DESIGNING A STATE-OF-THE-ART L&D STRATEGY FOR THE MODERN WORKFORCE

In the new era of learning, L&D practitioners must ensure cutting-edge learning solutions in order to contribute to and strengthen their organizations. There are a variety of components when it comes to building a modern, state-of-the-art L&D strategy.
Learning content must be engaging, digestible and efficient for a busy workforce. Additionally, upskilling for career pathing and internal mobility is both sought-after by employees and provides countless benefits to the organization. While keeping learning programs upto- date in these areas, L&D practitioners must also contend with the challenge of aligning each learning initiative with the business goals. 

* The modern state of L&D and what it means for your organization
* The best strategies for producing contemporary, effective and engaging L&D programs.
* How to ensure that the L&D department has a noticeable and significant positive impact on the business

ALIGNING YOUR L&D DATA STRATEGY WITH THE COMPANY GOALS

The uncertain economy has resulted in many organizations rethinking and reworking their budgets. To prevent downsizing within L&D departments, learning leaders must demonstrate to stakeholders the innate value that learning programs hold. Additionally, in their initial development stage, learning programs should be specifically developed to align with the greater goals of the business at large.

* Best practices for involving c-suite and other executives in the process of designing learning programs that align with the company goals.

* How to ensure that learning metrics measured demonstrate L&D’s contribution to these company goals.

* Methods for the presentation of learning results and data to convincingly display alignment with company goals

BUILDING A TRAINING / LEARNING LANDSCAPE AND FUTURE ORG CAPABILITY 


If there is one thing we know, make organisations Future Ready is the top priority of any CEO / Board / C Suite. There are a lot of reasons why we are struggling with it and chief among them is the lack of building a Training / Learning Landscape in line with the Future Business Priority and Employee Aspirations

From this session, learn:

* Understanding Training / Learning Landscape and how to apply the strategy.

* How to Prioritize the Learning Needs between Employees and Business.

* Learn to relook at the Organization Capability through the Stockholder lenses (Client Feedback, Manager Review etc.)  

READY OR NOT, HERE IT COMES: ADAPTING YOUR LEARNING CULTURE TO A CONSISTENTLY REMOTE WORLD 

Companies today face the challenge of engaging their employees in meaningful dialogue - whether it be due to geography, power dynamics, organizational dysfunction or the new normal of social distancing and remote work.

Even with the talk of “returning to work” many organizations want to have a robust remote offering for all of their once-live employee touch points. Learning leaders are being asked to find ways to adapt everything to our new world, from on-boarding, to company town halls/off-sites and traditional face to face training.

What should we prioritize? How can we maintain the culture and connection when we are not always all able to be in the same room? 

* How technology can humanize the employee experience.

* How to adapt learning to a virtual world.

* The value of gathering ideas and solutions from a broader, more diverse population 

COLLABORATING WITH MULTIPLE STAKEHOLDERS -
Reflection Development Inventory - Team Player Styles  

In a scenario where in Geography is History collaborating with inter and intra functions is becoming a norm. More than often, we have witnessed this collaboration is easy while for many of the others it’s a challenge because of varied group dynamics, inability to work on each other strengths and weakness, inability to relate with each other personalities and so on .

* Understand the Team Player Style through development inventory.

* Analysis of the scores and action plan there of.

* Understand the concept of Team Player in collaboration and application of it on real time basis  

DEMONSTRATING LEARNING’S RELEVANCE:
PRESENTING YOUR LEARNING DATA TO KEY BUSINESS STAKEHOLDERS – TOP 25 METRICS

Collecting data is only part of the equation. Once you have the right metrics that demonstrate ROI on learning, it is crucial to display data in a way that speaks to L&D stakeholders at the company.

This session will delve into the who, what, where, when and why of presenting learning data.

Key Learning include:

* The best timing to present learning plans to Executives.

* Presenting L&D data in a digestible manner

* Demonstrating the benefits of learning programs to the business 

CULTIVATING A PEOPLE-FIRST WORKPLACE WITH AN INTERNAL MOBILITY MINDSET

A robust internal mobility strategy offers benefits from two main angles. First, it improves retention amongst a workforce that largely expects career development opportunities from their workplaces. Second, efficient upskilling and reskilling for internal mobility means that in a difficult economy, companies can shift employees to where they are needed during organizational restructuring. This offers the company a level of protection against budget-related layoffs.

In this session, you will learn about:

* Laying the groundwork for an effective internal mobility strategy.

* Aligning your organization’s learning strategy with employee career path development.

* Building a resilient workforce through individual career-pathing during times of economic disruption 

TACKLING THE GEN Y/Z LEARNING PUZZLE TO UNLEASH POTENTIAL & RETAIN YOUR TALENT


*  Understanding the motivation, mindset, value and challenges for Gen Y employees.

* Rethinking the job description and using embedded learning approaches to maximize experiential and reflective learning.

* Customizing training for young employees to help retention.

* Redesigning performance management process to make it a driver of coaching and development. 

INCREASING EMPLOYEE ENGAGEMENT WITH ACCESSIBLE LEARNING CONTENT

When employees are occupied with packed daily schedules, making time for learning is often the last thing on their minds. However, learning content that can be accessed seamlessly on a variety of platforms and devices encourages learners to engage.

Additionally, employees may not realize the learning content they need until they encounter an issue in real-time. Learning programs that can offer this support at the point-of-need will see increased engagement.

* The best practices for producing consumer-grade learning content.

* Methodology to make learning accessible for employees of all levels during the flow of work 

CRAFTING & EXECUTING A LEARNING MEASUREMENT STRATEGY:
ENSURING TRAINING INVESTMENTS DELIVER MAXIMUM VALUE TO THE ORGANIZATION

Reframing the Learning & Development ROI Narrative

The best L&D measurement plan is only good intentions unless it leads into specific work.
What makes a plan capable of producing results is an accompanying how-to-do-it set of methodologies. Unless such methodologies are spelled out, there are only promises & hopes but no tangible results.

We truly Believe that L&D Professionals need to understand “what to measure & how to measure” with respect to quantifying the ROI in training/learning activity/programs.

In this Module we will detail – in clear, simple language –a methodology or process to ensure training initiatives are aligned with desired Strategic/tactical outcomes.

We’ll cover an easy-to-use framework for classifying, selecting, computing, & reporting the most appropriate measures designed to prove to the most demanding CFOs & CEOs that investments in training/learning deliver maximum value to the organization.

L&D & Talent Management Executives are under increasing pressure to ensure training/learning programs support the overall goals of the organization.

The Module will get you started on what might be termed the ultimate learning measurement playbook for learning leaders charged with the awesome responsibility of equipping employees with the needed skills to convert corporate strategy into action. 

INFLUENCING THE BOARD & C SUITE

Great ideas don’t take shape as we fail to get a Green Signal ‘Go ahead’ from the relevant stakeholders especially the C Suite / Board.
We miss the cue on how to influence them because of our lack of understanding and application of knowledge relating to Influencing.  
Understand the Influencing Concept and the Science and Art around it - Business Case Template.
* Understand the Social Styles through development inventory.
* Analysis of the scores and action plan there of.

* Application of the concept in a hands-on exercise  

OVER COMING SETBACKS THROUGH RESILIENCE

Setback and losses are way of life and happen more now than ever because of the ever-changing ecosystem.
Leaders who have built resilience over the years have coped better from setback vis a vis others.
* Understand the Resilience Scores through development inventory • Analysis of the scores and action plan there of.
* Understand the concept of Building resilience through various techniques