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• [email protected]
• thales-trainingconsultancy.com
• twitter.com/thalestraining
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