Conference 2006
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| Aligning management development to the needs of the business | |||||||||||||
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Nick Foster, VP Human Resources, UK, Ireland & South Africa, Oracle Corporation | ||||||||||||
 Training is too important to leave to L&D! That’s not to say we should get rid of our L&D experts, rather it is time for Learning and Development to be owned by the Board. The Board should review development programmes, as they would any other significant investment. They should also participate in summary versions of the training so that they can actively reinforce the learning messages, and they should stipulate and review metrics indicating the success (or otherwise) of their investment. This way, we can move beyond ‘happy sheets’ to training that produces demonstrable business success. In this plenary, Nick will focus on management development programmes, drawing on over 20 years experience in HR management roles. |
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| Building a great plan and budget | |||||||||||||
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Jonathan Kettleborough, Managing Director, Corollis | ||||||||||||
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Learning and development, like marketing, is often seen as a discretionary spend worth maintaining only while times are good. This session examines how to make the case that as L&D develops an organisation's most important asset – its people – it must be worth budgeting for seriously. |
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| Building learning into work and tracking success | |||||||||||||
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Richard West, Head of Organisational and e-learning, BAE Systems | ||||||||||||
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When learning takes place during working, it can be difficult to track. Ensuring that you know what is being learnt requires an investment of time and money to build both the systems and the culture to support workplace learning. The result is not only that people have a personal development plan, and the learning to back it up, all their development activity is carefully tracked, no matter how delivered. |
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| Technology in the learning background | |||||||||||||
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Nikki Mears, IT Skills Consultant, Applied Engineering - EDS EMEA | ||||||||||||
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How would you put technology to use in targeting training for an internal department that needed training in a hurry? This session examines how to adopt a systematic approach that puts you in charge of your external training providers, setting a training schedule that reflects what you really need, by adopting a skills-management approach to Training Needs Analysis. The result: highly targeted training at a reduced cost. |
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| Future technology for learners today | |||||||||||||
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Mark Watkinson, Associate Director, Hay Group | ||||||||||||
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From wikis to m-learning, each year generates another batch of buzz words in the field of learning, each with its own promise. This presentation takes an uncompromising look at what's on offer in the market place and asks the question: 'It may be cool, but is it any use, and if so, how would you actually put it to work supporting learning?' |
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| Demonstrating the value of learning and development | |||||||||||||
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Neville Pritchard, Managing Director, INL Consultancy Limited | ||||||||||||
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There is no silver bullet for demonstrating the value of learning in a single shot. Building on some fundamental processes, however, it is possible to measure the effects of learning. This session draws on the speaker’s own wide industry experience, exampled of current best practice and the research of the ASTD |
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