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Class Dismissed: Now How Do We Execute?

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As with all strategic investments, the development of human capital must produce returns that meet or exceed financial and organizational objectives. Too often, training and organizational development ...

As with all strategic investments, the development of human capital must produce returns that meet or exceed financial and organizational objectives. Too often, training and organizational development initiatives are evaluated based upon classroom-oriented metrics like number of attendees, pass rates and certifications. While important, executive-level stakeholders find it difficult to use metrics like this to discern the true strategic impact of these initiatives on overall business objectives. A better way to measure success is to take a business-objective approach through the strategic alignment of an organization’s goals with a comprehensive training and development curriculum that advances organizational performance and individual accountability. Using the U.S. Department of Veterans Affairs as a model, learn how taking a business-objective approach to training and development translates into successful execution. This workshop will feature practical, actionable tactics for ensuring that your staff is accountable and ready to advance strategies and priorities after the classroom work is completed.

Richard Garrison, Vice Chancellor, VA Acquisition Academy

Brian Green, Manager, Enterprise Solutions, U.S. Federal Government, Learning Tree International

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    Class Dismissed: Now How Do We Execute? Class Dismissed: Now How Do We Execute? Presentation Transcript

    • Unleashing Learning: Unleashing Learning: From Strategy to From Strategy to Execution Execution ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Class Dismissed…Now How Do We Execute? A Strategy for Improving Individual Accountability & Organizational Performance
    • Tactical Approach of Measurement ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • The New Performance Strategy for Learning Cyclical process anchoring Invest in Training business process improvements while increasing organizational performance Capture Lessons Learned Adopt Best Practices Identify / Remove Barriers Update Policy/Procedure Report & Confer Sr. Mgt. ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Define the Purpose: Business Context for Training US Civilian Agency Acquisition Spending ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Entitlement programs are creating a significant near-term strain on all federal budgets ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Define the Purpose: Impact on your Audience •  Shorter shelf life for failing projects •  Need for both individual accountability – acquisition competencies & business acumen – and organizational accountability – policies, systems & procedures •  Escalating expectations for “Transparency” on all programs to curb runaway costs •  Burgeoning responsibility to produce Positive Results and Program Benefits, not simply on time and on schedule. Goals •  More alignment required between mission goals, program requirements and acquisition strategies… Requirements Strategies •  Foster a mindset of purpose, performance, accountability, and integrity •  Improve the accuracy of program metrics which executives base program/portfolio decisions ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Align with Performance-minded Stakeholders “…the Federal Government needs to make greater investments in its existing workforce, helping workers build skills and gain expertise to meet new challenges. Agencies need to increase and improve their training efforts, and implement plans to measure the effectiveness of their training investments.” -  Building a High-Performance Government (President Obama’s 2010 Budget) ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Feeling the Pinch of Transparency & Accountability •  Population explosion •  16-Major Initiatives •  Program Performance •  Budget Cuts •  Secretary Directive •  VAAA has designed a comprehensive training program for its VA acquisition professionals —  Addresses acquisition career continuum —  Focuses on applied learning –  Documenting lessons learned & best practices –  Tracking application of process improvements –  Reporting on performance improvements —  Ensures that impacts are measured ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Custom Government Curriculum Invest in Training Senior Mid (120-hrs) Entry (120-hrs) (120-hrs) Program/Project Program/Project Program /Project Management Management Management Acquisition Acquisition Acquisition Management Management Management Business Business Business Management for Management for Management for Government Government Government Applications Applications Applications Leadership & Leadership & Leadership & Interpersonal Skills Interpersonal Skills Interpersonal Skills ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Action Plan Capture Lessons Learned •  Demonstrate the value of learning through Action and Accountability —  Hold Participants, and their Supervisors, accountable for improving one element of their project/program/department as a result of the training investment •  Articulate the value of the improvement effort in terms of Benefits Received, Cost Improvement, Productivity Enhancement •  Capture and identify Organizational Impediments —  Process, Procedure, Policy; not culture —  Stakeholders •  Identify the Risks associated to your customer, operation and budget of not implementing the change •  Ensure each participant, and their supervisor, develops an Implementation Plan that is Specific, Measurable, Attainable, Realistic and Timely (SMART) ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Tracking Improvements Adopt Best Practices ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Senior Management Support Identify / Remove Barriers ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Business Alignment Report & Confer Sr. Mgt. •  Demonstrate strong commitment and top level leadership addressing organizational risks •  Develop Capacity/Competence to address organizational performance gaps •  Implement Corrective Action Plans addressing root causes of trouble projects and initiate a subsequent solution design and project plan •  Launch program to monitor and independently validate the effectiveness of the corrective measures •  Institute a transparent process that offers the ability to demonstrate progress •  Establish a Strategic Plan for maintaining and expanding the revised Organizational Best Practices / Policies that focus on performance, accountability, transparency and fiscal discipline ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • External Stakeholders Report & Confer Sr. Mgt. (cont) •  Benefit of not only reporting on progress internally to improve operational efficiencies, but likewise reporting out to external stakeholders (e.g.: OMB, GAO, “shareholders” within private industry) •  Learning executives are also being held accountable for ensuring that their efforts are demonstrating alignment to external stakeholders concerns: •  Operational improvements •  Customer Service improvements •  Shareholder value •  Organizational preparedness •  Market Confidence ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Define. Align. Apply. Deliver. Performance Training Action Plan Implementation Reporting Improvement ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • ‘Moment of Truth’ •  Get ahead of the curve! •  Understand the directives of your business; current and future •  Analyze any/all business/human capital issues impeding individual productivity and organizational performance •  Develop and execute your business/training plan to improve the performance of your company; follow through and report progress •  Partner with your consumers, your customers; be in alignment with their stakeholders •  Develop a transparent performance management model; report progress •  Take stock; improve and secure the buyer experience Always… make sure that you deliver the right product, that solves the right problems, for the right customer, at the right price ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Thank you! Brian Green Manager, Enterprise Solutions, US Federal Government brian_green@learningtree.com www.learningtree.com/facppm Richard Garrison Vice Chancellor, Veterans Affairs Acquisition Academy richard.garrison2@va.gov http://www.acquisitionacademy.va.gov ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.
    • Unleashing Learning: Unleashing Learning: From Strategy to From Strategy to Execution Execution ® © Copyright: All rights reserved. Not to be reproduced without prior written consent.