Conference 2006 >
Plenaries
| Realising the vision of the future of learning
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Dr Mary Kay Vona, Learning and Development Partner, IBM Business Consulting Services |
We have entered an on demand era where organisations must transform to become more responsive to shifting market needs, more flexible in how they operate, more focused on their core competencies, more nimble at partnering, and more resilient to external threats.
Learning should play a critical role in enabling these organisational transformations... but this will require learning professionals to become change agents in areas such as learning alignment, design, technology, governance, and culture. Join us for an interactive journey that will explore where learning is going in the future and what steps you can take to drive learning transformation and impact in your organisation. |
| 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. |
| Making the business case for value
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Dr Jack Phillips, Chairman, ROI Institute |
Employers increasingly question the business impact of training activity, and put workplace L&D professionals under significant pressure to be more accountable for their expenditure and effectiveness.
The challenge has been to find a credible, robust, cost effective and replicable process that generates decision-making information about training effectiveness and its contribution to organisational objectives. Dr Jack Phillips established the ROI Institute in 2004 to teach organisations how to build evaluation systems. Using data from hundreds of cases, he will present some trends in measurement and evaluation, examine the key issues and challenges of implementation, dispel some myths about impact and ROI analysis, and identify the key steps involved in demonstrating the impact of L&D. |
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| From training for skills to learning for performance
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Charles Jennings, Global Head of Learning, Reuters |
For an organisation to achieve its business objectives and thrive, it goes without saying that the right people with the right skills are an absolute necessity. However, even more than that, those people need to use their skills to perform as effectively as possible.
Training for skills is no longer enough for a Training or an L&D function. We need to focus on supporting optimum individual and business performance through providing the right structure for our Learning organisation, adopting new approaches for identifying the key performance problems to be solved for business benefit, and carefully deploying new technologies to support learning. |
