Conference 2004
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| Developing the value of human capital | |||||||||||||
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Andrew Mayo, Professor of Human Capital, Middlesex University | ||||||||||||
 Underpinning human development with skills can allow radical improvements in the effectiveness of training. - An asset-based approach to valuing human capital - Measuring the components of asset value - A comprehensive approach to capability - Prioritising investment in capability growth - Monitoring the effectiveness of human capital growth |
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| How business is driving learning change | |||||||||||||
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Derek Bembry, Training Manager, Enterprise Systems Group, HP | ||||||||||||
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As the Learning and Development profession grows, we are increasingly being called on to answer questions that were previously unasked and unanswered. Are we ready to deliver our new services to the market place? What number of graduates in which disciplines do we need to take on this year to meet our corporate goals? How close are we to meeting our statutory obligations in skills reporting? This year's key note, Derek Bembry, steps up to the lectern to show how these questions present an opportunity to today's training professionals, if they can master three things: first, they need to understand the business they are in, and respond to it. Second, they need to act with consummate professionalism. And third, they need to understand the language of skills. Not skills as the product of training, but skills as the measure of success of what they do, the one thing they need to measure and demonstrate to the organisation as a whole. |
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| Using a competency framework | |||||||||||||
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Vik Kumar, Training Project Manager, Norwich Union | ||||||||||||
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In implementing a competency framework approach to learning and development, there are pitfalls, value and a few surprises. - Ensuring manager buy-in through quick wins - Using external partners effectively - Strategic reporting on skills - Using skills gap reporting for Training Needs Analysis - Overcoming user resistance Further details Vic's experience includes: Providing consultancy on various projects to ensure learning objectives are agreed and transferred to a multi-site customer base. Managing teams to deliver national training projects, resulting in over 3000 training days being delivered within time, budget and quality constraints. He has also implemented performance management processes to meet the requirements of project based working, career progression and capability issues. On the consultancy side of things Vic has designed and delivered management and technical courses and events and provided consultancy on various organisational development initiatives, such as process improvement, ITIL, and practice management. Created on-line learning to facilitate the launch of new courses, software and initiatives. He is currently monitoring the performance of preferred training suppliers, and actively managing and optimising the spend of a large training budget. |
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| Determining what the business needs | |||||||||||||
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David Perring, e-Learning Manager, ntl | ||||||||||||
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To deliver valuable training, you first have to determine what's needed - by the business, and deliver efficiently against that. - Identifying and targeting business needs - The 5 predictable training drivers - Using assessments effectively - 'Cost Avoidance' vs. ROI and cost saving - Winning your seat at the business table |
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| Implementing business-driven training | |||||||||||||
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Han van der Pool, Learning Officer HR, Leadership and Strategy, Heineken International | ||||||||||||
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Defining and focusing on core training for business results and how to generating unprecedented value. - Selecting training focus areas - Streamlining process to ensure adoption - Marketing to increase adoption and completion - Tools and blended learning as part of the solution - Mistakes to avoid |
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| Establishing and presenting the value case | |||||||||||||
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Sarah Lindsell, Head of e-Learning Solutions, PricewaterhouseCoopers | ||||||||||||
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What is the best way to present the value of your training, and whom do you have to convince to ensure its continuation and success? - Establishing yourself as a strategist - Selecting and targeting your audience - Choosing your metrics - Moving to monetary values - 5 killer arguments on training value |
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