Linking Training to Corporate Strategic Goals by d9n1aQO



Chancellors Conference
June 2003

Alice K. Waagen
Workforce Learning
(703) 834-7580
Bio ...
  Alice Waagen, Ph.D. has focused her career on applying the principles of education and learning
  to meet organizational goals. She is president and founder of WORKFORCE LEARNING, a
  management consulting firm specializing in designing learning programs that support business

  Alice has a varied background in learning applications, from experience small companies to
  heading up training units in major Fortune 500 organizations. As an independent consultant,
  Alice provides business-based solutions for workforce learning. These solutions range from
  development and delivery of traditional stand-up training programs to leadership development
  strategies based on multi-rater feedback systems. Dr. Waagen also has a background in
  systems analysis and workforce training automation, and has assisted numerous clients in the
  design of fully automated systems to manage learning activity and results.

  Alice earned a BS in Art Education form the New York State College at Buffalo, and MS and
  Ph.D. degrees in Art Education from the Pennsylvania State University. She has presented at
  numerous professional conferences, including ASTD Metro DC Chapter, the Training Director’s
  Forum and the Training Officer’s Conference.

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Session Objective

By the end of this session, participants will
 be able to:
 Describe why linking learning to business results is
 Describe a process for developing a Strategic
  Learning Blueprint
 Use planning worksheets to begin to develop their
  own Strategic Learning Blueprint

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   Developing a Learning Strategy
   Developing a Competency Model Linked
    to Performance
   Linking the Competency Model to
    Strategic Objectives
   Lessons Learned

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The Imperative
                                 Senior Leadership Development

                      Advanced Development and Learning

                      Foundation Skills Training

     Most training functions are overwhelmed with supplying basic foundation skills
     Foundation programs must be in place and done well before proceeding with
      more strategic initiatives
     Strategic programs - where organizational learning can truly move from tactical
      support to long-range strategic impact

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  Strategic Learning Blueprint

Strategic       Competency            Current
Direction                                       Gaps
                  Model                State


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Strategic Learning Blueprint
            WHY                                WHAT

                                            Document Current
      Identify Needs
    Competency Model
                                             Evaluation and
        and Gaps



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Strategic Learning Blueprint


            Training and            Organizational Development
            Development             •Leadership
                                    •Executive Development

                   Workforce Management
                   •   Recruiting
                   •   Compensation
                   •   Performance Management
                   •   Benefits

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How To Develop the SLB
     Gather Data and Information
           Organization Success Measures:
               What is the core business?
               How do you measure business success?
               Is this organization strategic?
               Do you have a clear Mission Statement
               Are Core Values written and

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How To Develop the SLB
     Gather Data and Information
           Individual Performance Measures:
                What are the characteristics of a successful
                 manager or individual contributor?
                Are there incumbents that you can benchmark?
                What are you using for annual reviews?
                Do you have a 360° feedback system?

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How To Develop the SLB
           Data Analysis/Conclusions
               What are the skills, knowledge and
                abilities needed for people to achieve
                the desired goals?

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How To Develop the SLB
     Developing the Competency Model
               For organizational core competencies, group
                into critical 3 to 5
               Core competencies are needed by everyone.
                Additional competencies can be developed for
                specific job groups
               Core competencies must be reviewed,
                approved and communicated to the entire

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How To Develop the SLB
     Gap Analysis: Current bench strength
      vs. what is needed for business
           Source: 360° feedback, Performance Appraisal Systems

     Gap Analysis: What learning
      opportunities do we have to support the
      acquisition of these competencies?
           Source: Map current learning offerings and their
            competencies against what is needed

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    Sample Competency Matrix
Core Competency            Learning Opportunity

Business Fundamentals   -Financial Reporting
                        -Finance for Non-Financial

Customer Focus          -Fundamentals of Customer
                        -Negotiations Skills
                        -Problem Solving

Strategic Planning      -Strategic Thinking
                        -Analytical Skills
                        -Innovation and Creativity

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Case Study

     New Vision,
     Mission, and
                     Demonstrate that
                        All Training
                    Reinforce New View
                      of the Business       Integrate into
                                             All Learning

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Case Study
     Process:
           Identify key components of: Vision, Mission, Core
           Determine the core competencies that support the
            Vision, Mission, Core Values
           Map current training offerings against core
            competencies to see gaps, overlaps, training not
           Write/rewrite program objectives, content to focus
            on achievement of core competencies
           Design new training appraisal system that
            measures the achievement of program objectives
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Case Study
  To be the preferred provider of xxxxx service while giving
  shareholders a reasonable return on their investment. XXX is a
  company driven by integrity, honesty, and compassion for our
  associates and customers.

      To be the preferred provider         Customer Service
                                           Technical Skills
                                           Process Management
      While generating reasonable ROI      Drive for Results
                                           Process Management
      Driven by integrity, honesty         Personal Ethics

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Case Study
  To be a world-class XXX and XXX provider – the standard by
  which others are measured.
     World Class                  Customer Service
                                  Drive for Results
                                  Personal Ethics
     Standard                     Process Management
                                  Technical Skills

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Case Study
  Core Values
      Meet the needs and exceed the         Customer Service
      expectations of our customers

      Respect one another, our              Personal Ethics
      customers, our suppliers, and the

      Strive for continuous improvement     Process
      and better ways of doing things       Management
                                            Business Results

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Case Study
  Training Gap Analysis
            Competency         Programs                Audience

        Customer Service   New Hire                All (NHO)
                           Orientation             Support Staff
                           Telephone Skills        Managers
                           Store Operations

        Process            Store Operations        Managers

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Case Study
     The current training programs focus almost
      exclusively on retail associates. Thus over 30% of
      our employees receive little or no training after the
      New Hire Orientation.
     Class frequency is an issue. Although a program
      supports a competency, it may not be offered
      frequently enough for the need.
     More than 80% of our current offering are for
      technical skills. Little to no offerings for “soft skills”
      like ethics.
     Many programs, developed years ago to address a
      need, are no long valid for the new culture and
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Lessons Learned
     Partner with other workforce support units, such as recruitment,
      compensation, performance management, etc..
     Seek cross-functional involvement from key client areas
     Address infrastructure issues early
     Obtain strong management commitment
     Broaden concept of learning vehicles beyond traditional
      classroom instruction
     Develop multi-year development plans for employees
     Link competencies directly with performance evaluation systems

        Make it simple, easy to understand and adopt

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     Organizations today have a difficult time using
      training strategically since they are overwhelmed by
      providing programs for day-to-day needs.
     By aligning learning events to support organizational
      goals and objectives directly, organizations can
      create a valuable tool for business success.
     Training and development programs can be costly
      intervention vehicles, but can actually return value for
      the dollars invested when linked to business success.

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