The importance of workplace learning is increasing, and knowing how it contributes to organizational strategy is critical for it to deliver real value. Strategy is one of the most poorly understood management areas and little strategic planning occurs in learning; most of it consisting of little more than issuing goals and assigning projects and tasks. However, real strategic planning should begin with the establishment of a theoretical foundation for how to connect learning initiatives and solutions to the organization’s next goal on the road to its visionary future. It should create a cause-and-effect plan for how to achieve that theory’s execution. Participants will team up to work through a case study of a fictitious company. The teams will complete the learning and growth component of a “balanced scorecard,” ensuring their learning strategy completely aligns with the company’s existing scorecard metrics and established strategic objectives. Application on the Job • Develop tangible strategic linkages for learning and growth in a strategy map and the balanced scorecard. • Create learning metrics to populate a performance management framework to measure strategy's execution. • Align your learning strategy to meet business and strategic objectives. • Determine how to map tangible linkages from learning expectations to defined business objectives.

1. Building Strategic Linkages
To Map & Measure Your
Learning Strategy
Presenter: Ajay M. Pangarkar, CTDP, CPA, CMA
Based Upon the Book
The Trainer’s Balanced Scorecard
A Complete Resource for Linking Learning to
Organizational Strategy

2. Building Business Acumen for Trainers:
Skills to Empower the Learning Function (with CD)
Published by Pfeiffer – October 2006
Terrence Gargiulo, Ajay M. Pangarkar, Teresa Kirkwood
This session is based on:
The Trainer’s Balanced Scorecard:
A Complete Resource for Linking Learning
to Organizational Strategy
Ajay M. Pangarkar, Teresa Kirkwood
Published by Pfeiffer – March 2009
Available at Wiley.com and Amazon.com
Search: “Ajay Pangarkar”

3. @ajaypangarkar
#ATDIntl#ATD2015#Stratlink

4. Why You’re Here…
To discover how to:
➜ Define metrics populating a performance
framework
➜ Create learning metrics to populate a
performance framework
➜ Map tangible linkages from learning
expectations to business objectives
➜ Align learning strategy to meet business
and strategic objectives.

5. A Quick Poll…
How do you evaluate “training”?
 Utilizing Kirkpatrick’s 4-Levels
 Measuring “training ROI”
 Through a performance management framework
 Another method…
 Not sure…still trying to figure all of this out!

6. WLP Person
C-Level Manager
The proposed training program
incorporates a blended learning
approach and we will measure up
to level 3 and have e-tutorials
and a help desk, and it will cost
$$$ …blah, blah, blah…
ZZZZZ……

7. You’re part of the business…
NOT a resource for the business
Change your perspective!

8. Trainer’s Perspective
• Competency development
• Training design
• Participants satisfaction
• Knowledge retention
• Learning objectives
Management’s Perspective
• Increase productivity/efficiency
• No on-the-job downtime
• Empowered employees
• Employees applying skills
• Business results
Building Credibility for Training
Levels 1 and 2 Levels 3 and 4

9. How do you define…
Strategy?

10. Plenary Activity
Mission Statement
Statement of objectives
Customer surveys
Employee surveys
Do what the competition does
Question?
How does an organization
communicate strategy to
employees?

11. Mission statement
 Describes an organizations existence
 Engages employees towards common objectives
 Communicates strategy
Defining Strategy
Vision statement
 Defines what it wants to become
 Describes it is seen by the market
Strategy is the execution of a:

12. McDonald’s mission:
 …to be the world's best quick service restaurant
experience. Being the best means providing
outstanding quality, service, cleanliness, and value, so
that we make every customer in every restaurant smile
Examples of Mission Statements

13. Why do you think this is…
Important?

14. Strategy is About…
HOW an organization
accomplishes what it
does to exist!
Corporate Strategy
Mission
WHAT an organization
must do to become what
it aspires to be!
Vision
Business Strategy
Discover learning opportunities here

15.  Be world's best quick service
restaurant experience
Process/productivity
metrics (kitchen)
Quality-level metrics
(kitchen, cash)
Customer expectation
metrics
Restaurant
cleanliness metrics
 Providing outstanding quality
 Providing outstanding service
 Providing outstanding
cleanliness
 Providing outstanding value
 Make every customer in
every restaurant smile
Service expectation
metrics
Financial/qualitative
metrics
What types of
training
interventions
would you
propose?
What metrics
would you
utilize?
As the Training Leader, what would you do?
8

16. Activity:
 Identify your organization’s
mission/vision?
 What are the top 3 priorities of
management (C-level)?
Now it’s your turn…
9

17. The problem:
How do you make…
Connections!
And add…
Value!

18. Mapping Performance
• Develop sales and support staff
• Develop customer service staff
• Develop new innovative products
• Reduce client handling time
• Increase client loyalty
• Build client relationships
• Increase revenue
• Increase production
• Increase sales level
Financial
ObjectivesStrategy Map
Increase revenue
Increase
production
Increase
sales levels
Increase
client loyalty
Build client
relationships
Develop
sales team
Develop
cust. service
staff
Facilitate
client process
Customer
Internal
Learning
Develop
new products
Financial
performance
objectives
Qualitative
performance
objectives

19. What does a completed BSC look like?
BSC: The Example

20. • Sales training
program
• Custom. service
training
• HR hiring plan
• 50% incr leads
• 10% incr. satisf
• Maintain/incr.
level by 15% /
month
• Sales/month
• Client satisf.
• Client retention
• Weekly perform
reviews
• Develop/hire
sales staff
• Develop/hire
cust. Service
staff
Learning
• Incr. Resource
to R&D
• Benchmarking
• <$2M/quarter
• >75 days from
current
• >10 min/client
• Invst. in R&D
• Development to
mkt turnaround
• Cust. resp time
• Develop innov.
products
• Reduce client
handling
Internal
• Cust. service
• Innovation
management
• Customer
loyalty program
• < 90% satisf.
rate from 2005
• Survey 75%
clients
• % change
• Cust. satisf
survey/levels
• Survey current
customers
• Increase client
loyalty
• Build client relat.
And identify
client needs
Customer
• Ident. markets
• Stabilize prod
cost
• Acquire sales
tools
• 35% in 2 years
• 22% / year
• 40% / year
• Revenue stmt.
• Production level
• Sales forecasts
• Revenue incr.
• Increase prod.
• Increase sales
Financial
InitiativesTargetsMeasuresObjectivesStrategy Map
Incr. revenue
Increase
production
Increase
sales levels
Increase
client loyalty
Develop
cust. relation.
Develop
new products
Align
Sales team
Develop
cust. service
staff
Facilitate
client interaction
BSC & Map: The Example

21. objectives measures targets initiatives
LEARNING & GROWTH
“How can we continue to
improve & create value?”
Objectives: What do we need to achieve?
Measures: What and How are you going to measure results?
Targets: What levels and goals are to be achieved?
Initiatives: What are you going to do to reach the objectives?
 Develop the sales effectiveness of the sales and customer support team
 Monthly sales and revenue reports, customer satisfaction reports
 Increase Sales by 10-15% within 3 months, customer up sell by 15%
 Sales training and coaching program, new product orientation
BSC: Learning and Growth

22. Activity: Case Study
Case Study Activity: Sky Air
Help me complete the BSC for Sky Air

23. Learning
• Cycle time
optimization
program
• <25 Minutes
• 93% up 10%
from 2005
• On ground time
• On-time
departure
• Fast ground
turn around
• Fast client
processing
Internal
• Quality
management
• Customer
loyalty program
• First in industry
• 98% satisfaction
• % change
• FAA On Time
Arrival Rating
• Customer
ranking
• No. customers
• Flight is on-time
• Lowest prices
• More
customers
Customer
• Optimize
routes
• Standardize
planes
• 25% / year
• 20% / year
• 5% / year
• Market value
• Seat revenue
• Plane lease
cost
• Profitability
• Fewer planes
• Incr. revenue
Financial
InitiativesTargetsMeasuresObjectivesStrategy Map
Profitability
Lower costs
Incr.
revenue
On-time
flights
More
customers
Lowest
prices
Improve
turn around
time
Align
Ground
crews
Align
boarding
staff
Implement
check-in
kiosks
BSC: Case Study

24. • yr.1 70%, yr.2
90%, yr.3 100%
• FAA benchmarks
• >90% satis. rate
(curr. 75%)
• <25 min/client
• Ground time vs.
on-time depart.
• Turnaround time
• Customer
satisf. levels
• Customer
processing time
• Align ground
crew
• Align boarding
staff
Learning
• Cycle time
optimization
program
• <25 Minutes
• 93% up 10%
from 2005
• On ground time
• On-time
departure
• Process times
• Fast ground
turn around
• Fast client
processing
Internal
• Quality
management
• Customer
loyalty program
• FAA BM
become top 3
• 89% industry
satisfaction
• % change
• FAA On Time
Arrival Rating
• Customer
satisfaction
• No. customers
• Flight is on-time
• Lowest prices
• More
customers
Customer
• Optimize
routes
• Standardize
planes
• 25% / year
• 20% / year
• 5% / year
• Market value
• Seat revenue
• Plane lease
cost
• Profitability
• Fewer planes
• Incr. revenue
Financial
InitiativesTargetsMeasuresObjectivesStrategy Map
Profitability
Lower costs
Incr.
revenue
On-time
flights
More
customers
Lowest
prices
Improve
turn around
time
Align
Ground
crews
Align
boarding
staff
Implement
check-in
kiosks
• Cross-train
board/gnd crew
• Train gnd crew
• Cust. Serv train.
• Client process
training

25. How do we align learning with other business units?
• Step #1: Understand and validate business priorities:
 Talk to business leaders, partner with other BU’s and support teams
• Step #2: Translate business priorities into a strategy map:
 Identify specific issues, objectives, and strategic themes
• Step #3: Identify Business Measures:
 Seek out measures linking intangible solutions to tangible results
• Step #4: Identify and prioritize learning solutions:
 Work with the group to develop potential learning solutions
• Step #5: Develop and implement strategic learning plan:
 Deploy a process of communication, measurement, and reporting

26. Create learning metrics to
measure performance Align learning efforts with business needs
 Be proactive with business unit needs
Develop metrics within a
performance framework
Map tangible linkages to
business outcomes
 Seek areas of the business to improve
 Align with specific business metrics
 Retrieve existing performance framework
Align learning strategy to
strategy
Mapping
Learning With
Business
Performance
 Determine the mission and vision
 Identify the primary strategy elements
Learning Objectives:
 Identify sub-business objectives

27. TrainingIndustry.com
 The Business Leaders Bottom Line:
Aligning Learning With Organizational Needs
 Building Strategic Learning Linkages:
Mapping & Measuring Your Learning Strategy
(Winner 2014 TI Editors’ & Readership Award)
TrainingMag “Last Word”
 Taking Care of Business
“Workforce Revolution!”
blog.centralknowledge.com
My Blog…

28. Ajay M. Pangarkar,
t: 866-489-7378 x 1
e: ajayp@centralknowledge.com
@ajaypangarkar