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Learning and Development Strategy and Execution

Learning and Development Strategy and Execution

1 of 46
Learning & Development Strategy & Execution
Best-Practices
1. Make the case for building a Learning &
Development strategy.
2. Develop a vision for Learning & Development.
3. Analyze critical issues impacting Learning &
Development.
4. Establish Learning & Development strategic
principles.
5. Apply the strategy across the Learning &
Development function.
Phase 1 Outcome:
• Completed vision statement and understanding of
future direction.
• Prioritized needs and issues to focus the strategy on for
attainment of future state.
Phase 2 Outcome:
• Strategic principles for Learning & Development
established.
• Initiatives for each function of L&D that align with the
strategic principles.
• A timeline for implementation of L&D initiatives.
• A plan for evaluating progress and communicating
successes.
1. Determine future and current
state of L&D
2. Establish and apply L&D
strategic principles
Learning & Development Strategy:
Process Overview
Establish and apply L&D
strategic principles
Phase 2:
Determine current and
future state of L&D
Phase 1
Determine current and future state of Learning &
Development
• Make the case
• Develop a vision for Learning & Development
• Analyze critical issues impacting Learning & Development
Steps:
An L&D strategy makes each of the L&D areas more effective
and better integrated
The Learning & Development function consists of the following areas:
Each of these programs sets the employee up for success and has a significant impact on the
business:
• Strong onboarding allows the employee to ramp up quickly and have faster time to effectiveness.
• Employee development contributes to a more skilled workforce, which increases overall effectiveness and productivity,
thereby increasing revenue.
• Management development is critical as the manager’s abilities affect the overall team performance.
• Leadership development results in quality leaders that contribute to the organization’s overall achievement of success
and improves employee engagement and workforce retention levels.
Onboarding
Employee
Development
Management
Development
Leadership
Development
L&D programs are better integrated with business initiatives, which results in
better delivery, support, and impact.
Programs are created to complement each other with predetermined desired
outcomes in mind, making resource planning and program design easier, and
resulting in time and cost savings.
All stakeholders know their roles and responsibilities, stakeholder
management is facilitated, and follow through on tasks is ensured by all key
players.
Overall goal setting for the L&D function ensures the L&D function follows a
set plan that spans three to five years and aligns with business goals.
L&D opportunities are selected based on the overall impact and value to the
organization.
The alignment of the L&D strategy to the business goals, involvement of key
stakeholders, and tracking of metrics to demonstrate value will improve buy-in
for the function and result in increased budget and resource availability.
An L&D strategy improves the effectiveness of the
organization and addresses key obstacles impacting L&D
Having an L&D strategy will help HR overcome common pain points often experienced
when executing L&D initiatives. These include:
…Solution derived from L&D strategy creationL&D issue…
Inward focused L&D programs that
fail to move in sync with
organizational objectives.
L&D initiatives don’t work well
together, gaps exist, and programs
are difficult to coordinate.
Managers, executives, and L&D
team members duplicate efforts or
balk their L&D responsibilities.
Piecemeal solutions result from a
response to immediate need.
L&D opportunities are available
but fail to produce meaningful
results.
Resource and budget constraints
exist for the L&D function,
impacting its effectiveness.
Step 1: Develop a vision for Learning & Development
1

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Learning and Development Strategy and Execution

  • 1. Learning & Development Strategy & Execution
  • 2. Best-Practices 1. Make the case for building a Learning & Development strategy. 2. Develop a vision for Learning & Development. 3. Analyze critical issues impacting Learning & Development. 4. Establish Learning & Development strategic principles. 5. Apply the strategy across the Learning & Development function. Phase 1 Outcome: • Completed vision statement and understanding of future direction. • Prioritized needs and issues to focus the strategy on for attainment of future state. Phase 2 Outcome: • Strategic principles for Learning & Development established. • Initiatives for each function of L&D that align with the strategic principles. • A timeline for implementation of L&D initiatives. • A plan for evaluating progress and communicating successes. 1. Determine future and current state of L&D 2. Establish and apply L&D strategic principles Learning & Development Strategy: Process Overview
  • 3. Establish and apply L&D strategic principles Phase 2: Determine current and future state of L&D Phase 1 Determine current and future state of Learning & Development • Make the case • Develop a vision for Learning & Development • Analyze critical issues impacting Learning & Development Steps:
  • 4. An L&D strategy makes each of the L&D areas more effective and better integrated The Learning & Development function consists of the following areas: Each of these programs sets the employee up for success and has a significant impact on the business: • Strong onboarding allows the employee to ramp up quickly and have faster time to effectiveness. • Employee development contributes to a more skilled workforce, which increases overall effectiveness and productivity, thereby increasing revenue. • Management development is critical as the manager’s abilities affect the overall team performance. • Leadership development results in quality leaders that contribute to the organization’s overall achievement of success and improves employee engagement and workforce retention levels. Onboarding Employee Development Management Development Leadership Development
  • 5. L&D programs are better integrated with business initiatives, which results in better delivery, support, and impact. Programs are created to complement each other with predetermined desired outcomes in mind, making resource planning and program design easier, and resulting in time and cost savings. All stakeholders know their roles and responsibilities, stakeholder management is facilitated, and follow through on tasks is ensured by all key players. Overall goal setting for the L&D function ensures the L&D function follows a set plan that spans three to five years and aligns with business goals. L&D opportunities are selected based on the overall impact and value to the organization. The alignment of the L&D strategy to the business goals, involvement of key stakeholders, and tracking of metrics to demonstrate value will improve buy-in for the function and result in increased budget and resource availability. An L&D strategy improves the effectiveness of the organization and addresses key obstacles impacting L&D Having an L&D strategy will help HR overcome common pain points often experienced when executing L&D initiatives. These include: …Solution derived from L&D strategy creationL&D issue… Inward focused L&D programs that fail to move in sync with organizational objectives. L&D initiatives don’t work well together, gaps exist, and programs are difficult to coordinate. Managers, executives, and L&D team members duplicate efforts or balk their L&D responsibilities. Piecemeal solutions result from a response to immediate need. L&D opportunities are available but fail to produce meaningful results. Resource and budget constraints exist for the L&D function, impacting its effectiveness.
  • 6. Step 1: Develop a vision for Learning & Development 1
  • 7. Determine key stakeholders to ensure that all relevant opinions are considered when developing the L&D strategy Stakeholders Role Why they are essential players Project sponsors: champion the project and set the tone for the organization. The management team has an on-the-ground perspective of what the ideal state of Learning & Development should be, particularly around leadership and management training. Project participants: assist by giving feedback which helps to shape the strategy. The executive team is responsible for setting the strategic direction of the organization. They understand where the organization needs to be in the future and the skills necessary for achieving the future state of the organization. Executive Team Management Team Employees Project participants: assist by giving feedback which helps to shape the strategy. Similarly, the opinions of employees from varying levels and locations should be taken into consideration. Asking employees for their input is also a good way to gauge how well employees in general will buy-in to initiatives. Project leader: drives the strategy creation process and brings stakeholders together. The focus of HR is on the people resources of the organization; they have a clear understanding of how and where the Learning & Development function can support the business strategy. Head of HR / Head of L&D a HR will already be familiar with the L&D training in place, which means they know what’s working and what isn’t. They also have insights into HR strategy. Project participants: assist by giving feedback which helps to shape the strategy. L&D or HR Team
  • 8. Establish your project team for crafting the Learning & Development strategy (1 of 2) Prior to holding an L&D strategy workshop, establish your team for completing the Learning & Development strategic planning process – having the right people involved is critical to success. 1.1 a To help with this task, think of individuals who exhibit some or all of the following attributes: • Team player • Champion for the Learning & Development function • Has clout/influence • Is a high-potential employee
  • 9. Establish your project team for crafting the Learning & Development strategy (2 of 2) 5. Read the names under each group, and consider reasons for their inclusion. Shortlist each group to two or three individuals. If shortlisting is a difficult process, with a great deal of debate, use force ranking to help arrive at the top individuals. 6. Determine the process facilitator. • Select a facilitator who is objective, and will ensure all opinions are heard and that decisions are arrived at. They will be responsible for ensuring the strategic planning process runs smoothly. This may mean going outside of the project team so the project resources can fully participate in the process. • Choose a facilitator who is internal to the organization and skilled at facilitating, or someone external, like a consultant, for outside expertise and knowledge of best practices. 1.1 a
  • 10. The L&D strategy should flow from the overall HR strategy, if this exists. If it doesn’t, then look to the business strategy directly. • Ensure that you have a thorough understanding of the business strategy and initiatives for the next three to five years (or as far as the business strategy extends into the future) before creating the L&D strategy. • This ensures that your L&D strategy will directly support business initiatives. • Identify business needs now to keep them top of mind throughout the L&D strategy creation and ensure that you create shared goals. Align the Learning & Development function with the strategic direction of the organization Business strategy HR strategy L&D strategy b
  • 11. Collect information related to the business strategy to gain insight into long-term goals prior to seeking stakeholder input Gather the following documents and information from the following sources: Finance, HR, Executives, and your website. b Current Performance Document/ Information Insight Gained Organizational-level competencies To gauge what knowledge, skills, and abilities are valued. Metrics used to gauge company success To establish the current goals and baseline progress. Organizational mission & values To understand the priorities of the organization. Qualities that give your organization a competitive edge To understand your key strengths and areas of growth (i.e. your organizational culture, or quality of your product, etc.). FutureGoals Current HR and organizational strategy documents To get an idea of where the organization is headed. Organizational vision To understand the ideal state of the organization. Internal memos or publications communicating strategy To understand future direction of the organization in place of formal strategy documents. Projected future metrics To see how the organization is tracking towards meeting its goals. Impending initiatives or new markets To see what major changes in the business are happening. Industry trends documents/reports To see how you can stay ahead of the competition.
  • 12. Review strategy documents to highlight key themes and understand the future goals of the organization 1. Review all documents, metrics, and competencies with a small group of members from the L&D team by distributing copies to all participants. 2. Include the categories listed: • Markets • Products • Competitive differentiators • Metrics/Goals • Process/Strategy changes • Industry trends 3. Review the documents and discuss any major strategy points or initiatives they see. List these on the chart paper under the appropriate category. 4. Start grouping the points by patterns or key themes. 5. Keep this list and bring it to the focus group. Discuss with key stakeholders whether these themes are still relevant to the current strategy. 1.2 b
  • 13. Determine how to seek stakeholder input effectively 1. With your L&D strategy team, brainstorm approaches for gaining stakeholder input: 2. Discuss which approaches would be most appropriate to use with each of your stakeholder groups based on: • Timelines. • Resources. • Organizational culture. Select the approach for each group that will prove to be the most insightful and effective. 3. Document your decisions and assign accountability for gathering the stakeholder information on the future vision of Learning & Development. Set timelines for completion. 1.3 c
  • 14. 3. Document new learnings and key messages in the guide. 2. Take the lists of key strategic themes you uncovered earlier and ask participants the following questions to probe for further understanding: • Do we expect these strategies to be a priority/focus for the next three to five years? • Which strategies are essential to moving our business into the future? • What are the goals and desired outcomes of these strategies? • How can the L&D function support the achievement of the strategies? 1. Put together a focus group consisting of a variety of your stakeholders to discuss the organizational strategy and how L&D can be of support. • The focus group session should be limited to eight to ten participants to ensure that all opinions can be heard and explored. • Select participants based on their involvement in L&D and level of interest/engagement. • Allow broad representation from a variety of teams, levels, and tenure to ensure the feedback is relevant to employees across the organization. Also, make sure that participants are comfortable with each other to promote an open exchange of information and opinions. Use a focus group to fully understand the organizational strategy and gain insights to shape the L&D vision c
  • 15. Align the Learning & Development strategy with the organizational culture through support and communication Review your current culture and determine if you have the desired culture necessary for achieving your business goals, or if a shift needs to occur. • Factors to consider include willingness to change, manager buy-in for initiatives, and general attitudes towards L&D. Select Learning & Development opportunities that closely resemble the work environment and culture so that it makes it easier for employees to learn and buy into the L&D opportunity. This approach makes it easier for employees to see the parallels between training and their everyday work so they can more readily apply it. You can do this by: • Providing problems and examples that mirror real life. • Ensuring that training matches your culture type A strong Learning & Development function can actually influence the culture. • Development opportunities are linked to improved employee engagement, which can have a range of effects on culture from improved collaboration to higher productivity. • Getting buy-in from the top down impacts the success of L&D. Seek champions from the executive team as you develop and implement your strategy. • Clear communication will also help you attain employee buy-in. Always explain why the strategy is being created, what you hope to achieve, and how it affects employees. d *Adapted from Quinn and Rohrbaugh’s Competing Values Approach
  • 16. Apply best practices for writing an L&D vision statement • Take a long-term view when writing the vision statement. Even though your vision statement and strategy document should be updated at least every three years, when drafting it, describe the outcomes that are five to ten years away. • Write the vision statement with a business-oriented tone; remember that the L&D function exists to support and enable the business, and not as an independent body. This should be reflected in the wording of your vision statement. • If you can, tie it back to the organizational and HR’s vision statements, and Employee Value Proposition if you have one, so that L&D’s vision becomes a piece of a larger puzzle. • Write the vision statement in the present tense, as though the idealized outcomes are already realized. • Include a clear reference to the value you provide as a function, whether it’s through cost savings, improved efficiency, or creating a competitive edge. The goal of the vision statement is to inspire and help create a picture of the ultimate target of the Learning & Development function. It should be a description of the best possible outcome. e
  • 17. Write a Learning & Development vision statement 1. Recall the information gathered from stakeholders while reviewing the business strategy and organizational culture. 2. Based on this information, brainstorm on sticky notes what the function of Learning & Development needs to accomplish in the next five to ten years. • Write one idea per sticky note. • Write as many ideas as possible, suspend judgment, and build on other ideas. 3. Read the ideas and sort them into natural themes, and ask: • What ideas are similar? • Is this idea connected to any of the other ideas? 4. Create group consensus by discussing the shared meaning of each of the sorted themes. Try to limit the number of themes to between four and six. 5. Create a short description of each of the themes that broadly encompasses all the ideas contained on the sticky notes. 6. Use the short descriptions to write a paragraph that communicates the vision statement and includes all the overarching outcomes the Learning & Development function will strive to deliver on in the next five to ten years. 1.4 e
  • 18. Step 2: Analyze critical issues impacting Learning & Development After completing this section you will have: a) Collected and reviewed data pertinent to the L&D function. b) Learned internal and external factors that impact L&D. c) Performed a SWOT analysis to identify gaps. d) Completed a needs assessment. e) Listed your priorities for Learning & Development. Section summary 1
  • 19. Use the information gathered and assessed in this section to later develop L&D strategy principles and initiatives The information and insights gathered through the completion of “Step 2: Analyze critical issues impacting L&D” will be used to define specific L&D strategic principles that align with your unique L&D requirements and goals for L&D over the next three years. Although some of the principles may remain the same even if your needs shift over time, some of them may change. Be sure to review your principles any time your L&D needs change to ensure alignment and clear direction.
  • 20. Review existing data about the current state of your Learning & Development function • Use HR metrics or data to see the trends and other information. • Use focus groups • Use surveys • One-on-one interviews with senior stakeholders a Use these resources to gain insight into your stakeholders’ opinions:
  • 21. Review the impact of your program and if it is addressing succession planning and workforce planning needs a Review the impact of your current program: • Review performance appraisals across the company – are there skills that people are performing really well or really poorly? • If you have a training budget per employee, check how much of these budgets are actually being used. • Also review how many of the required training sessions are actually completed on average by employees.
  • 22. Understand the internal factors impacting Learning & Development The Learning & Development strategy is derived from the business strategy and must be aligned with it to have any real business value. Whether a business is in a state of start-up, growth, maturity, or decline will dramatically affect business needs and objectives and how Learning & Development is leveraged as a tool to engage and retain talent as well as meet specific organizational needs. Know your organizational culture to avoid Learning & Development efforts that won’t gain support. Alternatively, Learning & Development is an excellent way to communicate and drive a desired culture. Now that you have the vision for your department, do you have the right people to get you there? You will need team members who are capable of driving change, communicating the value of goals and initiatives, and keeping business initiatives in sight. The budget will dictate what kinds of learning will be available and how many opportunities there are. There are ways to work around it, so you will need to evaluate which programs are providing the best ROI. Business Strategy Business Lifecycle Culture L&D Team Budget Many development opportunities for employees are identified by their managers. Talent assessment, coaching, and mentoring also rely on their support or participation. If this is an issue in your organization, or if managers don’t want to allow employees time to participate in training, it is a huge roadblock. Manager Support b
  • 23. Understand external factors impacting Learning & Development Some industries/professions require training in order to maintain certification. Industries that are undergoing rapid growth may require specific Learning & Development opportunities to keep up with the market. The shift in workforce demographics means that increasingly senior leaders are heading for retirement, and younger employees are entering leadership roles. This may call for a shift in Learning & Development activities to prepare these younger employees for their new roles. If you are currently relying on outside vendors or contractors for technology or instructors to deliver your L&D initiatives, then the quality of their product is also something to evaluate under your strategy formulation. Depending on your jurisdiction, you might be required by law to provide training to your employees. This may impact the budget for providing additional L&D initiatives. Industry Workforce Composition & Demographics Legislation External Resources b
  • 24. Perform a SWOT Analysis to uncover internal and external factors impacting Learning & Development 2.1 Strengths The positive attributes internal to your organization and to L&D – these are things within your control. Questions to help uncover your strengths: • What do you do well? • What internal resources do you have? • What advantages does your L&D program offer that are unique to your organization? Weaknesses The negative aspects internal to your organization that detract from the value of your L&D function. Questions to uncover your weaknesses: • What factors within your control detract from your ability to use Learning & Development to obtain strategic goals? • What does your Learning & Development function lack? • What limitations exist on resources or budget? Opportunities External attractive factors that impact the likelihood for your Learning & Development strategy to be successful. Questions to uncover your opportunities: • What opportunities exist in the market or the environment that the L&D function can benefit from? • Has there been recent market growth or changes that create an opportunity for Learning & Development? • Is the opportunity ongoing or is there a specific window in which it must be addressed? Threats External factors beyond control that could place your Learning & Development strategy and organization at risk. Questions to uncover your threats: • Who are your competitors for talent – existing and potential? • What situations could threaten your revenue or profits (i.e. shifts in consumer behaviors, the economy, government regulations, new products, new technology, etc.)? c
  • 25. Use the SWOT analysis to form L&D strategies that address your organization’s needs and weaknesses Use your SWOT analysis to brainstorm Learning & Development strategies that address the internal and external factors impacting the function. 1. Use the following table to guide your strategy creation: (Berry, “How to perform a SWOT analysis”) 2.2 Opportunities Threats Strengths Strength-Opportunity Strategies Which strengths can be used to maximize the opportunities? Strength-Threat Strategies Which strengths can be used to minimize the threats? Weaknesses Weakness-Opportunity Strategies What actions (opportunities) can you take to minimize the weaknesses? Weakness-Threat Strategies How can you minimize weaknesses to avoid potential threats? 2. Document the ideas that result from this brainstorming for prioritization in the following activities. c
  • 26. Perform a needs assessment (1 of 2) 1. Gather key stakeholders together to discuss the KSAs (knowledge, skills, abilities) and/or competencies required to achieve organizational goals and support strategy. 2.3 d Organization-wide learning requirements: • What competencies are required to achieve those organizational strategies and goals discovered in the SWOT analysis? • What competencies directly support the organizational vision, mission, and values? • What competencies contribute to our core business, or help us to differentiate from our competition? By role/department as required: • What competencies can managers identify that help their department function more effectively? Individual learning: (As identified by performance objectives, manager, or IDP) • What competencies do individuals need to improve upon to meet or exceed their performance objectives? Just focus on the organizational and role/department competencies in this meeting. Individual learning can be discussed between managers and direct reports at a later date. 2. Break down the needs for Learning & Development in three ways: 1 2 3
  • 27. Prioritize competencies to be addressed 1. Gather the L&D strategy project team together. 2. Present them with the SWOT analysis and the needs assessment, or a list of the items that resulted from each. 3. Give each stakeholder three (or an appropriate number, depending on the number of issues to tackle) voting dot stickers. 4. Instruct each participant to use their dots to “vote” for the competencies that they feel are strategic priorities or that will make the largest impact on the organization and the achievement of the business strategy. 5. Participants can spread dots amongst multiple topics, or all on one. 6. Tally up results to help guide and prioritize future discussions around setting strategic principles and goals. 2.4 e
  • 28. Establish and apply L&D strategic principles Phase 2: Determine current and future state of L&D Phase 1: Establish and apply Learning & Development strategic principles
  • 29. Step 3: Establish Learning & Development strategic principles After completing this section you will have: a) Established core principles for the Learning & Development strategy. b) Confirmed the strategy’s alignment with your vision and priorities. c) Catalogued current L&D initiatives. Section summary 1
  • 30. Develop your Learning & Development strategic principles around these six core considerations Now that you have a future vision and an understanding of what needs to be accomplished within the L&D function to deliver on that vision, establish strategic principles to provide a foundation for your strategy. • Strategic principles must be developed in alignment with the outcomes of your needs assessment completed in the previous section – they will directly enable the Learning & Development strategy execution. • Use them as a check to ensure that any current or proposed Learning & Development initiatives are in alignment with the L&D strategy. Any potential development opportunities or training should comply with all of the principles you develop. a
  • 31. Key Principle 1: Learning & Development aligns with the organizational strategy and supports business outcomes Ensure that Learning & Development initiatives provide support where support is most urgently needed. • If you do not have the capacity to support all organizational strategies, select and focus on the ones that require the greatest support and where Learning & Development can have the greatest impact. L&D needs to be flexible to move in line with organizational needs. • Apply this principle with both a short and long term view. • You need to move towards building the capability of the L&D function over time, but also be able to respond to business needs that rise up in the interim. Ensure that your resourcing is somewhat flexible so urgent needs can be addressed but that long term initiatives don’t get thrown out or forgotten. • The business needs should have already been identified in the formulation of the vision and the needs assessment; refer back to those as required. Key factors to consider when customizing the principle to your organization: Alignment to organizational strategy a
  • 32. Key principle 2: Determine for whom the Learning & Development strategy is designed Determine whether L&D opportunities will be available for every employee within the organization or select groups. • While it is ideal to provide L&D opportunities for every employee in your workforce, this may not be realistic. • Determine if having targeted training for specific groups is more appropriate, given your needs and resources. Identify which groups of employees are a priority for development. These groups often include: • New leaders: Provide development for transitioning into a management role, particularly if they have no prior management experience. • Employees identified in a succession plan: Prepare selected employees to move into critical senior roles in the near future by providing L&D opportunities. Key factors to consider when customizing the principle to your organization: a Targeted participants
  • 33. Key principle 3: Provide guidelines around the methods and formats used for Learning & Development initiatives There are three main delivery formats in which Learning & Development occurs. • 70-20-10 principle is a guideline, and the actual breakdown will need to be tailored to best suit your organization and L&D goals. Within each delivery format, there are multiple methods of providing Learning & Development. • Select these methods based on the specific learning goal and the needs of your organization. Examples include, but are not limited to: Key factors to consider when customizing the principle to your organization: Experiential • Stretch assignment • Special project Relational • Coaching • Mentoring • Peer mentoring Formal • E-learning • Workshops • Conferences • Classroom training a Methodology
  • 34. Key principle 4: Decide the impact you want Learning & Development initiatives to have on your organizational culture Learning & Development can be a key method of reinforcing and shaping your organizational culture. • Consider the type of culture your organization requires and how specific L&D initiatives can support this desired culture. • Many organizations are moving towards the creation of a “learning culture” – i.e. a culture that supports the sharing of knowledge and experience. Knowledge transfer is a great way to reinforce the learning that occurred and help other employees learn by proxy. • For example, to create a learning culture, place emphasis on certain activities that encourage learning, such as: o Mentoring or coaching relationships. o Sharing of lessons learned from L&D experiences. Much of the value in learning is derived from reflection that happens after the learning event. • By creating a culture of learning, and allowing time for reflection, you ensure that concepts are engrained. Key factors to consider when customizing the principle to your organization: a Impact on organizational culture
  • 35. Key principle 5: Standardize and centralize Learning & Development to ensure consistency across the organization The level of standardization and centralization of your L&D programs will depend on the size and requirements of your organization. • If needs vary across your different business units, it might make sense to give approval rights/program design decisions to key leaders in individual business units. • Generally, sending power down the hierarchy allows for more flexibility and responsiveness but less control and can result in piecemeal and ad hoc L&D initiatives. • In decentralized situations, the L&D opportunities can be inconsistent between departments, and the employee experience can vary dramatically from division to division. You must decide how programs are approved, who is responsible for selecting/designing, and how L&D budget is allocated. • Decide the constitution of L&D programs based on budget and goals. • Determine if all employees will receive a portion of the L&D budget to spend on individual development goals or if development takes place more universally. Key factors to consider when customizing the principle to your organization: a Application of the strategy
  • 36. Key principle 6: Determine how to evaluate and demonstrate the success of the Learning & Development strategy Measure against attainment of goals. Clarify the purpose of evaluation by determining these three factors: 1. What decisions are you aiming to inform or influence with your evaluation? 2. What is the purpose of the evaluation? Often, evaluation has multiple purposes, such as demonstrating the value and impact of the L&D investment, and determining ways to improve the specific L&D initiative to make it more effective. 3. Who are the stakeholders or audience for the evaluation outcomes? Different stakeholders have various perspectives on what a successful outcome looks like, as each stakeholder will have their own priorities and goals. Once these three things have been determined, you are better prepared to design an evaluation approach that is effective. Determine an approach to evaluation early. • Evaluation should not be an afterthought. Start early by taking baseline measurements to enrich your data prior to launching the new L&D strategy and related initiatives. Key factors to consider when customizing the principle to your organization: (Hirsh & Burgoyne) a Evaluation of L&D outcomes
  • 37. Establish your core strategic principles for Learning & Development These principles are a set of broad statements that describe what is hoped to be accomplished by the Learning & Development strategy. 3.1 • Document principles • Brainstorm to determine if any additional core principles that are unique to your organization should be added. a
  • 38. Confirm that your key principles align with the vision and the prioritized competencies that were identified 1. Read your vision statement. 2. Discuss – Are your strategic principles in alignment with achieving that future vision? If not, determine which part – the principles or the vision statement – is not aligned to the organizational needs and overall goals. Rewrite any components that are not in alignment. 3.2 f 1. Review the outcomes of the needs assessment and prioritization exercise that was conducted in the previous section. 2. Discuss if your strategic principles are in alignment with addressing the key priorities. If not, determine where the principles are contradicting or failing to meet your priorities. Rewrite any components to ensure that the L&D strategic principles are responding to the priority issues. The strategic principles must address your priorities. The strategic principles must be consistent with your vision statement.
  • 39. Prepare to ensure alignment to L&D strategic principles by bucketing your current L&D initiatives For each function, brainstorm and list all training/programs that the organization is currently offering. Think about the different methods of learning – formal, relational, and experiential – to ensure that you create a comprehensive list for each L&D function. Suspend judgment on the initiatives for the time being. 3.3 c
  • 40. Step 4: Apply the strategy across the Learning & Development function After completing this section you will have: a) Formulated methods for achieving the vision and strategic principles across all functions of L&D. b) Created a timeline for L&D initiatives. c) Assigned responsibility for strategy execution. d) A plan for evaluating the strategy and communicating successes. Section summary 2
  • 41. Ensure that your L&D strategy is integrated and aligned with all other HR functions Recruitment • Ensure that you are hiring employees that are a good fit and are capable of delivering on your organizational goals and objectives by aligning recruitment criteria with your competencies. • Promote your L&D initiatives as a part of your employer branding. Succession Planning • Ensure that core, functional, and leadership competencies align with business needs. • Tie competencies to succession planning and use them as a baseline for identifying and developing high potentials. Organizational Culture • Create a culture of learning by getting manager buy-in and showing how L&D programs support organizational goals. • Benchmark your L&D initiatives through satisfaction and completion scores, and set goals for improvement. HR Strategy Employee Engagement Survey • Learning & Development is an engagement driver. Monitor your engagement levels as a potential gauge for success, and use L&D opportunities to motivate employees. Employee Engagement a Talent Management Talent Acquisition
  • 42. Performance Appraisal System • Drive accountability for development by integrating competencies into your performance appraisal system and using them for goal setting. • Doing so helps employees to develop in ways that result in organizational success, and also enables career path development. • Use performance management outcomes to influence your L&D program content. Ensure that your L&D strategy is integrated and aligned with all other HR functions a Rewards and Recognition • Link your compensation and recognition program to your strategic goals. • This will prioritize and reinforce the demonstration of leadership behaviors and skills that align with your competencies and strategic direction. HR Technology and Communications • Review your technology requirements as part of the new strategy. This could mean updating any e-learning you currently have in place, or adding it to your current programming. • Ensure that your employee communications program is optimized to support employee comprehension and buy-in of Learning & Development goals. • Make any required amendments to L&D budgets or policies. HR Operations & Infrastructure Performance Management Total Compensation
  • 43. Determine how you will evaluate L&D success Level 4: Results To what degree targeted organizational or personal outcomes occur as a result of the L&D initiative. Level 3: Behavior To what degree participants apply what they learned when they are back on the job. Level 2: Learning To what degree participants acquire the intended KSAs, confidence, and commitment. Level 1: Reaction To what degree participants react favorably to the L&D initiative. J. Kirkpatrick & W. Kirkpatrick Kirkpatrick’s Learning Evaluation Model: The standard for measuring L&D effectiveness Measure all Kirkpatrick levels to have a complete view of L&D effectiveness. b
  • 44. Communicate successes to maintain buy-in and momentum for Learning & Development 1. Leverage analytics: Communicate using your metrics that demonstrate the contribution of L&D to the business. 2. Be relevant: Tailor messages so that they address the stakeholders’ specific concerns. 3. Be clear: Keep communication short and to the point so key messages are not lost in the noise. c Follow these best practices when communicating the L&D strategy successes:
  • 45. Perform a complete refresh of the L&D strategy in alignment with the organizational strategic planning process 1. A formal strategic planning process for the organization typically occurs every three to five years. 2. Monitor the L&D strategy on an annual basis, at minimum. d Commit to an annual review of the L&D strategy to ensure that it remains on target and is achieving its objectives.