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Linking Learning

Strategy to Business Strategy

Aug. 10, 2010

Sponsored By:

GOTOWEBINAR ATTENDEE INTERFACE1. Viewer Window 2. Control Panel

TIPS FOR THE WEBINAR:

(800) 263-6317 or (805) 690-5753

TODAY’S SPEAKERS:

Michael Bray• CEO, Alhidade Performance Consulting• 25+ years experience managing high-impact initiatives in

Global 1000 and U.S. Public Sector• Executive coach & consultant• More than 20 years in U.S. Coast Guard, including directing

the Coast Guard Leadership InstituteDr. Larry Bielawski• VP, Learning Solutions, Alhidade• Works with Global 2000 clients in industries such as

aerospace, healthcare, energy & manufacturing• Formerly Chief Scientist, RWD Technologies• Author of 6 books, including “Blended eLearning: Integrating

Knowledge, Performance Support and Online Learning”

Linking Learning Strategy to Business StrategyMr. Michael Bray, CEO

Dr. Larry Bielawski, VP, Learning Solutions

August 10, 2010

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…Taking your people to the next level SMCopyright © 2010 Alhidade Performance Consulting, Inc. All rights

reserved.

Today’s Agenda

Aligning with existing business strategy

Driving business results

Creating an agile technology roadmap

Designing an eLearning program

Rapidly creating eLearning content

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Poll Question #1

Do you have buy-in from the executive team on learning initiatives?

❍Strong sponsorship on all learning initiatives

❍Some sponsorship on most learning initiatives

❍Little sponsorship from executive team

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Top Talent Challenges

How Do You Measure Alignment?

Do you measure learning’s impact on business results? How does your learning organization partner with lines of business?How does your learning organization address:

Urgent, time-critical business needs?Critical talent gaps?High-value eLearning requirements?Localization of global learning solutions?

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Two Approaches to Gain and Maintain Alignment

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Key/Strategic Process Review & Integration

Balanced Scorecard

➥Which key processes are the organization focused on to transform the business?

➥How does the learning organization build on the strengths and minimize the weaknesses within the business?

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Identify key processes the

organization is relying on to transform the

business

Understand the accomplishments the business expects to

achieve through these processes

Analyze backwards: Accomplishment Process Tasks

People Skills

Build a learning strategy to help drive each process, with metrics to measure

improved performance

Continually evaluate success and adjust

learning strategies as needed

S TA RT

Strategic Process Review

Balanced Scorecard

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Link learning to business transformation and measure

improved performance against business goals

Balanced Scorecard

➊ Start with learning and growth objectives

Take ownership for their developmentApply your craft to build learning objectives

➋ Tackle customer, financial, and internal processes

What new skill, knowledge, or attitude is required to support this business transformation?Work on “How” and forget “We can’t”

August 10, 2010 13

Poll Question #2

How satisfied are you with the linkage between your enterprise learning strategy and your global business strategy?

❍Extremely satisfied—we have tight linkage

❍Somewhat satisfied—we have some linkage

❍Somewhat dissatisfied—we are working on it

❍We have no linkage

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Real-Life Application

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Source: Bersin & Associates, 2008

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Source: Bersin & Associates, 2007

August 10, 2010 19

Business Impact

Training Efficiency

Human ResourcesTraining Dept.

Affected Organization

Development & Strategic PlanningSales & Marketing

Manufacturing

Desired End Results

Predictive Metrics

Increased productivity

Improved cycle time

Eliminated waste

Improved safety record

Improved employee satisfaction/morale

Reduced employee turnover

PARTICIPATIONPROGRESSIONSATISFACTION

COST & TIMING MEASURESLEVEL-1 EVALUATION

LEVEL-2 TESTINGLEVEL-3 ASSESSMENT

Improved on-time delivery

Improved quality

Improved customer satisfaction

Decreased costs

Increased revenue/sales

Improved response time - meet needs

Improved cycle time for trng delivery

Demonstrated knowledge during training

Satisfied trainees

Demonstrated performance on the job

Increased positive mangement feedback

Increased audience impact

Reduced time off task for trainees

Decreased cost/hour of training

Decreased training travel costs

Reduced number of training vendors

Source: Blended eLearning, HRD Press, 2005 August 10, 2010 20

Why Even Have an

eLearning Lifecycle?

A tool is NOT a technology

A technology is NOT a solution

A solution is NOT a project

A project is NOT a program

A program is NOT a transformation

A transformation is NOT a result

August 10, 2010 21

Bringing eLearning to New Audiences Globally

Customer and Channel Education—Improves customer satisfaction to deliver incremental revenue, reduce support costs, and enhance loyaltyProduct Launch Training—Accelerates go-to-market readiness to shorten “time-to-revenue cycle” when rolling out new productsSales Force Readiness—Shortens the time needed to bring new sales representatives up to full productivity and improves overall sales force effectivenessEmployee Retraining—Provides critical knowledge and skills required to deliver quality products and services in a new economySupplier Training Programs—Enhances the skills and knowledge needed to maintain competitive advantage

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The eLearning Lifecycle Defined

Business analysis & change management

Talent & competency management

Knowledge management & collaboration

Learning, ISD & development

Employee evaluation, succession, certification & more …

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Source: Bersin & Associates, 2008

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August 10, 2010 27

SOA Best Practices

August 10, 2010 28

Content!

August 10, 2010 30

Analyze

Design

DevelopImplement

Evaluate

PerformBehaviors, conditions & standards required to improve performance

Objectives for individual performance, including performance-based evaluation techniques & programs

Materials (text, images, audio, video & other media) needed to convey & measure improved performance

Performance improvement activities & evaluations for

learners, facilitators & project sponsors so they can

evaluate program effectiveness

Quality management—formative & summative—

where measuring program achievement is

as key as evaluating trainees

Continuous improvement process designed to

connect performance objectives with business

goals and provide processes for change

eLearning Content Development

Lifecycle

August 10, 2010 31

Example Entity Relationship Map

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What About Informal Learning?

August 10, 2010 36

Poll Question #3

Do you have formal learning governance at the corporate level (Steering Committee, Governance Council, etc.)?

❍Yes, we have a Steering Committee

❍Yes, we have a Governance Council

❍Yes (other)

❍No, we currently have no corporate-level learning governance

August 10, 2010 37

Q & A

Mike BrayCEOAlhidade Performance Consulting

August 10, 2010 38

Larry BielawskiVP, Learning SolutionsAlhidade Performance Consulting

For more information, contact Mike Bray443.253.9752mbray@alhidade.com

UPCOMING WEBINARS

• Aug. 12: Learning Partnerships: Creating a World-Class Learning Academy

• Aug. 24: Managing the Middle: Identifying New Leaders within Your Organization

• Sept. 30: Virtual Facilitation: Making Online Learning Captivating, Informative & Fun

More Info/Register at:

www.trainingindustry.com/webinars.aspx

Webinar materials archived at:

www.trainingindustry.com/webinars/webinars-on-demand.aspx

THANK YOU!

On behalf of Training Industry, Inc., thanks to:

Today’s Speakers:

Mike Bray & Larry Bielawski

Today’s Sponsor:

Alhidade Performance Consulting

All of you for attending

Questions or Comments? Please contact Tim Sosbe:

tsosbe@trainingindustry.com