Developing L&D Strategy that Lead to Business Results
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The document outlines strategies for enhancing learning and development (L&D) effectiveness within organizations, emphasizing the importance of aligning training programs with business objectives and engaging line managers in the process. It discusses the challenges and pitfalls that hinder training effectiveness, as well as a structured eight-step process for implementing change and ensuring the application of learning in the workplace. Additionally, it highlights the 70:20:10 framework for learning and the importance of monitoring and evaluation to assess the impact of L&D initiatives.
Developing L&D Strategy that Lead to Business Results
- 5. About Ed PSTD, Toastmasters, PMAP, HR Philippines, PAHRODF 20 Years experience in HR, Training & OD President of ExeQserve Leadership, Team Development, Customer Service, Assertive Communication
- 6. Our Learning Objectives for Today • Identify techniques for ensuring L&D activities connect with business objectives • Describe approaches for engaging line managers in the L&D process to ensure follow through and workplace application of learning • Describe ways to make learners accountable for application of learning in the workplace. • Compare practices for monitoring and evaluation of learning in the workplace
- 7. What hinders training effectiveness?
- 8. Ilan ma’am?
- 9. Strategy • Programs/Initiatives • Capacity Development Capacity • Functional • Behavioral Performance • Productivity • Quality Connections
- 10. L&D Pitfalls Connection • Lack of alignment with organizational strategy • Absence of training plan • Knee-jerk reaction Execution • Class-room- focused • Fails to address real need • Lack of orientation Institutionalization • Lack of follow through mechanism • Lack of ownership for follow through • Lack of M&E
- 11. Eight-Step Process to Creating Leading Change from Leading Change by John P. Kotter Creating climate for change Engaging and enabling the organization Implementing and sustaining change 6. Create short-term wins. 7. Build on the change 8. Institutionalize changes in the culture 4. Communicate the change. 5. Enable others to act on the vision 1. Create urgency. 2. Form powerful coalition. 3. Create a vision for change.
- 12. Create a Sense of Urgency • Ask: • Do we have a system for ensuring that training programs teach the skills needed to deliver results? • Do we have a way of knowing if learners are able to apply what they learned? • Are we able to support the application of learning in the workplace? • Are we able to see L&D contribution to business result? • If our answer is no, we need a better L&D strategy!
- 13. Build
- 14. • Align participation with strategy • Ensure alignment of programs with org strategy • Ensure design & delivery effectiveness • Core Member of coalition • Coach/Mentor • Follow through • Champion L&D Strategy Top Executive Line Managers Other Sectors HRD/ Training Clarify Roles
- 15. Co-Create a Vision for Change • How will the strategic partnership look like? • What is the process going to look like? • Link with strategy • Identification of competencies • Design process • Communication process • Delivery process • Follow through process
- 16. Work on making it happen Communicate the change • Clarify expectations • Address concerns • Listen and adjust Enable others to act on the vision • Train coalition members on their roles Create short- term wins • Evaluate and identify areas for improvements Build on change • Apply improvements Institutionalize change • Incorporate in company systems and procedures
- 17. Identify Strategy or Program • Development and Implementation of Service Culture Building Program Identify competencies of key players • Work with stakeholders to identify competencies required based on written service strategy, policies and procedures • Connect competencies with performance management system Design and deliver aligned programs • Ensure that L&D intervention meets stakeholder expectations • Blend learning using 70:20:10 framework • Ensure that workplace application and follow through is embedded in design.
- 18. Prepare learners • Managers prepare learner for learning by communicating and leveling expectations • Describe workplace development objectives and desired application of learning Deliver program • Ensure learner engagement • Blend 70:20:10 Monitor and Evaluate • Ensure managerial accountability for follow through and coaching • Implement M&E that determines application of learning • Propose and implement enhancements in L&D strategy based on impact of L& in program success
- 20. 70:20:10 Framework – Typical Activities on-the-job experience applying new learning in real situations solving problems, special assignments project reviews, reading guides & manuals, new work within role, increased span of control, stretch assignments mentoring, reverse mentoring coaching, informal feedback internal and external networks, teamwork, professional associations action learning structured programmes activity-based workshops seminars and masterclasses professional development, business schools eLearning modules and courses 70% Experience 20% Exposure 10% Education
- 21. Bloom’s Taxonomy
- 22. • Define, list, name, recall, repeat, knowledge or informationKnowledge • Translate, describe, explain information in one’s own wordsComprehension • Apply, demonstrate, use knowledge in new situationsApplication • Analyze, compare, question, break knowledge into partsAnalysis • Arrange, create plan, prepare a new whole from partsSynthesis • Appraise, assess, judge, Score Information based on knowledgeEvaluation
- 23. An ExeQserve Example: Evaluating the Train the Trainer Program Level 1: Reaction Formative and Summative Evaluation for each day of training Level 1: Learning TTT: Training design, lesson plan and materials at the end of a three- day program Level 3: Application of Learning Re-Entry action plan Delivery of designed training program Level 4: Impact Evaluation of new training program based on objectives
- 24. “The Success of the intervention depends on the inner condition of the intervenor.” -Bill O’ Brien, former CEO of Hanover insurance
- 25. We need to be better at being credible activists
- 28. Café Conversations are an easy-to-use method for creating a living network of collaborative dialogue around questions that matter in service of the real work
- 29. CAFE MOVEMENTS 4 Rounds of Conversation at 4 Different Tables ~ 10 minutes each round Large Group Collective Harvesting ~ 30 minutes
- 30. Café Questions 1. What do you do to engage stakeholders on L&D efforts? 2. What methods or approaches are effective in ensuring learning? 3. How do you ensure application of learning? 4. What can be done to measure impact of learning?