Ucisa Usg Keynote 091210
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Why standing still wont work anymore Tim Hunnybun a time of challenge or opportunity?
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Transcript of Ucisa Usg Keynote 091210
Why standing still wont work anymore
Tim Hunnybun
a time of challenge or opportunity?
2010
Challenge 1
The „current economic climate‟
Challenge 2
The „new user‟ v the „old user‟
Challenge 2
The „new work‟ v the „old work‟
What percentage of the knowledge you need to do your
job is stored in your own mind?
Robert Kelley, Carnegie-Mellon University, longitudinal study with
knowledge workers
What percentage of the knowledge you need to do your
job is stored in your own mind?
Robert Kelley, Carnegie-Mellon University, longitudinal study with
knowledge workers
What percentage of the knowledge you need to do your
job is stored in your own mind?
Robert Kelley, Carnegie-Mellon University, longitudinal study with
knowledge workers
What percentage of the knowledge you need to do your
job is stored in your own mind?
Robert Kelley, Carnegie-Mellon University, longitudinal study with
knowledge workers
source: Jane Hart 2010
...and let‟s not forget
Challenge 3
Has L&D lost the plot?
Threats to your ability to capitalise on
economic recovery
Source: Capita report “Learning to change”
Do you believe your L&D function can deliver the
necessary training for recovery?
Source: Capita report “Learning to change”
Do you feel that L&D strategy and delivery are
aligned to operational strategy?
Source: Capita report “Learning to change”
Source: Capita report “Learning to change”
“The inescapable conclusion is that L&D
has been stuck in a „business as usual‟
mindset through changing economic
conditions - a problem recognised by
almost two fifths of senior managers.”
• Still proudly calls itself a training department
• is totally addicted to face-to-face delivery
• Has its own portfolio of courses that are run year after year
• Never has the budget or time to work outside its pet programmes
• Believes what it teaches is the right way, regardless of what the broader community is
saying
• Defends the need to maintain an in-house residential centre despite exceeding costs
• Will not cut the length of programmes
• Refuses to reduce long lead times for new programmes
• Boasts that its happy sheets reveal 75% of participants thought their courses were
good or very good
• is openly contemptuous of any programme developed outside the training department
Source: Nigel Paine, former head of learning at the BBC
Indicators for a learning operation in difficulty
Opportunity 1
Change the model
Deliver Appropriate Learning
Servicedeliverymodel
WhatITskillsstaffneed?
WhatITskillsdostaff
have?
Whereshouldwefocuseffort?
Aretheskillsconsistent?
Isthelearningeffec ve?
Deliver Appropriate Learning
Get Inspired
Opportunity 2
Demonstrate effectiveness
What is the Value?
What is the need?
Did it deliver?
Value
Value = Costs and Benefit
(very simplified! - google Allan Bellinger for a proper explanation)
For example...
Should we run a £5,000 project to train 200 staff in email management?YES!
Value = 200 x £75.74 = £15,147
ROI = 3:1
Need
Assessment
What is the Value?
What is the need?
Did it deliver?
Opportunity 3
Become part of the future
Deliver what the university needs
• Know their goals, their pressures and support them
• Find out why people don’t interact with you
• Provide the service of choice
• Don‟t be precious
• Talk their language
Broadcast your success!
Delivering good training isn‟t good enough
• Look at this as an opportunity to change
• Don‟t allow anyone to see you as a service (that can be cut!)
• Remember ALL of your customers
• Collaborate!
• Innovate!!
