Conference 2008
| |< | < | 2 | 3 | 4 | 5 | 6 | > | >| |
| Planning and delivering learning across the organisation | |||||||||||||
|
Philip Candy, National Director, Education, Training and Development, NHS Connecting for Health | ||||||||||||
 The NHS's Connecting for Health programme is introducing modern IT systems throughout the NHS, making it the largest civilian IT project in the world. The skills side of this is being tackled using a blend of workplace-based mentoring, classroom training, and e-learning from widely different sources and delivered over a range of mechanisms. The audience of 850,000 ranges from consultants to cleaners, and from Cornwall to Cumbria. In the middle of all this is Dr Philip Candy, the National Director of Education, Training and Development. How are he and his colleagues approaching this challenge? • Making use of sound project management principles • Building partnerships with local communities • Providing e-learning across a variety of devices and platforms • Supporting local organisational readiness and buy-in • Helping learners and trainers to feel confident and competent |
|||||||||||||
| Business aligned competency development | |||||||||||||
|
Chris Webb, Business Transformation Executive, Flagship | ||||||||||||
|
Organisations often claim 'people are our greatest asset', and then promptly ignore them. Flagship has set itself a tough four-year growth target with people at the centre. While growth means keeping your best people and getting the best from them, it also means understanding them to engage them better. This presentation, examines how to do both within the learning and development function. • Understanding and harvesting your intellectual capacity • Defining and aligning competencies, an essential step • How process, culture and capability are linked • How much will this cost? How much will it save? • Planning and building the skills and culture for the future |
|||||||||||||
| Building organisational capability through learning and development | |||||||||||||
|
Jon Ingham, Executive Consultant, Strategic Dynamics Consultancy Services | ||||||||||||
|
All organisations need to understand and develop their capability, but many now are focusing on the key differentiator in today's knowledge economy: their employees' abilities. Increasingly this means that Human Capital Management (HCM) is moving from a supporting role to the centre of business strategy. L&D should play an essential role in maintaining and building this human capital. What do you need to know to play that role, and what are the pitfalls on the way? • The role of L&D in capability management • How can you learn what people can do? • What the latest thinking tells us about organisational capability • Is there a standard list of capability metrics? • Using skills and competencies as part of understanding capability |
|||||||||||||
| Which comes first: learning and development or performance? | |||||||||||||
|
Jane Smith, Head of Mouchel Learning, Mouchel | ||||||||||||
|
Learning and development is too often seen as detached from essential business activity within an organisation - and in particular from performance, the very thing it is supposed to improve. There's no doubt that coupling L&D to performance management makes it more likely to catch the ear of higher levels, and more likely to be accepted by line managers, but how do you do it in practice? How do you provide the evidence that learning and development makes a true impact on business performance? • Starting with the vision - performance in mind • What most line managers care about (clue: it isn't training) • Beyond executive buy-in to L&D leadership • Systems, processes and technologies - how much do you really need? • Crucially: the ultimate recognition! |
|||||||||||||
| Developing people as part of a strategic workforce plan | |||||||||||||
|
Ettie McCormack, Director, Employee Development Solutions, Unysis University | ||||||||||||
|
Developing a workforce for the future is about more than just developing a curriculum, it's about a cohesive, competency-based approach to talent management, and the role of the learning and development department is crucial. What can it do to ensure that people are developing competencies and skills for the organisation and ready to deliver against strategy? That staff are engaged in a regular, no-blame cycle of self assessment and skills analysis, and that line managers are involved as coaches and direction setters? This presentation encompasses traditional L&D and stretches beyond it. • Making the performance wheel a virtuous circle • Building and using a competency database throughout the organisation • Moving learning out of the classroom and onto an innovative, aligned agenda • How to discuss learning in terms of productivity and quality • Why performance management must be clear and consistent |
|||||||||||||
| Tough choices: what's next for learning and development? | |||||||||||||
|
Kathy Morris, Global Head of Leadership Development, Hays | ||||||||||||
|
Learning and development is in a paradoxical position. On one hand, learning technologies now make possible what five years ago would have been undreamt of, and skills have become a board level issue. On the other, there has been no rise in the standing of the L and D profession, or increased urgency about treating learning (rather than skills) as a strategic imperative. At the same time, L and D itself is now past being the sage on the stage and about happy sheets. So where is the L and D profession likely to be heading in the immediate future and what should it expect? • What does it take to deliver business value? • Being taken seriously at the highest level • Balancing strategic vision with daily grind • Making companies successful by developing their people • The next steps for you in the L and D profession |
|||||||||||||
