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August 2019

Top 10 Elements of an Organizational Learning Strategy

By | Learning | No Comments

A well-crafted and rigorously executed organizational learning strategy can ensure that your learning and development organization supports the business in achieving the strategic goals set forth by senior leaders. Without a clear strategy, learning and development organizations tend to lose focus and effectiveness.

The top 10 elements of an organizational learning strategy provide a framework for creating and executing a strategy within an organization, a function or a department.

1 – Alignment to Business Strategy

How will the learning strategy support achieving the goals of the business? For example, how will it help grow sales by 10% in x market or reduce time to market for a product or service?

2 – Well-Defined Scope

What parts of the business does the learning strategy cover? How will out-of-scope requests be addressed? For example, if the North American Sales organization is included, but Asia is not, define how Asia will be covered.

3 – Governance Model

What process will be used to set priorities? For example, a governance team that represents major stakeholders will own the overall strategy, set decision criteria and meet on a set schedule to evaluate activities.

4 – KPIs

How will results be measured, reported and monitored? For example, speed to competency or the number of “ready now” managers. Make sure to have executive buy-in on your learning metrics!

5 – Funding Model

How will program development and delivery costs be funded? For example, program development and management are funded centrally, and program delivery is funded by the business through an internal tuition program.

6 – Alignment with other Talent Management Work Streams

What other talent work streams are in place or being planned? For example, how is learning connected with onboarding, performance management and succession planning?

7 – Learning Organization Capabilities

What are the roles required to support the learning strategy? For example, if the current staff has significant subject matter and teaching expertise, but very limited instructional design experience, you may need to change the makeup of the team to execute the strategy.

8 – Learning Systems

What learning system capabilities are needed to support the learning strategy? How will employees access learning, register for events, and track their progress? What reporting will you need? For example, can the current system provide reports that support your KPIs? Can it deliver micro-learning?

9 – Innovation, Methods and Tools

What innovative methods and tools will be used to create deliverables and manage processes? For example, defining when Artificial Intelligence is appropriate, standardizing on agile or design thinking methods, or even selecting a common development software such as Articulate.

10 – Marketing and Branding

How will the business know about programs? What branding standards will be applied? For example, will learning have its own brand that aligns with the business standards? What other methods (such as town hall and department meetings) can be used to “advertise” learning?

Finally, how will you align with business leadership on your strategy? Getting early buy in is so important for the learning leader. Even better is to be a part of the business strategy development so that you closely align your Learning Strategy from the start!

We are thrilled to welcome Jessica Dulle, Account Executive, to CARA!

By | Announcements | No Comments

The CARA Group is pleased to announce the hiring of Jessica Dulle to the position of Account Executive.  Jessica reports to CARA’s Vice President of Sales and Solutions, Mike Mazur.

“I’m thrilled to have Jessica as part of our team!  Her ability to build relationships with her clients to truly understand their business needs and strategic initiatives sets her apart from others in the industry.  She has a great reputation for building trust and a commitment to developing solutions and is highly collaborative as she does so!” said Vice President of Sales and Solutions, Mike Mazur.

Jessica Dulle is a business advisor and strategic thinker with expertise in crafting project solutions to solve talent/skill gaps.  As an Account Executive at The CARA Group Inc., she is committed to working with our clients to understand their business challenges and to partnering with them to build the perfect human performance solution that helps them to accomplish their goals.

Prior to joining CARA, Jessica spent over 20 years at Accenture and Experis working extensively with organizations across industries from the Fortune 500 to startups.  Her Accenture experience spans the program lifecycle, including time spent supporting clients in various roles on Enterprise wide SAP Implementations, leading HR and Subcontractor Management for a large scale government program, and running Transition and Transformation for US Contractor Procurement within Accenture’s internal procurement organization.  While at Experis (formerly COMSYS), she worked primarily in the IT vertical to build project and talent solutions in areas including Development Solutions, Infrastructure Services, Business Intelligence and Analytics, and Content Management.

She holds BA in Economics from Vanderbilt University and is a past recipient of several performance based awards including ‘COMSYS’ Rookie of the Year’ 2007 and ‘Experis 20’ 2016.  Outside of work she enjoys spending time with her husband and three children.