Towards strategic learning and development - oeb2009
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The document provides guidance on transforming a learning and development organization into a strategic business partner. It recommends a three-step approach: 1) Identify focal jobs that are critical to business success and their associated competencies. 2) Acquire or develop formal and informal learning to support growth in these jobs. 3) Define metrics to track success in developing people for the focal jobs. The goal is to solve strategic business problems and increase organizational success through competency and talent development.
![Do reflect what you can do within your role and business to make learning and development a differentiating problem solver for your organization Suggested Reading: Lesser, “ Focal Jobs – Viewing Talent Through a Different Lens ”, IBM Institute for Business Value Executive Brief, 2009 ftp://ftp.software.ibm.com/common/ssi/pm/xb/n/gbe03254usen/GBE03254USEN.PDF Boudreau, John and Peter Ramsted, Beyond HR , Harvard Business School Press, 2007 Becker, Huselid & Beatty, The Differentiated Workforce – Transforming Talent into Strategic Impact , Harvard Business School Press, 2009 mailto: [email_address] phone: +32 476 47 96 66 Find this presentation on www.slideshare.net/mike_deschildre](https://image.slidesharecdn.com/towardsstrategiclearninganddevelopment-placeholder-091130100641-phpapp01/85/Towards-strategic-learning-and-development-oeb2009-11-320.jpg)
Towards strategic learning and development - oeb2009
- 1. Towards strategic learning and development Demonstrate Value – Engage Business! Mike Deschildre IBM Global Business Services Online Educa, Berlin December 2009
- 2. Today is your opportunity to transform learning and development into a strategic partner for your organization Get a number of IBM concepts, hints and a a case study that will help you to execute this transformation Tell me what action you will take to make learning and development a strategic resource for your organizations
- 3. The mission of the learning and development organization is to be a respected business partner, helping the company achieve its’ goals by providing outstanding services to help developing the company’s most important asset, its’ people. The mission of the learning and development organization is to solve strategic business problems related to competencies and talent development to increase the success of the organization.
- 4. CEOs have consistently told us that having the right talent is a competitive market advantage; increasingly they turn to their learning and development organization to deliver high impact learning Top 3 External Factors Source: IBM Global CEO Study 2008; n (2004) = 403, n (2006) = 760, n (2008) = 1130 Market Factors are still important but less dominant Technological Factors are steady at third position People Skills are as important as market factors “ Our inability to find talent has been an inhibitor to growth globally.” Lorman Correa, Presidente, Inelectra S.A. “ External factors affect me and my competitors equally. The differentiator is talent management .” Hector Ruiz, Chairman & CEO, AMD
- 5. Today is your opportunity to transform learning and development into a strategic partner for your organization Get a number of IBM concepts, hints and a a case study that will help you to execute this transformation Tell me what action you will take to make learning and development a strategic resource for your organizations
- 6. Apply a 3-steps approach towards a strategic oriented learning and development department. Step 1: Identify the “focal jobs” and associated competencies in your organization. Jobs that play a central role in differentiating the organization in the marketplace e.g., Generating revenue Managing risk Improving customer satisfaction There are a number of people who perform the job at various levels of effectiveness (i.e., there is a range of high vs. low performers) Focal job performance can be influenced by changes in talent management practices and role design
- 7. Rate you learning need on two dimensions: strategic contribution and uniqueness to define your game plan Strategic and differentiating Strategic View Basic Unit-specific Uniqueness View Generic Maximize efficiency and consistency Requires customization by a trusted partner with solid track record OPTIMIZE BUY BUILD PARTNER Buy as utility Use vendors with scale, low entry and switching costs, and high reliability The focus of the unit business – strive for best in class Invest to gain unique competitive advantage Re-use existing knowledge and use support materials. Decision Making Criteria Uniqueness of subject Strategic View Desired skill level Frequency of updates Size of audience Fit in curriculum Step 2: Acquire or develop appropriate formal and informal learning supporting the focal jobs .
- 8. Experienced sellers attain 26% more! Step 3: Clearly define metrics for tracking and measuring success in developing people in these focal jobs Experienced and new sellers who attend Global Sales School achieve higher quota attainment than their peers who do not attend! New sellers attain 70% more! 26% 70% (n=460) (n=1818) (n=46) (n=114)
- 9. Client business case confirms 20% savings YoY Critical success factor: centralization of learning design 3 levers are combined to generate savings align the learning catalog to strategic imperatives external spends optimization (sourcing): multi-company volume aggregation and standardization outsourcing of administration and logistics 2008 Curriculum management and delivery Administration and Logistics TOTAL 76,0 M EUR 5,5 M EUR 6,9 M EUR 34,9 M EUR 8,9 M EUR 19,8 M EUR Trainees compensation (incl. on-The-Job) Learning content design & development 2009 63,8 M EUR 4,9 M EUR 6,3 M EUR 27,9 M EUR 7,9 M EUR 16,8 M EUR Sourcing Savings -1,9 M EUR NET 61,9 M EUR
- 10. Today is your opportunity to transform learning and development into a strategic partner for your organization Get a number of IBM concepts, hints and a a case study that will help you to execute this transformation Tell me what action you will take to make learning and development a strategic resource for your organizations
- 11. Do reflect what you can do within your role and business to make learning and development a differentiating problem solver for your organization Suggested Reading: Lesser, “ Focal Jobs – Viewing Talent Through a Different Lens ”, IBM Institute for Business Value Executive Brief, 2009 ftp://ftp.software.ibm.com/common/ssi/pm/xb/n/gbe03254usen/GBE03254USEN.PDF Boudreau, John and Peter Ramsted, Beyond HR , Harvard Business School Press, 2007 Becker, Huselid & Beatty, The Differentiated Workforce – Transforming Talent into Strategic Impact , Harvard Business School Press, 2009 mailto: [email_address] phone: +32 476 47 96 66 Find this presentation on www.slideshare.net/mike_deschildre