EFMD Peer based Capabilities for Deep Sharing and

Continuous Improvement

Richard StraubDirector of Corporate Services & EU Affairs

February 10, 2012

High Satisfaction with Individual Learning Interventions

84% of Learners Satisfied with the Learning Intervention

L&D perspectiveL&D perspective

Positive Line Leader Feedback on Individual Learning Interventions

79% of Heads of L&D Report Positive Line Feedback for Individual Learning Interventions

Things seem to be OK…

*Source: 2011 Corporate Leadership Council: L&D Team Capabilities Survey

3

Low Visibility

Only 49% of CLOs report visibility into the development needs of their businesses

….a target not all can see….

49%49%

*Source: 2011 Corporate Leadership Council: L&D Team Capabilities Survey

High Satisfaction with Individual Learning Interventions

84% of Learners Satisfied with the Learning Intervention

L&D perspectiveL&D perspective

Positive Line Leader Feedback on Individual Learning Interventions

79% of Heads of L&D Report Positive Line Feedback for Individual Learning Interventions

Things seem to be OK…

*Source: 2011 Corporate Leadership Council: L&D Team Capabilities Survey

www.efmd.orgwww.efmd.org

Review of Current L&D Impact

14%

34%52%

23%15%

24%

*Source: 2011 Corporate Leadership Council: L&D Team Capabilities Survey

2011 Survey of Line Leaders*

EXCELLENCE IN PRACTICE AWARDImpactful Partnership in Learning and

Development

• Great Case Studies – Impactful Learning and Development Programmes (Business School and Corp. University collaboration)

• Leadership Development, Professional Development, Talent Development and Organisational Development

• Criteria rating the operational excellence, excellence in programme management and business impact.

• Visibility for Winners – Award Ceremony, Media Partnerships and GF Supplement Submissions by

1 MAY 2012

www.efmd.org/eip

Deep Sharing and Improvement

Special Interest Groups (SIG)

9-12 Months, Meeting, Webinars, Conf.Calls

Report + Dissemination Webinars + Publication in GF

• Workplace Learning SIG – completed, GF Supplement

• Learning Business Partners SIG – Knowledge Capture

• Management Development 2.0 – in preparation

Impact and Innovation

Input from latest Research

Input for CLIP Criteria Evolution

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CLIP Quality Framework : 9 chapters

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Positioning, Alignment & Key Interfaces

• Governance system (Strategic orientation, Financial oversight, Stakeholders input)

• Alignment with Company Strategy

• Mission, Mandate, Founding purpose

• Scope of the CU’s Activities (Markets, Target Audiences, …)

• Interface with Business Units

• Management of the CU’s client base (Learning Partner function, …)

• Positioning in the organisation chart, Reporting Lines

• Interface with HR structures and processes

Innovation, Development & Internationalisation

• Capacity for Innovation, role as standard setter for creativity in the company

• Interface with the Academic world, environmental scanning capacity to anticipate future needs and trends

• International Perspective, support to the company’s positioning in a globalised business context

• Linkage to knowledge management, integration of new technologies and e-learning techniques

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CLIP Flow Chart

EligibilityEligibility

AccreditationAccreditation

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Combination of a rigorous Framework with theExpertise of CLIP Experts (Experience from Multiple Reviews_

Deep Sharing and Improvement

CLIP Sharing Best Practice workshops

• GDF Suez - “The Learning Function as a Strategic Agent for Corporate Integration (March ’11)

• Siemens – “The Corporate Learning Function as a Force of Innovation and Changes” (Oct ’11)

• Novartis – “Identifying, Developing, Retaining Talent in Emerging Markets: The Role of the Corporate Learning Organisation” (March’12)

• EDF Group (Sept’12) – the CU Consulting Funciton

CLIP Knowledge Capture – 2 CLIP Reports

•Top level Content at the intersection of Business and Society - HiPos, Senior Managers and Executives

•Capitalism 2.0 – New Horizons for Managers

•Broaden view to alternative and hybrid Enterprise Models

Cooperatives, Partnerships, Fully Employee Owned Companies, Nonprofits, Social Enterprise etc.

•Call For Papers with Emerald Group Publishing Management Research Review

•Peter Drucker Challenge Essay Contest for the Younger Generation