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GI Net 13 - LTD The Chief Learning Officer | Tjitra

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Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Prof. Dr. Hora Tjitra, Executive Director and Chief Consultant of Tjitra & associates ...

Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Prof. Dr. Hora Tjitra, Executive Director and Chief Consultant of Tjitra & associates (www.tjitra.com)

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    GI Net 13 - LTD  The Chief Learning Officer | Tjitra GI Net 13 - LTD The Chief Learning Officer | Tjitra Presentation Transcript

    • Media Partner : Learning, Training & Development in Organization 13th roundtable discussion of Global Indonesian Network Prof. Dr. Hora Tjitra, Executive Director of Tjitra&associates Wednesday, October 30th 2013
    • Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning, Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A Learning, TRaining and Development in Organization / October 2013 2
    • Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning, Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A Learning, TRaining and Development in Organization / October 2013 3
    • ! Q1 What do you think is The most important function in Human Resource management? Q2 What do you think is The most critical function in Human Resource management? LTD Benchmarking_v1.0/Nov. 2009
    • Which  Key  HR  Function  has  the  Greatest  In5luence   on  Management’s  Opinion  of  HR? Who regards LTD as the most important function with greatest influence on management? Learning, TRaining and Development in Organization / October 2013 5
    • Is  LTD  the  Most  Important  Function  in  HR  Management?   1400
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    • How  big  is  the  LTD  In5luence  in  the  HR  in  your  organization? LTD Capacity / Total HR Capacity N=26, Unknown=1 ation? iz organ r 0.40 u e is yo Wher Let’s calculate how is the LTD influence in HR in your organization: 1. 2. 3. 0.30 How many LTD professionals does your organization have? How many people in your HR department? 0.20 What is the data when LTD professionals / HR staffs? 0.10 Small enterprise Learning, TRaining and Development in Organization / October 2013 Mid-size enterprise Corporate function 7
    • Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning, Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A Learning, TRaining and Development in Organization / October 2013 8
    • Learning,  Training  and  Development  5ield  has  been  called   by  many  different  names Training Human resources development Education Human performance technology Development Human performance improvement Training and development Organization development Employee education Human performance enhancement Staff development Workplace learning and performance Personnel development Learning and performance In-service education - The point is that what training and development professionals are called affects the roles they are expected to play. - Those roles are not always clear—and frequently lack focus. They may even be inappropriate. Source: Rothwell, WJ. (2005). Beyond training and development. Learning, TRaining and Development in Organization / October 2013 9
    • Recent  Studies  in  the  US  on  LTD  Roles  and  Responsibilities Models for HRD Practice - Patricia McLagan (1989) Identified 11 Roles & 35 Competencies necessary for HRD professionals: 1. 2. 3. 4. Researcher 5. Marketer 6. Organization change agent 7. Needs analyst 8. 9. Program designer 10. HR material developer 11. Instructor / Facilitator Individual career development adviser Administrator Evaluator HR manager Human Performance Improvement - ASTD HPI (1995, 2000) Identified 4 Roles & 38 Competencies necessary for LTD professionals: 1. Analyst 2. Intervention specialist 3. Change manager 4. Evaluator Human Performance Improvement (HPI) model was defined as “a six-step model that describes key steps in conducting human performance improvement work” . Workplace Learning & Performance - ASTD WLP (1999, 2004) Identified 7 Roles & 52 Competencies necessary for WLP practitioners: 1. 2. 3. Manager 4. Analyst 5. Intervention selector Intervention designer and developer Intervention implementor 6. 7. Change leader Evaluator Workplace Learning & Performance (WLP) approach integrated the use of learning and other interventions for the purpose of improving individual and organizational performance. Learning, TRaining and Development in Organization / October 2013 10
    • Building  Commitment  for  Effective  Learning   and  Business  Driven  Performance Current issues and challenges for LTD professionals: • • • Budgets are declining • • Competitive pressure is increasing Expectations are rising Time for training and learning is diminishing and Everyone wants it faster !!! What are the current focus of your LTD activities? Learning, TRaining and Development in Organization / October 2013 11
    • Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning, Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A Learning, TRaining and Development in Organization / October 2013 12
    • The  three  important  and  three  other  excellence  LTD  core  processes   which  de5ine  the  end-­‐results  and  impacts  of  learning   Resource Metrics Corporate Commitment Strategic Involvement Budget and Investment Corporate Figures Learning, Training and Development Training Administration Needs Change Challenge Needs Analysis Training Design and Delivery Beyond the “Training” Demonstrating Value Contribution Business Impacts Building Commitment to Learning Remarks: Non LTD Process Performance Metrics: • Organizational Efficiency • Learning impacts • Improved commitment to learning • & Culture Business Performance (HR and business related Award ) Important LTD Process Excellence LTD Process Learning, TRaining and Development in Organization / October 2013 13
    • Process  of  LTD  Needs  Analysis Budgeting Approach Investment Culture Needs Events Changes Challenges Strategic Involvement Analysis Report: Product / Service Portfolios Process, Tools & Instruments Analysis Levels Data Sources Prioritization & Selection LTD Needs Analysis Analytical Frameworks Budgeting Approval: Decision Process Training Design & Delivery Strategic Alignment Learning, TRaining and Development in Organization / October 2013 14
    • LTD Needs Analysis Approaches Analytical Framework • Competence model • Professional requirements • Policies & Procedures • etc. Analysis Levels • Business & Strategy • Job performance • Skill / Knowledge • Preference Process, Tools & Instruments Learning, TRaining and Development in Organization / October 2013 Data Sources • Participants / Subject matter experts • Industry data / Annual report • Benchmarking • Job description / Tests • Questionnaire & Survey • Knowledge or Skill tests • One-on-one interview / Focus group • On-the-job observation • Performance records • etc. 15
    • Beyond  the  “Training”  -­‐  What  Shall  We  Do  Besides  the  Training? Needs Assessment After the Training Before the Training Is learning the “right” solution? Communication • Providing information to Informing & Marketing perform the work • Improving timely feedback about worker performance • Clarifying responsibility about who should be doing what • Clarifying organizational plans • Providing rewards for Workplace Environment Training What could be other solutions? Selection & Assessment performing Motivation & Reward LTD Business Impacts Organization Development Management Involvement • etc. ... Learning, TRaining and Development in Organization / October 2013 16
    • Process  and  Method  in  Demonstrating  Value  Contribution Training Design and Delivery Evaluation Planning Beyond the “Training” • Overall Planing, which programs and at which evaluation level • Defining measurable objectives, in general and for each programs Reporting LTD Continuous Improvements Evaluation Standardization Data Collection • Time plan • Source of data • Methods Data Analysis • Statistic • Control groups • Monetary conversion LTD Branding Organizational Commitment Six Levels of Analysis & Value demonstration Learning, TRaining and Development in Organization / October 2013 17
    • Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning, Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A Learning, TRaining and Development in Organization / October 2013 18
    • What  is  LTD  Benchmarking? Q: What is Benchmarking? • Benchmarking is a tool for improvement, achieved through comparison with other organizations. Q: What is LTD Benchmarking? • LTD Benchmarking gives Learning, Training and Development professionals as well as decision maker a promising approach to optimize the resource allocation, enhance the LTD benefits and generate new solutions. • The main purpose of the LTD benchmarking is to enhance the professionalism and the overall performance of LTD in Suzhou, through systematic and data-based review and mutual supports among the members. Q: Who are the target contact person in organization for LTD Benchmarking? • The GM / CEO and the VP HR / GM HR / HR Director, who gives strategic direction of learning, talent and performance improvements, allocation of resources and supports. • Training / Talent / OD Manager, who is responsible for learning and development process, aims at operational excellence, builds evaluation system. • Training / Learning Specialist, who involves in detail data collection and verification. Q: What is LTD circle meeting? • The to-be established sharing community, will than have a regular meeting two to four times a year in the place of one of the member or the hotel. How often they are going to meet, will depends on the time, interest and resources of the participants. But we do hope that this benchmarking will be a regular event, as companies would like also to get some more data on the improvement results of their action. Learning, TRaining and Development in Organization / October 2013 19
    • Hypotheses  Driven  Benchmarking  Approach  and  Measuring  Metrics 1 Learning, Training and Development Results of LTD Performance: Indicators which differentiate performances 2 Performance Metrics Training Administration Training Design & Delivery Needs Analysis Beyond the “Training” Demonstrating Value Contribution LTD Complexity LTD Efficiency LTD Evaluation Building Commitment to Learning Six Core Processes in Learning, Training & Development 3 Resources and support which organization provides for LTD Resource Metrics Top Management Commitment LTD Influences Financial Investment Strategic Involvement 1. Benchmarking starts by an agreement of the focus areas which need to be improved. 4 Company features which may influence LTD operation & performance 2. Then defining the Activity Indicators which should be impacted by the operational improvement. Controlled Comparison Task Volume Financial Resources Learning, TRaining and Development in Organization / October 2013 LTD Resources 3. Third step will be identifying the relevant Resource Indicators. 4. Last look for comparable organization to join in. 20
    • Which  Category  does  Your  Organization  Belong  to? Performance Indicator 8 4 Tough Child • A32 low investment, low top involvement, most • • training is internal A10 had high LTD capacity & low top involvement A20 high top involvement Glorious Child • High LTD capacity • High top involvement • High investment Resource Indicator • Low involvement • Low top involvement • Fewer activities Ignored Child 6 • Poor documentation and unable to provide • detail/structured data LTD specialist is lack of experience and/or expertise in LTD Spoiled Child 9 - Glorious Child: Both top management and organization give LTD great support and high involvement (more resources), and LTD also do an excellent job (more activities and high quality). - Tough Child: Insufficient or even no support from top management for LTD, but LTD professionals overcome difficulties and do a good job. Ignored Child: LTD lacks in the support and involvement from top management, meanwhile LTD professionals don’t do much work to show their contribution. Spoiled Child: High investment from top management in both financial and involvement aspects, however, LTD professionals’ performance is not good enough, maybe because lack of experience and/or expertise in LTD. Learning, TRaining and Development in Organization / October 2013 21
    • Challenges  and  Barriers  for  a  Business  Driven  LTD Commonality of from all participated companies Talent management & Leadership development Strategic positioning - Business alignment Resource Allocation - Finance, Capacity, Infrastructure Creative LTD solutions & LTD trends LTD evaluation Techniques for an Effective Needs Analysis - Value justification, reporting and ROI Building commitment to learning Building commitment to learning - LTD selling skills - Balance working and learning Portfolios management - What LTD program? - Quality vs. Quantity Corporate function & Mid-size enterprises Learning, TRaining and Development in Organization / October 2013 Small size enterprises 22
    • Performance-­‐oriented  &  business-­‐driven  LTD  needs  ... MONEY is NOT ALL what a business-driven LTD need Results-oriented LTD needs skill, knowledge & experiences of the LTD professionals CONTROL on your LTD investment and its impact is a MUST. CHINESE LEARNER want to see an instant impact on their Career Development and Life Quality. Learning, TRaining and Development in Organization / October 2013 23
    • Our first book in the theme of CHANGE ... and, COMING SOON !! Our LATEST books on Global Talent ....
    • Thank You Connect with us : @htjitra www.globalindonesian.net Global Indonesian Network Global Indonesian Network hora tjitra