Conference 2009 >
Track 3
| Learning and technology: tying the knot
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Charles Jennings, former Global Head of Learning, Thomson Reuters |
Every organisation needs a learning strategy, but how do you build one that exploits the best aspects of learning technology and tools without being driven by them? Partly it is by being pragmatic about both people and technology. Mostly, though, it is a matter of dealing with familiar issues such as lack of leader engagement, lack of alignment with other business objectives and the lack of L&D capability to make it happen. In this presentation Charles Jennings suggests some practical, on-the-ground approaches for tying learning strategy together with technology to deliver effective L&D services, and also examines:
- Techniques for quickly building and testing a new learning strategy
- Determining how much of a strategy should be set, how much can evolve?
- Selecting the appropriate tools for the job
- Avoiding the curse of LMS-led organisational paralysis
- Working with other departments - HR, IT, across the business and beyond. |
| Evolving a learning culture
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Sharon Claffey Kaliouby, Senior Vice President, Enterprise Ireland |
How can you shift your organisation so that it starts to care about learning? Sharon Kaliouby's experience is that it takes time, practical application and plenty of patience. Drawing on her experiences in the US and in Ireland, she examines how different organisations have embraced learning and learning technologies as part of an overall development strategy, and she is frank about the times when it just went wrong.
- What is a learning organisation?
- Dealing with stumbling blocks and choke points
- Provoking executive buy-in
- Moving from a 'knowing' culture to a 'learning' culture
- Five ways to change your learning culture |
| The practicalities of talent management for learning
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Alan Hewitt, Global Workforce Transformation Lead, HCM, IBM |
Alan Hewitt has spent the last few years working around the world, helping organisations understand the real value of their people and how to build their capability. Drawing on extensive survey data and on practical examples, he will share what he has discovered and examine some of the essentials of effective talent management. This will include: why a clear business outcome is always essential and why establishing holistic talent management processes will lead to an improved bottom line and a sustainable solution where simplicity is crucial to success.
- Why setting a clear goal is essential
- Do you always need an LMS?
- Finding and defining your skills gaps
- How to prioritize your curriculum building
- Getting quick wins while building for the future |
| Building a profession that's ready to learn
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Lara Taylorson, Head of PYRAMID, Transport for London
Alison Maher, Head of Capability Development, PYRAMID, Transport for London |
Transport for London (TfL) has a 5-year, 13 billion pound investment programme to improve the capital's transport infrastructure - and needs excellent project management to deliver it. As a result, TfL has developed its own profession internally for over 1,000 project managers. That has meant developing a competency framework for the profession, and using it to find and fill skills gaps with carefully designed learning interventions.
- Getting competencies right - by using what's already there
- What use is a professional community for learning?
- Building a learning portfolio
- Evaluating training impact and skill versus will
- Lessons learnt - and pitfalls to avoid! |
| Engaging with the business
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Nigel Harrison, Independent Chartered Business Psychologist |
How can L&D engage with the organisation effectively? It isn't by offering a schedule of training courses. Engaging with the rest of the organisation means working with the people at the sharp end - the managers - and it doesn't always means saying 'yes' to them, either. Using examples gathered from years working with major organisations, business psychologist Nigel Harrison shows how to move from the reactive to the pro-active training department.
- Building credibility and trust
- Becoming a real business partner, not an order taker
- Hanging tough: why resilience is key to success
- A structured process for engagement
- Is training always the only answer?
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| Enterprise-wide structured learning
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Jim Fingland, Development Manager, City of Edinburgh Council |
How do you ensure that learning is linked to strategic objectives and to the competencies required by the organisation? And how do you do it when your organisation has 11,000 potential learners, from dustmen to directors, and several, conflicting, competency frameworks already in place? Jim Fingland used experience gained in the private sector to ensure learning is linked to organisational-wide behavioural competencies at City of Edinburgh Council. The result: widely available learning used by all level of the council's workforce.
- Making e-learning work with a competency approach
- Assigning learning interventions to a framework
- Amalgamating several existing competency frameworks into one
- Ensuring buy-in from all - from unions to management
- 'Socialising' competencies so that they get used!
Further details
Jim Fingland is a learning and development professional who has a passion for human resource development and has an avid belief in the concept of lifelong learning.
For the last 15 years, Jim has spent his time developing and implementing training programmes on leadership and management. This has been in order to help managers and leaders become more effective in the workplace. His current interest lies in the area of talent identification and development.
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