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Building Strategic Linkages: Mapping & Measuring Learning Strategy

Learn to integrate learning into organizational strategy through the Balanced Scorecard. Understand your role as a learning professional and communicate results effectively. Work through a case study to align learning strategy with company objectives.

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Building Strategic Linkages: Mapping & Measuring Learning Strategy

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  1. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( • • • • ( BuildingStrategic Linkages ToMapandMeasureYour LearningStrategy Presenter:AjayM.Pangarkar,CTDP,CPA,CMA Deliveredto:Training2014Conference&Expo Date:February5,2014 Session:#702–11:00amto12:00pm Location:SanDiego,California Formoreinfo:1866489.7378orajayp@centralknowledge.com

  2. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • BuildingStrategicLinkages: ToMapandMeasureYourLearningStrategy Thankyouforselectingthisproject-basedclinic.ItiswithgreatpleasurethatIpresentto youaneducationalsessionontheimportanceofintegratinglearningintoorganizational strategyandlearninghowtomanagetheprocessthroughtheBalancedScorecard. Yourroleaslearningandperformanceprofessionalswithinyourorganizationand industryisevolvingatarapidpace.NolongerisT&Dconfinedtoonerolebutitis increasinglyviewedasapartnerinachievingastrategicgoal.Yourroleisnowto understandhowL&Pfitsintothisequationandhowwillyoubeabletocommunicatethe results.Wewillpresenttoyoutheessentialinformationtobeabletounderstandyour roleasL&PprofessionalswithinthecontextoftheBSC.Wehopethatwithinyourstay youwillbeinabetterpositiontounderstandwhatisrequiredtointegratearesults-driven learningstrategyintoyourorganization’sBSC.Pleasecontactmeanytimewithyour questionsat866-489-7378orbyemail:ajayp@centralknowledge.com. AjayM.Pangarkar,CTDP,CPA,CMA Award-WinningPerformanceStrategist,Author,CentralKnowledge Description: Theimportanceofworkplacelearningisincreasing,andknowinghowitcontributesto organizationalstrategyiscriticalforittodeliverrealvalue.Strategyisoneofthemost poorlyunderstoodmanagementareasandlittlestrategicplanningoccursinlearning; mostofitconsistingoflittlemorethanissuinggoalsandassigningprojectsandtasks. However,realstrategicplanningshouldbeginwiththeestablishmentofatheoretical foundationforhowtoconnectlearninginitiativesandsolutionstotheorganization’snext goalontheroadtoitsvisionaryfuture.Itshouldcreateacause-and-effectplanforhow toachievethattheory’sexecution. Participantswillteamuptoworkthroughacasestudyofafictitiouscompany.The teamswillcompletethelearningandgrowthcomponentofa“balancedscorecard,” ensuringtheirlearningstrategycompletelyalignswiththecompany’sexistingscorecard metricsandestablishedstrategicobjectives. LearningObjectives: Howtobuildastrategymap,startingwithtop-levelgoals Howtocreatemetricsthatwillpopulateabalancedscorecard,allowingfor measurementofthestrategy’sexecution Howtomaptangiblelinkagesfromlearningexpectationstobusinessobjective • • •

  3. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • BIOGRAPHY AjayM.Pangarkar,CTDP,CPA,CMA PerformanceStrategist,Speaker,andAuthor AjayPangarkarisPresidentofCentralKnowledgeInc.,leadersinstrategicemployee performanceandinnovativeassessmentsystems.Combininghisfinance,accounting, strategy,andadulteducationbackgroundFortune500organizationssuchasApple, Pfizer,ScotiaBank,RBC,andIATAseekouthisknowledgeandexperience.Underhis leadership,CentralKnowledgewasrecognizedfortheLearningContentManagement Projectoftheyear2008withTrainingMagazine’sTechnologyinActionawardfortheir assessmentmanagementimplementationwithAppleInc. AjayisaCertifiedManagementAccountant(CMA)andaCertifiedTrainingand DevelopmentProfessional(CTDP).Heeffectivelycombinesbothhiseducational backgroundandprofessionalexperienceindeliveringsuccessfuloutcomesforhisclients. Hisfocusistoensureorganizationsareabletoleveragetheiremployee’sperformance indeliveringtangibleperformanceresults.Fromhissuccesses,Ajayisaworld renownedworkplaceperformancestrategistandforemostauthorityonintegrating employeeperformancestrategiesintotheBalancedScorecard.Heisalsopassionate aboutbuildinganirrefutablebusinesscaseforemployeeskillsinvestments.Ajayisa soughtafterindustry-recognizedspeakeronstrategicemployeedevelopmentand employeeassessments. Ajay,alongwithpartnerTeresaKirkwood,arepublishedauthorswith JohnWiley&Sonsrecentlypublishingtheirthirdbooktitled,“The TrainersBalancedScorecard:ACompleteResourceforLinking LearningandGrowthtoOrganizationalStrategy"(March2009). Otherrecentbooksinclude“TheTrainersPortableMentor”(June 2008)and"BuildingBusinessAcumenforTrainers:SkillstoEmpower theLearningFunction"(2006)(JohnWiley&Sons). Ajayisactivelyinvolvedintheworkplacelearningcommunityrecentlyservingasthe ViceChairfortheCanadianSocietyforTrainingandDevelopment’sNationalBoardof Directors.ContactAjayatajayp@centralknowledge.com. --------------------- PleaseFollow/ForwardmynewBLOGatblog.centralknowledge.com twitter:@ajaypangarkar LinkedIn:in/ajaypangarkar

  4. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • WhyYou’reHere… Todiscoverhowto: Buildastrategymap,startingwith top-levelgoals Createmetricspopulatinga balancedscorecard Maptangiblelinkagesfromlearning expectationstobusinessobjectives ACTIVITY#1.2:PERSONALLEARNINGOBJECTIVES List2to3personallearningobjectivesyouwanttoachievewhenyouleave thesessiontoday: 1.______________________________________________________________ 2.______________________________________________________________ 3.______________________________________________________________ 4

  5. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • Reflection Theproposedtrainingprogram incorporatesablendedlearning approachandwewillmeasureup tolevel3andhavee-tutorials andahelpdesk,anditwillcost$ $$…blah,blah,blah…! WLP$Person$$ ZZZZZ…… C+Level$Manager$ ACTIVITY:THINKINGLIKETHEM WhatisthefocusoftheWLPperson? ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ Indiscussionswithseniormanagement,whataretop3issuesconcerningthem? 1.______________________________________________________________ 2.______________________________________________________________ 3.______________________________________________________________ 5

  6. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • BuildingCredibility Levels&1&and&2& Levels&3&and&4& Trainer’sPerspective •Competencydevelopment •Trainingdesign •Participantssatisfaction •Knowledgeretention •Learningobjectives Management’sPerspective •Increaseproductivity/efficiency •Noon-the-jobdowntime •Empoweredemployees •Employeesapplyingskills •Businessresults NOTES: ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ 6

  7. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • PlenaryActivity Mission&Statement& Statement'of'objectives' Question?' How'does'an'organization'' communicate*strategy'to' employees?' 'Customer'surveys& 'Employee'surveys& Do'what'the'competition'does' DefiningStrategy Strategyistheexecutionofa: Mission&statement! !Describes!an!organizations!existence!! !Engages!employees!towards!common!objectives! !Communicates!strategy! Vision&statement& !Defines!what!it!wants!to!become! !Describes!it!is!seen!by!the!market! 7

  8. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • StrategyisAbout… Watch& Mission! HOWanorganization accomplisheswhatit doestoexist!! BusinessStrategy! Vision! WHATanorganization mustdotobecomewhat itaspirestobe!! CorporateStrategy! Discoverlearningopportunitieshere! ACTIVITY:Whatisyourorganization’smission/vision? ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ Whatareseniormanagementtop3prioritiesrelatedtothemission? 1.______________________________________________________________ 2.______________________________________________________________ 3.______________________________________________________________ 8

  9. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • PerformanceObjectives! StrategicExpectations Customerpurchases products Processestodevelop products Employeesskilledand empowered Resourcestosupport strategy PerformancePerspectives FinancialResults Customer Expectations InternalProcess Requirements Learning&Growth Needs MappingPerformance! Objectives •Increaserevenue •Increaseproduction •Increasesaleslevel StrategyMap Increaserevenue IncreaseIncrease productionsaleslevels Customer' Financial' Quantitative performance objectives •Increaseclientloyalty •Buildclientrelationships •Developnewinnovativeproducts •Reduceclienthandlingtime •Developsalesandsupportstaff •Developcustomerservicestaff Increase clientloyalty Internal' Develop newproducts Learning' Develop salesteam Buildclient relationships Facilitate clientprocess Develop cust.service staff Qualitative performance objectives 9

  10. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • BSC&theValueChain Organizational+Value/Chain+ FINANCIAL Innova.on) Opera.ons) Customer) )Need)) Iden.fied) Customer) )Need)) Sa.sfied) Design' Develop'' 'Make' ''Market' 'Service' Time)to)Market) Supply)Chain) INTERNALBUSINESSPROCESS LEARNING)&)GROWTH) CUSTOMER CUSTOMER NOTES: ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ 10

  11. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • BSC&Map:TheExample StrategyMap FinancialIncr.revenue IncreaseIncrease productionsaleslevels Objectives •"Revenue"incr." •"Increase"prod." •"Increase"sales" " Measures •"Revenue"stmt." •"Production"level" •"Sales"forecasts" " Targets •"35%"in"2"years" •"22%"/"year" •"40%"/"year" " Initiatives •"Ident."markets" •"Stabilize"prod"" ""cost" •"Acquire"sales" ""tools" •"Increase"client"" ""loyalty" •"Build"client"relat."" ""And"identify"" ""client"needs" " ""products" •"Reduce"client" ""handling" •"Develop/hire"" ""sales"staff" •"Develop/hire"" ""cust."Service"" ""staff" •"Cust."satisf"" ""survey/levels" •"Survey"current"" ""customers" •"Invst."in"R&D" •"Development"to"" """mkt"turnaround" •"Cust."resp"time"" •"Sales/month" •"Client"satisf."""" •"Client"retention" •"Weekly"perform"" ""reviews" •"<"90%"satisf."" ""rate"from"2005" •"Survey"75%" ""clients" •"%"change" •"<$2M/quarter" •">75"days"from" ""current" •">10"min/client" •"50%"incr"leads"" •"10%"incr."satisf" •"Maintain/incr." ""level"by"15%"/""" ""month"" •"Cust."service" •"Innovation" ""management" •"Customer" """loyalty"program" •"Incr."Resource"" """to"R&D" •"Benchmarking" " •"Sales"training"" ""program" •"Custom."service"" ""training" •"HR"hiring"plan" Customer Increase clientloyalty Internal Develop newproducts Learning Align Salesteam Develop cust.relation. Facilitate clientinteraction Develop cust.service staff •"Develop"innov."" NOTES: ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ 11

  12. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • BSC:LearningandGrowth LEARNING*&*GROWTH* “Howcanwecontinueto objectives* measures* targets* initiatives* improve&createvalue?” Objec&ves:*What*do*we*need*to*achieve?* !Developthesaleseffectivenessofthesalesandcustomersupportteam Measures:*What*and*How*are*you*going*to*measure*results?* !Monthlysalesandrevenuereports,customersatisfactionreports Targets:*What*levels*and*goals*are*to*be*achieved?* !Salestoincreaseby10to15%within3months,customerupsellby15% Ini&a&ves:*What*are*you*going*to*do*to*reach*the*objec&ves?* !Salestrainingandcoachingprogram,newproductorientation NOTES: ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ 12

  13. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( • • • • ( CASESTUDY:SKYAIR LIMITED Inrecentyears,SkyAir’sfocusedonrevenueandmarketgrowthevenwhen othermajorairlinesaregoingbankrupt. Thecompanygrewattheexpenseofprofitability.InthelasttwoyearsSkyAir lostmoney(bottom-line). BruceAnderson,CEO,metwithhisseniorlevelmanagerswhochangedthe strategyfrommarketgrowthtostabilityandprofitability. Thechallengewiththestrategyistointegrateitthroughouttheorganization, linkittodepartmentalobjectives,andhaveitunderstoodbyallemployees. Bruceheardaboutthesuccessofthebalancedscorecardandstrategymap anddecidedthiswouldbethetoolofchoiceforSkyAir. SkyAirhasqualifiedemployeesandBrucewantstomakesuretheypossess therightskillstoattaintheBSCobjectives. ThemanagementteamdidnotcompletethispartoftheBSCsincetheydid notincludethelearningandperformancedepartmentinthediscussion. Recognizingtheerror,Bruceinvitesyou,asLearningDirector,anda • • • • • • • • colleaguetoresolvethisneed.BrucepresentsthecompletedBSCtoyou. YourMandate BrucerequiresyoutocompletetheBSC’slearningandgrowthperspective andprovidespecific“objectives”,“measures”,“targets”,and“initiatives” directlycontributingtoachievingtheotherobjectivesandultimately gettingSkyAirprofitableinthenext3years. ACTIVITY#5.2:SKY AIR BALANCEDSCORECARDANALYSIS 1.WhatisthestrategicobjectiveofSkyAir’sscorecard(selectonlyone)? A.Revenuegrowth B.Profitability C.ExpenseReduction D.Costmanagement 2.IdentifytwoemployeegroupsthatwillhavethemostimpactontheBSC. A.Groundandmaintenancecrews B.Boardingandon-boardstaff C.Pilotsandcallcenteragents D.Customersandsuppliers 13

  14. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( • • • • ( 3.IdentifySkyAir’slearning&growthobjectivesfortheemployeegroups. A.Develop/Train:__________________________________________________ B.Develop/Train:__________________________________________________ 4.IdentifythemeasuresspecifictoSkyAir’slearning&growthobjectives A.___________________________ B.___________________________ C.___________________________ D.___________________________ 5.SettangibletargetsspecifictoSkyAir’sobjectivesandmeasures A.___________________________ B.___________________________ C.___________________________ D.___________________________ 6.RecommendpossibleinitiativestohelpachievetheirLearning&Growth andcorporatestrategicobjectives. A.______________________________________________________________ B.______________________________________________________________ C.______________________________________________________________ D.______________________________________________________________ 8.MaketheappropriatelinksoftheLearning&Growthobjectivestoother strategymapdiagramobjectives(listthelinksbelow). A.______________________________________________________________ B.______________________________________________________________ C.______________________________________________________________ D.______________________________________________________________

  15. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( • • • • ( SKYAIRINC.BALANCEDSCORECARD ! StrategyMap Objectives •Profitability •Fewerplanes •Incr.revenue Targets •25%/year •20%/year •5%/year Measures •Marketvalue •Seatrevenue •Planelease cost Initiatives •Optimize routes •Standardize planes ! ! !revenue Financial Profitability Increase Lowercosts Customer ! ! On-time !flights Internal Improve turnaround time •Flightison-time •Lowestprices •More customers •Fastground turnaround •Fastclient processing •FAAOnTime ArrivalRating •Customer ranking •No.customers •Ongroundtime •On-time departure •Firstin industry •98% satisfaction •%change •<25Minutes •93%up10% from2005 •Quality management •Customer loyaltyprogram •Cycletime optimization program More customers Lowest prices Implement check-in kiosks ! ! ! Learning 15

  16. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • BSC:LearningandGrowth Howdowealignlearningwithotherbusinessunits? • • • • • Step#1:Understandandvalidatebusinesspriorities: –TalktoSeniormanagementandpartnerwithotherBU’s Step#2:Translatebusinessprioritiesintoastrategymap: –Identifyspecificissues,objectives,andstrategicthemes Step#3:IdentifyBusinessMeasures: –Developmeasureslinkingintangibleassetstotangiblebusinessresults Step#4:Identifyandprioritizelearningsolutions: –Workwiththegrouptodeveloppotentiallearningsolutions Step#5:Developandimplementstrategiclearningplan: –Deployaplantocommunicate,measureandreportprogress NOTES: ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________

  17. balanced(scorecard( performance(management( training(for(trainers( assessment/examination(solutions( ( • • • • Final&Thoughts…& What%NOT%to%do% !Don’texpecttoisolate trainingefforts !Don’tattempttodefine programbenefits !Don’tlookforfinancial “returns” What%to%DO% !Docontributetoimproving businessperformance !Dobecomeproactive (operationalvs.functional) !Docontributetointangible/ non-financialperformance ThankYouTraining2014Participants! AjayM.Pangarkar,CTDP,CPA,CMA t:866-489-7378x1 e:ajayp@centralknowledge.com :@ajaypangarkar :ca.linkedin.com/in/AjayPangarkar :Blog.centralknowledge.com ! ! ! ! ! ! ! ! ! ! ! " 17

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