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The Business Impact of Learning and Development to the Bottom-Line-Heidi Hattendorf, Motorola Solutions


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Presentation delivered by Heidi Hattendorf, Director, Talent Development, Motorola Solutions at the marcus evans CLTD Summit 2016 held in Palm Beach, FL

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The Business Impact of Learning and Development to the Bottom-Line-Heidi Hattendorf, Motorola Solutions

  1. 1. The Business Impact of Learning & Development Heidi Hattendorf Motorola Solutions Director, Business Strategy & Operations
  2. 2. Key Topics • Common approach - value creation • Setting expectations – how has that changed • Best practices used to quantifiably assess talent to drive business decisions • Demonstrating clear business impact
  3. 3. How is Learning Organized Today? • CLO Model – all under one roof • Federated model – decentralized (could be by function or by business) • HR hosts Learning w/ alliances to businesses; Customer / External Learning with the Business • Hybrid & other – different flavors in between
  4. 4. Learning Model Linked to Business Priorities • Transformation – skill set change across the org = need for scale • Speed – need to change quickly and up skill – eg technology or new regulations • Growth – new markets or core competencies; new talent/onboarding • Cost savings / efficiencies – new methodologies • Turnaround – specific initiatives for business improvement
  5. 5. • Move from Classroom to blended • Structured to combination formal/informal • Timed vs on-demand • Customized/developed in house to include off the shelf & Employee Generated/recorded • Days to Bite sized, modular, short • ‘Sage on Stage’ to Peer to Peer/ Cohort • Push of content vs platform/pull Driving Expectations Call out the change in how we learn
  6. 6. • Not all Learning happens through the Learning team • What needs to be consistent, centralized and vetted – Tools, LMS, Portals – Transformational topics – business game changers – Company specific knowledge or mandatory • Where can we empower the business? – Employee Generated content – video – SME driven – Functional specific Driving Expectations Form a Partnership with the Business
  7. 7. • 1:1 Dialogues • Talent Reviews • 360 Feedback • HiPo programs • Open discussions, coffee talks/let’s chat • Mentoring Assessing Talent Qualitative
  8. 8. Assessing Talent Quantitative • Performance Ratings – Friend or Foe – Differentiation of pay – The collaborative work environment • Engagement measures • Retention • L&D Programs / Stats – consistency, scale • Maturity assessments • Business results
  9. 9. • What are we measuring – how are we defining success? • How have the stakeholders changed? • Roles of the LMS / Systems /Processes – not letting the tail wag the dog • Shared success across the business • Updating the expectations of employees, HR Business partners and business leaders • How we Learn & Develop today Clear Business Impact for L&D Demonstrating the impact
  10. 10. Summary from 2016 Deloitte Human Capital Trends Report TODAY / TRANSITIONAL EVOLVING TO Learning corporate program based w/ L&D Content and L&D experts Learning is an experience sourced from internal business, L&D and external experts Catalog of courses; Learning Management System (LMS) centric Portals, websites serving up access to videos, content, articles; Search & Curation Experts push training Employees pull Learning Lecture based, top down; learn specific skills Experiential, workshop based, interactive and working on real business problems Detailed competency models Frameworks outlining broad capabilities L&D plays a lead role in what a person learns and focuses on; traditional 70-20-10 model L&D is more of a supporting and enabling role with greater focus on blend of internal, external and self-directed Mirrored a world of top-down, hierarchy and single information sources Adapts to a world of continuous learning, collaborative teams, social communications Excerpts from 2016 Human Capital Trends Report; Bersin, Deloitte
  11. 11. Business Impact Mindset Shift Traditional Measurements in L&D - examples • Detailed level 1 surveys about a course • Consumption – which classes are being taken, participation to prove value • Detailed Learning plans by Department • Spend on Learning in the LMS and internally driven content Modified Measurements - but opportunity for ‘bigger business case’ • Shorter level 1 – ‘rate your ride/Uber’ or ‘would you recommend’ • Consumption as a driver for cancellation and move towards online • Learning plans for silos shift towards Learning Paths, curated streams • Spend and Business Case on Learning includes all Learning related with an overview and recommendations by L&D as a work partner
  12. 12. The Bigger Business Case • Continue to measure modified approach – Short, edgy questions & adapt based on feedback – Focus on Learning paths: tie teams together and cross-train • Think out of the L&D Swim Lane – Be in the Business – What are the top priorities for the business – recommend L&D role to achieve – What capabilities does this team need to get to be competitive over the next 3 years (eg. Data science or groups like HiPos) – Revisit need of Learning solution vs communication, management responsibility • Rebrand as the Talent Development business partner – Use the language of the business (growth, results vs LMS, courses) – Let go of trying to control all things Learning; add value to the business – Embrace continuous learning and unleash
  13. 13. Summary • Embrace L&D’s changing role • Critical capabilities needed in by the business more than ever • Align closer to stakeholders to jointly assess needs • Find more business partners within the business • One approach does not fit all - adapt Change the game: bigger ‘measure’ of success