Chief Learning Officer (CLO) A Facilitated Course For Senior Learning And Development Managers 8 – 11 December 2013 Kempinski Hotel, Mall of the Emirates, Dubai, UAE
5 Key Learning Objectives 1. Communicate effectively with senior managers about strategy 2. Write a value proposition 3. Align the Learning and Development (L&D)/HRD strategy with the organisation’s goals 4. Develop solutions based on latest trends in L&D 5. Ensure that evaluation of learning actually happens
Please bring your laptop
Organised by:
Who Should Attend? • Training and Development Managers who are seeking to influence in the boardroom • HRD Managers Strategic Career Partner
• HR Directors • General Managers – HRD
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Meet Your Expert Course Leader Ian Thomson is a business builder with more than 30 years of practical experience in international business. He is proactive in implementing leading edge change to regenerate businesses to align them with their continually changing markets. He works specifically with organisations in media, engineering, financial services, oil and gas and utilities. The George Washington University School of Business, IIR Middle East’s Academic Partner, is dedicated to excellence: in its teaching and research about management, in the public and private sectors, within the United States and internationally. The school has a 75 year history of preparing men and women for leadership in both the public and private sectors. Known internationally for its dedication to academic excellence, the school draws students from all parts of the United States and around the world. Beyond first class teaching and scholarship, the school’s faculty offers practical experience in the issues and challenges confronting business and government. Its research centres link faculty and students with US and international business and government organisations. Recent distance learning initiatives have expanded the school’s global reach.
Course Requirements And Certificates Delegates must meet two criteria to be eligible for an IIRME/GW Certificate of Completion for a course: 1. Satisfactory attendance – delegates must attend all sessions of the course. Delegates who miss more than 2 hours of the course sessions will not be eligible to sit the course exam
Ian has an MA in economics and finance and a diploma in training management. He is a Chartered Accountant, a Fellow of the Chartered Management Institute, Fellow of the Institute of Leadership and Management and Member of the British Institute of Learning and Development. He is a Certified Master Coach, recognised by the International Coaching Council and a master practitioner of NeuroLinguistic Programming. He is Chief Executive of Leadership International Limited which he formed in 1997 having previously worked as a financial controller, project manager and change consultant. His company provides change consultancy, leadership training and executive coaching in the UK and partners with a leadership development company in Malaysia and the Far East. Ian has extensive experience creating and delivering leadership programmes in more than 30 countries, working with clients such as Astra Zenica, Petronas Malaysia, Royal Bank of Scotland, and Unilever. In the broader field of developing people and organisations, he uses his membership of the American Society of Training and Development to research new themes in HRD and design and deliver a broad spectrum of training and development programmes. He has spent more than 25 years visiting the Middle East and has worked in the UAE, Egypt, Kuwait, Oman, Qatar and Saudi Arabia.
Course Overview
Delegates who do not meet these criteria will receive an IIRME Certificate of Attendance. If delegates have not attended all sessions, the Certificate will clearly state the number of hours attended.
‘Human Resource Development, as an organisational process, comprises the skillful planning and facilitation of a variety of formal and informal learning and knowledge processes and experiences, primarily but not exclusively in the workplace, in order that organisational progress and individual potential can be enhanced through the competence, adaptability, commitment and knowledge-creating activity of all who work in the organisation.’ Harrison and Kessels (2004)
Road Map
This course invites senior Learning and Development managers to identify how Chief Learning Officers should be positioning themselves to be effective producers of business results.
2. Successful completion of the course assessment
IIRME offers three programmes for Learning and Development Professionals, make sure you choose the one that is right for you: Chief Learning Officer For senior learning professionals, this programme is set in the world of strategy – aligning the corporate and learning strategies to deliver significant added value. This masterclass creates the environment in which to develop your value proposition and learning strategy. Certificate In Training Management With a minimum of two years’ experience in the learning function, this programme extends the learning away from the coordination role into a consulting role supporting business managers to make positive change. Certificate In Training Coordination The programme is for new and recently appointed training officers, training coordinators and HR professionals responsible for training and development.
What do you need to do to move to the next step? • Really understand strategy • Align learning with the corporate strategy • Clarify what you should offer to the organisation • Develop relationships that focus on resolving performance issues • Write policies that define the purpose of learning in the organisation • Blend learning methods In this course, you will work with like-minded people striving to make the learning professional relevant to their organisation. Deliverables from the course are absolutely dependent on the delegates, but might include a value proposition, a new learning strategy, a draft policy document, new ways of developing learning needs, more flexible delivery of learning. Although the course has structure, you will define the direction and provide most of the inputs. Overall, you will identify a strategy to encourage the visible support of senior executives, linking learning to measurable performance and broadening the department offerings beyond formal classroom training.
T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/chieflearningofficer
Chief Learning Officer (CLO) 8 – 11 December 2013 • Kempinski Hotel, Mall of the Emirates, Dubai, UAE Course Timings: Registration and coffee will be at 07:30 on Day One. The course will commence at 08:00 and conclude at 14:30 with lunch. There will be refreshment breaks at approximately 10:30 and 12:30.
Course Methodology The course will be conducted as follows: • Our approach seeks to produce practical outcomes at all times – accordingly, you will be encouraged to form into groups to look at specific topics in depth as the course progresses. You will then report back in plenary sessions • Each module will incorporate periods of research, group discussion and analysing the steps required to make the learning function more effective • The course may be supported where appropriate by short presentations by the facilitator • It uses your own experiences and your current focus on your function’s development • It is essential that each delegate has access to a laptop: the hotel provides internet access and you will use this during your research periods • The course will be measured by the specific output of each delegate in relation to their organisation. This is not a taught course – it depends on the maturity of the delegates to bring their challenges with them and then be able to participate in their solution
Day One
Module Three: Getting The Policies Right With some clarity on what value it seeks, it may be useful to set out the policies of the function – what you do, who does what, how to analyse learning needs, how to deliver learning needs, how to evaluate etc.
Day Three Module Four: Blended Learning – Creating Effective And Efficient Solutions And Interventions Classroom learning is still a critical delivery method. However, we should recognise that up to 70% of learning happens without the function's intervention. Thus, when we do support learning, it must be in a way that aligns with the needs of the learners. With Generation Y, it is even more important that a blend of learning is used. Reading: Mobile learning: Delivering learning in a connected world Module Five: Evaluating The HRD Function Evaluation has been a real problem in the profession. In fact, it is difficult to imagine any other profession which has such poor processes to evaluate its contribution. ROI is not appropriate in many circumstances – reducing learning to a single financial number is often difficult and expensive. Meeting expectations is a more appropriate approach – using the new models of Kirkpatrick, Phillips and Pollock. In addition, we need to report to senior managers our involvement in successes – whether it is meeting manager expectations for competence improvement or delivering new competencies or participating in a major change programme.
Introduction • Objectives • Your needs Module One: The Strategic Partnership It is critical that Chief Learning Officers get into the Boardroom where the strategy is developed. The CLO’s unique perspective on change brings clarity to the issues for all employees faced with change and having to go through the process of learning to work in new roles, in new departments, in new businesses. Too many changes have failed, not because of poor planning but because too little time was spent on leading people through the change and giving them the resources to make the change. In this module, you will review strategic models, in particular the Porter Five Forces model. This model is the basis of any organisation’s strategic intent and can also be used to develop further thinking on the learning function itself. Reading: Developing results: Aligning learning’s goals with business results • • • •
Reading:The global workplace: Learning beyond borders
Business strategy Five drivers of strategy Understanding the customer Threats, opportunities, strengths and weaknesses
Day Two Module Two: The HRD Value Proposition In this module, you are invited to consider your unique offering as a service function by developing a value proposition: this forms part of the brand imaging of the function. The Proposition, as developed by David Ulrich, seeks to position the function by stating what value it contributes to its organisation. With the corporate strategy clearly stated, this helps the function and its customer to understand what it does – from an administration function to the leader of organisational development.
Reading: 2012 ASTD State Of The Industry report
Day Four Module Six: Effective Relationships With clarity of purpose, policies, offerings etc, you need to influence your stakeholders. At one level there are the CEO and the executive board who need to support the new way of working and encourage operational managers to take the development of their people seriously. Reading: Suite synchronicity: Exploring the relationship and alignment between the CLO and the executive team Once senior managers are signed up, there is a need to work with operational managers to define clearly the changes they require to happen for their people and their team. Consulting skills and in-depth analysis must be undertaken to ensure not only that the learning is clearly defined but that all parties are committed to its application in the workplace – the manager, the learner, the facilitator/coach and the learning professional. Module Seven: Action Plan As the course comes to an end, you are invited to detail the action plans which support the changes you seek to make in your organisation.
Would you like to run this course in-house?
The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts
T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/chieflearningofficer
Chief Learning Officer (CLO) 8 – 11 December 2013 • Kempinski Hotel, Mall of the Emirates, Dubai, UAE FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 21743 Dubai, UAE
+971 4 335 2437 +971 4 335 2438 register@iirme.com
www.iirme.com/chieflearningofficer
DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com WEB BC4739 Event
Course Fee Before 22 September 2013
Course Fee Before 13 October 2013
Final Fee
US$ 3,895
US$ 4,395
US$ 4,695
Chief Learning Officer (CLO)
8 – 11 December 2013
WOULD YOU LIKE TO RUN THIS COURSE INͳHOUSE?
Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions and successfully complete the course assessment will receive an IIRME/GW Certificate of Completion.
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