Building plant leadership and operations analytics capability at Dtdc

Dtdc approached the corporate learning desk with a capability problem in plant leadership and operations analytics. The presenting symptom was eleven sites reporting on incompatible definitions, which turned every group review into an argument about numbers rather than about the business.

Discovery ran across three sessions with the L&D team and the business heads who owned the gap. The population in scope came to 1,285 employees, spread across levels, which ruled out a single course and pointed towards a levelled structure.

We built a role-level competency matrix with the Dtdc HR team and baselined the population against it before any content was written. 4 programmes were then designed against that matrix, each module traceable to a named competency.

Delivery ran in 3 waves so the business was never short-staffed, with roughly 90 line managers briefed on what their teams were being asked to do differently. Every live session was recorded, and the schedule was built around the manufacturing operating calendar rather than faculty convenience.

Cohort completion settled at 95%, measured as learners who cleared every assessment, not as learners who attended. The same competency instrument used at baseline was repeated at the close of each wave.

The end-of-engagement review with the sponsor covered movement against baseline, the effect on consistency of site-level reporting, and — as in every iAdmit review — the design decisions that did not work and were changed between waves.