Thales Learning & Development Customer Open Day 23rd May 2014

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How many Thales Learning & Development customers does it take to build a bridge? …

How many Thales Learning & Development customers does it take to build a bridge?

We found out the answer to that question last Friday when we held an open day event at our learning centre.

We showcased some of our latest L&D interventions, including leadership games, videos of our experiential learning, what’s new in Microsoft Office 2013 and how project management can be applied in unexpected scenarios. It was a really fun day for us, and we’ve had lots of positive feedback already. The cupcakes didn’t go down too badly either!

If you’d like to be informed about future events, email hellomarketing@thalesgroup.com

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  • 1. ` CUSTOMER OPEN DAY 23rd May 2014
  • 2. | 2 Welcome Rachel Kay Managing Director
  • 3. | 3Agenda AGENDA 09:15 – Arrival & Registration 09:30 – Welcome, Rachel Kay 09:45 – Introduction, Lyndon Wingrove 10:00 – Leadership Games & Experiential Learning with Mike Davies & Matt Driscoll 11:00 – What’s new in Office 2013 with Richard Harker 11:30 – A look at ILM with Matt Driscoll 12:00 – Project Management for all with Darren Ley 12:30 – Going Outward Bound with our Apprentices 12:45 – Buffet Lunch 14:00 - Close
  • 4. | 4 Why Thales L&D We believe that everyone in a business has the potential to achieve more, do better and improve. This is why we exist
  • 5. | 5 Our Vision To create outstanding services that enhance employee performance driving cultural maturity – giving business better capabilities and brighter ideas.
  • 6. | 6 Our Mission We develop employee potential, engagement and collaboration by sharing knowledge, boosting confidence and creating relationships built on trust. We deliver learning services through our passionate team of professionals
  • 7. 2014 Thales Learning & Development. All rights reserved. | 7Our beliefs
  • 8. 2014 Thales Learning & Development. All rights reserved. | 8Our Customers
  • 9. 2014 Thales Learning & Development. All rights reserved. | 9
  • 10. 2014 Thales Learning & Development. All rights reserved. | 10
  • 11. 2014 Thales Learning & Development. All rights reserved. | 11
  • 12. | 12 Capability Team Lyndon Wingrove Director of Capabilities & Consulting
  • 13. 2014 Thales Learning & Development. All rights reserved. | 13What’s changed already?. We are moving away from the concept of products  We still offer courses of course  But we can create higher value and impact from our combined capabilities We need to broaden our offer to match the needs of our clients  Specific focus on Sales & Business Development  Move out of just Systems Engineering to Engineering as a whole (hardware, software and systems) and joining up/applicability of them – product design, design thinking, value We used to have a coaching and consulting product group  This is now inherent in our offering across capabilities with broader skill internally and externally through associates (some here today)  Focus on organisational performance – how we can help orgs be more effective International presence and ability  We find ourselves in more corners of the globe through various clients  We have strong international links We are more creative  Blended offer  Experiential learning
  • 14. 2014 Thales Learning & Development. All rights reserved. | 14What we do Lyndon Wingrove Director, Capabilities & Consulting Susan Howard Head of IT Solutions Capability Nicola O’Donnell Head of Resource Management Nichola Batley Head of Leadership & Management Capability Adrian Terry Head of Sales Capability Ian Presland Head of Engineering Capability Mike Savage Head of Bid &Project Management Capability and International Lead Organisational Performance
  • 15. 2014 Thales Learning & Development. All rights reserved. Value  Building trusted partnerships • Work in new spaces • With existing and new clients Doing what  Facilitating and consulting, working in partnership with clients  not just chalk and talk (but doing that too!)  Bespoke work  Assess impact to client, help demonstrate ROI  We are thought leaders, show more case studies  Blended learning approaches  The right solution to support the right outcome | 15Our Vision
  • 16. 2014 Thales Learning & Development. All rights reserved. We are getting set different challenges! Capture - Bid – Win - Deliver | 16Example of Combined Offering Management & Leadership Sales & Business Development Engineering IT/Business Systems Bid & Project Management Bid Design Win Leader ship Teams High Perfor mance Teams Launch Consultancy and design as well as delivery
  • 17. 2014 Thales Learning & Development. All rights reserved. | 17New Areas of Work Bid teams  From capture to win – Sales & BD, M&L, PM  Team formation and increasing the chance of success  Complex sales and product v services Supporting project teams  From design to delivery – M&L, PM, IT, Engineering  Effective launch and effective functioning  Minimise risk to the business and the customer Partnerships: Improving creative performance of businesses Climate Survey Creative Problem Solving Largest UK channel partner 7 habits, great leaders, sales performance solutions
  • 18. 2014 Thales Learning & Development. All rights reserved. | 18CPSB partnership – Situational Outlook Questionnaire (SOQ) Sources: Ekvall and Arvonen,; Isaksen & Akkermans; Mumford & Gustafson; Putter 50-70% of variance in organisational climate can be explained by differences in leadership styles Between 30% - 60% of variance in financial results (profits and revenue) and employee engagement can be explained by differences in organisational climate Leaders create the environment that drives performance and engagement Repeatable measured performance outcomes: Profitability (23%) Growth (37%) EBIT Margin (36%) Engagement (61%) Sources: Ekvall and Arvonen,; Isaksen & Akkermans; Mumford & Gustafson; Putter Leadership behaviours Organisational climate Results Climate is what the employees experience: Recurring patterns of behaviour, attitudes and feelings that characterise life in the organisation. Our Learning Based Approach: 1) Partner – establish effective relationships 2) Diffuse – up-skill and enable in the organisation 3) Measurement – understand ‘where are we’ v ‘where want to be’ 4) Improvement Action – focus of all above to create business value – what will you do
  • 19. 2014 Thales Learning & Development. All rights reserved.  We’ve got a number of examples of the work we are doing  You’ll get to meet some of my team doing what they love  Hope you enjoy and get something to think about and take away | 19So what will you see today
  • 20. Welcome to Your trainer is ` ILM Offerings with Matt Driscoll Friday 23/05/14
  • 21. ILM The Institute of Leadership & Management (ILM) is the UK’s largest management body, combining industry- leading qualifications and specialist member services
  • 22. ILM Why?
  • 23. CLICK TO EDIT MASTER TITLE STYLE ILM • Part of the City & Guilds Group • Primary purpose is to improve standards of leadership and management in order to drive social and economic prosperity • Define, develop and embed leadership and management capability to succeed • Offer UK’s widest range of leadership and management qualifications, accredited training and membership services • Over 750,000 managers have benefited from an ILM qualification or accredited training programme in the past ten years • Over 35,000 managers are now members of ILM
  • 24. CLICK TO EDIT MASTER TITLE STYLE Feeling valued Increased confidence Improved decision- making Building and developing their team Sharing best practice Recognised qualification Engaged and motivated managers Chance to develop managers across the business Confidence that decisions affecting your teams are appropriate and effective Clear standards New ideas Promote & share best practice across the organisation Develop a stronger management team Increased levels of motivation and engagement Reputation as a professional business, developing its own people Benefits Participants Managers Organisation
  • 25. GET THE BOOST YOU NEED FOR SUCCESS
  • 26. CLICK TO EDIT MASTER TITLE STYLE ILM Programmes Are Different • All ILM qualifications are nationally and internationally recognised • Widest choice • Transferable credit across all ILM qualifications – if you’ve completed a unit you don’t have to do it again • Flexible – ILM’s unit-based programmes help you learn in bite-sized chunks • Keep developing your skills – with numerous qualifications ranging from levels 2-7 you can keep progressing
  • 27. CLICK TO EDIT MASTER TITLE STYLE Size Level Subject Units  Leadership & Management  Coaching & Mentoring  Business & Enterprise  Specialist 2 – Team Leaders  3 – First Line Managers  4 – Bridge  5 – Middle Managers  6 – Bridge  7 – Senior Managers  Award  Certificate  Diploma  Developing the work team  Solving problems & making decisions  Becoming an effective leader  Undertaking management coaching in the workplace…
  • 28. CLICK TO EDIT MASTER TITLE STYLE Management Pathway Aspiring Manager • Accredited Endorsed Programme • 1 day • 1 assessment • Tutorial support Developing Manager • Level 3 Award in Leadership & Management • 3 days • 2 assignments • Tutorial support Experienced Manager • Level 5 Award in Leadership & Management • 4 days • 2 assignments • Tutorial support Strategic Leaders • Level 7 Award in Strategic Leadership • 4 days • 2 assignments • Tutorial support
  • 29. CLICK TO EDIT MASTER TITLE STYLE Coaching & Mentoring • 2 days • Online module • 3 x assignments • Tutorial support • Coaching supervision Level 3 Award in Coaching • 3 days • Online module • 3 x assignments • Tutorial support • Coaching supervision Level 5 Certificate in Coaching & Mentoring
  • 30. CLICK TO EDIT MASTER TITLE STYLE Size Level Subject Units  Leadership & Management  Coaching & Mentoring  Business & Enterprise  Specialist 2 – Team Leaders  3 – First Line Managers  4 – Bridge  5 – Middle Managers  6 – Bridge  7 – Senior Managers  Award  Certificate  Diploma  Developing the work team  Solving problems & making decisions  Becoming an effective leader  Undertaking management coaching in the workplace… ?
  • 31. Measuring Success  Setting personal objectives  Setting business linked objectives  Reviewing progress and evaluation
  • 32. CLICK TO EDIT MASTER TITLE STYLE Responsibilities TLD Other Support Manager Participant
  • 33. CLICK TO EDIT MASTER TITLE STYLE
  • 34. ` Friday, May 30, 2014 Not just for Engineering and Construction environments Darren Ley PROJECT MANAGEMENT FOR ALL
  • 35. Thales Project Portfolio | 35 Corporate Aerospace ATM Defence Aerospace Defence Innovation Security Transportation Advanced Air Defence Naval solutions Underwater systems Battlegroup solutions Smart cities Helicopter avionics Training solutions
  • 36. Definitions | 36 Executive Strategy BAU/Operations Programme Management – ‘is the co- ordinated management of projects and change management activities to achieve beneficial change’ Portfolio Management – ‘The selection, prioritisation and control of an organisations projects and programmes in line with its strategic objectives and capacity to deliver’. Project Management – ‘The application of processes, methods, knowledge, skills and experience to achieve project objectives’. Project – ‘A unique transient endeavour undertaken to achieve a planned objective’.
  • 37. 2014 Thales Learning & Development. All rights reserved. | 37Conservation Conservation and science projects in more than 50 countries based at London Zoo and Whipsnade Zoo. Founded in 1826, the Zoological Society of London (ZSL) is an international scientific, conservation and educational charity whose mission is to promote and achieve the worldwide conservation of animals and their habitats.
  • 38. 2014 Thales Learning & Development. All rights reserved. | 38Emergency Services  Fire Prevention  Awareness and education  Response time improvements  Relocation of control centres  Introduction of Air Ambulance service  Test schedule for RNLI boats
  • 39. 2014 Thales Learning & Development. All rights reserved. | 39Not for Profit projects  Emergency crisis response  Vaccination initiatives  Sanitation and clean water  Fund raising / Campaigning  Medical treatment and intervention  Provision of care services
  • 40. Common cause of Project failure What our training can help you to address  Unclear objectives  Scope changes / Creep  Risks maturing  Poor planning  Unresolved issues  Prioritisation of work  Poor communication  Poor leadership  Imbalance in Team dynamics What our training can partially help you to address  Lack of senior management support  Lack of resources  Budget / Funding issues | 40 2014 Thales Learning & Development. All rights reserved.
  • 41. | 41Thales ‘open’training portfolio Non Accredited  Managing Smaller Projects (An introduction to Project Management)  Essential Skills for Managing Projects  Core Planning Skills  Project Risk Management  Introduction to Agile Project Management  Microsoft Project and Primavera P6 Accredited  APM Introductory Certificate  APMP exam preparation workshop  APMP for PRINCE2 practitioners  IPMA Level D, C and B  PRINCE2 Foundation & Practitioner  Managing Successful Programmes
  • 42. | 42The Same but Different  Best Practices  Set of guiding principles  Own Project Lifecycle  Dedicated project roles  Supporting handbooks  Offer templates / management products  Exams / qualifications  Offered as GUIDANCE  Flexible in their application
  • 43. Delivery Solutions  Presentations  Exercises (individual / group)  Case study walkthrough  Computer based simulation  Quizzes  Gamification  Pre learning  Homework assignments  Mock exams  Workshops  One to One Coaching | 43
  • 44. ` Going outward bound APPRENTICE PROGRAMME
  • 45. 1st Year Apprentices Team & Self Awareness Development
  • 46. Purpose: To improve performance in the workplace by enhancing awareness of personal and team skills, with specific focus on building supportive relationships with their peers. Focus: The programme focused on: ► Developing a network of peers to support them through their career at Thales ► Developing personal behaviours required for effective team work ► Identifying strengths and areas for development ► Reflecting on their apprenticeship so far, and consider the application of learning in their career at Thales | 461st Year Apprentices – Team & Self Awareness
  • 47. | 47 Here’s what happened...
  • 48. “I managed to survive a whole week without internet and TV!”
  • 49. “I was really shy before I came here but now I’m able to talk to people more confidently.”
  • 50. “It showed me that others, regardless of age, are capable as leaders.”
  • 51. “It was great to work together as a team and put your trust in others!”
  • 52. “I learnt how to appreciate each individual in a team. Everyone has their own skillset.”
  • 53. “It’s really made me feel good about my position and future with Thales.”
  • 54. “Before this week I’d never spoken to the other apprentices. Now, we’re meeting up at tea breaks & sharing stories & experiences.”
  • 55. “Since being back at work I’ve got the confidence to tackle problems on my own and find a solution.”
  • 56. “I now know how to deal with tasks in a calm and precise manner.”
  • 57. “I was petrified but with encouragement from the other apprentices I was able to take part.”
  • 58. “It was great to share ideas and knowledge with more experienced apprentices. I was able to learn from them.”
  • 59. “It’s already opened up doors for me & I’m off to GTS to talk about a placement.”
  • 60. “The Directors gave me tips & advice which was invaluable. They’re not so unapproachable as I previously thought.”
  • 61. “I’m learning far more here than I would at college”
  • 62. “I wouldn’t change a thing…”
  • 63. | 63 Reception
  • 64. | 64Reception Re-tweeted by The Duke of York 97% increase in engagement Link to article
  • 65. ` THANK YOU FIND US ONLINE Website: www.thales-ld.com Twitter: @thaleslearning LinkedIn: Thales Learning & Development Google+ Thales Learning & Development