5 Programme Introduction The economy & its impact on the work of HR The L, T & D TargetFindings from our research & the RAM!The future for L, T & D
6 The Current ChallengeIn recession all departments need to look, and be, agile and focusedBudget and headcount is at riskL&D spending may appear “escapable”We need to be switched on to the needs of the organisation, whilst delivering real value nowL & D needs senior level sponsorship
7 The Potential Problem L&D expenditure is cut L&D activities are “capped or scrapped”Essential /operational training-only scenarioL&D infrastcrture is closed downL&D is downgraded/outsourced or “de-professionalised”The value of learning is lost because nobody valued learningCIPD Research with Portsmouth University explains this
9 The Potential Solution RRelevanceAAlignmentMMeasurement
10 Relevance Delivering performance improvement Delivering cost-effective peopleEnabling career & talent managementAsk difficult questionsHow are we contributing to the performance of the organisation?Does the organisation have the people with the right capabilities when it needs them?How well are we building our “future workforce”?
11 Delivering performance Improvement “If we could improve everyone's performance by just 10% then we’d have a hell of a company on our hands”Performance improvement should be our “compass”Performance is improved through targeted skills and learningLinked to culture and organisational changeDriven by context
12 Delivering cost effective people Training people to be effective and productive at all levelsReducing the costs of getting people “job-ready” and effectiveGetting people to deliver more effectively
13 Enabling Career and Talent Management TM critical even in tough times“Development” can replace “ dosh” as a motivatorDevelopment can also allow people optionsJust 26% reported a change in their organisation’s approach to talent managementTM allows organisations to bounce backL&D and HR is arguably all about Talent
14 The Target for L, T & D Activity MustShouldCould
15 ‘The War on Talent’26% of respondents report that their organisation has been forced to change its approach to talent management as a result of the current climate, with private service organisations most likely to be affected.For those organisations whose talent strategies have been affected by the current climate, the top four reasons given are:‘Our learning and development budget has been cut.’‘We are placing an even greater focus on talent management.’‘We are shifting our efforts to focus on employee retention.’‘We are reviewing our current systems and talent processes for their cost-effectiveness.’
16 A Silver Lining?Organisations appear to be adopting some positive talent management practices in response to the downturn, including:developing more talent in-house (55%)focusing on essential development (45%)continuing to recruit key talent (43%)placing an increasing focus on employee retention (35%)
17 Green Shoots of L & D?!Scotrail are using the available funding from Government and union learning representatives to improve workplace learning, enabling them to win an extended franchise and to drive performance improvementA major global consultancy company took $10m of costs out just by pruning those activities which were not strategically aligned. These savings were then allocated into a strengthened and more strategic Learning & Development function
18 Green Shoots of L & D?!The software development arm of a global telecoms consultancy is driving Learning & Development towards much more focused inputs to deliver business value. For example, by looking at the duration and alignment of learning styles with delivery, the business is helping its engineers to shift their skills in this fast moving areaThe global sports and engineering brand McLaren is driving high performance with Learning & Development at the centre. McLaren is using coaching for performance as a way of keeping its teams, whether in FI or premier event catering, ready to fire.
19 Alignment Fit with strategy Supported by key stakeholders Involved in the organisationAsk Difficult questionsHow well do the L, T & D and HR agendas align?How does your work link to the strategy of the organisation?Who on the senior team is supporting this work?
20 Alignment and Influence: Avoid Blind spots Don’t become “road warriors” or “classroom course hermits”CommunicateCollaborateCalibrateFocus on the solution neededWhat works best?What delivers the “intervention” most efficientlyDoes the solution workfor the stakeholderfor the organisationfor the individual
22 Meaningful Measures & Metrics Key Performance IndicatorsReturn on ExpectationReturn on InvestmentAsk Difficult QuestionsHow well do we understand the real cost of our work?How well do we deliver on our promises?Do we use benchmarking for justification or improvement?
23 Future Competencies – look to the Map Curious Shows an active interest in the internal and external environment and in the continuous development and improvement of others at both organisation and individual levels. Is open minded with a bias and willingness to learn and enquire. Decisive thinker Demonstrates the ability to analyse and understand data and information quickly. Is able to use information, insights, and knowledge in a structured way using judgment wisely to identify options and make robust and defendable decisions.Skilled influencer Demonstrates the ability to influence to gain the necessary commitment and support from diverse stakeholders in pursuit of organisation benefit.Driven to deliver Demonstrates a consistent and strong bias to action, taking accountability for delivery of results both personally and/or with others. Actively plans, prioritises and monitors performance, holding others accountable for delivery.
24 Competencies - 2Collaborative Works effectively and inclusively with colleagues, clients, stakeholders, customers, teams and individuals both within and outside of the organisation.Personally credible Builds a track record of reliable and valued delivery using relevant technical expertise and experience and does so with integrity and in an objective manner.Courage to challenge Shows courage and confidence to speak up, challenge others even when confronted with resistance or unfamiliar circumstances.Role Model Consistently leads by example. Acts with integrity, impartiality and independence, applying sound personal judgment in all interactions
25 Conclusion Times are tough LTD under threat Needs to show its Value RAMDevelop strategic value of learningUse new profession map and CIPD resource.