Clo summit april 2010

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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

    1. 1. Leading learning to create economic power & value<br />Tina Busch<br />VP, Learning & Performance <br />April 11, 2010<br />Every connection is a new opportunity™<br />
    2. 2. The knowledge residing in a company’s human capital creates economic power and value<br />True<br />False<br />
    3. 3. Learning is…<br />The process of acquiring<br />new knowledge and<br />expertise in people<br />
    4. 4. How can I…<br />dramatically increase my <br />organization’s ability to learn?<br />
    5. 5. BEST learning organizations* share some important characteristics<br />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<br />
    6. 6. Maximize alignment, effectiveness and efficiency <br />Contributing to organizational performance in three ways:<br />Development of a learning culture<br />Integrated learning strategy and governance<br />Learning architecture and standards <br />
    7. 7. Learningculture…<br />organization wide belief that the organization’s strategy, mission and operations can continuously improve through an ongoing process of individual and organizational learning<br />
    8. 8. ~ 25% have a learning culture of some kind <br />Strong sharing of best practices across the enterprise<br />Highly likely to have a business plan for learning<br />Highly likely to have a steering committee<br />Highly likely to have a chief learning officer<br />Strong expertise and experience in high value e-learning programs<br />Excellent integration between learning and performance management<br />Highly likely to have an executive who owns talent management<br />
    9. 9. If you don’t have it, how do you get it?<br /><ul><li>Build it from the top
    10. 10. Build it from the bottom </li></li></ul><li>Learning strategyand governance…<br />Running L&D like a<br />business…<br />
    11. 11. Table of contents <br />2010 Learning <br />Business Plan<br />Executive Summary and Business Strategy<br />Budget (resource allocation)<br />Program (services) Plan<br />Organizational Model<br />Alignment with Known Major Business Initiatives<br />Alignment with HR Talent Initiatives<br />Operational and Performance Measures<br />Governance Process<br />Year-to-Year Comparison<br />Major Capital Investments<br />Major Commitments by Quarter<br />Signoff by Business Units<br />
    12. 12. Does your organization have formal learning plans established?<br />Yes<br />No<br />
    13. 13. Individual learning plan components<br />Individual Learning Plan<br />Enterprise Required Learning<br />Business Unit Required Learning<br />Job Role Required Learning<br />Discretionary Learning<br />
    14. 14. Does your organization have a senior executive responsible for all company wide learning and development programs (such as a CLO)?<br />Yes<br />No<br />
    15. 15. Governance: Communicating, monitoring and adjusting the operations<br />Advisory Board or Steering Committee<br />Governing council populated by senior executives <br />from key businesses and functions – review and fund<br />annual plan and progress.<br />Strategic<br />Consultative<br />Learning Council<br />Line-of-business representatives – look at program-related issues, prioritizing and allocating accordingly; operational and business impact measurement<br />Communities of Practice<br />Consultative<br />Programmatic<br />Business Units<br />Field Learning Operations<br />Business unit HR and learning professionals – Measuring and improving learning efficiencies and effectiveness<br />Learning Leadership<br />Direct link between business<br />units and shared centralized<br />services group.<br />Operational<br />Working Relationships<br />COEs<br />Shared Services<br />Procurement<br />Finance<br />
    16. 16. Learning architectureand standards<br />Competency management<br />Communities of practice<br />
    17. 17. Does your organization have competencies and job profiles?<br />Yes<br />No<br />Not sure<br />
    18. 18. Communities of practice<br />
    19. 19. Course development process<br />
    20. 20. Performance improvement process<br />
    21. 21. Knowledge<br />Sharing<br />Skills Assessment<br />Gap <br />Analysis<br />Communities of Practice<br />Alignment<br />Thought Leadership<br />Competencies<br />Standardized<br />Measurement<br />Learning<br />Plan<br />Continuous<br />Improvement<br />Content Standards<br />Learning Organization<br />Opportunity<br />Opportunity<br />Opportunity<br />Effectiveness<br />Performance Consulting<br />Distributed<br />Learning<br />LMS<br />IDPs<br />Shared<br />Infrastructure<br />Integration<br />Governance<br />Technology<br />Scorecard<br />Globalize<br />Needs<br />Assessment<br />Process Improvement<br />Business Strategy<br />Localize<br />Project Mgmt<br />In-source<br />Outsource<br />Operational<br />Efficiency<br />Business Plans<br />Strategic<br />Vendor Mgmt<br />Financial Mgmt<br />Talent<br />Management<br />Programmatic<br />
    22. 22. Every connection is a new opportunity™<br />Every connection is a new opportunity™<br />
    23. 23. Appendix<br />Elements of a learning strategy<br />Resources and tools<br />23<br />
    24. 24. Key elements of a global learning strategy<br />Key Elements of the Learning Strategy<br />Current State Analysis<br />Mandatory vs. Recommended<br />Who can use the learning products/ services? Who receives what? <br />What’s mandatory vs. recommended? <br />Primary Products and Services<br />What are the products and services of the Company’s learning organization?<br /><ul><li>What is the current state of learning at the Company?
    25. 25. What works well and what needs change?</li></ul>Governance, Structure and Guiding Principles<br />Learning Philosophy, Vision and Objectives<br />Content Delivery<br />How and where is training delivered? How does it vary for technical vs. interpersonal training?<br />Who are our internal trainers? <br />Performance Measures<br />What are success indicators?<br />How is efficiency and effectiveness measured?<br /><ul><li>What are we trying to accomplish with a Global Learning Strategy?
    26. 26. How does it align with our business strategy?
    27. 27. What does it mean for employees, people leaders and senior leaders?
    28. 28. How does it link to other key Company initiatives (engagement, performance management, Mentoring, etc.)?
    29. 29. What does this vision suggest for the organization structure?
    30. 30. What kind of governance is required to meet our vision and objectives?
    31. 31. What should be centralized/ decentralized to better meet the needs of the Company? </li></ul>Needs Assessment<br />Outsourcing<br />What aspects of learning are appropriate for us to outsource?<br />How do you manage vendors?<br />Primary Funding Sources<br />How are the services paid for?<br />Who creates, makes decisions and monitors the overall budget? <br /><ul><li>What are the current and future needs of the functions and business units and the organization as a whole?</li></ul>Communication<br />How are courses promoted? How do we register and track participation? Who owns/receives reports? <br />Administration<br />Enterprise-wide or local? <br />What are the requirements for a common system? <br />Who owns/tracks? <br />
    32. 32. Thought Leadership<br />Practice<br /><ul><li>Frank Anderson – Defense Acquisition University
    33. 33. Don McLaughlin – Cisco
    34. 34. Tamar Elkeles – Qualcomm
    35. 35. Marilyn Figlar – Lockheed Martin
    36. 36. Rita Smith – Ingersoll Rand
    37. 37. Caterpillar University</li></ul>Scholarship<br /><ul><li>Victoria Marsick – Columbia
    38. 38. Gary McLean – TAMU
    39. 39. Wendy Ruona – UGA
    40. 40. Karen Watkins – UGA </li></ul>Research<br /><ul><li>The High-Impact Learning Organization (Bersin & Associates, May 2008)
    41. 41. Organizational Management Excellence (Bersin & Associates, Dec 2007) – Caterpillar Case Study
    42. 42. The Bersin & Associates Learning Organization Scorecard®
    43. 43. Learning Culture Self-Audit (Clawson; The Darden School of Business)
    44. 44. The Fifth Discipline (Peter Senge)
    45. 45. The Six Disciplines of Breakthrough Learning (Wick, Pollock, et al., Fort Hill Co.)
    46. 46. Behavioral Engineering Model (Thomas Gilbert)
    47. 47. Corporate Executive Board
    48. 48. AHRD, ASTD, ISPI, SHRM</li>

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