1. …in a corporate context

2. Queensland Rail Queensland Rail is an integrated railway operator in the state of Queensland. Owned by the Queensland Government. Queensland Rail operates suburban and long- distance passenger services with a fleet of over 200 trains.

3. 85% employed in core functions 64% employed in operations areas (train drivers, network control, stations & trades) 23% in regional areas 92% employed on a permanent basis 4.5% employee turnover Queensland Rail Our People…

4. Learning & Development Service Model 1. Criteria High Risk High Impact Mandatory Safety Critical Criteria High Risk High Impact Mandatory Safety Critical 2.3. Learning Solutions In house analysis & design Support from SME’s In house delivery with support from ATAA Learning Solutions In house analysis & design Support from SME’s In house delivery with support from ATAA Content Areas Rail Safety work Transport Packages Safety Critical Other Rail specific or role specific programs Content Areas Rail Safety work Transport Packages Safety Critical Other Rail specific or role specific programs Criteria High Volume Moderate / Local impact Generic subject matter Criteria High Volume Moderate / Local impact Generic subject matter Learning Solutions Self paced learning Learning Central Tips & resources Lunch n’ learn Journals, books, COP Prof memberships Learning Solutions Self paced learning Learning Central Tips & resources Lunch n’ learn Journals, books, COP Prof memberships Criteria High Volume Moderate Impact Criteria High Volume Moderate Impact Learning Solutions Brokered design & delivery with support from Learning Partner panel Learning Solutions Brokered design & delivery with support from Learning Partner panel Content Areas General Safety Non scope AQF packs LLN support Leadership Development Content Areas General Safety Non scope AQF packs LLN support Leadership Development Content Areas General capability development (Team effectiveness, Communication skills, Change, Self development, Influencing, Negotiation, Administration, Business acumen, Leadership skills) Content Areas General capability development (Team effectiveness, Communication skills, Change, Self development, Influencing, Negotiation, Administration, Business acumen, Leadership skills) In House Brokered Self Service

5. Learning & Development– Why is it important to get it right? In most cases: 80% of performance problems relate to gaps in motivational or environmental factors 20% of performance problems relate to gaps in knowledge and skill A learning solution will only address gaps in knowledge and skill If we incorrectly diagnose the root cause and/or attempt to address knowledge and skill in isolation of motivation and environmental factors we will never achieve the desired performance outcomes. Most requests for learning solutions arise from business performance problems, or a gap between current state and the desired future state.

6. Chart Source: Rosenberg, M., “At the moment of need – the case for performance support”, 2013 Traditional approaches rarely deliver full proficiency or competence (  &  ). This only occurs when knowledge and skill has been practically applied in context. All learning, knowledge and skill degrades over time if not regularly applied (  ). The best results are when learning is combined (or sometimes even replaced by) ‘performance support’, allowing users to access the information or people who can help them when they need it (  ). The importance of ongoing performance support to learning effectiveness

7. Learning Object Repository To facilitate self-service learning across Queensland Rail by establishing and maintaining a digital repository of "learning objects" (Queensland Rail curriculum and course materials, books, presentations, multi-media files and links to other sources/repositories). …Project Goal

8. Demonstrated currency, accuracy and evidence based training against a variety of compliance, safety and professional development areas Identification and management of curriculum that requires revision & IP governance in a highly regulated industry Extensive re-use of existing intellectual property Self service learning for our people Self service professional development pathways Business benefits of project

9. High Power / High Interest ICT Learning & Development Leadership Learning & Development Function Finance High Power / Low Interest Board CEO, Executive Leadership, Functional Senior Managers Change Management Office Learning Governance Group Procurement Low Power / High Interest PDP Owners, Frontline Managers, Young Professionals HR Central, HR Business Partners Distributed Trainers & Assessors, Learning Designers Early Adopters, Contributors, Product Owners Low Power / Low Interest Consumers - Users Technical Late Adopters Subject Matter Experts Late Career Employees People at a Career Turn Stakeholders

10. High Power / High Influence Cost savings Capacity Capability Service Models Currency Assurance Compliance Safety KPIs Goals:

11. SavingsCapacityCapability Geographically dispersed workforce Reduced off job commitment Reduced incidental costs (travel, venue, catering, trainer) Just in time 24/7 Customised Trainer independent Remote and regional access Learning ‘fit’ Application Authentic Self-service Immediate skill support High Power / High Influence

12. Compliance / SafetyAssuranceService model IP Management Links legislation & policy Retrieve and edit Workflow – product ownership Endorsed material Review high use Version control User groups Access hierarchies Product feedback & usage statistics Self serve events Reduction in external training spend Learner/ supervisor/ manager feedback KPI’s – Return on Investment High Power / High Influence

13. Utilisation Promotion Project difference Endorsement Ownership Complexity Governance System integration Actions:

14. Utilisation / Promotion Ownership / Governance IntegrationMeasure Change & Comms plan User interface design Pre set contribution options Extended metadata Extended search as standard What, How much, Who Open collections Closed collections User group studies Search data analysis Project evaluation SAP LSO PDPs HR Central referrals HR Business Partner referrals Helpdesk support Usage Help desk data Null results Compliance data Continuous improvement data High Power / High Influence

15. Stakeholders High Power / High Interest ICT Learning & Development Leadership Learning & Development Function Finance High Power / Low Interest Board CEO, Executive Leadership, Functional Senior Managers Change Management Office Learning Governance Group Procurement Low Power / High Interest PDP Owners, Frontline Managers, Young Professionals HR Central, HR Business Partners Distributed Trainers & Assessors, Learning Designers Early Adopters, Contributors, Product Owners Low Power / Low Interest Consumers - Users Technical Late Adopters Subject Matter Experts Late Career Employees People at a Career Turn

16. High Power / Low Interest Organisational objectives Business process transformation Structure flexibility Service efficiency Business models Business process improvement Cost reduction Vendor engagement Goals:

17. Organisational objectives Business process transformation Structure flexibility Service efficiency Best Performing Railway Safest Railway Achieve shareholder targets Improve asset condition Highly satisfied passengers and customers Contestability Efficiency Cross skilled workforce Mobile workforce Rapid up-skill approaches Rapid compliance approaches Leadership development High performing team members Just in time resources Reduced pressure on rosters Rapid customer response High Power / Low Interest

18. Low reaction Positive Supportive Welcome No detail Significance Value Any part to play Re-actions:

19. SignificanceSkip the detailPart to playValue Staff proficiency / low cost workforce capability gains Regulated curriculum Training evidence Training as risk mitigation / control High ticket links to organisational goals only Key messages only Confirmation of goals and outputs of project Build relationship Endorse Receive metrics and analytics Formalise further embedding into business processes Return on investment data Activity statistics Whole of life product value Enterprise system integration for increased value High Power / Low Interest

20. Stakeholders High Power / High Interest ICT Learning & Development Leadership Learning & Development Function Finance High Power / Low Interest Board CEO, Executive Leadership, Functional Senior Managers Change Management Office Learning Governance Group Procurement Low Power / High Interest PDP Owners, Frontline Managers, Young Professionals HR Central, HR Business Partners Distributed Trainers & Assessors, Learning Designers Early Adopters, Contributors, Product Owners Low Power / Low Interest Consumers - Users Technical Late Adopters Subject Matter Experts Late Career Employees People at a Career Turn

21. Relevance to work roles Business accuracy Security and business risk Business culture ANSCO codes Link to proficiency / work authorisations Talent pipeline Serviceable option for supervisors to provide PD to team members Dynamic and reflecting latest advice Rich rail results Leadership resources Assurance for contributors Assurance for managers Assurance for regulators Reliable and useful reporting Organisational opportunities Career pathway information Membership accreditation Research value Low Power / High Interest

22. Stakeholders High Power / High Interest ICT Learning & Development Leadership Learning & Development Function Finance High Power / Low Interest Board CEO, Executive Leadership, Functional Senior Managers Change Management Office Learning Governance Group Procurement Low Power / High Interest PDP Owners, Frontline Managers, Young Professionals HR Central, HR Business Partners Distributed Trainers & Assessors, Learning Designers Early Adopters, Contributors, Product Owners Low Power / Low Interest Consumers - Users Technical Late Adopters Subject Matter Experts Late Career Employees People at a Career Turn

23. Ease of accessCurrencyRelevanceAddress pain points Integration Single sign-on Co located Utility / pre prepared mash up of navigation Endorsed, not endorsed Updated re rules, policies, version controlled Risk mitigation Australian context Industry relevant Formal curriculum Enabling tools Central location Group and flexible access controls Learning catalogue clarity Links to proficiency and occupation Low Power / Low Interest