Ford México's challenge
Ford Mexico has been in the country since 1925 and works with 126 distributors that employ around 10,000 people. The goal was to carry the company's values and experience to that whole network: sales, services and administration teams, managers, receptionists… Very different profiles, spread across the country, who needed the same vision and common benchmarks for their work.
On top of that, the training had to hook people. With such varied teams, publishing a course wasn't enough: people had to take part and see it through. So Ford Mexico went looking for a different way to train and communicate.
- Reach very different, geographically dispersed profiles with one shared vision.
- Innovate in how distributor employees are trained.
- Secure participation and engagement in a large-scale program.
- Match the training to the needs of each area and role.
The solution
It started with a pilot: nearly 100 training coordinators played Pacific, the serious game on leadership and team management. It went so well that Ford Mexico added Pacific and other games to its annual course matrix and assigned each group of roles its own game, covering around 8,000 people.
Merchants (negotiation and conflict resolution) and Triskelion (time management and personal productivity) were opened to every area, including Sales, Services and Administration. Pacific was extended to all managers and training coordinators. And 2100, with its customer service simulator, went to sales consultants and receptionists, the people who deal most with end customers.
Everything ran on the Game Strategies online platform: participants played whenever and wherever they wanted, practiced real cases in a safe environment and competed in rankings, the feature that hooked them most.
The games they played
Ford México on video
In their own words
The response of nearly 100 employees to the pilot was so good, that there was no hesitation whatsoever to include game-based learning in the annual training plan.
It was an effective way to reach different profiles. We covered the training needs of different groups of job positions.
Gamification elements such as rankings were the most engaging part.
The results
The serious games became a common link for every Ford employee who took part. That alone delivered what the Training and Development area was after: people from very different areas rallying around the same corporate benchmarks.
The participants' verdict was clear: 98% would recommend the training to their co-workers and 99% found it useful for their lives. Completion stood at around 75%, a solid figure when you consider thousands of learners with very different profiles and schedules.
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