Learning Transformation & Governance

Transforming L&D Through Effective GovernanceCharles Jennings World of Learning 27 September 2011 All content © copyright Duntroon Associates or licensed for Duntroon use except where stated. Not to be distributed in electronic format without prior permission. 1 No content to be copied without prior permission

Governance We all understand the need for corporate governance - especially in the wake of the global financial crisis - yet it is my experience that many organisations do not have a learning governance structure and set of practices in place. 2

Conference participants were polled during the session. Poll questions and results are on the following slides a few questionsLearning Transformation Learning Governance 3

Are your learning leaders involved in your organisations’ strategy and planning reviews? 1. Never 2. Sometimes 3. Usually 4. AlwaysThis is the result of the poll carried out withparticipants at the conference. QUESTION 1 4

FinanceBalanced Scorecard Dimension Customer Dimension Business Dimension People Dimension Not including input from Learning leaders to overall strategy and planning is the same as ignoring operating costs and capital allocation … 5

Does your organisation have a written Learning Strategy? 1. Yes 2. NoThis is the result of the poll carried out withparticipants at the conference. QUESTION 2 6

“The private sector in particular anticipates closer integration of learning and development activity and business strategy”A clear learning strategy is essential if L&Ddepartments are to align their resources andefforts with organisational strategy 7

Are your stakeholders involved in prioritising where you put your L&D efforts and resources? 1. Yes 2. NoThis is the result of the poll carried out withparticipants at the conference. QUESTION 3 8

Do you have a standardised engagement approach to agree outcomes from learning activities with stakeholders? 1. Have a standard approach and it is always used 2. Have a standardised approach that is used sometimes 3. Don’t have a defined standard approachThis is the result of the poll carried out withparticipants at the conference. QUESTION 4 9

Do your learning leaders have oversight of which learning or training suppliers your organisation uses? 1. Oversight of all suppliers 2. Oversight of most 21.3% 37.7% 41% suppliers 3. Oversight of a few suppliers only All Most A fewThis is the result of the poll carried out withparticipants at the conference. QUESTION 5 10

Governance “the structures, systems, practices and processes that are put in place to ensure the overall strategy, effectiveness and accountability of the L&D function”.A definition of ‘governance’ in L&D context 11

Getting ‘Stuff’ DoneA definition of ‘governance’ in operational context 12

the key to achieve this? 13

Step 1:an effective governance structure 14

Good Governance Assigns Accountability Defines Priorities Allocates Budget & ResourcesDrives Actionable Decision-Making Facilitates Transformation 15

two further questions 16

Does your organisation have a Learning Governance Board, Council or Body? 1. Yes 2. NoThis is the result of the poll carried out withparticipants at the conference. QUESTION 6 17

If your organisation has a Learning Governance Body are the majority of members drawn from: 1. Your Stakeholder Groups 2. HR / Training / L&D DepartmentsThis is the result of the poll carried out withparticipants at the conference. QUESTION 7 18

Governance Focus on ValueGovernance needs to drive the delivery ofVALUE. Output-focus and aligned. 19

Focus on Value, not Cost“Nowadays people knowthe price of everything,and the value ofnothing” 20

MEASURING BUSINESS CONTRIBUTION “We measure it based on the success of thebusiness projects. Not qualitative metrics, but the perceptions of the business people that the learning function worked with.” a CXO“The metrics are great, but at the end of the day, if you don’t have good relationships with your strategic partners in the business, it doesn’t matter. You will not be perceived as successful.” a CLO ASTD/IBM Study 2005 21

EffectiveGovernancedrives ..thestrategicvalue oflearning 23

Strategic Valueis not just ..tangiblefinancialvalue& ROI 24

Strategic Valueis measured byLearning’scontribution to: Current & Future Strategy Growth Productivity Transformation 25

seeing the wood for the treesSome Governance Principles1. Learning governance is not optional2. There is no one-size-fits-all3. Your governance model will evolve Painting © Deborah Russell 26

Effective Learning Governance Painting © Deborah Russell 27

Efficiency Integration Alignment 3-STEP MODELTraining/L&D Business Unit Enterprise LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 28

EfficiencyCreate efficiencies andgain agreement• Establish a learning governance board for oversight• Identify, prioritise learning assets• Define scope of service• Implement learning SLAs with stakeholders Business Unit Training efficiency Performance Enterprise Readiness LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 29

Integration Develop an integrated plan • Develop enterprise learning vision & strategy aligned with organisational strategy • Create business unit learning strategies • Align strategies across the organisation Business UnitTraining efficiency Performance Enterprise Readiness LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 30

Manage learning as a strategic business process • Embed learning governance within strategy • Align learning with transformation objectives • Develop a shared vision for workforce development and work Alignment Business UnitTraining efficiency Performance Enterprise Readiness LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 31

Approaches to Governance L&D-led Business-led 32

L&D-ledLearning Governance Structure Global View Business Leaders, CFO, Sr. VP HR Governance However, key client Board Aligned with stakeholder groups HR Strategy Consisting of not represented or senior HR only represented in and L&D managers loco parentis Optimising Inputs Strategic Prioritisation Operational of Resources Execution of Efficiency Strategy Focus 33

Business-LedLearning Governance Structure 1. Business-driven. 2. Top levels ‘owned’ Broad by stakeholders. Mission/ Strategic Vision Business Leaders, 3. Bottom level CFO, Sr. VP HR Governance Board owned by HR/L&D Business Strategic Business Units Interlock Prioritisation of Resources Advisory Councils Relationships and Activities Portfolio-Specific Councils Operational (L&D Council, Talent Mgmt Execution of Impact Council) Strategy Focus 34

Chair: CFOMembers: HRD Chief Learning Officer 3 x Regional CEOs 4 x Functional Business Heads Head of Corporate Secretariat Executive Development Director 35

critical 1st step 36

Some Elements of Good GovernanceAction 1. Get Your L&D Strategy and Governance Model Aligned with Organisational Strategy and GovernanceAction 2. Actively Enrol ManagersAction 3. Embrace InnovationAction 4. Employ Technology, but do so wiselyAction 5. Hire or Develop the right L&D Capabilities and Attitudes “Making Your L&D Department Meaningful & Relevant” - http://bit.ly/gSrSTt 37

Effective learning governance requiresdecision-makers in the organisation to view L&D as a strategic asset not as a cost 38

Charles Jennings  Strategic 70:20:10 Consultancy Duntroon Associates  Learning & Performance Audits email: charles@duntroon.com  Workplace Learning Reviews Web: www.duntroon.com  Informal & Social Learning Consultancy Twitter: @charlesjennings LinkedIn: charlesjennings  Workshops & Webinars Skype: charlesjennings  Support & Mentoring for Transformation & Change Programmes Blog: charles-jennings.blogspot.com (or from www.duntroon.com)  Strategic Learning and Performance Consultancy and Workshops Internet Time Alliance www.internettimealliance.comBlog: http://internettime.posterous.com All content © copyright Duntroon Associates or licensed for Duntroon use except where stated. Not to be distributed in electronic format without prior permission. 39 No content to be copied without prior permission

Learning Transformation & Governance

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