Training strategies need to become learning strategies, with a planned approach to developing a learning infrastructure based on how people learn at work and the future needs of the business. By focusing on how people learn in your organisation we can help you develop a cost-effective learning strategy, which meets business needs.
Developing an overarching learning strategy based on learning principles and encouraging self directed learning can ensure consistency in internal or outsourced provision and establish quality improvements. How can you ensure high quality integrated learning, both in the workplace and on courses, which meets business needs?
We can work with you to review and develop a strategy, which will guide your learning provision and review the learning value of your training activities.
We prefer to work in partnership with internal Training Managers and consultants so that we can assist, often through minimal backroom support in developing a strategy and being a sounding board for future plans.
Example of a Learning Value Strategy process
We have conducted a learning value review in a major consultancy firm with a target of increasing learning by 50% and cutting costs by 25% from a budget spend on training of over �30 million. This review process includes an inquiry into current best practice in learning in the workplace across the company, and recommendations for ways to increase learning and reduce costs. Whatever the scale of your training budget, such a review can give you valuable information on how people learn in your organisation, where the blocks to learning occur, how best practice can be promoted and costs reduced.
Some of the areas this has covered include:-
| * | How training can be more cost effective and act as a springboard for learning on the job. |
| * | How learning on the job can be better enabled through both structured processes, shifts in the culture and by specific interventions to remove learning blockages. |
| * | How learning and development can happen in the context of individuals being members of multiple teams, many of which are virtual, and how it can support development of communities of practice that are constantly learning and developing at the cutting edge. |
| * | How the organisation can support effective unlearning and agile transitions for people from one career phase to the next. |
| * | How the daily activities of meetings, Lotus Notes and other forms of internal communication ("the live-ware ritual") can become more effective and places of continuous learning and development. |