1. Strategy Development
L&D Team Meeting
8th January 2014

2. Strategy Design Principals
• The L&D/OD strategy should directly link to the business strategy and align
to the HR Strategy.
• All L&D/OD activity should contribute towards the wider business
objectives and therefore delivery of the organisation strategy.
• All L&D/OD activity should be designed from true analysis of the need.
• L&D/OD interventions should be designed to meet the needs of the
business but with the learner needs and preferences in mind….culturally
relevant.
• All L&D/OD should be evaluated to determine value to the business and to
ensure that the needs have been met as identified….closing the loop.
• Foundations first.
• Evaluate to demonstrate ongoing business benefit.
• Full and deep engagement.

3. Vertical & Horizontal Integration
B U S IN E S S S T R A T E G Y
S e n io r M a n a ge m e n t S u p p o rt
S e n io r M a n a ge rs p ro m o te le a rn in g a n d
L & D a lign s w ith cu ltu re .
A lig n m e n t w ith o rg a n isa tio n a l o b je ctive s
L & D is d e m o n stra b ly lin ke d to b u sin e ss
P rio ritie s.
In vo lve m e n t o f lin e m a n a g e rs in d ia gn o sis, p la n n in g , co a ch in g a n d m o n ito rin g .
T ra in in g a n d D e velo p m e n t… c o u rs e s, e ve n ts , a s sig n m e n ts
In vo lve m e n t o f le a rn e rs in d ia gn o sis
o f n e e d s a n d re le va n ce o f a ctivitie s.
In te g ra tio n w ith H R M p o licie s a n d a ctivitie s.
H u m a n R e so u rce s S tra te g y
R e cru itm e n t
A p p ra isa l
R e w a rd
R e la tio n s
C a re e r D e ve lo p m e n t

4. Model
1. BUSINESS NEEDS
•Understand the business culture and strategy.
•What are the Business Needs?
•Engagement and consultation at all levels of the business.
7. EVALUATING THE
LEARNING
•Environmental Scanning.
•SWOT/PESTLE.
2. IDENTYING LEARNING NEEDS
•Is the learning effective in meeting
•How can learning help to achieve these business
business needs?
Collect/Analyse and present data:
•reaction level
•learning level
•performance level
•cost/benefit/ROI
Objectives?
•What are the performance needs best met
by learning?
PEOPLE
6. DEVELOPMENT AND DELIVERY
5. PLANNING THE LEARNING
3. SPECIFYING LEARNING NEEDS
•What is the learning and development plan?
•Assemble and prioritise information.
•What precisely are the performance gaps?
•Analyse the performance gap.
•Preparing and monitoring learning plans.
•MI/Prioritisation.
•Consult/observe.
4. TRANSLATING LEARNING NEEDS
INTO ACTION
•What are the learning interventions?
•Decide on the learning approach.
•Decide to make or buy the learning.
•Benchmarking.
•ROI/CostvBenefit/Prioritisation

5. Evaluation
Kirkpatrick’s 4 Levels of Evaluation
Level
Description
Example
Level 1
Reaction
How did the participants react to the program?
 Reaction Sheets/Happy Sheets.
 Direct feedback.
Level 2
Learning
The extent to which participants improve their knowledge and
skills as a result of the program. This is the learning assessed
during the programme.
 Observed role-plays.
 Questionnaires/Quizzes.
 Case Studies.
 Pre and post testing.
 Practical exercise.
Level 3
Behaviour
The extent to which participants show changes in behaviour
as a result of attending the program. This is generally post
course assessment.
 360 degree feedback.
 Observations in the workplace.
 Line Manager Feedback.
 Performance management/appraisal ratings.
 HR data e.g. disciplinary/grievance/stress/absence.
Level 4
Results
What difference did the program make to the strategic
business objectives i.e. what is the measurable impact on
bottom line.
 Return on Investment.
 Increased Sales.
 Increased Revenue.
 Reduced Costs.
 Increased Retention.
 Increased Staff Satisfaction.
 Participant driven…

6. Strategy Design - Business Led Approach
Developing an L&D/OD provision and service that is effective, strategically
aligned and commercial in operation and demonstrates real value – running
our function as a business.
Diagnostic
•
Business Strategy analysis to identify now and future capabilities needed.
•
Culture analysis.
•
Environment analysis:
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Interviews/Focus Groups
Training spend/budgets
Processes
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Contracts, suppliers and SLAs
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•
What is being done, where, by whom, how much is it costing and what is the value
Does it clearly link with the business strategy
What are the expectations of the Senior Executives and Line Managers
Strategic agenda for HR
Roles ‘doing’ training across the business
Benchmarking

7. Capability Model

8. Strategy Design - Business Led Approach
Identify gaps in provision, duplication, streamlining opportunities, structure etc – develop vision for
the future….strategy to get there….
Building the Strategy
•
Foundations
 Infrastructure
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Competencies
Processes, systems, policy
Technology
Suppliers
 Core Programmes
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Group Induction
Management Foundation
Leadership Development
Compliance
Change Programmes/OD
 Competencies
 Leadership Development
 Talent Programmes
 Culture change

9. BAU processes for integration…annual cycle…

10. Welcome to the Academy which provides a one stop shop of learning and development
solutions and support for UK employees. Click on the items below to access information on
courses, e learning, mentoring and self learning solutions available to you. If you are not able to
find what you are looking for, then contact Group Development on xxxx.
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CPD
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Group Development Forms
E Learning
Group Development Contacts

11. Strategy Design - Business Led Approach
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Making the Business Case/Strategy Presentation
The Planning Phase
Delivery
Evaluation
Diagnostic
Business Case/Request for budget