www.peoplematters.in
www.peoplematters.in
www.peoplematters.in
“Programmes that have a long-term impact on business for senior leadership should be centralised toretain the consistency ...
“While efforts are being invested for a sound L&D approach, it is important to boost that investmentwith longevity and con...
“The term – talent development pipeline architecture – is gaining popularity as organisations havebecome more serious abou...
“Research has shown that an employee’s long term commitment and longevity at an organisation isinfluenced significantly by...
“An external partner would be ideal for programmes on leadership development, change management,best practices & organisat...
“Online education to the rescue of CLOs to nurture high performers for leadership roles right at theirdesks by Global CEOs...
“L&D managers can look forward to services that will allow them to select and personalise trainingservices from multiple s...
www.peoplematters.inContact detailsCCL India officeWebsite: india.ccl.orgPh: +91 124 4354185/86E-mail: cclindia@ccl.orgPro...
www.peoplematters.inContact detailsContact Details: info@mindtickle.com,+91 90110 79735(India, Pune),+1 (973) 400 1717(US,...
Learning & DevelopmentMay 2013For Further InformationKindly Contact+91 (124) 4148102info@peoplematters.inwww.peoplematters...
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Five critical components help an L&D manager justify investments - objectives, delivery, capabilities, scale and accountability

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Learning & Development Service Providers slide_share

  1. 1. www.peoplematters.in
  2. 2. www.peoplematters.in
  3. 3. www.peoplematters.in
  4. 4. “Programmes that have a long-term impact on business for senior leadership should be centralised toretain the consistency in learning.”Key points to secure organisational leadership confidence in annual L&D agenda:a)Present business case and the gap impact on the businessb) Engage with leaders in design, delivery measurement processc) To internally position this as a collaborative process as compared to something being lead/managedby HR or L&D department and make the entire L&D initiative a strategic process rather than thetransactional running of programmesd) Show some measurable behaviour change or business impact or both. This approach tends toengage them better as they see what is in it for them and what is in it for the business.Click for full storywww.peoplematters.inYogesh Sood is Chief Executive Coach, PCC (ICF) and Chairman and ManagingDirector Leadership Consulting Pvt Ltd
  5. 5. “While efforts are being invested for a sound L&D approach, it is important to boost that investmentwith longevity and continuity in sight.”Three categories of people are to be addressed by the L&D plana)High Potentialsb)Solid Managersc) Ready’ population.A differentiated approach that balances the needs and expectations of the business, target population,impact and costs is required. A major tilt towards one of the populations’ has the potential to lead todisengagement among other populations.Click for full storywww.peoplematters.inAnupam Sirbhaiya, Country Manager of Centre for Creative Leadership India
  6. 6. “The term – talent development pipeline architecture – is gaining popularity as organisations havebecome more serious about building leadership capabilities.”Three factors critical for the success of talent development programmes are:a) Create pipleline for talentb) Focus on critical competenciesc) Use module relevant to context & culture.The mantra for a robust talent development initiative is a blueprint that is aligned to the company’sstrategy and the support and involvement of the top management.Click for full storywww.peoplematters.inSanthosh Babu is Managing Director of OD Alternatives
  7. 7. “Research has shown that an employee’s long term commitment and longevity at an organisation isinfluenced significantly by the experience during the first 90 days of employment.”Even though most organisations realise the importance of a well-designed onboarding programme, itrarely gets implemented due to several practical constraints.Reasons why onboarding programmes don’t get implemented :a) Different joining datesb) Distributed workforcec)New Gen workforced) Time to productivityClick for full storywww.peoplematters.inMohit Garg is Co-Founder, MindTickle
  8. 8. “An external partner would be ideal for programmes on leadership development, change management,best practices & organisational development.”Many companies find it hard to decide whether the organisational learning management system (LMS)should be centralised or decentralised.While deciding the level of centralisation in training, the audience has to be kept in mind. Seniorleadership training programmes should be centralised while those for middle-management andbusiness units can be decentralised.The success and failure of the L&D plan is with the L&D Department. Period. However, there are manyinfluencers in this process – the top leadership, line managers and the participants.Click for full storywww.peoplematters.inAnu Wakhlu is Founder - MD, Pragati Leadership
  9. 9. “Online education to the rescue of CLOs to nurture high performers for leadership roles right at theirdesks by Global CEOs.”With increased demand to nurture high performers for leadership roles, organisations now have theopportunity to provide education to their employees, as per their convenience.Evolved technology in online education allows students to participate in virtual classes run by some ofthe best faculty in the world - even if the student is constantly on the move or based out of someremote location.While some are still delivering ancient standard format lectures to bored students, India Inc. seems tohave rightly embraced online education and has started reaping its benefits.Click for full storywww.peoplematters.inKarthik KS is CEO, AVAGMAH Online School (A division of 24x7 Learning)
  10. 10. “L&D managers can look forward to services that will allow them to select and personalise trainingservices from multiple service providers.”An L&D manager is faced with questions around the efficacy of choices and the basis of selection.Arranging an in-house training with an external vendor/trainerAn L&D manager always faces the need to reach out to someone new and introduce new trainingdelivery ideas. One of the most annoying questions that a delivery manager faces is “Oh you hiredthe same trainer again?”Nominating employees to external public workshopsMany companies are clueless about how to institutionalise the process of sending the right people forthe right external training opportunities.Click for full storywww.peoplematters.inL.A. Balamurugan is Co-Founder and CEO, BookMyTraining.com
  11. 11. www.peoplematters.inContact detailsCCL India officeWebsite: india.ccl.orgPh: +91 124 4354185/86E-mail: cclindia@ccl.orgProfile of clientRanked among the Top 10 for 11 consecutiveyears in the Financial Times Global ExecutiveEducation Providers survey, the Center for CreativeLeadership (CCL®) is a global thought leader withexclusive focus on leadershipdevelopment and coaching.Service locationsAPAC: China, India, SingaporeEMEA: Brussels, Russia, AfricaUS: Nor th Carolina, Colorado Springs,San DiegoLeadership Identification SolutionsLeadership Gap Indicator for assessingorganisational leadership needs(no individualidentification solutions provided)Leadership assessment solutions•Customizable 360 assessments for developmentacross multiple levels of leadership•Exclusive 360 for C-Suite leaders Leadershipdevelopment solutions•Choice of open-enrollment leadership developmentprograms for leaders at all levels•High impact customised solutions includingmulti-module development approaches, actionlearning with executive coaching•Executive leadership coaching for seniorleadersKey differentiators•Approach and practices are informed bycontinual global research and innovation•Close and collaborative work with clientsin creating custom solutions that impactbusiness•Normed 360 assessments provide the receivervaluable personal benchmarkingEngagement model•High touch consultative solutions approachwhile providing thought leadership throughglobal researchTestimonialThe 360 degree feedback from your immediatereporting manager, superiors, peers andsubordinates, and the personalised coachingis beyond any comparison — makes theexperience simply incredible and inimitable.Abhilasha HansChief Service Officer, Consumer BusinessBhartiAirtel Ltd-----I had a wonderful experience at the LAP inSingapore. The course was expertly facilitated,always interesting and challenging, andI learned a great deal about my leadershipstrengths and weaknesses and how to bestmanage them.Gabe HuntertonDeputy Chief Operating OfficerGalaxy MacauClick for more information
  12. 12. www.peoplematters.inContact detailsContact Details: info@mindtickle.com,+91 90110 79735(India, Pune),+1 (973) 400 1717(US, San Francisco)www. mindtickle.comName of Company: MindTickleProfile of client: Multinational companies, largeand medium sized Indian companies that employknowledge workers Buyers profile: Leaders anddecision makers in HR, Sales, Marketing, Productand L&D teamsTraining delivery capabilities: Online deliverythat combines the benefits of social learningand gamification with the power of cloudand mobilityTraining specialization: Pre-join and postjoiningnew hire training, policy training, sales training,product training, customer service training,channel/partner training and customer trainingOther services: Employee EngagementKey Differentiators:MindTickle is a web-based learning platformthat combines the power of “social learning”and “gamification” to make any enterprisetraining efficient and effective. With thousandsof users from marquee customers including SAP,Yahoo!, InMobi and MakeMy- Trip to name a few,MindTickle was voted #1 in the category – “Bestuse of gamification in Enterprise” in 2012, andjudged #1 in the category – “Best use ofgamification in HR” in 2013 at the GamificationSummit, San Francisco. MindTickle makes thelearning experiences extremely appealing andinteresting for the new generation employees,plus MindTickle’s convenient cloud solutionmakes it really easy to get started.Testimonial/Referrals:Very pleased with the results, and lookforward to more of such opportunities. Weworked with MindTickle on gamifying SAP’sstrategy and industry knowledge training.The response and adoption of MindTickleemployee engagement activities platform hasbeen overwhelming!! It is rare to witness 90%adoption of any web based training product,but MindTickle has demonstrated that at SAPLabs India. - MD, SAP LabsMindTickle has given InMobi a big leap aheadin terms of our new employee orientationprocess. We find the MindTickle team to beresourceful, attuned to our needs and willingto constantly improve their client’s experience.We strongly recommend them. – Head,HR, InMobiWe have been using MindTickle’s AllAboardproduct for conducting new employeeorientation over iPads. Our new hires love theinteractivity of the MindTickle platform, andthe admin functionality makes it very easyfor us to manage the whole process. We arevery pleased with the results. – Head, TalentDevelopment, MakeMyTripClick for more information
  13. 13. Learning & DevelopmentMay 2013For Further InformationKindly Contact+91 (124) 4148102info@peoplematters.inwww.peoplematters.inConnect with us onSubscriber Now!

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