Is your strategy set to succeed?

We have been involved in working with many top teams in organisation’s where they need to decide upon which business models, strategies and “best practice” frameworks are the best for them.

This new service, specifically designed as a facilitated session with the top team, enables them to align their values, vision and plans in order produce an effective implementation plan

This service is provided as an internal planning & implementation workshop for an organisation’s top management team and covers:

  • A 10 point strategic review
  • An action plan following the 10 point review
  • Managing change and the “softer” perspective
  • Key business planning tools explained
  • The work of Kotter, Senge, Mintzberg & Collins
  • The Balanced Scorecard & Dashboards
  • Managing “Emergence”

For further information, e-mail alexgallon5@gmail.com

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Training & Development Metrics – “what’s on your dashboard?”

This article presents some views and some background for those internal Learning & Development specialists seraching for the “holy grail” in terms of their own functions ROI on learning & development.

450,000 hits since we published this article!

Who are the “experts” in learning & development metrics? Who are the valuable contributors in the search for “ultimate evaluation” in learning & development functions?

I offer on my list:

Donald Kirkpatrick – Four level model of training evlauation

Dr Jac Fitzenz – The ROI of Human Capital

Dr Jack Phillips – The ROI Institute

Dr Laurie McBassi – Human Capital Analytics

Robert O Brinkerhoff – The success case evaluation method

Jay Cross – The power of informal learning/e-learning

R.A. Guzzo & B.A. Gannett – Inhibitors to effective task performance

What really matters to the organisation though? I would offer:

1. The efficiency of learning function itself

2. The organisation’s key performance indicators, its benchmarking & its capacity

3. Return on investment

4. Psychological capital

I’d like to look at each of these in turn and in doing so begin to offer some thoughts on what the L & D’s Return on Investment “Dashboard” might contain.

1. Learning function efficiency.

Here the choices are numerous and what suits one organisation, may not suit another. On offer as potential metrics are:

a) Training days per member of staff b) Training days per member of part time staff c) Training days per casual staff member d) Equality of opportunity/test of fairness across items a, b & c above e) Off-the-job training days f) Training spend as % of salary bill/payroll g) % of staff with personal development plans

Etc. etc. my list has another 12 items on it and it’s still going …………..

2. Key performance indicators, benchmarking & capacity

Here we begin to examine what the organisation’s vision, values and key performance indicators may be saying about the metrics it wishes to the L & D function to consider.

Again, here the choices are numerous and what suits one organisation, may not suit another. On offer as potential metrics are:

a) Revenue per employee b) Profit per employee c) Sales per employee d) Employee satisfaction survey e) Performance management review data – upward movements f) Management feedback g) Achievement of learning and development initiatives contributing to KPIs etc.

Etc. etc. my list has another 5 items on it and it’s still going …………..

3. Return on Investment

For me, this is the move in thinking from evaluating training to valuing learning. Firstly, this requires us to ensure that we have included provision for the type of evaluation in our training budget i.e. planned to evaluate as part of our plan. Secondly, it requires us to now consider some further possible metrics:

a) Time to competence b) Proportion of employees with required competence level c) Customer feedback data d) Employees engagement data e) Number of individuals able to move into key positions f) Organisational, team & indivudual achievement against performance management criteria g) Cost/benefit data for specific learning interventions h) Performance data on targets i.e. absence, retention, internal promotions etc

4. Psychological capital

As my mentors in CIPD would want me to point out, I’m sure, the other area for potential metrics is psychological capital. Let’s have a definition first:

““The sum of positive opinion about the organisation held by people OUTSIDE the organisation”

How the organisation is perceived is divided into 3 types:

– Producer of goods and services – brand image? Utility of product? Social acceptability of product?

– Employer – great place to work?

– Corporate citizen – ecological stance? Contributions to charity? Assistance to region/town

This effectively brings in to play, external benchmarking criteria and the opportunity to extend the metrics into areas such as:

a) Quality Awards

b) Business Awards

c) Egon Ronay/Michelin etc.

d) ISO 9000

e) Brand recognition studies

f) Fortune “Best Companies to Work for” Index

g) European Commission “Best 100 Employers”

h) Investors in People Framework

i) Sunday Times Top 100 Companies

j) FTSE Index of socially responsible companies

What should the metrics be on your L & D dashboard?

Can your management team support engagement?

EEImage

Research by the Corporate Leadership Council suggests that manager-led actions that impact on employee engagement fall into two sets of development needs.

1. Performing a dual role

a) Managing employee work and their performance

b) Managing an employee’s relationship with their organisation

2. Possessing competencies that are proven to support employee engagement

a) Setting realistic performance expectations

b) Articulating organisational goals

c) Breaking work projects into manageable “chunks”

d) Encouraging and committing to innovation

e) Encouraging and working with the differences between people

f) Adapting to changing circumstances

g) Continuously connecting work and organisational goals

h) Accurately evaluating employee potential

This research can be vital when considering investment in your management team. It’s also vital to consider your business goals and any future changes in the organisation as these too have an impact on the competencies your managers will need to manage employees under these circumstances.

Staff Representatives Course – Testimonials

Collaboration

Hi Glen

Just a note to say how well the course run by Alex went on Thursday and Friday.

We all bonded really well and had fun along the way too with the soft skills activities and in general the whole course content.

A fantastic day and a half learning the skills that each and everyone of  us agreed that we all felt we needed. Also the start of a bonded positive thinking group.

Alex the tutor was fantastic and obviously his true professionalism shone though the whole time.

Looking forward to putting the skills to use.

Thanks for organising this essential training for us Glen.

Tony (Technical Services Representative)”

Glen

The training last week left me with confidence of the group I will be working with and the expectation that we should be able to carry out required meetings professionally .

The input from Alex was both interesting and informative showing the challenging sides of this new role.

The pace of training was delivered well and the mixture of tasks and information was for me pitched just right.

Kevin (IT & Facilities Representative)”

Employee Representative training takes centre stage

Collaboration

We were challenged to design and develop a programme that would meet the very specific needs of a group of newly appointed Employee Representatives in a very successful Theatre Group.

Testimonials to the success of the course can be found on our news pages.

The content was specifically tailored for a group that would assume responsibility for representing 350 people.

Their remit covered collective bargaining on pay and their terms and conditions of employment, as well as becoming the focal point for communication and consultation with the company and with the whole workforce.

More specifically, the content included:

– legal requirements & definitions

– staff agreements

– The role of the employee rep – knowledge, skills & behaviours

– Competition .v. Collaboration

– Negotiating styles & positioning

– Communication styles – “the platinum rule”

– Assertiveness skills & behaviours

– Contributing to meetings

– Note-taking, records & feedback to respective groups

For more information, e-mail alex.gallon@profilehrd.com

“Making it everyone’s business”

Over the next 5 weeks, we will be sharing our experiences in working with organisations to develop and review employee engagement strategies using our framework of “making it everyone’s business.”

Organisations of all sizes and sectors have achieved substantial benefits working with our framework.

Employee engagement is much more than reviewing a set of mathematical formulae from a survey and ticking a few boxes, hopefully watching your scores rise! Useful monitoring, but is it really helping your business.

So what is the framework?

It consists of 5 objectives that form the basis of our “partnership” with the organisation. We will be explaining our work in more detail in the coming weeks, however, in the meantime, these 5 objectives focus on:

1. SHARED DIRECTION …… “understanding the business we are in and want to be in”

2. SHARED CULTURE …… “agreeing our values and the good habits that bind us together”

3. SHARED LEARNING ……”how we continuously learn to improve ourselves”

4. SHARED EFFORT ……”developing one organisation driven by flexible teams”

5. SHARED INFORMATION ……”developing effective communication throughout the organisation”

Each week we will take an objective and follow the 3 stages from starting out, through improvement plans, to planning for continuous development.

Profile H.R.D. working in partnership with the Virtual College


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Profile H.R.D. has formed an affiliation with the Virtual College to make available to clients e-learning materials across a vast array of topics

With over one million online learners, Virtual College is one of the leading providers of e-learning in the UK. Virtual College has over 200 courses available to buy straight away.

What is e-learning?

Quite simply, e-learning is electronic learning, and typically this means using a computer to deliver part, or all of a course.

What are the benefits?

There are several benefits to e-learning whether you choose to use it on its own, or to e

It’s cost effective and saves time:

By reducing the time taken away from the office, removing travel costs and doing away with printed materials, online learning helps you to save money and increase workplace productivity. It also means your staff will be happier and focussed.

Learning 24/7, anywhere:

Many face to face courses only operate within normal office hours. By allowing staff to complete the course when and where they like you can make sure disruptions to your busy working schedule are minimised. This also means that your staff will be happier because they don’t need to travel to specific training centres, and if they have important work to catch up on mandatory training can be done outside of office hours in exchange for lieu time. Most of courses have an average learning time, and also the CPD approved courses allow learners to print out certificates of proof.

It makes tracking of course progress a breeze:

Perhaps the most important aspect of using computers for training is that it with a well implemented Learning Management System (LMS) makes it easy to track and prove progress for your staff and learners. This can be essential for popular courses where proof of mandatory training is required.

Visit our website www.profilehrd.com and via our training page, follow the e-learning link.