Learning & Development

16 Nov 2015

Srinivas Remella srinivasremella.com @rsrinivas34

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f(Learning & Development)

= Transformation

f(Learning & Development)

= Transformation

Presentation Flow

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Context

As Is Status

Opportunities

Gaps – Actual vs. Desired

Proposal & Outcome

Context

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• An act of acquiring new, or modifying and

reinforcing, existing knowledge, behaviors,

skills, values, or preferences.

Context

• to change in form, appearance or structure

• to change in condition, nature / character

• to change into another substance

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Desire & Expectations

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Transformation must create impactful learning culture

Impactful Learning Culture

• Is an organization wide belief that the organization’s strategy, mission and operations can continuously be improved through an ongoing process of individual and organizational learning.

Includes

• Investments in studying areas of weakness

• Exploiting opportunities to improve, learn at all times & at all levels

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Impactful Learning Culture

Learning Agility

Workforce Expertise

Innovation

Cost Benefit Productivity

Customer Delight

Market Share

Skill Development matrix

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Professional Management Executive

Leadership Skills

Managerial Skills

Technical Skills

Importance

S & E, Tier 1 Tier 2 Tier 3

Experts Say …

• Futuristic organizations encourage employees to develop new skills and mind-sets for

leading at the next level

• The focus of Organizations on developing existing employees raises internal morale

• When employees see opportunities to advance,

– staff turnover goes down

– Productivity and engagement go up

– the investment in development pays off, because trained professionals stay with the

organization longer

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Presentation Flow

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Context

As Is Status

Opportunities

Gaps – Actual vs. Desired

Proposal & Outcome

Today’s Challenges faced by L&D Professionals

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Dealing with Change

Developing Leaders

Partnering with Leadership

Enable Conflict Management

Facilitating Continuous Learning

Quantify Application of

Skills

Engaging Learners

Quantifying & Improving Learning

Effectiveness

Develop New Generation

through Training

Presentation Flow

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Context

As Is Status

Opportunities

Gaps – Actual vs. Desired

Proposal & Outcome

Opportunities

PwC forecasts boost for India’s construction sector in 2015 … opportunity for all sectors – directly & indirectly!

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Growth India’s construction sector

7 – 8 % each year over the next decade

Market In India (2014)

US$ 157 billion

Infrastructure 49%

Housing & Real Estate

42%

Industrial Projects

9%

Construction Market Share - India

Presentation Flow

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Context

As Is Status

Opportunities

Gaps – Actual vs. Desired

Proposal & Outcome

Transformation Maturity Model

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Transparent Talent Mobility Dynamic processes, Highly Transparent, Talent Movement,

Professional & Management Roles

Level 4

Integrated Succession Management Business Strategy Alignment, Talent Management Integration,

Enterprise Perspective, Owned by CEO

Level 3

Traditional Succession Planning Development Plans, Talent Reviews, Business-Unit Focus, Targets key positions,

HR-Driven

Level 2

Replacement Planning List of Sr. level Positions, List of High Potentials, No Development

Level 1

No Succession Process May include identification of Successors of Executive-Level Positions

Level 0

Source: Bersin by Deloitte Consulting

Presentation Flow

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Context

As Is Status

Opportunities

Global Models

Gaps – Actual vs. Desired

Proposal & Outcome

Foundation - L&D Competencies

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• Strengthen the core competencies of L&D team

• Align the L&D team with the Business Objectives

• Enable L&D partner in Business & play the role of L&D Business Professional

Put on your own mask first before

helping those

around you

Application

• Facilitate the employees to unlearn the wrong practices – Technical, Behavioural & Leadership skills. It is important to be aware of strengths, committed mistakes & vulnerabilities.

• Under a very short turnaround time, adopt the best practices in required skills and map it to the business objectives

• Leading by example, one & all (top-down approach) to implement the learnings and march-past the management objectives with lot of ado.

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Proposal - Target

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Global & Impactful Presence 2020 • Visible in global research firms

Set benchmarks for the industry 2017 • Best Employee Development practices

Preferred Employer 2016 • Within respective Industry, Domestic

Framework basis

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Executives

Managers

Leaders

Proposed Framework for engineering industry

24 Construction, Mining, Metal, Energy, Irrigation, Power, Oil & Gas

Executives

Managers

Leaders

Processes Execution Practices Planning & Scheduling

Company overview Basics of Finance

Safe

ty

Behaviour Skills Core Specialization

Communities of Practice

Systems Operations

Values & Culture

Managerial Skills

Leadership Skills

Business Acumen

Application of Finance

Strategy & Governance

Manage Finance

Organizational Leadership

External

faculty /

Internal

SMEs

External

faculty /

Internal

SMEs

CEO /

External

faculty

Specialization

eLearn

ing

Onlin

e

Sim

ula

tions

Best Practices e.g., Lean

construction

Managerial Excellence in

Project Management

Conferences, Seminars & Workshops

Project Direction

Productivity Improvements

Productivity Applications

Outcome

• to change in mind form, appearance or structure

• to change in condition, nature / character

• to change into another substance original human being

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Thank you …

For your attention!