Why standing still wont work anymore

Tim Hunnybun

a time of challenge or opportunity?

2010

Challenge 1

The „current economic climate‟

Challenge 2

The „new user‟ v the „old user‟

Challenge 2

The „new work‟ v the „old work‟

What percentage of the knowledge you need to do your

job is stored in your own mind?

Robert Kelley, Carnegie-Mellon University, longitudinal study with

knowledge workers

What percentage of the knowledge you need to do your

job is stored in your own mind?

Robert Kelley, Carnegie-Mellon University, longitudinal study with

knowledge workers

What percentage of the knowledge you need to do your

job is stored in your own mind?

Robert Kelley, Carnegie-Mellon University, longitudinal study with

knowledge workers

What percentage of the knowledge you need to do your

job is stored in your own mind?

Robert Kelley, Carnegie-Mellon University, longitudinal study with

knowledge workers

source: Jane Hart 2010

...and let‟s not forget

Challenge 3

Has L&D lost the plot?

Threats to your ability to capitalise on

economic recovery

Source: Capita report “Learning to change”

Do you believe your L&D function can deliver the

necessary training for recovery?

Source: Capita report “Learning to change”

Do you feel that L&D strategy and delivery are

aligned to operational strategy?

Source: Capita report “Learning to change”

Source: Capita report “Learning to change”

“The inescapable conclusion is that L&D

has been stuck in a „business as usual‟

mindset through changing economic

conditions - a problem recognised by

almost two fifths of senior managers.”

• Still proudly calls itself a training department

• is totally addicted to face-to-face delivery

• Has its own portfolio of courses that are run year after year

• Never has the budget or time to work outside its pet programmes

• Believes what it teaches is the right way, regardless of what the broader community is

saying

• Defends the need to maintain an in-house residential centre despite exceeding costs

• Will not cut the length of programmes

• Refuses to reduce long lead times for new programmes

• Boasts that its happy sheets reveal 75% of participants thought their courses were

good or very good

• is openly contemptuous of any programme developed outside the training department

Source: Nigel Paine, former head of learning at the BBC

Indicators for a learning operation in difficulty

Opportunity 1

Change the model

Deliver Appropriate Learning

Servicedeliverymodel

WhatITskillsstaffneed?

WhatITskillsdostaff

have?

Whereshouldwefocuseffort?

Aretheskillsconsistent?

Isthelearningeffec ve?

Deliver Appropriate Learning

Get Inspired

Opportunity 2

Demonstrate effectiveness

What is the Value?

What is the need?

Did it deliver?

Value

Value = Costs and Benefit

(very simplified! - google Allan Bellinger for a proper explanation)

For example...

Should we run a £5,000 project to train 200 staff in email management?YES!

Value = 200 x £75.74 = £15,147

ROI = 3:1

Need

Assessment

What is the Value?

What is the need?

Did it deliver?

Opportunity 3

Become part of the future

Deliver what the university needs

• Know their goals, their pressures and support them

• Find out why people don’t interact with you

• Provide the service of choice

• Don‟t be precious

• Talk their language

Broadcast your success!

Delivering good training isn‟t good enough

• Look at this as an opportunity to change

• Don‟t allow anyone to see you as a service (that can be cut!)

• Remember ALL of your customers

• Collaborate!

• Innovate!!

Thank you

and enjoy the day!

timhunnybun@profilerlive.com

Twitter: @timhunnybun