strategic learning solutions
TRANSCRIPT
TRANSFORMING THE TRAINING FUNCTION: DESIGNING, DEVELOPING AND DELIVERING
STRATEGIC LEARNING SOLUTIONS
CHARLES COTTER
13 FEBRUARY 2015
MASLOW HOTEL
SCOPE OF PRESENTATION
• Defining strategic learning and development
• Diagnosis of current training and development practices
• Building a business case for the strategic impact and valueof learning and growth
• Enablers and critical success factors to transforming/re-positioning training
• Applying the A-D-D-I-E process in transitioning to strategiclearning solutions
STRATEGIC LEARNING AND DEVELOPMENT PROCESS
DIAGNOSIS OF CURRENT TRAINING AND DEVELOPMENT PRACTICES
• How efficient is the training process; is theattendance of scheduled training programmesgood and are learners satisfied post-training? –LEVEL 1: EFFICIENT
• What is the submission rate of PoE’s and is therea good success rate? – LEVEL 2: EDUCATIONAL
• What is the degree of transfer and application oflearning to the workplace and improvedbehavioural change and performance? – LEVEL3: EFFECTIVE
DIAGNOSIS OF CURRENT TRAINING AND DEVELOPMENT PRACTICES
• What is the impact of training programmes onorganizational business results and metrics e.g.productivity; competence; customer service etc. – LEVEL4: VALUABLE
• What is the Return-on-Investment (ROI) of the trainingprogrammes? Do the benefits exceed the costs? – LEVEL5: ECONOMICAL
• To what extent do training programmes directlycontribute to the achievement of strategic objectives;drive innovation; generate business solutions and createsustainable competitive advantages for the organization?– LEVEL 6: STRATEGIC
LEVELS OF LEARNING EVALUATION
STRATEGIC IMPERATIVE OF LEARNING AND DEVELOPMENT
• Deloitte (2014): The Nine Critical Talent Imperatives inter alia:
Accelerating Time to Competency Driving Performance & Development Improving Management & Leadership
• Building a leading L&D function will likely not only driveperformance, but also improve employee engagement.
• “For far too long, training has been a passive, organizational back-seat driver. It should come to prominence by enabling andultimately, driving strategy and it’s achievement.” (Cotter, 2015)
• If skills shortages are seen as a top threat to business expansion,leadership will turn to learning managers for a response(justification).
10 CRITICAL SUCCESS FACTORS FOR THE TRANSFORMATION OF TRAINING TO A STRATEGIC LEARNING SOLUTION
• #1: Top management support and ownership
• #2: Vibrant and effective Performance ManagementSystem (PMS)
• #3: Direct and active engagement, consultation andparticipation of line management in all learningprocesses
• #4: Training Managers need to adopt and apply astrategic mind-set (conceptual thinking)
• #5: Establishment of a learning organizational culture
CULTURE IS CRITICAL
• L&D should be a poster child of “peopleinvestment” in your company—creating notonly great training, but also reinforcing theculture of learning.
• Research on learning culture shows that,among all of the different investments inlearning that can be made, creating a cultureof learning is the most important of all.
10 CRITICAL SUCCESS FACTORS FOR THE TRANSFORMATION OF TRAINING TO A STRATEGIC LEARNING SOLUTION
• #6: Holding individuals accountable for application oflearning by means of e.g. learner contracts/agreements
• #7: When utilizing outsourced training providers ensureperformance-directed, Service Level Agreements are inplace
• #8: Learning and Development must be embedded in thebusiness strategy
• #9: Learning strategy must precede structure
• #10: Commitment to training as an investment and notcost item
BACK TO BASICS – THE BALANCED SCORECARD
• Strategy maps are communication tools used to tell a storyof how value is created for the organization.
• They show a logical, step-by-step connection betweenstrategic objectives (shown as ovals on the map) in theform of a cause-and-effect chain.
• Generally speaking, improving performance in theobjectives found in the Learning & Growth perspective (thebottom row) enables the organization to improve itsInternal Process perspective Objectives (the next row up),which in turn enables the organization to create desirableresults in the Customer and Financial perspectives (the toptwo rows).
STRATEGY MAPPING
ILLUSTRATION: STRATEGY MAP
EXAMPLE: STRATEGY MAP
A-D-D-I-E PROCESS
ANALYSIS
• Required Thinking – Lab. Scientist
• Accurate sourcing of training needs by means of properlyperformed and scientifically reliable and valid skills audits
• Accurate sourcing of performance gaps by means of a vibrantperformance management system/process
• “Training is not the Alpha and Omega and the cure for allorganizational ills.”
• (Vertical) Alignment with Strategic Business Plan and StrategicWorkforce Plan and horizontal integration (bundling) with otherkey HRM functions/processes
DESIGN
• Required Thinking – Architect
• O-R-C-A – Outcomes; Resources; Capabilities and Activities
• Contract learning curriculum design specialists
• Ensure quality assurance of all learning materials and assessmenttools
• Transform to a technology-driven or web-based methodology e.g.e- or m-learning, MOOC’s or gamification
• “Organizations should redesign their learning architecture”(Deloitte, 2015)
DEVELOPMENT
• Required Thinking – Construction Manager
• Applied Competency-based methodology (SAQA definition:foundational; practical and reflexive)
• Contract a diverse, task team of subject matter and developmentexperts
• Review, pilot and consult with line management to determinerelevance, compatibility and value of learning offering
• “Companies should focus on building a complete learningexperience.” (Deloitte, 2015)
IMPLEMENTATION
• Required Thinking – Postman, because they alwaysdeliver
• Due diligence to verify competence of trainers
• SAPTA – Certified Professional Trainers (CPT)
www.saptaonline.org
EVALUATION
• Required Thinking – Engineer
• Develop policy, processes, systems andlearning analytics to measure the impact oflearning beyond levels 1-3
• Revision of formative and summativeassessment practices
• Training ROI
TRAINING ROI PROCESS
• The 6 levels of L&D maturity
• Going back to basics
Structure of Learning (70/20/10)CultureBalanced ScorecardStrategy Mapping
• The 10 critical, SL&D success factors
• Applying A-D-D-I-E process
LEARNING “TAKE-AWAYS” –STRATEGIC LEARNING SOLUTIONS
• CHARLES COTTER
• 084 562 9446
• LINKED IN
• TWITTER: Charles_Cotter
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