Learning and Development Best Practice Detail. 2 Answerthink Overview | June 30, 2003 2 Objectives and Expectations Examine current process efficiency,

Learning and Development

Best Practice Detail

2Answerthink Overview | June 30, 2003 2

Objectives and Expectations

Examine current process efficiency, effectiveness, and structure Understand current gaps to best practices, and service delivery model

considerations through examination of Hackett Best Practices Begin the development of a best practices scorecard


Aligns with strategy Reduces costs Improves productivity Promotes timely execution Enables better decision making Leverages existing and exploits emerging

technologies Ensures acceptable levels of control and

risk management Optimizes skills/capabilities of the

organization Promotes collaboration across the extended

enterprise

Hackett’s Best Practices are certified when there is a correlation with world-Hackett’s Best Practices are certified when there is a correlation with world-class performance metricsclass performance metrics

Best Practices Defined:A Hackett-Certified Practice is a proven technique that delivers measurable value


Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

A description of each Hackett best practice for this process

A description of current utilization of this best practice

CoverageHigh Widespread impact on the enterprise and/or significant value-addMedium Impacts multiple areas, value-add is significant but less relative to processes

ranked as HighLow Impacts a single area or has limited span of adoption throughout the enterprise

CoverageHigh Widespread impact on the enterprise and/or significant value-addMedium Impacts multiple areas, value-add is significant but less relative to processes

ranked as HighLow Impacts a single area or has limited span of adoption throughout the enterprise

ApplicableYes Adoption of the best practice is in line with current/future business needsNo Best practice does not fit the current business needs

ApplicableYes Adoption of the best practice is in line with current/future business needsNo Best practice does not fit the current business needs

CommentsStatements pertaining to the technology enablement, policy enactment and other challenges and/or prerequisites associated with improving the utilization of the Best Practice

CommentsStatements pertaining to the technology enablement, policy enactment and other challenges and/or prerequisites associated with improving the utilization of the Best Practice

No Usage Strong Usage

Best Practice Scorecard


Best Practice Session


The management of learning and development opportunities to ensure that needed competencies and behaviors exist within the organization to meet current and future business objectives: Develop and communicate a learning and development philosophy Develop competencies to support and align with strategy, goals and key policies of the organization and the line of business Identify, design, develop and deliver processes that identify individual and organizational competency gaps Identify, design, develop and deliver learning solutions through the most effective mechanism Define specific learning and development needs by relevant employee segment and job function Offer employees a landscape of career opportunities and the appropriate learning paths Provide employee access to the right learning at the right time Encourage mentoring and coaching Maintain repository of skill profiles and learning records Measure learning effectiveness against business objectives

Learning and Development Process Definition


Learning and Development Best Practices

Employee history is maintained on-line for the active workforce and all inactive records within the data retention guidelines.

Systematic analysis of required skills, competencies and behaviors for business roles is performed on a regular basis.

Employee development and training needs evaluation performed at least annually.

Training curricula are explicitly linked to workforce plans. Employees can easily access and utilize detailed competency models in an

electronic format to perform self-assessments, create individualized development plans and link to learning resources.

Pre-defined job and career criteria are established to guide employee selection of courses.

Job specific competencies and their corresponding training courses are defined.

License and certification requirements are tied to specific jobs.



Training catalog is centralized and maintained in a Learning Management System.

Training catalog consists of eLearning and traditional classroom training. Employees have direct access to an online training catalog. Employees attending external courses are required to conduct a training teach-

back for their colleagues. Courses required to maintain a license or certification are recorded in the

learning management system. Employees, management and HR are automatically notified in advance of

pending license and certification expiration by the learning management system.

Employees place requests to attend courses online. Employees are automatically enrolled into courses that do not require

manager's approval. Managers are electronically notified of all employee course requests and

registrations; approvals are managed electronically.



Notification to line managers generated automatically for potential training courses for staff.

Employee training transcripts are maintained electronically in the LMS. Transcripts are automatically updated for requested classes, enrolled classes and completed courses.

Training history includes internal and external, classroom and eLearning courses.

Training data integrated with compensation administration and/or payroll systems for tuition reimbursement.

Training data integrated with compensation administration and/or payroll systems for salary adjustments.

Learning goals incorporated into employee bonus goals. Employees have direct access to requirements for specific career paths and

positions. Personalized development plans clearly and strategically aligned with

corporate mission, goals and objectives.



Third party training resources are shared across business units and/or regions to limit leverage negotiated and save costs.

Training program offerings are benchmarked against those of competitors and best practice companies.

Training effectiveness measured using a formal methodology or program such as Kirkpatrick's model.

The performance of external training providers is reviewed on a regular basis. Key performance metrics are used to support the ROI of classroom, on-line

training and mentoring programs.




Now | Future

End-State Vision


Employee history is maintained on-line for the active workforce and all inactive records within the data retention guidelines.

The central LMS is not linked to the HRMS. Some departments keep separate records that may or may not also be in LMS. External training, licenses and certifications are not captured 100%.

Yes High

CHRIS should get us where we need to be.

Systematic analysis of required skills, competencies and behaviors for business roles is performed on a regular basis.

This is not done.

Yes High

CHRIS will provide the data but time will need to be allocated for the initial analysis and periodic reviews.

Employee Development and Training needs evaluation performed at least annually.

Evaluation is performed every other year (bi-annually). Yes High

Increase frequency to annual and automate using CHRIS.

Training curricula are explicitly linked to workforce plans.

There is some structure in place and some departments do this. Yes Medium

Begin analysis and linkage using CHRIS. May not be able to complete for 100% of jobs.




Now | Future

End-State Vision


Employees can easily access and utilize detailed competency models in an electronic format to perform self-assessments, create individualized development plans and link to learning resources.

This is not available. Initiative begins on April 1, 2008.

Yes Medium

Utilize CHRIS to best of its ability to achieve this. Significant work may be required to develop the linkages in the data (competency to job code and training course to job code).

Pre-defined job and career criteria are established to guide employee selection of courses.

Initiative will begin on April 1, 2008 to strongly encourage synchronization of employee development plans with curriculum. REACH philosophy being utilized.

Yes High

Job specific competencies and their corresponding training courses are defined.

No.Yes High

License and certification requirements are tied to specific jobs.

Yes.

Yes High

Would like to use CHRIS to notify employees and supervisors of upcoming expirations.




Now | Future

End-State Vision


Training catalog is centralized and maintained in a Learning Management System.

Training catalog is provided via intranet but it is not integral to the LMS. Yes Low

Utilize CHRIS to be system of record for course catalog and serve information to portal.

Training catalog consists of eLearning and traditional classroom training.

There are no e-Learning courses at this time, but when there are they will be included.

Yes Low

Employees have direct access to an online training catalog.

Yes, through the intranet.Yes Low

Employees attending external courses are required to conduct a training teach-back for their colleagues.

This is strongly encouraged but not mandatory.

Yes Low

Change policy to make it mandatory and provide training in conducting a teach-back session.




Now | Future

End-State Vision


Courses required to maintain a license or certification are recorded in the learning management system.

These courses are not recorded in the LMS but may be recorded by the departments in their own systems.

Yes High

Record in CHRIS.

Employees, management and HR are automatically notified in advance of pending license and certification expiration by the learning management system.

This is not done.

Yes Medium

Utilize CHRIS to calculate due dates and send reminders before the due date.

Employees place online requests to attend courses.

This is not done.Yes Medium

Utilize CHRIS to accept enrollments online.

Employees are automatically enrolled into courses that do not require manager's approval.

This is not done.

No Medium

Most individual enrollments will require approval. Skill development series of courses may be approved at the series level not the individual course level.




Now | Future

End-State Vision


Managers are electronically notified of all employee course requests and registrations; approvals are managed electronically.

Managers are not notified unless the participant can not be notified via e-mail. Yes Low

Utilize CHRIS to send notifications.

Notification to line managers generated automatically for potential training courses for staff.

This is not done.

Yes Low

Utilize CHRIS to send notifications.

Employee training transcripts are maintained electronically in the LMS. Transcripts are automatically updated for requested classes, enrolled classes and completed courses.

Transcripts are maintained in the current LMS and are updated once the completed course information is entered. Yes Medium

Convert transcript data to CHRIS and have CHRIS maintain the data after conversion.

Training history includes internal and external, classroom and eLearning courses.

Training history includes internal courses. Departmental training history is maintained by the LMS only if the department reports it to CTDCE. There is no e-Learning but it will be included when it is available.

Yes Medium

Convert transcript data from LMS and departments to CHRIS and have CHRIS maintain the data after conversion. Develop a process to ensure that departments and employees report departmental and external training.




Now | Future

End-State Vision


Training data integrated with compensation administration and/or payroll systems for tuition reimbursement.

This is not done.

Yes Low

Utilize CHRIS to integrate the data to the degree the organization needs it.

Learning goals incorporated into employee bonus goals.

There are no bonuses.No

Employees have direct access to requirements for specific career paths and positions.

The Civil Service System provides minimum qualifications (MQs) for classified positions. Yes Low

Provide employees access to this information in CHRIS.

Personalized development plans clearly and strategically aligned with corporate mission, goals and objectives.

Aligning personal development plans with strategic goals is highly encouraged, but may not be practiced by all. Yes Low

Increase the encouragement for employees to align personal development plans with strategic goals Automate the process where possible utilizing CHRIS.




Now | Future

End-State Vision


Third party training resources are shared across business units and/or regions to leverage negotiated and save costs.

There is no formal process to do this. It may be happening informally.

Yes Medium

Utilize CHRIS to store data about external vendors and allow all departments to access this data. Encourage departments to share external resources experiences.

Training program offerings are benchmarked against those of competitors and best practice companies.

Internet research used to compare CTDCE to over 150 city or municipal entities. Also compared CTDCE to other providers, e.g. The Ohio State University

Yes Low

Utilize CHRIS to automate this wherever possible.

Training effectiveness measured using a formal methodology or program such as Kirkpatrick's model.

Phillip’s (Levels 1 – 5) model is used. Yes Medium

Utilize CHRIS to automate wherever possible.

The performance of external training providers is reviewed on a regular basis.

This is not done.

Yes Low

Develop a process for evaluating external training providers and store data in CHRIS.




Now | Future

End-State Vision


Key performance metrics are used to support the ROI of classroom, on-line training and mentoring programs.

This is being done.

Yes Low

Utilize CHRIS to store data and automate process wherever possible.

Learning and Development Best Practice Detail. 2 Answerthink Overview | June 30, 2003 2 Objectives and Expectations Examine current process efficiency,

Documents

best practice session

right learning

answerthink overview

specific learning

management of learning

learning solutions

best practices scorecard

developmentbest practice