Capital One University puts employees in the driving seat: … while “leaders as teachers” proves a popular and effective program

Abstract

Purpose

Examines the success of the corporate university and “leaders as teachers” initiatives at financial institution Capital One.

Design

Draws on information provided by the head of the Capital One University.

Findings

Reveals 82 percent satisfaction with the Capital One University in its first year of operation, with almost 25,000 employees taking part in almost 1,500 classes. Usage of job‐specific e‐learning courses has risen by 40 percent, while the business has realized an increase in efficiency and streamlining.

Practical implications

Claims that the Capital One approach of defining its people‐capability needs through discussions with its executive‐leadership team about organizational strategy ensures that the development approach the company takes is fundamentally supportive of the organization's strategic direction. Executive‐leadership team members are engaged in the discussions to identify those capability needs and are active sponsors of the learning solutions the company puts in place. This combination of strategic focus and visible, active sponsorship is a powerful combination for Capital One.

Originality/value

Explains that the university has developed a “leaders as teachers” approach, to help to ensure that the knowledge and skills of the company's senior leaders are being fully used to develop those around them. In the last quarter of 2005, in the UK, the leaders as teachers programmes attained an average satisfaction rate of 85 percent, and in some cases the leaders outperformed some of the external training suppliers.

Citation

(2006), "Capital One University puts employees in the driving seat: … while “leaders as teachers” proves a popular and effective program", Human Resource Management International Digest, Vol. 14 No. 5, pp. 19-22. https://doi.org/10.1108/09670730610678226