Strategic Learning Management

1. Strategic Learning Management Creating a Balanced Portfolio of Learning Investments

2. It is essential to start with an annual learning plan for each business unit.

3. Agenda • Identifying learning needs • Developing learning solutions • Executing an ongoing plan

4. Align L&D Expenses to Business Strategies Ability to Execute Strategy Measures Strategic Capabilities Process “A” Process “B” Process “C” Measures Operating Capabilities Culture & Competencies Measures Individual Competencies Talent Management Processes Workforce Talent Plan Measures • Recruiting • On-Boarding • Performance Management • Total Rewards • Values • Work Life Balance • Communications • Performance Support • Leadership Development • Learning and Development • Career Development • Succession Planning

5. Align L&D Investments to Business Strategies Ability to Execute Strategy Measures Strategic Capabilities Process “A” Process “B” Process “C” Measures Operating Capabilities Culture & Competencies Measures Individual Competencies Talent Management Processes Workforce Talent Plan Measures • Recruiting • On-Boarding • Performance Management • Total Rewards • Values • Work Life Balance • Communications • Performance Support • Leadership Development • Learning and Development • Career Development • Succession Planning

6. Align L&D Investments to Business Strategies Ability to Execute Strategy Measures Strategic Capabilities Process “A” Process “B” Process “C” Measures Operating Capabilities Culture & Competencies Measures Individual Competencies Talent Management Processes Workforce Talent Plan Measures • Recruiting • On-Boarding • Performance Management • Total Rewards • Values • Work Life Balance • Communications • Performance Support • Leadership Development • Learning and Development • Career Development • Succession Planning

7. HRG Business EVP Align with the Integrated Talent Plan Recruiting Business VP L&D Business VP Total Rewards Business Director Workforce Planning Business Director

8. Agenda • Identifying learning needs • Developing learning solutions • Executing an ongoing plan

9. Build a Balanced Portfolio of L&D Investments Company Knowledge 20% 40% Q3 Q1 Run The Business Advance The Strategy Q4 Q2 10% 30% Generic Knowledge

10. The Challenges Business Units Face Cause Their Portfolios to Differ 20% 0% 20% 55% 10% 20% 60% 20% 10% 15% 40% 30%

11. Strategic Capabilities Operating Capabilities Workforce Talent Plan Individual Competencies Develop Learning Solutions • ILT Face-to-Face • ILT Web Conference • WBT Self Study • Blended Learning • Classroom Simulation • Online Simulation • Textbook Self Study • Facilitated Workshop • Structured 1x1 • College Programs • Coaching • Mentoring • Job Aids • Performance Support Tool • Online Expert Locator • Online Team Space • Online Community Space • eCampus • Podcasts • External Seminars

12. Create a Playbook Using a Framework Like Bloom’s Taxonomy or Gagne’s Events of Instruction Benjamin Bloom Modified by Lorin Anderson 2001 • Remembering • Understanding • Applying • Analyzing • Evaluating • Creating Robert Gagne • Gain attention • Inform learner of objectives • Stimulate recall of prior learning • Present stimulus material • Provide learner guidance • Elicit performance • Provide feedback • Assess performance • Enhance retention transfer

13. Conduct a Task and Impact Analysis

14. Create Cost and Time Estimates

15. The Aggregate of Portfolios Becomes the Enterprise L&D Plan and Budget Company Knowledge Strategy Operations Industry Knowledge

16. Integrate the Annual Learning Plan with Other Talent Management Initiatives Long Term 3 to 5 Years Values Attitudes Behaviors Competency Competency Positions at Risk Competency Pipelines Run The Business Advance The Strategy Values Attitudes Behaviors Pivotal Positions Competency Competency Short Term 1 to 2 Years

17. Agenda • Identifying learning needs • Developing learning solutions • Executing an ongoing plan

18. Each L&D Group Begins Implementing It’s Plan Q1 Q2 Q3 Q4 Build Build Build Build Buy Buy Buy Buy Deliver Deliver Deliver Deliver

19. Near the End of Each Quarter Review with the Business… • Progress on the plan: build, buy, deliver results • Quadrant 1 – Strategy Build adds or drops • Quadrant 2 – Strategy Buy adds or drops • Quadrant 3 – Operations Build adds or drops • Quadrant 4 – Operations Buy adds or drops 20% 55% • Quarterly report to the Learning Council: • Progress on the plan: build, buy, deliver results • Changes to plan with business reasons • Effect of changes on budget • Learning Council: • Determines action needed on any progress shortfalls • Decides if plan changes should be revisited • Decides if budget changes are acceptable or whether other offsets need to be made 10% 15%

20. During Q3, Build Next Year’s Annual Learning Plan Next Year’s Plan Q1 Q2 Q3 Q4 Q1 20% 55% 10% 15%

21. Maintain a Value Creation Context • Visualizes the strategic relevance of the portfolio of learning investments • Orients business partner conversations to “value” vs. “demand” • Provides cross-department perspective and facilitates enterprise prioritization