Summary
In 2005, the learning and development staff at Macy's Inc faced a true test of its professional prowess when the company decided to build its national brand by acquiring its chief competitor, May Co. As with any change initiative, the corporate learning and development team members did their homework. The first step was to assemble a team of learning and development professionals from across the company to create a corporation-wide education and communication strategy. Initial training efforts mainly targeted upper management. Through continuous communication and in-depth training, participants gained a better understanding of their job functions and business processes. As the learning and development team members look back on the experience, they realized that the results of their initial research held true -- adjusting to the new culture was the greatest challenge. As Macy's continues to recreate itself, so does the learning and development function.
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Big-Time Challenge
In 2005, the learning and development staff at Macy's, Inc. faced a true test of its professional prowess when the company decided to build its national brand by acquiring its chief competitor, May Company. Although the convergence boosted sales to $27 billion, doubled the number of store locations, and expanded the employee population to nearly 190,000, it also posed a majo...
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