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Building a High Impact Learning & Development
Organization
By Steve Dahill
(512) 953-7052
www.linkedin.com/in/stevedahill
...
2
The Challenges
 The Learning Challenge
Developing effective, impactful learning solutions that keep
pace with technolog...
3
The Learning Challenge
The way we used to do things no longer works very well!
Forward-thinking
organizations must
adapt...
4
The Measurement Challenge
What seniors leaders receive from L&D are the very things they care
about least!
(Phillips, 20...
5
The Strategic Partner Challenge
 Just 34% of business leaders think that Learning &
Development impacts business outcom...
6
The Solution: A Three-Pillared Approach to L&D
By focusing on three key areas, you can build out a world-class training ...
7
Focus on Learning Transfer
Perhaps the single most important thing a training manager can do to maximize the
value of th...
8
Focus on Modern Learning
(Bersin by Deloitte, 2014a)
Meet the Modern Learner
9
Focus on Modern Learning
(King, 2017)
Formula for Modern Learning
10
Synergy
King’s formula for modern learner will drive transfer. Likewise, the 6Ds
will drive modern learning.
(Pollock, ...
11
Measurement & Evaluation
Talent Development Reporting Principles (TDRp)
(Vance, 2014)
1. Identify the business goals
2....
12
Measurement & Evaluation
Talent Development Reporting Principles (TDRp)
What TDRp Offers:
 Standard names and definiti...
13
Resources
The resources provided here include tools, training, and other guidance to adopt the concepts outlined in the...
14
References
 Bersin by Deloitte. (2014a). Meet the Modern Learner (Infographic). Retrieved February 15, 2017 from:
http...
15
About the Author
Steve Dahill is an innovative, insightful, and
impactful training professional with over 15
years of e...
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Building a High Impact Learning & Development Organization: A Three-Pillared Approach to Transforming L&D for Bottom Line Results

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Many learning organizations today are in need of a new approach and a fresh strategy. The demand on training managers to show real impact is greater than ever before. Technology and accompanying business realities have not only changed the way we work, but also the way we learn.
Although many learning leaders recognize this need, they struggle with articulating a long-term vision and implementing a strategic solution. This presentation outlines an approach to creating and managing a strategic learning organization based upon 3 pillars: a focus on learning transfer, a focus on modern learner, and an effective measurement and evaluation strategy. By focusing on these three key areas, you can build out a world-class training organization.
The approach outlined here recognizes the synergy created by bringing together existing research and proven models into a cohesive approach to improve learning and manage the training function. Whether you wish to build a new training department, turn around a struggling organization or advance a strong organization to the next level, you will be able to develop a flexible, scalable plan to build a best-in-class learning organization.

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Building a High Impact Learning & Development Organization: A Three-Pillared Approach to Transforming L&D for Bottom Line Results

  1. 1. Building a High Impact Learning & Development Organization By Steve Dahill (512) 953-7052 www.linkedin.com/in/stevedahill A Three-Pillared Approach to Transforming L&D for Bottom Line Results
  2. 2. 2 The Challenges  The Learning Challenge Developing effective, impactful learning solutions that keep pace with technology and changing learning behavior.  The Measurement Challenge The constant struggle to measure impact and show our value to the organization.  The Strategic Partner Challenge The inability to be perceived as a strategic partner.
  3. 3. 3 The Learning Challenge The way we used to do things no longer works very well! Forward-thinking organizations must adapt their approach to learning and development. The average company invests 45% of their learning investment is into scrap learning - learning delivered but not applied. (CEB, 2014). With average annual budgets of $14.3 million, large companies can be wasting in excess of $6.4 million per year!
  4. 4. 4 The Measurement Challenge What seniors leaders receive from L&D are the very things they care about least! (Phillips, 2009)
  5. 5. 5 The Strategic Partner Challenge  Just 34% of business leaders think that Learning & Development impacts business outcomes (CEB, 2017).  56% of managers felt that employee performance would not change or would improve if L&D were eliminated completely. (Jefferson, 2013)
  6. 6. 6 The Solution: A Three-Pillared Approach to L&D By focusing on three key areas, you can build out a world-class training organization. (Pollock, et al., 2015) (Center for Talent Reporting, 2015) (King, 2017)
  7. 7. 7 Focus on Learning Transfer Perhaps the single most important thing a training manager can do to maximize the value of their efforts to the organization is to adopt the “6D”s of breakthrough learning. (Pollock, et al., 2015)
  8. 8. 8 Focus on Modern Learning (Bersin by Deloitte, 2014a) Meet the Modern Learner
  9. 9. 9 Focus on Modern Learning (King, 2017) Formula for Modern Learning
  10. 10. 10 Synergy King’s formula for modern learner will drive transfer. Likewise, the 6Ds will drive modern learning. (Pollock, et al., 2015) (King, 2017)
  11. 11. 11 Measurement & Evaluation Talent Development Reporting Principles (TDRp) (Vance, 2014) 1. Identify the business goals 2. Align L&D initiatives to business goals and plan the initiatives carefully 3. Get upfront agreement with sponsor on expected impact 4. Execute and report with discipline 5. Measure and evaluate These are all standard business practices! TDRp Designed to Run L&D with Business-like Discipline:
  12. 12. 12 Measurement & Evaluation Talent Development Reporting Principles (TDRp) What TDRp Offers:  Standard names and definitions for measures – Built on work of ATD, SHRM, Fitz-enz, Higgins, others  Classification of measures into three types  Three standard statements employing the measures  Three customizable management reports  Application of standard management principles to L&D  Guidance for alignment, reaching sponsor agreement on impact, creating and executing a plan (Vance, 2014)
  13. 13. 13 Resources The resources provided here include tools, training, and other guidance to adopt the concepts outlined in the three pillars set forth here. Learning Transfer – the 6Ds The 6D’s company provides webinars, workshops, and consulting, as well as a variety of free checklists and tools.  Webinars and workshops  Tools and Resources Books:  The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results by Roy V.H. Pollock, Andrew McK. Jefferson, and Calhoun W. Wick  The Field Guide to the 6Ds: How to Use the Six Disciplines to Transform Learning into Business Results by Roy V.H. Pollock, Andrew McK. Jefferson, and Calhoun W. Wick Modern Learning  ATD Workshop: LearnNow: The Modern Learner  Book: Learning in the Modern Workplace 2017 by Jane Hart Measurement & Evaluation – TDRp The Center for Talent Reporting is a 501c nonprofit organization established to develop and promote standards for human capital reporting. They provide organizations with the resources and guidance necessary for a successful implementation of TDRp, including:  Statements/reports spreadsheets  TDRp measures library  Detailed implementation guidance  Communication tools  Certification  Education, workshops, webinars, and whitepapers  Conferences and community of practice Website: https://www.centerfortalentreporting.org/
  14. 14. 14 References  Bersin by Deloitte. (2014a). Meet the Modern Learner (Infographic). Retrieved February 15, 2017 from: https://www.bersin.com/Practice/Detail.aspx?id=18071  Bersin by Deloitte. (2014b). Three Marketing Lessons for L&D. Retrieved February 15, 2017 from: https://www.bersin.com/Practice/Detail.aspx?id=17695  CEB. (2014). Confronting Scrap Learning: How to Address the Pervasive Waste in Talent Development. Retrieved February 15, 2017 from: http://www.astd-tcc.org/resources/Documents/CEBMTMWhitepaper-ConfrontingScrapLearning.pdf  CEB. (2017). Are You Wasting Your Investment in Learning? Retrieved February 15, 2017 from: https://www.cebglobal.com/insights/learning-measurement.html  The Center for Talent Reporting. (2015). TDRp for Learning and Development: Managing Learning Like a Business to Deliver Greater Impact, Effectiveness, and Efficiency. Retrieved February 15, 2017 from: https://www.centerfortalentreporting.org/learning-development/  Jefferson, Andrew & Pollock, Roy. (2013) It Doesn't Matter How Good Your Training Is. Retrieved February 15, 2017 from: https://www.td.org/Publications/Blogs/ATD-Blog/2013/05/It-Doesnt-Matter-How-Good-Your-Training-Is  King, Kieran (2017). Millennial Learning Myths and Misconceptions: Prescriptions for a Modern Learning Strategy. Retrieved February 15, 2017 from: http://learn.skillsoft.com/Website-WP-MillennialLearningMythsandMisconceptions_RegistrationPage.html  Phillips, Jack & Phillips, Patti. (2009). Measuring What Matters: How CEOs View Learning Success. Retrieved February 15, 2017 from: https://www.td.org/Publications/Magazines/TD/TD-Archive/2009/08/Measuring-What-Matters-How-CEOs-View-Learning-Success  Phillips, Ken. (2016). How Much is Scrap Learning Costing Your Organization? Retrieved February 15, 2017 from: https://www.td.org/Publications/Blogs/Learning-Executive-Blog/2016/08/How-Much-Is-Scrap-Learning-Costing-Your-Organization  Pollock, Roy, Jefferson, Andrew & Wick, Calhoun. The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results. Hoboken: John Wiley & Sons, Inc.  Training Magazine. (2016). 2016 Training Industry Report. Retrieved February 15, 2017 from: https://trainingmag.com/trgmag-article/2o16- training-industry-report  Vance, Dave (2014, September). Time for a Change: What Learning and Development Must Do to Successfully Engage the Future. Speech presented at the Association for Talent Development, San Antonio, TX.
  15. 15. 15 About the Author Steve Dahill is an innovative, insightful, and impactful training professional with over 15 years of experience and a proven track record of developing and delivering compelling learning solutions. He has built L&D department infrastructure, including internal policies, procedures, best practices, and tools. He has also been a successful entrepreneur. Steve is always interested in hearing from like-minded, progressive, and forward-looking organizations who are looking for a learning leader who can lead their L&D to the next level. (512) 953-7052 www.linkedin.com/in/stevedahill

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