Strategic Learning and Development Masterclass 2020

STRATEGIC LEARNING AND DEVELOPMENT
MASTERCLASS 2020
CHARLES COTTER PhD candidate, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
INDABA HOTEL AND SPA, FOURWAYS
28 FEBRUARY 2018

1-DAY,
TRAINING
PROGRAMME
OVERVIEW
WORKSHOP #1:
STRATEGIC LEARNING & DEVELOPMENT –
FUTURE TRENDS, PATTERNS AND CHALLENGES
WORKSHOP #2:
TRAINING ROI, EVALUATION AND LEARNING
METRICS AND ANALYTICS
WORKSHOP #3:
CASE STUDIES – PORTAKABIN AND CHUBB

WORKSHOP #1:
Strategic Learning and Development – Future trends, patterns
and challenges

INTRODUCTORY ACTIVITY
• Individual activity:
• Complete the following statement by inserting one word only. As a L&D Manager,
in order to be future-fit in the future of learning, I need to/to
be………………………………………………
• Jot this word down and find other learners who have written down the same
word. Write this word down on the flip-chart.
• Each learner will have the opportunity to explain their choice of word.

THE DISRUPTION OF DIGITAL LEARNING: TEN THINGS WE
HAVE LEARNED (BERSIN, 2017)
• #1: The traditional LMS is no longer the center of corporate learning, and it’s
starting to go away
• #2: The emergence of the X-API makes everything we do part of learning
• #3: As content grows in volume, it is falling into two categories: micro-learning
and macro-learning
• #4: Spaced Learning Has Arrived
• #5: Work Has Changed, Driving The Need for Continuous Learning

THE DISRUPTION OF DIGITAL LEARNING: TEN THINGS WE
HAVE LEARNED (BERSIN, 2017)
• #6: A New Learning Architecture Has Emerged: With New Vendors To Consider
• #7: Traditional Coaching, Training, and Culture of Learning Has Not Gone Away
• #8: A New Business Model for Learning
• #9: The Impact of Google, Facebook, and Slack Is Coming
• #10: A new set of skills and capabilities in L&D

TOP 2018 WORKPLACE
LEARNING TRENDS
• #1: Soften the impact of automation.
• #2: Balance today’s challenges with tomorrow’s opportunities.
• #3: The rise of digital is transforming talent development.
• #4: If employees can’t find the time to learn, reduce the
friction.
• #5: Amplify your manager relationships.

THE FUTURE OF LEARNING AND DEVELOPMENT
(COTTER, 2018)
• #1: Transition from e-learning to mobile (m)-learning
• #2: More video-based, on-demand micro-learning
• #3: Learners taking more ownership and responsibility for their learning
• #4: More use of Virtual Reality in the traditional learning space
• #5: Technology-enabled and digital learning devices

THE FUTURE OF LEARNING AND DEVELOPMENT
(COTTER, 2018)
• #6: Transition from training facilitators to Learning Navigators
• #7: Less focus on learning content and more focus on the learner experience
• #8: Less focus on learner assessment and qualifications and more focus on
holistic application and transfer of learning
• #9: Less formal training and more focus on social and experiential learning (refer
to the 70-20-10 model of learning)
• #10: Transition from books to MOOC’s

FUTURE-FIT L&D: CRITICAL SUCCESS
FACTORS
Vertical alignment with
business strategy and
horizontal integration
(bundling)
Ensure that the organization is
future-proof i.e. sustainable
competitive advantage and
business continuity in a
“business unusual”
environment
L&D conducts
environmental scanning
and is highly attuned,
sensitive to and pro-
actively responsive of
change
Apply metrics and
analytics to
demonstrate it’s
strategic value and
impact
Be a change agent and
be pivotal and
instrumental in
transforming core
business processes
Transform to
performance-based
training programmes

CRITICAL SUCCESS
FACTOR:
INTEGRATION AND
ALIGNMENT

PERFORMANCE-BASED TRAINING PROGRAMMES

CRITICAL SUCCESS FACTORS – 6 POINT CHANGE
PLAN REQUIRED
• L&D must re-engineer current functions and processes from:
#1: Providing training programmes to providing business valued learning solutions
#2: Being a cost centre to being a profit centre
#3: Being people pleasers and comfort-seekers to making employees competitive and competent
#4: Traditional, manual methods to technology-enabled learning
#5: Training departments to learning factories (repositories of knowledge)
#6: Being transactional (administrative) to being transformational (strategic) - training
administrators to being a strategic learning partners

FACTORS OF STRATEGIC L&D (COTTER, 2017)
#1: Strategic mind-set and alignment with business goals
#2: Evidence-based, business metrics and predictive analytics
#3: Learning architecture and design
#4: Learning structures and roles
#5: Enhanced skills set of L&D professionals

FACTORS OF STRATEGIC L&D (COTTER, 2017)
#6: Extended learning, knowledge management and change to “skills building” L&D
approach
#7: Utilisation of social and e-learning (70-20-10 model)
#8: Learning organization culture
#9: Top management support and line manager engagement, contribution and involvement
#10: L&D administration, governance and risk management

PH.D RESEARCH – x85 STRATEGIC LEARNING &
DEVELOPMENT FACTORS (COTTER, 2017)
• N = 462 (global)
• Selected deficient factors:
#1: Line managers are competent in conducting accurate training needs analyses (65%)
#7: The L&D function has adopted scientifically valid measurement processes to evaluate talent
development performance (68%)
#10: The organisational performance management system fits seamlessly into the L&D process (68%)
#39: The L&D function effectively implements skills auditing processes (72%)
#42: Training Return-on-Investment (ROI) calculations yield positive organizational dividends (72%)

2.7511
2.7675
2.8184
2.8316
2.8954
2.9095
2.9674
2.9710
3.0145
3.2721
2.4 2.5 2.6 2.7 2.8 2.9 3 3.1 3.2 3.3 3.4
Learning admin
Curating modern
Learning architecture
Top management
Enhanced skills
Future-proofing
Strategic mindset
Learning strutures
Learning solutions
Evidence based
Strategic L&D factor mean scores - compliance

3.1664
3.1836
3.1955
3.2140
3.2309
3.2397
3.2580
3.2721
3.3343
3.0500 3.1000 3.1500 3.2000 3.2500 3.3000 3.3500
Evidence based
Curating modern
Future proofing
Top management
Learning admin
Learning strutures
Strategic mindset
Enhanced skills
Strategic L&D factors mean scores - importance

2.7511 2.7675 2.8184 2.8316 2.8954 2.9095 2.9674 2.9710
3.27213.2397 3.1836 3.1955 3.2309 3.3343
3.214 3.2721 3.258 3.1664
0
0.5
1
1.5
2
2.5
3
3.5
4
Learning admin Curating modern Learning
architecture
Top management Enhanced skills Future-proofing Strategic mindset Learning
strutures
Evidence based
Comparison: Compliance and Importance
Compliance Importance

0.1057
-0.2870
-0.3046
-0.3048
-0.3770
-0.3993
-0.4160
-0.4389
-0.4886
Evidence based
Learning structures
Future-proofing
Strategic mindset
Top Management
Curating modern
Enhanced skills
Learning Admin
Strategic L&D Capability Gap Index

STRATEGIC L&D MATURITY MODEL
Level 4: Strategic L&D
(mean range of 3.5 - 4.0)
Level 3: Transformational L&D
Level 2: Transactional L&D
Level 1: Traditional L&D

MATURITY MODEL OF STRATEGIC L&D FACTORS
Level 4: Strategic L&D
Level 3: Transformational L&D
•#2: Evidence based metrics
•#4: Learning solutions
Level 2: Transactional L&D
•#5: Learning structures & roles
•#1: Strategic mindset
•#7: Future-proofing organization
•#6: Enhanced skills of L&D prof’s
•#9: Top management support
•#3: Learning architecture
•#8: Curating modern learning
•#10: Learning administration
Level 1: Traditional L&D (mean range of 1.0 -2.49)

LEVEL OF READINESS MODEL: STRATEGIC L&D
FACTORS
Level 4: High state of readiness
(Strategic L&D Capability Gap Index range of 0.5 and higher)
Level 3: Moderate state of readiness
(Strategic L&D Capability Gap Index range of 0.01 to 0.49)
•#2: Evidence-based metrics
Level 2: Low state of readiness
(Strategic L&D Capability Gap Index range of 0 to -0.49)
•#5: Learning structures & roles
•#7: Future-proofing organization
•#1: Strategic mindset
•#3: Learning architecture
•#9: Top management support
•#6: Enhanced skills of L&D prof’s
•#8: Curating modern learning experiences
•#10: Learning administration
Level 1: Alarming state of readiness
(Strategic L&D Capability Gap Index range of -0.5 and lower)

Strategic Learning & Development
Conceptual Framework
Business Strategy
#1: Strategic mindset &
alignment with business goals
Learning & Development
Strategy
L&D VALUECHAIN
(Horizontally integrated)
#6: Enhanced skills set of
… L&D prof’s
#7: Top management support &
line management engagement,
commitment & involvement
L & D Strategic Objectives
#4: Provision of Learning Solutions
#7: Future-proofing organisation
EFFICIENCY EFFECTIVENESS STRATEGIC IMPACT
STRATEGIC
L&D
SCORECARD
Performance Management System
Change Management Process
}
#3: Learning architecture
& design
#5: Learning structure & roles
#8: Curating modern
learning experiences
#10: Learning admin.
#2: Evidence-based
metrics
3 YEARS

HOW TO SUCCEED IN THE
FUTURE STATE OF L&D
• 5 Key Strategies to Make the Shift (2017 Workplace Learning Report,
LinkedIn Learning Solutions):
Deliver modern learning experiences to meet expectations from
modern learners.
Develop a tightly executed communication plan.
Report value to the individual and the business.
Build a culture of learning, one that rewards growth.
Don’t just take orders. Identify real training needs.

FUTURE-FIT L&D:
10 CRITICAL SUCCESS
FACTORS FOR THE
TRANSFORMATION OF
TRAINING TO A
STRATEGIC LEARNING
PARTNER/SOLUTION
• #1: L&D can count on top management support and ownership of
L&D strategies and –processes
• #2: A vibrant and effective Performance Management System
(PMS) is the bedrock/foundation of L&D processes
• #3: There is direct and active engagement, consultation and
participation of line management in all learning processes
• #4: L&D Managers and -professionals adopt and apply a strategic
mind-set (conceptual thinking)
• #5: L&D have established a learning organizational culture and
developed a Knowledge Management System

FUTURE-FIT L&D:
10 CRITICAL SUCCESS
FACTORS FOR THE
TRANSFORMATION OF
TRAINING TO A
STRATEGIC LEARNING
PARTNER/SOLUTION
• #6: L&D hold individuals accountable for application of
learning by means of e.g. learner contracts/agreements
• #7: When utilizing outsourced training providers, L&D
ensures performance-directed, Service Level
Agreements are in place
• #8: Learning and Development strategy is embedded in
the business strategy
• #9: Learning and Development proactively anticipates
and prepares employees to be future-fit and the
organization to be future-proof.
• #10: There is top management commitment to L&D as
an investment and not as a cost item

LEARNING ACTIVITY 1
• Group Discussion:
• Evaluate the current degree of
compliance to the following 10
Future-fit L&D transformation best
practice criteria. Refer to the Survey
Monkey link:
• https://www.surveymonkey.com/r/V
SLVTHX
• Identify gaps and recommend
improvement strategies.

WORKSHOP #2:
Training ROI, Evaluation and L&D metrics/analytics

TRAINING EVALUATION – KIRKPATRICK (4-LEVELS)

TRAINING EVALUATION – PHILLIPS (5-LEVELS)

DIAGNOSIS OF CURRENT TRAINING AND
DEVELOPMENT PRACTICES
• How efficient is the training process; is the attendance of scheduled training
programmes good and are learners satisfied post-training? – LEVEL 1: EFFICIENT
• What is the submission rate of PoE’s and is there a good success rate? – LEVEL 2:
EDUCATIONAL
• What is the degree of transfer and application of learning to the workplace and
improved behavioural change and performance? – LEVEL 3: EFFECTIVE

DIAGNOSIS OF CURRENT TRAINING AND DEVELOPMENT PRACTICES
• What is the impact of training programmes on organizational business results and
metrics e.g. productivity; competence; customer service etc. – LEVEL 4: VALUABLE
• What is the Return-on-Investment (ROI) of the training programmes? Do the benefits
exceed the costs? – LEVEL 5: ECONOMICAL
• To what extent do training programmes directly contribute to the achievement of
strategic objectives; drive innovation; generate business solutions and create
sustainable competitive advantages for the organization? – LEVEL 6: STRATEGIC

DEFINING TRAINING ROI FORMULA
ROI is a key financial metric of the value of training investments and costs. It is a ratio of net benefits to costs,
expressed as a percentage.
The formula can be expressed as:
[(monetary benefits – cost of the training) / cost of the training] x 100

ILLUSTRATION: TRAINING ROI PROCESS

LEARNING ACTIVITY 2
• Individual activity:
• Please refer to the attached
Learning Activity 2 (Annexure C)
• Group discussion:
• Identify gaps and recommend
improvement strategies.

4-PHASE,
TRAINING ROI
PROCESS
• The calculation of training ROI should be
approached in an iterative, 4-phase approach:
Phase 1: Preparatory
Phase 2: Initiation
Phase 3: Analysis
Phase 4: Consolidatory

PHASE 1: PREPARATORY
#1: Creating sufficient
awareness, insight and
general understanding of
training ROI within the
organization
#2: Communicating and
“selling” the benefits of
ROI and the importance of
training accountability to
your training staff
#3: Enabling and
capacitating your training
staff with the requisite
knowledge and skills to
measure ROI
#4: Allocating sufficient
resources for the
calculation of training ROI
#5: Aligning and integrating
the ROI implementation
into the strategic HRM/D
planning process
#6: Partnering and building
relationships with line
management as a means of
garnering support and
assistance for the ROI
implementation process
#7: Creating a synergistic link
between training and other HR
systems like performance
management, skills development etc.
as a means of accurately identifying
performance problems/gaps

PHASE 2: INITIATION
#8: Introducing and utilizing
pre-and post-assessment
i.e. quantify information
before the training in order
to establish a baseline
#9: Start with only one
course as a pilot
programme to practice ROI
skills
#10: Using ROI
measurement as a
predictive instrument
#11: Using ROI
measurement as an
evaluative instrument
#12: Data collection of the
total expenditure (cost
items) throughout
the entire training
cycle
#13: Data collection of the
attributable benefits of the
training programme
#14: Converting and
monetizing these benefits
and value to metrics and
money, respectively

PHASE 3: ANALYSIS
#15: By means of strategy mapping, evaluating the efficiency and
effectiveness of your training programmes at the 4 levels proposed by
Kirkpatrick
#16: By means of strategy mapping, managing and measuring the overall
training performance as well as that of individual training programmes i.e.
business processes, customer and financial perspectives.
#17: Calculating the ROI ratio of your training programmes

BACK TO
BASICS – THE
BALANCED
SCORECARD

PHASE 4: CONSOLIDATORY
#18: Auditing and verifying
your ROI measurements to
increase authenticity,
accuracy and credibility
thereof
1
#19: Implementing
improvement plans and
other remedial interventions
i.e. scrapping training with a
negative/low ROI, as a result
of the ROI measurement
process
2
#20: Compiling,
communicating and
marketing benefits and value
of training in a ROI
Report/Scorecard to
management and other
relevant stakeholders.
3

L&D METRICS
Measures of training activity (concerning how
much training and development occurred with
the focus on formalised, structured learning)
Measures of training results (concerning how
well training and development achieved its
goals)
Measures of training efficiency (concerning
the extent to which training and development
maximises resources in pursuit of its mission)
Refer to the specific L&D metrics

TRAINING ROI
SCORECARD/REPORT
Executive Summary
Introduction and Contextualization
Analysis and Results
Recommendations and Training
Improvement Plan
Conclusion
Reference to Attachments

LEARNING ACTIVITY 3
• Group Discussion:
• Indicate what L&D metrics are currently
utilized at your organization. Describe
the credibility and the effectiveness of
these metrics to accurately measure the
impact and value of learning and
development.
• Craft a strategy map to illustrate and
demonstrate the value of impact of
training.

LEARNING INTEGRATION
– CASE STUDIES
(ACTIVITY 4)
• Apply the theoretical principles
to the following two (2) case
studies:
Chubb
Portakabin

CASE STUDY
1:
CHUBB
Questions:
• 1. Outline the 4-step process of the strategic learning
model/cycle.
• 2. Would you regard Chubb as a Learning Organization?
Substantiate your reasoning.
• 3. Would you regard the organizational culture at Chubb
as a critical success factor of strategic learning?
• 4. Identify the strategic drivers of learning, innovation and
growth at Chubb.
• 5. Would you regard HRM as a strategic business/learning
partner at Chubb? Substantiate your reasoning.
• 6. Explain your understanding of the strategic concept,
“learning and adapting.”
• 7. Identify the benefits (outcomes) of the application of
the strategic learning model/cycle.
• 8. What are some of the key strategic learning and
development lessons that can be extracted from this case
study?

CASE STUDY
2:
PORTAKABIN
• 1. By reviewing Portakabin’s learning and
development principles, would you regard the
company’s approach as strategic? Substantiate
your reasoning.
• 2. How would you rate Portakabin’s learning and
development quality assurance and continuous
improvement processes? Substantiate your reasoning.
• 3. How instrumental have the company values been
in driving the learning and development success?
• 4. How would you rate the performance of the
learning and development function at Portakabin?
• 5. Identify the benefits (outcomes) of the application
of their learning and development approach.
• 6. What are some of the key strategic learning and
development lessons that can be extracted from this
case study?
Questions:

POST-TRAINING LEARNING RESOURCES TOOLKIT
• Bersin, J. 2017. The Disruption of Digital Learning: Ten Things We Have Learned.
• Cotter, C.A. 2017. Transforming learning and development into a strategic, value-adding business
solution: A conceptual and business-minded framework. PhD research.
• Degreed. 2016. How the workforce learns in 2016.
• Deloitte Consulting LLP & Bersin, J. 2017. Global human capital trends: rewriting the rules for the
digital age.
• LinkedIn Learning Solutions. 2018. 2018 Workplace Learning Report: The Rise and Responsibility of
Talent Development in the New Labour Market.
• Overton. L. & Dixon, G. 2016. In-focus report: Preparing for the future of learning: A changing
perspective for L&D Leaders.

CONCLUSION
• Key points
• Summary
• Questions

CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: @Charles_Cotter
• https://www.facebook.com/CharlesACotter/
• http://www.slideshare.net/CharlesCotter

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