Delivering a Transformational L&D Strategy


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Is your L&D department perceived as a service provider in the eyes of your CEO, or are you a strategic partner with a seat at the table? In this session, learn about the successful learning and development transformations at two organizations, Reuters and Cargill. See the multiyear plans they executed, the metrics they used to hold themselves accountable, and the millions in savings they delivered by migrating to reusable digital formats. At the end of this session, you’ll be armed with an action plan to lead your own transformation — from service provider to strategic partner.

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Delivering a Transformational L&D Strategy

  1. 1. Delivering a Transformational L&D Strategy Mike Stacy SVP Enterprise, Aptara Richard P. Taylor Director, Learning & Performance GlobalEnglish Corporation
  2. 2. Aptara - Transforming Content into Knowledge .2 Inception 1988 Locations 8 global locations Delivery centers – India, USA Sales and Business Development – USA, UK, Australia Segment Content Transformation Solutions - Developing, composing and transforming (converting) static information into consistent, dynamic digital content that can be repurposed for future use. Employees 4,000+ Key Customers Recognized Brand •Winner of Brandon Hall Awards in 2008 and 2009 for Web Based Training •Innovator and leader in Learning and Performance custom content development •Development facilities certified for ISO 9001:2008 and ISO 27001 Security certifications
  3. 3. Deep Horizontal and Vertical Expertise Professional Service Expertise Editorial and Composition Content Technology (IT) Learning and Performance Digital Solutions Publishing BFSI HealthandPharmaceutical ITandTelecom Consulting Government Legal AutomotiveandManufacturing 3 Confidential. Not for distribution.
  4. 4. 40,000 Sq. ft. and over 500 seating capacity 30 minutes flying time from Mumbai 1,000 hours of courseware developed per year ISO 9001:2008 and ISO 27001 security certified Dedicated Learning and Performance Facility
  5. 5. 5 Aptara can convert or create your content Over 1,000 hours of finished WBT YTD Game Based, Simulations, Social Learning, Virtual Class Room, and ILT.  Mobile content development: iPhone, iTouch, iPad, Android, BlackBerry Over 500 dedicated learning and performance resources in multiple locations 54 million pages of content converted Multiple eBook formats – ePub, ePDF, Mobi, VitalSource, Zinio. Confidential. Not for distribution.
  6. 6. A bit about me 6 • Previously – Training Manager at TIBCO Financial Technology – Global Head of Learning at Reuters – Global Learning Operations Leader at Cargill • Currently – Director, Learning & Performance at GlobalEnglish – Frequent presenter at ASTD, Global Exchanges & CLO events – Published author on L&D topics – Client of Aptara multiple times
  7. 7. 7 The Business Situation Making the Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
  8. 8. Globalization forces at Reuters and Cargill 8
  9. 9. 9 How can we reach everyone? • A Maserati for all = bankruptcy • Classroom training only top priorities • eLearning for everything else – Easy to scale to thousands – Very low cost – Controlled message – Easy to customize – Easy to edit/update
  10. 10. 10 The Business Situation Making the Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
  11. 11. 11 • Are you finding that your clients want you to cut costs, but increase the number of people receiving training? Yes No Not Sure Poll
  12. 12. What is e-Migration? e-Migration is the gradual, strategic transformation of learning content from paper-based and classroom formats to online, interactive, globally accessible, and highly reusable formats. The potential payoff of e-Migration is huge: • tremendous cost savings • faster time-to-market • availability 24x7 • massive scalability and reusability • consolidated online content management • greatly increased options for instructional design (e.g., simulations) • ease of capturing usage data and online assessment results 12
  13. 13. Trends in Learning Delivery • “…on average students in online learning conditions performed better than those receiving face-to-face instruction.” - Online Learning Report US Dept of Education 2008 • Technology is driving down average cost per learning hour • Learning content is scaling up to reach more people 13 Charts: ASTD “State of the Industry Report” (2009) from “BEST” companies
  14. 14. Show Me the Money: • A study by Caterpillar University showed that e-Learning delivery methods save between 40% to 80% compared to classroom costs. • This could reduce a $100k classroom program to $20k • And, research shows that classroom and distance- learning produce similar learning outcomes 14
  15. 15. Show Me Even More Money … • With offshore eLearning development, you can save even more – Onshore eLearning partners can charge ~$100/hr – Offshore eLearning partners can charge ~$40/hr (or less) – That’s at least 60% savings on eLearning projects • This could reduce a $20k eLearning program to $8k • Our original $100k classroom program is now $8k 15
  16. 16. 16 The Business Situation Making the Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
  17. 17. 17 Alignment I tied my e-Migration strategy to major corporate goals: • Driving efficiency  Digital learning objects are easily reusable • Valuing all employees  eLearning scales to everyone • Wise use of resources  L&D can be more cost-effective • Speed  Increase time-to-delivery • Productivity  Increase outputs for same effort
  18. 18. 18 Metrics Then I identified crisp measures to show progress over time: • Driving efficiency – X% of content reused • Valuing all employees – X% of employees receiving training • Wise use of resources – Savings as X% or net $$ • Speed – Reduce time-to-delivery by X% • Productivity – Global learning hours consumed L&D effort hours
  19. 19. Long-term strategic planning • Once aligned to corporate goals, with appropriate metrics, I determined where I wanted to be in 3 years and then worked backward.  Identify baseline metrics and e-targets  Assemble e-team  Migrate first 10%  Migrate next 10% from classroom ILT  Achieve first 20% savings in costs  Efficiency $60 per learner hour consumed  Migrate final 10% of content to eLearning  Achieve a total of 60% savings in costs (from baseline)  Efficiency $40 per learner hour consumed Event-based learning Process-based learning  Migrate 10% more from classroom ILT  Achieve a total of 40% savings in costs (from baseline)  Efficiency $50 per learner hour consumed 2006 2009 2008 2007 19
  20. 20. 20 How I tracked & reported results: 2006 Financial Budget recovery: 95% Efficiency: $66.45/learner hour L&D spend governed: 11% Client Net Promoter Score: ?? Improved Effectiveness: ?? Net Savings (from base): $0 Operations Quality rating: 88% Productivity: 2.32/hr output eLearning as % budget: 2% People Engagement Score: 76% Recognition Awards: 15 PDP completion: ??
  21. 21. 21 How I tracked & reported results: 2008 Financial Budget recovery: 104% Efficiency: $59.78/learner hour L&D spend governed: 38% Client Net Promoter Score: 44 Improved Effectiveness: 37% Net Savings (from base): $989k Operations Quality rating: 93% Productivity: 3.35/hr output eLearning as % budget: 18% People Engagement Score: 79% Recognition Awards: 37 PDP completion: 65%
  22. 22. 22 Hazards in e-Migration • Shifting L&D priorities – Align to long-term corporate goals • Limited human resources – Outsource aggressively • Weak instructional design – High quality will buy credibility • Technical infrastructure – Proactively engage IT colleagues
  23. 23. 23 The Business Situation Making the Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
  24. 24. 24 E-Migration Criteria • While nearly any topic or interaction can be delivered online, a few criteria helped me identify easy targets and get early wins: • Scale—potential audience numbers in hundreds or thousands • Commoditized—subject matter is established, stable, and easily packaged • Need to standardize—different versions need unification and/or update • Need to upgrade ID—current delivery method is boring, disengaging • Compliance focus—requirement to assess understanding and/or competency
  25. 25. 25
  26. 26. Ground Floor Targets: Fundamental Content • Safety • Information Security • Legal Compliance • Employee Benefits • Company History and Values • Preventing Harassment • Desktop Tools (MS Office, etc.) • Fundamentals of Finance • Business Etiquette • Email Essentials • Telephone Skills • Vocabulary building • Programming Languages • Operating Systems & Servers • Database Management • Test Prep and Certifications 26
  27. 27. Mezzanine Targets: Processes & Methods • New Hire Orientation • Customer Service Skills • Maintenance and Reliability • Diversity and Valuing Difference • Fundamentals of Management • Accounting • Marketing & Brand Management • Behavioral Interviewing • Sales Techniques • Language Acquisition • Project Management • Metrics and Scorecards • Strategic Planning & Case Studies 27
  28. 28. Pinnacle Targets: interactive and real-time • Systems training—fully functional simulations • Presentation Skills—live via video • Team Collaboration—online “ecosystem” • Difficult Conversations—live role play online • Negotiation & Listening Skills—real-time coaching and practice • Management Skills Training—live online scenarios, teamwork and feedback • ESL Practice—writing & pronunciation • New Product Testing—real-time with customers • Leadership Team Meeting—in Second Life • Dynamic Curriculum Assembly—with user- defined search criteria 28
  29. 29. 29 Deliver the Savings I killed the classroom/paper version (once the e-version was ready)
  30. 30. 30 The Business Situation Making the Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
  31. 31. 31 Lessons Learned: When to Outsource When … – time is of the essence, or – internal resources are already fully deployed, or – your team lacks the technical expertise, or – it’s cheaper to outsource (especially offshore)
  32. 32. Interface and Background Samples
  33. 33. Interface and Background Samples
  34. 34. Enterprise Knowledge Portal Click here to visit the Enterprise Knowledge Portal.
  35. 35. mLearning
  36. 36. What to Look for in an Offshore Partner • Cost savings at minimum 40% to 60% vs. onshore vendors • Automation tools that save time (and pass savings on to you) • Excellent communication skills, to help bridge time & culture • Highly skilled instructional design = variety of interactivity and learning methods • World-class project management = on deadline, every time • Constant innovation, leading (not following) industry trends • Empowers you as client, not luring you into dependency 36
  37. 37. The Bottom Line Great Planning + Great Partners ________________ = Great Results 37
  38. 38. 38 Corporate Overview