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L & OD as a function of transformation in engg industry
- 1. Learning & Development 16 Nov 2015 Srinivas Remella srinivasremella.com@rsrinivas34
- 2. 2
- 3. f(Learning & Development) = Transformation f(Learning & Development) = Transformation
- 4. Presentation Flow 5 Context As Is Status Opportunities Gaps – Actual vs. Desired Proposal & Outcome
- 5. Context 6 • An act of acquiring new, or modifying and reinforcing, existing knowledge, behaviors, skills, values, or preferences.
- 6. Context • to change in form, appearance or structure • to change in condition, nature / character • to change into another substance 7
- 7. Desire & Expectations 8 Transformation must create impactful learning culture
- 8. Impactful Learning Culture • Is an organization wide belief that the organization’s strategy, mission and operations can continuously be improved through an ongoing process of individual and organizational learning. Includes • Investments in studying areas of weakness • Exploiting opportunities to improve, learn at all times & at all levels 9 Impactful Learning Culture Learning Agility Workforce Expertise Innovation Cost BenefitProductivity Customer Delight Market Share
- 9. Skill Development matrix 10 Professional Management Executive Leadership Skills Managerial Skills Technical Skills Importance S & E, Tier 1 Tier 2 Tier 3
- 10. Experts Say … • Futuristic organizations encourage employees to develop new skills and mind-sets for leading at the next level • The focus of Organizations on developing existing employees raises internal morale • When employees see opportunities to advance, – staff turnover goes down – Productivity and engagement go up – the investment in development pays off, because trained professionals stay with the organization longer 11
- 11. Presentation Flow 12 Context As Is Status Opportunities Gaps – Actual vs. Desired Proposal & Outcome
- 12. Today’s Challenges faced by L&D Professionals 14 Dealing with Change Developing Leaders Partnering with Leadership Enable Conflict Management Facilitating Continuous Learning Quantify Application of Skills Engaging Learners Quantifying & Improving Learning Effectiveness Develop New Generation through Training
- 13. Presentation Flow 15 Context As Is Status Opportunities Gaps – Actual vs. Desired Proposal & Outcome
- 14. Opportunities PwC forecasts boost for India’s construction sector in 2015 … opportunity for all sectors – directly & indirectly! 16 Growth India’s construction sector 7 – 8 % each year over the next decade Market In India (2014) US$ 157 billion Infrastructure 49% Housing & Real Estate 42% Industrial Projects 9% Construction Market Share - India
- 15. Presentation Flow 17 Context As Is Status Opportunities Gaps – Actual vs. Desired Proposal & Outcome
- 16. Transformation Maturity Model 18 Transparent Talent Mobility Dynamic processes, Highly Transparent, Talent Movement, Professional & Management Roles Level 4 Integrated Succession Management Business Strategy Alignment, Talent Management Integration, Enterprise Perspective, Owned by CEO Level 3 Traditional Succession Planning Development Plans, Talent Reviews, Business-Unit Focus, Targets key positions, HR-Driven Level 2 Replacement Planning List of Sr. level Positions, List of High Potentials, No Development Level 1 No Succession Process May include identification of Successors of Executive-Level Positions Level 0 Source: Bersin by Deloitte Consulting
- 17. Presentation Flow 19 Context As Is Status Opportunities Global Models Gaps – Actual vs. Desired Proposal & Outcome
- 18. Foundation - L&D Competencies 20 • Strengthen the core competencies of L&D team • Align the L&D team with the Business Objectives • Enable L&D partner in Business & play the role of L&D Business Professional Put on your own mask first before helping those around you
- 19. Application • Facilitate the employees to unlearn the wrong practices – Technical, Behavioural & Leadership skills. It is important to be aware of strengths, committed mistakes & vulnerabilities. • Under a very short turnaround time, adopt the best practices in required skills and map it to the business objectives • Leading by example, one & all (top-down approach) to implement the learnings and march- past the management objectives with lot of ado. 21
- 20. Proposal - Target 22 Global & Impactful Presence2020 • Visible in global research firms Set benchmarks for the industry2017 • Best Employee Development practices Preferred Employer2016 • Within respective Industry, Domestic
- 22. Proposed Framework for engineering industry 24Construction, Mining, Metal, Energy, Irrigation, Power, Oil & Gas Executives Managers Leaders Processes Execution Practices Planning & Scheduling Company overview Basics of Finance Safety Behaviour Skills Core Specialization Communities of Practice Systems Operations Values & Culture Managerial Skills Leadership Skills Business Acumen Application of Finance Strategy & Governance Manage Finance Organizational Leadership External faculty / Internal SMEs External faculty / Internal SMEs CEO / External faculty Specialization eLearning Online Simulations Best Practices e.g., Lean construction Managerial Excellence in Project Management Conferences, Seminars & Workshops Project Direction Productivity Improvements Productivity Applications
- 23. Outcome • to change in mind form, appearance or structure • to change in condition, nature / character • to change into another substance original human being 25
- 24. 26
- 25. 27 Thank you … For your attention!