fot - meridian webinar
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How to Participate Today
Open and close your Panel
View, Select, and Testyour audio
Submit text questions andjoin in the conversation in
the chat box Follow on the back
channel via Twitter usinthe hashta, !meridian"S
#$% addressed at the end
o& today's session ( pleaseask them in the questionsbox
!meridian"S
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Presenter Info
"ris )unn *+O at "inetix -PO,
ecruitin. Founder o& Fist&ul o&
Talent , The +*apitalist
+oops /unkie *helsea owe 0eadership )evelopment
*onsultant at "inetix *ontributor at Fist&ul o&
Talent esident 1erd
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1!meridian"S
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What the modern L&D
function looks like acrosscore job skill training
leadership de!elopment
and more
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Where "an #ou $ocus% The "hoices re
'any(
*ore job skill trainin
2roader pro&essiona
development by&unctional
area
3anaer o& peopletrainin
0eadership
development
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"ore )ob *kill Training
Some 4xamples5
Systems /process training
Widget production
Safety compliance
Types o& jobs6companies
which will ive you the mostO75
Jobs requiring repetition, limitedambiguity, and low complexity
Start with a job analysis anddevelop or previouslyidenti8ed per&ormance aps
+ow do 7 know i& itsworkin9
4mployee per&ormanceimproves, time:to:productivity
oes down
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+r ader Pr fessi nal
De!el pment
Some 4xamples: Advanced erti!cations
ontinuing "ducation
Type O& *limate Prime To
)eliver O7 For
ompanies wit# development budget
set up for employees
ompanies wit# range of speciali$ed
roles
"ey considerations5 determining
w#o can attend and #ow muc# isspent on eac# employee can be
tric%y
2onus Points5 &everages your
ompany as career agents for
employees
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'anager of People Training
Some "xamples: 'elivering (eedbac%/oac#ing
)oal Setting
*erformance +anagement
)ood opportunity for any companywit# managers of people typecore -ob s%ill training.
Start by consulting wit# managersand internal talent leaders on
needs ow do 0 %now if its wor%ing
"xit surveys data c#anges, -obperformance increases, managersbecome more agile
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Leadership De!el pment Training
Some "xamples:
i*o 'evelopment *rograms
"xecutive oac#ing #ange +anagement
ompanies t#at t#is training
format will deliver 230
Jobs/companies w#ere turnover is
particularly expensive
3rgani$ations w#ic# routinely
promote from wit#in/de!ned career
pat#s
)et started by consulting wit#
senior leaders#ip to align wit#strategic initiatives
ow do 0 %now if its wor%ing
)reat sense of awareness, more
tailored/strategic decision ma%ing,
greater leaders#ip team co#esion
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+,-.* / Let0s talk about
managing perception of yourtraining efforts in your
company%
Which type of training getsthe most reputational 1,I%
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P,LL 2.3*TI,- 456
Which type of training do youcurrently ha!e deployed in a
way you0re comfortable with%
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4!meridian"S
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How smart H1 and Talent
leaders are building theirapproach to L&D with a mi7
of company pro!idedtraining outsourced
training and self8paced
acti!ities
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' st Training and De!el pment &cti!ities
&ren0t *mall 3n ugh t be 3ffecti!e
5raditional *aradigm 65raining is an event
7ew expectation 6 training
is -ust in time and is ready
w#en 0 want to ta%e it Si$e of traditional training
interventions is an issue8
5#e smaller and more 9-ust
in time it is, t#e bettert#e c#ances for learning to
occur and be used on t#e
-ob8
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There0s a +ig Wa!e of "hange "oming 1elated to
how People Want to Learn
&oo% to colleges and universities
to see t#e future of learning8
5#e business model of learning is
c#anging8
Some estimates predict roug#ly#alf of all college classes will be
e;&earning based in 4
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#our Deli!ery 'i7 Is +ased on +udget and How
#our ,rg Wants to Learn
)ecent 2udet, 1o Team 6 uilde&earning and supplement wit#outsourced initiativesB
+ave a Team but no budet9 5#atteam needs to be able to develop &C'
materials and youDve got partclassroom training and part e&earning888
1o budet and no team 6 s#are &C'budgets for your sector and inEuence toget some budget, t#en move to F1
2i 2udet, 2i Team 6 yea#, rig#tB
Sr; 0evel *onsiderations6 ma%e suret#e classroom style training you canprovide inEuences t#e people w#o #oldbudget GGG
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9etting +udget *tarts With &
" nsultati n n Pain
0ook around ( there areper&ormance issues and
opportunities everywhere;
*onsultation with 0ine 3anaers
and Functional %rea 0eaders is
key; "ey Point ( sometimes the
business unit leaders won't
know what the problem is;
)o you have the investiative
skills to dianose and makethem believe you can help
them9
This consultation is the
intersection o& learnin stratey
and
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P,LL 2.3*TI,- 4:6
The most effecti!e L&D deli!eryplatform at my company for my
mi7 of budget and org needs is6
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H!meridian"S
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Why #ou -eed nL'*;Technology *olution
To +ootstrap nd 'akeLearning 'atter
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Tracking and 1eporting
=ou need help buildin
the onoin case that
your 0$) e>orts are?
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"ost *a!ings
FT4s don't row on trees A Scenarios where an 03S just
makes you better as a 0$)
plat&orm5
1o budet5 *rovides measureable data
you can use to petition for more GGG8 7oneed to pull employees out of t#e -obs
Some budet5 3n;demand manager
training8 )ives you ability to assess
progress and identify opportunity for
more growt#8 Fat budet5 Ability to roll out to broad
employee base8 reate extra
opportunities for employees w#o are
interested to growt# wit#out requiring for
all8
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I!meridian"S
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< ways to effecti!elymarket your L&D;Training
function to look fabulousas a Talent Leader
+efore #ou *tart $ocus on
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+efore #ou *tart / $ocus on
Headcount and 1e!enue
7& you truly want tooperationaliBe your
learnin stratey, you
can't treat everyone equal
Start with the roups thatproduce revenue 8rst,
sement by headcount,
and prioritiBe your e>orts
by movin down that list;
Priority list is enhanced by
leaders that show or
decline support;
L&D 'arketing 5=5 'ake *ure #our Product
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L&D 'arketing 5=5 / 'ake *ure #our Product
'eets the -eeds of the "ustomer
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L&D 'arketing :=5 / Promote ,utcomes to the
1ight *takeholders
First thins First ( do you haveoutcomes9
7& not, et some; 4xamplesinclude per&ormance data, pre:post assessments, etc;
Once you have outcomes, youneed to share them with theinternal world;
Outcomes promoted to biBunits includes per&ormance
data, pre and post assessment; Outcomes to employees ( more
testimonial based, &ocused oncareer advancement;
L&D 'arketing >=5 Promote #our
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L&D 'arketing >=5 / Promote #our
L&D $unction with *coreboards(
0et's &ace it ( nothin
pushes involvement like a
scoreboard;
Dood scoreboard items onthe employee &ront include
courses completed, top
per&ormin students, etc;
Dood scoreboard items on
the biB unit &ront include
course units completed,
top per&ormin students,
budet dollars spent, etc;
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L&D 'arketing ?=5 / Tell Deep *tories about
How L&D 'akes People *uccessful 4ven i& you have no data to
speak o&, you've always ot
testimonials o& how your 0$)
&unction makes people better;
Project time ( tape E:Gtestimonials -make sure
they're out o& your biest
customers and most avid
supporters. and et ready to
market them;
1o testimonials means you're
not marketin yoursel&
aressively enouh;
L D ' k i
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L&D 'arketing
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!meridian"S
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Thank you to our webcast sponsor5
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"ris5%dunnK%inetix#r8comwww8!stfuloftalent8com
5witter: K%risLdunn&in%ed0n: www8lin%edin8com/in/%risdunn
*helsea5
croweK%inetix#r8comwww8c#elsea;rowe8com
5witter: Kc#elseaarowe&in%ed0n: #ttps://www8lin%edin8com/in/c#elseaarowe
mailto:kdunn@kinetixhr.comhttp://www.linkedin.com/in/krisdunnmailto:crowe@kinetixhr.comhttps://www.linkedin.com/in/chelseaarowehttps://www.linkedin.com/in/chelseaarowehttps://www.linkedin.com/in/chelseaarowehttps://www.linkedin.com/in/chelseaarowemailto:crowe@kinetixhr.comhttp://www.linkedin.com/in/krisdunnhttp://www.linkedin.com/in/krisdunnmailto:kdunn@kinetixhr.com
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