L&S Summer Forum 7 characteristics of highly aligned LD departments June 2013 with data


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Description- This workshop conducted at the L&S Summer Forum June 2013, considered the characteristics of highly aligned L&D departments as defined by the new Towards Maturity In-Focus report Aligning Learning to Business (download at www.towardsmaturity.org/in-focus2013/alignment ). It contains practical lessons learned and hints and tips from the 60 participating delegates. The workshop also introduce the new Towards Maturity Alignment Index to help L&D functions benchmark against each other to improve alignment and business results. Find out your Alignment Index and much more by taking part in the Towards Maturity Benchmark at www.towardsmaturity.org/benchmarking

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  • How well is your L&D lined up with the priorities of your business? With 9 out of 10 L&D professionals looking to integrate learning and work more effectively we can’t rely on technology alone to do the job. We need to involve the business and must align to their processes and needs but it is easier said than done! Until now. In this interactive session we will be exploring the 7 habits of highly aligned L&D teams and consider how to apply these new insights from the Towards Maturity Benchmark to improve both business outcomes and engagement.
  • For business leaders the ability to change , perform and be agile are critical, if learning and development are looking to support business more effectively they need to consider how to align learning more closely to need and to be prepared to transform offering and the way that they support business.We’ve been talking about this for year but now it is time for action or business will look to do this for themselves.How do we bring speed to change? - benchmarking
  • http://www.towardsmaturity.org/article/2010/07/13/benchmarking-business-improvement-tool-ld/Informal benchmarking is used almost unconsciously by most as we compare our activities, learn from experts, consult with peers and harness the web. Formal benchmarking is divided into  two areas – performance and best practice benchmarking. Performance benchmarking provides a comparison of key performance indicators which will vary from function to function. Typically they may be defined in terms of cost, cycle times, customer satisfaction, product performance , absenteeism but generally they are set to provide a standard against which other achievements can be measured. However performance benchmarking alone merely highlights the gap. It is of limited value unless the results are acted on. Best practice benchmarking on the other hand focuses on action – why are others getting the results they are getting and how can I improve as a result of that knowledge?
  • Our benchmark has identified and distilledthe effective practices of top performers , into a framework of 6 different implementations work streams that we call the TM model. The TM Index linked to this model allows us to compare the results and behaviour of those in the top quartile of good practice with the averages across the sample to understand how implementation behaviour influences results.  http://www.towardsmaturity.org/static/growing-maturity/
  • The TMI was first defined in 2010 now over 1000 organisations have a TMIIn 2012, we found that those in the top quartile of implementation best practice (as identified by the TMI) were at least three times as likely to report the following benefits as those in the bottom quartile. Comply with new regulationsImprove induction processReduce time away from the jobReduce training costs7 times more likely to Improve staff motivationImprove talent/performance managementImprove employee engagementIncrease ability to tailor programme to needSpeed up application of learning
  • Jonathan Kettleborough points out in his new Book Seeing Eye to Eye that alignment is not just about what HR professionals, it also reflects a commitment from business to HR as well.
  • Towards Maturity have analysed the data from the 2012-13 benchmark to identify 7 habits of highly aligned L&D professionals. The full document can be downloaded at www.towardsmaturity.org/in-focus2013/alignment
  • When we analysed those report business benefits of learning ( not including benefits relating to efficiency or take up) ,those in the top quartile of the alignment Index report 5 times as many business benefits than those in the bottom quartile
  • 2 additional benefits were also found, those with a higher alignment index were more likely to report that they had an established and embedded e-enabled learning culture within their organisation and fewer barriers to change.
  • The full list of questions to chose from were as follows:In what ways can we get our business leaders to be more actively involved in learning decisions?How can we ensure our L&D teamUnderstand our business’s strategic priorities Ensure that their actions are lined up with those prioritiesHow can we better demonstrate the value of our learning offering to those that matter?How L&D professionals adapt their learning offering to better support talent strategy? (recruitment, succession planning, performance )How can we help staff be clearer about how their learning supports organisational success?
  • Since 2003, we’ve looked at over 2200 organisations to understand how they have been supporting both formal and informal learning and the results they are achieving. And we’ve identified a range of common benefits that are being achieved and L&D approaches that set the top performers apart.
  • Your personalised report provides you with feedback against 12 performance indicators – of interest to business and 5 L&D input indicators. This information alone can help you justify your business case for change.
  • The good practice benchmarks provide you with a dashboard of information to help you identify strengths and weaknesses and prioritise actions that will help you become a top learning organisation.
  • As a community we are really passionate about raising our game and delivering the services that improve the productivity and confidence of individuals as well as the success of our businesses. Benchmarking is a way of helping us do just that.
  • L&S Summer Forum 7 characteristics of highly aligned LD departments June 2013 with data

    1. 1. 7 habits of highly aligned L&Dteams14th June 2013@lauraovertonJoin the conversationonline#bethebest13Crowdsourcing workshop held with 100 participants atLearning and Skills Summer Forum June 2013
    2. 2. AgilityHow do we bring speed to change?Business Learning
    3. 3. BenchmarkingIn-formalFormalKey performance indicatorsGood practice benchmarks
    4. 4. Formal Benchmarkinghttp://www.towardsmaturity.org/static/growing-maturity/Alignment underpins this modelMature learning organisations are shaped by business need,- they understand it, designsolutions to meet it and ensure they are influencing it
    5. 5. 1 100Top QuartileBottom Quartile 3rd 2ndIn 2012, those in the top quartile were:7x more likely to report:Improved staff motivation and employee engagementImproved talent/performance managementIncreased ability to tailor programme to needStaff able to apply learning fasterImprovements in productivity3x more likely to report:Improved ability to prove complianceImproved induction processesReduction in time away from Job and training costsTMI
    6. 6. A 2 way street!• Alignment is not a oneway street. It’s not justabout making sure thatyou have all your ducksin a row; it’s also aboutmaking sure yourbusiness and customersrecognise this fact andrecognise that you havereal value to offer; it’sabout seeing eye to eye.
    7. 7. How would you describe yourcurrent relationship with yourbusiness stakeholders?1 2 312%7%81%1. Excellent – they loveus2. Average – theyknow about us3. Poor- we’re just aline on a budgetsheetData from participants at L&S Summer Forum (n=60)
    8. 8. 7 habits ofhighly alignedL&D functionswww.towardsmaturity.org/in-focus2013/alignment
    9. 9. Actively involve Business Leaders in LearningDecisionsAgree measures ofsuccess first with yourstakeholders beforeadopting or designingany trainingGovernanceBusiness KPI’sTraining Decisions
    10. 10. We analyse the businessproblem before recommending asolution1 2 347%11%42%1. Always2. Only if we have thetime3. Rarely – ourbusiness knowswhat it wants & tellsusData from participants at L&S Summer Forum (n=60)
    11. 11. Use strategic business objectives to determinelearning PrioritiesToo many L&Dorganisations get caughtup in fads – for me it isabout understanding thebusiness driversSupporting theskills the businessneedsNot just ordertakersAble to respond tochange
    12. 12. Focus on the end resultsCore purpose of our L&Dfunction is the corepurpose of the business –we share the same goalsand visionAll L&D are clearabout businessgoalsSupport learningtransferUn-afraid tomeasure
    13. 13. Talent is a strategic priority for manyto what extent to do you work in collaboration with HR colleaguesresponsible for talent?1 2 337%33%30%1. We work together toaddress critical talentneeds.2. We rarely speak to talentteam and work in silos3. Talent? What talentstrategy?Data from participants at L&S Summer Forum (n=60)
    14. 14. of us are seeking to improve talent andperformance managementOnly are achieving thisRecruitment PerformanceSuccessionplanning
    15. 15. Report againsttargetsValue recognisedReviewprogrammesagainst goalsWe have to be brave,we have to becourageous
    16. 16. Ensure staff understand theircontributionStaff are clearabout how theirlearning and workis linked to biggerpictureObjectives arediscussedHow is this relevant tome?
    17. 17. We enjoy real commitment fromour leadership teams1 2 313% 13%74%1. Always2. Only on top priorityprojects3. RarelyData from participants at L&S Summer Forum (n=60)
    18. 18. Enjoy proactive managementCommitment3 factors underpin strong businessperformance .An engagedworkforce, the ability toimplement continualchange, nurturing the nextgeneration of talentSuccess will also beunderpinned by a forwardthinking L&D function able towork alongside us as businessleaders as an integral partnerin supporting changeQuote from C levelbusiness executive
    19. 19. 7 habits• Involve business leaders inlearning decisions• Use business objectives to setlearning priorities• Focus on the end results• Integrate with Talent• Demonstrate Value• Ensure staff know where they fit• Enjoy management commitment
    20. 20. Alignment is it worth the effort?NewAlignmentIndex
    21. 21. NewAlignmentIndexImplement new processes/products fasterIncrease productivityImprove customer satisfactionImplement new IT systemsSupport organisational changeProvide a faster response to changeSpeed up and improve the applicationComply better complianceReduce time to competenceImprove talent/performance management0123456Bottom Q 3rd Q 2nd Q Top QNumberofbenefitsreportedAlignment IndexThe bottom line
    22. 22. NewAlignmentIndex01020304050607080AlignmentIndexAn e-enabledlearning cultureAnd fewer barriers to change
    23. 23. What is your biggest challenge?1 2 3 4 520%5%20%11%45%1. Leaders are not involved inlearning decisions2. Our L&D team doesn’tunderstand businesspriorities /focus on endresults3. We struggle todemonstrate value4. Our learning and talentstrategy is out of sync5. Staff don’t understandhow their learningcontributes to businesssuccessData from participants at L&S Summer Forum (n=60), items in green were then addressed bythe group in a crowdsourcing exercise
    24. 24. Our focus for the rest of thissession:How can we better demonstrate thevalue of our learning offering to thosethat matter?How can we help staff be clearerabout how their learning supportsorganisational success?
    25. 25. Over to youFind someone you don’t know onyour tableEach of you will interview yourcolleague for 3 minutesYour colleagues provides theanswers and you write them downYou then consolidate the answers inyour group and feedbackDecide:who is number 1who is number 2
    26. 26. Compare and consolidate yourfindingsAll participants asking the same question gather together to consolidate answers
    27. 27. Lessons learned Hints and tipsQuestion:Summarise the main findings of your table’s interviews & be prepared to report back briefly on the top 2 findings from your table. Pleasehand in this to Laura at the end so that we can consolidate all the ideas.Consolidate your ideasRecord them on your feedback form –legibly pleaseBe prepared to share the top idea fromthe table
    28. 28. FeedbackBringing speed to change!
    29. 29. Lessons learned Hints and tipsBe Brave – voice L&D’s position & potential in a clearer way Interpret data smartly ( both internal and external) to engagebusiness on their termsExample of analysing where the business is going andproposed to shut down L&D - But business didnt wantto do this But up for focusing on what was reallyessentialDefine from the outset what measurements are meaningfulto businessNeed to ask the questions – what does good look like? Who isyour audience? What value can you bring to them? WIIFMConsider joining up with global HR environment & aligningwith talent goals and how they are measuredLink L&D to specific improvements in competenceDemonstrate that you can move to the right solution withspeedUse less time and more speed as measures that aremeaningful to businessBe vigorous in evaluation – don’t leave it to chance Show evaluation of results linked to business need (not take-up or completion rates)Senior leaders need to understand the true value of whatL&D can do in order for L&D to demonstrate value to theorganisationDefine value with business partners not apartBecome better L&D Business partnersConsider better stakeholder engagementHow can we better demonstrate the value of ourlearning offering to those that matter?
    30. 30. Lessons learned Hints and tipsAlign individual and organisational perceptions ofbenefitsDont assume staff know where they fit in the bigger pictureFocus them on their role within inCan become too blue skyConsider how you communicate clearly the strategies andvalues with Front line staffWIIFM, Market to them, making your job easier,, articulatethe benefitsDemonstrate usefulness in terms of making life easierDon’t just regurgitate brand messagesManagers play an important role in communicating andmaking learning relevantLeaders to articulate how learning helped them to do thingsbetterEnsure on the job learning is integrated with talent andsuccession planning and directly linked to roleMap and clarify the baseline of competency and then top upwith added value L&D interventionsIntegrate L&D plans into the performance processFocus on the customer – put them at the heart of what isneededAdapt core learning to regional and individual needs withspecific learning objectivesHelp staff apply learning/aid transfer of learning back atworkMentoring, peer to peer supportHow can we help staff be clearer about how their learning supports organisationalsuccess?
    31. 31. WHAT’S NEXTBenchmarking to find out your Alignment Index
    32. 32. Benchmarking!Free thanks to Towards Maturity AmbassadorsWhy are some more successful than others?
    33. 33. Personalised feedbackPerformance benchmarksTake up BenchmarksOpen up newdiscussions withstakeholders
    34. 34. Good practice BenchmarksPerformance benchmarks Performance DashboardFast track to success!
    35. 35. Stop, reflect,change#bethebest13Be the best youcan be
    36. 36. 3636lauraoverton #bethebest13Be the Best!• Benchmark today –www.towardsmaturity.org/mybenchmark• Find out about our SectorBenchmarking Activity– Finance– Retail– Professional Services– Charity (with CLC)– Specific Sector reportswww.towardsmaturity.org/shopwww.towardsmaturity.org/in-focus2013/alignment