Clarity Enhanced Consulting Framework

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itep

aper

The Advantages of a Project-Based L&D Consulting Framework:

How to Create Flexible and

Controlled Corporate Learning

Programs by Leveraging a

Network of Skilled Consultants

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Executive Summary

Situation: CLOs Must Keep Their Employees Well-Trained Despite a Soft Economic Environment

In good or bad economic times, one measure of a well-run corporation is the contribution that their employees make to growing the business, satisfying the needs of the marketplace, and supporting customers with exceptional service. These activities require an enterprise to invest in high-quality learning and development (L&D) programs that continuously sharpen employee capabilities.

During slow economic periods when corporate budgets are trimmed, Chief Learning Officers (CLOs) are in the difficult position of maintaining mission-critical training programs for their employees in a more cost-effective fashion.

Problem: Maintaining Control and Preserving Corporate Culture Using Outsourced Consultants

As CLOs look outside the organization for qualified L&D expertise, they face uncertainty in adequately measuring external resources. Corporate culture is an essential part of enterprise training curriculums, and many CLOs question the ability of an external resource to understand and deliver internal cultural messages with the same level of quality as an internal training department. The failure of an external resource to apply flexibility and allow a degree of CLO control—two principles essential in any successful L&D training initiative, generates mixed results.

Solution: Clarity Consultants Flexible ‘Project-Based’ Approach Ensures Complete CLO Control

To use external consultants more effectively, CLOs need a project-based approach for their L&D training initiatives. A project-based view is a unique value-added methodology that represents the hallmark of Clarity Consultants providing a unique differentiation from other outsourced learning service providers.

The flexibility and control that Clarity Consultants provides CLOs from resource selection, to content development and deployment ensures that every L&D project will fit the exact needs of the enterprise. Clarity Consultants extensive network of thousands of highly skilled consultants ensures the successful development and delivery of exceptionally high-quality L&D projects that consistently exceed customer expectations.

Result: Flexible, Rapid, and Highly Effective Enterprise L&D Project Expertise.

Clarity Consultants unique project-based approach with L&D program initiatives provides enterprise CLOs with four key advantages for their training projects, which include the following:

•Speed–Rapidresponsivenesswiththeprecisenumberofexperiencedteammembers. •Expertise–Anetworkof18,000consultantsthatensurethebestmatchtoprojectneeds. •Quality–Afocusonaccomplishingprojectgoalswithoutanyhiddenagendassuchasselling

additional products or services. •Flexibility–Scalingconsultingresourcesupordowntomeetspecificprojectneeds.

By leveraging these principles in every Clarity Consultant engagement, CLOs gain highly effective L&D projects that provide a substantial competitive advantage.

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The CLO Goal: Using External Resources to Achieve Greater L&D Effectiveness

To ensure a competitive edge in today’s uncertain business environment, an enterprise must maintain an ongoing investment in L&D programs for their employees. Unfortunately, during soft economic times, many CLOs must closely scrutinize their existing budgets and find new ways of meeting their corporate training objectives in the most cost-effective manner possible.

In circumstances where an internal training department is unable to meet new curriculum project requirements, one cost-effective strategy is to outsource all or part of this function to external learning service providers.

Accordingtoa2008surveyofover100enterprise-trainingleadersconductedbyExpertus,Inc.,over30%indicated that they were planning on outsourcing all or some portion of their content development and delivery projects to external service providers1. In another study byTheCorporateLearningFactbook,nearly30%ofallcustomercontentdevelopment,44%ofdelivery,and30%oflearningmanagementsystems(LMS)operationsarenow being outsourced to external learning service providers2.

As this outsourcing trend grows, CLOs must ensure that they obtain a substantial return on their investment by finding ways to measure the results gained from using external resources. Given the wide range of service providers available, finding a proven way to measure and compare each provider’s L&D development methodology and delivery approach has become an extremely challenging exercise.

To use external consultants most effectively, CLOs need a project-based approach for their L&D initiatives. With a project-based approach, the effectiveness of each learning initiative is directly related to the experience level, strategy, and tactics provided by the external consulting resource.

These external resources must not only be as effective as existing internal training employees, but they must also provide a superior level of expertise, quality, flexibility, and control that allows the CLO to measure both the service provider and the success of the initiative on a project basis.

1. Source: Expertus, Inc.”2008 Training Efficiency Masters Series Survey”, p. 8.2. Source: Corporate Learning Factbook, “Learning Outsourcing Marches Ahead: New Economics, July 22, 2007

CLOs must ensure that they

obtain a substantial return

on their investment by finding

ways to measure the results

gained from using external

resources.

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http://www.adobe.com

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Four CLO Concerns with Outsourced L&D Service Providers

Today’s outsourced L&D service providers offer CLOs a diverse range of capabilities that have a substantial impact on each training project. Picking the wrong consulting resource often results in longer-term contract requirements, poor quality curriculum, lengthy development cycles, complex deployments, and ineffective results. These issues cost the enterprise more in lost business opportunities than an outsourced service expenditure.

InSeptember2007,astudyconductedforwebsiteCLOmedia.com, identified the primary reason that CLOs choose not to outsource their L&D projects as “Being satisfied with their internal training staff ” (seeFigure1below).Therefore,anyoutsourcedserviceproviderthatisbeing considered for an enterprise L&D project must not only be equivalent to an existing internal training department, but they must also offer even greater cost effectiveness and generate vastly superior results than internal training departments.

Figure 1: CLO Reasons for Not Outsourcing L&D Projects

The issues of capabilities, control and cost are the biggest concerns for today’s enterprise CLOs

Besides the issue of proficiency, outsourcing the L&D function also poses several additional concerns for today’s enterprise CLO:

Concern #1: Cost – Complex pricing structures that are difficult to measure and/or budget.

When it comes to calculating actual costs, many CLOs lack a thorough understanding of how the finalL&Dservicecostiscalculated.Severalcost-relatedquestionsthatCLOsaskwhentheyareselecting an external L&D service provider include the following:

•HowmuchwillIneedtopaytoensureahigh-qualityL&Dproduct? •HowmuchoftheL&Dprojectshouldbeoutsourcedand/orretainedbyourinternal

trainingdepartment?

Other

Fear of job loss for trainers

We do not have the measurements inplace to be able to determine success

Complexity of subject matter

Outsourcing providers do notunderstand my company’s business

Fear of losing institutional knowledge orintellectual property to outside provider

Training function is decentralized

Too expensive

Do not want to lose control of training function

My company does not do enough trainingto justify an outsourcing arrangement

Satisfied with internal staff’s abilityto meet training needs

20072006

Source: CLOmedia.com, Sept.2007


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•DoIhavetosignalong-termcontractwithanL&DserviceprovidertoensurethelevelofqualitythatIneed?

•WhoownstherightstotheL&Dcontentandhowmuchdoesitcosttoretainthoserights? •WhatcriteriashouldIusetodetermineifIampayingtoomuchforaparticularL&Dproject? •Doesemployingalargerserviceproviderautomaticallytranslateintohigherqualitycontent

atahigherprice?

In addition, many CLOs realize that the final cost is influenced by several elements beyond the initialdevelopmentcosts.Forexample,theprovider’smethodology,productivity,levelofexperienceand speed often extends the time, length, and cost of the project. A greater number of development cycles also results in significant time-to-market delays, impacting future business opportunities.

Concern #2: Control – An inability to maintain control that will ensure content quality and effectiveness.

Internal training resources provide the cost and content controls that CLOs need to maintain budgetaryandcontentstandards.However,asenterpriseneedsevolve,theseinternalresourcesmay not have the skillset necessary to support new content requirements or provide online delivery methods (such as e-learning, webinars, or podcasting).

On the other hand, bringing on board an outside L&D service provider may meet budgetary guidelines, but may not provide the same level of control as an internal training department. Externalconsultingresourcesmustprovideasubstantialdegreeofflexibilitythatwillensuregreater CLO control, something that is difficult for large L&D service providers given their rigid content development and delivery processes.

Concern #3: Culture – The inability of outside resources to fully understand the internal corporate culture and its impact on content quality.

To most enterprises, the integration of cultural information, such as corporate history or shared values, in a corporate training program is the organization’s unique way of imparting greater employee affinity with the L&D content. Many CLOs perceive that their internal personnel are the best candidates for delivering these cultural messages, something that in their opinion an outsourced vendor is unable to provide.

This particular issue represents a significant value for an enterprise CLO. In the previously referencedstudybyTheCorporateLearningFactbook3, organizations that rate their solution provider as “highly aligned with their culture and business processes”readilypay25-30%moreforlearningcontentdevelopmentorganizations.Theonesthatpay20-30%belowaveragefortheirL&D projects tend to rate their solution providers as “poor” or “very poor” in their match to company culture and business processes.

Concern #4: Credibility – The consultant/L&D project’s impact on the CLO image and perception.

Whether the training content is developed by an internal or external resource, the CLOs name is automatically associated with the final product and they will be measured by its ultimate success or failure when it is delivered across the enterprise.

Therefore the CLO must ensure that each outsourced learning resource employs high-quality standards and processes that enhance CLO effectiveness, perception, and image during each phase of the L&D project.

3. Source: Corporate Learning Factbook, “Learning Outsourcing Marches Ahead: New Economics, July 22, 2007


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How Clarity Consultants’ Project-based Approach Solves CLO Outsourcing Challenges

To be successful, each L&D initiative must have the flexibility to allow a project to grow or contract as the needs of the enterprise change. This project-based approach is essential when outsourced learning resources are being evaluated during the strategy phase of a typical L&D project.

A project-based approach is defined as: “A process that augments existing corporate training resources to fulfill the goals of a learning or development project, thereby fulfilling the specific L&D needs of the enterprise.”

Clarity Consultants applies a unique value-added methodology that distinguishes it from other outsourced learning service providers by applying four key principles: speed, expertise, quality, and flexibility.

1. Speed – Rapid response with the precise number of experienced team members.

When a new L&D initiative is launched, obtaining timely mission-critical information can play a significant role with time-to-market readiness and the ultimate success of the campaign. Clarity Consultants understands this important relationship and has made rapid and responsive customer service a cornerstone of its organization.

As part of the commitment to fulfilling customer needs, Clarity Consultants provides its clients with the precise number of experienced specialists necessary to satisfy the needs of an L&D project,oftenwithintwotofourbusinessdays.Eachcustomerispresentedwithaselectionofpotential candidates along with detailed background information and each consultant’s experience that pertains to the project requirements. This allows the client to select the best candidate who can be up and running quickly in support of their L&D project.

2. Expertise – A highly competent network that ensures the best possible project fit.

The reason that Clarity Consultants can ensure a high-quality L&D product is that Clarity Consultants attracts and retains the most experienced and talented consultants in the industry. Clarity Consultants provides highly competitive compensation plans, support and services, which attracts the best consulting talent across several industries. This focus on rewarding the best talent is one way that Clarity Consultants can build and retain an extensive network of thousands of highly trained consultants that consistently exceed customer expectations.

ClarityConsultants’internalteamofBusinessDevelopmentManagersandRecruitershasa proven track record in the learning industry that translates into an extensive knowledge base. Clarity’s knowledgeable internal staff is supported by the Clarity management team, which has over30yearsofexperienceintheL&Dindustry.

3. Quality – A collective focus on accomplishing projects without hidden agendas.

Clarity Consultants has three internal teams that work together to ensure complete customer satisfaction. These teams match the precise level of consulting talent that will meet the unique

Clarity Consultants applies a unique

value-added methodology that

distinguishes it from other outsourced

learning service providers by applying

four key principles: speed, expertise,

quality, and flexibility.


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requirements of each customer engagement, which includes the following: •A Business Development Team that partners with

each client to determine the exact project scope and related requirements that are needed for success.

•A Recruiting Team who uses the proprietary Clarity Consultants Assessment Methodology (CCAM) to identify the best consultant for the job. When the recruiting team’s assessment has been completed, the customer is presented with a list of consultants whose expertise and experience map to the project requirements. In the end, the client decides which consultant they would like assigned to their L&D project.

•A Customer Relationship Team that represents the first point of contact for the consultant assigned to the L&D project. This team handles all of the issues,questionsandHumanResourceprocessespertaining to the consultant that have been assigned to the L&D engagement. The customer relationship team also ensures that the consultant has the schedules, tools, and resources necessary to successfully complete each project.

Clarity Consultants’ responsibility doesn’t end once the consultant has been assigned to the project. Clarity Consultants continues to monitor the quality of the consultant’s work during the entire life cycle of the project and after the assignment providing support when necessary.

Most importantly, there are no hidden agendas with Clarity Consultants. Clarity is not a value-added reseller of additional hardware or software products, services, or solutions. This ensures that the client will not be pressured into additional purchases in an effort to increase the total cost of the L&D project.

Clarity also holds no predispositions to specific learning methodologies, thought leadership positions, or technologies that might negatively affect the success of the engagement. Once the project has been completed, the client owns the entire work product with no additional licensing fees or joint ownership of intellectual property.

4. Flexibility – Scaling consulting resources up or down to meet specific project needs.

FlexibilityisacentralpartoftheworkingrelationshipthatClarityConsultantshaswitheach clientengagement.Flexibilityensuresthattheclientisnotlockedintoanyselection.Byusing a flexible approach, the number of consultants can either grow or shrink at any point in a project’s lifecycle as requirements change.

Summary

These four advantages of speed, expertise, quality, and flexibility translate into highly effective L&D projects that are developed on time to meet market needs and on budget to meet stringent cost-containment policies. Clarity Consultants also provides a greater degree of flexibility, which ensures that a CLO has the level of control needed for enterprise visibility and success.

One of the reasons that Clarity

Consultants can ensure a high

quality product is their ability

to attract and retain the most

experienced and talented

consultants in the industry.


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Case Study: CUNA Mutual Group, Learning Systems Development and Training

Client Overview: Formorethan70years,CUNAMutualGrouphasbeenaleadingprovideroffinancial services to cooperatives, credit unions, and individual customers across the globe. With over$15billioninassets,CUNAMutualGroupprovidescoreproductsandservicesthatincludeinnovative commercial and consumer insurance, protection products that safeguard assets, risk management, and asset management expertise.

Situational Overview: Aspartofitssystemupgradeprocess,CUNAMutualGroupimplementeda new pension transaction-processing tool. The new system was designed to automate several tasks that were previously completed manually using paper-based forms and would provide faster and more accurate processing of pension transactions. The system would be rolled out to new and existing employees across three workgroups: business analysts, financial pension specialists, and credit union personnel.

SpeedofprojectdevelopmentanddeploymentwereimportantfactorsforCUNA,becausethedevelopment and training for the system had to be completed within four months. The rapid development cycle, unique project requirements, and amount of available internal resources excluded the company’s existing training group from being considered for this project. As a result oftheserequirements,CUNAturnedtoClarityConsultantsforassistancewiththisproject.

The Clarity Role: CUNAhadspecifiedthedevelopmentofanElectronicPerformanceSupportSystems(EPSS)toolthatwouldserveastheprimarytrainingplatformforthenewtransactionprocessing system. The tool would also serve as an online knowledge and instructional support resourceforCUNAemployeesonareal-timebasis.Clarityturnedtotheirtalentnetworkand assignedtoCUNAaseasonedconsultantwhohadanextensivebackgroundinEPSSsystems.

Initially,theEPSSprojectspecificationscalledforarepositoryofatext-based,step-by-stepinstructionaldesign.AfteramorethoroughunderstandingofCUNA’strainingrequirements,theClarityconsultantshowedCUNAanimprovedversionbasedoncaptivateTM, a leading web-based trainingdevelopmenttoolthatwouldaddaudio/videoinstructionstothetext-basedinformation.

The Result: TheassignmentofahighlyexperiencedEPSSconsultantbyClarityresultedinavastlysuperior product that exceeded original expectations and contributed to a higher learning rate with theCUNAemployeesthanwiththeiroriginaltext-baseddesign.

The consultant not only shortened the project’s development cycle, but also increased employee learningandproductivitywiththeimprovedaudio/video-basedtool.Thismultimediaenhancementallowed the employees to learn the new transaction-processing system on a hands-on basis at a much faster rate than the previously specified text-based instructional framework would have provided.

The Clarity Consultants’ Advantage: Clarity’s ability to use its network resources to find the right consultantforthisprojectallowedCUNAtomeetitsaggressivefour-monthdevelopmentschedule.Theadditionalbenefitoftheconsultant’sextensiveEPSSexperiencewentbeyondtheinitialprojectrequirements,whichresultedinavastlyimprovedproductthatexceededCUNA’sprojectgoals.

The strong level of support and partnership demonstrated among the client, provider and consultantensuredalevelofquality,speed,flexibility,andcontrolthatCUNAneededto accomplish its challenging L&D project. This case study demonstrates how Clarity Consultants project-based approach can be used to solve complex L&D enterprise business challenges.


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Concluding Summary

Maintaining a competitive edge in today’s uncertain economic environment means that today’s CLO must fit L&D initiatives into strict cost containment guidelines yet be equally or more effective in delivering high quality training programs.

To meet these high expectations, CLOs must leverage external service providers that employ a project-based approach to their L&D projects. Suchresourcesmustalsoprovideanadequatelevel of flexibility and control that ensures today’s CLO a measurable degree of success.

Clarity Consultants has been the leading provider ofproject-basedL&Dprogramsforover16yearswith an extensive network comprising thousands of highly qualified consultants that satisfies the needs of any enterprise training project.

In summary, there are three bottom-line business advantages that enterprise CLOs gain by using Clarity Consultants project-based approach for their L&D initiatives: •Fitting Precise Expertise to Meet L&D Project Needs–BecauseClarityConsultants

attracts the most qualified consulting talent, enterprise CLOs can choose the best fit to meet their challenging L&D project requirements.

•Flexibility that Ensures Complete Control–Thecustomerisalwaysincontrolatevery stage of an L&D project from resource selection, to content development, and delivery deployment as the result of Clarity Consultants’ flexible approach to project management.

•Measurable Cost Effectiveness–BecauseClarityConsultantsfullyunderstandsL&D project requirements from their inception, the assigned team of consultants and business development managers will get it right the first time without requiring additional cycles, thereby saving additional and expensive development and delivery costs.

For more information about Clarity’s project-based approach to L&D projects, please visit the Clarity Consultants website at www.clarityconsultants.com or contact us at 1-800-330-6558.

Clarity Consultants has been the

leading provider of project-based

L&D programs with an extensive

network comprising thousands of

highly qualified consultants.


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Clarity ConsultantsCorporate Headquarters

1901 South Bascom AvenuePruneyard Towers, 13th Floor

Campbell, CA 95008

1 (800) 330-6558

www.clarityconsultants.com

© 2009 Clarity Consultants, a Division of Pacific NetSoft, Inc.


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Clarity Enhanced Consulting Framework