The document provides an overview of the role of Learning and Development Advisors within organizations. It defines their job responsibilities such as program design, project management, and facilitating training. It also discusses the qualifications, skills, and experience needed for the role. Finally, it outlines current and emerging trends in the field, such as a shift toward more strategic roles and an increased focus on soft skills training.
In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
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In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
Learning Leader Symposium - Bersin 6-27-12Pam Devine
Julie Duda of Bersin presented the latest trends in learning as part of the BLI Learning Leader Symposium conducted with the MACPA Innovation Summit on June 27, 2012
You want to be a Learning and Development Professional? Find out what knowledge, skills and behaviours you needs to adopt to be really good at it. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.
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Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
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http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
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www.ey.com/growingbeyond
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HR Summit and Expo Africa 2015 - Seminar Presentation by Ronnie Torien HCM St...The HR Observer
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There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
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Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
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Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
HR Summit and Expo Africa 2015 - Seminar Presentation by Ronnie Torien HCM St...The HR Observer
Leveraging data and analytics is the next step for HR leaders aiming to transform from administrative passengers to strategic HR leaders capable of driving organisational strategy. However how do you implement talent analytics engine? Which talent analytics engine is best for your organisation? Join this seminar and Q&A session to understand how analytics can work for your organisation.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
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Value Delivery Office is a project delivery support structure that focuses on coaching teams; building agile skills and capabilities throughout the organization; and mentoring sponsors and product owners to be more effective in those roles.
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Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
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The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
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Bob Boule
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Gopinath Rebala
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2. Heatmap utilization for testing
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Search and Society: Reimagining Information Access for Radical Futures
Career briefing
1. Career Briefing – Learning &
Development Advisors within
Organisations (Internal)
By Samantha Anderson, Martina Calderan, Olivia Paris, Thomas Ziegler & Lincoln (May
2012).
In order to construct the following handout, we accessed a wide variety of websites including
Seek.com and ‘Personnel Today’, interviewed a remunerations officer at AGL, and located statistics
through the Australian Bureau of Statistics.
What is a Learning and Development Advisor & What do they do?
Definition of role:
A Learning and Development (LD) Advisor is, in broadest terms, an internal consultant (generally
reporting to a LD or HR Manager) that oversees and advises on the development, implementation
and evaluation of learning activities that are designed to meet specific business objectives &
learners' needs. LD differs to training in that it aims to get the learner to take responsibility for their
own learning rather than being a passive recipient (Retail Human Resources 2012).
Job Description:
There are many roles that fall into the job description of LD Advisors. The main areas of work
identified within 15 current job advertisements for LD Advisors are addressed below. They are
sorted into 11 main categories and ranked below according to the number of occurrences within the
15 job advertisements examined. Any roles that were identified by more than half the
advertisements are listed individually (SEEK.com 2012, CareerOne 2011, twosteps 2011, WebJobs
2012, Burswood Entertainment Complex 2011, Worcestershire County Council 2006).
Program Design & Development – 100%
Career/Staff/Performance/Talent Management & Succession Planning – 80%
Project Management – 73%
Facilitating/Training/Coaching i.e. Delivery of Learning Activities 73%
Coordinating Activities & Training Calendars 66%
Relationship Building/Liaising with Relevant Stakeholders 53%
Research/Analysis, Administrative Tasks, Quality Assurance, Designing/Maintaining/Improving
Systems, Evaluation/Feedback
Required Experience, Skills, Attributes and Qualifications for LD Advisors
The main skills, experience, attributes and qualifications for LD Advisors as identified by the 15 job
advertisements are (SEEK.com 2012, CareerOne 2011, twosteps 2011, WebJobs 2012, Burswood
Entertainment Complex 2011):
2. Experience in LD 93% Attributes 66%
Needed (time not specified) – 53% Team Worker – 27%
5yrs or more - 20% Passionate- 27%
None – 7% Attention to Detail – 20%
1-2yrs – 7% Influential/Affecting Change – 20%
3-5yrs – 7% Autonomous- 20%
Understanding of Adult Learning Principles – 20%
Relevant Skills 87% Experience in the specific industry (e.g. retail,
Relationship Building Skills - 53% financial planning etc.) –13%
Communication/Interpersonal Skills – 60% Motivated/Proactive – 13%
Program Design Skills – 47% Creativity – 13%
Facilitation/Presentation Skills – 40% Confidence – 7%
Organisational Skills – 27%
Project Management Skills – 20% Qualifications 60%
Strategic Thinking & Problem Solving – 13% Relevant Degree – 47%
Consulting Skills - 13% Cert IV TAE/TAA – 20%
Familiar with CBT/Training Packages – 13%
Computer Skills – 13%
Research/Analysis Skills 13%
Multitasking – 7%
Administrative Skills – 7%
Current Trends in the Learning and Development Profession
In organisations today, LD advisors are playing an important role. The need for LD advisors is
growing more significant in order to increase employees’ skills (Hulse 2010). “New technology and
the rapid pace at which it develops, is a major factor contributing to the development of the new
economy”(Hulse 2010).The new economy has profoundly affected workers, as jobs can be carried
out more efficiently and cheaply through technology use, rather than human labour.
Telecommunication systems have also been improved by technology. For example, it is now possible
for organisations all over the world to rapidly communicate with one another. It is this quick
communication that enables the international marketplace to exist (Hulse 2010). In order to
maintain a competitive edge in this fluid environment, organisations need LD advisors to create new
ways for employees to develop new skills, as well as providing means of broadening employees’
careers. Also, if organisations want to improve the quality of their products and productivity, “there
are many ways that companies can try to change the way they do business, including redefining
corporate structures and revising policies and procedures“ (Hulse 2010). Furthermore, they can
facilitate the learning of their employees through the concept of LD, administered by LD advisors, to
develop employee understanding and awareness regarding liaising with customers and best business
practice (Hulse 2010). By doing this, organisations are more able to effectively utilise LD advisors,
thus increasing the learning capability of its employees (Hulse 2010).
Emerging Trends in the Learning & Development Profession
The role of a Learning and Development (LD) advisor within an organizing has undergone a large
level of change over the past 10 years. With the growing awareness within management of the need
to better equip their employees with skills, a growing demand for learning advisors has occurred. A
3. major emerging trend within a LD advisor is a change in the primary type of learning being
conducted. Ten years ago, organisations training initiatives were primarily concerned with ‘technical’
types of learning, which would benefit procedural processes. Recently, LD advisors have needed to
concentrate their training towards ‘capability’ like skills such as problem solving or team work (AGL
2012, pers. Comm., 1 May).
A LD advisor is also beginning to have a different goal while conducting their work within the
organisation. Many organisations are valuing their employees higher within the organisation and
understand that through providing career paths and learning opportunities, you can increase not
only an employee’s skill level but also job satisfaction, promoting them to stay longer at the
company. With this in mind, a LD advisor is taking on a more of a strategic role within an
organisation. This involves the long term training of an employee, thus working towards a lower
retention rate and productivity within an organisation. (AGL 2012, pers. Comm., 1 May)
Change Issues
As mentioned in the emerging trends section of this handout, the role of a LD advisor is changing. As
workers are now working in such an unstable and insecure environment organisations are looking,
now more than ever, at ways to lower costs and increase productivity (wjhipwell 2009). Through this
cost cutting, an area that would seemingly be downsized is the learning and development
department as it is not seen as a vital function of an organisation. However, Australian studies have
shown that the LD areas within organisations are increasing in size and spending at a rate of 4.6%
(Interview, cited Mercer consulting 2012 Report). This growth is due to the fact that organisations
are aware of the value and benefit the LD area can have for the organisation. The below table shows
the average number of hours committed to development by organisations from 1998 – 2008. It is
expected to continue to grow.
Hours Dedicated to Research & Development within Organisations between 1998-2008
Year 1998 2000 2002 2004 2006 2008
Human Resources 45502 46287 49612 55204 58905 61310
Devoted to R&D (PYE)
As organisations are looking to become more efficient, a challenge for LD advisors is the possibility
of changes to their job description; for example, it could result in their job expanding into other
roles, such as an instructional designer or a trainer.
A change in what employees are looking for is also occurring; LD advisors now need to be more
analytical than before. They must have the ability to critically analyse an organisation’s needs, and
then tailor and advise which learning strategies are most suitable.
Organisations are also trying to become increasingly innovative, so a LD advisor who can help an
organisation differentiate themselves from competitors will have the upper hand in the hiring
process.
Implications for Individuals Interested in Working as a Learning and
Development Advisor
Qualifications
4. According to SEEK.com (2012), to apply for a position as a LD advisor, the desired candidate must
have qualifications (either a degree or certificate) in not only Human Resources, but additionally a
Certificate IV in Training and Assessment.
Certificate IV in Training and Assessment
This qualification ‘reflects the roles of individuals delivering training and assessment services in the
vocational education and training sector’ (Training.gov.au 2012). There are a variety of opportunities
and ways in which individuals can access and complete this qualification:
OTEN - (distance education) offer an online program through Western Sydney TAFE
SEEK.com - offer an online distance program
TAFE - offers internal full time and part time options
UTS- The University of Technology Sydney offers an intensive course run through ‘Training and
Development Services’ where students completing a degree in Organisational Learning may
apply for RPL for half of the competencies required for this qualification. The complete course
is run intensively over several short blocks of time consisting of 2-4 days (UTS: Training and
Development Services 2012).
Competitive nature of the current job market
“The competitive nature of the current job market means a high number of… graduates and school-
leavers are competing against each other for limited positions” (Graduate Management Association
of Australia n.d.). To become a LD advisor experience is imperative (Smart Manager 2012).
“Participating in either paid or voluntary work experience with a HR team will strengthen a
candidate's CV and give them a better opportunity in the job market” (Personnel Today 2011).
Networking
Widening one’s networks will be increasingly important if individuals wish to thrive within the
Human Resource sector. For LD advisors, networking is essential as it enables them to link up with
the various departments they need to liaise with, whilst increasing market intelligence and sourcing
new strategic alliances. Networking can also be achieved through avenues such as mentoring and
graduate programs (Personnel Today 2010).
Graduate opportunities:
New graduates or those interested in working in LD may progress from a graduate internship or
administrative role to move “from HR administration assistant to HR advisor through ‘on-the-job’
experience” (Personnel Today 2011).
Graduate opportunities and entry-level positions in HR have managed to withstand the “faltering
economic recovery” (Personnel Today, 2011) as a consequence of continuously rapid changes within
the organisational context and the need to pursue employee development.
There are a wide range of opportunities for those interested in pursuing their career to become a LD
advisor that can easily be accessed online such as Allianz Insurance who offer successful graduate
recruits financial support while they are studying towards relevant qualifications (Allianz 2011).
5. Changes to LD and its functions
One of the most influential factors changing current and future employment for LD advisors is
technology. With an increase in technology and a demand for more technologically literate
individuals, it can be said that “technology and technological change will dominate the working
landscape” (Smart Manager 2011). In effect, technological changes will increase the demand for a
highly skilled workforce and add volumes of change in workplaces (Smart Manager 2011).
There will be increase in the need for LD advisors, as there is a shift from training to learning. As a
result, employees will need to be constantly monitoring their own development and will have to
engage in ‘lifelong learning’ in order to stay current within their workplace. “Employers will expect
individuals to invest in their own training in new technology as it hits the market and seeps into work
processes” (Smart Manager 2011).
For employers, the processes they use to employ and retain staff will become more selective and
complex, as employers will stress the need for the best and will be extremely selective in their
choice of employees, especially within these difficult economic times. An implication of this trend for
LD advisors is that it may require those in the position to focus more on re-development and
retention of staff during times of upcoming organisational change, due to the continuous changes in
the workplace (Smart Manager 2011).
In addition, there has been a shift from training purely for technical skills, towards training in soft
skills, as a result of employment shortages and the growing desires of organisations to keep their
employees engaged and to differentiate themselves from their competitors (AGL 2012, pers. comm.,
1 May).
References
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8. Appendix
Interview conducted by Thomas Ziegler on Tuesday, 1st of May 2012
AGL Training Advisor Interview
Remunerations officer
How has the industry of a LD advisor changed whilst you have been in the industry?
Originally training was purely focused on technical training, so how you do things, and now they still
do that but there is more training in the area of capabilities like skills (problem solving, teamwork,
public speaking). This has occurred due to employment shortages and companies wanting to keep
their employees engaged, due to the fact that they are looking at ways to differentiate themselves
from other companies.
Companies don’t want to keep throwing money at people, they would rather help people develop
their career to promote people to stay at their company,
Studies show that people leave organisations primarily because they don’t like their boss or for
career opportunities elsewhere.
The LD advisor role has evolved into a more strategic focus on the organisation with an emphasis on
competency based training rather than technical training.
Their job is to analyse the needs of the company and then design and deliver a suitable program
based on their analysis – in the past, this did not occur.
What particular traits are you looking for when hiring a LD advisor?
Different companies look for different traits, some of these include:
People who have analytical skills and training skills
Experience within the field of work, usually approximately 5 years
Someone who has great interpersonal communication skills