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Being a Strategic Partner
Hawkeye ASTD Program; February 8, 2013
Being a Strategic Partner

Objectives
Stimulate thinking
Facilitate discussion
Share ideas, resources
Being a Strategic Partner

Agenda
What?
Who?
Why?
How?
Being a Strategic Partner

Introductions
Name
Organization
What’s a strategic partner?
What does it mean to
be strategic?
Strategic Learning & Development
Percentage of Market Value Related to…

Tangible
Assets

38%

62%

80%

62%

38%

20%

19...
Revenue, Sales, and
Market Share Growth

ROA
ROE
ROI
ROS

Innovation,
Customer
Satisfaction

Engagement, Quality, Op
erati...
Strategic Learning & Development
“Moving the needle” on measures of success
• External (Mission Based) Impact:
– Increase ...
Strategic Learning & Development
Focused on “superordinate” goals
Workforce
Requirements
Vision
Strategies
Strategic
Prior...
CORE COMPETENCIES

ACT’s Strategic Competencies
Leadership & Empowerment
Excellence & Management
Innovation & Improvement
...
What does it mean to
partner? With whom?
Who is

responsible for
learning and
development?
Ed Schein’s 3 Consultant Roles
• Expert: delegated authority to plan and
implement initiatives; manager(s) and
others play...
Mary Broad’s Transfer of Training
Before

During

After

Manager

1

8

3

Learner

7

5

6

Trainer

2

4

9
Who else is

responsible for
learning and
development?
Who Else may have responsibility?
• Senior leaders

• Subject matter experts
• Internal and/or external customers
• Coache...
Why is it important to
be a strategic partner?
Trends
•
•
•
•
•
•
•

Learning technology advancements
Ubiquity of mobile devices
Increased focus on social learning
Cultu...
Implications
• Being proactive business partners
– Bringing others together (e.g., Business
Units, HR, IT) to address need...
Implications
• Being facilitators of learning rather than

just deliverers of training

– Build an environment and communi...
How do we become
(better) strategic
partners?
2004 ASTD
Competency
Model

Learning Strategist
Business Partner
Project Manager
Professional Specialist
2013 ASTD
Competency
Model

© 2013 by The American Society for Training & Development (ASTD). All Rights Reserved.
For use...
Areas of Expertise
Original name

New name and extent of updates

Designing Learning

Instructional Design - substantial u...
Anthem Video
How will we improve
ourselves, our
teams, our
organizations, and
our Hawkeye ASTD
Chapter?
www.astd.org/cplp

http://www.astd.org/Certification/Competency-Model/job-aids

www.astd.org/careernavigator
Consider partnering with ACT
on field testing the new
teamwork assessment
All-Chapter program on March 8 at
Rockwell Colli...
Spread the word about
Hawkeye ASTD’s Job Board;
currently four positions posted, including
ACT’s job opening: L&D Partner
...
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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.
  • Transcript of "Being a strategic partner hawkeye astd final"

    1. 1. Being a Strategic Partner Hawkeye ASTD Program; February 8, 2013
    2. 2. Being a Strategic Partner Objectives Stimulate thinking Facilitate discussion Share ideas, resources
    3. 3. Being a Strategic Partner Agenda What? Who? Why? How?
    4. 4. Being a Strategic Partner Introductions Name Organization What’s a strategic partner?
    5. 5. What does it mean to be strategic?
    6. 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. 7. Revenue, Sales, and Market Share Growth ROA ROE ROI ROS Innovation, Customer Satisfaction Engagement, Quality, Op erational Performance
    8. 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. 9. Strategic Learning & Development Focused on “superordinate” goals Workforce Requirements Vision Strategies Strategic Priorities Values Workforce Capabilities Knowledge and Skills Behaviors Motivation
    10. 10. CORE COMPETENCIES ACT’s Strategic Competencies Leadership & Empowerment Excellence & Management Innovation & Improvement Collaboration & Inclusion Talent & Development Foundation & Expertise
    11. 11. What does it mean to partner? With whom?
    12. 12. Who is responsible for learning and development?
    13. 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. 14. Mary Broad’s Transfer of Training Before During After Manager 1 8 3 Learner 7 5 6 Trainer 2 4 9
    15. 15. Who else is responsible for learning and development?
    16. 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. 17. Why is it important to be a strategic partner?
    18. 18. Trends • • • • • • • Learning technology advancements Ubiquity of mobile devices Increased focus on social learning Culture of connectivity Economic uncertainty Demographic shifts Globalization
    19. 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. 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. 21. How do we become (better) strategic partners?
    22. 22. 2004 ASTD Competency Model Learning Strategist Business Partner Project Manager Professional Specialist
    23. 23. 2013 ASTD Competency Model © 2013 by The American Society for Training & Development (ASTD). All Rights Reserved. For use by permission only
    24. 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. 25. Anthem Video
    26. 26. How will we improve ourselves, our teams, our organizations, and our Hawkeye ASTD Chapter?
    27. 27. www.astd.org/cplp http://www.astd.org/Certification/Competency-Model/job-aids www.astd.org/careernavigator
    28. 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. 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!
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