L&D: Tuesday L&D Processes Audit 02: T&D Advisory Process

T&D Process 12.2: T&D Advisory Process

Note: In my 2001 book I continued my decades old name for the profession as T&D – Training & Development.

Convert for your use as necessary. I will use both T&D and L&D in this weekly series for 2018.

Slide1

Not all loose processes need to be tightened up.

You should only do that Investment if the Returns warrant.

Slide2

Learning By Design vs Learning By Chance

When the Cost of Non-Conformance of poor Process/people Performance warrants the Investment in T&D/ Learning/Knowledge Management Content – then make those investments.

And – just because an L&D profession can determine a valid Learning Need and gap in Content – does not in and of itself warrant meeting that need – in any manner.

It’s a Business Decision. 

Slide3

The L-C-S Framework View

I use both views…

Slide4

Overview of the Big Picture

Slide5

T&D Process 12.2: T&D Advisory Process

Process Purpose

The T&D Advisory Process is a set of advisory committees/councils that identify and communicate to the board of governors the parochial, high-payback, potential targets. They then oversee and conduct the approved, targeted T&D project efforts for their area of concern. The advisory committees/councils are immediately below the decision-making body of the board of governors of the T&D Governance Process.

Process Description

The advisory groups represent the needs of the business. This process is intended to look out for the parochial needs of the individual business units, and/or functions, and/or major processes of the enterprise, and the “expertise disciplines” as well.

Their structure depends on how the customer groups are structured. That could be along business unit lines, process lines, or functional/discipline lines. As always, it depends on the organization. Form should follow function.

The preference for structure should typically go toward functional/discipline over process-based councils due to the similarity of T&D need within a functional group.

Ignoring the value of the function was a mistake of the quality movement. Taking away the “homeroom” of peers in their function and strewing them up and down the processes as organizations reorganized into the natural process flows was an antisocial move from the viewpoints of many of the citizens of the enterprise.

Enterprise T&D needs may more often fall in line with a functional/discipline segmentation scheme that recognizes and addresses the uniqueness of the focus of varied business units. This occurs after recognizing and addressing all of the “common needs” of all of the target audiences, such as mechanical engineers, merchandisers, finance professionals, human resource professionals, welders, or maintenance crew members.

The opportunity to see common needs, as well as unique needs (for, say, marketing professionals or welders), is easiest when the T&D Advisory Process is not process oriented, which may change over time, but focused on the discipline first and their related processes second. The performance orientation to T&D (which will be addressed later for positions 5 and 6 on the clockface) ensures that the specific process-related needs for those disciplines will be properly addressed.

No matter how you structure the T&D Advisory Process, the goal is to elicit the T&D needs from the entire organization in a systematic manner so that business decisions can be made about real, high-payback needs. With priorities in hand, the Advisory Process then drives the T&D efforts according to the level of resources that the enterprise is willing and able to invest based on the anticipated/projected returns.

It is still a business decision, even for a learning organization

The T&D Advisory System directs the T&D product and service “lines” definition and design processes, in terms of which priority target audiences need to be addressed with products and services. This is accomplished via the establishment of Project Steering Teams for each effort.

The team members are handpicked by the advisory committees. Project Steering Teams may be disbanded after their projects have been completed, or they may be kept intact for when the high-priority gaps are addressed later by the T&D Product and Service Line Development/Acquisition processes. They would then oversee those T&D project efforts as well.

The designated Project Steering Teams populate the high-priority projects, established by the advisory councils, with members for the various teams on those projects, and then oversee each project to ensure high-payback return on investment and economic value add.

The T&D Marketing and Communications System communicates the messages consistent with the enterprise leadership’s desires and directions.

The T&D Financial Asset Management System identifies where the financial resources are going to assist in the stewardship role of the T&D Governance and Advisory System.

The T&D Advisory Process interfaces with many of the other T&D systems and processes in their effort to determine and prioritize the needs of the enterprise, and manage the efforts to meet those needs.

For More About This Process In the T&D Systems View

See my 2001 book: T&D Systems View.

Slide6

Click on image to link to the download page.

T&D Systems View is also available as a $15 Paperback book – and $7.50 as a Kindle – for more information and/or to order – please go – here.

This 2018 Weekly Series Continues Next Tuesday

For Past Series Posts search this site using: “Tuesday L&D Processes Audit”

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