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Clo summit april 2010

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Leading Learning to Create Economic Power and Value
By continuously learning, faster than competitors, and applying the right strategies at the right times, organizations have a sustainable competitive advantage. To create such a climate, leaders must ask themselves a serious question: “How can I dramatically increase my organization’s ability to learn?”

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Clo summit april 2010

  1. 1. Leading learning to create economic power & value<br />Tina Busch<br />VP, Learning & Performance <br />April 11, 2010<br />Every connection is a new opportunity™<br />
  2. 2. The knowledge residing in a company’s human capital creates economic power and value<br />True<br />False<br />
  3. 3. Learning is…<br />The process of acquiring<br />new knowledge and<br />expertise in people<br />
  4. 4. How can I…<br />dramatically increase my <br />organization’s ability to learn?<br />
  5. 5. BEST learning organizations* share some important characteristics<br />ASTD 2009: State of the Industry Report and (*) Towers Watson / Bersin & Associates / CLC. “Best organizations” started five years ago, the BEST Awards program recognizes organizations that demonstrate a clear link between learning and performance<br />
  6. 6. Maximize alignment, effectiveness and efficiency <br />Contributing to organizational performance in three ways:<br />Development of a learning culture<br />Integrated learning strategy and governance<br />Learning architecture and standards <br />
  7. 7. Learningculture…<br />organization wide belief that the organization’s strategy, mission and operations can continuously improve through an ongoing process of individual and organizational learning<br />
  8. 8. ~ 25% have a learning culture of some kind <br />Strong sharing of best practices across the enterprise<br />Highly likely to have a business plan for learning<br />Highly likely to have a steering committee<br />Highly likely to have a chief learning officer<br />Strong expertise and experience in high value e-learning programs<br />Excellent integration between learning and performance management<br />Highly likely to have an executive who owns talent management<br />
  9. 9. If you don’t have it, how do you get it?<br /><ul><li>Build it from the top
  10. 10. Build it from the bottom </li></li></ul><li>Learning strategyand governance…<br />Running L&D like a<br />business…<br />
  11. 11. Table of contents <br />2010 Learning <br />Business Plan<br />Executive Summary and Business Strategy<br />Budget (resource allocation)<br />Program (services) Plan<br />Organizational Model<br />Alignment with Known Major Business Initiatives<br />Alignment with HR Talent Initiatives<br />Operational and Performance Measures<br />Governance Process<br />Year-to-Year Comparison<br />Major Capital Investments<br />Major Commitments by Quarter<br />Signoff by Business Units<br />
  12. 12. Does your organization have formal learning plans established?<br />Yes<br />No<br />
  13. 13. Individual learning plan components<br />Individual Learning Plan<br />Enterprise Required Learning<br />Business Unit Required Learning<br />Job Role Required Learning<br />Discretionary Learning<br />
  14. 14. Does your organization have a senior executive responsible for all company wide learning and development programs (such as a CLO)?<br />Yes<br />No<br />
  15. 15. Governance: Communicating, monitoring and adjusting the operations<br />Advisory Board or Steering Committee<br />Governing council populated by senior executives <br />from key businesses and functions – review and fund<br />annual plan and progress.<br />Strategic<br />Consultative<br />Learning Council<br />Line-of-business representatives – look at program-related issues, prioritizing and allocating accordingly; operational and business impact measurement<br />Communities of Practice<br />Consultative<br />Programmatic<br />Business Units<br />Field Learning Operations<br />Business unit HR and learning professionals – Measuring and improving learning efficiencies and effectiveness<br />Learning Leadership<br />Direct link between business<br />units and shared centralized<br />services group.<br />Operational<br />Working Relationships<br />COEs<br />Shared Services<br />Procurement<br />Finance<br />
  16. 16. Learning architectureand standards<br />Competency management<br />Communities of practice<br />
  17. 17. Does your organization have competencies and job profiles?<br />Yes<br />No<br />Not sure<br />
  18. 18. Communities of practice<br />
  19. 19. Course development process<br />
  20. 20. Performance improvement process<br />
  21. 21. Knowledge<br />Sharing<br />Skills Assessment<br />Gap <br />Analysis<br />Communities of Practice<br />Alignment<br />Thought Leadership<br />Competencies<br />Standardized<br />Measurement<br />Learning<br />Plan<br />Continuous<br />Improvement<br />Content Standards<br />Learning Organization<br />Opportunity<br />Opportunity<br />Opportunity<br />Effectiveness<br />Performance Consulting<br />Distributed<br />Learning<br />LMS<br />IDPs<br />Shared<br />Infrastructure<br />Integration<br />Governance<br />Technology<br />Scorecard<br />Globalize<br />Needs<br />Assessment<br />Process Improvement<br />Business Strategy<br />Localize<br />Project Mgmt<br />In-source<br />Outsource<br />Operational<br />Efficiency<br />Business Plans<br />Strategic<br />Vendor Mgmt<br />Financial Mgmt<br />Talent<br />Management<br />Programmatic<br />
  22. 22. Every connection is a new opportunity™<br />Every connection is a new opportunity™<br />
  23. 23. Appendix<br />Elements of a learning strategy<br />Resources and tools<br />23<br />
  24. 24. Key elements of a global learning strategy<br />Key Elements of the Learning Strategy<br />Current State Analysis<br />Mandatory vs. Recommended<br />Who can use the learning products/ services? Who receives what? <br />What’s mandatory vs. recommended? <br />Primary Products and Services<br />What are the products and services of the Company’s learning organization?<br /><ul><li>What is the current state of learning at the Company?
  25. 25. What works well and what needs change?</li></ul>Governance, Structure and Guiding Principles<br />Learning Philosophy, Vision and Objectives<br />Content Delivery<br />How and where is training delivered? How does it vary for technical vs. interpersonal training?<br />Who are our internal trainers? <br />Performance Measures<br />What are success indicators?<br />How is efficiency and effectiveness measured?<br /><ul><li>What are we trying to accomplish with a Global Learning Strategy?
  26. 26. How does it align with our business strategy?
  27. 27. What does it mean for employees, people leaders and senior leaders?
  28. 28. How does it link to other key Company initiatives (engagement, performance management, Mentoring, etc.)?
  29. 29. What does this vision suggest for the organization structure?
  30. 30. What kind of governance is required to meet our vision and objectives?
  31. 31. What should be centralized/ decentralized to better meet the needs of the Company? </li></ul>Needs Assessment<br />Outsourcing<br />What aspects of learning are appropriate for us to outsource?<br />How do you manage vendors?<br />Primary Funding Sources<br />How are the services paid for?<br />Who creates, makes decisions and monitors the overall budget? <br /><ul><li>What are the current and future needs of the functions and business units and the organization as a whole?</li></ul>Communication<br />How are courses promoted? How do we register and track participation? Who owns/receives reports? <br />Administration<br />Enterprise-wide or local? <br />What are the requirements for a common system? <br />Who owns/tracks? <br />
  32. 32. Thought Leadership<br />Practice<br /><ul><li>Frank Anderson – Defense Acquisition University
  33. 33. Don McLaughlin – Cisco
  34. 34. Tamar Elkeles – Qualcomm
  35. 35. Marilyn Figlar – Lockheed Martin
  36. 36. Rita Smith – Ingersoll Rand
  37. 37. Caterpillar University</li></ul>Scholarship<br /><ul><li>Victoria Marsick – Columbia
  38. 38. Gary McLean – TAMU
  39. 39. Wendy Ruona – UGA
  40. 40. Karen Watkins – UGA </li></ul>Research<br /><ul><li>The High-Impact Learning Organization (Bersin & Associates, May 2008)
  41. 41. Organizational Management Excellence (Bersin & Associates, Dec 2007) – Caterpillar Case Study
  42. 42. The Bersin & Associates Learning Organization Scorecard®
  43. 43. Learning Culture Self-Audit (Clawson; The Darden School of Business)
  44. 44. The Fifth Discipline (Peter Senge)
  45. 45. The Six Disciplines of Breakthrough Learning (Wick, Pollock, et al., Fort Hill Co.)
  46. 46. Behavioral Engineering Model (Thomas Gilbert)
  47. 47. Corporate Executive Board
  48. 48. AHRD, ASTD, ISPI, SHRM</li>

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