Why standing still wont work anymore Tim Hunnybun a time of challenge or opportunity?
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Aug 04, 2015
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Why standing still wont work anymore
Tim Hunnybun
a time of challenge or opportunity?
2010
Challenge 1The ‘current economic climate’
Challenge 2The ‘new user’ v the ‘old user’
Challenge 2The ‘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
?
...and let’s not forget
Challenge 3Has 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 1Change the model
Deliver Appropriate Learning
Deliver Appropriate Learning
Get Inspired
Opportunity 2Demonstrate 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 3Become 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!!
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