Training Industry Magazine - Training Outsourcing 2015 Special Edition - (Page 8)

Be the CEO OF YOUR LEARNING ORGANIZATION USING BUSINESS TOOLS TO MANAGE YOUR LEARNING FUNCTION By Keith Forshew and Rich Mesch We hear a lot about operating the learning function as a business. But what does that really mean? Managing the learning function like a business means aligning the learning organization with business goals and demonstrating its value using metrics that matter to the business. A few years ago, industry analyst Jack Phillips published research that dealt the training and development field some tough love. His poll of top executives at large global organizations told us something we may have already suspected: Business decision-makers have trouble understanding the value of corporate training. But Phillips' research also offered some insight into how to solve that problem: Those executives said they would see the value of training if they understood how it drives success. up, new projects appear on our to-do lists, or a major initiative that was scratched from the previous year's agenda shows up on this year's. So how can you help executives understand how learning drives business success? By using the tools, processes and metrics of a business and managing your demand curve and supply chain. Here's how: LEARNING DEMAND IS PREDICTABLY UNPREDICTABLE Remember the movie "Groundhog Day"? Bill Murray's character lives through the same day again and again. At first, he makes the same mistakes each time, but eventually, he learns to adjust his behavior. Given the opportunity to learn, he does things differently and creates a better future. Sometimes running a corporate learning department feels like "Groundhog Day." Every year, we try to plan for our organizations' learning needs, and every year, unexpected demands come 8 If something happens every year, it's following a predictable pattern. Once we identify that pattern, we can analyze and plan for it. That pattern will still have unpredictable elements, but we can build a system that accounts for unpredictability and allows us to deal with it quickly and effectively when it happens. STEP 1: GETTING OFF THE ROLLER COASTER Like it does in most organizations, your learning demand curve probably looks like a roller coaster. Periods of high demand for learning resources may be followed by periods when demand flattens or drops, followed by additional periods of high demand. This curve can make resourcing difficult and create sleepless nights for learning managers. You can begin to tame the learning demand curve by understanding it. You probably think the high-demand periods are the best, because everybody wants your services. The truth is that your high-demand periods cost the most, either in staffing, use of contractors, or compromises on quality or delivery timeframes. SOMETIMES RUNNING A CORPORATE LEARNING DEPARTMENT FEELS LIKE "GROUNDHOG DAY."

Table of Contents for the Digital Edition of Training Industry Magazine - Training Outsourcing 2015 Special Edition

Perspectives on Training Outsourcing
Table of Contents
Be the CEO of Your Learning Organization
Training as a Service: Making Training More Effective & Profitable
Finding the Right Training Partner to Minimize Risk in High Consequence Environments
Proving Your Relevance: How to Flex More Muscle Through Outsourcing
Defining the Link between Performance and Results
Higher Value Outsourcing: Moving to an Integrated Workforce Development Model
Five Steps to Ensure a Successful Shift to Digital Learning
I Don't Really Know' is No Longer an Option
Choosing the Right Training Partner & Modality to Achieve the Best Results
Transforming Learning and Development Through Training Outsourcing
Setting the 'Gold Standard' in Video E-Learning
10 Lessons for Success in Managed Learning
How to Select a Provider for Outsourcing Training Services
Three Rules to Begin a Great Partnership with a Custom E-Learning Provider
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Training Industry Magazine - Training Outsourcing 2015 Special Edition