Being a strategic partner hawkeye astd final
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This document discusses strategies for becoming a strategic partner in learning and development. It begins with an agenda that outlines discussing what strategic partnership means, who is involved, why it's important, and how to achieve it. It then discusses how learning and development impacts organizational success and must be aligned with strategic goals. Partnerships are important with various internal and external stakeholders. The document also reviews trends driving the need to demonstrate learning impact and facilitate lifelong learning. Suggestions are provided for improving partnerships, such as leveraging technology, understanding business strategies, and facilitating learning over delivering training.
Being a strategic partner hawkeye astd final
- 1. Being a Strategic Partner Hawkeye ASTD Program; February 8, 2013
- 2. Being a Strategic Partner Objectives Stimulate thinking Facilitate discussion Share ideas, resources
- 3. Being a Strategic Partner Agenda What? Who? Why? How?
- 4. Being a Strategic Partner Introductions Name Organization What’s a strategic partner?
- 5. What does it mean to be strategic?
- 6. Strategic Learning & Development Percentage of Market Value Related to… Tangible Assets 38% 62% 80% 62% 38% 20% 19821 Intangible Assets 19921 20022 1. Brookings Institution analysis of S&P500 ; 2. Kaplan & Norton
- 7. Revenue, Sales, and Market Share Growth ROA ROE ROI ROS Innovation, Customer Satisfaction Engagement, Quality, Op erational Performance
- 8. Strategic Learning & Development “Moving the needle” on measures of success • External (Mission Based) Impact: – Increase readiness for college and career – Improve earning potential with certifications – Drive awareness of insights that unlock potential • • • • Culture (Learning and Growth) Operational Excellence (Business Process) Customers (Customer) Financial (Financial)
- 9. Strategic Learning & Development Focused on “superordinate” goals Workforce Requirements Vision Strategies Strategic Priorities Values Workforce Capabilities Knowledge and Skills Behaviors Motivation
- 10. CORE COMPETENCIES ACT’s Strategic Competencies Leadership & Empowerment Excellence & Management Innovation & Improvement Collaboration & Inclusion Talent & Development Foundation & Expertise
- 11. What does it mean to partner? With whom?
- 12. Who is responsible for learning and development?
- 13. Ed Schein’s 3 Consultant Roles • Expert: delegated authority to plan and implement initiatives; manager(s) and others play an inactive role • Pair-of-hands: applies specialized knowledge to implement action plans defined by the manager(s) • Collaborative: shared responsibility for planning and implementation
- 14. Mary Broad’s Transfer of Training Before During After Manager 1 8 3 Learner 7 5 6 Trainer 2 4 9
- 16. Who else is responsible for learning and development?
- 17. Who Else may have responsibility? • Senior leaders • Subject matter experts • Internal and/or external customers • Coaches or mentors (internal, external) • Other internal partners (IT, Communications) • Other external partners (materials, delivery) • Communities of Practice (Hawkeye ASTD)
- 18. Why is it important to be a strategic partner?
- 19. Trends • • • • • • • Learning technology advancements Ubiquity of mobile devices Increased focus on social learning Culture of connectivity Economic uncertainty Demographic shifts Globalization
- 20. Implications • Being proactive business partners – Bringing others together (e.g., Business Units, HR, IT) to address needs – Critical to understand the business, its strategies, and how to align to goals • Demonstrating value and impact – CEOs care about impact more than ROI • Helping organizations retain knowledge
- 21. Implications • Being facilitators of learning rather than just deliverers of training – Build an environment and communities that support learning, not single learning events • Understanding and using technology – Leverage to guide and supplement learning – Learning is at the core; technology enabler
- 22. How do we become (better) strategic partners?
- 23. 2004 ASTD Competency Model Learning Strategist Business Partner Project Manager Professional Specialist
- 24. 2013 ASTD Competency Model © 2013 by The American Society for Training & Development (ASTD). All Rights Reserved. For use by permission only
- 25. Areas of Expertise Original name New name and extent of updates Designing Learning Instructional Design - substantial updates Delivering Training Training Delivery - substantial updates Human Performance Improvement Performance Improvement - minor Facilitating Organizational Change Change Management - minor Managing the Learning Function Managing Learning Programs - minor Managing Organizational Knowledge Knowledge Management - substantial Career Planning & Talent Management Integrated Talent Management - minor Coaching Coaching - minor Measuring and Evaluating Evaluating Learning Impact - substantial Learning Technologies - new area
- 26. Anthem Video
- 27. How will we improve ourselves, our teams, our organizations, and our Hawkeye ASTD Chapter?
- 29. Consider partnering with ACT on field testing the new teamwork assessment All-Chapter program on March 8 at Rockwell Collins in Cedar Rapids 9-11 AM April 9 program on ROI for Training 7:30-9 AM Professional Development Events: CPLP Study Groups, PD Days
- 30. Spread the word about Hawkeye ASTD’s Job Board; currently four positions posted, including ACT’s job opening: L&D Partner If you are a guest interested in joining Hawkeye ASTD, during the next week you can apply your guest fee toward your membership. Thanks for participating today!
Editor's Notes
- #16: Let’s look at a few of the resources we can use to create our development plans. There are three easy steps: assess, acquire, and apply.