Focused
Skills and reskilling are at the core of your business
objectives. How do you handle that with an hourly
workforce?

17. Poll
How are you measuring success of learning initiatives?
a. Completions
b. Regular check ins with managers
c. Skill development progress
d. We’d like to do more but aren’t set up for it
e. Other (please write in)

18. QUESTION #3: Data Talks
How are you showing value to
the organization and business
outcomes?

19. Poll
How many tools are in your learning ecosystem?
a. 0-3
b. 4-8
c. 9-14
d. 15+
e. Other (please write in)

20. QUESTION #4: Tools
How did you decide what new tools and data
you and your team were going to use to deliver
on your learning goals?

21. Poll
How are you getting workers to engage with learning offerings?
a. Notifications in the system
b. Email reminders
c. Compliance = required
d. Onsite events
e. Other (please write in)

22. QUESTION #5: Rollout and Change
How are you keeping engagement and interest
in talent development programs alive?

23. Audience Q&A

24. Get your book!
24

25. Questions?
Degreed + Polaris
Sarah Danzl
Director, Content and PR | Degreed
sarah@degreed.com
25
Naomee Santana
Global Manufacturing Training Manager | Polaris
Naomee.Lazo@polaris.com

26. Thank you!