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Strategy design


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Strategy design

  1. 1. Strategy Development L&D Team Meeting 8th January 2014
  2. 2. Strategy Design Principals • The L&D/OD strategy should directly link to the business strategy and align to the HR Strategy. • All L&D/OD activity should contribute towards the wider business objectives and therefore delivery of the organisation strategy. • All L&D/OD activity should be designed from true analysis of the need. • L&D/OD interventions should be designed to meet the needs of the business but with the learner needs and preferences in mind….culturally relevant. • All L&D/OD should be evaluated to determine value to the business and to ensure that the needs have been met as identified….closing the loop. • Foundations first. • Evaluate to demonstrate ongoing business benefit. • Full and deep engagement.
  3. 3. Vertical & Horizontal Integration B U S IN E S S S T R A T E G Y S e n io r M a n a ge m e n t S u p p o rt S e n io r M a n a ge rs p ro m o te le a rn in g a n d L & D a lign s w ith cu ltu re . A lig n m e n t w ith o rg a n isa tio n a l o b je ctive s L & D is d e m o n stra b ly lin ke d to b u sin e ss P rio ritie s. In vo lve m e n t o f lin e m a n a g e rs in d ia gn o sis, p la n n in g , co a ch in g a n d m o n ito rin g . T ra in in g a n d D e velo p m e n t… c o u rs e s, e ve n ts , a s sig n m e n ts In vo lve m e n t o f le a rn e rs in d ia gn o sis o f n e e d s a n d re le va n ce o f a ctivitie s. In te g ra tio n w ith H R M p o licie s a n d a ctivitie s. H u m a n R e so u rce s S tra te g y R e cru itm e n t A p p ra isa l R e w a rd R e la tio n s C a re e r D e ve lo p m e n t
  4. 4. Model 1. BUSINESS NEEDS •Understand the business culture and strategy. •What are the Business Needs? •Engagement and consultation at all levels of the business. 7. EVALUATING THE LEARNING •Environmental Scanning. •SWOT/PESTLE. 2. IDENTYING LEARNING NEEDS •Is the learning effective in meeting •How can learning help to achieve these business business needs? Collect/Analyse and present data: •reaction level •learning level •performance level •cost/benefit/ROI Objectives? •What are the performance needs best met by learning? PEOPLE 6. DEVELOPMENT AND DELIVERY 5. PLANNING THE LEARNING 3. SPECIFYING LEARNING NEEDS •What is the learning and development plan? •Assemble and prioritise information. •What precisely are the performance gaps? •Analyse the performance gap. •Preparing and monitoring learning plans. •MI/Prioritisation. •Consult/observe. 4. TRANSLATING LEARNING NEEDS INTO ACTION •What are the learning interventions? •Decide on the learning approach. •Decide to make or buy the learning. •Benchmarking. •ROI/CostvBenefit/Prioritisation
  5. 5. Evaluation Kirkpatrick’s 4 Levels of Evaluation Level Description Example Level 1 Reaction How did the participants react to the program?  Reaction Sheets/Happy Sheets.  Direct feedback. Level 2 Learning The extent to which participants improve their knowledge and skills as a result of the program. This is the learning assessed during the programme.  Observed role-plays.  Questionnaires/Quizzes.  Case Studies.  Pre and post testing.  Practical exercise. Level 3 Behaviour The extent to which participants show changes in behaviour as a result of attending the program. This is generally post course assessment.  360 degree feedback.  Observations in the workplace.  Line Manager Feedback.  Performance management/appraisal ratings.  HR data e.g. disciplinary/grievance/stress/absence. Level 4 Results What difference did the program make to the strategic business objectives i.e. what is the measurable impact on bottom line.  Return on Investment.  Increased Sales.  Increased Revenue.  Reduced Costs.  Increased Retention.  Increased Staff Satisfaction.  Participant driven…
  6. 6. Strategy Design - Business Led Approach Developing an L&D/OD provision and service that is effective, strategically aligned and commercial in operation and demonstrates real value – running our function as a business. Diagnostic • Business Strategy analysis to identify now and future capabilities needed. • Culture analysis. • Environment analysis: – – – – – – – Interviews/Focus Groups Training spend/budgets Processes – Contracts, suppliers and SLAs – • What is being done, where, by whom, how much is it costing and what is the value Does it clearly link with the business strategy What are the expectations of the Senior Executives and Line Managers Strategic agenda for HR Roles ‘doing’ training across the business Benchmarking
  7. 7. Capability Model
  8. 8. Strategy Design - Business Led Approach Identify gaps in provision, duplication, streamlining opportunities, structure etc – develop vision for the future….strategy to get there…. Building the Strategy • Foundations  Infrastructure • • • • Competencies Processes, systems, policy Technology Suppliers  Core Programmes • • • • • Group Induction Management Foundation Leadership Development Compliance Change Programmes/OD  Competencies  Leadership Development  Talent Programmes  Culture change
  9. 9. BAU processes for integration…annual cycle…
  10. 10. Welcome to the Academy which provides a one stop shop of learning and development solutions and support for UK employees. Click on the items below to access information on courses, e learning, mentoring and self learning solutions available to you. If you are not able to find what you are looking for, then contact Group Development on xxxx. Corporate Induction Communities Development Frameworks Leadership & Management Development The Managers Toolkit Compliance Training Core Solutions CPD Teambuilding Toolkit Group Development Policy & Procedure Mentoring & Coaching Group Development Forms E Learning Group Development Contacts
  11. 11. Strategy Design - Business Led Approach • • • • • • Making the Business Case/Strategy Presentation The Planning Phase Delivery Evaluation Diagnostic Business Case/Request for budget