Slide deck from Plenary presentation at the World of Learning Conference, NEC Birmingham, UK. 27 September 2011.

1. Transforming
L&D
Through
Effective
Governance
Charles Jennings
World of Learning
27 September 2011
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2. Governance
We all understand the need for corporate
governance - especially in the wake of the global
financial crisis - yet it is my experience that many
organisations do not have a learning governance
structure and set of practices in place.
2

3. Conference participants were polled during the
session. Poll questions and results are on the
following slides
a few questions
Learning Transformation
Learning Governance
3

4. Are your learning leaders involved in your
organisations’ strategy and planning reviews?
1. Never
2. Sometimes
3. Usually
4. Always
This is the result of the poll carried out with
participants at the conference. QUESTION 1
4

5. Finance
Balanced Scorecard
Dimension
Customer
Dimension
Business
Dimension
People
Dimension
Not including input from Learning leaders to
overall strategy and planning is the same as
ignoring operating costs and capital allocation …
5

6. Does your organisation have a written
Learning Strategy?
1. Yes
2. No
This is the result of the poll carried out with
participants at the conference. QUESTION 2
6

7. “The private sector in particular
anticipates closer integration of
learning and development activity
and business strategy”
A clear learning strategy is essential if L&D
departments are to align their resources and
efforts with organisational strategy
7

8. Are your stakeholders involved in prioritising
where you put your L&D efforts and
resources?
1. Yes
2. No
This is the result of the poll carried out with
participants at the conference. QUESTION 3
8

9. Do you have a standardised engagement
approach to agree outcomes from learning
activities with stakeholders?
1. Have a standard
approach and it is
always used
2. Have a standardised
approach that is used
sometimes
3. Don’t have a defined
standard approach
This is the result of the poll carried out with
participants at the conference. QUESTION 4
9

10. Do your learning leaders have oversight of
which learning or training suppliers your
organisation uses?
1. Oversight of all
suppliers
2. Oversight of most 21.3% 37.7%
41%
suppliers
3. Oversight of a few
suppliers only All Most A few
This is the result of the poll carried out with
participants at the conference. QUESTION 5
10

11. Governance
“the structures, systems, practices and processes
that are put in place to ensure the overall strategy,
effectiveness and accountability of the L&D function”.
A definition of ‘governance’ in L&D context
11

12. Getting ‘Stuff’ Done
A definition of ‘governance’ in operational context
12

13. the key to achieve this?
13

14. Step 1:
an effective governance
structure
14

15. Good Governance
Assigns Accountability
Defines Priorities
Allocates Budget & Resources
Drives Actionable Decision-Making
Facilitates Transformation
15

16. two further
questions
16

17. Does your organisation have a Learning
Governance Board, Council or Body?
1. Yes
2. No
This is the result of the poll carried out with
participants at the conference. QUESTION 6
17

18. If your organisation has a Learning
Governance Body are the majority of
members drawn from:
1. Your Stakeholder
Groups
2. HR / Training / L&D
Departments
This is the result of the poll carried out with
participants at the conference. QUESTION 7
18

19. Governance
Focus on Value
Governance needs to drive the delivery of
VALUE. Output-focus and aligned.
19

20. Focus on Value,
not Cost
“Nowadays people know
the price of everything,
and the value of
nothing”
20

21. MEASURING BUSINESS CONTRIBUTION
“We measure it based on the success of the
business projects. Not qualitative metrics, but the
perceptions of the business people that the
learning function worked with.”
a CXO
“The metrics are great, but at the end of the day, if
you don’t have good relationships with your
strategic partners in the business, it doesn’t
matter. You will not be perceived as successful.”
a CLO
ASTD/IBM Study 2005
21

22. L&D VALUE MODEL
Vision &
Strategy
Relationships Organisation
& &
Engagement Governance
L&D
Value
Methodology
Scope of
Services
People &
Capability
© 2008 Jennings L&D value model
22
22

23. Effective
Governance
drives ..
the
strategic
value of
learning
23

24. Strategic Value
is not just ..
tangible
financial
value
& ROI
24

25. Strategic Value
is measured by
Learning’s
contribution to:
 Current & Future
Strategy
 Growth
 Productivity
 Transformation
25

26. seeing the wood for the trees
Some Governance Principles
1. Learning governance is not optional
2. There is no one-size-fits-all
3. Your governance model will evolve
Painting © Deborah Russell
26

27. Effective Learning Governance
Painting © Deborah Russell
27

28. Efficiency Integration Alignment
3-STEP MODEL
Training/L&D Business Unit Enterprise
LEARNING GOVERNANCE MATURITY
Source: IBM Learning Solutions
28

29. Efficiency
Create efficiencies and
gain agreement
• Establish a learning
governance board for
oversight
• Identify, prioritise
learning assets
• Define scope of service
• Implement learning
SLAs with stakeholders
Business Unit
Training efficiency Performance Enterprise Readiness
LEARNING GOVERNANCE MATURITY
Source: IBM Learning Solutions
29

30. Integration
Develop an integrated plan
• Develop enterprise learning vision &
strategy aligned with organisational
strategy
• Create business unit learning strategies
• Align strategies across the organisation
Business Unit
Training efficiency Performance Enterprise Readiness
LEARNING GOVERNANCE MATURITY
Source: IBM Learning Solutions
30

31. Manage learning as a strategic business process
• Embed learning governance within strategy
• Align learning with transformation objectives
• Develop a shared vision for workforce development
and work
Alignment
Business Unit
Training efficiency Performance Enterprise Readiness
LEARNING GOVERNANCE MATURITY
Source: IBM Learning Solutions
31

32. Approaches to Governance
L&D-led
Business-led
32

33. L&D-led
Learning Governance Structure
Global View
Business Leaders,
CFO, Sr. VP HR
Governance However, key client
Board
Aligned with stakeholder groups
HR Strategy Consisting of not represented or
senior HR
only represented in
and L&D
managers loco parentis
Optimising
Inputs Strategic
Prioritisation
Operational of Resources
Execution of
Efficiency
Strategy
Focus
33

34. Business-Led
Learning Governance Structure
1. Business-driven.
2. Top levels ‘owned’
Broad by stakeholders.
Mission/ Strategic
Vision
Business Leaders, 3. Bottom level
CFO, Sr. VP HR Governance
Board owned by HR/L&D
Business
Strategic Business Units Interlock
Prioritisation
of Resources
Advisory Councils Relationships
and Activities
Portfolio-Specific Councils
Operational (L&D Council, Talent Mgmt
Execution of
Impact Council)
Strategy
Focus
34

35. Chair: CFO
Members: HRD
Chief Learning Officer
3 x Regional CEOs
4 x Functional Business Heads
Head of Corporate Secretariat
Executive Development Director
35

36. critical 1st step
36

37. Some Elements of Good
Governance
Action 1. Get Your L&D Strategy and Governance Model
Aligned with Organisational Strategy and
Governance
Action 2. Actively Enrol Managers
Action 3. Embrace Innovation
Action 4. Employ Technology, but do so wisely
Action 5. Hire or Develop the right L&D Capabilities and
Attitudes “Making Your L&D Department Meaningful & Relevant” -
http://bit.ly/gSrSTt
37

38. Effective learning
governance requires
decision-makers in the
organisation to view
L&D as a strategic
asset not as a cost
38

39. Charles Jennings  Strategic 70:20:10 Consultancy
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stated. Not to be distributed in electronic format without prior permission. 39
No content to be copied without prior permission