Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Prof. Dr. Hora Tjitra, Executive Director and Chief Consultant of Tjitra & associates (www.tjitra.com)

1. Learning, Training & Development
in Organization
13th roundtable discussion of
Global Indonesian Network
Prof.Dr.Hora Tjitra,
Executive Director of Tjitra&associates
Wednesday,October 30th 2013
Media Partner :

2. Learning,TRaining and Development in Organization / October 2013
Agenda
1 Human Resource Management - Roles and Responsibilities
2 Creating Learning Organization as LTD Task
3 Learning,Training and Development: Six Core Processes Model
4 LTD Benchmarking Study in China
5 Q&A
2

3. Learning,TRaining and Development in Organization / October 2013
Agenda
1 Human Resource Management - Roles and Responsibilities
2 Creating Learning Organization as LTD Task
3 Learning,Training and Development: Six Core Processes Model
4 LTD Benchmarking Study in China
5 Q&A
3

4. LTD Benchmarking_v1.0/Nov.2009
!
What do you think is
The most important function in
Human Resource management?
What do you think is
The most critical function in
Human Resource management?
Q1
Q2

5. Learning,TRaining and Development in Organization / October 2013
Which
Key
HR
Function
has
the
Greatest
In5luence
on
Management’s
Opinion
of
HR?
Who regards LTD as the most important function
with greatest influence on management?
5

6. Learning,TRaining and Development in Organization / October 2013
Is
LTD
the
Most
Important
Function
in
HR
Management?
0
200
400
600
800
1000
1200
1400
G_O R_O C&B_O T&D_O G_M R_M C&B_M T&D_M G_D R_D C&B_D T&D_D
AnnualPackage(KCNY)
Generalist
Recruitment
C&B T&D
Generalist
Recruitment
C&B T&D
Generalist
Recruitment
C&B T&D
Officer Manager Director
6

7. Learning,TRaining and Development in Organization / October 2013
How
big
is
the
LTD
In5luence
in
the
HR
in
your
organization?
Let’s calculate how is the LTD influence in HR in your organization:
1. How many LTD professionals does your organization have?
2. How many people in your HR department?
3. What is the data when LTD professionals / HR staffs?
LTD Capacity / Total HR Capacity
N=26,Unknown=1
Small
enterprise
Mid-size
enterprise
Corporate
function
0.10
0.20
0.30
0.40
Where is your organization?
7

8. Learning,TRaining and Development in Organization / October 2013
Agenda
1 Human Resource Management - Roles and Responsibilities
2 Creating Learning Organization as LTD Task
3 Learning,Training and Development: Six Core Processes Model
4 LTD Benchmarking Study in China
5 Q&A
8

9. Learning,TRaining and Development in Organization / October 2013
Learning,
Training
and
Development
5ield
has
been
called
by
many
different
names
Training
Education
Development
Training and development
Employee education
Staff development
Personnel development
In-service education
Human resources development
Human performance technology
Human performance improvement
Organization development
Human performance enhancement
Workplace learning and performance
Learning and performance
- The point is that what training and development professionals are called affects the
roles they are expected to play.
- Those roles are not always clear—and frequently lack focus.
They may even be inappropriate.
Source:Rothwell,WJ.(2005).Beyond training and development.
9

10. Learning,TRaining and Development in Organization / October 2013
Recent
Studies
in
the
US
on
LTD
Roles
and
Responsibilities
Models for HRD Practice - Patricia McLagan (1989)
Identified 11 Roles & 35 Competencies necessary for HRD professionals:
1. Researcher
2. Marketer
3. Organization change agent
4. Needs analyst
5. Program designer
6. HR material developer
7. Instructor / Facilitator
8. Individual career development adviser
9. Administrator
10. Evaluator
11. HR manager
Human Performance Improvement - ASTD HPI (1995,2000)
Identified 4 Roles & 38 Competencies necessary for LTD professionals:
1. Analyst 3. Change manager
Workplace Learning & Performance - ASTD WLP (1999,2004)
Identified 7 Roles & 52 Competencies necessary for WLP practitioners:
1. Manager
2. Analyst
3. Intervention selector
4. Intervention designer and developer
5. Intervention implementor
4. Evaluator2. Intervention specialist
Human Performance Improvement (HPI) model was defined as“a six-step model that describes key
steps in conducting human performance improvement work”.
6. Change leader
7. Evaluator
Workplace Learning & Performance (WLP) approach integrated the use of learning and other interventions
for the purpose of improving individual and organizational performance.
10

11. Learning,TRaining and Development in Organization / October 2013
Building
Commitment
for
Effective
Learning
and
Business
Driven
Performance
Current issues and challenges
for LTD professionals:
• Budgets are declining
• Expectations are rising
• Time for training and learning
is diminishing
• Competitive pressure is increasing
• and Everyone wants it faster !!!
11
What are the current focus
of your LTD activities?

12. Learning,TRaining and Development in Organization / October 2013
Agenda
1 Human Resource Management - Roles and Responsibilities
2 Creating Learning Organization as LTD Task
3 Learning,Training and Development: Six Core Processes Model
4 LTD Benchmarking Study in China
5 Q&A
12

13. Learning,TRaining and Development in Organization / October 2013
The
three
important
and
three
other
excellence
LTD
core
processes
which
de5ine
the
end-­‐results
and
impacts
of
learning
Needs
Change
Challenge
Business
Impacts
Strategic Involvement Budget and InvestmentCorporate Commitment
Training Administration
Needs Analysis
Beyond the
“Training”
Building Commitment to Learning
Demonstrating
Value Contribution
Training Design and
Delivery
Learning,Training and Development
Resource Metrics
Non LTD Process
Important LTD Process
Excellence LTD Process
Remarks:
Corporate Figures
Performance Metrics:
• Organizational Efficiency
• Learning impacts
• Improved commitment to learning
& Culture
• Business Performance
(HR and business related Award )
13

14. Learning,TRaining and Development in Organization / October 2013
Process
of
LTD
Needs
Analysis
Needs
Events
Changes
Challenges
Budgeting Approach
Investment
Culture
Strategic Involvement
Training
Design
& Delivery
Process,Tools &
Instruments
Analysis Levels
Data Sources Analytical Frameworks
LTD Needs Analysis
Analysis Report:Product /
Service Portfolios
Budgeting Approval:
Decision Process
Strategic Alignment
Prioritization
&Selection
14

15. Learning,TRaining and Development in Organization / October 2013
LTD Needs Analysis Approaches
Process,Tools & Instruments
• Questionnaire & Survey
• Knowledge or Skill tests
• One-on-one interview / Focus group
• On-the-job observation
• Performance records
• etc.
Analysis Levels
• Business & Strategy
• Job performance
• Skill / Knowledge
• Preference
Analytical Framework
• Competence model
• Professional requirements
• Policies & Procedures
• etc.
Data Sources
• Participants / Subject matter experts
• Industry data / Annual report
• Benchmarking
• Job description / Tests
15

16. Learning,TRaining and Development in Organization / October 2013
Beyond
the
“Training”
-­‐
What
Shall
We
Do
Besides
the
Training?
Training
Informing &
Marketing
Selection &
Assessment
Needs Assessment Before the Training
Is learning the“right”solution?
• Providing information to
perform the work
• Improving timely feedback
about worker performance
• Clarifying responsibility about
who should be doing what
• Clarifying organizational plans
• Providing rewards for
performing
• etc....
What could be other solutions?
LTD
Business
Impacts
After theTraining
Workplace Environment
Organization Development
Communication
Motivation & Reward
Management Involvement
16

17. Learning,TRaining and Development in Organization / October 2013
Process
and
Method
in
Demonstrating
Value
Contribution
LTD Continuous
Improvements
Reporting
LTD Branding
Evaluation
Standardization
Six Levels of Analysis & Value demonstration
Organizational
Commitment
Training Design and Delivery Beyond the“Training”
Evaluation
Planning
• Overall Planing,which programs and at which evaluation level
• Defining measurable objectives,in general and for each programs
Data
Collection
• Time plan
• Source of data
• Methods
Data
Analysis
• Statistic
• Control groups
• Monetary conversion
17

18. Learning,TRaining and Development in Organization / October 2013
Agenda
1 Human Resource Management - Roles and Responsibilities
2 Creating Learning Organization as LTD Task
3 Learning,Training and Development: Six Core Processes Model
4 LTD Benchmarking Study in China
5 Q&A
18

19. Learning,TRaining and Development in Organization / October 2013
What
is
LTD
Benchmarking?
Q: What is Benchmarking?
• Benchmarking is a tool for improvement,achieved through comparison with other organizations.
Q: What is LTD Benchmarking?
• LTD Benchmarking gives Learning,Training and Development professionals as well as decision maker a promising approach to optimize
the resource allocation,enhance the LTD benefits and generate new solutions.
• The main purpose of the LTD benchmarking is to enhance the professionalism and the overall performance of LTD in Suzhou,through
systematic and data-based review and mutual supports among the members.
Q: Who are the target contact person in organization for LTD Benchmarking?
• The GM / CEO and the VP HR / GM HR / HR Director, who gives strategic direction of learning,talent and performance improvements,
allocation of resources and supports.
• Training / Talent / OD Manager, who is responsible for learning and development process,aims at operational excellence,builds
evaluation system.
• Training / Learning Specialist, who involves in detail data collection and verification.
Q: What is LTD circle meeting?
• The to-be established sharing community,will than have a regular meeting two to four times a year in the place of one of the member
or the hotel.How often they are going to meet,will depends on the time,interest and resources of the participants.But we do hope that
this benchmarking will be a regular event,as companies would like also to get some more data on the improvement results of their action.
19

20. Learning,TRaining and Development in Organization / October 2013
Hypotheses
Driven
Benchmarking
Approach
and
Measuring
Metrics
Company
features
which may
influence LTD
operation &
performance
Resources
and support
which
organization
provides for
LTD
Results of LTD Performance:
Indicators which differentiate performances
1. Benchmarking starts by an agreement of the focus areas which need to
be improved.
2. Then defining the Activity Indicators which should be impacted by the
operational improvement.
3. Third step will be identifying the relevant Resource Indicators.
4. Last look for comparable organization to join in.
Performance Metrics
LTD Complexity LTD Efficiency LTD Evaluation
2
Training Administration
Needs
Analysis
Beyond the
“Training”
Building Commitment to Learning
Demonstrating
Value
Contribution
Training
Design &
Delivery
Learning,Training and Development
1
Six Core Processes in Learning,
Training & Development
Resource Metrics
Top
Management
Commitment
LTD
Influences
Financial
Investment
Strategic
Involvement
3
Controlled Comparison
Task Volume Financial Resources LTD Resources
4
20

21. Learning,TRaining and Development in Organization / October 2013
Which
Category
does
Your
Organization
Belong
to?
4
6
8
9
• A32 low investment,low top involvement,most
training is internal
• A10 had high LTD capacity & low top involvement
• A20 high top involvement
Tough Child Glorious Child
• High LTD capacity
• High top involvement
• High investment
Ignored Child Spoiled Child
• Poor documentation and unable to provide
detail/structured data
• LTD specialist is lack of experience and/or
expertise in LTD
• Low involvement
• Low top involvement
• Fewer activities
Performance Indicator
Resource
Indicator
- Glorious Child: Both top management and organization give LTD great support and high involvement (more resources),and LTD also do an excellent job
(more activities and high quality).
- Tough Child: Insufficient or even no support from top management for LTD,but LTD professionals overcome difficulties and do a good job.
- Ignored Child: LTD lacks in the support and involvement from top management,meanwhile LTD professionals don’t do much work to show their contribution.
- Spoiled Child: High investment from top management in both financial and involvement aspects,however,LTD professionals’performance is not good
enough,maybe because lack of experience and/or expertise in LTD.
21

22. Learning,TRaining and Development in Organization / October 2013
Challenges
and
Barriers
for
a
Business
Driven
LTD
Techniques for an Effective
Needs Analysis
Creative LTD solutions &
LTD trends
Building commitment to learning
- Balance working and learning
Small size enterprises
LTD evaluation
- Value justification,reporting and
ROI
Portfolios management
- What LTD program?
- Quality vs.Quantity
Commonality of from
all participated companies
Resource Allocation
- Finance,Capacity,Infrastructure
Talent management &
Leadership development
Strategic positioning
- Business alignment
Corporate function & Mid-size enterprises
Building commitment to learning
- LTD selling skills
22

23. Learning,TRaining and Development in Organization / October 2013
Performance-­‐oriented
&
business-­‐driven
LTD
needs
...
MONEY is
NOT ALL what a business-driven LTD need
Results-oriented LTD needs
skill,knowledge & experiences of the LTD professionals
CONTROL on your LTD investment and its impact is
a MUST.
CHINESE LEARNER want to see an instant impact on
their Career Development and Life Quality.
23

24. and, COMING SOON !! Our LATEST books on Global Talent ....
Our first book in the theme of CHANGE ...

25. Thank You
Connect with us :
@htjitra
hora tjitra
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