The document discusses making learning a strategic leadership decision. It describes a presentation about linking learning to organizational strategy based on a book by Ajay M. Pangarkar and Teresa Kirkwood. The presentation covers expectations leaders have of training, how they view investments, challenges with evaluating training ROI, and strategies for building acceptance of e-learning.
How “associate-first” learning drives more sales and satisfactionAxonify
This document discusses how an "associate-first" learning approach that prioritizes training store associates can drive increased sales and customer satisfaction. It notes that shoppers rank store associate knowledge as the most important factor for a positive shopping experience. However, many retailers are not effectively training associates. At Home, a home decor retailer, shifted to focus more on associate learning and saw associates' knowledge increase by 14% on average. They also saw improvements in other key metrics like reducing turnover. The document advocates for a learning model that provides associates training at the point of need on mobile devices. This approach can help retailers better execute their strategies and ensure associates have the right knowledge to boost the bottom line.
Measuring Impact - Tying Learning to Strategic Business OutcomesAxonify
This webinar was recorded on Mar 9th, 2016. To get the full recording please visit: http://know.axonify.com/webinar-measuring-impact
59% of organizations we recently surveyed say that they have difficulty connecting learning to business outcomes1. This is a major problem given that many L&D leaders are facing pressures to not only provide other functions with accurate, actionable data, but also to utilize data for decision-making in their own organizations.
This webinar on Enterprise Gamification Data was presented by Karl Kapp and Axonify on June 21, 2016. To view the recording visit: http://know.axonify.com/enterprise-gamification-webinar
Driving Sales Effectiveness Through Sustainable LearningAxonify
In this webinar, we are joined by John Knoble, Director of Sales Learning at Ethicon (A Johnson & Johnson Company).
John discusses how a traditional approach to learning was no longer enough for his organization and how his ecosystem has evolved to become more sustainable. He discusses the challenges he faced, the changes he made and the results he has seen.
Have a read through the webinar summary and watch the recording here: http://www.axonify.com/2014/08/webinar-summary-driving-sales-effectiveness-through-sustainable-learning/
Webinar Slides: 5 Reasons to Rethink the LMSAxonify
There’s no question that the LMS has become synonymous with corporate learning across small and large companies alike, and organizations are entrenched in it. But the reality is that many corporate learning management systems remain slow, hard to use, and fall short when it comes to improving employee capability and on-the-job behaviors that impact business objectives. There’s a lot of “wasted learning” taking place and it’s costing organizations millions of dollars every year.
Join David Wentworth, Principal Analyst with the Brandon Hall Group, and JD Dillon, Principal Learning Strategist at Axonify, as they explore some of the ways in which the traditional LMS falls short and new ways organizations should be thinking about learning and learning technology.
According to Bersin by Deloitte, more than 95%* of CLOs feel it is critical to demonstrate the impact and value of training; however, less than 5% are confident in their ability to do so.
Are you able to easily connect learning to business results in your organization? For many L&D leaders this is a major problem, which stems from an outdated method of measurement, as well as inadequate measurement tools.
In this session, you will learn:
How to flip the traditional measurement model on its head and see it through a different lens.
Methods for measuring the impact on your business, whether it’s revenue, safety incidents, shrink or customer satisfaction.
Case studies of organizations that have demonstrated a bottom-line impact to their business and how they went about measuring it.
*Source: The State of Learning Measurement, Bersin by Deloitte/ Todd Tauber and Wendy Wang, 2015
Grabbing the attention of time starved LearnersLaura Overton
44% of L&D professionals say their staff are reluctant to engage with online learning but Towards Maturity’s direct research with learners shows that perhaps they are not as reluctant as we think! This interactive session, first presented at the Learning Technology Summer Forum 17th June 2014, takes a fresh look at how L&D professionals can think about not only grabbing learner’s attention but turn that attention into action. Here we show how to apply killer tips from the world of marketing to today’s L&D challenges.
The presentation also introduces the Towards Maturity Engagement Index to help L&D organisations identify how their engagement strategies compare with others. Readers can identify their Engagement Index, and 21 other effective practice indices by participating in the Towards Maturity Benchmark Study at www.towardsmaturity.org/benchmarktoday.
How “associate-first” learning drives more sales and satisfactionAxonify
This document discusses how an "associate-first" learning approach that prioritizes training store associates can drive increased sales and customer satisfaction. It notes that shoppers rank store associate knowledge as the most important factor for a positive shopping experience. However, many retailers are not effectively training associates. At Home, a home decor retailer, shifted to focus more on associate learning and saw associates' knowledge increase by 14% on average. They also saw improvements in other key metrics like reducing turnover. The document advocates for a learning model that provides associates training at the point of need on mobile devices. This approach can help retailers better execute their strategies and ensure associates have the right knowledge to boost the bottom line.
Measuring Impact - Tying Learning to Strategic Business OutcomesAxonify
This webinar was recorded on Mar 9th, 2016. To get the full recording please visit: http://know.axonify.com/webinar-measuring-impact
59% of organizations we recently surveyed say that they have difficulty connecting learning to business outcomes1. This is a major problem given that many L&D leaders are facing pressures to not only provide other functions with accurate, actionable data, but also to utilize data for decision-making in their own organizations.
This webinar on Enterprise Gamification Data was presented by Karl Kapp and Axonify on June 21, 2016. To view the recording visit: http://know.axonify.com/enterprise-gamification-webinar
Driving Sales Effectiveness Through Sustainable LearningAxonify
In this webinar, we are joined by John Knoble, Director of Sales Learning at Ethicon (A Johnson & Johnson Company).
John discusses how a traditional approach to learning was no longer enough for his organization and how his ecosystem has evolved to become more sustainable. He discusses the challenges he faced, the changes he made and the results he has seen.
Have a read through the webinar summary and watch the recording here: http://www.axonify.com/2014/08/webinar-summary-driving-sales-effectiveness-through-sustainable-learning/
Webinar Slides: 5 Reasons to Rethink the LMSAxonify
There’s no question that the LMS has become synonymous with corporate learning across small and large companies alike, and organizations are entrenched in it. But the reality is that many corporate learning management systems remain slow, hard to use, and fall short when it comes to improving employee capability and on-the-job behaviors that impact business objectives. There’s a lot of “wasted learning” taking place and it’s costing organizations millions of dollars every year.
Join David Wentworth, Principal Analyst with the Brandon Hall Group, and JD Dillon, Principal Learning Strategist at Axonify, as they explore some of the ways in which the traditional LMS falls short and new ways organizations should be thinking about learning and learning technology.
According to Bersin by Deloitte, more than 95%* of CLOs feel it is critical to demonstrate the impact and value of training; however, less than 5% are confident in their ability to do so.
Are you able to easily connect learning to business results in your organization? For many L&D leaders this is a major problem, which stems from an outdated method of measurement, as well as inadequate measurement tools.
In this session, you will learn:
How to flip the traditional measurement model on its head and see it through a different lens.
Methods for measuring the impact on your business, whether it’s revenue, safety incidents, shrink or customer satisfaction.
Case studies of organizations that have demonstrated a bottom-line impact to their business and how they went about measuring it.
*Source: The State of Learning Measurement, Bersin by Deloitte/ Todd Tauber and Wendy Wang, 2015
Grabbing the attention of time starved LearnersLaura Overton
44% of L&D professionals say their staff are reluctant to engage with online learning but Towards Maturity’s direct research with learners shows that perhaps they are not as reluctant as we think! This interactive session, first presented at the Learning Technology Summer Forum 17th June 2014, takes a fresh look at how L&D professionals can think about not only grabbing learner’s attention but turn that attention into action. Here we show how to apply killer tips from the world of marketing to today’s L&D challenges.
The presentation also introduces the Towards Maturity Engagement Index to help L&D organisations identify how their engagement strategies compare with others. Readers can identify their Engagement Index, and 21 other effective practice indices by participating in the Towards Maturity Benchmark Study at www.towardsmaturity.org/benchmarktoday.
Laura Overton chaired an interactive session with over 50 L&D leaders at Learning Technologies 2015 (#LT15uk) alongside a panel consisting:
Garry Hearn
Programme Manager Training Business Change
Ministry of Defence (DCTT)
Velda Barnes
Head of Learning and Development
Addaction
Jane Daly
Global Head of Learning & Development
M&S Offices
Laura Overton
Managing Director
Towards Maturity
Laura Pettit
Academy Lead, Leadership and Talent
Bupa Global Market Unit
The group drew on data from the Towards Maturity 2015 Towards maturity benchmark (http://towardsmaturity.org/2014benchmark) and discussed practical ideas around how to deliver learning excellence and the characteristics of learning leaders. This resource summarises the collective thinking of the room, providing insight and inspiration for those not able to join.
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
World of Learning 2014 Closing Keynote: Linking Learning to BusinessLaura Overton
Laura Overton provided the closing keynote at World of Learning 2014 (Birmingham, UK), sharing why it's important to prioritise the alignment of learning to business needs instead of focusing on the latest fads and technologies.
Towards Maturity’s 7 secrets of top performing L&D teamsLaura Overton
This document outlines 7 secrets of success for top learning companies based on a benchmark study of 2900 organizations and 4,500 learners. The 7 secrets are: 1) Align learning to business priorities, 2) Consider the context of busy staff, 3) Build confident and capable L&D teams, 4) Think differently about formal learning and performance support, 5) Don't take change for granted and involve all stakeholders, 6) Demonstrate the value of learning, and 7) Communicate constantly with stakeholders. Following these secrets can help learning departments be more successful, productive, agile and improve performance.
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
10 Tips on New Hire Orientation & OnboardingEduson.tv
- 69% of employees choose to stay in the company as a result of onboarding program.
- It takes 1 year for an average new employee to become fully productive.
- 49% of millennials claim they need a better onboarding process.
In this white paper you’ll get:
- 10 tips on better onboarding with infographics.
- Best practices from global brands (IBM, Toyota, Master Card, etc.).
- 2 big onboarding mistakes you are likely to make.
Employees and managers have spoken. It’s time to reinvent the “annual” performance review.
The conversation around the dysfunction of the performance appraisal has reached the tipping point. The truth is that the traditional process could actually be affecting employee engagement and productivity.
As an HR professional, you know the importance of eliminating unpopular and unproductive activities. But the performance review is still intended to serve a valuable purpose in the organization, which is why simply “making it go away” isn’t a real option. So what can take its place?
We’ll review alternatives to the concept of the “annual performance appraisal process” that still allow it to maintain its purpose as a feedback channel.
In this webinar, you’ll learn:
A deeper understanding of the current problems with a traditional performance appraisal process.
Five alternatives and different ways to think about performance management as an ongoing — not annual — activity.
Ideas on how to implement these alternatives in your organization using talent management technology and best practices.
Employee Engagement - as presented by Thom Wyatt, strategy director Siegel+GaleJenna Green
The document discusses employee engagement and how harnessing a company's brand can help engage employees. It provides examples of companies that lead with purpose like Whole Foods and Southwest Airlines that have strong employer branding. Data shows that only 13% of global employees are engaged and engaged companies grow profits 3x faster. The document suggests diagnosing how a company's brand can enhance engagement using segmentation to understand employee mindsets. It provides best practices like CEO engagement, collaboration between departments, prioritizing initiatives, and measuring results.
Kate Hastings, Global Director, Insights, LinkedIn
Rajeev Mendiratta, VP, Head Workforce Management and Oversees Operations, Wipro
Melissa Thompson, Executive Director, Citrix
Hannah West, Global Resourcing and Employer Brand Manager, AXA
Stephanie Bevegni, Content Marketing Manager, Talent Solutions, Linkedin
To truly influence business decisions, you need to know what’s top of mind among your peers. In this session, LinkedIn researchers reveal emerging recruiting trends, upcoming challenges and opportunities ahead worldwide. You'll also hear from talent acquisition leaders about these trends, and how they are using this data to become a true business partner in 2016 and beyond.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand through channels like social media and online professional networks. Overall, the report finds that relationships are becoming a more critical factor in talent acquisition.
Watch this course for a deep dive on building strategic L&D: https://www.linkedin.com/learning/organizational-learning-and-development
Workplace learning is evolving, and modern learning pros are facing new learning trends, challenges, and solutions. Join the LinkedIn Learning team and Britt Andreatta for a live overview of our new research from the 2017 Workplace Learning Report.
Together, we'll explore:
- Top learning trends and challenges uncovered
- Strategies for transitioning from a "service provider" to strategic business partner
- Tips for proving the value of learning to leaders and learners
- Insights to help inform your talent development strategies in 2017 and beyond
L&D leaders from Crowe LLP – a public accounting, consulting, and technology firm – will share best practices on how they’re moving away from smile sheets and completion metrics to tracking behavior change and performance on the job.
View the presentation to learn:
- Case example by Crowe LLP on how they’re piloting innovative ways to track employee behavior change and performance post-learning
- New Udemy for Business data insights on how learning impacts key business outcomes like employee engagement, productivity, growth, and retention
- How to win over key stakeholders when rolling out a new learning metrics approach
- Tips and advice on how to get started with measuring the ROI of learning
This guide describes four steps any company can take to get the most from an elearning investment.
Business leaders increasingly recognize that providing employee training is critical to success. Companies worldwide use instructional content available on demand to build elearning programs that drive positive outcomes.
More than 40 percent of global Fortune 500 companies had embraced elearning strategies in 2013 (Ibis Capital). That same year, elearning was a $56.2 billion industry. This was expected to more than double by the end of 2015 (Global Industry Analysts).
Tremendous benefits result from elearning—chief among them improving employee performance and productivity, aligning expertise with business objectives, and providing consistent and scalable training to a dispersed workforce.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
An Insider's Look at Udemy for Business Product WebinarUdemy for Business
60% of employees think their companies don’t offer adequate opportunities for them to develop professionally.
See first-hand how Udemy for Business partners with high-performing companies like PayPal, Lyft, Booking.com, Adidas, and Pinterest to fuel a culture of learning and elevate the perception of L&D.
- 2,500+ of the top rated, freshest courses for professional development
- Social learning tools that extend the role and impact of L&D
- Reporting that delivers actionable insights for effective learning
- Mobile technology to learn on the go
- 24/7 customer success dedicated to supporting your company every step of the way
This document discusses how to future proof an organization's learning and development strategy. It highlights key drivers of change for L&D, including new regulations, business needs, workforce development, and changing business conditions. Data shows that L&D professionals want to better support business goals like productivity, customer satisfaction, and staff retention. The document advocates adopting new approaches like mobile learning, social learning, and aligning L&D more closely with business priorities to prepare for an uncertain future. It provides examples of how leading organizations are innovating their L&D strategies to respond faster to change and better support organizational talent needs.
Discover what business metrics matter for learning professionals and which ones don't impact the bottom line.
Learn more about PNL, Business Metrics for Learning Professionals and other topics: http://www.lynda.com/Business-training-tutorials/29-0.html
In this webinar, Cushing Anderson, IDC’s IT Education and Certification Research Program Vice President, and the author of our recent report, will help organizations understand how to strategically align learning programs with organizational goals to impact the business. Cushing will walk attendees through the metrics that learning can impact, the levers to maximize impact, and the outcome of a successful framework. Alongside our President of Udemy for Business Darren Shimkus, Cushing will dive into:
- How to link learning initiatives to strategic issues
- How to create a framework that maximizes the impact of learning, through intention, relevance, - consumption and reinforcement
- The types of value that can be witnessed through learning, including time savings, increased productivity, and faster onboarding
- How the L&D team at Udemy for Business maximizes learning impact across the organization
Publicis Sapient, a business and engineering consulting firm, upskilled their workforce in the latest Artificial Intelligence (AI) and data science skills to help redefine their business and capture revenue growth.
In this webinar, Ian Stevens, North America Learning and Development Lead at Publicis Sapient, shares how his L&D team created learning programs at the speed of business to upskill their consultants to become digital transformation leaders.
You’ll walk away with:
- A proven push-pull blended learning program that quickly upskilled employees
- How to tie learning with hiring & staffing priorities to motivate learners
- Ways to build shared accountability with both employees and leaders
- Tips to align learning with performance and revenue
- Lessons learned on how L&D can play a pivotal role in driving revenue and transforming your business
Big data is not only transforming the way we make decisions, but also the way that organizations recruit, manage and develop their people, driving engagement, innovation and productivity to new peaks.
Explore the future of cloud-based human capital management, and demonstrate how what you do today will influence and energize your company for decades to come.
The document outlines a presentation on developing and implementing organizational strategy. It discusses defining an organization's mission, identifying strategic expectations through analyzing the competitive environment and a company's internal strengths and weaknesses, evaluating strategic options, selecting the best strategic fit, and aligning operations to execute the strategy. The presentation uses an example case of an airline called Sky Air that is shifting its strategy from growth to profitability to illustrate these concepts. Attendees are engaged to discuss and apply the strategic planning framework to Sky Air's situation.
The document outlines a presentation on developing and implementing organizational strategy. It discusses defining an organization's mission, identifying strategic expectations through analyzing the external environment and internal strengths and weaknesses, evaluating strategic options, selecting the best strategic fit, and aligning operations to execute the strategy. An example of developing strategy for an airline called Sky Air is used to illustrate these concepts. Attendees are engaged to discuss strategy concepts and apply the strategic planning process to Sky Air's case.
Laura Overton chaired an interactive session with over 50 L&D leaders at Learning Technologies 2015 (#LT15uk) alongside a panel consisting:
Garry Hearn
Programme Manager Training Business Change
Ministry of Defence (DCTT)
Velda Barnes
Head of Learning and Development
Addaction
Jane Daly
Global Head of Learning & Development
M&S Offices
Laura Overton
Managing Director
Towards Maturity
Laura Pettit
Academy Lead, Leadership and Talent
Bupa Global Market Unit
The group drew on data from the Towards Maturity 2015 Towards maturity benchmark (http://towardsmaturity.org/2014benchmark) and discussed practical ideas around how to deliver learning excellence and the characteristics of learning leaders. This resource summarises the collective thinking of the room, providing insight and inspiration for those not able to join.
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
World of Learning 2014 Closing Keynote: Linking Learning to BusinessLaura Overton
Laura Overton provided the closing keynote at World of Learning 2014 (Birmingham, UK), sharing why it's important to prioritise the alignment of learning to business needs instead of focusing on the latest fads and technologies.
Towards Maturity’s 7 secrets of top performing L&D teamsLaura Overton
This document outlines 7 secrets of success for top learning companies based on a benchmark study of 2900 organizations and 4,500 learners. The 7 secrets are: 1) Align learning to business priorities, 2) Consider the context of busy staff, 3) Build confident and capable L&D teams, 4) Think differently about formal learning and performance support, 5) Don't take change for granted and involve all stakeholders, 6) Demonstrate the value of learning, and 7) Communicate constantly with stakeholders. Following these secrets can help learning departments be more successful, productive, agile and improve performance.
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
10 Tips on New Hire Orientation & OnboardingEduson.tv
- 69% of employees choose to stay in the company as a result of onboarding program.
- It takes 1 year for an average new employee to become fully productive.
- 49% of millennials claim they need a better onboarding process.
In this white paper you’ll get:
- 10 tips on better onboarding with infographics.
- Best practices from global brands (IBM, Toyota, Master Card, etc.).
- 2 big onboarding mistakes you are likely to make.
Employees and managers have spoken. It’s time to reinvent the “annual” performance review.
The conversation around the dysfunction of the performance appraisal has reached the tipping point. The truth is that the traditional process could actually be affecting employee engagement and productivity.
As an HR professional, you know the importance of eliminating unpopular and unproductive activities. But the performance review is still intended to serve a valuable purpose in the organization, which is why simply “making it go away” isn’t a real option. So what can take its place?
We’ll review alternatives to the concept of the “annual performance appraisal process” that still allow it to maintain its purpose as a feedback channel.
In this webinar, you’ll learn:
A deeper understanding of the current problems with a traditional performance appraisal process.
Five alternatives and different ways to think about performance management as an ongoing — not annual — activity.
Ideas on how to implement these alternatives in your organization using talent management technology and best practices.
Employee Engagement - as presented by Thom Wyatt, strategy director Siegel+GaleJenna Green
The document discusses employee engagement and how harnessing a company's brand can help engage employees. It provides examples of companies that lead with purpose like Whole Foods and Southwest Airlines that have strong employer branding. Data shows that only 13% of global employees are engaged and engaged companies grow profits 3x faster. The document suggests diagnosing how a company's brand can enhance engagement using segmentation to understand employee mindsets. It provides best practices like CEO engagement, collaboration between departments, prioritizing initiatives, and measuring results.
Kate Hastings, Global Director, Insights, LinkedIn
Rajeev Mendiratta, VP, Head Workforce Management and Oversees Operations, Wipro
Melissa Thompson, Executive Director, Citrix
Hannah West, Global Resourcing and Employer Brand Manager, AXA
Stephanie Bevegni, Content Marketing Manager, Talent Solutions, Linkedin
To truly influence business decisions, you need to know what’s top of mind among your peers. In this session, LinkedIn researchers reveal emerging recruiting trends, upcoming challenges and opportunities ahead worldwide. You'll also hear from talent acquisition leaders about these trends, and how they are using this data to become a true business partner in 2016 and beyond.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand through channels like social media and online professional networks. Overall, the report finds that relationships are becoming a more critical factor in talent acquisition.
Watch this course for a deep dive on building strategic L&D: https://www.linkedin.com/learning/organizational-learning-and-development
Workplace learning is evolving, and modern learning pros are facing new learning trends, challenges, and solutions. Join the LinkedIn Learning team and Britt Andreatta for a live overview of our new research from the 2017 Workplace Learning Report.
Together, we'll explore:
- Top learning trends and challenges uncovered
- Strategies for transitioning from a "service provider" to strategic business partner
- Tips for proving the value of learning to leaders and learners
- Insights to help inform your talent development strategies in 2017 and beyond
L&D leaders from Crowe LLP – a public accounting, consulting, and technology firm – will share best practices on how they’re moving away from smile sheets and completion metrics to tracking behavior change and performance on the job.
View the presentation to learn:
- Case example by Crowe LLP on how they’re piloting innovative ways to track employee behavior change and performance post-learning
- New Udemy for Business data insights on how learning impacts key business outcomes like employee engagement, productivity, growth, and retention
- How to win over key stakeholders when rolling out a new learning metrics approach
- Tips and advice on how to get started with measuring the ROI of learning
This guide describes four steps any company can take to get the most from an elearning investment.
Business leaders increasingly recognize that providing employee training is critical to success. Companies worldwide use instructional content available on demand to build elearning programs that drive positive outcomes.
More than 40 percent of global Fortune 500 companies had embraced elearning strategies in 2013 (Ibis Capital). That same year, elearning was a $56.2 billion industry. This was expected to more than double by the end of 2015 (Global Industry Analysts).
Tremendous benefits result from elearning—chief among them improving employee performance and productivity, aligning expertise with business objectives, and providing consistent and scalable training to a dispersed workforce.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
An Insider's Look at Udemy for Business Product WebinarUdemy for Business
60% of employees think their companies don’t offer adequate opportunities for them to develop professionally.
See first-hand how Udemy for Business partners with high-performing companies like PayPal, Lyft, Booking.com, Adidas, and Pinterest to fuel a culture of learning and elevate the perception of L&D.
- 2,500+ of the top rated, freshest courses for professional development
- Social learning tools that extend the role and impact of L&D
- Reporting that delivers actionable insights for effective learning
- Mobile technology to learn on the go
- 24/7 customer success dedicated to supporting your company every step of the way
This document discusses how to future proof an organization's learning and development strategy. It highlights key drivers of change for L&D, including new regulations, business needs, workforce development, and changing business conditions. Data shows that L&D professionals want to better support business goals like productivity, customer satisfaction, and staff retention. The document advocates adopting new approaches like mobile learning, social learning, and aligning L&D more closely with business priorities to prepare for an uncertain future. It provides examples of how leading organizations are innovating their L&D strategies to respond faster to change and better support organizational talent needs.
Discover what business metrics matter for learning professionals and which ones don't impact the bottom line.
Learn more about PNL, Business Metrics for Learning Professionals and other topics: http://www.lynda.com/Business-training-tutorials/29-0.html
In this webinar, Cushing Anderson, IDC’s IT Education and Certification Research Program Vice President, and the author of our recent report, will help organizations understand how to strategically align learning programs with organizational goals to impact the business. Cushing will walk attendees through the metrics that learning can impact, the levers to maximize impact, and the outcome of a successful framework. Alongside our President of Udemy for Business Darren Shimkus, Cushing will dive into:
- How to link learning initiatives to strategic issues
- How to create a framework that maximizes the impact of learning, through intention, relevance, - consumption and reinforcement
- The types of value that can be witnessed through learning, including time savings, increased productivity, and faster onboarding
- How the L&D team at Udemy for Business maximizes learning impact across the organization
Publicis Sapient, a business and engineering consulting firm, upskilled their workforce in the latest Artificial Intelligence (AI) and data science skills to help redefine their business and capture revenue growth.
In this webinar, Ian Stevens, North America Learning and Development Lead at Publicis Sapient, shares how his L&D team created learning programs at the speed of business to upskill their consultants to become digital transformation leaders.
You’ll walk away with:
- A proven push-pull blended learning program that quickly upskilled employees
- How to tie learning with hiring & staffing priorities to motivate learners
- Ways to build shared accountability with both employees and leaders
- Tips to align learning with performance and revenue
- Lessons learned on how L&D can play a pivotal role in driving revenue and transforming your business
Big data is not only transforming the way we make decisions, but also the way that organizations recruit, manage and develop their people, driving engagement, innovation and productivity to new peaks.
Explore the future of cloud-based human capital management, and demonstrate how what you do today will influence and energize your company for decades to come.
The document outlines a presentation on developing and implementing organizational strategy. It discusses defining an organization's mission, identifying strategic expectations through analyzing the competitive environment and a company's internal strengths and weaknesses, evaluating strategic options, selecting the best strategic fit, and aligning operations to execute the strategy. The presentation uses an example case of an airline called Sky Air that is shifting its strategy from growth to profitability to illustrate these concepts. Attendees are engaged to discuss and apply the strategic planning framework to Sky Air's situation.
The document outlines a presentation on developing and implementing organizational strategy. It discusses defining an organization's mission, identifying strategic expectations through analyzing the external environment and internal strengths and weaknesses, evaluating strategic options, selecting the best strategic fit, and aligning operations to execute the strategy. An example of developing strategy for an airline called Sky Air is used to illustrate these concepts. Attendees are engaged to discuss strategy concepts and apply the strategic planning process to Sky Air's case.
This document outlines a presentation on gaining leadership buy-in for e-learning and mobile learning programs. It discusses how business leaders view and evaluate training initiatives, and emphasizes communicating expected business results in terms leaders understand, such as financial and operational impacts. Tools like cost-volume-profit analysis are presented to build the business case for e-learning investments by demonstrating how they can increase revenues and reduce costs. The goal is to get learning initiatives onto leaders' radars by addressing their concerns about costs, benefits, disruptions, applications, and results of proposed programs.
This document summarizes a presentation on gaining leadership buy-in for e-learning and m-learning initiatives. The presentation provides a 5-step RADAR process to address business leaders' concerns and effectively present learning solutions to minimize resistance. It also reviews tools like cost-volume-profit analysis that can be used to build a financial case for e-learning investments by demonstrating how learning initiatives impact key metrics like sales, costs, and profits. The goal is to position learning as a strategic investment that delivers tangible business results and benefits that address the specific expectations and priorities of senior leaders.
The document discusses strategies for improving employee retention at car dealerships. It emphasizes the importance of establishing a strong employment value proposition through robust recruitment, onboarding, training, compensation, and performance management processes. Developing a sustainable retention cycle incorporating these elements can help minimize employee turnover, which is costly and can negatively impact customer satisfaction. Specific best practices include showcasing opportunities for career growth, carefully selecting candidates based on cultural fit, implementing mentoring programs, and leveraging technology like applicant tracking software.
Business leaders consider learning and development (L&D), e-learning, m-learning, and LMS initiatives as investments because they call for tangible financial requirements, including technology and supporting infrastructure. Trying to convince them to support your programs based only on qualitative factors or applying an unrecognizable L&D investment evaluation tool is not enough. Proper business and financial justification is required. In this session, you will learn how to build a comprehensive financial evaluation to support any type of e-learning or m-learning related initiative. You will see how relevant ROI tools, such as cost-volume-profit, breakeven, and net-present-value, can be used to evaluate a learning technology investment and differentiate between long-term L&D investments and training expense. Ensure leaders' buy-in by addressing their financial concerns, and show qualitative results by presenting a complete business case.
Business leaders consider learning and development (L&D), e-learning, m-learning, and LMS initiatives as investments because they call for tangible financial requirements, including technology and supporting infrastructure. Trying to convince them to support your programs based only on qualitative factors or applying an unrecognizable L&D investment evaluation tool is not enough. Proper business and financial justification is required. In this session, you will learn how to build a comprehensive financial evaluation to support any type of e-learning or m-learning related initiative. You will see how relevant ROI tools, such as cost-volume-profit, breakeven, and net-present-value, can be used to evaluate a learning technology investment and differentiate between long-term L&D investments and training expense. Ensure leaders' buy-in by addressing their financial concerns, and show qualitative results by presenting a complete business case.
The document provides information from a presentation on resources for entrepreneurs, including free mentoring from SCORE to help with business plans, marketing, financing, and operations. It discusses the lean startup approach versus a traditional business plan and provides various online courses and tools to help entrepreneurs validate business ideas and build startups. Links are included to resources on business planning, marketing, financing, common mistakes, and recommended books.
Mentoring, Coaching & New Hire Onboarding Software [www.nxtspark.com]Soumen Chatterjee
SaaS-based software for Mentoring, Coaching & New Hire Onboarding in organizations, colleges, universities and institutions. NxtSpark's web-based software makes it easy to run with Mentee-Mentor matching algorithm and pulse surveys to capture real time feedback. It's also easy to measure ROI of the program with great visual data analytics.
http://www.nxtspark.com/
BUILDING THE BUSINESS CASE FOR INVESTING IN TALENT MANAGEMENTHuman Capital Media
A great talent development program can set your organization apart and keep you competitive. While you don’t need convincing, your leadership team sure does. Because without executive buy-in, even the best intentions fly out the window.
This begs the question: What do HR leaders need to do to get the C-Suite onboard? Led by a seasoned CFO, this webinar will show you how to develop an effective business case that delivers the most compelling facts and figures to back up both hard and soft benefits for investing in talent management systems and processes.
Key learning takeaways:
The surprising competencies and skills that strategic HR leaders and CFOs have in common
How to align your proposed initiatives directly to the objectives of the business
The language and metrics that will make your CFO and CEO sit up and take notice
Important financial metrics and other key factors to consider and include in your case
What to ask your vendors to get the support you need to ensure buy-in
The document discusses strategies for developing employees at all levels of an organization. It outlines the business case for employee development and current issues organizations face. It then presents various methods that can be used to enable development, including coaching, training, feedback, and mentoring. Tips are also provided for implementing 360-degree feedback successfully and developing employees in the context of the broader organization.
Webinar: An Objective Succession Planning ProcessThe HR Observer
To view recording: http://youtu.be/DjAgnmQENXo or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
A high level process map will be the focus of the webinar with Paul Walsh, a leading HR Consultant and Trainer in the region, discussing what steps we need to take to ensure, not only that we get the right succession candidates, but also how we can ensure that the process of selection is open, objective, transparent and fair.
TNGA is an Egyptian training and consulting firm that provides hospitality management training. It conducts thorough training needs analyses using questionnaires and assessments to identify skill gaps within organizations. TNGA then designs customized training programs targeting the identified needs. It offers a wide range of hospitality courses taught by over 85 qualified trainers from different nationalities and educational backgrounds. TNGA evaluates the effectiveness of training through pre- and post-tests to measure skills improvement and calculate return on investment.
Untuk me retain executive yang tepat yang dibutuhkan organisasi, sebuah organisasi perlu memiliki sistem pengelolaan Career & Talent Management yang baik. Sistem pengelolaan karir yang baik akan membuat setiap karyawan yang ada di Perusahaan mempunyai kejelasan mengenai apa yang akan ia peroleh di dalam karir nya di Perusahaan tersebut.
Global CEOs are placing a strong focus on effective talent management as a business priority. A PwC survey found that 83% of global CEOs plan to change how they manage people in response to a changing business environment. Key challenges include a limited supply of candidates with the right skills and retaining existing talent. Effective talent management requires aligning talent strategies with business objectives, engaging pivotal talent through rewards and recognition, and measuring talent management efforts and their impact on business metrics.
This document discusses talent management and its key processes. It defines talent as innate skills or abilities that allow above average performance. Talent management is defined as the skillful management of conscious or discovered talents. The key processes of talent management include defining talent needs, identifying talent within the organization, attracting and retaining talent, managing talent through development and evaluation. Talent management is important because talented employees deliver significantly higher performance and drive innovation, competitiveness, and the ability to adapt to changes. Organizations must focus on all stages of the talent management process to successfully source, develop and retain top talent.
The document discusses management development and needs assessment. It explains that management development involves developing the skills managers need to be effective and support organizational objectives. A key part of management development is needs assessment, which systematically analyzes what specific training managers require. Different methods of needs assessment are outlined, including training needs surveys, competency studies, task analysis, and performance analysis, each focusing on different aspects of determining management training requirements.
Human Capital Entremaneur Strategy Soluitons DeckCNCInc
Aligning the deployment of Human Capital and the HR Scorecard with the Business Strategies as a whole. Global Human Capital deployment works only when you align all the pieces - Finances + Operations + PEOPLE = YOUR Successful business
This document outlines an agency leader training program with the objectives of coaching leaders to establish 6-month business plans, optimize resources to meet goals, and stimulate innovation. Topics include creating a success culture, applying blue ocean strategy, market penetration, motivating different generations, and setting achievable targets. The facilitator's background is provided. The program aims to improve strategic planning, recruitment, training, and mentoring skills. Participants will learn to establish plans, implement new strategies, invite ideas, and motivate teams to achieve tough goals. Agency leader evaluations and individual action plans on production, recruitment, and persistency are also included.
Investing in your Managers and doing it right will lead to success in terms of profit, sales, growth and survival. These slides compliment the FREE Webinar presented by Joanne Vose from The Business Springboard.
In this 35 minute webinar, Joanne informally talks you through:
* The business case for developing your Managers
* Developing an action plan
* Tips to keeping your good intentions sustained
* Internal promotions and succession planning
If you would like to download the recordings or access other archived webinars, then please join our LinkedIn group "Shorebird Webinars" http://linkd.in/1acZPdh
Thanks for reading
Similar to Webinar: Selling Learning to the C-Suite (20)
Increase Speed to Capability by Reimagining Your Onboarding StrategyAxonify
With a reimagined approach and right-fit technology, you can speed time-to-competency, mitigate early turnover and continuously build capability on-the-job, which will ultimately drive better business performance.
Bersin by Deloitte’s latest research indicates that work and learning continue to converge; the more quickly employees are able to get the right information in their heads and at their fingertips to do their jobs, the better the organization is able to perform. This convergence has led to differences in the way mature organizations view data and measurement of employee development. While L&D has typically relied on traditional tools, like the LMS, for limited activity-based data, many mature organizations are moving beyond this approach to focus on tying learning to business outcomes.
3 Corporate Learning Trends to Watch in 2017Axonify
The question is: “What will be hot in L&D in 2017?” On this webinar, learning industry veteran Don Taylor will be joined by Axonify’s CEO Carol Leaman to discuss three big corporate learning trends for the upcoming year.
3 Corporate Learning Trends to Watch in 2016Axonify
On January 20th, Don Taylor and Carol Leaman discussed three big corporate learning trends you should pay attention to in 2016. View the recording here: know.axonify.com/learning-trends-2016
In this webinar, David Mallon, Head of Research for Bersin by Deloitte, Deloitte Consulting LLP, will summarize the latest research on how forward-looking organizations are adapting their approaches to development in order to better meet the needs of modern learners. David will be joined by Carol Leaman, President & CEO, Axonify, who will share real-world examples of these trends and practical advice for other organizations facing similar challenges.
Get the recording here: know.axonify.com/modern-learner-webinar
Webinar: How to Increase Omni-Channel Adoption With AssociatesAxonify
This webinar was recorded on February 24th at 11am ET. To get the full recording visit: http://know.axonify.com/omni-channel-webinar-2015
Axonify CEO Carol Leaman dives into the topic of omni-channel learning. She discusses how Toys R Us Canada has taken an innovative approach to omni-channel training, and the success they’ve had since doing so.
3 Corporate Learning Trends to Watch in 2015Axonify
This webinar was held on January 20th from 11am - 12pm ET. The speakers were Donald Taylor (Chairman of the Learning & Performance Institute) and Carol Leaman (CEO of Axonify).
To view a recording of the webinar visit: http://know.axonify.com/3-learning-trends
Leveraging the Latest in Brain Science to Deliver the Next Generation of eLea...Axonify
This webinar featured Dr. Alice Kim and Axonify's CEO Carol Leaman talking about the latest in brain science and how that research is impacting the way corporate training is being delivered.
To view the recording visit: know.axonify.com/2014-brain-science-webinar
Webinar: Bloomingdale's Innovative Approach to eLearning is a Game ChangerAxonify
For the full webinar recording, please visit: http://know.axonify.com/associate-of-the-future
These are slides taken from our webinar on October 15th, 2014, where we discussed the story of Bloomingdale's. We talked about some of the challenges Bloomingdale's faced with a traditional approach to learning and how those were overcome. We also went over some of the results Bloomingdale's is seeing with a more innovative approach to learning.
Webinar duration: 1 Hour.
The document discusses moving beyond traditional learning management systems (LMS) to develop a stronger learning ecosystem in the workplace. It notes shortcomings of LMS in supporting today's knowledge workers and outlines strategies to strengthen an organization's learning ecosystem, such as evolving the role of learning and development functions, understanding how people learn best, enabling communities, and measuring outcomes beyond just training. Reiterative training approaches are proposed to reinforce learning over time through spaced repetition, burst learning, and addressing skill gaps.
Five Trends in the Gamification of Corporate Learning for 2014Axonify
Join us as we host renowned gamification author, professor and speaker, Dr. Karl Kapp on a webinar to explore some trends in the gamification of learning for 2014. Dr. Kapp has been a guest with us before and is a truly engaging speaker. This time around he will also be sharing some insights from his latest book: The Gamification of Learning and Instruction Fieldbook.
To view the recording, register here:
http://www.axonify.com/gamificationtrends
The New R's For Engaging Millennial LearnersAxonify
On November 21st we explored the latest research on how to engage millennials at work with award-winning researcher, Dr. Christy Price.
For the full webinar visit: http://www.axonify.com/millennialwebinar
Renowned gamification author, speaker and professor, Karl Kapp joins Axonify CEO Carol Leaman to explore current myths surrounding gamification in corporate learning.
To view the full recording, visit http://www.axonify.com/gamificationwebinar
How soon after a training session do employees start forgetting new information? Why does this happen and how can it change?
In a recent LinkedIn discussion, Charles Henderson asked the question, “In 10 words or less, why do you think learners forget what they’ve learned so quickly?” The question has since garnered over 900 responses.
Join Charles and our CEO Carol Leaman as they explore this question and also discuss what the latest in brain science has to offer on the problem of forgetting.
Get the Webinar recording here: www.axonify.com/forgetting
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
Webinar: Selling Learning to the C-Suite
1. Making Learning a Strategic
Leadership Decision
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
CentralKnowledge inc.
Where Learning…Means Business
2. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Housekeeping!
The
event
is
being
recorded
Use
the
chat
window
(Q&A)
On
Twi9er:
@ajaypangarkar
|
@axonify
|
#AxonWeb
Use
the
polling
funcGon
–
click
SUBMIT
3. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
About the speaker:!
Ajay M. Pangarkar CTDP, CPA, CMA
Workforce Revolutionary
t: 866-489-7378 x 1
e: ajayp@centralknowledge.com
4. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building Business Acumen for Trainers:
Skills to Empower the Learning Function (with CD)
Published by Wiley
Terrence Gargiulo, Ajay M. Pangarkar, Teresa Kirkwood
Background…
The Trainer’s Balanced Scorecard:
A Complete Resource for Linking Learning
to Organizational Strategy
Ajay M. Pangarkar, Teresa Kirkwood
Published by Wiley
Available at Pfeiffer.com and Amazon.com
Search: “Ajay Pangarkar”
6. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
1. How do your leaders see “training”
7. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
1. How do your leaders see “training”
2. What “investment” means to leaders
8. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
1. How do your leaders see “training”
2. What “investment” means to leaders
3. Evaluate “financial” impact to business
9. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
1. How do your leaders see “training”
2. What “investment” means to leaders
3. Evaluate “financial” impact to business
4. Evaluate “qualitative” impact to business
11. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
What are your challenges to gaining support?
q Organizational apathy and indifference
q Getting noticed by or involving the right people
q Lack of financial or other resources
q Perceived as “costing too much!” / “waste of money”
q Can’t effectively communicate it’s purpose/results
A Quick Poll…
12. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leadership Secrets
Business Leader Secret #1
à View everything though a business lens
à Viability and validity is through operational alignment
à Demonstrate tangible performance benefits
Nothing in business is an absolute need
13. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Business Leader Secret #2
à The real questions:
à Does it make economic/business sense?
à Will present tangible benefits?
Business leaders are sold on training
Leadership Secrets
14. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Business Leader Secret #3
Business leaders acknowledge that:
à Employee and knowledge retention is essential
à Competitive advantage is through people
à Workplace learning/HR must play a strategic role
Workplace learning’s role remains precarious
Leadership Secrets
15. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Business Leader Secret #4
Never take your role for granted!
If your leaders ask you to participate in decision-
making processes they’re clearly stating:
“Sell us on what training will do for the organization”
…In terms leaders understand”
Leadership Secrets
16. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
A Quick Poll…
Do Business Leaders view “training” as:
q An essential need?
q A non-essential or project expense?
q A “nice-to-have”?
q Something to appease employees/unions?
q Not sure how they see us?
17. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Management views training in 3 ways:
1. Necessary, expected training
(e.g. job training and development)
Positioning to Prove Value
18. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Management views training in 3 ways:
1. Necessary, expected training
(e.g. job training and development)
2. Measuring impact of major investments
(e.g. “training” as a component)
Positioning to Prove Value
19. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Management views training in 3 ways:
1. Necessary, expected training
(e.g. job training and development)
2. Measuring impact of major investments
(e.g. “training” as a component)
3. Investing in major elements of training
(e.g. e-learning infrastructure)
Positioning to Prove Value
20. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Management views training in 3 ways:
1. Necessary, expected training
(e.g. job training and development)
2. Measuring impact of major investments
(e.g. “training” as a component)
3. Investing in major elements of training
(e.g. e-learning infrastructure)
Positioning to Prove Value
Contact me or Axonify for:
“The Business Leader’s
Bottom Line”
21. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
How do your
Leaders define...
“Investment”?
q Tangible purchases/assets
q Measurable financial return
q Long term business growth
q You got me…No Idea!
22. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s View of “Investment”
Physical assets?
(e.g. buildings/machinery)
Intangible assets?
(e.g. patents, goodwill)
➔ Does “training” have
tangible investments?
➔ Does “training” contribute
to long-term value?
25. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
What’s another big
issue Leaders have?
“Training ROI”
q Cost of doing it
q Deciding on what to measure
q The ROI results (in question)
q Still no clue
27. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
5% training
evaluated
Training ROI states
to evaluate only 5%
of training efforts
28. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
5% training
evaluated
Training ROI states
to evaluate only 5%
of training efforts
Because costs
exceed benefit
29. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
5% training
evaluated
95% of
training
not
evaluated
Training ROI states
to evaluate only 5%
of training efforts
Because costs
exceed benefit
30. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
5% training
evaluated
95% of
training
not
evaluated
Training ROI states
to evaluate only 5%
of training efforts
Because costs
exceed benefit
If so, then how
are the remaining
95% evaluated?
??
31. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
➔ Measuring ROI for ‘training’ expenses
➔ Undermining credibility using training ROI
➔ Measuring ROI for tangible, long-term
learning investments
➔ Identifying profitability impact for
learning investments
STOP
START
Training’s a COST CENTER….
NOT A DISEASE!
42. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Do your leaders expect “learning” budget
allocations demonstrate:
q A tangible financial return ($1 in < $1 out)
q Improved financial performance among departments
q Targeted qualitative performance improvement
q Not sure what they expect from learning!
A Quick Poll…
48. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
To leaders this means:
• Increase revenue (units sold)
To leaders this means:
• Increase revenue (units sold)
49. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
To leaders this means:
• Increase revenue (units sold)
To leaders this means:
• Increase revenue (units sold)
• Reduce variable costs
50. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
To leaders this means:
• Increase revenue (units sold)
To leaders this means:
• Increase revenue (units sold)
• Reduce variable costs
Question to ask:
What extent will e-learning
contribute to production/profit?
51. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
To leaders this means:
• Increase revenue (units sold)
To leaders this means:
• Increase revenue (units sold)
• Reduce variable costs
Question to ask:
What extent will e-learning
contribute to production/profit?
Let’s work through
an example…
52. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
• Variable cost: $120 each unit
• Selling 4000 units for $200/each
• Current fixed costs: $200,000
FinaX Inc. sells AccountX Software
E-Learning Example!
53. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
• Variable cost: $120 each unit
• Selling 4000 units for $200/each
• Current fixed costs: $200,000
FinaX Inc. sells AccountX Software
• New E-learning course: $60,000
• Post course sales incr.: 700 units
• E-learning is a fixed cost
E-Learning Example!
54. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
• Variable cost: $120 each unit
Leader’s question:
Should we spend
$60,000 for e-learning?
• Selling 4000 units for $200/each
• Current fixed costs: $200,000
FinaX Inc. sells AccountX Software
• New E-learning course: $60,000
• Post course sales incr.: 700 units
• E-learning is a fixed cost
E-Learning Example!
55. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
4000 units NO
e-learning (1)
4700 units w/
e-learning (2)
Difference
(2) – (1) = (3)
56. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000
($200 x 4000)
$940,000
($200 x 4700)
$140,000
($200 x 700)
4000 units NO
e-learning (1)
4700 units w/
e-learning (2)
Difference
(2) – (1) = (3)
57. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000
($200 x 4000)
$480,000
($120 x 4000)
$940,000
($200 x 4700)
$564,000
($120 x 4700)
$140,000
($200 x 700)
$84,000
($120 x 700)
4000 units NO
e-learning (1)
4700 units w/
e-learning (2)
Difference
(2) – (1) = (3)
58. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000
($200 x 4000)
$480,000
($120 x 4000)
$320,000
($80 x 4000)
$940,000
($200 x 4700)
$564,000
($120 x 4700)
$376,000
($80 x 4700)
$140,000
($200 x 700)
$84,000
($120 x 700)
$56,000
($80 x 700)
4000 units NO
e-learning (1)
4700 units w/
e-learning (2)
Difference
(2) – (1) = (3)
59. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000
($200 x 4000)
$480,000
($120 x 4000)
$320,000
($80 x 4000)
$200,000
$940,000
($200 x 4700)
$564,000
($120 x 4700)
$376,000
($80 x 4700)
$260,000
$140,000
($200 x 700)
$84,000
($120 x 700)
$56,000
($80 x 700)
$60,000
4000 units NO
e-learning (1)
4700 units w/
e-learning (2)
Difference
(2) – (1) = (3)
60. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000
($200 x 4000)
$480,000
($120 x 4000)
$320,000
($80 x 4000)
$200,000
$940,000
($200 x 4700)
$564,000
($120 x 4700)
$376,000
($80 x 4700)
$260,000
$140,000
($200 x 700)
$84,000
($120 x 700)
$56,000
($80 x 700)
$60,000
4000 units NO
e-learning (1)
4700 units w/
e-learning (2)
Difference
(2) – (1) = (3)
Now, what decision
would your leader take?
61. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000
($200 x 4000)
$480,000
($120 x 4000)
$320,000
($80 x 4000)
$200,000
$120,000
$940,000
($200 x 4700)
$564,000
($120 x 4700)
$376,000
($80 x 4700)
$260,000
$116,000
$140,000
($200 x 700)
$84,000
($120 x 700)
$56,000
($80 x 700)
$60,000
($4,000)
4000 units NO
e-learning (1)
4700 units w/
e-learning (2)
Difference
(2) – (1) = (3)
62. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
What Do Leaders
Expect?
They want
business impact!
(Kirkpatrick level 4)
Yes, but Ajay...
How do we do this?
64. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A
D
A
R
“What will this cost us?” Level 3-4
Building Learning Acceptance
65. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A Apathy
D
A
R
“What will this cost us?”
“What will this do for us?”
Level 3-4
Level 4
Building Learning Acceptance
66. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A Apathy
D Disruptions
A
R
“What will this cost us?”
“What will this do for us?”
“Why now?”
Level 3-4
Level 4
Level 4
Building Learning Acceptance
67. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A Apathy
D Disruptions
A Application
R
“What will this cost us?”
“What will this do for us?”
“Why now?”
“What difference will it make?”
Level 3-4
Level 4
Level 4
Level 3-4
Building Learning Acceptance
68. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A Apathy
D Disruptions
A Application
R Results
“What will this cost us?”
“What will this do for us?”
“Why now?”
“What will it do for the business?”
“What difference will it make?”
Level 3-4
Level 4
Level 4
Level 3-4
Level 4
Building Learning Acceptance
69. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Know your audience
Recognize who to approach and why…
R A D A R
Senior
Leaders
Mid-level/BU
Managers
Employees/
Users
Building Learning Acceptance
70. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Know your audience
Recognize who to approach and why…
R A D A R
Senior
Leaders
Mid-level/BU
Managers
Employees/
Users
Building Learning Acceptance
71. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Know your audience
Recognize who to approach and why…
R A D A R
Senior
Leaders
Mid-level/BU
Managers
Employees/
Users
Building Learning Acceptance
72. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Know your audience
Recognize who to approach and why…
R A D A R
Senior
Leaders
Mid-level/BU
Managers
Employees/
Users
Building Learning Acceptance
73. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R
R
Financial Results
“What do I get if I give you the money?”
Performance Results
(non-financial)
“What are the tangible benefits/results?”
Building Learning Acceptance
74. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders
actually position learning
What to Retain
Address the secrets Leaders
believe about learning
What Leaders mean by ROI
Answer Leader’s questions to
validate “learning”
Evaluating
Learning
Strategy
75. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders
actually position learning
What to Retain
Address the secrets Leaders
believe about learning
What Leaders mean by ROI
Answer Leader’s questions to
validate “learning”
76. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders
actually position learning
What to Retain
Address the secrets Leaders
believe about learning
What Leaders mean by ROI
Answer Leader’s questions to
validate “learning”
§ Respect how each management
level perceives “learning”
77. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders
actually position learning
What to Retain
Address the secrets Leaders
believe about learning
What Leaders mean by ROI
Answer Leader’s questions to
validate “learning”
§ Respect how each management
level perceives “learning”
§ Measure appropriate “return” of learning
§ Utilize existing financial evaluation tools
78. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders
actually position learning
What to Retain
Address the secrets Leaders
believe about learning
What Leaders mean by ROI
Answer Leader’s questions to
validate “learning”
§ Respect how each management
level perceives “learning”
§ Measure appropriate “return” of learning
§ Utilize existing financial evaluation tools
§ Demonstrate Level 3 and 4 results
§ Speak in relatable terms
79. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders
actually position learning
What to Retain
Address the secrets Leaders
believe about learning
What Leaders mean by ROI
Answer Leader’s questions to
validate “learning”
§ Respect how each management
level perceives “learning”
§ Measure appropriate “return” of learning
§ Utilize existing financial evaluation tools
§ Demonstrate Level 3 and 4 results
§ Speak in relatable terms
§ Address each management level questions
§ Report results with financial evidence
80. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
TrainingIndustry.com
— The CLO Reality:
What It Takes to Lead & Manage the Learning Function
— The Business Leaders Bottom Line:
Aligning Learning With Organizational Needs
— Building Strategic Learning Linkages:
Mapping & Measuring Your Learning Strategy
TrainingMag “Last Word”
— Taking Care of Business
— Let’s Get Naked!
“Workforce Revolution!” blog.centralknowledge.com
thank you…please follow my blog
81. CentralKnowledge.com
Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Ajay M. Pangarkar CTDP, CPA, CMA
t: 866-489-7378 x 1
e: ajayp@centralknowledge.com
!
@ajaypangarkar
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Q&A Period