FOT - Meridian Webinar

7/21/2019 FOT - Meridian Webinar

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How to Participate Today

Open and close your Panel

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Submit text questions andjoin in the conversation in

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channel via Twitter usinthe hashta, !meridian"S

#$% addressed at the end

o& today's session ( pleaseask them in the questionsbox

!meridian"S


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Presenter Info

"ris )unn *+O at "inetix -PO,

ecruitin. Founder o& Fist&ul o&

Talent , The +*apitalist

+oops /unkie *helsea owe 0eadership )evelopment

*onsultant at "inetix *ontributor at Fist&ul o&

Talent esident 1erd


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1!meridian"S


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What the modern L&D

function looks like acrosscore job skill training

leadership de!elopment

and more


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Where "an #ou $ocus% The "hoices re

'any(

*ore job skill trainin

2roader pro&essiona

development by&unctional

area

3anaer o& peopletrainin

0eadership

development


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"ore )ob *kill Training

Some 4xamples5

Systems /process training

Widget production

Safety compliance

Types o& jobs6companies

which will ive you the mostO75

Jobs requiring repetition, limitedambiguity, and low complexity

Start with a job analysis anddevelop or previouslyidenti8ed per&ormance aps

+ow do 7 know i& itsworkin9

4mployee per&ormanceimproves, time:to:productivity

oes down


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+r ader Pr fessi nal

De!el pment

Some 4xamples: Advanced erti!cations

ontinuing "ducation

Type O& *limate Prime To

)eliver O7 For

ompanies wit# development budget

set up for employees

ompanies wit# range of speciali$ed

roles

"ey considerations5 determining

w#o can attend and #ow muc# isspent on eac# employee can be

tric%y

2onus Points5 &everages your

ompany as career agents for

employees


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'anager of People Training

Some "xamples: 'elivering (eedbac%/oac#ing

)oal Setting

*erformance +anagement

)ood opportunity for any companywit# managers of people typecore -ob s%ill training.

Start by consulting wit# managersand internal talent leaders on

needs ow do 0 %now if its wor%ing

"xit surveys data c#anges, -obperformance increases, managersbecome more agile


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Leadership De!el pment Training

Some "xamples:

i*o 'evelopment *rograms

"xecutive oac#ing #ange +anagement

ompanies t#at t#is training

format will deliver 230

Jobs/companies w#ere turnover is

particularly expensive

3rgani$ations w#ic# routinely

promote from wit#in/de!ned career

pat#s

)et started by consulting wit#

senior leaders#ip to align wit#strategic initiatives

ow do 0 %now if its wor%ing

)reat sense of awareness, more

tailored/strategic decision ma%ing,

greater leaders#ip team co#esion


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+,-.* / Let0s talk about

managing perception of yourtraining efforts in your

company%

Which type of training getsthe most reputational 1,I%


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P,LL 2.3*TI,- 456

Which type of training do youcurrently ha!e deployed in a

way you0re comfortable with%


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4!meridian"S


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How smart H1 and Talent

leaders are building theirapproach to L&D with a mi7

of company pro!idedtraining outsourced

training and self8paced

acti!ities


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' st Training and De!el pment &cti!ities

&ren0t *mall 3n ugh t be 3ffecti!e

5raditional *aradigm 65raining is an event

7ew expectation 6 training

is -ust in time and is ready

w#en 0 want to ta%e it Si$e of traditional training

interventions is an issue8

5#e smaller and more 9-ust

in time it is, t#e bettert#e c#ances for learning to

occur and be used on t#e

-ob8


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There0s a +ig Wa!e of "hange "oming 1elated to

how People Want to Learn

&oo% to colleges and universities

to see t#e future of learning8

5#e business model of learning is

c#anging8

Some estimates predict roug#ly#alf of all college classes will be

e;&earning based in 4


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#our Deli!ery 'i7 Is +ased on +udget and How

#our ,rg Wants to Learn

)ecent 2udet, 1o Team 6 uilde&earning and supplement wit#outsourced initiativesB

+ave a Team but no budet9 5#atteam needs to be able to develop &C'

materials and youDve got partclassroom training and part e&earning888

1o budet and no team 6 s#are &C'budgets for your sector and inEuence toget some budget, t#en move to F1

2i 2udet, 2i Team 6 yea#, rig#tB

Sr; 0evel *onsiderations6 ma%e suret#e classroom style training you canprovide inEuences t#e people w#o #oldbudget GGG


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9etting +udget *tarts With &

" nsultati n n Pain

0ook around ( there areper&ormance issues and

opportunities everywhere;

*onsultation with 0ine 3anaers

and Functional %rea 0eaders is

key; "ey Point ( sometimes the

business unit leaders won't

know what the problem is;

)o you have the investiative

skills to dianose and makethem believe you can help

them9

This consultation is the

intersection o& learnin stratey

and


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P,LL 2.3*TI,- 4:6

The most effecti!e L&D deli!eryplatform at my company for my

mi7 of budget and org needs is6


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H!meridian"S


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Why #ou -eed nL'*;Technology *olution

To +ootstrap nd 'akeLearning 'atter


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Tracking and 1eporting

=ou need help buildin

the onoin case that

your 0$) e>orts are?


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"ost *a!ings

FT4s don't row on trees A Scenarios where an 03S just

makes you better as a 0$)

plat&orm5

1o budet5 *rovides measureable data

you can use to petition for more GGG8 7oneed to pull employees out of t#e -obs

Some budet5 3n;demand manager

training8 )ives you ability to assess

progress and identify opportunity for

more growt#8 Fat budet5 Ability to roll out to broad

employee base8 reate extra

opportunities for employees w#o are

interested to growt# wit#out requiring for

all8


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I!meridian"S


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< ways to effecti!elymarket your L&D;Training

function to look fabulousas a Talent Leader

+efore #ou *tart $ocus on


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+efore #ou *tart / $ocus on

Headcount and 1e!enue

7& you truly want tooperationaliBe your

learnin stratey, you

can't treat everyone equal

Start with the roups thatproduce revenue 8rst,

sement by headcount,

and prioritiBe your e>orts

by movin down that list;

Priority list is enhanced by

leaders that show or

decline support;

L&D 'arketing 5=5 'ake *ure #our Product


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L&D 'arketing 5=5 / 'ake *ure #our Product

'eets the -eeds of the "ustomer


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L&D 'arketing :=5 / Promote ,utcomes to the

1ight *takeholders

First thins First ( do you haveoutcomes9

7& not, et some; 4xamplesinclude per&ormance data, pre:post assessments, etc;

Once you have outcomes, youneed to share them with theinternal world;

Outcomes promoted to biBunits includes per&ormance

data, pre and post assessment; Outcomes to employees ( more

testimonial based, &ocused oncareer advancement;

L&D 'arketing >=5 Promote #our


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L&D 'arketing >=5 / Promote #our

L&D $unction with *coreboards(

0et's &ace it ( nothin

pushes involvement like a

scoreboard;

Dood scoreboard items onthe employee &ront include

courses completed, top

per&ormin students, etc;

Dood scoreboard items on

the biB unit &ront include

course units completed,

top per&ormin students,

budet dollars spent, etc;


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L&D 'arketing ?=5 / Tell Deep *tories about

How L&D 'akes People *uccessful 4ven i& you have no data to

speak o&, you've always ot

testimonials o& how your 0$)

&unction makes people better;

Project time ( tape E:Gtestimonials -make sure

they're out o& your biest

customers and most avid

supporters. and et ready to

market them;

1o testimonials means you're

not marketin yoursel&

aressively enouh;

L D ' k i


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L&D 'arketing


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!meridian"S


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Thank you to our webcast sponsor5


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"ris5%dunnK%inetix#r8comwww8!stfuloftalent8com

5witter: K%risLdunn&in%ed0n: www8lin%edin8com/in/%risdunn

*helsea5

croweK%inetix#r8comwww8c#elsea;rowe8com

5witter: Kc#elseaarowe&in%ed0n: #ttps://www8lin%edin8com/in/c#elseaarowe
mailto:[email protected]://www.linkedin.com/in/krisdunnmailto:[email protected]://www.linkedin.com/in/chelseaarowehttps://www.linkedin.com/in/chelseaarowehttps://www.linkedin.com/in/chelseaarowehttps://www.linkedin.com/in/chelseaarowemailto:[email protected]://www.linkedin.com/in/krisdunnhttp://www.linkedin.com/in/krisdunnmailto:[email protected]

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