Understanding Leading Practice Learning and Development

For years, senior leaders have been tasked with understanding the drivers, trends and challenges for their learning audience – aligning corporate goals with the learning strategy, content development, content delivery, blending learning modalities, measuring learning and others -- without any real data that illuminates why each activity is critically important. They also have not had insight about the enablers underscoring each activity. Of course, inefficiencies and ineffectiveness prevail. To break that low-impact cycle, this workshop provides insights on:

• The key linkage between business goals and learning and development decisions
• The science behind a set of leading practices for each learning and development process
• The organizational enablers of a high-performance learning and development strategy

Diagnosing Current State Learning and Development

Understanding leading practice learning and development is just the start. For business and L&D leaders to take action, another critical step is understanding how effective the current learning and development strategy is – what works, what doesn’t, what is a priority for change, who needs to be involved in change decisions, and what organizational factors hinder or help the change transformation. Using a proprietary online diagnostic tool, the curriculum allows leaders to:

• Assess current-state learning and development practices
• Review stakeholders involved, and those who should be involved, in learning and development decisions
• Pass judgment about what level of business impact learning and development should be generating

Planning for Higher Impact Future State Learning and Development

A key to more effective learning and development decisions is an actionable plan to execute on leading and critical learning and development practices. In this section of the curriculum, leaders will create a pragmatic action plan using an online tool. Sharing their plans with peers through group activities and an informal panel discussion, leaders will have the opportunity to validate and revise their plans in preparation for execution of them immediately upon returning to work. This section of the workshop covers:

• Action planning for higher impact learning and development
• Validating action plans
• Peer sharing to check reasonableness and alignment with analytics-based leading practices

• Michael Rochelle, Chief Strategy Officer, Brandon Hall Group

• David Wentworth, Senior Learning Analyst, Brandon Hall Group

       *Or other Brandon Hall Group Senior Leaders

• Public Offering: The Leadership Development Strategist Workshop is available in a public offering in major cities and will include participants from organizations in a variety of industries from North America and abroad.
  
  
• Private Offering: The workshop can also be presented in a private offering and include up to 40 participants from the client organization. The workshop can be held at the client’s offices or another site of the client’s choosing.
  
  
• Private Virtual Offering: The workshop can be presented in a virtual format in a series of large-group, smaller-group and individual sessions over a time period of the client’s choosing.