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hr-Create-a-Learning-and-Development-Strategy-Case-Studies-V2.pptx
- 1. McLean & Company is a research and advisory firm that provides practical solutions to human resources challenges with executable research, tools, and advice that will have a clear and measurable impact on your business. 息 1997-2021 McLean & Company is a division of Info-Tech Research Group Inc. Case Studies: Create a Learning and Development Strategy
- 2. McLean & Company is a research and advisory firm that provides practical solutions to human resources challenges with executable research, tools, and advice that will have a clear and measurable impact on your business. 息 1997-2021 McLean & Company is a division of Info-Tech Research Group Inc. A number of different initiatives can be implemented to drive learning and development (L&D) as part of your larger L&D strategy. Here are some case study examples you can tailor to your organization. Use these in conjunction with the Create a Learning and Development Strategy blueprint. 1. Post-training assessments were used to optimize L&D at a government corporation 2. A new organizational strategy demanded a new approach to L&D Table of Contents
- 3. McLean & Company | 3 Post-training assessments were used to optimize L&D at a government corporation Government INDUSTRY Learning & Development Leader SOURCE A large government corporation identified a need to create a centralized leadership development program focused on core leadership competencies of the organization. The program would be delivered to leaders in different locations, departments, and roles across the province. L&D worked alongside the senior leadership team to determine the leadership competencies for the organization. Senior leaders were then brought in to prioritize the most important leadership competencies for the organization. L&D consulted leaders throughout the organization to determine what type of learning experience would work best with the organizations context, culture, and goals. The feedback indicated that reading, online training, and a significant portion of instructor-led training was the combination of learning methods that would be most effective and well received. Due to resourcing challenges within L&D, development and delivery of the training was outsourced to a vendor. Significant attention was paid to finding a vendor with subject matter expertise for all the core leadership competencies the organization had identified internally. Course assessments were completed after each training session; feedback was collected regarding the course material, facilitators, whether the training would be used on the job, and whether the training would change behavior. Follow-up assessments with the participants, their managers, and direct reports were conducted three to six months after the training to determine how much of the training was actually used on the job. Action Situation SIZE Large This case study is continued on the following slide Page 1/2
- 4. McLean & Company | 4 Post-training assessments were used to optimize L&D at a government corporation Government INDUSTRY Learning & Development Leader SOURCE Most course material and facilitator assessment scores completed directly after the training were in the 90s. Scores in the 80s or lower were investigated to determine what went wrong and could be improved for future training sessions, such as retraining of facilitators and adjustments to the training formats and tools. Post-assessment scores investigating how much the training was used on the job revealed consistent and accurate positive results between leaders, their supervisors, and direct reports (<13% discrepancy). The organization received a Canadian Award for Training and Excellence from the Institute for Performance and Learning, recognizing excellence in organizational learning and evaluation. Results SIZE Large Make sure you measure results, including behavior change tied to organizational objectives. Even a simple survey can be used to assess behavior change. Collect feedback on what aspects of the training are working well and what needs to be improved in order to optimize the training and results. Key Takeaway Page 2/2
- 5. McLean & Company | 5 A new organizational strategy demanded a new approach to L&D Manufacturing INDUSTRY Anonymous SOURCE The organization operated in a dynamic marketplace and realized that an updated business strategy was necessary. The updated business strategy would challenge leaders and departments to operate differently than they had in the past. The organization had a renewed focus on innovation and change, and the HR department had updated the company talent strategy to better enable the business strategy in the future. Senior leadership was increasingly concerned about having the right skills in their workforce. L&D was fragmented and inconsistent across the business lines, creating a disconnected employee experience. L&D was one of the top areas of dissatisfaction in the employee engagement survey. L&D and the Organizational Effectiveness (OE) team had typically operated independently, and it wasnt always clear who was responsible for what. The way learning had previously been delivered, through multiday instructor-led programs, was no longer a viable option due to budget cuts and other resource constraints. The organization had recently purchased a new learning platform that enabled easy curation and sharing of content across the organization, but it wasnt being used to its potential. Leveraging this platform and optimizing its use was a key focus of the L&D strategy (changing technology was not an option). The CEO and leader of HR challenged the L&D team to adopt a new approach focused on digital learning experiences, which aligned with the strategy and goals of the organization. Key Challenges Situation SIZE Large This case study is continued on the following slide Page 1/3
- 6. McLean & Company | 6 A new organizational strategy demanded a new approach to L&D Manufacturing INDUSTRY Anonymous SOURCE Extensive consultation with stakeholders had already taken place during the creation of both the organizational strategy and talent strategy, and the L&D team felt they had strong knowledge of the organizational needs. Key stakeholders from L&D and OE were brought together to develop the L&D strategy; it was developed over two separate two- day workshop sessions led by McLean & Company. The first session focused on clarifying the purpose of the L&D function and developing a framework of guiding principles. Going forward, learning would be: o On purpose: Everything would be aligned with the business strategy. o On point: Content would be appropriately tailored to the audience and the business. o On demand: Learning would be ready and available when employees needed it. The second session focused on clarifying the governance and measurement to support the chosen direction. Because of the curated learning model that was chosen, extra time was spent on governance to determine: o Who would select the content o The type of content that would be acceptable o The preferred sources of content Creating the Strategy SIZE Large This case study is continued on the following slide Using an external facilitator was a great choice. It allowed all of us to just focus on being participants. Page 2/3
- 7. McLean & Company | 7 A new organizational strategy demanded a new approach to L&D Manufacturing INDUSTRY Anonymous SOURCE Even though the roles and responsibilities of the L&D team had been mapped out during the strategy sessions, extra time was needed to refine the new roles and transition employees into the new structure. New skill sets had to be developed in the existing team, and hiring requirements were changed to ensure new L&D team members were interested in curation and had skills in video and e-modules. o Vendor management was identified as an important new L&D competency, as negotiating with content providers became a critical capability to support the new direction. The organization decided to roll out its new strategy in phases. The L&D team was able to match the communication teams production schedule with bursts of curated content that reinforced the elements of the new organizational strategy that were being communicated. Following an engagement pulse survey, the L&D team was able to quickly curate content related to identified areas of improvement that managers could access and leverage with their teams. Early Successes Implementation SIZE Large If an organization is breaking with tradition and transforming the way it operates to remain competitive, its time to re-examine the approach to L&D. Make sure the L&D function is evolving in a way that mirrors the organizational objectives and reflects the target culture. Key Takeaway Page 3/3
- 8. McLean & Company is a research and advisory firm that provides practical solutions to human resources challenges with executable research, tools, and advice that will have a clear and measurable impact on your business. 息 1997-2021 McLean & Company is a division of Info-Tech Research Group Inc.