Conference 2006 >
Track 2
| Getting that crucial line manager support
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Laura J. Reid, Head of Regulatory Compliance Training, BT Group |
We are constantly told of the necessity for getting the board's buy–in when implementing a learning and development programme. That's fine, but what about the people who really matter – the line managers?
Taking their people out of the workplace for training will probably hit their targets. Unless you can engage the line managers in supporting learning, it may never happen. |
| Persuading the board to invest in learning technology
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Robert Briggs, Head of Performance and Learning Management, Lloyd's TSB |
Question: how do you build a case for a substantial investment in learning technology and take it to the Board? Answer: slowly, carefully, and with a good influencing strategy.
The simple cost-saving story of five years ago is no longer enough, so how do you persuade the board to part with a sum of six or more figures? |
| Building a great plan and budget
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Jonathan Kettleborough, Managing Director, Corollis |
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. |
| Demonstrating the value of learning and development
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Neville Pritchard, Managing Director, INL Consultancy Limited |
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 |
| Raising skills by collaborating with the competition!
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David Combie, University on the Shopfloor; and Heidi Warner, Portmeirion Potteries Ltd |
Can you really increase productivity by working with your competitors? Increasingly the message is that you can. Faced with tough global competition, many traditionally competitive companies are deciding to focus on the skills of their employees to raise their competitiveness.
The result: a clear and quantifiable return on investment, even while piloting. |
| Delivering business results with Government funding
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Jeff Jennings, Manager, Centre for Development, BMW UK |
The government's educational sector are keen to work more closely with employers to provide training but how can employers ensure that programmes will address their business needs?
What are the benefits and potential pitfalls of working with government funded learning programmes? How can these programmes be integrated with in-house learning and development initiatives? |
