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Transforming
    L&D
  Through
  Effective
 Governance
Charles Jennings
 World of Learning
 27 September 2011

     All content © copyright Duntroon Associates or licensed for Duntroon use except where
            stated. Not to be distributed in electronic format without prior permission.     1
                         No content to be copied without prior permission
Governance



       We all understand the need for corporate
       governance - especially in the wake of the global
       financial crisis - yet it is my experience that many
       organisations do not have a learning governance
       structure and set of practices in place.


                                                         2
Conference participants were polled during the
                          session. Poll questions and results are on the
                          following slides




      a few questions


Learning Transformation

        Learning Governance

                                                                           3
Are your learning leaders involved in your
          organisations’ strategy and planning reviews?

          1.         Never
          2.         Sometimes
          3.         Usually
          4.         Always


This is the result of the poll carried out with
participants at the conference.                   QUESTION 1
                                                           4
Finance
Balanced Scorecard

                     Dimension



                     Customer
                     Dimension



                     Business
                     Dimension



                      People
                     Dimension
                                 Not including input from Learning leaders to
                                 overall strategy and planning is the same as
                                 ignoring operating costs and capital allocation …

                                                                                 5
Does your organisation have a written
          Learning Strategy?


          1. Yes
          2. No




This is the result of the poll carried out with
participants at the conference.                   QUESTION 2
                                                           6
“The private sector in particular
      anticipates closer integration of
    learning and development activity
           and business strategy”




A clear learning strategy is essential if L&D
departments are to align their resources and
efforts with organisational strategy

                                                7
Are your stakeholders involved in prioritising
          where you put your L&D efforts and
          resources?


          1. Yes
          2. No




This is the result of the poll carried out with
participants at the conference.                   QUESTION 3
                                                           8
Do you have a standardised engagement
        approach to agree outcomes from learning
        activities with stakeholders?

     1.         Have a standard
                approach and it is
                always used
     2.         Have a standardised
                approach that is used
                sometimes
     3.         Don’t have a defined
                standard approach
This is the result of the poll carried out with
participants at the conference.                   QUESTION 4
                                                           9
Do your learning leaders have oversight of
        which learning or training suppliers your
        organisation uses?


      1. Oversight of all
         suppliers
      2. Oversight of most                          21.3%           37.7%

                                                  41%
         suppliers
      3. Oversight of a few
         suppliers only                             All     Most   A few




This is the result of the poll carried out with
participants at the conference.                   QUESTION 5
                                                                            10
Governance
       “the structures, systems, practices and processes
       that are put in place to ensure the overall strategy,
       effectiveness and accountability of the L&D function”.



A definition of ‘governance’ in L&D context


                                                                11
Getting ‘Stuff’ Done



A definition of ‘governance’ in operational context


                                                      12
the key to achieve this?
                           13
Step 1:
an effective governance
       structure


                          14
Good Governance


      Assigns Accountability
          Defines Priorities
  Allocates Budget & Resources
Drives Actionable Decision-Making
     Facilitates Transformation




                                    15
two further
 questions


              16
Does your organisation have a Learning
         Governance Board, Council or Body?


          1. Yes
          2. No



This is the result of the poll carried out with
participants at the conference.                   QUESTION 6
                                                           17
If your organisation has a Learning
          Governance Body are the majority of
          members drawn from:


  1. Your Stakeholder
     Groups
  2. HR / Training / L&D
     Departments


This is the result of the poll carried out with
participants at the conference.                   QUESTION 7
                                                           18
Governance




                          Focus on Value



Governance needs to drive the delivery of
VALUE. Output-focus and aligned.


                                                  19
Focus on Value,
    not Cost




“Nowadays people know
the price of everything,
and the value of
nothing”

                           20
MEASURING BUSINESS CONTRIBUTION

  “We measure it based on the success of the
business projects. Not qualitative metrics, but the
  perceptions of the business people that the
        learning function worked with.”
                       a CXO

“The metrics are great, but at the end of the day, if
   you don’t have good relationships with your
   strategic partners in the business, it doesn’t
 matter. You will not be perceived as successful.”
                       a CLO

                ASTD/IBM Study 2005



                                                        21
L&D VALUE MODEL


                         Vision &
                         Strategy

         Relationships                Organisation
               &                           &
         Engagement                   Governance


                         L&D
                         Value
         Methodology
                                       Scope of
                                       Services


                         People &
                         Capability



                                          © 2008 Jennings L&D value model
                                                                            22
                                                                             22
Effective
Governance
drives ..




the
strategic
value of
learning
             23
Strategic Value
is not just ..




tangible
financial
value
& ROI
                  24
Strategic Value
is measured by
Learning’s
contribution to:
 Current & Future
  Strategy

 Growth

 Productivity

 Transformation


                     25
seeing the wood for the trees


Some Governance Principles
1. Learning governance is not optional

2. There is no one-size-fits-all

3. Your governance model will evolve


                                        Painting © Deborah Russell


                                                              26
Effective Learning Governance




                       Painting © Deborah Russell


                                             27
Efficiency       Integration          Alignment

               3-STEP MODEL

Training/L&D     Business Unit          Enterprise



         LEARNING GOVERNANCE MATURITY

                                    Source: IBM Learning Solutions
                                                                     28
Efficiency
Create efficiencies and
gain agreement

• Establish a learning
  governance board for
  oversight
• Identify, prioritise
  learning assets
• Define scope of service
• Implement learning
  SLAs with stakeholders
                            Business Unit
 Training efficiency        Performance     Enterprise Readiness

                LEARNING GOVERNANCE MATURITY

                                             Source: IBM Learning Solutions
                                                                              29
Integration
                          Develop an integrated plan
                          • Develop enterprise learning vision &
                            strategy aligned with organisational
                            strategy
                          • Create business unit learning strategies
                          • Align strategies across the organisation




                              Business Unit
Training efficiency           Performance                Enterprise Readiness

             LEARNING GOVERNANCE MATURITY

                                                            Source: IBM Learning Solutions
                                                                                             30
Manage learning as a strategic business process
                            • Embed learning governance within strategy
                            • Align learning with transformation objectives
                            • Develop a shared vision for workforce development
                              and work
                                                              Alignment




                       Business Unit
Training efficiency    Performance             Enterprise Readiness

             LEARNING GOVERNANCE MATURITY

                                                 Source: IBM Learning Solutions
                                                                                  31
Approaches to Governance




         L&D-led
       Business-led

                           32
L&D-led
Learning Governance Structure

  Global View
             Business Leaders,
              CFO, Sr. VP HR
                                 Governance       However, key client
                                   Board
 Aligned with                                     stakeholder groups
 HR Strategy                     Consisting of    not represented or
                                  senior HR
                                                  only represented in
                                   and L&D
                                  managers        loco parentis
  Optimising
   Inputs                          Strategic
                                 Prioritisation
  Operational                    of Resources
  Execution of
  Efficiency
   Strategy
    Focus




                                                                        33
Business-Led
Learning Governance Structure
                                                            1. Business-driven.
                                                            2. Top levels ‘owned’
     Broad                                                     by stakeholders.
    Mission/                             Strategic
     Vision
                 Business Leaders,                          3. Bottom level
                  CFO, Sr. VP HR        Governance
                                          Board                owned by HR/L&D

                                                              Business
    Strategic                         Business Units          Interlock
  Prioritisation
  of Resources
                                     Advisory Councils      Relationships
                                                            and Activities

                              Portfolio-Specific Councils
  Operational                 (L&D Council, Talent Mgmt
  Execution of
   Impact                             Council)
   Strategy
    Focus




                                                                                    34
Chair:     CFO
Members:   HRD
           Chief Learning Officer
           3 x Regional CEOs
           4 x Functional Business Heads
           Head of Corporate Secretariat
           Executive Development Director


                                            35
critical 1st step
                    36
Some Elements of Good
          Governance
Action 1. Get Your L&D Strategy and Governance Model
          Aligned with Organisational Strategy and
          Governance

Action 2. Actively Enrol Managers

Action 3. Embrace Innovation

Action 4. Employ Technology, but do so wisely

Action 5. Hire or Develop the right L&D Capabilities and
          Attitudes       “Making Your L&D Department Meaningful & Relevant” -
                                                 http://bit.ly/gSrSTt

                                                                             37
Effective learning
 governance requires
decision-makers in the
 organisation to view
 L&D as a strategic
  asset not as a cost




                     38
Charles Jennings                                     Strategic 70:20:10 Consultancy
    Duntroon Associates                                   Learning & Performance Audits
    email: charles@duntroon.com                           Workplace Learning Reviews
      Web: www.duntroon.com                               Informal & Social Learning Consultancy
     Twitter: @charlesjennings
     LinkedIn: charlesjennings                            Workshops & Webinars
      Skype: charlesjennings                              Support & Mentoring for Transformation
                                                           & Change Programmes
 Blog: charles-jennings.blogspot.com
    (or from www.duntroon.com)                            Strategic Learning and Performance
                                                           Consultancy and Workshops

       Internet Time Alliance
    www.internettimealliance.com
Blog: http://internettime.posterous.com



            All content © copyright Duntroon Associates or licensed for Duntroon use except where
                   stated. Not to be distributed in electronic format without prior permission.     39
                                No content to be copied without prior permission

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Learning Transformation & Governance

  • 1. Transforming L&D Through Effective Governance Charles Jennings World of Learning 27 September 2011 All content © copyright Duntroon Associates or licensed for Duntroon use except where stated. Not to be distributed in electronic format without prior permission. 1 No content to be copied without prior permission
  • 2. Governance We all understand the need for corporate governance - especially in the wake of the global financial crisis - yet it is my experience that many organisations do not have a learning governance structure and set of practices in place. 2
  • 3. Conference participants were polled during the session. Poll questions and results are on the following slides a few questions Learning Transformation Learning Governance 3
  • 4. Are your learning leaders involved in your organisations’ strategy and planning reviews? 1. Never 2. Sometimes 3. Usually 4. Always This is the result of the poll carried out with participants at the conference. QUESTION 1 4
  • 5. Finance Balanced Scorecard Dimension Customer Dimension Business Dimension People Dimension Not including input from Learning leaders to overall strategy and planning is the same as ignoring operating costs and capital allocation … 5
  • 6. Does your organisation have a written Learning Strategy? 1. Yes 2. No This is the result of the poll carried out with participants at the conference. QUESTION 2 6
  • 7. “The private sector in particular anticipates closer integration of learning and development activity and business strategy” A clear learning strategy is essential if L&D departments are to align their resources and efforts with organisational strategy 7
  • 8. Are your stakeholders involved in prioritising where you put your L&D efforts and resources? 1. Yes 2. No This is the result of the poll carried out with participants at the conference. QUESTION 3 8
  • 9. Do you have a standardised engagement approach to agree outcomes from learning activities with stakeholders? 1. Have a standard approach and it is always used 2. Have a standardised approach that is used sometimes 3. Don’t have a defined standard approach This is the result of the poll carried out with participants at the conference. QUESTION 4 9
  • 10. Do your learning leaders have oversight of which learning or training suppliers your organisation uses? 1. Oversight of all suppliers 2. Oversight of most 21.3% 37.7% 41% suppliers 3. Oversight of a few suppliers only All Most A few This is the result of the poll carried out with participants at the conference. QUESTION 5 10
  • 11. Governance “the structures, systems, practices and processes that are put in place to ensure the overall strategy, effectiveness and accountability of the L&D function”. A definition of ‘governance’ in L&D context 11
  • 12. Getting ‘Stuff’ Done A definition of ‘governance’ in operational context 12
  • 13. the key to achieve this? 13
  • 14. Step 1: an effective governance structure 14
  • 15. Good Governance Assigns Accountability Defines Priorities Allocates Budget & Resources Drives Actionable Decision-Making Facilitates Transformation 15
  • 17. Does your organisation have a Learning Governance Board, Council or Body? 1. Yes 2. No This is the result of the poll carried out with participants at the conference. QUESTION 6 17
  • 18. If your organisation has a Learning Governance Body are the majority of members drawn from: 1. Your Stakeholder Groups 2. HR / Training / L&D Departments This is the result of the poll carried out with participants at the conference. QUESTION 7 18
  • 19. Governance Focus on Value Governance needs to drive the delivery of VALUE. Output-focus and aligned. 19
  • 20. Focus on Value, not Cost “Nowadays people know the price of everything, and the value of nothing” 20
  • 21. MEASURING BUSINESS CONTRIBUTION “We measure it based on the success of the business projects. Not qualitative metrics, but the perceptions of the business people that the learning function worked with.” a CXO “The metrics are great, but at the end of the day, if you don’t have good relationships with your strategic partners in the business, it doesn’t matter. You will not be perceived as successful.” a CLO ASTD/IBM Study 2005 21
  • 22. L&D VALUE MODEL Vision & Strategy Relationships Organisation & & Engagement Governance L&D Value Methodology Scope of Services People & Capability © 2008 Jennings L&D value model 22 22
  • 24. Strategic Value is not just .. tangible financial value & ROI 24
  • 25. Strategic Value is measured by Learning’s contribution to:  Current & Future Strategy  Growth  Productivity  Transformation 25
  • 26. seeing the wood for the trees Some Governance Principles 1. Learning governance is not optional 2. There is no one-size-fits-all 3. Your governance model will evolve Painting © Deborah Russell 26
  • 27. Effective Learning Governance Painting © Deborah Russell 27
  • 28. Efficiency Integration Alignment 3-STEP MODEL Training/L&D Business Unit Enterprise LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 28
  • 29. Efficiency Create efficiencies and gain agreement • Establish a learning governance board for oversight • Identify, prioritise learning assets • Define scope of service • Implement learning SLAs with stakeholders Business Unit Training efficiency Performance Enterprise Readiness LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 29
  • 30. Integration Develop an integrated plan • Develop enterprise learning vision & strategy aligned with organisational strategy • Create business unit learning strategies • Align strategies across the organisation Business Unit Training efficiency Performance Enterprise Readiness LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 30
  • 31. Manage learning as a strategic business process • Embed learning governance within strategy • Align learning with transformation objectives • Develop a shared vision for workforce development and work Alignment Business Unit Training efficiency Performance Enterprise Readiness LEARNING GOVERNANCE MATURITY Source: IBM Learning Solutions 31
  • 32. Approaches to Governance L&D-led Business-led 32
  • 33. L&D-led Learning Governance Structure Global View Business Leaders, CFO, Sr. VP HR Governance However, key client Board Aligned with stakeholder groups HR Strategy Consisting of not represented or senior HR only represented in and L&D managers loco parentis Optimising Inputs Strategic Prioritisation Operational of Resources Execution of Efficiency Strategy Focus 33
  • 34. Business-Led Learning Governance Structure 1. Business-driven. 2. Top levels ‘owned’ Broad by stakeholders. Mission/ Strategic Vision Business Leaders, 3. Bottom level CFO, Sr. VP HR Governance Board owned by HR/L&D Business Strategic Business Units Interlock Prioritisation of Resources Advisory Councils Relationships and Activities Portfolio-Specific Councils Operational (L&D Council, Talent Mgmt Execution of Impact Council) Strategy Focus 34
  • 35. Chair: CFO Members: HRD Chief Learning Officer 3 x Regional CEOs 4 x Functional Business Heads Head of Corporate Secretariat Executive Development Director 35
  • 37. Some Elements of Good Governance Action 1. Get Your L&D Strategy and Governance Model Aligned with Organisational Strategy and Governance Action 2. Actively Enrol Managers Action 3. Embrace Innovation Action 4. Employ Technology, but do so wisely Action 5. Hire or Develop the right L&D Capabilities and Attitudes “Making Your L&D Department Meaningful & Relevant” - http://bit.ly/gSrSTt 37
  • 38. Effective learning governance requires decision-makers in the organisation to view L&D as a strategic asset not as a cost 38
  • 39. Charles Jennings  Strategic 70:20:10 Consultancy Duntroon Associates  Learning & Performance Audits email: charles@duntroon.com  Workplace Learning Reviews Web: www.duntroon.com  Informal & Social Learning Consultancy Twitter: @charlesjennings LinkedIn: charlesjennings  Workshops & Webinars Skype: charlesjennings  Support & Mentoring for Transformation & Change Programmes Blog: charles-jennings.blogspot.com (or from www.duntroon.com)  Strategic Learning and Performance Consultancy and Workshops Internet Time Alliance www.internettimealliance.com Blog: http://internettime.posterous.com All content © copyright Duntroon Associates or licensed for Duntroon use except where stated. Not to be distributed in electronic format without prior permission. 39 No content to be copied without prior permission