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Agenda
• What is Shared Learning Services?• What are the key business drivers “fueling”
Shared Learning Services?• What are the challenges? What are the change
management issues?• Shared Learning Services = Outsourcing• Implementation Model
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Distribution
eLearning
Account and Program
Management
ContentHosting
Learning Applications
Certification
ContentDesign &
Development
LearningContent
Management
CustomContent
Development
ContentAcquisition
SupplierContracts
Management
CurriculumStrategy &
Design
CapacityPlanning
Training Admin.
Plateau Admin.
Instructors
Classrooms
LearningNeeds
Analysis
LearningNeeds
Analysis
Logistics & Scheduling - Students, Materials, Facilities and Instructors
Reporting
Communications
Enrollment
FinancialTransactions
Learning Services
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Shared Learning Services: What is it?• Shared Learning Services
– A structure and governance model for coordinating, managing, delivering and measuring an organization’s core learning services
– Shifts common activities from individual business units to a centralized operation to reduce costs and improve service quality
– Improves overall efficiency and control while giving every business unit access to functionally deep and talented resources
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Learning Governance ModelsDe Centralized
• Business units (BU) own and operate independent learning teams
• Each learning team manages their own budgets, metrics, resources, learning systems and 3rd party vendors
• Increases organizational redundancy / Decreases bureaucracy
Centralized
• Control over all aspects of Learning through a single centralized learning organization reporting to CLO
• Accountability for enterprise-wide budget, metrics, resources, systems and 3rd party vendors
• Reduces redundancy / Increases bureaucracy
Terry ThompsonUSP Lead
Barbara KeenHead, Global Learning
and Development
Karen BickGlobal Leadership &
Management Development
Bill FavierBMS Lean Sigma
Training
Peter JonesGlobal Learning
Services
Cindy McManusLearning
Transformation & Productivity
Terry ThompsonGlobal Commercial
& Corporate Learning
Emily HeapsR&D Division Lead
Mary HendricksonTech Ops Division
Lead
Monika EifertEurope Region Lead
Kelly PolancoIntercon Lead
Ivy LiAsia Pac Lead
Terry ThompsonUSP Lead
Barbara KeenHead, Global Learning
and Development
Karen BickGlobal Leadership &
Management Development
Bill FavierBMS Lean Sigma
Training
Peter JonesGlobal Learning
Services
Cindy McManusLearning
Transformation & Productivity
Terry ThompsonGlobal Commercial
& Corporate Learning
Emily HeapsR&D Division Lead
Mary HendricksonTech Ops Division
Lead
Monika EifertEurope Region Lead
Kelly PolancoIntercon Lead
Ivy LiAsia Pac Lead
Federated
• Centralized learning organization develops enterprise programs, sets standards, and manages enterprise learning systems
• Business Units responsible for local learning strategy alignment / development as well as learning delivery for BU specific functional learning
CLO
Shared Learning Services
CLO
Shared Learning Services
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Shared Learning Services
Learning Technologies• LMS • LCMS• Virtual Classroom• Pod/Video Casts• Social Learning Tools• Vendor Management
Learning Technologies• LMS • LCMS• Virtual Classroom• Pod/Video Casts• Social Learning Tools• Vendor Management
Learning Content Design and Development
• ISD / Story Board Creation• Authoring / Assessment• Enterprise Content Library
Management / Integration• Vendor Management
Learning Content Design and Development
• ISD / Story Board Creation• Authoring / Assessment• Enterprise Content Library
Management / Integration• Vendor Management
Learning Administration / Operations
• Registration Services• Class Optimization, &
Reporting• Classroom Management• Financial Management• Vendor Management
Learning Administration / Operations
• Registration Services• Class Optimization, &
Reporting• Classroom Management• Financial Management• Vendor Management
Learning Strategy• Business Goal Alignment• Performance Consultation• Needs Analysis• Job/Competency Models• Curriculum Planning• Learning Project Mgmt.
Learning Strategy• Business Goal Alignment• Performance Consultation• Needs Analysis• Job/Competency Models• Curriculum Planning• Learning Project Mgmt.
Learning Delivery• Facilitation• Program Evaluation• Surveys
Learning Delivery• Facilitation• Program Evaluation• Surveys
• Shared Learning Services– Shifts common activities from individual business units to a
centralized operation to reduce costs and improve service quality– Improves overall efficiency and control while giving every
business unit access to functionally deep and talented resources
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2008 Learning Governance Survey – Key Findings
• 86% of organizations do not have an enterprise-wide plan for learning that spans the organization
• More than two-thirds (69%) say that learning roles and responsibilities are not optimally aligned across the organization (suggesting improvements needed)
• 89% report low to moderate consensus on how to evaluate the learning function
• 70% of respondents indicated having established a ‘shared services’ role for learning in their organization (underscoring this capability as an emerging ‘best practice’)
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Key Components of Shared Learning Services
• Formalized work intake processes and project, resource, and cost tracking mechanisms
1. Portfolio Tracking and Management1. Portfolio Tracking and Management
• Continuous improvement mindset towards optimal efficiency
2. Operational Excellence2. Operational Excellence
• Defined measures on the agreed commitments (quantities, service levels and budget)
3. Service Quality3. Service Quality
• Ability to quantify and measure the cost of learning services/products delivered
4. Financial Stewardship4. Financial Stewardship
• Ability to scale workforce based upon work volume
5. Variable Workforce5. Variable Workforce
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Shared Learning Services: Challenges
• Alignment• Operating Model• Metrics / ROI• Bureaucracy• GLOs – Guerilla Learning Organizations• Change Management
– Loss of Control / Oversight– Perception of Quality– Uniqueness
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Is Shared Learning Services a sly first step to Outsourcing?
• 3rd party comparisons (costs, operating model, capabilities, etc) are easier to evaluate
• Organizational change management issues regarding migration to Shared Learning Services model / outsourcing partner are similar
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Shared Learning Services Implementation Model
• Assess• Design• Develop• Change / Implement• Evaluate
Assess
Design
Develop
Change/Impleme
nt
Evaluate
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Assess
• Identify the key stakeholders who represent learning, business lines, etc.
• Assess current training needs, practices and business drivers• Assess overall learning infrastructure and services
(programs, systems, headcount, vendors, etc.)• Assess effectiveness of current Learning Governance Model• Identify organizational redundancies, efficiency and cost
savings opportunities• Create Business Case
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Design Learning Services Organization
• Determine future state Governance Model– Align “centralized” Learning Services against
Governance model; account for localization requirements
– Design Learning Services Organization• Portfolio Tracking and Management• Operational Excellence• Financial Stewardship• Service Quality• Variable Workforce
– Identify opportunities to partner with 3rd party providers for selected services
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Develop
• Facilitate the process of getting key stakeholders to buy-in to a strategic vision for learning services– Develop a Learning Services organization that is
aligned with strategic vision• Develop processes to optimize investment and re-use of
training assets and resources across the enterprise• Establish guidelines and standards for the tracking and
measurement of training activity, spend, resource and vendor utilization, content re-use, and effectiveness
• Develop processes and tools that generate transparency of training offerings, participation, roles, costs, and results
• Create vendor strategy, processes, rationalization • Establish management and maintenance processes• Create evaluation, feedback and effectiveness measures
– Create an change management / implementation strategy for the Learning Services organization
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Implement
• Create broad stakeholder buy-in• Train and implement• Highlight successes and mitigate challenges• Communicate