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Clo summit april 2010
 

Clo summit april 2010

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Leading Learning to Create Economic Power and Value ...

Leading Learning to Create Economic Power and Value
By continuously learning, faster than competitors, and applying the right strategies at the right times, organizations have a sustainable competitive advantage. To create such a climate, leaders must ask themselves a serious question: “How can I dramatically increase my organization’s ability to learn?”

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  • Benchmark companies are evolving from traditional training functions to strategic performance improvement partners to drive innovation and adapt to rapid business change by focusing on alignment, effectiveness and efficiency.*** BEST Award winners allocated 38.6 percent of the learning function’s resources in 2008 to non training activities such as performance analysis, organizational development, talent management, and process improvement.
  • The best learning organizations maximize alignment, effectiveness and efficiency and contribute to organizational performance in three ways:1.       Development of a learning culture2.       Integrated learning strategy and governance3.       Learning architecture and standards – Skills and competency development; COPsThese are the three areas that we will focus on in our session together.
  • So, let’s look at the components of a learning plan, which is optimally created in collaboration between the learning group, HR and the business:1. The enterprise learning strategy (stated in business terms)2. The organizational budget, and resource allocation (staffing) and organization3. The program plan (current and planned learning programs)4. The organizational model (how the plan is developed and how L&D works with the rest of the organization)5. Alignment with known business initiatives (how L&D is specifically supporting key business initiatives today, such as major product rollouts, restructuring …)6. Alignment with HR and talent management (how L&D is specifically supporting enterprise talent management initiatives, such as career development programs, performance management programs or leadership development programs)7. Operational measures (such as the number of hours, classes, seats or other measures to be tracked and targets for each, with a specific focus on efficiencies) and Performance measures (such as reduced turnover, increased employee engagement, increased product mix ratios, reduced injuries…)8. Governance process (how the L&D team works with others, such as steering committees)9. Year-to-year comparisons (how the metrics and goals this year compare with the previous year)10. Major capital investments (major new systems, software or infrastructure that the organization is implementing or purchasing)11. Major commitments by quarter (a quarterly “dashboard” of major programs and initiatives that L&D is committing to the organization)12. Signoff by all major business units (plan agreement by each major business-unit owner)The plan is not easy to build and is an iterative process but again it is in driving the process that learning leaders find they build the best and most collaborative strategic partnerships with their clients.
  • A second element required to run learning effectively as a business is a governance model. Benchmark learning organizations use a three-tier process for governance, and the purpose is to do two things:Make sure that plans and programs are well-aligned with needs; andCommunicate programs /services clearly and vigorously throughout the organization for widespread adoption and usage.Three TiersStrategic – Steering Committee – Voice of Leadership• Executive alignment• Funding approval• Progress reporting• Includes head of HR and other business executivesProgrammatic – Learning Council – Voice of the Business • Strategy development• Budget development and monitoring• Program prioritization and allocation• Operational and business impact measurement• Includes business representation• Could involve communities of practiceOperational – Training Operations – Voice of Human Services Decisions on learning infrastructure and on ongoing management of programs• Standards and quality control• Identification and selection of preferred vendors Communities of practice / best-practice forums * Internal to learning function(s)* Community of Practice (e.g., instructional design committee, learning measurement committee)
  • As we’ve discussed, the best learning organizations maximize alignment, effectiveness and efficiency and contribute to organizational performance through the 1.       Development of a learning culture2.       Integrated learning strategy and governance3.       Learning architecture and standards As you can see from this graphic though, there are many more elements that drive a successful learning organization, and by taking a systems approach, being customer centric and results oriented, you can turn every connection into a new opportunity.
  • Considerations when building a global learning strategy.

Clo summit april 2010 Clo summit april 2010 Presentation Transcript

  • Leading learning to create economic power & value
    Tina Busch
    VP, Learning & Performance
    April 11, 2010
    Every connection is a new opportunity™
  • The knowledge residing in a company’s human capital creates economic power and value
    True
    False
  • Learning is…
    The process of acquiring
    new knowledge and
    expertise in people
  • How can I…
    dramatically increase my
    organization’s ability to learn?
  • BEST learning organizations* share some important characteristics
    ASTD 2009: State of the Industry Report and (*) Towers Watson / Bersin & Associates / CLC. “Best organizations” started five years ago, the BEST Awards program recognizes organizations that demonstrate a clear link between learning and performance
  • Maximize alignment, effectiveness and efficiency
    Contributing to organizational performance in three ways:
    Development of a learning culture
    Integrated learning strategy and governance
    Learning architecture and standards
  • Learningculture…
    organization wide belief that the organization’s strategy, mission and operations can continuously improve through an ongoing process of individual and organizational learning
  • ~ 25% have a learning culture of some kind
    Strong sharing of best practices across the enterprise
    Highly likely to have a business plan for learning
    Highly likely to have a steering committee
    Highly likely to have a chief learning officer
    Strong expertise and experience in high value e-learning programs
    Excellent integration between learning and performance management
    Highly likely to have an executive who owns talent management
  • If you don’t have it, how do you get it?
    • Build it from the top
    • Build it from the bottom
  • Learning strategyand governance…
    Running L&D like a
    business…
  • Table of contents
    2010 Learning
    Business Plan
    Executive Summary and Business Strategy
    Budget (resource allocation)
    Program (services) Plan
    Organizational Model
    Alignment with Known Major Business Initiatives
    Alignment with HR Talent Initiatives
    Operational and Performance Measures
    Governance Process
    Year-to-Year Comparison
    Major Capital Investments
    Major Commitments by Quarter
    Signoff by Business Units
  • Does your organization have formal learning plans established?
    Yes
    No
  • Individual learning plan components
    Individual Learning Plan
    Enterprise Required Learning
    Business Unit Required Learning
    Job Role Required Learning
    Discretionary Learning
  • Does your organization have a senior executive responsible for all company wide learning and development programs (such as a CLO)?
    Yes
    No
  • Governance: Communicating, monitoring and adjusting the operations
    Advisory Board or Steering Committee
    Governing council populated by senior executives
    from key businesses and functions – review and fund
    annual plan and progress.
    Strategic
    Consultative
    Learning Council
    Line-of-business representatives – look at program-related issues, prioritizing and allocating accordingly; operational and business impact measurement
    Communities of Practice
    Consultative
    Programmatic
    Business Units
    Field Learning Operations
    Business unit HR and learning professionals – Measuring and improving learning efficiencies and effectiveness
    Learning Leadership
    Direct link between business
    units and shared centralized
    services group.
    Operational
    Working Relationships
    COEs
    Shared Services
    Procurement
    Finance
  • Learning architectureand standards
    Competency management
    Communities of practice
  • Does your organization have competencies and job profiles?
    Yes
    No
    Not sure
  • Communities of practice
  • Course development process
  • Performance improvement process
  • Knowledge
    Sharing
    Skills Assessment
    Gap
    Analysis
    Communities of Practice
    Alignment
    Thought Leadership
    Competencies
    Standardized
    Measurement
    Learning
    Plan
    Continuous
    Improvement
    Content Standards
    Learning Organization
    Opportunity
    Opportunity
    Opportunity
    Effectiveness
    Performance Consulting
    Distributed
    Learning
    LMS
    IDPs
    Shared
    Infrastructure
    Integration
    Governance
    Technology
    Scorecard
    Globalize
    Needs
    Assessment
    Process Improvement
    Business Strategy
    Localize
    Project Mgmt
    In-source
    Outsource
    Operational
    Efficiency
    Business Plans
    Strategic
    Vendor Mgmt
    Financial Mgmt
    Talent
    Management
    Programmatic
  • Every connection is a new opportunity™
    Every connection is a new opportunity™
  • Appendix
    Elements of a learning strategy
    Resources and tools
    23
  • Key elements of a global learning strategy
    Key Elements of the Learning Strategy
    Current State Analysis
    Mandatory vs. Recommended
    Who can use the learning products/ services? Who receives what?
    What’s mandatory vs. recommended?
    Primary Products and Services
    What are the products and services of the Company’s learning organization?
    • What is the current state of learning at the Company?
    • What works well and what needs change?
    Governance, Structure and Guiding Principles
    Learning Philosophy, Vision and Objectives
    Content Delivery
    How and where is training delivered? How does it vary for technical vs. interpersonal training?
    Who are our internal trainers?
    Performance Measures
    What are success indicators?
    How is efficiency and effectiveness measured?
    • What are we trying to accomplish with a Global Learning Strategy?
    • How does it align with our business strategy?
    • What does it mean for employees, people leaders and senior leaders?
    • How does it link to other key Company initiatives (engagement, performance management, Mentoring, etc.)?
    • What does this vision suggest for the organization structure?
    • What kind of governance is required to meet our vision and objectives?
    • What should be centralized/ decentralized to better meet the needs of the Company?
    Needs Assessment
    Outsourcing
    What aspects of learning are appropriate for us to outsource?
    How do you manage vendors?
    Primary Funding Sources
    How are the services paid for?
    Who creates, makes decisions and monitors the overall budget?
    • What are the current and future needs of the functions and business units and the organization as a whole?
    Communication
    How are courses promoted? How do we register and track participation? Who owns/receives reports?
    Administration
    Enterprise-wide or local?
    What are the requirements for a common system?
    Who owns/tracks?
  • Thought Leadership
    Practice
    • Frank Anderson – Defense Acquisition University
    • Don McLaughlin – Cisco
    • Tamar Elkeles – Qualcomm
    • Marilyn Figlar – Lockheed Martin
    • Rita Smith – Ingersoll Rand
    • Caterpillar University
    Scholarship
    • Victoria Marsick – Columbia
    • Gary McLean – TAMU
    • Wendy Ruona – UGA
    • Karen Watkins – UGA
    Research
    • The High-Impact Learning Organization (Bersin & Associates, May 2008)
    • Organizational Management Excellence (Bersin & Associates, Dec 2007) – Caterpillar Case Study
    • The Bersin & Associates Learning Organization Scorecard®
    • Learning Culture Self-Audit (Clawson; The Darden School of Business)
    • The Fifth Discipline (Peter Senge)
    • The Six Disciplines of Breakthrough Learning (Wick, Pollock, et al., Fort Hill Co.)
    • Behavioral Engineering Model (Thomas Gilbert)
    • Corporate Executive Board
    • AHRD, ASTD, ISPI, SHRM