“He’s an progressive chief mastering officer, residing his self-control together with his insatiable curiosity and wish to research,” claims Bridgette Weitzel, senior govt advisor at Booz Allen Hamilton and Muñoz’s mentor.
Muñoz’s colleagues and associates describe him as curious and open-minded — a sponge trying to absorb data wherever he can.
He began his profession in expertise administration at BAE Strategies, concentrating on superior potential improvement and succession organizing forward of going to discovering out and enhancement through which he commenced understanding in regards to the latest in L&D technological innovation and gained publicity to understanding administration strategies.
Expertise administration and L&D had been ordinarily probably not built-in 15 years in the past, specifically when in comparison with as of late, Muñoz says. Now, as firms merge the 2, his earlier experience in expertise administration assists him in his L&D administration job.
Muñoz’s first discovering function
Muñoz began his preliminary L&D perform at BAE Methods in 2013 because the director of administration and huge possible development. On the time, Weitzel was the pinnacle of experience and discovering out on the company and the chief of Muñoz’s division.
As he maneuvered his initially roles in L&D, what intrigued Muñoz in regards to the subject was its capability to make an impression on of us, groups and the company as a complete. He appreciates the “mild bulb moments” individuals have in L&D: “Everybody must make an affect and improve price, however we in L&D have the chance on a number of concentrations within the group to take action, which is absolutely considered one of a sort,” Muñoz claims.
As an working example, he suggests, he remembers a pipeline software program he ran at a earlier firm a long time in the past, and to this working day, he nonetheless notices the brand new jobs and promotions that this system individuals are receiving. These are people who’re attaining their possible, Muñoz states, and he’s pleased to have performed some side of their good outcomes.
“[Muñoz] is a expertise-magnet of superior individuals,” Weitzel talked about. “He has a watch for expertise, and simply as I invested in him, he invested in different people. They usually have been successes. In that notion, he’s a strain multiplier.”
Producing his administration mannequin
Muñoz claims lots of people right now have impressed him in regards to the a few years. Simply considered one of his doctorate professors suggested that he pursue vary research — a topic that was fairly new and below-investigated on the time, however he claims the relevance of selection, equity and inclusion would afterward have into long run roles in his vocation.
Muñoz describes Weitzel as an important sponsor of his occupation. They glad in 2006 when he was a senior advertising advisor of human strategies at Fannie Mae, and he later joined her at BAE Units in 2009.
“What she taught me, in its most simple type, is to imagine that in myself,” Muñoz suggests. “She would place me in roles that she understood I used to be ready for even earlier than I noticed I used to be all set for them.”
He additionally credit her with encouraging him to go for his initially L&D half.
“I didn’t suppose on the time that I’d be fascinated in studying, however she knew that I skilled to spherical out my actions and my capabilities,” he defined. “That sponsorship has gotten me to the place by I’m these days. [Weitzel] taught me that usually, as a sponsor or mentor, you must support individuals see what they actually do not see. And that’s invaluable.”
It’s an artwork kind to be prepared to do that for a mentee, he added. How Weitzel treats him is how he now treats individuals who work for him.
Muñoz says he appreciates Weitzel’s lively style of mentoring, and that it’s important to him that she has been there for him when he needed assist — not simply after they now skilled a meeting scheduled. That is one trigger why, in his present-day function, Muñoz is a proponent of lively or on-the-position mentoring.
As his mentor above the various years, Weitzel has seen Muñoz as he’s crafted up a number of sturdy management methods.
“The mark of a incredible chief is that they depart an enduring legacy or impression at nearly each function they’re in,” Weitzel states.“ When that takes place, you’ve hit a real should have and a professional decision for the group and the individuals in it.”
Muñoz achieved this at Fannie Mae, she included. The agency wished to rethink the model of chief to set in a specified place, and Muñoz based a framework and system to take action with the experience acquisition staff. It took 6 months to set in location. To this working day, the framework and method are nonetheless at the moment being utilized, Weitzel says. In the meantime, at BAE Strategies, Muñoz aided develop a collection of experiential applications for prime doable experience, she further, which was launched globally, and in addition even now used proper now.
In 2014, she assisted Muñoz get a studying place at TD Lender in Canada wherever he would inevitably direct the group’s L&D tactic because the vp of enterprise studying. From there, he moved on to KPMG in 2017 to become the agency’s CLO.
Chief of discovering out at KPMG
Muñoz has been at KPMG for near 4 a very long time, and his function has developed quite a bit in that point. To start with, the L&D part was smaller and extra decentralized. Now, in 2022, Muñoz is instantly accountable for greater than 200 people. He additionally maintains some experience administration duties, this type of as succession organizing.
One explicit of Muñoz’s most obvious administration traits is his curiosity, claims KPMG Deputy Chair and Foremost Working Officer Laura Newinski.
“He’s constantly absorbing all that there’s to grasp about what it’s that we’re making an attempt to execute as an group like a sponge,” she says. “He isn’t somebody that simply gives a slice of both the experience or studying a part of elaborate issue fixing in our firm. He genuinely usually takes on the complexity of eventualities and learns so quite a bit about it from so fairly a couple of numerous angles that he can work together within the totality of it.”
He’s very considerate about change, she gives. There are two sorts of leaders, she states: Change motorists and innovators. Although alter motorists put into motion the remodel, innovators really feel about what the agency calls for to change and what the long term of the enterprise ought to seem like. Each equally are essential for the achievements of an group, however together with his innovator mind-set, Muñoz has aided KPMG undertake a lifelong finding out mentality at KPMG.
KPMG’s L&D technique: The KPMG Lakehouse
Muñoz’s administration philosophy is embodied by the Lakehouse, KPMG’s understanding facility in Lake Nona, Florida, which opened its doorways January 2020. The power was constructed with the learner 100 % in focus, Muñoz claimed.
In the course of the construction method, Muñoz carried out an important function in troublesome the remainder of the workforce to have a look at how numerous options of L&D might clearly present up for learners on this home, Newinski claims. The options Muñoz would pressure comprise social understanding, collaborative discovering out and recognizing skilled development alternate options. He additionally most popular to have DEI happen alive on this house, which might be an inclusive space each equally in individuals’s common encounters and in what understanding articles they absorb.
As they approached opening working day on the Lakehouse, Newinski says, only one level they did for range was stimulate firm helpful useful resource groups centered throughout underrepresented teams like Hispanic, Latino, disabled and LGBTQ+ employees members. Muñoz was a big half in producing this a necessary a part of the Lakehouse expertise, Newinski claims.
“Lakehouse become all of the issues we might have hoped for,” she provides. Their eyesight got here alive each visually and symbolically, and she or he describes it as “the embodiment of our custom in a bodily house”— an ideal deal because of Muñoz’s L&D management.
Muñoz’s finding out philosophy
Muñoz thinks a worthwhile L&D tactic focuses on the entire sensible expertise of the learner comparatively than any particular person research course or providing. Learners must have an experience through which they actually really feel supported and comfortable offering feed-back.
For example, Muñoz claims he on the time had an L&D staff make a brand new digital finding out curriculum, however learners couldn’t get pleasure from the all spherical working expertise primarily as a result of they needed to think about it in a bit of, impersonal nook of the breakroom. This responses was necessary for the L&D workplace, which might then rethink the sensible expertise to a factor far more profitable for the learners.
Muñoz asks himself what his function was in any problem that doesn’t perform out, Weitzel says. It’s considered one of a sort to find a chief who appears in direction of by themselves when one factor doesn’t go in accordance to program, she provides, however Muñoz works by utilizing these instances as a studying data to develop to be a stronger chief.
“He’s not frightened to be susceptible,” she suggests. “He retains himself accountable, he leans in, he learns and he strikes on. The accountable chief is desperately needed. Now we have to have extra individuals who’re starting with by themselves [and asking] ‘What did I do so as to add to this dilemma?”
Newinski praises Muñoz’s curiosity and his ability to look at important topics from quite a few various angles. She says he’s a chief who needs to holistically perceive complicated issues and have significant discussions about them. For instance, he served the agency decide out a framework to deal with unconscious bias in succession organizing.
“What [Muñoz has] been in a position to do isn’t just give us that framework of, ‘Be conscious of [unconscious bias]’ however in truth carry out on inspecting candidates, imagining about gaps in groups and looking out at experience inside the agency,” Newinski says. “He’s been succesful to work via unconscious bias actively within the dialogue he’s had with us. What [Muñoz} did was essentially convey it to lifetime in the real action of succession prepare conversations, and he did it devoid of even labeling it unconscious bias alongside the way.”
Mixing components of human and tech in L&D
Muñoz is most passionate about the opportunities that technologies provides L&D — although 20 many years in the past, he wouldn’t have mentioned the exact, he added. L&D has progressed above the past couple of many years. Though an in-man or woman experience continues to be worthwhile in L&D, utilizing know-how and innovations produces a more nicely-rounded expertise for learners.
Weitzel recognized Muñoz’s competency with both people today and technology when they worked together at equally BAE Systems and Fannie Mae. She describes Muñoz’s management design as a “nice mix of EQ and IQ.”
”He’s wickedly sensible,” she states. “It doesn’t purchase a complete lot to see that he’s a Ph.D. and an IO psychologist. As we transfer towards a further technological know-how-oriented fashionable society, we are going to want these T-shaped leaders, who know the group and are deep of their technical self-discipline.” A T-formed chief, she factors out, is any person who’s succesful at each equally the technical and human areas of the work.
Muñoz is extremely info-driven and analytic, she added. When he commenced at BAE Methods, analytics and knowledge have been being not utilised in succession planning, and he aided modify the method. Making use of a remodel in the best way succession making ready was executed was onerous, however Muñoz assisted whittle down a dozen administration expertise and qualities that could possibly be measured.
Even with enhancements in know-how, firms are very firstly human companies that depend on getting gadgets executed with and on account of individuals. “[Muñoz] job designs that in fairly a couple of methods,” Weitzel says. He’s genuine. He’s accountable. He leans in and he strikes on. He‘s information pushed, [and] he’s not foremost by intestine as significantly as he’s analyzing his gut with info.I think about we would like further of that authenticity in our administration. To usher in and maintain individuals, we would like further leaders like Corey.”
Trying towards the potential
The COVID-19 pandemic taught Muñoz that the prospect for locating in L&D execs is so significantly greater than any particular person beforehand imagined.
“Our capacity to acknowledge that and seize that choice is more likely to be necessary now, and as we shift ahead,” he suggests. “Sure, we’re charged with the event and improvement of consultants, [but] we can also make a big have an effect on on individuals’s actions within the group, their feeling of belonging, their notion of well-staying, their assist and whether or not or not they’ve leaders or professionals who can help them navigate nearly every thing that’s happening.”
Trying towards the way forward for L&D, Muñoz talked about that connecting with bigger sized networks of CLOs will support him set up how L&D suits into the long run of do the job at KPMG.and others look to the long run and make your thoughts up how L&D will assist. In an environment wherever there may be disruption taking place at this kind of an enormous magnitude, listed below are fairly a couple of people in very comparable roles noticing and affected by the exact same level.
When Muñoz thinks of studying priorities for the long term, a couple of very important priorities happen to thoughts:. “We’ll must have multidimensional, multi-pronged endeavours to help our business consultants now further than ever,” he talked about. “That signifies we’re persevering with to spend in in-individual understanding encounters and in addition foremost-edge studying applied sciences. [We’re also] location up extra teaching and experiential discovering, comprehension how individuals can mentor and be an apprentice in a digital setting.”
Muñoz and his workforce at the moment are establishing courses that they might not have considered two a very long time prior to now. They need individuals to be able to handle a potent notion of perfectly-currently being and know the best way to have robust conversations and develop communities with different individuals within the agency. Muñoz and his group wish to persuade versatility with a objective by means of L&D.
“To say that we now have pivoted, modified [and] been agile could be an understatement,”Muñoz claims.