An advisory board for GE's training department would allow senior leadership to provide input on training priorities and investments. The board would help ensure training aligns with GE's strategic goals and addresses the needs of employees and the business. Board members would review programs, provide guidance to the learning leader, and act as advisors and conduits between the field and training department. The board would not set policy but rather advise on how to improve skills development offerings.

1. Michael Woodard
Global Learning Leader
GE Distributed Power
Phone: 678-232-3084
E-Mail: michael.woodard@ge.com
Training Advisory Board
What Is An Advisory Board?
It is the voice of senior leadership in what we focus our training investment toward.
Why Form an Advisory Board?
• Allows the learning function to better address the needs of our people and our business.
• Allows input from the field to deliver “street worthy” skill development and services.
• Builds alliances within the strategic business units.
• Educates leadership on the training & development processes.
• Demonstrate a willingness to listen on the part of learning to get input.
The Role of The Board?
Role of Board Members:
A board member’s role will be to work with the learning leader to accomplish our mission.
 Actively participate in all board related activities & discussions.
 Review on-going research and ideas related to training and development brought in by the
learning leader.
 Review and evaluate customer feedback on learning programs.
 Serve as a resource in implementation of learning programs.
 Act as a conduit for bringing issues, concerns and opportunities
to the learning leader from the field.
Role & Responsibilities of Board Members:
• Provide council and guidance in the development and implementation of our processes,
curriculum, and implementation of a learning system.
• Ensure we align training priorities with the strategic direction we want to create, maintain and
build upon.
• How we sell
• How we service
• How we want to implement and execute in the marketplace
• Advise and counsel the learning leader.
• Provide insight on future considerations for program enhancements and opportunities.
• Counsel the learning leader on priorities and functional imperatives that may affect operational
components (i.e. convenient training times, peak periods, organizational conflicts, etc.)
• Identify subject matter experts to support instructional design and possibly co-facilitation of
workshops.
• Guide and review development and implementation of initiatives pertaining to their respective
functional areas.
• Solicit participation in a possible “Adjunct Professorship” program from respective functional
areas. (Leaders as Teachers/Facilitators)
It’s important to note that this is an “Advisory Board” not a governing board. The board will not
set policy or directly determine how the learning organization & team will operate, but rather
advise and counsel on what and how the skill development products and services can better fit the
needs of the organization.