HRD

Learning and Development Strategies for a High-Performance Organisation

This is the ultimate course in driving organisational performance by aligning your L&D initiatives with your organisation’s top priorities and building a learning organisation.

3 day in-person class or 5 half-day online sessions

Offered in-person & online

Accredited by HRD Future & Course Trainer

Course Introduction

This is the ultimate course in driving organisational performance by aligning your L&D/Talent initiatives with your organisation’s top priorities and building a learning organisation.

Aimed at senior L&D professionals as well as anyone in middle or senior management or HR with responsibility for developing talent, the course will help you to add more value through L&D/talent initiatives.

Drawing on state-of-the-art research and latest thinking, the course will help you to both identify and communicate the link between L&D/talent and sustained organisational performance – a powerful business case. It will also help you to identify the steps you and your colleagues need to take to ensure greater strategic alignment in the future. On the talent front, you’ll have an opportunity to explore how winning organisations manage their talent and develop a plan to take your organisation to the next level in terms of talent development.

Effective learning and development is one of the most important keys to sustained organisational success. You’ll learn how to go beyond “training” and create effective and relevant learning and development opportunities, even building a learning organisation.

You’ll learn to apply insights from neuroscience in order to make the learning more meaningful, relevant, engaging and participative. You’ll also explore how to help people transfer the learning from the learning event to the workplace. The full learning lifecycle will be explored, from learning needs analysis, to state-of-the-art design principles, to evaluating learning and demonstrating the value that it adds to the organisation. If you are have an interest in driving performance through learning and talent development, then this course is for you.

Expert Course Trainer

Delivery Style

Engaging Action and Activity

State-of-the-art Insights and Research

Time for Reflection and Discussion

“how-to-do-it” Pragmatic Approach

In-depth Case study of a Global Organisation’s Approach

Benefits to You and Your Team

  • Align your work with your organisation’s strategic priorities
  • Develop greater credibility with senior management and other key stakeholders
  • Add more value through L&D/ talent initiatives
  • Communicate a powerful business case for talent development
  • Make talent development a greater priority in your organisation
  • Get updated on the latest global trends in L&D
  • Conduct learning needs analysis more effectively
  • Design more effective learning solutions using the latest ideas from neuroscience, accelerated learning etc
  • Develop a blended approach to L&D that reaches and engages all learners
  • Engage senior stakeholders by demonstrating clear return and benefits to the organisation

 

Benefits to Your Organisation

  • Make the learning and talent development in your organisation more relevant, impactful and effective
  • Align learning and talent development with strategic priorities
  • Develop a talent strategy to attract, engage and develop the best people
  • Integrate relevant learning more with employees’ day-to-day work
  • Develop both leadership talent and technical talent in your organisation
  • Promote organisational learning that future proofs your organisation
  • Drive up engagement through stimulating L&D that ignites passion and empowered
    employees
  • Engage line managers and employees to play a crucial role in the learning process·
  • Encourage the transfer of learning from the learning event to the workplace
  • Ensure that learning in your organisation represents a clear benefit and return on investment to the organisation

Detailed Agenda (Online Class)

Session 1
Welcome, overview and introductions Strategic awareness and analysis from a L&D & Talent Perspective

  • Identify the various business and organisational drivers which lead to learning needs
  • Analyse marketplace trends and external factors that impact upon your business and have implications for L&D/Talent Management
  • Identify the role that learning and talent development plays in achieving business success
  • Identify sources of information about business strategy and direction which can be used to help align learning

Session 2
Strategic awareness and analysis from a L&D & Talent Perspective (continued)

  • Understand the types of strategic change needed in your organisation and the implications for L&D/Talent Management
  • Analyse the competitive landscape that your organisation faces, understand its strategic response and clarify the core competencies needed by the workforce in order to sustain success over the next 3-5 years

Session 1
Key trends in L&D

  • What businesses are doing to make L&D more aligned, impactful and relevant to their business
  • Individual, team, workplace issues that help or hinder learning and application

Stakeholder management for aligning learning and talent development

  • Partnering more effectively to align learning strategically
  • Stakeholder mapping Identifying the priorities of key stakeholders
  • Getting the support you need to make learning successful
  • Managing the politics surrounding learning and talent development

Session 2
Strategic alignment

  • Model for building HRD strategy (including L&D, and Talent development)
  • Aligning HR/L&D roles
  • Partnership working in a more strategic fashion
  • Key ingredients for aligning L&D with business strategy (integration with organisational mission and goals; top management support; environmental scanning; HRD plans and policies; line manager commitment and involvement; existence of complementary HRM activities; expanded trainer role; recognition of culture; an emphasis on evaluation
  • Responding to 21st century challenges facing our businesses: a vision for Learning and talent development

Session 1
What is Talent Management?

  • Clarify how your organisation defines (or should define) talent and whom talent management interventions should be aimed at

Talent lifecycle and Developing a Talent Strategy

  • The processes in an organisation which form part of talent management
  • Identifying and recruiting talent; Attracting talent to the organisation
  • Minimising attrition
    through engagement and retention
  • Identifying key internal talent
  • Managing Talent Flows
  • Developing employees
  • Delivering performance

The business case for talent management

  • Implications for businesses today regarding War for Talent
  • Research in talent management and its importance to businesses today
  • Identifying the drivers for talent management in your organisation

Session 2
Talent tools

  • Talent tools such as 9 Box Grid: the challenge of defining potential and facilitating meaningful talent decision-making

Talent development that works

  • 70:20:10:taking talent development closer to the business
  • How attractive is your talent culture?
  • Key experiences to accelerate the development of leadership talent
  • Developing technical talent

Session 1
Organisational learning and development

  • The responsibility for learning
  • Defining learning
  • Understanding the learning process

The learning cycle

  • Understanding the process from identifying learning needs through to delivering and evaluating L&D interventions

Learning needs analysis

  • Identifying the learners: Background, experience, education level, culture, particular concerns etc
  • Clarifying the source and credibility of the learning need
  • Identifying the changes you want to see in terms of knowledge, skills or attitudes

Well-formed learning objectives

  • How to craft learning objectives that are clear, specific and achievable
  • Defining how you will recognise success

Session 2
Learning design:

  • Accelerated learning and designing for multi-sensory learning
  • Options for bringing the learning to life

Adult learning principles

  • Research by Malcolm Knowles and what this means in practice Insights from neuroscience
  • Implications of brain structure, neural network, our primitive nature, brain chemicals, visual dominance, and working memory

Learning styles – implications, criticisms and application learning styles Learning paradigms

  • How the purpose of the learning affects the methods
  • Behaviourist, cognitivist, constructivist and social learning

Session 1
Evaluation: purpose and principles

  • Why evaluate?
  • Internal validation (single loop), are we doing the training right?
  • External validation (double loop), are we doing the right training?
  • What outcomes are you interested in evaluating?

Understanding and using ROI

  • The ROI calculation
  • When and how ROI can be used
  • Limitations of ROI

ROE – return on (strategic) expectations

  • Hard and soft measures /quantitative and qualitative
  • Relating to strategic priorities and KPIs
  • Not proof but evidence

Session 2
Putting Kirkpatrick’s evaluation model into practice

  • Reactions, learning, behaviour change, business results
  • Exploring the options for better/more evaluation
  • Case study: flipping the Kirkpatrick model

Triangulation as an evaluation strategy

  • Combining multiple methods and sources to demonstrate value and impact

Content Highlights

1. Organisational learning and development – what’s the goal
2. PESTLE Analysis of the External Business Environment
3. Mintzberg’s 5Ps highlighting emergent strategy
4. Strategy cascading and alignment models
5. McKinsey’s 7S Framework for strategic change
6. Porter’s 5 Forces for analysing the competitive landscape
7. Mayo’s Model for building OD/L&D strategy
8. A strategic approach to learning needs analysis (LNA)
9. Latest research into key trends in L&D
10. Stakeholder management model
11. HR/L&D Strategic Working Model
12. The Partnership Working Model
13. Characteristics of Strategic Working in L&D/Talent
14. 3 Step Strategy Alignment Process
15. The Talent Management Lifecycle
16. The War for Talent – key implications and business case
17. Talent management – Latest research summary
18. Why Talent Management – Questions to ask your business
19. Key indicator of potential (for talent reviews)


20. Talent Profiling
21. How attractive is your talent culture – 10 Questions
22. Key experiences to accelerate the development of leadership talent
23. Developing technical and expert talent – a powerful feedback process that works
24. The L&D Cycle / ADDIE model
25. How to clarify L&D needs in your organisation
26. Learning objectives – how to make them robust and meaningful
27. Learning design – making it multisensory
28. Accelerated learning design principles based on neuroscience insights
29. Learning styles and preferences for different ways of learning
30. Barriers to learning and the transfer of learning, and how to overcome them
31. Leaning technologies
32. Return on investment / return on expectations
33. Engaging multiple stakeholders in the L&D process
34. Using Kirkpatrick’s evaluation model more effectively
35. Sources of evaluation data
36. Triangulation as an evaluation strategy

What Others Say About This Course

“Andrew is genuine, honest, experienced and a resourceful trainer. This course is outstanding as not many L&D training programs teaches you on L&D strategic alignments to business goals.”
Principal Assistant Director, Sarawak State Civil Service
“Andrew Larkin have the best comparative explanation based on the case study and references (books, video, etc).”
Senior Executive, Malaysia Airports Holdings Berhad
“I came in to this training with a very minimum experience & exposure on L&D but the interactions that we’ve had during the course have lifted up my understanding in L&D in more practical way.”
Talent Management Services, KPJ Healthcare Berhad
“This training is really good and it gives me many tips and ideas on how to create the effective learning and development plan and analysis.”
Senior Manager, Strategic Human Resource, Mass Rapid Transit Corporation Sdn. Bhd.

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