Developing L&D Strategy that Lead to Business Results

Recruitment

HROD Consulting

Training

Our Services

Training

Personal Effectiveness

Leadership and

Management

Communication Skills

Culture Building

Selling Skills

Team Building

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

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

What hinders training effectiveness?

Ilanma’am?

Strategy• Programs/Initiatives

• Capacity Development

Capacity • Functional

• Behavioral

Performance• Productivity

• Quality

Connections

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

Eight-Step Process to Creating Leading Changefrom 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 change8. 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.

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!

Build

• 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

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

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

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.

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

70:20:10 Framework – Typical Activitieson-the-job experience

applying new learning in real situationssolving problems, special assignments

project reviews, reading guides & manuals,new work within role, increased span of control,

stretch assignments

mentoring, reverse mentoringcoaching, informal feedback

internal and external networks,teamwork, professional associations

action learning

structured programmesactivity-based workshops

seminars and masterclassesprofessional development, business schools

eLearning modules and courses

70% Experience

20% Exposure

10% Education

Bloom’s Taxonomy

• 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

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

“The Success of the intervention depends on the inner condition of the intervenor.”-Bill O’ Brien, former CEO of Hanover insurance

We need to be better at being credible activists

Welcome

to the

World Café

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

CAFE MOVEMENTS

4 Rounds of Conversation at 4 Different

Tables

~ 10 minutes each round

Large Group Collective Harvesting

~ 30 minutes

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?