Specialty chemicals manufacturer implements enterprise-wide
learning & employee development strategy across North America

Client Overview

Oakite Products, Inc., with headquarters based in Berkeley Heights, NJ, has been developing, manufacturing, and supplying state-of-the art specialty chemical products since 1909. The QS9000/ ISO 9001 certified company offers a wide spectrum of products and systems to meet the needs of many industries, including aerospace, agricultural,
appliance, architectural, automotive, coil coating, cold forming, and other metal processing-related markets. Chemetall Oakite's integrated products, chemical management systems, process equipment, and service programs facilitate the achievement of many industries' processing needs.

Situational Overview
Chemetall Oakite, a subsidiary of German conglomerate MG Technologies, had a need to implement an enterprise-wide learning & development strategy in order to attract and retain
talent and continue their leading position within the specialty chemicals marketplace. The Chapman Group was engaged to implement this learning & development strategy through
a 3 phase process consisting of an assessment, modeling, and implementation phase. The next phase of this engagement involved building the infrastructure for the newly developed Center of Excellence including an organizational structure, learning families, and the crafting of a change management plan.  The organizational structure insured that the Center of Excellence would have continuous involvement from all locations of the company and the learning families allowed specific areas of the company to be targeted and improved.  The change management plan for communicating with all employees about the changes that would occur as a result of the Center of Excellence helped to maintain momentum and ownership across the organization over the 7 week implementation period. 

Efforts:
The Chapman Group (TCG) worked with a client team consisting of senior members of
Chemetall Oakite in the corporate office in order to further develop the strategic objectives,
goals, and vision for the project. TCG also gained valuable insight into the background of past learning & development initiatives in order to set a baseline for what past successes and failures entailed. During the initial assessment phase, TCG met with key stakeholders in the organization across North America, primarily the Branch Presidents, in order to create ownership and buy-in to the Center of Excellence concept. TCG also met with all other levels of the organization in order to obtain buy-in throughout the rest of the company.

The next phase of this engagement involved building the infrastructure for the newly
developed Center of Excellence including an organizational structure, learning families, and the crafting of a change management plan. The organizational structure insured that the Center of Excellence would have continuous involvement from all locations of the company and the learning families allowed specific areas of the company to be targeted and improved. The change management plan for communicating with all employees about the changes that would occur as a result of the Center of Excellence helped to maintain
momentum and ownership across the organization over the implementation period.

Results:
During the final phase of the project, dates for implementation were developed, culminating
in a one-week launch period for The Center of Excellence across North America.

Employees received a career development plan that encompassed the next 2 years. The training plan that was developed during the assessment phase of the project was also implemented, thus providing Chemetall Oakite with a clear roadmap for their employee development. Initial results point to a revitalization of the corporate culture and a renewed sense of the corporate strategy and direction within the company for all employees.

Points of Contact Within Chemetall Oakite

CEO
VP of Human Resources
Corporate Training & Development Manager
Branch Presidents