September 5, 2019
Since 1938, Frank’s International has been setting the bar in tubular and oil and gas services worldwide. Born in Frank Mosing’s garage more than 80 years ago, Frank’s International has emerged as a leading global provider of highly-engineered tubular running services, tubular fabrication, and specialty well construction and intervention solutions. Frank’s U.S. headquarters are in Houston, Texas, and the company has more than 3,000 employees across its global network of locations.
Building on its legacy of innovation, safety, and quality service, the organization draws its strength from its One Frank’s company culture and values, which have fueled its competitive advantage. However, aligning a corporate commitment to excellence across approximately 50 countries and 6 continents requires exceptional leadership.
While Frank’s had a long-standing commitment to learning and development, it created a global Leadership and Management Development program to better align leadership development opportunities worldwide. “As part of our One Frank’s initiative, we are now providing enterprise-wide learning and development opportunities to our employees and connecting our leaders in a more closely knit, well-aligned global management team,” says Meta Rousseau, director of corporate learning and development.
The new One Frank’s Leadership and Management Development program includes well-designed practical, interactive, and relevant learning experiences through which it develops and supports a competitive, multiskilled, and internally motivated workforce. This program became the first such solution implemented enterprise-wide, serving Frank’s International across geographical and organizational boundaries.
When launching this new program, Frank’s International looked for a partner that could support a global rollout. “As we planned to implement this program worldwide across Frank’s, our primary concern was excellence. We wanted to provide our employees with relevant, meaningful, and enjoyable learning experiences through which we could strengthen our culture and build a well-integrated body of managers across the organization,” Rousseau says. For such a large endeavor, Frank’s needed a strong partner with proven content, a global footprint, and skilled facilitators. “We did not want just a long-arm vendor,” she adds. “We wanted a true partner, a knowledgeable advisor who is clearly committed to continuous improvement and who would be willing to listen, adjust to our requirements, and give us the best they could.”
“The proposal from AMA was head and shoulders above the rest,” Rousseau says. “We knew what we wanted, and it was clear that AMA paid close attention to our requirements and made sure that they could meet them. Proposals are often just a canned response, but AMA’s proposal was crafted for us and it made an important difference.… They asked questions, listened and advised, engaged in brainstorming, and fine-tuned everything to meet our criteria.”
Frank’s requirements included:
Organizations are often hyperfocused on finding learning solutions that solve problems in the now. Frank’s had the foresight to engage a partner who could support them in their future needs as well. One of Frank’s partnership requirements was learning that could be delivered consistently, worldwide, and with flexible curriculum offerings to accommodate future growth. Frank’s also wanted content and best practices that could be offered internally through the Leadership and Management Development program as well as through public classes, so that if somebody missed a workshop or had an immediate need, they could attend a public class, enjoy the same quality learning experience, and receive credit for the learning experience in the Frank’s Learning Management System….
Click here to download the full case study on the Frank’s International and AMA partnership for talent development.