GI Net 13 - LTD The Chief Learning Officer | Tjitra

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Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Prof. Dr. Hora Tjitra, Executive Director and Chief Consultant of Tjitra & associates (www.tjitra.com)

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GI Net 13 - LTD The Chief Learning Officer | Tjitra

  1. 1. Learning, Training & Development in Organization 13th roundtable discussion of Global Indonesian Network Prof.Dr.Hora Tjitra, Executive Director of Tjitra&associates Wednesday,October 30th 2013 Media Partner :
  2. 2. Learning,TRaining and Development in Organization / October 2013 Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning,Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A 2
  3. 3. Learning,TRaining and Development in Organization / October 2013 Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning,Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A 3
  4. 4. LTD Benchmarking_v1.0/Nov.2009 ! What do you think is The most important function in Human Resource management? What do you think is The most critical function in Human Resource management? Q1 Q2
  5. 5. Learning,TRaining and Development in Organization / October 2013 Which  Key  HR  Function  has  the  Greatest  In5luence   on  Management’s  Opinion  of  HR? Who regards LTD as the most important function with greatest influence on management? 5
  6. 6. Learning,TRaining and Development in Organization / October 2013 Is  LTD  the  Most  Important  Function  in  HR  Management?   0
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 AnnualPackage(KCNY) Generalist Recruitment C&B T&D Generalist Recruitment C&B T&D Generalist Recruitment C&B T&D Officer Manager Director 6
  7. 7. Learning,TRaining and Development in Organization / October 2013 How  big  is  the  LTD  In5luence  in  the  HR  in  your  organization? Let’s calculate how is the LTD influence in HR in your organization: 1. How many LTD professionals does your organization have? 2. How many people in your HR department? 3. What is the data when LTD professionals / HR staffs? LTD Capacity / Total HR Capacity N=26,Unknown=1 Small enterprise Mid-size enterprise Corporate function 0.10 0.20 0.30 0.40 Where is your organization? 7
  8. 8. Learning,TRaining and Development in Organization / October 2013 Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning,Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A 8
  9. 9. Learning,TRaining and Development in Organization / October 2013 Learning,  Training  and  Development  5ield  has  been  called   by  many  different  names Training Education Development Training and development Employee education Staff development Personnel development In-service education Human resources development Human performance technology Human performance improvement Organization development Human performance enhancement Workplace learning and performance Learning and performance - The point is that what training and development professionals are called affects the roles they are expected to play. - Those roles are not always clear—and frequently lack focus. They may even be inappropriate. Source:Rothwell,WJ.(2005).Beyond training and development. 9
  10. 10. Learning,TRaining and Development in Organization / October 2013 Recent  Studies  in  the  US  on  LTD  Roles  and  Responsibilities Models for HRD Practice - Patricia McLagan (1989) Identified 11 Roles & 35 Competencies necessary for HRD professionals: 1. Researcher 2. Marketer 3. Organization change agent 4. Needs analyst 5. Program designer 6. HR material developer 7. Instructor / Facilitator 8. Individual career development adviser 9. Administrator 10. Evaluator 11. HR manager Human Performance Improvement - ASTD HPI (1995,2000) Identified 4 Roles & 38 Competencies necessary for LTD professionals: 1. Analyst 3. Change manager Workplace Learning & Performance - ASTD WLP (1999,2004) Identified 7 Roles & 52 Competencies necessary for WLP practitioners: 1. Manager 2. Analyst 3. Intervention selector 4. Intervention designer and developer 5. Intervention implementor 4. Evaluator2. Intervention specialist Human Performance Improvement (HPI) model was defined as“a six-step model that describes key steps in conducting human performance improvement work”. 6. Change leader 7. Evaluator Workplace Learning & Performance (WLP) approach integrated the use of learning and other interventions for the purpose of improving individual and organizational performance. 10
  11. 11. Learning,TRaining and Development in Organization / October 2013 Building  Commitment  for  Effective  Learning   and  Business  Driven  Performance Current issues and challenges for LTD professionals: • Budgets are declining • Expectations are rising • Time for training and learning is diminishing • Competitive pressure is increasing • and Everyone wants it faster !!! 11 What are the current focus of your LTD activities?
  12. 12. Learning,TRaining and Development in Organization / October 2013 Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning,Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A 12
  13. 13. Learning,TRaining and Development in Organization / October 2013 The  three  important  and  three  other  excellence  LTD  core  processes   which  de5ine  the  end-­‐results  and  impacts  of  learning   Needs Change Challenge Business Impacts Strategic Involvement Budget and InvestmentCorporate Commitment Training Administration Needs Analysis Beyond the “Training” Building Commitment to Learning Demonstrating Value Contribution Training Design and Delivery Learning,Training and Development Resource Metrics Non LTD Process Important LTD Process Excellence LTD Process Remarks: Corporate Figures Performance Metrics: • Organizational Efficiency • Learning impacts • Improved commitment to learning & Culture • Business Performance (HR and business related Award ) 13
  14. 14. Learning,TRaining and Development in Organization / October 2013 Process  of  LTD  Needs  Analysis Needs Events Changes Challenges Budgeting Approach Investment Culture Strategic Involvement Training Design & Delivery Process,Tools & Instruments Analysis Levels Data Sources Analytical Frameworks LTD Needs Analysis Analysis Report:Product / Service Portfolios Budgeting Approval: Decision Process Strategic Alignment Prioritization &Selection 14
  15. 15. Learning,TRaining and Development in Organization / October 2013 LTD Needs Analysis Approaches Process,Tools & Instruments • Questionnaire & Survey • Knowledge or Skill tests • One-on-one interview / Focus group • On-the-job observation • Performance records • etc. Analysis Levels • Business & Strategy • Job performance • Skill / Knowledge • Preference Analytical Framework • Competence model • Professional requirements • Policies & Procedures • etc. Data Sources • Participants / Subject matter experts • Industry data / Annual report • Benchmarking • Job description / Tests 15
  16. 16. Learning,TRaining and Development in Organization / October 2013 Beyond  the  “Training”  -­‐  What  Shall  We  Do  Besides  the  Training? Training Informing & Marketing Selection & Assessment Needs Assessment Before the Training Is learning the“right”solution? • Providing information to perform the work • Improving timely feedback about worker performance • Clarifying responsibility about who should be doing what • Clarifying organizational plans • Providing rewards for performing • etc.... What could be other solutions? LTD Business Impacts After theTraining Workplace Environment Organization Development Communication Motivation & Reward Management Involvement 16
  17. 17. Learning,TRaining and Development in Organization / October 2013 Process  and  Method  in  Demonstrating  Value  Contribution LTD Continuous Improvements Reporting LTD Branding Evaluation Standardization Six Levels of Analysis & Value demonstration Organizational Commitment Training Design and Delivery Beyond the“Training” Evaluation Planning • Overall Planing,which programs and at which evaluation level • Defining measurable objectives,in general and for each programs Data Collection • Time plan • Source of data • Methods Data Analysis • Statistic • Control groups • Monetary conversion 17
  18. 18. Learning,TRaining and Development in Organization / October 2013 Agenda 1 Human Resource Management - Roles and Responsibilities 2 Creating Learning Organization as LTD Task 3 Learning,Training and Development: Six Core Processes Model 4 LTD Benchmarking Study in China 5 Q&A 18
  19. 19. Learning,TRaining and Development in Organization / October 2013 What  is  LTD  Benchmarking? Q: What is Benchmarking? • Benchmarking is a tool for improvement,achieved through comparison with other organizations. Q: What is LTD Benchmarking? • LTD Benchmarking gives Learning,Training and Development professionals as well as decision maker a promising approach to optimize the resource allocation,enhance the LTD benefits and generate new solutions. • The main purpose of the LTD benchmarking is to enhance the professionalism and the overall performance of LTD in Suzhou,through systematic and data-based review and mutual supports among the members. Q: Who are the target contact person in organization for LTD Benchmarking? • The GM / CEO and the VP HR / GM HR / HR Director, who gives strategic direction of learning,talent and performance improvements, allocation of resources and supports. • Training / Talent / OD Manager, who is responsible for learning and development process,aims at operational excellence,builds evaluation system. • Training / Learning Specialist, who involves in detail data collection and verification. Q: What is LTD circle meeting? • The to-be established sharing community,will than have a regular meeting two to four times a year in the place of one of the member or the hotel.How often they are going to meet,will depends on the time,interest and resources of the participants.But we do hope that this benchmarking will be a regular event,as companies would like also to get some more data on the improvement results of their action. 19
  20. 20. Learning,TRaining and Development in Organization / October 2013 Hypotheses  Driven  Benchmarking  Approach  and  Measuring  Metrics Company features which may influence LTD operation & performance Resources and support which organization provides for LTD Results of LTD Performance: Indicators which differentiate performances 1. Benchmarking starts by an agreement of the focus areas which need to be improved. 2. Then defining the Activity Indicators which should be impacted by the operational improvement. 3. Third step will be identifying the relevant Resource Indicators. 4. Last look for comparable organization to join in. Performance Metrics LTD Complexity LTD Efficiency LTD Evaluation 2 Training Administration Needs Analysis Beyond the “Training” Building Commitment to Learning Demonstrating Value Contribution Training Design & Delivery Learning,Training and Development 1 Six Core Processes in Learning, Training & Development Resource Metrics Top Management Commitment LTD Influences Financial Investment Strategic Involvement 3 Controlled Comparison Task Volume Financial Resources LTD Resources 4 20
  21. 21. Learning,TRaining and Development in Organization / October 2013 Which  Category  does  Your  Organization  Belong  to? 4 6 8 9 • A32 low investment,low top involvement,most training is internal • A10 had high LTD capacity & low top involvement • A20 high top involvement Tough Child Glorious Child • High LTD capacity • High top involvement • High investment Ignored Child Spoiled Child • Poor documentation and unable to provide detail/structured data • LTD specialist is lack of experience and/or expertise in LTD • Low involvement • Low top involvement • Fewer activities Performance Indicator Resource Indicator - Glorious Child: Both top management and organization give LTD great support and high involvement (more resources),and LTD also do an excellent job (more activities and high quality). - Tough Child: Insufficient or even no support from top management for LTD,but LTD professionals overcome difficulties and do a good job. - Ignored Child: LTD lacks in the support and involvement from top management,meanwhile LTD professionals don’t do much work to show their contribution. - Spoiled Child: High investment from top management in both financial and involvement aspects,however,LTD professionals’performance is not good enough,maybe because lack of experience and/or expertise in LTD. 21
  22. 22. Learning,TRaining and Development in Organization / October 2013 Challenges  and  Barriers  for  a  Business  Driven  LTD Techniques for an Effective Needs Analysis Creative LTD solutions & LTD trends Building commitment to learning - Balance working and learning Small size enterprises LTD evaluation - Value justification,reporting and ROI Portfolios management - What LTD program? - Quality vs.Quantity Commonality of from all participated companies Resource Allocation - Finance,Capacity,Infrastructure Talent management & Leadership development Strategic positioning - Business alignment Corporate function & Mid-size enterprises Building commitment to learning - LTD selling skills 22
  23. 23. Learning,TRaining and Development in Organization / October 2013 Performance-­‐oriented  &  business-­‐driven  LTD  needs  ... MONEY is NOT ALL what a business-driven LTD need Results-oriented LTD needs skill,knowledge & experiences of the LTD professionals CONTROL on your LTD investment and its impact is a MUST. CHINESE LEARNER want to see an instant impact on their Career Development and Life Quality. 23
  24. 24. and, COMING SOON !! Our LATEST books on Global Talent .... Our first book in the theme of CHANGE ...
  25. 25. Thank You Connect with us : @htjitra hora tjitra www.globalindonesian.net Global Indonesian Network Global Indonesian Network

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