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  • Let’s look at a few of the resources we can use to create our development plans. There are three easy steps: assess, acquire, and apply.

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  • 1. Being a Strategic Partner Hawkeye ASTD Program; February 8, 2013
  • 2. Being a Strategic Partner Objectives Stimulate thinking Facilitate discussion Share ideas, resources
  • 3. Being a Strategic Partner Agenda What? Who? Why? How?
  • 4. Being a Strategic Partner Introductions Name Organization What’s a strategic partner?
  • 5. What does it mean to be strategic?
  • 6. Strategic Learning & Development Percentage of Market Value Related to… Tangible Assets 38% 62% 80% 62% 38% 20% 19821 Intangible Assets 19921 20022 1. Brookings Institution analysis of S&P500 ; 2. Kaplan & Norton
  • 7. Revenue, Sales, and Market Share Growth ROA ROE ROI ROS Innovation, Customer Satisfaction Engagement, Quality, Op erational Performance
  • 8. Strategic Learning & Development “Moving the needle” on measures of success • External (Mission Based) Impact: – Increase readiness for college and career – Improve earning potential with certifications – Drive awareness of insights that unlock potential • • • • Culture (Learning and Growth) Operational Excellence (Business Process) Customers (Customer) Financial (Financial)
  • 9. Strategic Learning & Development Focused on “superordinate” goals Workforce Requirements Vision Strategies Strategic Priorities Values Workforce Capabilities Knowledge and Skills Behaviors Motivation
  • 10. CORE COMPETENCIES ACT’s Strategic Competencies Leadership & Empowerment Excellence & Management Innovation & Improvement Collaboration & Inclusion Talent & Development Foundation & Expertise
  • 11. What does it mean to partner? With whom?
  • 12. Who is responsible for learning and development?
  • 13. Ed Schein’s 3 Consultant Roles • Expert: delegated authority to plan and implement initiatives; manager(s) and others play an inactive role • Pair-of-hands: applies specialized knowledge to implement action plans defined by the manager(s) • Collaborative: shared responsibility for planning and implementation
  • 14. Mary Broad’s Transfer of Training Before During After Manager 1 8 3 Learner 7 5 6 Trainer 2 4 9
  • 15. Who else is responsible for learning and development?
  • 16. Who Else may have responsibility? • Senior leaders • Subject matter experts • Internal and/or external customers • Coaches or mentors (internal, external) • Other internal partners (IT, Communications) • Other external partners (materials, delivery) • Communities of Practice (Hawkeye ASTD)
  • 17. Why is it important to be a strategic partner?
  • 18. Trends • • • • • • • Learning technology advancements Ubiquity of mobile devices Increased focus on social learning Culture of connectivity Economic uncertainty Demographic shifts Globalization
  • 19. Implications • Being proactive business partners – Bringing others together (e.g., Business Units, HR, IT) to address needs – Critical to understand the business, its strategies, and how to align to goals • Demonstrating value and impact – CEOs care about impact more than ROI • Helping organizations retain knowledge
  • 20. Implications • Being facilitators of learning rather than just deliverers of training – Build an environment and communities that support learning, not single learning events • Understanding and using technology – Leverage to guide and supplement learning – Learning is at the core; technology enabler
  • 21. How do we become (better) strategic partners?
  • 22. 2004 ASTD Competency Model Learning Strategist Business Partner Project Manager Professional Specialist
  • 23. 2013 ASTD Competency Model © 2013 by The American Society for Training & Development (ASTD). All Rights Reserved. For use by permission only
  • 24. Areas of Expertise Original name New name and extent of updates Designing Learning Instructional Design - substantial updates Delivering Training Training Delivery - substantial updates Human Performance Improvement Performance Improvement - minor Facilitating Organizational Change Change Management - minor Managing the Learning Function Managing Learning Programs - minor Managing Organizational Knowledge Knowledge Management - substantial Career Planning & Talent Management Integrated Talent Management - minor Coaching Coaching - minor Measuring and Evaluating Evaluating Learning Impact - substantial Learning Technologies - new area
  • 25. Anthem Video
  • 26. How will we improve ourselves, our teams, our organizations, and our Hawkeye ASTD Chapter?
  • 27. www.astd.org/cplp http://www.astd.org/Certification/Competency-Model/job-aids www.astd.org/careernavigator
  • 28. Consider partnering with ACT on field testing the new teamwork assessment All-Chapter program on March 8 at Rockwell Collins in Cedar Rapids 9-11 AM April 9 program on ROI for Training 7:30-9 AM Professional Development Events: CPLP Study Groups, PD Days
  • 29. Spread the word about Hawkeye ASTD’s Job Board; currently four positions posted, including ACT’s job opening: L&D Partner If you are a guest interested in joining Hawkeye ASTD, during the next week you can apply your guest fee toward your membership. Thanks for participating today!