The Role of L&D in Supporting Change and Transformation Programmes

Dale Kirk – Principal Consultant

Stand 182

Thales Group – Global Reach

60,000 employees world wide

8,000 Employees

in UK

Defence, Engineering & Services

Engineers and Technologists

Multiple Locations

Thales Training

& Consultancy Brand

Thales

University

Global University network

An expanding company

Product Areas

• Management & Leadership

• IT / Business Systems

• Project Management

• Systems Engineering

Roll-Outs

Consultancy

Bespoke

Public

• L&D professionals as a business partner

• Developing networks and identifying stakeholders

• Strategies and methods to support the business through transformation

• Working with lessons learned

What we will cover

Setting the Scene

What is Change v What is Transformation

•Transactional

•Adapting

•Doing more / less

•Reversible

•E.g. policies, skills

•Revolutionary

•Fundamental

•Leadership culture

•Strategy & mission

•No going back!

Transformation Change

Some of the challenges people face…

• Effects not considered

• Underestimated complexity

• Lack of leadership and support

• Budget and resources

• L&D involved too late

• Communication lacking

• Resistance

• L&D survival amid restraints

Historical Role of L&D

• TNA, L&D design and delivery

• Organising interventions

• Procurement

• Evaluation

• Communication spokesperson

• Reporting and recording

• Transactional service provision

• Typically for middle managers and team members

Becoming an L&D Business Partner

• Closer leadership relationships

• Support and challenge

• Provide strategic input

• Add sustainable value

• Learning expertise in change

• Be a collaborator (HR/OD +?)

• Link with L&D delivery e.g. LMS/Transactional team

Business Partner: one who works to create value for employees, customers,

shareholders, communities and management (Ulrich and Brockbank)

Networks and Stakeholders

Project Sponsor

HRBPsOD

Other Consultants

Employees

L&D Suppliers

Senior Leaders

Line Management

Guiding Team

L&D

Strategies - Behaviours

• Taking a helicopter view

• Acting as the ‘glue’

• Bridging the gaps between

people and process

• Reinforcing ownership and

gaining compliance• Challenging employees to

take responsibility

Methods - Activities

• Designing new or updated

competencies• Interventions beyond courses– Workshops, Coaching, Learning

sets

• Answering questions - “what do I do differently tomorrow”

• Working to prioritise the budgets!

• Trusting your outsourced L&D partner

How you measure success…

• Realisation of benefits• “What are we expecting?" • “Did we get what we expected?" • Kirkpatrick model

• Less problems and mistakes

• Career progression

• Engagement

• Behavioural change

• Improved performance

Learning Lessons from Programmes

• Evaluation measures set early

• eSurveys, face-face interviews

• L&D forum - budget, quality,

priorities

• Facilitative leadership role

• Keep case studies and stories

• Don’t compromise on lessons

learned

Where did it all go wrong?

AccurateTimeline

ModularApproach

Delegate Selection

Training Environment

CommunicationsPlan

Project Resources

In Summary - Our Top Tips!

• Join the guiding team

• Build your network - build trust

• Be bold! – ask tough questions

• Avoid rushing into interventions

• Track progress regularly

Thank You for Joining Us!

Contact us: Stand 182• dale.kirk@thalesgroup.com

• thales-trainingconsultancy.com

• twitter.com/thalestraining