Transforming    L&D  Through  Effective GovernanceCharles Jennings World of Learning 27 September 2011     All content © c...
Governance       We all understand the need for corporate       governance - especially in the wake of the global       fi...
Conference participants were polled during the                          session. Poll questions and results are on the    ...
Are your learning leaders involved in your          organisations’ strategy and planning reviews?          1.         Neve...
FinanceBalanced Scorecard                     Dimension                     Customer                     Dimension        ...
Does your organisation have a written          Learning Strategy?          1. Yes          2. NoThis is the result of the ...
“The private sector in particular      anticipates closer integration of    learning and development activity           an...
Are your stakeholders involved in prioritising          where you put your L&D efforts and          resources?          1....
Do you have a standardised engagement        approach to agree outcomes from learning        activities with stakeholders?...
Do your learning leaders have oversight of        which learning or training suppliers your        organisation uses?     ...
Governance       “the structures, systems, practices and processes       that are put in place to ensure the overall strat...
Getting ‘Stuff’ DoneA definition of ‘governance’ in operational context                                                   ...
the key to achieve this?                           13
Step 1:an effective governance       structure                          14
Good Governance      Assigns Accountability          Defines Priorities  Allocates Budget & ResourcesDrives Actionable Dec...
two further questions              16
Does your organisation have a Learning         Governance Board, Council or Body?          1. Yes          2. NoThis is th...
If your organisation has a Learning          Governance Body are the majority of          members drawn from:  1. Your Sta...
Governance                          Focus on ValueGovernance needs to drive the delivery ofVALUE. Output-focus and aligned...
Focus on Value,    not Cost“Nowadays people knowthe price of everything,and the value ofnothing”                          ...
MEASURING BUSINESS CONTRIBUTION  “We measure it based on the success of thebusiness projects. Not qualitative metrics, but...
L&D VALUE MODEL                         Vision &                         Strategy         Relationships                Org...
EffectiveGovernancedrives ..thestrategicvalue oflearning             23
Strategic Valueis not just ..tangiblefinancialvalue& ROI                  24
Strategic Valueis measured byLearning’scontribution to: Current & Future  Strategy Growth Productivity Transformation ...
seeing the wood for the treesSome Governance Principles1. Learning governance is not optional2. There is no one-size-fits-...
Effective Learning Governance                       Painting © Deborah Russell                                            ...
Efficiency       Integration          Alignment               3-STEP MODELTraining/L&D     Business Unit          Enterpri...
EfficiencyCreate efficiencies andgain agreement• Establish a learning  governance board for  oversight• Identify, prioriti...
Integration                          Develop an integrated plan                          • Develop enterprise learning vis...
Manage learning as a strategic business process                            • Embed learning governance within strategy    ...
Approaches to Governance         L&D-led       Business-led                           32
L&D-ledLearning Governance Structure  Global View             Business Leaders,              CFO, Sr. VP HR               ...
Business-LedLearning Governance Structure                                                            1. Business-driven.  ...
Chair:     CFOMembers:   HRD           Chief Learning Officer           3 x Regional CEOs           4 x Functional Busines...
critical 1st step                    36
Some Elements of Good          GovernanceAction 1. Get Your L&D Strategy and Governance Model          Aligned with Organi...
Effective learning governance requiresdecision-makers in the organisation to view L&D as a strategic  asset not as a cost ...
Charles Jennings                                     Strategic 70:20:10 Consultancy    Duntroon Associates               ...
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Learning Transformation & Governance

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Transcript of "Learning Transformation & Governance"

  1. 1. 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
  2. 2. 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
  3. 3. Conference participants were polled during the session. Poll questions and results are on the following slides a few questionsLearning Transformation Learning Governance 3
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. “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
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. Getting ‘Stuff’ DoneA definition of ‘governance’ in operational context 12
  13. 13. the key to achieve this? 13
  14. 14. Step 1:an effective governance structure 14
  15. 15. Good Governance Assigns Accountability Defines Priorities Allocates Budget & ResourcesDrives Actionable Decision-Making Facilitates Transformation 15
  16. 16. two further questions 16
  17. 17. 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
  18. 18. 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
  19. 19. Governance Focus on ValueGovernance needs to drive the delivery ofVALUE. Output-focus and aligned. 19
  20. 20. Focus on Value, not Cost“Nowadays people knowthe price of everything,and the value ofnothing” 20
  21. 21. 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
  22. 22. L&D VALUE MODEL Vision & Strategy Relationships Organisation & & Engagement Governance L&D Value Methodology Scope of Services People & Capability © 2008 Jennings L&D value model 22 22
  23. 23. EffectiveGovernancedrives ..thestrategicvalue oflearning 23
  24. 24. Strategic Valueis not just ..tangiblefinancialvalue& ROI 24
  25. 25. Strategic Valueis measured byLearning’scontribution to: Current & Future Strategy Growth Productivity Transformation 25
  26. 26. 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
  27. 27. Effective Learning Governance Painting © Deborah Russell 27
  28. 28. Efficiency Integration Alignment 3-STEP MODELTraining/L&D Business Unit Enterprise LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 28
  29. 29. 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
  30. 30. 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
  31. 31. 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
  32. 32. Approaches to Governance L&D-led Business-led 32
  33. 33. 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
  34. 34. 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
  35. 35. Chair: CFOMembers: HRD Chief Learning Officer 3 x Regional CEOs 4 x Functional Business Heads Head of Corporate Secretariat Executive Development Director 35
  36. 36. critical 1st step 36
  37. 37. 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
  38. 38. Effective learning governance requiresdecision-makers in the organisation to view L&D as a strategic asset not as a cost 38
  39. 39. 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

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