Training Industry Magazine - November/December 2016 - 49

THERE IS A LACK OF STRONG
ALIGNMENT BETWEEN TRAINING
PROGRAMS AND THE CURRENT
STRATEGIC AND OPERATING
PRIORITIES OF THE BUSINESS.

5. Re-evaluate build versus buy.
6. Optimize volume and consumption.
Reviewing each course for its business
alignment forms the basis of this stage of
portfolio transformation.
The assessment criteria at this stage include:
* Is the content optimal?
* Is the learning effective and retained?
* Is the learning realistic and
applicable to the work context?
* Are there any learning gaps that
the course does not address?
* Is there a method to measure
whether the business objectives of
this program are being attained?
* Are the business objectives of
this program being attained?

rationalization step is not required, and we
can instead jump right into optimization.

Effective governance models have the
following four components:

Key Activities

* Governance organization

The activities during this stage are similar
to Stage 3. However, the focus is on inhouse courses.

* Processes and templates

STAGE 5
FORMULATE GOVERNANCE PROCESS
What makes portfolio transformation
"transformational" is the insertion of a
wedge that ensures that the improvements
do not slide back over time. The objective
of Stage 5 is to define for the organization
a set of processes and structures to ensure
that the portfolio does not become
suboptimal. This goal is accomplished by
creating a documented, shared, agreed
upon and staffed governance model that
enables the organization to maintain a
transformed learning portfolio.

Once the business relevance of a course is
confirmed, the next step is to determine
ways to make it more effective and
efficient, which can be through levers such
as changing delivery modality, optimizing
volume and consumption, and reviewing
delivery time.

Governance Model

STAGE 4
OPTIMIZE IN-HOUSE COURSES

Here are three guidelines when designing
and setting up a governance model:

The objective of this stage is also to drive
stronger business alignment and value.
However, the focus is now on the in-house
courses. Unlike third-party courses, the

* It should be non-bureaucratic.

Governance models fail to deliver their
promised value when they are bureaucratic,
complex and time consuming. A governance
model with these characteristics will drive
the business to find its own alternate
methods of providing training.

* It should be simple to implement and use.
* It should be responsive to business needs.

T R A I N I N G I N DUSTR Y MA GAZ INE - TRENDS201 7 I WWW.TRAI NINGINDU S T RY . C OM/ MAGAZ I NE

* Dashboards
* Workflows
STAGE 6
CONTINUOUS IMPROVEMENT
To commit to continuous improvement,
review the rationalized and optimized
learning portfolio once every two years
to identify opportunities for further
rationalization or optimization.
Key Activities
* Document long-term
improvement goals.
* Track and review progress
against the goals.
* Identify and manage any new
transformation opportunities.
From time to time, there may be big
changes in business strategy; a new,
large organization; or a new business
launch that may require the organization
to repeat the portfolio transformation
process in full or in part.
Pooja Singh Mehta is the regional vice
president of consulting and advisory services
at NIIT. Email Pooja.

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