Being a Strategic PartnerHawkeye ASTD Program; February 8, 2013

Being a Strategic Partner

Objectives

Stimulate thinkingFacilitate discussion

Share ideas, resources

Being a Strategic Partner

Agenda

What?Who?Why? How?

Being a Strategic Partner

Introductions

NameOrganization

What’s a strategic partner?

What does it mean to be strategic?

Percentage of Market Value Related to…

1. Brookings Institution analysis of S&P500 ; 2. Kaplan & Norton

38%

38% 20%

62%Intangible Assets

19821 19921 20022

Tangible Assets

62%

80%

Strategic Learning & Development

Innovation, Customer Satisfaction

ROAROEROIROS

Revenue, Sales, and Market Share Growth

Engagement, Quality, Operational Performance

Strategic Learning & Development

“Moving the needle” on measures of success• External (Mission Based) Impact: – Increase readiness for college and career– Improve earning potential with certifications– Drive awareness of insights that unlock

potential

• Culture (Learning and Growth)• Operational Excellence (Business Process)• Customers (Customer)• Financial (Financial)

Strategic Learning & Development

Focused on “superordinate” goals

Knowledge and Skills

Behaviors

Motivation

WorkforceRequirements

WorkforceCapabilities

Vision

Strategies

StrategicPriorities

Values

Leadership & Empowerment

Excellence & Management

Innovation & Improvement

Collaboration & Inclusion

Talent & Development

Foundation & Expertise CO

RE C

OM

PETEN

CIE

S

ACT’s Strategic Competencies

What does it mean to partner? With

whom?

Who is responsible for

learning and development?

Ed Schein’s 3 Consultant Roles

• Expert: delegated authority to plan and implement initiatives; manager(s) and others play an inactive role

• Pair-of-hands: applies specialized knowledge to implement action plans defined by the manager(s)

• Collaborative: shared responsibility for planning and implementation

Mary Broad’s Transfer of TrainingBefore During After

Manager 1 8 3

Learner 7 5 6

Trainer 2 4 9

Who else is responsible for

learning and development?

Who Else may have responsibility?

• Senior leaders

• Subject matter experts

• Internal and/or external customers

• Coaches or mentors (internal, external)

• Other internal partners (IT, Communications)

• Other external partners (materials, delivery)

• Communities of Practice (Hawkeye ASTD)

Why is it important to be a strategic partner?

Trends

• Learning technology advancements• Ubiquity of mobile devices • Increased focus on social learning• Culture of connectivity• Economic uncertainty• Demographic shifts• Globalization

Implications

• Being proactive business partners– Bringing others together (e.g., Business

Units, HR, IT) to address needs– Critical to understand the business, its

strategies, and how to align to goals

• Demonstrating value and impact– CEOs care about impact more than ROI

• Helping organizations retain knowledge

Implications

• Being facilitators of learning rather than just deliverers of training– Build an environment and communities

that support learning, not single learning events

• Understanding and using technology– Leverage to guide and supplement learning– Learning is at the core; technology enabler

How do we become (better) strategic

partners?

2004 ASTD Competency Model

Learning StrategistBusiness PartnerProject ManagerProfessional Specialist

2013 ASTD Competency Model

© 2013 by The American Society for Training & Development (ASTD). All Rights Reserved. For use by permission only

Areas of ExpertiseOriginal name New name and extent of updates

Designing Learning Instructional Design - substantial updates

Delivering Training Training Delivery - substantial updatesHuman Performance Improvement Performance Improvement - minorFacilitating Organizational Change Change Management - minorManaging the Learning Function Managing Learning Programs - minorManaging Organizational Knowledge Knowledge Management - substantialCareer Planning & Talent Management Integrated Talent Management -

minorCoaching Coaching - minorMeasuring and Evaluating Evaluating Learning Impact -

substantial

Learning Technologies - new area

Anthem Video

How will we improve ourselves, our teams,

our organizations, and our Hawkeye ASTD Chapter?

www.astd.org/cplp

www.astd.org/careernavigator

http://www.astd.org/Certification/Competency-Model/job-aids

Consider partnering with ACT on field testing the new teamwork

assessment

All-Chapter program on March 8 at Rockwell Collins in Cedar Rapids 9-11

AM

April 9 program on ROI for Training 7:30-9 AM

Professional Development Events: CPLP Study Groups,

PD Days

Spread the word about Hawkeye ASTD’s Job Board;

currently four positions posted, including ACT’s job opening: L&D Partner

If you are a guest interested in joining Hawkeye ASTD, during the next week you can apply your guest fee toward

your membership.

Thanks for participating today!