Transcription
StrategicStrategic PlanningPlanning forforTrainingTraining && DevelopmentDevelopment-Strategic-Strategic AlignmentAlignment ofof LearningLearning SystemsSystems-Guy W.W. Wallace,Wallace, CPTCPTGuyCan bebe reachedreached currentlycurrently at:at:CanEPPIC Inc.Inc.EPPICwww.eppic.bizwww.eppic.biz
SWISince 1978Strategic Planning for Training &Development-Strategic Alignment of Learning Systems-AligningHumanTalentandOriginal version presented at theEnergy1996 ISPI ConferenceApril 18, 1996Guy W. Wallace, SWI Partner 1996 SWI 1733 Park St., Suite 201 Naperville, IL 60563 708.416.3323
ForewordForeword toto thethe PresentationPresentationThe topictopic coveredcovered inin thisthis presentationpresentation isis inherentlyinherently complexcomplex TheBusinesses havehave uniqueunique challengeschallenges andand opportunities,opportunities,--Businessesand thethe systemssystems toto addressaddress thosethose areare nevernever simplesimpleandSWI hashas developeddeveloped aa rigorous,rigorous, butbut flexibleflexible processprocess toto dealdeal SWIwith thisthis complexitycomplexitywithAddressing thisthis complexitycomplexity willwill allowallow youyou toto AddressingUnderstand thethe totalitytotality ofof youryour business,business, itsits challenges,challenges,--Understandand itsits humanhuman assetasset developmentdevelopment needsneedsandTranslate youryour understandingunderstanding intointo T&DT&D issuesissues--TranslateCreate aa T&DT&D systemsystem strategicallystrategically alignedaligned withwith thethe prioritypriority--Createneeds ofof thethe businessbusinessneedsForeword3
AboutAbout SWISWISince 1978,1978, SWISWI hashas partneredpartnered withwith clientsclients toto improveimprove returnreturn onon Sinceinvestment (ROI)(ROI) andand economiceconomic valuevalue addedadded (EVA)(EVA) andand achieveachieveinvestmenttheir strategicstrategic intentintent throughthrough thethe applicationapplication ofof HumanHumantheirPerformance TechnologyTechnologyPerformanceSWI’s focusfocus isis onon processesprocesses andand systemssystems forfor HumanHuman AssetAsset SWI’sManagement, specificallyspecificallyManagement,Organizational StaffingT&D--T&DAssessment-- AssessmentRewards && RecognitionRecognition--RewardsSWI worksworks primarilyprimarily withwith FortuneFortune 100100 companiescompanies SWIAligning HumanHuman TalentTalent andand EnergyEnergyAligningAlpha4
GuyGuy WallaceWallacePartner inin SWISWI sincesince 19821982 PartnerFormer trainingtraining projectproject supervisorsupervisor withwith MTEC—forerunnerMTEC—forerunner Formerto MotorolaMotorola University,University, coursecourse developerdeveloper atat WickesWickes Lumber,Lumber,toand journalistjournalist forfor U.S.U.S. NavyNavyandApplies TotalTotal QualityQuality Management,Management, HumanHuman PerformancePerformance AppliesTechnology, InstructionalInstructional Technology,Technology, andand projectproject planningplanningTechnology,and managementmanagement principlesprinciples toto T&DT&D effortseffortsandExpertise inin HumanHuman PerformancePerformance AnalysisAnalysis andand CurriculumCurriculum ExpertiseArchitecture DesignDesign andand DevelopmentDevelopmentArchitectureAlpha5
SWISWI NTHow to Get Your Companyon the Quality Track —And Keep It ThereBusinessDriversSTRATEGICBusiness Processesand D A. SVENSONMONICA J. RINDERERMidcutiRay Svensonvesdle MAssessDesignDeployWorkinganagLevemeelntKaren Wallacewith Bruce WexlerIntegrateGuy WallaceWINNER!WINNER!ISPI AwardAward forfor alCommunicationCommunicationAlpha6
StrategicStrategic PlanningPlanning forfor TrainingTraining &&DevelopmentDevelopment ProjectsProjects Abbott LaboratoriesALCOAAllstate InsuranceAmocoAT&TBandag, Inc.Baxter HealthcareCCH, Inc.Commonwealth EdisonContelData General CorporationDigital Equipment CorporationDiscover Card Services, Inc.Dow ChemicalE. I. Du PontEli Lilly and CompanyExxonFord Design InstituteGeneral DynamicsGeneral Motors CorporationGPU NuclearHoechst Celanese Corporation19931984, 1985, 1986, 19911991, 19921992, 19931981, 1984, 1986, 1987, 1988, 1991, 199219951983, 198619931981, 1983198919931987, 199219921986199119961981, 1982199319901984, 1986, 1990198619927
StrategicStrategic PlanningPlanning forfor TrainingTraining &&DevelopmentDevelopment ProjectsProjects (continued)(continued) Illinois BellIntelInternational HarvesterJohnson & JohnsonMaryland State Department of EducationMobilNASANCRNorthern TelecomNorthern Trust BankNovacor Chemical, Ltd.Occidental ChemicalPacific Telephone & TelegraphSalt River ProjectShell OilSquare DTennecoTexaco CanadaThe World BankUnited AirlinesWestinghouseWhirlpool1986, 1987, 198819901980198819901990199319901983, 198419871993, 1994198919781988198219901983198819921995198219868
SessionSession ObjectivesObjectivesAfter thisthis session,session, youyou willwill bebe ableable totoAfterAssess youryour currentcurrent T&DT&D systemsystem againstagainst thethe characteristicscharacteristics Assessof aa world-classworld-class systemsystemofDetermine whetherwhether oror notnot aa StrategicStrategic PlanPlan forfor TrainingTraining && DetermineDevelopment wouldwould havehave valuevalue inin youryour organizationorganizationDevelopmentPlan aa StrategicStrategic PlanPlan forfor TrainingTraining && DevelopmentDevelopment projectproject PlanPosition oror sellsell aa StrategicStrategic PlanPlan forfor TrainingTraining && DevelopmentDevelopment Positionproject toto seniorsenior managementmanagementprojectA-19
SessionSession AgendaAgenda1. SessionSession openopen1.2. TheThe businessbusiness needneed andand rationalerationale forfor StrategicStrategic PlanningPlanning forfor2.Training && DevelopmentDevelopmentTraining3. T&DT&D systemsystem assessmentassessment handouthandout3.4. SWI’sSWI’s businessbusiness andand T&DT&D systemssystems modelsmodels4.5. SWI’sSWI’s four-phasefour-phase StrategicStrategic PlanningPlanning forfor TrainingTraining &&5.Development processprocessDevelopment6. PlanningPlanning aa StrategicStrategic PlanningPlanning forfor TrainingTraining && DevelopmentDevelopment6.projectproject7. SellingSelling aa StrategicStrategic PlanningPlanning forfor TrainingTraining && DevelopmentDevelopment7.projectproject8. SessionSession summarysummary8.A-110
SectionSection 22The Business Need andRationale forStrategic PlanningPlanningStrategicforTraining & DevelopmentSPT&D --- SPT&D11
T&DT&D . . . AA MeansMeans toto anan EndEndHighperformingOrganization12
T&DT&D . . . AA MeansMeans toto anan EndEndLearningCultureHighperformingOrganization13
T&DT&D . . . AA MeansMeans toto anan zation14
ChangingChanging ForcesForces inin thetheBusinessBusiness versity15
MajorMajor ParadigmParadigm s ProductionProductionMass(Industrial apital ation(InformationEconomy)Economy)16
SomeSome CommonCommon ThemesThemes ininthethe NewNew ParadigmParadigmTeams andand teamworkteamworkTeamsQuantitative ion ofof wastewasteEliminationThe learninglearning organizationorganizationTheCustomer focusfocusCustomerProcess controlcontrolProcess1/2 the timeDelayeringDelayering1/10 the defectsCentral serviceservice groupsgroupsCentral2/3 the costCycle-time reductionreductionCycle-timeBureaucracy ormation technologytechnologyInformationContinuous improvementimprovementContinuousNetworked organizationsorganizationsNetworkedSupply-chain partnershipspartnershipsSupply-chainDisappearance ofof standardstandard jobsjobsDisappearanceDecentralizing decisionsdecisionsDecentralizingB-117
WorkforceWorkforce ImplicationsImplications Disappearance ofof unskilledunskilled workworkDisappearance Constantly changingchanging rolerole assignmentsassignmentsConstantlyAll workersworkers becomebecome problemproblem solverssolversAllDecompartmentalization ofof d managersmanagersandRedefinition ofof managementmanagementRedefinition*New skillsskills*New*Continuous learninglearning*ContinuousB-118
T&DT&D ImplicationsImplicationsPeak performanceperformance requiresrequires fullfull skillsskills developmentdevelopment PeakMultidimensional changechange multipliesmultiplies thethe newnew skillsskills toto bebe learnedlearned MultidimensionalManagement ofof thethe skillsskills inventoryinventory (human(human assets)assets) becomesbecomes anan executiveexecutive ManagementprioritypriorityT&D areare managedmanaged asas anan investmentinvestment T&DTraining responseresponse timestimes mustmust bebe muchmuch shortershorter TrainingTraining mustmust bebe moremore customizedcustomized toto individualindividual andand teamteam needsneeds andand locallocal TrainingconditionsconditionsTraining cancan taketake advantageadvantage ofof thethe differentdifferent toolstools andand technologiestechnologies emergingemerging Trainingin thethe newnew businessbusiness environmentenvironmentinLearning becomesbecomes aa partpart ofof everydayeveryday workwork versusversus trainingtraining asas aa singlesingle eventevent LearningTrainers oftenoften replacedreplaced byby on-the-jobon-the-job coachescoaches TrainersB-119
TheThe ShiftingShifting OrganizationalOrganizationalLearningLearning CultureCultureTraditional LearningLearning CultureCultureTraditionalNo clearclear focusfocus onon strategicstrategic NoknowledgeknowledgeLow managementmanagement prioritypriority forfor Lowtraining andand educationeducationtrainingLack ofof linkagelinkage betweenbetween Lacklearning andand naged UnmanagedLeft toto thethe trainingtraining departmentdepartment Leftand thethe individualindividualandB-1Learning CultureCulture forfor mpetence (human(human assets)assets) Competencetreated asas thethe newnew capitalcapital andandtreatedmanaged asas suchsuchmanagedTraining (learning)(learning) Trainingsystematically focusedfocused totosystematicallysupport businessbusiness goalsgoalssupportEveryone hashas anan importantimportant Everyonerole withinwithin thethe learninglearning systemsystemroleTraining departmentdepartment partnerspartners Trainingwith managersmanagers andand employeesemployeeswithin makingmaking trainingtraining decisionsdecisionsin20
What isis thisthis worthworth toto thethe business?business?WhatB-121
FinancialFinancial AnalysisAnalysis ofof TrainingTrainingOpportunitiesOpportunitiesCost ofofCostConformanceConformance All ofof thethe costscosts requiredrequired totoAlltrain thethe workforceworkforce toto aa levelleveltrainof competencecompetence andand toto define,define,ofdevelop, andand deliverdeliver thethedevelop,needed trainingtrainingneedede.g.,e.g.,Analysis AnalysisDesign DesignDevelopment DevelopmentDelivery DeliveryAdministration AdministrationTravel/living Travel/livingEtc. Etc.By itself,itself, thethe costcost ofof conformanceconformance (COC)(COC) maymay bebe largelargeByenough toto scarescare offoff youryour executivesexecutivesenoughB-122
FinancialFinancial AnalysisAnalysis ofof TrainingTrainingOpportunitiesOpportunities (continued)(continued)Cost ofofCostNonconformanceNonconformance All ofof thethe costscosts forfor lessless thanthanAllperfect performanceperformanceperfecte.g.,e.g.,Cost ofof underperformingunderperforming technology/capitaltechnology/capital CostassetsassetsCost ofof lostlost salessales CostLow productivity/yieldsproductivity/yields LowLonger workwork cyclecycle timestimes LongerRework andand scrapscrap duedue toto errorserrors ReworkEtc. Etc.Relative toto thethe costcost ofof conformanceconformance (COC),(COC), thethe costcost ofofRelativenonconformance (CONC)(CONC) isis probablyprobably farfar greatergreater andand farfarnonconformancemore scaryscarymoreB-123
TheThe ReturnReturn onon InvestmentInvestmentCalculationCalculationReturn -- InvestmentInvestment CONCCONC -- COCCOCReturnROI ROIInvestmentCOCInvestmentCOCCONC CostCost ofof NonconformanceNonconformanceCONCCOC CostCost ofof ConformanceConformanceCOCB-124
Training’sTraining’s ImpactImpact onon ROIROISituationSituationA majormajor semiconductorsemiconductor manufacturermanufacturer hashas anan automatedautomatedAproduction processprocess wherewhere unscheduledunscheduled downtimedowntime isis worthworthproduction 10,000/hour. MaintenanceMaintenance technicianstechnicians havehave notnot receivedreceived 10,000/hour.training onon newnew processprocess controlcontrol computers.computers. InIn thethe firstfirst sixsixtrainingmonths, downtimedowntime hashas equaledequaled 3030 percent,percent, ofof whichwhich oneonemonths,quarter cancan bebe attributedattributed toto training.training.quarterB-125
Training’sTraining’s ImpactImpact onon ROIROI(continued)(continued)Value30X80X% Downtime Hours/week576HoursX0.25% TrainingX24Weeks 576 hours of downtime 10,000DowntimeCost 1,440,000 value 40,000Student 340,000Cost 150,000Development 150,000 Instructorand FacilitiesROI 1,400,000 - 340,000 312% 340,000B-126
Training’sTraining’s ImpactImpact onon ROIROI(continued)(continued)SituationSituationA telephonetelephone companycompany hashas installedinstalled newnew workstationsworkstations andandAsoftware forfor 250250 serviceservice representatives.representatives. TrainingTraining waswassoftwareinformal, andand thethe measuredmeasured productivityproductivity ofof thethe CSRsCSRs hashasinformal,reached onlyonly 5050 percentpercent ofof capacitycapacity afterafter fourfour months.months.reachedB-127
Training’sTraining’s ImpactImpact onon ROIROI(continued)(continued)Value 40,000LoadedannualsalaryX100%X% of jobusing theworkstation250CSRsX0.50 5 million annualProductivity(plus irate customers,%overtime, etc.)Cost 300,000Development 140,000Deliver 3 days to250 CSRs 440,000 - 0.5 millionROI5 - 0.5 9:10.5B-128
SectionSection 33T&DSystemAssessmentAssessmentplus handouthandout --- plus29
Attributes-Class T&DAttributes ofof aa WorldWorld-ClassT&DSystemSystem1. OrganizationalOrganizational culturalcultural valuesvalues supportsupport fullfull competencycompetency1.development andand lifelonglifelong learninglearningdevelopment2. EveryoneEveryone participatesparticipates inin thethe T&DT&D systemsystem andand processesprocesses2.3. TheThe T&DT&D systemsystem isis drivendriven byby businessbusiness performanceperformance goalsgoals andand isis3.performance-basedperformance-based4. ThereThere areare tighttight linkageslinkages betweenbetween T&DT&D departmentsdepartments andand thethe usersusers4.of theirtheir servicesservicesof5. ThereThere isis strongstrong executiveexecutive leadershipleadership andand participationparticipation5.6. T&DT&D resourcesresources areare matchedmatched toto needneed andand objectivesobjectives6.7. T&DT&D staffsstaffs areare competentcompetent andand includeinclude aa balancedbalanced mixmix ofof expertiseexpertise7.B-130
Attributes-ClassAttributes ofof aa WorldWorld-ClassT&D(continued)T&D SystemSystem (continued)8. AA balancedbalanced arrayarray ofof T&DT&D strategiesstrategies isis employedemployed8.Beyond traditionaltraditional T&DT&D deploymentdeployment modes,modes, includingincluding thethe useuse ofof Beyondadvanced computercomputer technologiestechnologiesadvancedInternet andand IntranetIntranet--InternetStructured/coached OJTOJT--Structured/coachedEtc.--Etc.9. ThereThere isis strongstrong administrativeadministrative coordinationcoordination ofof allall T&DT&D9.effortsefforts10. InternalInternal T&DT&D resourcesresources areare leveragedleveraged throughthrough appropriateappropriate10.use ofof outsideoutside resourcesresourcesuseB-131
TrendsTrends inin T&DT&DDecentralizing thethe learninglearning sitesite DecentralizingAction learninglearning ActionUsing thethe informationinformation networknetwork andand personalpersonal computer/workstationcomputer/workstation UsingEmbedded performanceperformance supportsupport systemssystems EmbeddedStructured, on-the-jobon-the-job trainingtraining (SOJT)(SOJT) Structured,Team learninglearning TeamSkills managementmanagement interfacesinterfaces SkillsMultimedia technologytechnology MultimediaDistance learninglearning DistanceOutsourcing OutsourcingC-132
SectionSection 44SWI’sBusinessBusinessandT&D SystemsModels33
SWI’sSWI’s BusinessBusiness ModelModelContextContext forfor T&DT&DBusiness sinessProcessesHumanPerformanceModelsHuman AssetAssetHumanManagement .pptC-134
Assets and Competenciesof TrainingBusiness EnvironmentGovernment Shareholders sSuppliersCommunityTraining ployeeSatisfactionluesutesAttribVacennueeqns msCo ysteSioatmalicys tsPh sseArfoInProcess/PerformanceRequirementsKan nowd leSk dill gesHuman Assets InfrastructurenTraining InfrastructureTraining Metricstiozani r ega tuOr trucSC-1Training Stakeholders Training Processesand MetricsBusiness DriversTheThe BusinessBusiness ArchitectureArchitectureofof T&DT&DEnvironmental Assets Infrastructure35
Example:Example: T&DT&D BusinessBusinessDriversDriversAssets andand e coursewarecourseware Available ProductionProduction capabilitycapabilityDelivery infrastructureinfrastructure Delivery-Facilities-Facilities-Networks (CBT(CBT andand-Networksother)other) AnalysisAnalysis datadataTraining staffstaff TrainingCompetenciesCompetenciesFront-end analysisanalysis ofof Front-endperformanceperformanceCurriculum ArchitectureArchitecture CurriculumDesign (CAD)(CAD)Design /developmentJust-in-time deliverydelivery Just-in-timeDeveloping customercustomer ldersBusiness leadershipleadership Business-Generalmanagement-General management-Process sional/technicaldiscipline ive leaders EmployeesEmployees (end(endconsumers ofof training)training)consumersCustomers ofof thethe Customerscompanycompany-Users ofof productsproducts andand-Usersservice whowho needneedservicetrainingtrainingSuppliers ofof thethe companycompany Suppliers-Mayneedtrainingon-May need training oninterfacing, TQM,TQM, etc.etc.interfacing,Training departmentdepartment Trainingemployees andand supplierssuppliersemployeesBusiness EnvironmentEnvironmentBusinessRate ofof changechange Rateimpactingtrainingimpacting trainingcustomerscustomersRate ofof hiringhiring andand jobjob Ratemovementmovement CompetitiveCompetitive ororalternative sourcessources ofofalternativetrainingtrainingBest practicespractices BestCustomer/user Customer/userperceptions aboutaboutperceptionstrainingtrainingTechnologies Technologies36
Example:Example: T&DT&D rformancePerformanceIndexIndexTraining DepartmentDepartmentTrainingEmployee SatisfactionSatisfactionEmployeeTraining DepartmentDepartmentTrainingSupplier SatisfactionSatisfactionSupplierQuality IndexIndexQualityC-137
ExampleExample T&DT&D PerformancePerformanceMetricsMetrics (continued)(continued) –Cost ofof TrainingTrainingCostNeeds NotNot MetMetNeeds–Cost nessBusinessBenefitBenefitC-1Business BenefitBenefit ofofBusinessTraining NeedsNeeds MetMetTraining Value–Cost38
T&D ProcessesLeadershipOverall System Design/ImprovementPlanning and Budgeting Strategic planning Work management Financial results Process design/redesign Operational planning-Workload-Staffing strategyOperations ManagementResults Measurement Job/team design/redesign Program coordinator Customer satisfaction Process support materials External linkages Employee satisfaction Internal linkages Training results BudgetingCore ProcessNeeds/Performance AnalysisCurriculum Architecture DesignDesign, Develop, ProcureDeliveryEvaluationMaintenance Preliminary AnalysisReport Curriculum Analysis Report Course Design Document Delivery plan Evaluation design Curriculum Design Document Instructional Materials Evaluation documents Maintenanceplan Implementation Planning Report Instructor Training Plan Trainedemployees Analysis Report Evaluation reports Coursesupdated Pilot resultsProject Management Project Plan Team organization Project status reports Final project reportSupportTraining TechnologySurveillanceTraining AdministrationStaffing Environmental resourcemanagement Recruiting and selection Registration and scheduling Training materials inventoryTraining Information ManagementTraining Marketing and Communication Information system in place Training marketing tools Training and development Performance management Career management Training attendance tracking39
T&DT&D tsHuman AssetsAssets ubject MatterMatter ExpertiseExpertiseSubjectMeasurement ExpertiseExpertiseMeasurementDesignDesignDesktop mentDevelopmentGraphicsGraphicsMarketing andand y nce/AccountingFacilitationFacilitationProject ationEnvironmental AssetsAssets ion andand TeamTeamOrganizationStructureStructureTraining FacilitiesFacilitiesTrainingandEquipmentand EquipmentAnalysis DataDataAnalysisClient Boards/CouncilsBoards/CouncilsClientMaterials andandMaterialsMaterialsSystemMaterials SystemUser DataDataUserBudget/Financial ResourcesResourcesBudget/FinancialCommunications NetworksNetworksCommunicationsResults sTools/WorkstationsFinancial DataDataFinancialInformation SystemsSystemsInformationC-140
ExampleExample InfrastructureInfrastructure temSystemDeliveryDeliverySystemsSystems41
Example:Example: T&DT&D OrganizationOrganizationStructureStructureOffice ofof thethe ExecutiveExecutiveOfficeUMCUMCVice PresidentPresidentViceEducationand TrainingTrainingEducation andAssistantAssistantVicePresidentVice PresidentCorporateEducationCorporate EducationExecutive ExecutivedevelopmentdevelopmentManagement ManagementdevelopmentdevelopmentTechnology -ManufacturingMarketing, sales,sales, Marketing,and serviceserviceandinstitutesinstitutesDistribution andand Distributionmaterials instituteinstitutematerialsC-1Business UnitUnitBusinessVice PresidentPresidentVice(4)(4)Credit ctor,Director,Training StaffStaffTrainingQuality educationeducation Quality MIStraining MIS trainingInstructional Instructionalmethods,methods,procedures, andandprocedures,standardsstandardsPlanning andand PlanningresultsresultsFacilities andand FacilitiesadministrationadministrationCredit CorporationCorporationCreditTraining UnitBusiness UnitTrainingDepartmentTraining DepartmentMarketing, sales,sales, Marketing,and serviceservice trainingtrainingandBusiness unitunit Businesstechnical trainingtrainingtechnicalNeeds analysis,analysis, Needsplanning, erManagerPlantPlantTrainingManagerTraining ManagerProduction trainingtraining ProductionMaintenance trainingtraining Maintenance Supervisorytraining Supervisory trainingClerical andand Clericaladministrativeadministrativesupport trainingtrainingsupportContracts trainingtraining Contracts Accountsreceivable Accounts receivabletrainingtraining Portfolio managementmanagement PortfoliotrainingtrainingDealer andand customercustomer Dealerservice trainingtrainingserviceSupervisory trainingtraining Supervisory Clericaland Clerical andadministrativeadministrativesupport trainingtrainingsupport42
Example:Example: T&DT&D neCurriculumCurriculumCouncilsCouncilsBusiness esC-143
Example:Example: WorkplaceWorkplaceLearningLearning SystemSystemTraining CouncilCouncilTrainingTrainersTrainersIndividual, Team,Team,Individual,and LocationLocationandLearning PlansPlansLearning?EmbeddedEmbeddedLearning SupportSupportLearningSystemsSystemsLearning ationsNetwork toto thethe WorldWorldNetworkC-1Training BudgetBudgetTrainingOJT CoachesCoachesOJT44
Example:Example: LearningLearning gTerminalsTerminals45
DeliveryDelivery SystemsSystems bybyInstructionalInstructional ModeModeGroup-paced (instructor-driven)Lecture/discussion Lecture/discussionCase groupgroup CaseAction learninglearning ActionLaboratory LaboratoryVideo VideoC-1Self-pacedConventional paperpaper andand Conventionalpencil mediamediapencilCBT/multimedia CBT/multimediaSimulator/lab Simulator/labVideo VideoExpert systemssystems ExpertEmbedded (computerized(computerized EmbeddedHelp screens)screens)HelpTutorials TutorialsStructured/unstructured OJTOJT Structured/unstructuredand workwork assignmentsassignmentsandInternet andand IntranetIntranet Internet46
WhatWhat CanCan WeWe DoDo toto ImplementImplementBusiness-driven T&D?Business-drivenT&D?Develop aa StrategicStrategic PlanPlan forfor TrainingTraining && DevelopmentDevelopment DevelopImplement/improve thethe T&DT&D systems,systems, makingmaking targeted,targeted, Implement/improvesufficient investmentsinvestments toto achieveachieve thethe requiredrequired businessbusinesssufficientresultsresultsNote: JustJust becausebecause trainerstrainers areare skilledskilled atat uncoveringuncoveringNote:training requirementsrequirements doesdoes notnot inin andand ofof itselfitself warrantwarranttrainingmeeting thosethose requirementsrequirementsmeetingC-147
DefinitionDefinitionA StrategicStrategic PlanPlan forfor TrainingTraining && DevelopmentDevelopmentAIs aa cumulativecumulative compositioncomposition ofof severalseveral outputsoutputs fromfrom eacheach Isphase withinwithin ourour four-phasefour-phase processprocess model;model; ititphaseDefines thethe high-priorityhigh-priority businessbusiness challengeschallenges andand goalsgoals--DefinesDefines thethe T&DT&D productsproducts neededneeded toto achieveachieve thethe highhigh--Definespriority businessbusiness goalsgoals andand definesdefines thethe T&DT&D systemssystemspriorityneeded toto acquire/develop,acquire/develop, deploy,deploy, andand administeradminister thetheneededoverall T&DT&D productproduct linelineoverallProvides aa comprehensivecomprehensive businessbusiness planplan forfor meetingmeeting Providesthese needsneeds accordingaccording toto businessbusiness prioritiesprioritiestheseC-148
QuestionsQuestions AnsweredAnswered byby thethePlanPlanC-149
QuestionsQuestions AnsweredAnswered byby thethePlanPlan1. WhatWhat areare ourour businessbusiness challenges,challenges, goals,goals, andand strategies?strategies?1.2. WhatWhat knowledge/skillsknowledge/skills areare neededneeded toto reachreach ourour goals?goals?2.3. HowHow cancan wewe makemake suresure ourour employees,employees, customers,customers, andand3.suppliers havehave know-howknow-how ;; whatwhat isis training’straining’s role?role?suppliers4. HowHow adequateadequate isis thethe presentpresent learninglearning system?system?4.5. WhatWhat shouldshould ourour systemsystem looklook likelike inin threethree toto fivefive years?years?5.6. WhatWhat areare ourour strategicstrategic learninglearning goals?goals?6.7. WhatWhat strategiesstrategies willwill wewe adoptadopt toto reachreach ourour goals?goals?7.8. WhatWhat workloadworkload dodo wewe estimateestimate toto executeexecute ourour strategies?strategies?8.9. HowHow m
Training & Development 3. T&D system assessment handout 4. SWI's business and T&D systems models 5. SWI's four-phase Strategic Planning for Training & Development process 6. Planning a Strategic Planning for Training & Development project 7. Selling a Strategic Planning for Training & Development project 8. Session summary 1. Session open 2.
