I'm the process of working on a new performance management tool and have run into a stumbling block. Here's how things currently work:
April -- service plans published and initial objective-setting meetings held
December -- mid-term reviews and identification of L&D needs
Jan - March -- collation of identified L&D needs to form a service plan, which is agreed by 1 April to coincide with the beginning of a new financial year
April -- new service plans published and new objectives set
The problem is that L&D needs aren't identified until 6 months after objectives are set and aren't actually delivered on until at least a year after the initial discussion. That is to say that L&D interventions being delivered in April 2013 will be based on the L&D needs identified in December 2012, which are based on the objectives set in April 2012.
Not very efficient, is it?
But how do we do it differently? The initial objective-setting meetings must take place in April, as that's when the new service plans are published. I think the L&D needs should be identified at the same time, but that means that we won't be able to start delivering on them until June/July at the earliest, meaning we'll never have a full financial year's budget allocation for L&D.
How are things done at your company?
3 Responses
A different approach to L&D Curriculum planning…
I haven’t worked in many companies where individuals Objectives / PDP’s are aligned close enough to the business strategy and objectives (and although many of us like to think this is how objectives are set, it at all, we all know that it isn’t how things happen).
The result of developing an L&D curriculum based on the personal objectives of employees, is that L&D loses strategic, commercial focus and instead is viewed as a ye olde training department.
My approach for the past few years is to pull together leadership / management groups and have a discussion like;
(With most senior leaders):What is the business strategy / operating plan over the next 12-18 months? What do our leaders need to know/do differently from where they are now? How can L&D add value to the success of the business?
From this I can establish the ‘themes’ of learning needs (e.g. business requires leaders to be Innovative, resourceful etc)
I then meet with the next level down to drill into these themes to identify specific needs in the different functions/areas.
This tells me what line managers, managers, leaders all need to support the direction of the business, and I can therefore develop the L&D curriculum around this.
My approach won’t work everywhere, but hopefully I’ve given you another idea or two…?
Annual Event Vs Constant Stream
Have you ever thought of leaving behind this approach entirely? And instead work with deparrtments, sections and teams and deliver L&D needs on a specific group to group basis? Level 4 Evaluation becomes very simple and the L&D Departments is seen to be core to the business because it works alongside both the business and against specific projects and outcomes. Just a thought.
A problem shared is a problem halved.
Ellie I’m sure you are not alone in trying to change the way L&D is handled within a company.
Some suggestions of mine are below…
The initial objective-setting meetings must take place in April, as that’s when the new service plans are published.
Who publishes these plans? Can you talk to the departments and managers before these plans are plublished so you can anticipate the learning needs, get input from the managers about their views, ask them what areas do they think need developing?
I think the L&D needs should be identified at the same time, but that means that we won’t be able to start delivering on them until June/July at the earliest, meaning we’ll never have a full financial year’s budget allocation for L&D.
Speak to Finance, explain that L&D solutions won’t kick in until June/July yet you will require a full year’s budget allocation regardless of when the solutions begin.
I know its easier when not involved in the actual company so I’d love to hear what you do and how you get on.
— Blake Henegan
Optimus Sourcing www.optimussoucing.com