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A LEARNING AND DEVELOPMENT
GROUP PRESENTATION
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MAVENS LEARNING AND DEVELOPMENT CONSULTANTS
ABOUT USMAVENS designs and delivers
innovative in-house and off-site learning solutions
We are committed to working in partnership with our clients to ensure business goals are achieved over the
long term
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OUR TEAM
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Paulinus NwagorHR, Leadership & Organisational Development
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Deepthi MedicherlaHead E- Learning and IT
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Casely AdielePerformance & Project Management
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Ayotokunbo AdegoroyeStrategy and Finance Management
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Sai Kumar Murugan
Organisational and Business Development
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INTRODUCTION
Organisational background
Action Plan
Road Map
Training Strategy
Evaluation Techniques
Recommendations
Q&A
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ORGANISATIONAL BACKGROUND
A major charity organisation
Head quarters in Manchester and a chain of shops
across northern England
Recently restructured
Focus on transparency in business, management
and accounting systems
Emphasis on cost and efficiency MAVENS L & D CONSULTANTS
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ACTION PLAN
Determine and implement training intervention
required to develop clear organisational vision and
strategy
Align L&D goals with overall business objectives
Effectively develop and deliver training needs
Establish L & D system with a long-term perspective
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SIX FACTOR MODEL FOR A LEARNING ORGANISATION
1 Shared Vision
Recognise the importance of learning at all levels to enable the organisation to transformitself to cope with an ever-changing environment.
2 Enabling structures
Facilitate learning between different levels of workers and managers.
3 Supportive culture
Values and behaviour displayed by leaders at all levels, encourage challenges and risk-taking and continuous development.
4 Empowering management
Where managers see their role as facilitating and coaching rather than controlling and monitoring.
5 Motivated workforce
The extent to which the workforce is motivated to learn, and committed to self development.
6 Enhanced learning
The extent to which the organisation has processes and policies to enhance, encourage, sustain and evaluate learning.
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ROAD MAP
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TRAINING AND LEARNING NEEDS ASSESSMENT
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ASSESSMENT TOOLS
One-on-one interview PESTLE and SWOT analysis Performance review 360 degrees survey Job/task analysis Questionnaires Study of systems, processes and procedures
See Appendix 1,2 and 3MAVENS L & D CONSULTANTS 15
Microsoft Office Word 97 - 2003 Document
360 SCORE SHEET
ISSUES
Unclear organisational vision and strategy
Lack of effective leadership and management
skills
No standard L & D system
Weak two way communication
L & D goals not aligned with business strategy
No strategic recruitment and retention system
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TRAINING DESIGNFactors to consider:
Finance
Time
The trainer(s)
The trainee(s)
Training facilities/ accommodation
What is to be learnt
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IMPLEMENTATION OF TRAINING STRATEGY
On-the-job-training:Coaching
Mentoring and Counselling
Work-Shadowing
Job rotation
Tailor-made in-house courses
Supported online learning
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IMPLEMENTATION OF TRAINING STRATEGY
Off-the-job-training:Short and long courses – workshops,
seminars, lectures and conferences.
Open and distance learning
Computer based training
SimulationMAVENS L & D CONSULTANTS 19
COSTING
External Training Cost Internal Training cost
Cost per person plus any associated travel, accommodation and subsistence cost.
Design and development costDelivering costAdministrative costFaculty costTechnology costCost of learner ‘s timeEvaluation cost
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TRAINING COST TEMPLATE
EVALUATION
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OTHER APPROACHES
Bloom’s learning theory
Kolb’s learning cycle
Kearns evaluation method
Honey and Mumford’s learning styles
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MODERN APPROACH
Learning function efficiency measures
Key performance indicators and benchmark
measures
Return on investment measures
Return on expectation measures(CIPD 2007)
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GOVERNMENT INITIATIVES
Train To Gain
Investors In People
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See Appendix 5 – Testimonial
GOVERNMENT INITIATIVES - FUNDING
Skills Funding Agency
Capacity Builders
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RECOMMENDATIONS Intervention of Government initiatives
Incorporate better motivation techniques
Alignment of L&D goals with organisation objectives
Implementation of an effective recruitment and
retention strategy
Integration of a progressive induction programme
Receptiveness to feedback and regular follow-up.
(see Appendix 6 Action Plan)
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Deepthi, Paul, Casley, Ayo & Sai-Kumar“no one ever achieves alone
what he/she can do whenpartnering with others”
John Maxwell
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