© State Parkway Partners, LLC Strategic Learning Management Creating a Balanced Portfolio of...

© State Parkway Partners, LLC

Strategic Learning Management

Creating a Balanced Portfolio of Learning Investments


It is essential to start with an annual learning plan for each business unit.

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Agenda

• Identifying learning needs• Developing learning solutions• Executing an ongoing plan

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Align L&D Expenses to Business Strategies

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Strategic Capabilities

Operating Capabilities

Individual Competencies

Workforce Talent Plan


Align L&D Investments to Business Strategies






Align with the Integrated Talent Plan

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RecruitingRecruiting

L&DL&D

HRGHRG

Total Rewards

Total Rewards

Workforce PlanningWorkforce Planning

BusinessEVP

BusinessEVP

BusinessVP

BusinessVP

BusinessVP

BusinessVP

BusinessDirectorBusinessDirector

BusinessDirectorBusinessDirector


Agenda



Build a Balanced Portfolio of L&D Investments

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Company Knowledge

Generic Knowledge

RunThe

Business

AdvanceThe

Strategy

40%

30%

20%

10%Q2Q2Q4Q4

Q3Q3 Q1Q1


The Challenges Business Units Face Cause Their Portfolios to Differ

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60%

20% 0%

20%

55%

15%

20%

10%

20%

30%40%

10%


Develop Learning Solutions

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• ILT Face-to-Face

• ILT Web Conference

• WBT Self Study

• Blended Learning

• Classroom Simulation

• Online Simulation

• Textbook Self Study

• Facilitated Workshop

• Structured 1x1

• College Programs

• Coaching

• Mentoring

• Job Aids

• Performance Support Tool

• Online Expert Locator

• Online Team Space

• Online Community Space

• eCampus

• Podcasts

• External Seminars


Create a Playbook Using a Framework Like Bloom’s Taxonomy or Gagne’s Events of Instruction

Benjamin BloomModified by Lorin Anderson 2001

• Remembering • Understanding• Applying• Analyzing• Evaluating• Creating

Robert Gagne• Gain attention• Inform learner of objectives• Stimulate recall of prior

learning• Present stimulus material• Provide learner guidance• Elicit performance• Provide feedback• Assess performance• Enhance retention transfer

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Conduct a Task and Impact Analysis

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Tasks Impact Knowledge Type

1. Task A H Analyzing

2. Task B L Remembering

3. Task C H Analyzing

4. Task D M Applying

5. Task E L Applying

6. Task F M Understanding

7. Task G H Creating

8. Task H H Creating


Create Cost and Time Estimates

Strategy or Operational

Initiative Audience

Objective and

Measure Sponsor QLearning Solution

Vendor or In-House

Cost Assump-

tions Est. Cost

Planned Develop

ment Time

Frame

Planned Delivery

Time Frame

Revised Cost

Estimate

Revised Develop

ment Time

Frame

Revised Delivery

Time Frame Remarks

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The Aggregate of Portfolios Becomes the Enterprise L&D Plan and Budget

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Investment Cost ValueNew product WBTs $$$,$$$ 2 X CurentNew system WBT/ITL $$,$$$ 2 X CurrentChanged organization WBT/ILT $$$,$$$ $$,$$$,$$$Trainee Program $$$,$$$ 2 X Current

Investment Cost ValueSystem releases $$,$$$ $$$,$$$Privacy Compliance $$,$$$ ComplianceBilling & Collections Process ILT $$,$$$ $$$,$$$Billing & Collections Proces PST $$$,$$$ $$$,$$$

Company Knowledge

Industry Knowledge

Investment Cost ValueDistribution Skills WBT/ILT $$$,$$$ 2 X CurrentNew product servicing ILT $$,$$$ $,$$$,$$$IT Project Management ILT $$$,$$$ $,$$$,$$$Executive Coaching $$$,$$$ Successor +Leadership Curriculum $,$$$,$$$ Perf Ratings

Investment Cost ValueCollege Degree Tuition $,$$$,$$$ TalentExternal Seminar Fees $,$$$,$$$ CurrencyeLearning Library for IT $$$,$$$ TalenteLearning Library for Desktop $$$,$$$ CODBProfessional Skills ILT $$$,$$$ Pipeline

Operations Strategy


Integrate the Annual Learning Plan with Other Talent Management Initiatives

AdvanceThe Strategy

Run TheBusiness

Long Term3 to 5 Years

Short Term1 to 2 Years

PipelinesPipelines

Positions at RiskPositions at Risk

Pivotal PositionsPivotal Positions

CompetencyCompetency

CompetencyCompetencyCompetencyCompetency



ValuesAttitudesBehaviors





Agenda



Each L&D Group Begins Implementing It’s Plan

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BuildBuild

BuyBuy

DeliverDeliver

BuildBuild

BuyBuy

DeliverDeliver

BuildBuild

BuyBuy

DeliverDeliver

BuildBuild

BuyBuy

DeliverDeliver

Q1 Q2 Q3 Q4


Near the End of Each Quarter Review with the Business…

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Investment Cost Value

New Product WBT $$$,$$$ 2xCurrnt Cap.

New System WBT/ILT $$,$$$ $,$$$,$$$

GM Development Program $$$,$$$ $,$$$,$$$

CEO Leadership Forum $$$,$$$ Successor +

Leadership Curriculum $,$$$,$$$ Perf Ratings+

55%

15%

20%

10%

• Progress on the plan: build, buy, deliver results• Quadrant 1 – Strategy Build adds or drops• Quadrant 2 – Strategy Buy adds or drops• Quadrant 3 – Operations Build adds or drops• Quadrant 4 – Operations Buy adds or drops

Quarterly report to the Learning Council:• Progress on the plan: build, buy, deliver results• Changes to plan with business reasons• Effect of changes on budget

Learning Council:• Determines action needed on any progress shortfalls• Decides if plan changes should be revisited• Decides if budget changes are acceptable or whether other offsets need to be made


During Q3, Build Next Year’s Annual Learning Plan

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Q1Q1 Q4Q4Q3Q3Q2Q2 Q1Q1

55%

15%

20%

10%Next Year’s PlanNext Year’s Plan


Maintain a Value Creation Context

• Visualizes the strategic relevance of the portfolio of learning investments

• Orients business partner conversations to “value” vs. “demand”

• Provides cross-department perspective and facilitates enterprise prioritization

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© State Parkway Partners, LLC Strategic Learning Management Creating a Balanced Portfolio of...

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