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With tight budgets it is essential for the internal L&D function to prove its value. That means focusing on our programs' results: how our solutions lead to desired performance and, ultimately, organizational strategy. But our value can be more than the sum of our solutions. Through a case study, we'll explore how an internal L&D function can do more than just align to strategy—it can lead the business to it, while marketing its value along the way. Participants will interact with and be exposed to three levels of strategic planning and value communication: the three-year planning process that links L&D strategy to corporate strategy, execution of a learning solution designed to enable employees and staff to fulfill corporate strategy, and communicating the results and value-add of the L&D function through strategy execution.
Personalized leadership development holds great potential to drastically change the learning experience. It taps participant engagement, promotes ownership, and builds independence and confidence, while maximizing the leader's learning potential based on their individual needs, abilities, and preferences. Today, learners have access to diverse content and are making their personal preferences known regarding what is included in their training and the format in which they receive that content. They want to focus on learning that is unique to their current situation taking into account where they are in their careers and in their lives. At the same time, we need to ensure that they are achieving their behavior development goals. In this interactive session, you will learn the five practices for harnessing the power of personalized leadership development: personalized content, personalized insight, personalized practice, personalized performance support, and personalized learning environment. Additionally, you will network with peers to share personalization successes and tips for incorporating the new mixes of face-to-face, social, electronic, virtual, and on-demand learning.
According to a 2009 ROI Institute study, the number one thing CEOs would most like to see from their learning and performance investments is evidence of Level 4 business results. Yet according to the same study, only 8 percent of CEOs actually receive this type of information. Why the big disconnect? Arguments offered up by some learning and development professionals include: Level 4 business results are too difficult to measure; the high probability of uncontrollable variables affecting business outcomes makes measuring business results meaningless; and that they are currently only conducting Level 1 and 2 evaluations so they can't be expected to conduct Level 4s. While there may be an element of truth in each of these statements, none is going to convince a single CEO that he or she shouldn't expect to see evidence of business results from the company's learning investments. So what's the solution? The short answer is: Provide CEOs with what they want. In this session, attendees will discover which learning programs are ideally suited for conducting a Level 4 evaluation; examine the two phases involved in conducting a Level 4 evaluation and the four guiding principles associated with each phase; and analyze three methods for connecting learning programs to business results and how to determine when to use each method.
This session will deal with the key findings of the 2013 ASTD/i4cp study, The Value of Learning: Gauging the Business Impact of Organizational Learning Programs. The study combines insights from a blended research approach: Quantitative data from a survey fielded in September and October 2013 of 431 respondents, most with primary responsibility for organizational learning, represented organizations across all sectors and of varying sizes and geographic locations, and follow-up interviews with learning leaders who provided the qualitative input to supplement and illuminate survey findings. The study found little growth in learning functions' ratings of their effectiveness in meeting learning and development goals, supporting organizational business goals, and in measuring their overall capabilities when compared to an earlier (2012) ASTD/i4cp study, Developing Results: Aligning Learning's Goals and Outcomes With Business Performance Measures. Despite this, the study highlights the optimism that underlies both attention and effort. Survey results and interviews with learning leaders confirm that measurement, of both learning effectiveness and learning programs' impact on business outcomes, is on the minds of learning professionals and is in standard practice-albeit to varied degrees-in most organizations.
Virtually all large organizations are global, and facing the challenges of creating learning interactions that are beneficial and comprehensible to diverse audiences all over the world. Some organizations take the 'pray' approach, by creating learning for one geography and praying other audiences will get something out of it. Other organizations burn through huge amounts of money creating custom learning for every different geography. Isn't there a better way? Can't effective global learning be created in a way that doesn't break the bank? This session focuses on a pragmatic and reasonable approach to global learning design that utilizes archetypes, focusing as much on the commonalities between learning styles as on the differences. The Global Archetype approach adapts well-established cultural preference models and combines them with insightful learning models. The result is three primary Global Learning Archetypes and six secondary archetypes that allow training to be designed once and used around the world. This session focuses on: how the Global Learning Archetypes were created, how the Archetypes can be translated into design specs that any learning team can use, and how organizations are using the Archetypes to deliver globally while controlling cost.
When it's done right, learning drives business results. The latest research shows that companies with strong learning cultures are 42 percent more likely to be innovative, have 37 percent greater employee productivity, are 35 percent more responsive to customers' needs, and 17 percent more likely to be market share leaders. Yet many talented learning leaders are still taking direction from stakeholders instead of serving as true strategic advisers to senior management. Find out why and, more importantly, what you can do about it. Learn about global best practices and success stories of top CLOs and business-first strategies you can adopt. And, discover how you, too, can leverage 'big data' and analytics to prove your impact and earn your seat at the strategic table. Join the speaker for statistics, insights, and more on one of the most important topics in the L&D field today. At this session, you will discover and discuss: the evolving role of the modern CLO, typical barriers to business partnership, and how to overcome them, why and how to employ measurable results using data and analytics, and looking beyond learning to make an impact.
Brain fitness exercises are physical and mental exercises to switch on your neurological system for learning and thinking, which results in improving performance on the job and minimizing human error. In this highly engaging session you will learn many brain fitness exercises that will help you combat fatigue and re-energize your brain and body. Not only will you personally benefit from these exercises, but you will also be able to apply them in the workplace whenever you experience fatigue or decreased levels of mental alertness.
Much of the training and development in the federal government is measured by the hour and takes place at discreet times throughout a career. In many cases federal employees must complete a specific number of hours of online or in-class training in order to qualify for promotion. The learning event model is based on a systematized approach to training intended to standardize qualifications and provide a road map for development. Unfortunately it often fails to support actual on-the-job performance. Contributing factors include lack of engagement with the content, training that is too far removed from the job, and content that is not relevant or 'one size fits all.' This model is starting to be subsumed by a more comprehensive learning ecosystem comprised of formal and informal content, online social interaction, and smarter knowledge management, which is facilitated through the use of enterprise social media and collaboration technologies. This combination of content and resources accessed through a social collaboration platform is the foundation of the continuous development environment. In this session we will examine continuous development environments that have been implemented within U.S. federal government agencies. We will explore specific use cases along with strategies to promote engagement and participation. Topics include enterprise social media, short format content, and performance support.
People do not learn exclusively from conventional sources like courses and classrooms. There's a growing awareness of learning that comes from formal means as compared to informal means. Learning happens all the time in a multitude of different ways and more and more people are realizing that they are networked learners. A large amount of that learning comes via a dedicated group of chosen and trusted resources. This network of resources is commonly referred to as a Personal Learning Network (PLN), and it is one of the most powerful learning tools in a networked world. But what exactly is a PLN? Where does one exist? How does someone build one? How can an organization leverage PLNs across their enterprise? The speaker will explore these questions and more as he discusses the value of personal learning networks, and shares some of the steps and tips needed to build a strong PLN.
The emerging discipline of talent management is an important issue for organizations all over the world. The talent management functions of workforce planning, talent acquisition, development, deployment, engagement, and retention are important issues for any organization in any industry. The learning and development function has played a vital role in talent development, but the rest of the talent management functions are typically handled by other parts of the organization. In this session, we will explore the ways that learning and development can assist with all of the talent management functions beyond the obvious development function. Using numerous real-world examples, the speaker will present case studies discussing how many organizations are using their learning and development function or corporate university to contribute to the execution of all of the talent management functions.
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