2. #TICEVIRTUAL @trainingindustr
Use What’s in Your Hand? Establishing an L&D Plan
with Lean Funding and Human Resources
Principal Consultant
3C’s Training Group, LLC
drkristalwalker@gmail.com
@drkristalwalker
Dr. Kristal Walker, CPTM
6. Use What’s In Your Hand:
Establishing an L&D Plan
with Lean Funding and
Human Resources
2019 TICE VIRTUAL CONFERENCE
Dr. Kristal Walker, CPTM
Principal Consultant
@DrKristalWalker
9. Audience Poll #1
What is the size of your L&D team?
A. I’m a team of two if you include my shadow…
B. Our small team of 1-5 L&D professionals works wonders
C. We’re fortunate to have a 6-10 member L&D team
D. OMG!We’re killing it with our team of 10+ L&D professionals
10. Audience Poll #2
What’ the size of your L&D budget?
A. Are you serious? What’s a budget?
B. We have about two fish and five loaves of bread (barely enough)
C. Our L&D budget is allocated on an “as-need” basis
D. We have access to all the funding necessary to design, development, implement,
and measure our L&D strategy
11. Audience Poll #3
Our company has an official L&D Strategy
A. Yes
B. No
C. Sort of/Kind of
12. I have a very
limited budget…
…I have very limited
human resources
14. A Tale of Two Perspectives
EMPLOYEES
90 Degree Perspective
EXECUTIVES
360 Degree Perspective
15. Audience Poll #4
As an L&D professional, I clearly understand our company’s strategic
goals and objectives?
A. Yes
B. No
C. Company goals change too often for me to grasp
D. We don’t have strategic goals and objectives
16. Are we innovative
enough to withstand
market trends?
Are we legally
compliant in our
business practices?
17. Interpretation of Leadership Language
Leadership Language Business Impact L&D Consideration
Are we generating
a profit?
Sales, Gross Margin
& EBIDA
Will the L&D strategy contribute
to the bottom line?
Is our staff happy? Talent and Succession
Will our L&D strategy build a
pipeline of qualified & diverse
talent?
Are we innovative enough
to withstand market
trends?
Business Sustainability
Does our L&D strategy consider
the current and future needs of the
business?
Are we legally compliant
in our business practices
Federal, State &
Stakeholder Compliance
Does our L&D strategy consider
federal, state, and
board/shareholder regulations?
Are customers satisfied?
Service & Brand
Reputation
Does our L&D strategy consider
the needs of our customers?
18. Gateways to Learning Leadership Language
Mega Channel:
Company News
Mega Channel:
Town Hall Meetings
Mega Channel:
Financial Reports
Micro Channel:
1:1 Check-ins
Micro Channel:
Team Meetings
Micro Channel:
Direct Ask
ConventionalApproach
(MegaChannels)
RelationalApproach
(MicroChannels)
19. Determine the leadership language of your
organization
Prioritize the language based on
short/long-term wins
Translate the language
into KPIs and Training
Categorize needs per
the employee life
cycle
Convert Language into Training
23. The best place to identify employee skills gaps is during the initial needs assessment
with stakeholders.This very important step coupled with the organization’s
leadership language will inform the direction and output of your L&D Strategy.
24. Formula for Aligning Skills
with Customer Needs
Identify satisfaction and
engagement sources
Assess gaps that training
could address
Determine KPIs to monitor
and measure
Foundational Content forYour L&D Strategy
27. Audience Poll #5
L&D Professionals within my organization are clear on their roles and
responsibilities.
A. Yes
B. No
C. Our roles change based on the needs of the organization
29. Optimize the Employee Life Cycle
Stakeholder Action Pre-
Boarding
Onboarding Inboarding Off-
Boarding
Organization Communication Task Task Task Task
Training Task Task Task Task
P&P Task Task Task Task
Specific
Department
Communication Task Task Task Task
Training Task Task Task Task
P&P Task Task Task Task
Employee Communication Task Task Task Task
Training Task Task Task Task
P&P Task Task Task Task
30. 8 Components of an Effective
Learning & Development Strategy
1. Executive Overview
2. Definition and Overview of Audience
3. Overview of Business Objectives
4. Assessment of Client and Business Needs
5. Assessment of Training Organization’s Capabilities
6. Short-Term Objectives (12 months)
7. Long-Term Objectives (2-3 years)
8. Obstacles,Threats & Contingencies
Source:Training Industry’s CPTM Program Curriculum
32. Partner with applicable stakeholders during the appropriate phases of the
employee life cycle. Be sure to get a commitment based on their area of
responsibility. Remember, you can’t and shouldn’t do it all.
35. #TICEVIRTUAL @trainingindustr
Sponsor
Poll Question
Does your organization currently have
educational partnerships with:
• Colleges/Universities
• 3rd party education vendors
(organizations that offer multiple learning
solutions to several different companies)
• Neither
• Both
snhu.edu/work
36. #TICEVIRTUAL
@trainingindustr
Agenda
12:00 p.m. Use What’s in Your Hand? Establishing an L&D Plan with Lean Funding and
Human Resources
Dr. Kristal Walker, CPTM, 3C’s Training Group, LLC
1:00 p.m. Revving Up the RFP Engine for an Online Training Vendor
Greg Rider, EmblemHealth
2:00 p.m. Using Personas for a More Personalized Learning Experience
Jeremy Kestler, SAP
3:00 p.m. Forming a Global L&D Team: What Nick Fury and the Avengers can Teach Us
Scott Farley, Komatsu
CONFERENCE BREAK
PRESENTATIONS WILL RESUME SHORTLY.