Aligning training and development with the company’s strategic direction is important to ensure that training contributes to business success. Companies need to identify what employee capabilities (e.g. knowledge, skills) are needed and whether training programs and services are helping to improve these capabilities. Finally a supportive work environment is necessary for employees to be motivated to participate in training and learning activities, use what they learn on the job, and share their knowledge and work with others.
Michael led the development of Bose Production System University, modeled after the Toyota Production System. Graduates of the program rated the learning and application of the "new" way of doing business as the most impactful and significant change in thinking and approaching their work. The impact of implemented Lean in the business resulted business benefits not imagined. In most cases improvements to quality, service, delivery and time were improved by 50%.
"I really enjoined the class and it opened up my mind to give VLE another try. Also helped me to be more proactive in recreating and updating our training department. Blended learning is something we will be implementing in the near future. Mike, keep up the good work and thank you for everything."
"A few years ago when Michael joined BOSE company our training department was an average organization with average results and so-so accomplishments. Under Michael's leadership BOSE joined the ranks of the companies with World Class Training Organization and the program that made significant difference in our workforce performance."
"I have had the pleasure working with Michael as he drove organizational training to a level I had never experienced. His passion for developing learning across varied work functions and topics was only matched by the innovation he applied to the delivery of the training."
"He single handedly brought e-learning to the Company. We all learned from Mike. His energy, commitment and interest in learning and development is contagious. I miss working with him." "Mike was the driving force behind the creation of the on-line learning environment that supported the company's growth over the past 6 years. The highly recognized training program was honored in 2006 as one of Training Magazine's Top 100 programs."
"Michael is organized, efficient, extremely knowledgeable, and has an excellent knowledge of learning systems and programs to facilitate learning."
"I have come to know Mike as very nice and one I can trust, who I have truly enjoyed working with."
"He developed and implemented a remarkable, ground-breaking measurement strategy to assess the efficiency, effectiveness and alignment of a global management program."
"Michael has vast expertise in the areas of adult learning theory and design/delivery of learning solutions in multiple formats"
"Mike is highly passionate and thoughtful in all he does, which was an inspiration to me personally and to many other team members as well"
Talent Management is about developing appropriate learning strategies to support the employees from hire to retire. It is a more comprehensive view of learning than the traditional Training & Development functions.
This typically includes developing a highly collaborative environment with key players such as Organizational Development, Talent Acquisition, HR Business Partners, Learning, Learning Technology, external vendors and management, in order to develop a comprehensive learning strategy and change management plan that ensures success. The goal is learning how to focus on the critical few initiatives that support the business strategy, and doing them right to produce the intended results. Since these initiatives are typically broader and more comprehensive in nature, learning how to manage these as strategic learning initiatives is critical.
Strategic Learning Initiatives
Understanding the strategic priorities of the business, these are transformed into competency gaps. A comprehensive learning strategy is developed to consider a make or buy decision for content and/or delivery. OD resources are used to develop a change management plan to ready and engage the target audience and their management, to set up the learning for success.Click here to Read More
Program and project management disciplines are used to manage the initiative, along with defining the analytics that will be used to measure the results. A desired goal should be to develop the participants into the teachers, by providing them with basic facilitation and presentation skills, and creating a learning organization.
The work here focuses on transforming learning functions into high performance learning organizations, by developing the talent management and learning leaders. An assessment is made using my Training Manager Competency Matrix to identify strengths and development areas, used as input to their development plan.Click here to Read More
If we are making an impact, then let’s be proactive and share the story with others using the language of business, analytics. We are in an age of continuous data, which is then transformed into meaningful information and used to make quick decisions as the pace of work environments quickly escalate. The field of HR Analytics has grown significantly, which includes the focus on how competent our employees are to meet the new challenges and changes. The foundation for creating your learning analytic measures is first understanding training as a core process.Click Here To Read More
The power of learning analytics is not only in sharing the story, but also in gaining accountability on the key players’ parts by tying the KPI’s to their individual performance goals. Consideration of new analytic frameworks along with the traditional Kirkpatrick measures is recommended.
Consider this: five years ago, TA was an after-thought, often seen as merely a necessary business process, but now, in 2014, TA is a business-critical partner. With a strategic focus on how organizations attract and engage talent, TA professionals are moving quickly to reinvent themselves so they can keep up with the ever-changing talent landscape. Bersin Research, 2014
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Companies use Onboarding to welcome new hires, but it can be SOOO… much more than that. Onboarding is a strategic tool for companies to attract, ready, engage and retain new employees so that they achieve high performance levels in the shortest period of time.
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Strategic Learning Consultant
Problem solving is used to identify the root cause(s), determining whether the issue is a training or leadership issue. This is followed by brainstorming options that will resolve the root cause. Methods to measure current and future state are identified to assess whether the solution is working. Once the agreed-to solution is defined, the focus is on forming and developing the implementation team. The initial work is on the design of the solution, launching the program while closely monitoring and tweaking as needed, and tracking our results. My favorite framework for the design, implementation and evaluation of the learning initiative is the PDCA model. The ideal is identifying an individual in the organization to work closely with in order to learn the methodologies being used for future initiatives.
"Related to training and talent management work, the goal is to first educate senior management, where needed, on the potential and value learning provides to an organization, its strategic fit. The Five Tenets for Effective Learning are reviewed and assessed. The emphasis is initially on the foundation of a learning organization, to ensure that employees are trained to perform their jobs to defined standards. A strong partnership with supervision and management is needed to ensure that they support the learning, to help ensure what is taught is being practiced. Without this partnership, there is little respect for training. Once this foundation is in place, the focus is on maintaining the foundation with an innovative and effective training management system, utilizing learning technologies where cost effective. The work then continues with understanding the business strategy and translating these into competency gaps, prioritizing this work with management to define the critical few. The design phase begins with understanding what elements will be needed to provide a lasting solution, training that sticks!
"The design, function, definition of roles & responsibilities of the learning organization are reviewed. Lean tools are used to define training as a core process along with the critical sub-processes (e.g. technical training, administration, onboarding, etc.). KPI’s are defined for each sub-process along with methods and frequency to collect valid data and chart. Key bodies of work that would follow include; 1) mapping out the process flow for each sub-process, 2) development of a training dashboard, and 3) incorporating key forms or steps as needed (e.g. competency matrix, training methods, etc.)."