Aligning Corporate University Outcomes To Business .
Aligning Corporate University Outcomesto Business Strategy and OrganizationalGoalsCharlotte F. Hughes
Aligning Corporate University Outcomes toBusiness Strategy and Organizational GoalsKey LearningObjectiveBusiness Strategy andOrganizational GoalsCorporate Universities Understand and be able to implement a performanceconsulting process to better align learning with thebusiness goals in your own organizations.2
Definition ofPerformanceConsulting Process in which a clientand consultant partner tooptimize workplaceperformance to achievestrategic business results3
Performance ConsultingAn Organizational MindsetCorporate UniversityLearning OrganizationVicePresidentPerformance MindsetDirectorManagerTeam4
Corporate UniversityXchange ResearchFindings from the CorpULearning and InnovationBenchmarking Study - 2010 Most learning organizationsdon’t use a consistentdisciplined performanceconsulting process High-impact “expert”learning organizations are 3times more likely to useperformance consulting Opportunity for improvedcorporate universityperformance5
Performance Consulting ModelPartneringPhaseContractingand AccountabilityEvaluate Actual vs.Desired nce vs.ExpectationsSelect Solution(s)and ExecuteImplementingPhase6
Performance Consulting FocusValue DriversValue LeversCurrent toFuture StateProblemSource Business Goals and Strategies Performance Improvement Actions Performance Gap Root Cause of Problems7
Performance Consulting ApproachEnterpriseValue MappingPerformanceGap AnalysisRoot CauseAnalysisLearning &DevelopmentProgramLearningNeedsAssessment8
The Bilingual Learning Organization Understands CorporateFinancial Statements Reads Annual Report Views Quarterly ResultsWebcasts Understands Corporateand Business UnitAnnual Plans9
Value delivered toDefinition ofshareholders by anEnterprise Valueorganization because ofmanagement's ability togrow profits, dividends andshare price Sum of all strategicdecisions that affect thefirm's ability to efficientlyincrease shareholder value10
Enterprise Value MappingDeloitte Enterprise Value Map 11
Value DriversShareholder pectations Red boxes (Value Drivers) are the metrics which definecompany performance12
Value DriversRevenue GrowthAcquireNew CustomersRetain/GrowCurrent CustomersStrengthenPricingOperating MarginImprove CustomerInteraction EfficiencyImprove Shared ServicesEfficiencyImprove ProductionEfficiencyImprove Logistics &Service Provision Starting with the white boxes and tracking downward, the successivelayers help answer the question, “How can we improve this?”13
Value DriversAsset EfficiencyImprove Property, Plant& Equipment EfficiencyImprove InventoryEfficiencyImprove Receivables &Payables EfficiencyExpectationsImprove ManagementEffectivenessImprove GovernanceEffectivenessImprove ExecutionCapabilities The white boxes define actions you can take to improve theorganization’s revenue, operating margin, asset efficiency and forwardlooking performance These “improvement levers” are the various departmental goals in yourcompany’s business plan14
Color-CodedBoxes Color-coded items in the bottom bands are specific actions thatcan be taken by leaders and employees Reading bottom to top, you can reverse the process and answerthe question, “Why are we improving this?”15
Business PerformanceImprovement Actions“Change What You Do” What you provide Whom you target and serve How you compete Where you deploy resources Which operations you outsource“Do What You Do Better” Strengthen governance approaches Align resources with strategies Improve business processes Hone strategic capabilities Manage tax impacts andopportunities Improve control/reduce risk Collaborate more effectively Satisfy customers, employees andother stakeholders16
Enterprise Value MappingExercise Work in Small Groups Exercise InstructionsCompany XYZ Mini-Case Enterprise Value Map Report Out17
Performance Gap AnalysisTells you where you are and where you want to beCurrent StateDesired Future StateCompany XYZ SalesPerformanceGapOperational Results Results departmentwants to achieveOperational Results Results departmentis achievingEmployee Performance What employees would knowor do differently in the futureto produce desiredoperational resultsEmployee Performance What employeescurrently know or dothat keeps operational resultswhere they are today25 more NewAccounts permonth .o A Performance Gap Analysis will indicate if a lack of knowledge and/or skill is the root causeof the gap and that a learning solution is in ordero Company XYZ Sales department has determined that improved collaboration with internalpartners will close the performance gapSource: Adapted from American Society for Training and Development - Performance Gap Analysis 18
Learning OrganizationsWhat we can do to align with business goals & strategiesWe need tocollaboratebetter!ClientRequestIs thecause oftheproblemknown?Gap AnalysisNoRoot CauseAnalysisPerformance Gap Analysis ProcessYesLearning NeedsAssessmentYesMakeLearning ProgramRecommendationIs lack ofknowledgeor skill arootcause?19
How Do We Collect Data? Interviews Focus Groups SurveysCorporateUniversities20
Learning OrganizationsWhat do we need to know?AnalysisDeliverableArticulation of a gap betweencurrent and desiredperformance.GapGrow from an average of 100new accounts to 125 newaccounts per month.Root CauseCompany XYZLet’sdigdeeperIdentification of the rootcauses of a performancediscrepancy.Improve collaborationbetween the Sales Departmentand their R&D, Product Supply,and Marketing partners.Sample Questions What are the current sales resultsstated in measurable terms? What would your new customeracquisition results look like ifcollaboration performance was whereit should be? If things were right with collaboration,what would be the customer serviceoutcomes? Could the sales team collaborateeffectively if they had no choice? What consequences exist for nonperformance? Does the team have adequateresources to collaborate with partners? Do they know what collaborativeperformance is expected of them? What internal factors support orprevent the desired state? What external factors support orprevent the desired state?21
Root CauseAnalysis Ensures that the true issue isidentified so the propersolution can be recommended Is knowledge/skill the rootcause of the problem?Company XYZ Sales:Improve collaboration between the SalesDepartment and their R&D, ProductSupply, and Marketing partners.22
Finding Root Cause5 Whys By repeatedly asking the question“Why” (five is a good rule ofthumb), you can peel away thelayers of symptoms which canlead to the root cause of aproblemWhen is 5 Whys Most Useful? When problems involve humanfactors or interactions In day-to-day business life; can beused within or without a Six Sigmaproject23
Benefits of the5 Whys Helps identify the rootcause of a problem Determine the relationshipbetween different rootcauses of a problem One of the simplest tools;easy to complete withoutstatistical analysis24
Factors Influencing PerformanceEnvironment/ResourcesExamples: Tools, materials,technology, equipment, adequateproject budgets, supplies, etc.Structure/ProcessExamples: Logical reportingrelationships, managementsupport, quality inputs, logicalsteps to follow, realisticpolicies, a meaningful missionstatement, etc.Information/FeedbackExamples: Feedback on yourperformance, clear standards,customer feedback, reliable data,reference material, etc.Knowledge/SkillsExamples: Formal classroomtraining, e-learning, performancesupport/job aids, action learning,coaching, mentoring, sociallearning, mobile learning, etc.MotivationExamples: Profit sharing,recognition, performance-basedpay, bonuses, benefits, jobsecurity, prestige of position,opportunities for advancement,etc.WellnessExamples: Better health caresystem, work/life balancecounseling, more physical exercise,more relaxation time, stressmanagement, better dietaryhabits, etc.Corporate Universities & Learning OrganizationsSource: Adapted from Sanders and Thiagarajan’s Performance Intervention Maps25
Aligning Corporate University Outcomesto Business Strategy and Organizational GoalsCompany XYZ UniversityCross - Functional Teamwork (CFT) –Collaborating Across OrganizationalBoundaries WorkshopCFT training is built around four modules.In the one-day overview participantslearn the basic concepts in each module.In the two-day workshop participantslearn specific techniques forimplementing these basic concepts.The four modules are:1. Organizational Boundary Crossing2. Stages of Collaboration3. Power & Empowerment4. Culture Change26
Aligning Corporate University Outcomesto Business Strategy and Organizational GoalsCompany XYZ Mini-CaseXYZ Sales DepartmentBusinessGoals2015 Revenue: 12.5 billionin net sales revenue Operating Margin:15% OPROS(Operating ProfitsReturn on Sales)Performance ConsultingSales Strategy2013-2015 Generate more newaccounts by improvingcustomer service Grow average number ofnew accounts by 25 permonthPerformanceImprovementActionSales managers and repsto collaborate moreeffectively with otherdepartments to improvecustomer serviceXYZ UniversityLearning &DevelopmentSolution Cross-FunctionalTeamwork (CFT)WorkshopOther solutionsdetermined bylearning needsassessment27
Performance Consulting ApproachEnterpriseValue MappingPerformanceGap AnalysisRoot CauseAnalysisLearning e Universities & Internal Learning Organizations28
Aligning Corporate University Outcomesto Business Strategy and Organizational GoalsLearning ConsultingPerformance ConsultingFocusLearning needsPerformance needsResultsStructured learningprogramsSolutions that improveperformanceAccountabilityTraining activityBetter business resultsMeasurementParticipant evaluation &learningPerformance change &sometimes ROIAssessmentsTraining needs:competenciesPerformance gapsRelationship toOrganizational GoalsCost centerProduces measurableresults29
Performance Consulting Outcomes Reduced training costs due to eliminationof “training for training’s sake” Increased communication with businessunits Reduced learning headcount due toincreased efficiencies Increased alignment between learning andbusiness strategy Increased leadership support fororganizational learning30
Aligning Corporate University Outcomes toBusiness Strategy and Organizational GoalsKey LearningObjectiveBusiness Strategy andOrganizational GoalsCorporate Universities Understand and be able to implement a performanceconsulting process to better align learning with thebusiness goals in your own organizations.31
Aligning Corporate University Outcomes toBusiness Strategy and Organizational GoalsCharlotte F. din.com/in/charlottehughes Please Contact me for Additional Resources32
Aligning Corporate University Outcomes toBusiness Strategy and Organizational GoalsAdditional ResourcesPerformance Consulting Performance Consulting: A Practical Guide for HR and Learning Professionals by DanaGaines Robinson and James C. Robinson, 2008 The Performance Consultant's Fieldbook: Tools and Techniques for ImprovingOrganizations and People by Judith Hale, 2006Understanding Corporate Financial Statements Guide to Financial Statements, U.S. Securities and Exchange Commission (SEC), www.sec.govEnterprise Value Mapping Deloitte Enterprise Value Map Deloitte Enterprise Value Map for Human Capital v2.0Performance Gap Analysis Performance Gap Analysis ASTD Press INFO LINE Tips, Tools, and Intelligence forTrainers by Maren Franklin, 2006 Root Cause Analysis Basic Tools and Techniques by Denise Robitaille, 2004Corporate Universities and Performance Consulting Performance Consulting: A Critical Strategy to Building Relationships, CorporateUniversity Xchange Learning Excellence and Benchmarking Study, 201033
Aligning Corporate University Outcomes to Business Strategy and Organizational Goals Business Strategy and Organizational Goals Corporate Universities Key Learning Objective Understand and be able to implement a performance consulting process to better align learning with the business goals in your own organizations. 2
work/products (Beading, Candles, Carving, Food Products, Soap, Weaving, etc.) ⃝I understand that if my work contains Indigenous visual representation that it is a reflection of the Indigenous culture of my native region. ⃝To the best of my knowledge, my work/products fall within Craft Council standards and expectations with respect to
Aligning Identity and Strategy: Corporate Branding at British Airways in the Late 20th Century In the earlier "appalling" period, we saw how the airline urgently needed to transform its actual identity (moribund and product-led) to that of an ideal identity (customer- focused and commercially viable concern).
Student Learning Outcomes . Purpose of Student Learning Outcomes . 1. Student learning outcomes communicate to students what they will be able to do after completing an activity, course, or program (course outcomes are specific and department/program outcomes are general). 2.
2 SPSS Statistics for better outcomes Contents 2 Introduction 3 Better outcomes for academia 4 Better outcomes for market research 5 Better outcomes for government 6 Better outcomes for healthcare 7 Better outcomes for retail 8 Conclusion Introduction IBM SPSS Statistics is a fast and powerful soluti
Chapter 2: Social License Chapter 3: CSR Motives Chapter 4: Laws of CSR Chapter 5: Role of Private Companies . Chapter10: Corporate Social Entrepreneur Chapter11: Business Ethics Chapter12: Corporate Governance . Chapter 1 Introduction of CSR Corporate social responsibility Corporate social responsibility (CSR, also called corporate .
and retaining them, corporate philanthropy and corporate responsibility (interlinked but not synonymous) are panaceas that are finally getting their due. Learn how to navigate the challenges of identifying and aligning your corporate philanthropy programs with business practices; then build and execute a strategy that works!
Chapter 4 The theory of the market for corporate control and the current state of the market for corporate control in China 2 - 1 Corporate control 1 The concept of corporate control At present, there is no unanimous definition of corporate control. Where theory is concerned, scholars have provided a number of definitions from different .
The most popular agile methodologies include: extreme programming (XP), Scrum, Crystal, Dynamic Sys-tems Development (DSDM), Lean Development, and Feature Driven Development (FDD). All Agile methods share a common vision and core values of the Agile Manifesto. Agile Methods: Some well-known agile software development methods include: Agile .
