Elevating the Role of L&D in Your Organization: Strategic Insights & Impactful Strategies

2. Elevating the Role of L&D in Your Organization • The Importance of L&D • How Strategic is Your Team • 9 Factors for a Strong L&D Impact • Senior Leader Involvement • L&D for L&D

3. Statistics • US spends more than $87B / year in employee development – many executives question its ROI. - - - trainingindustry.com • More than 50% of companies have revisited their learning strategy less than 2times over the last 5years – for many companies, an updated L&D process is long overdue. • 1/3 of Millennials rank training and development opportunities as a prospective employer’s top benefit – Millennials will make up 75% of the US labor force by 2025.

4. Why is This Topic So Important? • Competitive advantage • Further company’s mission • Improves employee engagement, experience, & retention • Instrumental to Achieving Results

5. Statistics • 1/3 of workers do not feel like their companies provide them with adequate skills training, nor do they think their current skills make them promotion ready. • 45%of workers reported current training offerings aren’t relevant to employees’ daily responsibilities.

6. Questions… • How does your L&D team determine the skills your employees need? • How does your L&D team ensure the skills being learned are still relevant?

7. Statistics • Only 18%of employees would recommend their employers' learning and development opportunities – the supply is not meeting the demand. • Only 14%of workers said they’d give their organization an “A” grade for L&D programming.

8. Learning Opportunities When employees need to learn something new, they are most likely to: • 69% ask their boss or mentor • 55%ask their colleagues for recommendations • 47%search the internet • 43%browse specific resources • 28%search their employers’ learning systems • 21%rely on their L&D or HR departments.

9. Question… What process do your employees use to alert your L&D team when they need to learn something new?

10. Question…

11. Elevating the Role of L&D in Your Organization • The Importance of L&D • How Strategic is Your Team • 9 Factors for a Strong L&D Impact • Senior Leader Involvement • L&D for L&D

12. Strategic Indicators • L&D Leaders involvement in the formation of your organization’s strategy • The manner in how L&D investment decisions made • Involvement of Senior Executives with L&D activities

13. Where Are You Now?

14. 4 Levels of Learning Organization Maturity Episodic/Programmatic: Incidental training; tactical/reactive Responsive/Contextualized: Focus on training excellence; Led by centralized L&D team responsible for governance & instructional design Continuous/Empowering: Focus on organizational performance; Talent development is a core competency of management; Measures key performance indicators Anticipatory/Flow: Employees aligned around continuous informal/formal learning; Adoption of strategic tools for L&D & agile corporate structure

15. Question… Do you have an example where your L&D organization has successfully evolved?

17. Elevating the Role of L&D in Your Organization • The Importance of L&D • How Strategic is Your Team • 9 Factors for a Strong L&D Impact • Senior Leader Involvement • L&D for L&D

18. The L&D Function in Transition

19. Co-Ownership Between Business Units & HR L&D functions can enhance their partnership with business leaders by establishing a governance structure in which leadership from both groups share responsibility for defining, prioritizing, designing, & securing funds for capability-building programs. 

20. Question… How does your L&D team ensure co-ownership with the business units across your organization?

21. Assessment of Capability Gaps After an organization has identified the most essential capabilities for various functions or job descriptions, companies should then assess how employees rate in each of these areas. L&D interventions should seek to close these capability gaps.

22. Design of Learning Journeys • Provide continuous learning opportunities that take place over a period of time • Helps employees develop required competencies in the most effective & efficient way • Supports transfer of learning to the job

23. Increase Personal Effectiveness Live Impact Journey 7 Habits SignatureWork Session 2 Days 7 HabitsAssessment 7 HabitsAssessment 7 HabitsTools Self or 360º Self or 360º 7 X 7 ContractLiving the 7 Habits App Refreshers Roots of Effectiveness Carry Your Own Weather Proactive Language 80th Birthday Weekly Planning Emotional Bank Account Empathic Listening Autobiographical Responsesand Empathic Listening The Nature of Synergy The Daily Private Victory Extras Discovery of a CharacterWallsTrim TabWhitewaterSurvival/RevivalThe Goose and the Golden Egg Revisit Key Concepts 7 Habits Jump Start 1–37 Habits Jump Start 4–7 PREPARE LEARN APPLY SUSTAIN ManagerMeeting ReconnectMeeting

24. Execution & Scale-Up L&D needs to maintain an ongoing discussion with business leaders about initiatives & priorities to ensure the requisite resources & support.

25. Measuring Impact on Business Performance • Strategic Alignment • Capabilities • Organizational Health • Individual Peak Performance

26. Integration of L&D Interventions into HR Processes L&D has an important role to play in: • Recruitment • Onboarding • Performance Management • Promotion • Workforce Planning • Succession Planning

27. Enabling of the 70:20:10 Learning Framework Today L&D leaders must design & implement interventions that support informal learning that include: • Coaching & Mentoring • OJT Instruction • Leadership Shadowing • Action-Based Learning • On-Demand Access to Digital Learning • Lunch-N-Learn Sessions • Social Technologies

29. Systems & Learning Technology Applications The most significant enablers for JIT learning are technology platforms & applications. L&D leaders must make sure technologies fit into an overall system architecture that includes functionality to support the entire talent cycle.

30. Question… What learning technology platforms and applications does your organization successfully use?

31. Align with Business Strategy • L&D’s primary task is to develop a learning strategy based on the company’s business/talent strategies. • Learning strategy must support professional development & build capabilities across the company, on time, & in a cost-effective manner. • Learning strategy can enhance the company culture & encourage employees to live the company’s values.

32. Aligning L&D to the Business Strategy • Understand the Business • Define Priorities & Develop the Plan • Align Leadership For those companies that align learning & business priorities, more than 70%were able to improve company revenue.

33. Question… How do you ensure L&D involvement with your company’s strategy?

35. Elevating the Role of L&D in Your Organization • The Importance of L&D • How Strategic is Your Team • 9 Factors for a Strong L&D Impact • Senior Leader Involvement • L&D for L&D

36. Questions… • How are your Senior Leaders involved with L&D? • What best practices do you have to increase Executive involvement?

37. Senior Executive Involvement • Talk about L&D as an investment rather than a cost. • Be involved in training kick-off or program launch meetings and the actual programs. • Record audio or videos on the importance of L&D initiatives. • Ensure annual report mentions investment in L&D. • Actively review decisions on L&D initiatives. • L&D can define roles for senior leaders.

39. Elevating the Role of L&D in Your Organization • The Importance of L&D • How Strategic is Your Team • 9 Factors for a Strong L&D Team • Senior Leader Involvement • L&D for L&D

40. L&D for L&D Breakout Session How does your organization develop its L&D team?

42. Miscellaneous Best Practices • Be Future Focused • Think Like Marketers to Drive Engagement • Analytics Reinforced - Use & Share Monthly Reports • Speak Same Language as Business Leaders • Make sure everyone knows development is more than training • Build Manager Champions to Inspire Learning

43. References • “How the Workforce Learns in 2016” - - - Degreed.com • “10 Essentials of Effective Learning Strategy” - - - Caveo Learning • “Is Your Organization’s Learning Brand Effective” - - - CLOmedia.com • “Learning & Development – Into the Spotlight” - - - Deloitte University Press • “12 Ways to Strategically Align Learning & Development to Business” - - - LinkedIn.com • “It’s Not HR’s Job to be Strategic” - - - Harvard Business Review • “How Corporate Learning Drives Competitive Advantage” - - - Forbes.com • “5 Trends for the Future of Learning & Development” - - - Trainingmag.com • “Employees Say Company Training Isn’t Helping” - - - CLOmedia.com • “Aligning L&D to the Business Strategy” - - - ATD.com

44. Thank You for Attending! Jeannie Frazier Client Partner - Nebraska FranklinCovey jeannie.Frazier@franklincovey.com 402-871-2345 https://www.linkedin.com/in/jeanniefrazier/ https://twitter.com/LearningJeannie