Learning & Development Professionals Forum

Welcome to the Learning & Development Professionals Forum

2011-09-28T21:32:00.000+10:00

Background

At present there is a lack of networking opportunities, professional development opportunities and sharing of best practice information available for like minded L&D professionals to continuously grow & improve. The Sydney L&D Professionals Forum idea has been developed to address this across a variety of industries.

Aim/ Purpose

The aim of the Sydney L&D Professionals Forum is to facilitate and coordinate networking and professional development events appropriate to the needs and interests of like minded participants.

This aim also extends to:

• enabling a regular networking forum for Sydney L&D professionals

• providing a forum for dialogue about current L&D issues including planning and delivery, evaluation, management of learning and development functions and links to other organisational and HR strategies

• creating opportunities for informal/ formal mentoring relationships within the L&D community

• providing avenues for future employment in the L&D space

• showcasing best practice initiatives

How can you get involved?

If you are interested in becoming involved please leave a comment with your details or email me directly.

Stephanie

Event #15 - Change Management

2011-09-27T09:09:00.004+10:00

Learning & Development Professionals Forum #15

Thursday 17 November, 2011

Marsh Australia invites you to a forum on change management using human instincts with Andrew O’Keeffe from Hardwired Humans.

Why should you attend?

Conventional thinking says “people resist change”. Most change models are underpinned by this assumption. Yet if we were a species that was wired to resist change we’d be still living in caves. We can better lead change if we apply a framework of the nine behavioural instincts that makes us human. Through the lens of instincts we learn that humans are very happy with change provided that the change satisfies one instinct...Loss Aversion. The framework gives L&D leaders a practical way to guide our organisations beyond the self-fulfilling belief that people oppose change to a constructive approach enabling delivery of the change objectives with minimal distraction from normal service.

In this session we will learn:

The 9 instincts of humans
The ways the instincts show themselves at work
How to apply the instincts to change management
The application to several case studies, and
Why the MD of Philips Healthcare, 90 days after he and his management team applied the framework to a major restructure, said, “I’d hate to think where we’d be right now if he hadn’t used instincts.”

What do you need to know about Marsh Australia & Hardwired Humans?

Marsh is a world leader in delivering risk and insurance services and solutions, working with clients to build resilience and protection, to find opportunity in risk and, ultimately, to help them grow with confidence and certainty.

From its founding in 1871 through to the present day, Marsh has provided thought leadership and pioneering innovation for clients and the insurance industry – introducing and promoting the concept and practices of client representation through brokerage, the discipline of risk management, globalisation of insurance and risk management services, creation of critical insurance market capacity and many other path-breaking tools and service platforms.

With 23,000 employees around the world, including over 1,000 in Australia, Marsh provides global risk management, risk consulting, insurance broking, alternative risk financing, and insurance program management services to a wide range of businesses, government entities, individuals and professional service organisations around the world in more than 100 countries.

Hardwired Humans is a management consulting firm that designs people strategies based on human instincts.

Andrew O’Keeffe is the author of Hardwired Humans and The Boss. He is an associate of three of Australia’s leading business schools. Andrew’s background is in senior HR roles with IBM, Optus, SKM and Hewitt Associates. He studied Economics and Industrial Relations at The University of Sydney and started his career in industrial relations in the mining and manufacturing industries. In 2011, as he did in 2008, Andrew joined with the chimpanzee expert Dr Jane Goodall when she was in Australia to speak to business audiences about the implications of our social instincts for leadership of organisations.

Event details:

When: Thursday 17 November, 2011

Time: 6:00pm for drinks, the event will commence at 6:30pm

(we aim to finish no later than 8:15pm)

Where: Marsh Australia;

Ground floor, Tower 3, Darling Park, 201 Sussex Street, Sydney

How do I register?

This event is generously sponsored by Marsh Australia so it is really important that you RSVP for building security access and catering purposes. Please register ASAP if you would like to attend.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Friday 4 November.

Email: stephanie@taylor.as

Mobile: 0404 453 380

Web: http://ldprofessionalsforum.blogspot.com/

Event #14 - Effective Meetings

2011-05-13T15:14:00.005+10:00

Learning & Development Professionals Forum #14

Tuesday, 28^th June 2011

UTS invites you to the first L&D Professionals Forum for 2011 – a workshop on effective meetings conducted by David Pointon, Managing Director, FAST Meetings Co.

David and his team have spent the past seven years investigating why so many organisations have poor meeting habits and what can be done to turn the massive investment of time, effort and money in meetings into a powerful productivity driver.

Why should you attend?

· To explore issues and impacts of your Meetings System

· To understand why ineffective habits and behaviours occur

· To learn some practical tips for running better meetings.

What do you need to know about FAST Meetings Co & UTS?

FAST Meetings Co. is committed to improving the quality of meetings taking place throughout the world, so that their customers and the wider community can benefit from deeper levels of trust, synergy, learning, and commitment to effective action.

UTS has built a strong reputation for practice-oriented teaching and learning, outcomes oriented research and creative practice. On its way to becoming a world leading university of technology, UTS is today recognised as the university where creativity meets technology and innovation.

A key strength of UTS is the social and cultural diversity of its students, staff and partners in the professions and the community. This diversity has created a vibrant and rich learning environment that prepares graduates for a borderless workplace. UTS was top ranked by the Australian Government’s Learning and Teaching Performance Fund in 2008 and 2009. UTS has consistently achieved one of the highest ratings for the employability of its graduates, because of its strong links with industry, and its efforts to develop programs that are at the forefront of professional practise.

UTS offers around 150 undergraduate degrees and 240 postgraduate courses to more than 30,000 students, including some 11,000 at graduate level. Its teaching and research programs are undertaken through seven faculties encompassing ten discipline areas:

Business;

Communication;

Design, Architecture and Building;

Teacher Education;

Engineering;

Law;

Information Technology;

International Studies;

Nursing, Midwifery & Health; and

Science.

The UTS model of learning is focussed on professional practice, situated in a global workplace and integrated with our strengths in research, which centre around:

Business Innovation;

Creative & Civil Societies;

Communication & Intelligent Systems;

Future Services & Industries; and

Sustainability & Built Environment

Heath Futures

Event details:

When: Tuesday, 28June 2011

Time: 5:30pm for drinks, the event will commence at 6:15pm

(we aim to finish no later than 8:15pm)

Where: Aerial Function Centre;

Level 7,

UTS Building 10 (former Fairfax Building)

235 Jones Street, Ultimo (see map)

How do I register?

This event is generously sponsored by UTS so it is really important that you RSVP for building security access and catering purposes. Please register ASAP if you would like to attend.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Tuesday 21 June.

Email: stephanie@taylor.as

Mobile: 0404 453 380

Web: http://ldprofessionalsforum.blogspot.com/

Event #13 - 6 star customer service

2010-11-07T14:08:00.001+11:00

McGrath Estate Agents invites you to attend the L&D Professionals Forum to hear Daniel Spencer, Director of Training discuss 6-star customer service.

McGrath Estate Agents’ impact on Sydney’s real estate market is largely due to its driving ambition to be “the world’s most customer-centric real estate company”. According to its Founder and Chief Executive, John McGrath, “Our aim is to project the company as multi-faceted, modern and innovative. A total solution company that will provide 6-star service to our Clients.” Come and learn how McGrath train and develop their people across their 1000 plus employee business network.

When: Wednesday 1st December 2010
Time: 6.00pm - 8.00pm
Where: McGrath Estate Agents, 191 New South Head Road, Edgecliff

RSVP
Wednesday 24th November 2010
Stephanie Taylor, L&D Professionals Forum
T 0404 453 380
E stephanie@taylor.as

Event #12 - Employee Value Propositon

2010-08-26T16:44:00.000+10:00

Learning & Development Professionals Forum #12
Thursday 30 September 2010

What is the theme/topic of the event?

You are invited to join us at Coca Cola South Pacific’s new premises in North Sydney to hear about their employee value proposition (EVP) journey.

HR Director, Amy Stanley and Recruitment and Talent Manager, Sonya Ibrahim will lead the event and explain how they entered the BRW Great Place to Work listing in 2009 at number 20 and moved to 18 this year.

Why should you attend?

The purpose of the event is to share the cultural journey that Coca-Cola South Pacific has taken over the last 3 years and their focus on the importance of employer branding.

What do you need to know about Coca Cola South Pacific?

Coca-Cola South Pacific Pty Ltd. (CCSP) is a fully owned subsidiary of The Coca-Cola Company (TCCC), Atlanta/Georgia, USA. Together with Coca-Cola Oceania Ltd, Auckland, (CCO), which represents TCCC in New Zealand and the Pacific Islands, CCSP and CCO form the Coca-Cola South Pacific Business Unit, which is part of the Coca-Cola “Pacific Group” with its group office in Hong Kong.

TCCC is a global company, offering a wide range of non-alcoholic beverages, owning worldwide over 400 beverage brands. It operates in a franchise partnership, whereby TCCC produces concentrate and enters into exclusive licensee agreements with independent bottling companies. These companies purchase the concentrate and marketing services, provided locally, in order to have the exclusive right to produce and successfully sell and distribute branded products of TCCC in their respective markets. In Australia and New Zealand, Coca-Cola Amatil (CCA) is the independent and exclusive bottler for TCCC, which holds 30% of CCA’s shares.

Event details:

When: Thursday 30 September, 2010
Time: 5.45pm for drinks, the event will commence at 6.15pm (we will aim to finish no later than 8.15pm)
Where: Coca Cola South Pacific, Level 9, 40 Mount Street, North Sydney

How do I register?

This event is generously sponsored by Coca Cola South Pacific so it is really important that you RSVP for building security access and catering purposes. Please register ASAP if you would like to attend.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Wednesday 22 September:

Email - stephanie@taylor.as
Mobile – 0404 453 380
Web: http://ldprofessionalsforum.blogspot.com/

Event #11 - Business Simulation

2010-05-24T17:44:00.003+10:00

What is the theme/topic of the event?

You are invited to join us at Training Choice in North Sydney to experience a business simulation from the team at Business Today.

CEO of Business Today International, Alex Kock and Director, Australia, Ryan Cousins will lead us in an experiential learning activity.

Why should you attend?

"For the things we have to learn before we can do them, we learn by doing them."

[Aristotle]

The purpose of the event is to empower your thinking and improve your experience of traditional training. The team from Business Today will encourage us to gain genuine knowledge through an experience i.e. business simulation, and demonstrate a guided and experiential process.

Business Today’s business simulations aim to:

· encourage us to learn by doing

· improve communication

· remove silo mentalities

· breakdown interdepartmental barriers; and

· encourage us to see the bigger picture

We will participate in a condensed, fast paced, highly tactile and energetic business simulation geared around buying and selling.

Important note: Thanks to both Training Choice and Business Today you will also receive special rates privileged to members of the L&D Professionals Forum following the event.

What do you need to know about both parties?

Business Today has been improving individual and company performance world-wide since 1981. Using their experiential learning methodology, they build a real and deep understanding of your business amongst all staff. This in turn builds knowledge and shifts attitude which empowers them to be aligned and committed to achieving your company’s goals and objectives, resulting in improved bottom-line performance.

Over the past 24 years, Business Today has developed over 160 customised business games ranging from 1-3 days. Their simulations have been used for change management, business improvement, financial understanding and functional understanding and have direct application for leadership development, M&A initiatives, risk management, balanced scorecards etc.

Training Choice is the largest network provider of training and education facilities. Training Choice facilities provides the most professional and economical alternative to permanent infrastructure. Their facilities are designed for power, style and extensibility and are sure to improve your participants’ experience and impress your clients and participants.

Their mission is to relieve their clients from the stress of organizing training delivery and this is accomplished by the team assigned to assist you with all your training needs providing a range of services including the following:

Meet and Greet Services
Pre-Event Emails to your participants detailing the venue information
Event Registration
Post Event Feedback/Evaluation Forms
Logistics needs such as room set up
Specific Catering Needs

Their services will assist you to achieve:

1) Increased Satisfaction during Training - their breakout area is well designed to provide a relaxed environment for your participants, making them more receptive and positive

2) Maximum profitability - they will not charge for any cancellation fees for room hire bookings, this way allowing the planning of resources for training without the risk of incurring unwanted costs.

Event details:

When: Thursday 17 June, 2010
Time: 6.00 for drinks, the event will commence at 6.30pm (we will aim to finish no later than 8.30pm)

Where: Training Choice, Level 6, 1 Elizabeth Plaza, North Sydney

How do I register?

This event is generously sponsored by Training Choice so it is really important that you RSVP for building security access and catering purposes. We are seriously limiting the numbers so please register ASAP if you would like to attend.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Wednesday 9 June:

Email - stephanie@taylor.as

Mobile – 0404 453 380

Web: http://ldprofessionalsforum.blogspot.com/

Event #10 - Activity Based Work Environments

2010-02-01T08:30:00.010+11:00

You are invited to attend the latest in our

Learning & Development Professionals Forum series

When: Thursday 18 March, 2010
Time: 6.00pm for drinks with the event starting at 6.30pm (we aim to finish no later than 7.45pm)

Where: Macquarie – 1 Shelley Street, Sydney (near King St Wharf)

Macquarie breaking new ground in workplace flexibility.

Macquarie’s Banking and Financial Services Group recently moved into a purpose built workspace that promotes ‘Activity Based Working’ (ABW) at 1 Shelley Street, Sydney.

The ABW environments aim to:

· Create an environment that supports the way people work and the type of activity they are working on

· Provide spaces to support the processes performed by people

· Integrate technology into the workspace

· Foster flexibility and support change

This event will encourage you to challenge your norms about workspace and following the presentation you will be taken on a guided tour through this impressive building.

How do I register?

This event is sponsored by Macquarie. It is important that you RSVP so that we can register you for building security access and catering purposes. Numbers are limited so please register ASAP if you would like to attend.

Important note: If you are not registered to attend the event, you will not be granted building access.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Friday 5 March.

Email - stephanie@taylor.as

Mobile – 0404 453 380

Web: http://ldprofessionalsforum.blogspot.com/

Event #9 - Boost Your Brain

2009-07-19T15:35:00.006+10:00

L&D Professionals Forum #9

Thursday 17 September, 2009

What is the theme/topic of the event?

The focus of this event is boosting your brain and we will do this through exploring the emerging field of neuroplasticity. This compelling presentation will be delivered by Dr Helena Popovic – medical practitioner and expert in peak performance.

Why should you attend?

The emerging field of neuroplasticity has shown that our brain can change its own structure and function. It can grow new cells, new circuits and new connections in response to what we do, what we think and how we behave.

We are no longer passive victims of our genes but play an active role in how our brain develops throughout our entire life. However, the enormous personal power this gives us is yet to be fully realised.

This presentation distils the essence of the neuroplastic revolution and gives practical suggestions you can implement immediately to improve the functioning of your brain.

By applying this knowledge, you will:

sharpen your thinking
improve your concentration and memory
expand your creativity
increase your capacity for learning and problem solving
reduce your risk of developing depression, anxiety disorders and Alzheimer’s disease
prevent the cognitive decline we’ve mistakenly believed was inevitable with ageing
perform at your peak on a daily basis
achieve far more than you ever thought possible

This event will benefit those of you who are:

- keen to explore the emerging field of neuroplasticity; and

- open to new ways of boosting our greatest asset - our brain.

What do you need to know about Deacons?

Deacons is an international law firm with more than 900 lawyers across Australia and Asia and is among the Top 10 Australian law firms by revenue and partner numbers. For the past five years, Deacons has been one of the fastest growing law firms in Australia - and this growth is set to continue.

On 23 June 2009, Deacons Australia announced it would join international legal practice Norton Rose. The new international legal practice will be called Norton Rose Group and will commence on 1 January 2010.

For their clients, this will mean immediate access to the international strength of legal expertise across the Norton Rose Group. All Deacons lawyers and specialists from their Sydney, Melbourne, Brisbane, Perth, Canberra, Singapore and Jakarta offices will be a part of this group. Until this date, Deacons offer their clients access to the combined resources of their lawyers across Australia and Asia, as well as inviting them to access the existing Norton Rose Group international legal resources spanning the UK, Europe, and the Middle East.

Event details:

When: Thursday 17 September, 2009
Time: 6.00 for drinks, the event will commence at 6.30pm (we will aim to finish no later than 7.45pm)

Where: Deacons - Level 18, 225 George St (Grosvenor Place), Sydney

How do I register?

This event is generously sponsored by Deacons so it is really important that you RSVP for building security access and catering purposes. We are limiting the numbers so please register ASAP if you would like to attend.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Friday 4 September.

Email - stephanie@taylor.as

Mobile – 0404 453 380

Web: http://ldprofessionalsforum.blogspot.com/

Event #8 - The Power of Empower

2009-05-07T12:27:00.002+10:00

L&D Professionals Forum #8 - The Power of Empower
Thursday 4 June, 2009

What is the focus of the event?

The focus of this event is the “Power of Empower”. Through Empower, Medland Metropolis is attracting and retaining people to drive their innovation and quality within the company and, as a result, are gaining a competitive edge within their industry. This case study on Medland Metropolis will be presented by the CEO, Chris Medland, Group Business Manager, Carolyn Teudt and Empowerer, Amy Mulligan.

Why should I attend?

This event will benefit those of you who are:

• Keen to explore the concept of “Empower”;
• Open to new ways of engaging with your employees;
• Ready to discover how a company successfully ‘walks the talk’ on L&D; and
• Interested in hearing the Medland Metropolis story

What do you need to know about Medland Metropolis?

Medland Metropolis’ vision is state of the art integrated building services engineering with service excellence. Founded in 1987 by Chris Medland, with offices in Brisbane, Sydney, Melbourne, Auckland and London, Medland Metropolis studios are service rich, aesthetically
exciting spaces that support premium quality engineering, creativity, innovation and collegiality. Medland Metropolis’ services include mechanical, electrical, hydraulic, fire protection, specialist lighting, communication and environmental building services engineering.

In the current knowledge economy, companies with the best talent win the race. Finding, nurturing, and developing that talent is one of the most important tasks for Medland Metropolis. With a focus on attracting, retaining and developing the most dedicated and talented professionals, Medland Metropolis launched their ‘Empower’ program in 2005.

Event details:

When: Thursday 4 June, 2009
Time: 6pm for drinks, the event will commence at 6.30pm. (We will aim to finish no later than 7.45pm including ample time for networking)
Where: Medland Metropolis - Level 3, 47 Murray Street, Pyrmont
Note: Medland Metropolis is located a short 5 min walk from Town Hall station – just behind Darling Harbour. If you are coming by car there is ample parking in the parking stations on Murray Street. Link to map

How do I register?

This event is generously sponsored by Medland Metropolis and we are limited with numbers, so please RSVP as soon as possible.

e: stephanie@taylor.as
m: 0404 453 380
w: http://ldprofessionalsforum.blogspot.com/

Event #7 - Thrive in an Economic Slowdown

2009-01-25T18:59:00.003+11:00

Learning & Development Professionals Forum #7
Thursday 19 February, 2009

What is the theme/topic of the event?

Are you feeling the pressure as a L&D professional to provide more value during the slowing economy? Do you have a plan for how the L&D team will respond with speed and agility?

The focus of this event is how can learning & development professionals thrive in an economic slowdown and continue to deliver value. This interactive session will be facilitated by Emily Nicholson a Senior Consultant with Forum Australia.

Why should you attend?

The slowing economy is challenging all L&D professionals to continue to deliver value, particularly when training is one of the first places to come under scrutiny in an economic slow down. Consider these concerns:

• there is greater scrutiny on value creation than ever before
• the rate of change only increases, placing greater demands on the L&D function to respond with agility and speed
• the need for learning is more important than ever, but increasing costs is not a viable option
• risk aversion becomes the state of play

This event will benefit those of you who are:

• keen to explore global trends and research
• determined to deliver more value in your organisation
• open to self assessment in order to grow and improve
• willing to discuss the economic slowdown and the impact it has on the L&D profession

What do you need to know about Forum?

Forum helps business leaders execute their strategies through people. Using a combination of advisory and learning services, Forum accelerates strategy implementation, minimises risk and maximises earnings for clients.

Drawing on nearly four decades of experience and research-based insights in learning design, consulting, and facilitation, Forum brings about changes in attitudes, beliefs, and behaviors that enable employees to achieve and exceed the desired benefits of strategic change, to reduce time to improved performance, and to sustain the change over the long term. Since 1971, clients worldwide have trusted Forum to bring their most important strategic initiatives to life.

Event details:

When: Thursday 19 February, 2009
Time: 6.00 for drinks, the event will commence at 6.30pm (we will aim to finish no later than 7.45pm including ample time for networking)
Where: Forum - Level 14, 201 Miller Street, North Sydney
Note: Forum is located a short 5 min walk from North Sydney station. If you are coming by car there is ample street parking in the area.
Map: http://www.whereis.com/nsw/north-sydney/201-211-miller-st?id=515B32A3A887E5

How do I register?

This event is generously sponsored by Forum so it is really important that you RSVP for building security access and catering purposes. We are limiting the numbers so please register ASAP if you would like to attend.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Thursday 12 February.

Email: stephanie@taylor.as
Mobile: 0404 453 380
Web: http://ldprofessionalsforum.blogspot.com/

Results of end of year survey 2008

2009-01-05T15:41:00.000+11:00

1. Do you feel the L&D Professionals Forum is a worthwhile addition to the Sydney L&D community?
Yes
This is a quality offering that allows L&D professionals to learn and grow
Definitely!
Absolutely, 100% worthwhile.
Absolutely
I've really learnt a lot from the forums I've attended this year. Great networking exercise as well
Yes - it gives a great opportunity to learn (always important) and to network
Absolutely, Steph you have done a wonderful job in setting up this forum and I think it is seen as valuable by all that attend
Well done!!
Yes
Yes
Absolutely!
Definitely - they are a great opportunity to network with like minded individuals
Yes, very welcome
Absolutely

2. Four events were offered during 2008: a) Evaluating & measuring learning - hosted and led by IAG b) Leadership using contemporary learning technologies - hosted and led by Deloitte c) Performance Management panel - hosted by Mallesons and led by Hewitt, Red Roo Consulting, Acelero and BTS d) Conscious leadership - hosted by Challenger and led by Aspirall How many events did you attend?
4 - 8.3%
3 - 33.3%
2 - 41.7%
1 - 16.7%

3. Which event(s) stood out for you and made you think?
Evaluating & measuring learning - 41.7%
Leadership using contemporary learning technologies - 50%
Performance Management panel - 8.3%
Conscious leadership - 50%

4. Did you promote the L&D Professionals Forum to anyone in your network or invite anyone to attend an event in 2008?
Yes - 91.7%
No - 8.3%

5. What key topics/ themes would you like to see addressed at future events? Please list as many as possible.
Managing Learning & development requirements in turbulent times
Innovation in learning Case study / show case
Outstanding learning operations
How to influence others in setting up a "new" L&D Department
Grow your reach within an organisation to be more effective
Annual update on "cutting-edge" technology used in Learning Delivery
Global trends in Learning [for e.g. use of eLearning vs face-to-face; focus on technical vs leadership learning etc]
Comparison of profiling tools & models, such as DiSC, MBTI - Informal learning, techniques for promoting and measuring
Innovative e-learning
Best practice learning management systems
Thought leadership
Effects of a tough economy on L&D
Fresh ideas on reinforcement
Open to other topics
More on Leadership Development, Talent Management, Executive Coaching, e-Learning Best practices
L&D in a downturned climate - how to make sure the training budget is not the first thing cut!
Blended learning - what is it and how is it done effectively
L&D in volatile times ROI on L&D - how to gauge it
How to cope with budget cuts in training
Strategically aligning L&D functions
'Best of' training games/icebreakers
Making L&D invaluable to the business Leadership

6. Do you have a specific topic/ theme that you would like promote/ present/ share at a future event? If so, please leave your name and contact details.
Answers confidential

7. Would you be prepared to host a future event? If so, please include your name & contact details.
Answers confidential

8. Events are currently scheduled every quarter. How often would you like to see events scheduled?
Every month - 0%
Every two months - 33.3%
Every quarter - 66.7%
Every six months - 0%

9. Events are currently offered free of charge. What would you be prepared to pay to attend a future event?
Up to $25 pp - 75%
Up to $50 pp - 16.7%
Up to $75 pp - 0%
Up to $100 pp - 0%
I would not be prepared to pay - 25%

10. How often do you refer to the L&D Professionals Forum website?
Weekly - 0%
Fortnightly - 0%
Monthly - 25%
Quarterly - 25%
Every 6 months - 16.7%
Annually - 0%
I didn't know there was a website available - 33.3%

Event #6 - Conscious Leadership

2008-10-28T22:15:00.002+11:00

What is the theme/ topic of the event?

The theme is conscious leadership and Tanya Diesel (Joint Managing Director) and Amanda Rensford (General Manager) from Aspirall will lead the event. The topic is conscious leadership that ensures sustainable organisations, economies and societies.

Why should you attend?

When was the last time you:

- focused on your own professional & personal development?
- interacted with your peers from Australia's leading companies
- explored leadership in an interactive, engaging and challenging way?
- considered how you can think more consciously?

This event will benefit those of you who are:

- keen to look at leadership in a different way
- open to broadening and deepening your view of leadership.

What do you need to know about Aspirall?

Aspirall, as the name implies, aims to 'aspire all' to greater heights in both the strategic outcomes they achieve and the way in which they live their lives. Aspirall works with Boards and Executive teams in two key areas:

- to solve strategic business problems that appear too hard to fix, and/or
- to facilitate achieving strategic aspirations that are probably thought near impossible to achieve.

What do you need to know about Challenger?

Listed on the Australian Securities Exchange, Challenger is a diversified financial services organisation. It is dedicated to providing smarter solutions to financial intermediaries and their clients, offering a broad spectrum of products and services.

Event details:

Date: Thursday 27 November, 2008
Location: Challenger - Level 15, 255 Pitt Street, Sydney
Time: 6.00pm for drinks, the event will commence at 6.30pm (we will aim to finish no later than 7.45pm including ample time for networking)

How do I register?

This event is generously sponsored by Challenger so it is really important that you RSVP for building security access and catering purposes. Please RSVP to Stephanie Taylor, L&D Professionals Forum no later than Friday 21 November.

Email: stephanie@taylor.as
Mobile: 0404 453 380
Web: http://ldprofessionalsforum.blogspot.com/

Special offer from ILP

2008-10-27T14:56:00.003+11:00

What is ILP (formally AIPF)?

Founded in 2006, as the Australian Institute of Professional Facilitators (AIPF), the Institute of Learning Practitioners (ILP) strategic imperative is to improve the effectiveness and value of learning and development. They do this by:

providing world-class professional development for learning practitioners; and
working with organisations and individuals to get better results from learning initiatives.

ILP is a membership based organisation providing recognition, benefits and networking opportunities for all learning practitioners, including:

Facilitators
Trainers
Coaches
Course Designers
Speakers
Educators
Human Resource Professionals
Organisational Development Consultants

Through their services they are building the credibility and recognition of learning practitioners as valued business partners.

ILP events

Each State has a program of evening events, including professional development seminars, and networking opportunities. These events are available to members at special rates. Non-members are welcome.

ILP events are offered on a national and state basis, with slightly different activities in each State to reflect local interests and needs. Each year, ILP holds a Tools and Techniques Expo. This is the premium event for learning and development professionals that showcases the latest tools, techniques and resources available and provides an excellent opportunity to network with other learning and development professionals, clients and service providers.

What is the special offer?

Kerry Brocks, Founder of the Institute of Learning Practitioners, has kindly agreed to offer all Learning & Development Professionals Forum participants members rates for all ILP upcoming events.

Check out upcoming ILP events and if you are interested in attending please mention the Learning & Development Professionals Forum when you register to take advantage of the members rate.

Rethinking Performance Management as a Business Tool to Spark a High-Performance Culture

2008-08-08T22:19:00.002+10:00

Position paper courtesy of Hewitt

Rethinking Performance Management as a Business Tool to Spark a High-Performance Culture

Scott Cohen, Hewitt Associates
Nidhi Verma, Hewitt Associates

About the Authors

Scott Cohen is a Principal in Hewitt Associates’ Talent and Organization Consulting Practice. He’s Hewitt’s North American leader for providing high-performance workforce solutions, helping organizations create high-performance environments aimed at producing key business results.

Nidhi Verma is a senior consultant on Hewitt Associates’ Insights and Innovation team, a thought-leadership group dedicated to cutting-edge research on people and business issues. She conducts innovative research and consults in the area of talent strategy and management.

Creating a High-Performance Culture Is a Business Imperative
Henry M. Paulson, Jr., U.S. Treasury Secretary and former Chairman and CEO of Goldman Sachs, has said, “I don’t want to sound heartless, but in almost every business, 15 percent to 20 percent of the people add 80 percent of the value.” While it may be true that we’ll always get great performance from the best, in today’s competitive environment we also need great results from the rest. Are you ready for that challenge?

Organizations today are facing new, aggressive growth targets and renewed pressure to get the best from their existing workforce. Our competitive and global business landscape requires nothing less. This means that many companies are striving to become high-performance organizations—those that attain results at or near the top of their industry peers. Not all organizations will succeed.

Those that do succeed employ leaders at all levels who are passionate about two key concepts: They drive achievement through the support they provide to others who are pursuing aggressive goals aligned to the business, and they drive engagement by creating an environment where people feel successful, valued, and an integral part of what the greater team is trying to accomplish. Hewitt’s recent Top Companies for Leaders study once again highlighted the competitive importance of leaders who have an unrelenting focus on talent, and who instill feelings of commitment versus compliance in their workforce. They’re able to channel the energy and spirit of the workforce into an unwavering focus on results that matter to employees and shareholders alike. At the end of the day, employees who work in high-performance cultures go home feeling proud of their accomplishments and enthused by the wealth of opportunity for personal and professional growth—all of which makes a measurable impact on their businesses.

Business Context

Heightened pressure on organizations to maintain financial transparency and meet compliance standards has increased the momentum of business performance management initiatives. At the same time, the speed and agility with which a company manages performance in today’s fast-paced environment can determine its market position and profitability. Businesses are driven by competitive pressures to reach higher standards, capitalize on the interactions of their people and processes, and optimize these to generate better outcomes—essentially, what performance management is all about.[1] Best-in-class organizations realize that the goal of profitable growth and world-class performance cannot be fulfilled without a high-performance organization.

Already an ambitious goal, it can be achieved by having a robust performance management system geared toward building a high-performing workforce and being a powerful driver of business success. This task is particularly challenging as a result of the overwhelming number of approaches to performance management and the lack of consensus and understanding as to which strategies effectively drive performance. An ineffective performance management system is at the root of many chronic problems that can cripple an organization. To name a few, issues such as an inability to identify and clearly communicate poor performance, sending conflicting performance messages, failure to recognize and reward high performers, and inequitable distribution of rewards are common roadblocks to a successful employee performance system. Despite such challenges, for many companies performance management remains the foundation of talent management and, when effectively executed, can address these issues by aligning the behavior of the workforce with the strategy—and much more.

Rethinking Performance Management: An Emerging Direction

Many human resource programs, especially performance management processes, are not designed to instill the levels of commitment one needs to fuel a high-performance culture. Instead, they instill feelings of compliance—forms that must be completed by a certain date with little or no perceived relevance to the business. Employees, particularly in the U.S., often have the same feeling they had back in the fourth grade, when they waited for the teacher to give back their exam and hope and pray that they don’t see a big, red “C” at the top—or worse. It doesn’t have to be that way—and it isn’t that way—in high-performance cultures.

Instead, business-focused discussions and decisions are reframed in a performance and development framework. Now we’ll share the design elements that leading companies incorporate into their performance management programs. Organizations with high-performance cultures answer a resounding “YES” to the following four questions:

1. Is there accountability for the right results, where everyone is working on what’s important, getting it done, and playing by the rules?
2. Do people perceive that we provide the right mix of rewards that reinforce great work, in the form of monetary incentives and nonmonetary recognition?
3. Is trust earned one person at a time, where people we depend on feel valued and confident, ready to give their best?
4. Do we provide opportunity for impact and growth, where there’s skill-building in every assignment and job, guided by business needs?

These four questions form a backdrop for a new framework illustrated in the next section.

By following the design and execution elements highlighted in the framework, leading organizations have turned traditional performance-management programs on their head, and have provided a pragmatic and practical approach to redesigning performance and development frameworks that creates the conditions for people to excel through seven logical elements that fall into four categories:

Accountability

- Set high achievement goals
- Provide real performance coaching

Reward

- Provide ratings that send the right message
- Offer the “right” rewards to motivate sustained performance

Opportunity

- Direct people toward future-critical skills
- Design growth into every job

Trust

- Conduct authentic business-focused conversations

In essence, an effective performance-management framework is able to focus employees on the right priorities; make them feel accountable to deliver great results; energize, engage, and position them to give their best and feel that their best will be appreciated; and build skills key to the business going forward. No doubt, performance management has become an absolutely critical component of success if a company wishes to deliver outstanding, world-class performance.

Design First, Then Execute

It’s important to note that while all high-performance organizations share these design elements, the business payback is less about design and more about execution. A well-designed program with little commitment to effective implementation and execution can take you only so far.

Four key execution elements are particularly important to enable the success of performance and development frameworks:

- A commitment to building manager capability and cross-cultural competence
- Development of HR business partners as high-performance consultants
- User-friendly tools and automation
- Ongoing measurement and improvement

In the rest of this paper, we’ll explore each of these design elements punctuated with examples of how a few companies are leading the way in building and sustaining a high-achievement, high-engagement environment. As we do this, we’ll also illustrate different ways in which the execution elements have been deployed.

Unpacking the Design Elements

1. Accountability: Set high achievement goals

Goal-setting has become such a mainstream activity in business that one may wonder if it’s worth covering at all. Indeed, one of the most basic premises of motivation theory is that we select goals that will satisfy our psychological needs. Nowhere is this truer than in an achievement-based business environment.

Hewitt’s Talent Pulse[2] study confirms this logic. The findings show that the number-one driver to inspire high performance is job challenge and fulfillment. High performers are most driven when working in intellectually stimulating settings where they’re forced to think critically, creatively, and in a strategically impactful way. They’re most interested in projects that stretch their intellect and fulfill their desire for challenge. Describing the importance of stretch goals, former CEO of General Electric (GE), Jack Welch, has said, “We have found that by reaching for what appears to be the impossible, we often actually do the impossible; and even when we don’t quite make it, we inevitably wind up doing much better than we would have done.”

While most organizations focus on ensuring that all employees have goals in place, and those goals are defined in a specific format, the real challenge is in the nature of the goals themselves (i.e., the degree of stretch and alignment with desired business outcomes). To achieve substantially greater results, goals should go well beyond what is currently attainable in a way that stimulates innovation and calculated risk-taking. Leading companies like GE are known to set aggressive goals for their top talent and give them wide latitude to pursue these targets. This not only allows them to be profitable, but also makes them innovative and original in their products and services, customer experiences, business models, and processes. GE is a pioneer in institutionalizing the concept of stretch.

Little wonder, then, that the company is also ranked number four in a 2007 BusinessWeek and BCG list of Most Innovative Companies,[3] and was ranked number one in Hewitt’s Top Companies for Leaders study[4].

The chart above illustrates how performance is rewarded in many organizations. The highest reward goes to those best at predicting what they can achieve rather than to those who achieve the greatest contribution impact on business results. So, the performer who sets tough targets and misses some but still achieves great results is, in effect, penalized for setting those tough goals. These work environments encourage people to set low goals—to increase their chances of meeting their goals and thereby getting a reward. This behavior, which supports low goal-setting and conservatism, is at odds with a high-performance environment. Put simply, high-performance organizations need to move to a model where the courage to aim high is not penalized.

In an $8 billion manufacturing organization with 30,000 employees, tougher competition demanded more aggressive thinking and action to drive desired business results. To meet these demands, the organization needed to change behaviors across levels and functions and particularly needed top managers to modify their behavior and lead the way. But the senior managers themselves had become conditioned to avoid the types of behaviors needed because of what was measured and rewarded in the past. When we drew the above graph for the executive team to show what was happening, they acknowledged, “We’re rewarding comfort-zone effort more than the ability to take risks needed by the business! We’re telling people to play it safe and if you’re smart, there’s no premium for reaching higher and, in fact, you might lose if you do!”

Managers used this chart throughout the organization, communicating this powerful message about goal attainment. By refining objectives, managers illustrated the importance of rewarding truly valuable behaviors. This, of course, needed to be reinforced with appraisal and pay actions, especially during periods of change. The task ahead was clear to the senior management team: Managers needed to understand and act on a new set of rules. First, they needed to topple the sacred cow of goal completion as the ultimate criterion. Second, managers needed to buy into a broader way of looking at performance that not only stressed completing goals, but also included the courage to take risks, tackle the toughest issues, and strive for superior performance.

True performance improvement is the result of proper goal-setting. By setting specific stretch goals, breakthrough performances occur. Some companies achieve these extraordinary performances by setting a one-time, highly specific stretch goal that is difficult and almost unachievable. At Proctor & Gamble (P&G), high-potentials are offered “crucible roles”—demanding and challenging assignments (across business units, countries) that are based on business opportunities and challenges (e.g., acquisition). Being totally in charge of these stimulating settings, employees are forced to think critically and creatively and allowed to challenge the status quo. This is perhaps one of the reasons why P&G is regarded as an innovation powerhouse. To achieve this, organizations should be able to deploy effective tools and processes to help build managers’ capability up and down the organization to enable everyone to build this required level of stretch in their jobs and perform successfully. On the next page is an example of real-world guidelines developed by Hewitt to train managers of a leading software company in setting high-reach goals.

2. Accountability: Provide real performance coaching

“If you can find people who are good at motivating others and getting the best out of people, they are the ones you want,” says Richard Branson, the Chairman of the London-based Virgin Group.[5] High-performance organizations build a capability in their managers that goes far beyond managing for compliance, to managing for performance.

In high-performance cultures, the role of the manager is fundamentally different from what might be observed elsewhere. Managers do not work in a traditional, command-and-control mode, hoarding power or micromanaging. On the contrary, managers are performance coaches—or invested partners responsible for unlocking each individual’s natural strength, knowledge, and creativity. They help people deliver their best by offering direct, helpful, and motivating feedback.

Hewitt’s Making Performance Management Work[6] survey shows a clear picture of practices and prevalence in the “blocking and tackling fundamentals” of performance management. The survey reports that the biggest challenge to an effective performance management system is a manager’s lack of coaching skills for effectively conducting performance discussions. More specifically, companies say managers need stronger skills and motivation to actively improve employee performance and to deliver straightforward and honest feedback.

A recent report sponsored by WorldatWork found that the inability of managers to conduct “difficult conversations” is a key reason why performance management processes are ineffective. The reluctance of managers to discuss employee performance shortcomings is “really the root cause” of why performance management is so difficult, says Lise Flores-Reed, manager of surveys and research for WorldatWork.

Lower Level of Challenge

- Is achievable with performance at last year’s level.
- Represents little new challenge.
- Existing skills may be minimally challenged, and new skills are not required.
- Existing technology, tools, processes are applied or adapted.
- Requires limited coordination and cooperation from others.

Managers are in a bind—they’re told to coach people and help them grow, but they’re often stressed and stretched Leader-Doers. They need practical and usable guidance to help them do all of this successfully. The strongest companies create very practical real-world approaches to building solid coaching skills. They don’t create lofty academic programs steeped in theory and concepts. Instead, they equip managers from executives to team leaders with concrete, useable job aids. These come in the form of techniques that bring sound coaching methods to the language and level of rushed managers who need simple ways to have effective performance discussions that tell it how it is yet are constructive and motivating.

One simple coaching tool valued by managers is a 2×2 “window-pane” as illustrated below. It’s a simple but effective device that helps managers prepare their thoughts and comments prior to a conversation. The tool ensures that accurate as well as balanced feedback is conveyed and desired changes are understood. It helps managers determine what exactly they want to ask the employee to stop doing, start doing, do more of, or do less of. In the example below, this tool helps the manager clarify and share expectations with the employee “Chris,” so that Chris can foster better team dynamics and inclusion. This tool helps the manager provide more focused feedback.

The Stop/Start/More/Less grid for planning what to say to help someone improve Chris often closes down his team’s discussions with a forceful opinion; what should he do to be
more effective?

3. Reward: Provide ratings that send the right message

Rating and ranking distributions are sometimes wrongly applied at the small-team level. Distributions are often imposed across the board as an “easy solution” so that when these are rolled up, budgets can be achieved. However, statistically this practice is often inappropriate and unfair. Forcing a distribution across a set of ratings only works when the group is large enough to eliminate the distortions that arise in smaller groups. It feels arbitrary with the reward tail wagging the performance rating dog. The end result is apparent: Many employees feel disenfranchised and de-motivated.

Ratings also can send the wrong messages. Appraisal systems based on a traditional, usually five-point scale typically rate the majority of employees two scale points below the top performance rating. Employees perceive this as receiving a “C” grade even though they’re strong performers. As a result, companies inadvertently deflate the employee and de-motivate their workforce. Steve Bennett, former CEO of Intuit, aptly describes this phenomenon when he says: “We hire A students and give them C grades.”

Further, sending the right messages to three types of performers at the same time is what makes performance messaging so difficult. It’s not difficult to make everybody feel successful. The difficulty lies in making the majority of the population feel successful and at the same time make underperformers clearly not feel successful because they need to step up—and at the same time also make the top performers feel special without diluting the message to the majority of solid contributors. Doing one of the three is not that difficult, but doing all at the same time is not only a worthy goal—it’s critical to keeping top talent and motivating underperformers. So, what are some rigorous and motivating ways of measuring contribution that is meaningful to all? Use a rating scale, rating guidelines, and a calibration process that helps underperformers feel motivated to improve, solid contributors (the majority of your workforce) feel successful, and top performers feel special by showering them with special attention and recognition that demonstrates how much they’re valued.

To build a winning team, it is essential to acknowledge the contribution of all our steady performers and make them understand that they’re highly appreciated and valued. The strongest organizations know that while this sounds logical and automatic, it’s rarely done well because of unintended things we do, such as give solid performers a rating they view as a “C” grade. So, these organizations are implementing new ways to rate and reward performance that drives the right messages to the right people. On the other hand, we sometimes see performance rating scale inflation where solid performers receive excessive ratings and rewards for their actual achievements. In these situations, it is vital to go back to the first and second design elements (High-Achievement Goal-Setting and Performance Coaching) to put in place the tougher targets and straightforward coaching that bring performance back into perspective relative to the results required and achieved.

One U.S. biotech firm wanted to crack this problem to recapture the energy and spirit that filled the labs and offices in their start-up years. Conservatism and cynicism were starting to creep in as more formal appraisal and reward processes were introduced, and being honest with people about their performance was becoming an issue. It was time for action. So they rebuilt their performance ratings to eliminate the “C syndrome” by redefining their scale and giving solid contributors the new message that they’re doing great work that’s highly appreciated and valued. For this organization, that meant moving to a smaller set of ratings and renaming them to better describe the intent of the ratings: Leading Performance—for the employees who make a break-away contribution; Strong Performance—for those who are solid contributors; and Building Consistency— for those employees who show potential and need to contribute at the necessary levels. Those whose performance fell far below expectations receive a rating of: Not Building Consistency.

Using these labels, the organization communicates to the majority of employees, those falling into the middle rating, that their performance is contributing to the success of the business and making a difference.

4. Reward: Offer the right rewards to motivate sustained performance

There is no better way to encourage and motivate people to work harder, smarter, and more efficiently than to offer them the acknowledgment and recognition for hitting and exceeding their targets. This applies all the way up, down, and across the organization, from the C-suite corner offices to those working in smaller office spaces or cubicles. This principle seems self-evident, but countless organizations fail to invest the necessary energy and resources into showing appreciation for a job well done. Traditional approaches of rewarding top people at the expense of solid performers do not work in an era where top performers are in short supply. In high-performance organizations, investment is directed toward individuals who directly impact a company’s ability to be profitable—this means investing in star and solid performers and those in mission-critical roles.

The bad news is that most compensation packages do a poor job of linking pay to performance. Nearly 83 percent of companies feel their pay-for-performance programs are only somewhat successful or not successful at all in achieving their business objectives.[7] In the face of budget constraints, organizations feel there isn’t enough pay differentiation between high, average, and low performers. It’s assumed that without significant differentiation in pay, motivation to continue achieving high results will suffer. Perhaps, what’s really important is significant differentiation in rewards, because pay is just one component of a menu of total rewards that can be used to motivate talent.

Rewards encourage winning behavior to the extent that they’re contingent on that behavior. Although rewarding performance sounds simple, executing it effectively requires rethinking the traditional view and approach to rewards. The right mix of rewards for any employee depends on a variety of factors: Pay, Recognition, Ratings, and Growth. These are levers that managers should have at their fingertips to best meet the needs of their employees and help convey the value of staying with the organization. At the same time, the use and communication of these levers to recruits is a key factor in attracting them to the organization.

5. Opportunity: Direct people toward future-critical skills

Today’s flatter organizations need to help people recognize that their growth and increased value to the firm is not contingent on their climbing the traditional rungs of a career ladder. Instead, it’s important to focus on the key skills they can acquire through different assignments and experiences. These newly acquired skills will help them broaden their own capabilities and marketability and provide even greater value to the enterprise. High-performance workplaces simply do a better job than their competitors at defining and explaining where the real opportunities for growth are, and this helps them channel talent to both current and future mission-critical areas in the business. One of our clients now clearly identifies the key management experiences that employees need to acquire so they can continue to grow professionally. Another has developed diagrams, illustrated below, clearly charting how the organization’s business strategy will require a shift in emphasis in skills over time in pivotal roles, such as engineers in certain disciplines, providing employees a picture of the increasingly key capabilities so they can focus on building the skills critical to the enterprise.

6. Opportunity: Design growth into every job

Hewitt’s employee engagement research shows clearly that the most prevalent issue affecting discretionary employee effort is perceived opportunity. Today’s workforce realizes that continuous growth in their careers allows them to remain competitive and employable. However, as organizations have become flatter, opportunities for growth through the typical promotion route have disappeared. As a result, “career growth” needs to be redefined so it does not always refer to promotional opportunities, which are in short supply.

To tackle this, high-growth companies have learned to start by managing the opportunities available in one’s present role, thereby helping employees develop and build critical business skills that don’t rely on promotions. They’re equipping managers with “development dashboards”—toolkits for high-impact yet low-budget strategies for building business-critical skills and steps to help people grow in place.

At the same time, they’re equipping employees to take charge of their own development by providing practical assessment and development resources to support this growth agenda at both remote and central locations, and at all levels in the organization. To enable this growth and development orientation, high-performance workplaces again turn to their managers as key enablers, holding them accountable for the development, engagement, and retention of their employees, and making sure they have the tools and know-how to fulfill this crucial role. It’s helpful to consider the following four questions as a guide to how work is approached, and perhaps reengineer work as needed to help people grow:

1. Is the job “complete” enough? Does the job encompass a comprehensive enough set of tasks so those doing it can at least periodically see an identifiable work product or outcome of their efforts?
2. Is there a customer of the work? Are there internal or external individuals/groups—other than the manager— whom the person in the job can regard as a customer he or she needs to satisfy?
3. Can the individual obtain direct feedback? Can the employee get information on work quality directly from the work itself and/or his or her customers in order to adjust and improve?
4. Does the individual have adequate control? Does the job afford him or her the level of decision-making latitude and authority necessary to determine best ways to get the work done and handle situations that arise?

7. Trust: Conduct authentic business-focused conversations

In all settings, successful individuals and teams have managers who act as trusted advisors and help them become passionate about their goals and priorities so that they can perform to their fullest. In high-performance environments, managers build an open relationship with their employees. Two-way trust is integral to this relationship: The manager trusts that the employee is capable, and the employee trusts that his or her manager provides the environment and support needed for his or her success.

Building a trusting manager-employee relationship is like filling a bowl with water—a single drop at a time. Once the bowl is filled, any push or knock can spill the water and it has to be filled back again—one drop at a time. What is of utmost importance is to remember that there are no shortcuts or substitutes in this effort. Managers determined to build trusting and credible relationships should be aware that it’s not only the actions that fill the bucket, but also the perceptions of true intent. In building a trusting relationship, we consider the 5Cs—Clarity, Candor, Commitment, Caring, and Communication—to be critical to success.

Clarity is being crystal clear about the expectations and what needs to occur. It’s understanding how one’s work aligns to the objectives of the organization.

Candor is directly sharing what you’re thinking and not operating with a hidden agenda.

Commitment is doing and following up on what you said you were going to do.

Caring is “being present” for the person—not treating the person as an item on one’s “to do” list, and certainly not multitasking when having an honest, sincere conversation with someone.

Communication is providing the right amounts of relevant business information to employees at all levels, to make them feel like insiders. They need to not only know the business objectives of the organization, but also understand the financials in order to recognize where to prioritize their efforts. At AES, financial and strategic information is freely shared throughout the organization and employees are encouraged to share their perspectives. Google asks employees to participate in weekly “Thank Goodness It’s Friday” (TGIF) meetings where co-founders inform them about everything from finances to marketing to product development efforts. Employees make use of blogs to document work activities, discuss issues, and share information.

Some factors to consider for determining the right information-sharing in each situation are shown below.

All of these manager capabilities, in combination, build a trusting relationship. And the trusting relationship is the glue that holds together the other six design elements. Without this particular design element, the others are perceived as insincere and won’t have the impact needed to build a high-performing workforce.

Delivering on the Promise

Larry Bossidy, former CEO at Allied Signal and Honeywell, and the co-author of Execution: The Discipline of Getting Things Done, says: “Corporate strategies are intellectually simple; their execution is not. The question is, can you execute? That’s what differentiates one company from another.” While the design elements explained above are critical, without flawless execution, success is not guaranteed. High-performing companies focus on a lot of performance-related activities, but they pay particular attention to getting these design elements right—not just doing them, but doing them well enough to be a competitive advantage. Here’s how we graphically depict a strong connection between execution and its payback to the business.

To successfully embed a high-performance culture, organizations will have to both “get it right” (design elements)
and “do it right” (execution elements). On the next page we explain the four execution elements necessary to make the design elements work.

1. A commitment to building manager capability and cross-cultural competence

Managers play a key role in the growth and development of individuals because the factors that drive employee engagement and performance are largely within the direct manager’s control. These include providing recognition and feedback; challenging work; opportunity for development and advancement; and respect for employees’ competencies, needs, desires, and work style. Consequently, managers must be adequately prepared to assess the needs of their team. This enables them to create an environment in which employees thrive and perform at their highest levels.

In a high-performing workplace, the role of the manager is fundamentally different from what might be observed elsewhere. Managers don’t work in a traditional, command-and-control mode where they micromanage and pay little attention to employee development. High-performing organizations make an up-front investment in training managers to become trusted performance coaches and invested partners. Managers should be given guidance and easy-to-use tools and techniques so that they have the right skill sets required to fully participate in the performance-management process. Additionally, heterogeneity and diversity across cultures and markets is a pervasive feature of today’s global business landscape. Managers are constantly being asked to lead teams composed of individuals with different cultural characteristics, history, values, and belief systems. Those managers who have a closed mind-set clouded with assumptions of a single country, culture, and context tend to limit their point of view and fail to
achieve optimal individual and business performance.

It’s particularly important to groom and develop cross-cultural competence among managers. We define cross-cultural competence as the ability to discern and take into account one’s own and others’ worldviews—to be able to solve problems, make decisions, and resolve conflicts in ways that optimize cultural differences for better, longer lasting, and more creative solutions. Managers in highly diverse work environments should be aware of differences in styles, behaviors, worldviews and values of their team member and avoid interpreting another’s intentions from their own cultural biases and stereotypes. They should be able to differentiate between a performance issue and a cross-cultural misunderstanding. They should incorporate diverse perspectives and talents of others on their team to accomplish their overall performance goals and be skillful enough to coach diverse members of their team in a language and style that may be culturally different from their own.

To develop cross-cultural competence, some organizations offer expanded cultural and linguistic training programs for managers. This is indeed important, but not enough. Companies may assign their managers to key projects or positions that require effective cross-cultural communication. A few leading companies also go so far as to make it clear to their managers that to reach a senior management position, they must have obtained multicultural experience either outside of their local office or by managing a global business or process. In this 21st century global economy, it’s not enough to know how to have effective performance
conversations—effective managers need to appreciate and understand the backgrounds and diverse needs of their staff in order for those conversations to have meaning and relevance.
2. Development of HR business partners as high-performance consultants

In many organizations, line managers view performance management as a “necessary evil,” “an HR activity,” or a process required to remain “in compliance.” High-performing HR business partners help their line partners see the deeper and more meaningful value and business rationale of performance management processes. As performance consultants, HR business partners must create a climate where managers are completely committed and comfortable with the performance framework. To achieve this, HR business partners should:

- Involve managers in the design of the performance framework;
- Eliminate “HR-speak” in the performance management process and replace it with a business-friendly terminology;
- Help managers master the tools and techniques for implementing the performance framework;
- Act as credible experts who identify and remove implementation barriers (e.g., help managers frame the kinds of discussions they’ll have with different types of performers); and
- Maintain a constant dialogue with managers to introduce new thinking and innovative ideas.

The ultimate goal of the HR performance consultant should be to support and challenge managers to better deliver performance management. For example, HR should be asking managers whether set goals really are high reach or challenging managers on rating distributions that have little spread, and so forth. When engaging in these kinds of discussion from the perspective of improving the performance culture (not from the process compliance
perspective), HR becomes a business driver. They do this to make managers more effective, not to meet their own HR process targets. Of course, line managers should be held accountable for managing their people; however, HR should assume the role of consultant who champions effective performance management practices at both the strategic and day-to-day levels.

3. User-friendly tools and automation

While it appears as if the market is flooded with stand-alone performance management technology options, experts at Gartner project that the market for integrated employee performance management software (including compensation and succession) is clearly in its early stages.[8] Companies that traditionally preferred to use paper-based appraisal forms are seeking viable technology-based solutions to overcome issues related to cost and data privacy.
Use of appropriate technology can cut down the wasteful hours spent on administrative activities such as filling out paper-based forms and instead allow managers to focus on conducting meaningful performance conversations and coaching. Technology also saves on unnecessary costs resulting from printing, reprinting, and storage. In addition, it allows greater security controls concerning who can access the responses, requests, and recommendations by removing the easily accessible paper copies from the office and setting up systematic controls
within the software. Web-based technology has revolutionized the format, appearance, and efficiency of performance management systems. The portal solution allows organizations to capitalize on the efficiencies of documenting performance activities and expands its potential into integration with HRMS applications, financial reporting, payroll, and much more. A recent survey of 450 organizations found that 11 percent of respondents use a vendor-provided solution, while 25 percent created their own system to capture and analyze performance data.

4. Ongoing measurement and improvement

Although many organizations create a wonderful performance management solution, many fail to review its effectiveness. While most companies use performance plans to measure their employees’ success, few organizations measure whether these performance plans are positively impacting their business. Instead, many organizations simply measure their success by tracking whether paperwork is submitted on time (44 percent) or if their employees are satisfied with the program (36 percent). Meanwhile, nearly a third (30 percent) neglect measuring the success of these programs at all.[9] Measurement is a valuable aid in creating a high-performance work environment. Measurement and tracking success are part of the DNA of most high-performance organizations. On an ongoing basis, they capture organization-wide proxy measures of the four elements we discussed earlier—accountability, rewards, opportunity, and trust— and track their success and areas where intervention is needed. The graphic below shows a talent dashboard with potential sample measures.

The performance and development framework needs to be fine-tuned based on the changes in the culture
of the organization and the needs of the marketplace. Based on the results of the periodic review of the
performance management process, the “vital four” measures should be adjusted. These adjustments should
be communicated back, in turn, to line managers in a timely fashion. This communication is essential for
reinforcing the employee accountability and behaviors required to achieve the goals and priorities of the
organization on a continuing basis.

Preparing for the Future

Performance management systems are critical in driving organizational performance and results. Discussions about talent management now focus on a very different set of issues representing a new direction, a new philosophy for defining performance expectations. One of the most distinctive developments is the increasing emphasis on creating high-performance work cultures.[10] In today’s knowledge-focused economy, people performance matters hugely, because their ability to execute is the key factor in creating value and driving
results for the company. The seven design elements presented in this paper, along with the four execution elements, are central to embracing a high-performance environment and workforce. High-performing companies focus on a lot of talent issues, but they pay particular attention to getting these core building blocks right—not just doing them, but doing them well enough to be a competitive advantage. A holistic and well-executed performance management system has far-reaching effects. In a February–March 2007 BusinessWeek Research Services survey of more than 300 C-level executives from companies worldwide, roughly half the participants said the biggest benefits of performance management are driving a culture of accountability and aligning operations enterprise-wide. Successful performance management implementations, participants indicated, led to better decisions about customers, better alignment of strategies and operational behavior, and more collaboration among departments.[11]

A strong performance management system allows a company to compile a more complete picture of how it’s doing. This comprehensive picture enables executives and managers to learn from successes and mistakes, continuously improve the system, and make the smartest possible decisions. Drawing from an analogy between effective performance management and the operation of an airplane: To fly a plane, a pilot must look at many instruments—airspeed indicator, fuel gauge, altitude indicator, GPS map, and so forth—rather than rely on a single
instrument that provides only one piece of information. Similarly, organizations seeking to navigate through a complex environment need a range of “instruments” to evaluate how they’re doing. Effective performance management provides that comprehensive range of information with which a company can gauge its performance.

To truly attract, develop, and retain talent, organizations will need to bridge the knowing-doing gap and effectively deliver on the core design and execution elements presented in the paper. These elements will not only help energize the workforce to perform well, but also ensure that their performance contributes directly to the organization’s success.

Footnotes:

[1] Risher, Howard, “Refocusing Performance Management for High Performers.” Compensation & Benefits Review. Sept. 2003
[2] Taking Your Talent Pulse: How Motivated is Your Top Talent to Deliver Top Performance, Hewitt Associates, 2006
[3] BusinessWeek—Boston Consulting Group 2007 Most Innovative Companies survey of senior executives, May 2007
[4] Top Companies for Leaders, Hewitt Associates, 2007
[5] Rifkin, Glenn, How Richard Branson Works Magic, Strategy + Business, Fourth Quarter, 1998
[6] Timely Topics Survey—Making Performance Management Work, Hewitt Associates, March 2005
[7] Hewitt Associates & WorldatWork, “Paying for Performance.” June 2004
[8] Gartner, “MarketScope for Employee Performance Management Software, 2007,” May 11, 2007, http://mediaproducts.gartner.com/reprints/salary.com/147791.html
[9] Hewitt, 'Paying for Performance' 2004
[10] Risher, Howard, “Refocusing Performance Management for High Performance.” Compensation & Benefits Review. September 2003.
[11] SAS Delivers Virtuoso Performance, Business Wire, May 2007

Event #5 - Performance Management expert panel

2008-07-04T12:05:00.003+10:00

What is the topic of the event?

The theme is performance management and Tania Beck from Red Roo Consulting will facilitate a panel of experts including Ken Sheridan from Acelero, Michael Williams from Hewitt, and Andrew Robertson from BTS.

Why should I attend?

Performance management is key to the success of your business’ bottom line. Ask yourself the following questions:

- Is performance management a hot topic for you?

- Are you interested in what leading companies are doing in this space?

- Are you looking for innovative ways to manage performance effectively?

- Have you considered an online performance management solution?

If you answered YES to any of the questions above…RSVP today!

This event will address each of the questions above and provide a holistic view of performance management to drive business results. It will specifically cover the following areas:

¨ Why performance management

¨ High performance workforce

¨ Enabling performance management through software

¨ Using discovery learning to accelerate change

Tell me more about the expert panel?

Red Roo Consulting assists your company in driving its business strategy to meet and exceed your overall business objectives. They enable you to develop your best people to ensure you are operating at your fullest potential.

Acelero’s sole purpose is to assist you achieve your strategic goals through optimising the performance of your people. In any enterprise people are a key to its success. Acelero’s intelligent and intuitive online software platform enables organisations to holistically manage your employee’s performance, attract and retain talent and significantly improve productivity.

Hewitt’s business is people. They serve more than 3,000 clients who understand that people are their most important asset and to maximize their human resources investment. They are the world's largest provider of multi-service HR business process outsourcing (BPO), and the only firm fully integrating HR outsourcing and consulting.

BTS is the world leader in customized business simulations and other discovery learning solutions that enable leading corporations to change, grow and succeed. They partner with their clients to develop the mindset and capabilities that their people need to accelerate change and improve business results.

Come prepared with your questions - this is a great opportunity to learn more about each of the businesses listed above and direct your questions to an expert panel within the performance management space.

Event details:

When: Thursday 7 August, 2008
Where: Mallesons Stephen Jaques, Level 61, Governor Phillip Tower, 1 Farrer Place, Sydney
Time: 6.00 for drinks, the event will commence at 6.30pm (we will aim to finish no later than 7.45pm including ample time for questions)

How do I register?

This event is generously sponsored by Mallesons Stephen Jaques (Mallesons Stephen Jaques is independently ranked as Australia’s market leading law firm and one of the Asia-Pacific region’s largest and most influential.) and we are limited to 40 guests so it is really important that you RSVP to this event for building security access and catering purposes.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Friday 1 August

Email - stephanie@taylor.as
Mobile – 0404 453 380
Web: http://ldprofessionalsforum.blogspot.com/

Event #4 - Leadership development using contemporary learning technologies

2008-03-17T17:21:00.004+11:00

Leadership development using contemporary learning technologies

Thursday 29 May, 2008

What’s the topic of the event?

The theme is leadership development using contemporary learning technologies and this event will be led by Tom Richardson (Partner, Deloitte Consulting) and Campbell McGlynn (Head of Learning and Career Development, Mallesons Stephen Jaques)

In October 2007, the Deloitte Leadership Academy was launched. This is a unique online learning and networking site providing the best of leadership training, networking and collaboration for an exclusive community of business leaders. The Leadership Academy includes:

- the latest multimedia e-learning modules from Harvard Business;
- Four Management and Leadership certificate courses from Harvard Business;
- Insightful interviews with CEO’s and Board Directors;
- Lectures from the world’s leading business schools; and
- Podcasts/ webcasts on relevant issues.

Why should you attend?

Are you interested in e-learning? Well, this event will share a success story with you and enable you to learn from the creator of the Deloitte Leadership Academy (Deloitte) and also an end user/ client (Mallesons Stephen Jaques).

Specifically, this event will cover:

- how to generate interest in e-learning tools;
- the benefits of a dedicated online learning and networking site for business leaders;
- a demonstration of the Deloitte Leadership Academy;
- how to rollout e-learning to your senior people; and
- a client perspective – the Mallesons journey

Come prepared with your questions - this is a great opportunity to learn more about the features and benefits of an exclusive online learning tool targeted at your senior people.

Event details:

When: Thursday 29 May, 2008
Where: Deloitte, Grosvenor Place, Level 9, 225 George Street, Sydney

Time: 6.00 for drinks, the event will commence at 6.30pm (we will aim to finish no later than 7.45pm including ample time for questions)

How do I register?

This event is generously sponsored by Deloitte and we are limited to 50 guests so it is really important that you RSVP to this event for building security access and catering purposes.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Friday 23 May.

Email - stephanie@taylor.as

Mobile – 0404 453 380

Event #3 - Evaluating & Measuring Learning

2007-12-18T17:13:00.002+11:00

Evaluating & Measuring Learning
Thursday 7 February, 2008

What’s the topic of the event?

The theme is evaluating & measuring learning and this event will be led by Kelly Morrissey (Instructional Design Manager) & Cheryl Head (Instructional Design Consultant) from IAG.

In the August 2007 edition of the AITD magazine, Kelly & Cheryl were asked to write the feature article titled, 'How everyday business results can prove the value of learning in call centres'. This was a result of their successful project implementation within IAG and announcement as a finalist for the 2007 AITD Excellence Awards for Learning & Development Excellence.

Why should you attend?

Are you interested in evaluating and measuring learning? Well, this event will share a success story with you and enable you to learn from Kelly & Cheryl's experience. Come prepared with your questions - this is a great opportunity to find out what works and what doesn't.

This event will benefit those of you who are:

- tired of using 'happy sheets' and want to implement something more meaningful
- building an evaluation strategy
- interested in Kirkpatrick’s training evaluation model
- seeking support and buy in from the business
- keen to measure ROI (return on investment)

What do you need to know about IAG?

IAG operates some of Australia's leading general insurance brands including NRMA Insurance, CGU, SGIO, SGIC and Swann Insurance. IAG's Australian businesses insure more than five million cars, two million homes, 250,000 businesses and 75,000 farms, and provide workers' compensation services to more than 200,000 employers.

IAG's Australian operations distribute a range of personal and commercial insurance products, under several brands. Personal insurance products are distributed through a network of branches, franchises and country service centres throughout Australia as well as call centres and online facilities. Commercial insurance products are primarily sold under the CGU brand through insurance brokers and authorised representatives. A range of commercial and personal insurance products are also distributed through partnerships with the government and private sectors.

Event details:

When: Thursday 7 February, 2008

Where: IAG - Level 40, 388 George Street, Sydney

Time: 5.30 for drinks, the panel event will commence at 6pm (we will aim to finish no later than 7.45pm including ample time for questions)

How do I register?

This event is generously sponsored by IAG so it is really important that you RSVP to this event for building security access and catering purposes.

Please RSVP to Stephanie Taylor, L&D Professionals Forum, no later than Friday 1 February.

Email - stephanie@taylor.as
Mobile – 0404 453 380

Networking at Deeper Levels - Mark Maraira

2007-11-22T22:10:00.000+11:00

An article by Mark Maraia of Maraia & Associates, Inc. is a Denver-based relationship development coaching and training firm which helps professional services firms build skills one person at a time and in groups. Mark formerly practised as a lawyer.

Make a point of getting to know your contacts at a much deeper level. This requires making your best referral sources, top prospects, and clients feel that they are the most important person on your agenda.

Frankly, not many people take the time to be thoughtful. Putting others’ needs before your own might seem impossible with the demanding schedules professionals have today. Some people (maybe you) operate at full capacity 12 months a year. That is a prescription for burnout. However, it stands to reason that people in our network do have periods during the year when they are busier than normal – when it’s just not possible for them to reply to your messages. When a message to your client goes unreturned, it's natural to get frustrated. Some people might take offense: This is the WORST thing you can do.

Taking the time to learn when those busy and slow periods fall on the calendar of your clients and best contacts can be very helpful for improving your odds of meeting with people and deepening relationships.

Here is a test: Can you tell me the busy season for your top referral sources or your top prospects? For example, the last quarter of the year (September-December) is budget season for many companies. You may find some contacts will ignore you during this period because they are involved in an all-consuming budget process. Can you also tell me the slow period for your top referral sources and your top prospects?

If you can't answer these questions, here's a suggestion: First contact your referral's assistant and ask him these same questions. Most assistants will have great insights on these questions. Then select two to three people who are really important for you to get face time with and make a point of trying to connect with them during their slow season. An obvious example of this would be to try reaching an accountant (who is a top referral source) in May, June, or July. And perhaps, just as importantly, try to stay out of their way during their busy season in March and April, as well as in September and October when the late filer returns are due.

Once you know the times of year your top contacts are more available, you will have more success in actually reaching them. Making time for them when they have time for you allows you to deepen the connection.

Our clients have found that the more they network WITH a purpose, the more time others want to spend with them. The more time spent with people, the better the relationship. The better the relationship, the more referrals and business you will see drop into your lap. And if done well, this will enhance your selling skills.

One of my clients, an estate lawyer, recently discovered the value of spending some non-billable time with a client. She spent an hour explaining a very complex estate planning technique to a loan officer who does huge loans. This lawyer could have easily brushed off the loan officer with an excuse such as, "I need to get back to the office." (How many times have you heard yourself say that?) She later got a call from this loan officer to do his personal estate planning. This lawyer learned that "it's okay to give non-billable time." She reaped great rewards in two ways—getting more work and deepening her relationship with this client.

Ultimately, networking at deeper levels deepens relationships. When you make a point of showing your client he is the most important person on your agenda, you will get to know him at a much deeper level. Soon you will find yourself in his circle of trusted advisors.

I’ll bet while reading this article you thought of some referral sources and clients who deserve your follow up. When was the last time you checked in with them? Do they know how important they are to you? Take your networking to a deeper level and call them today! (Unless it's their busy period—in that case, put a reminder to yourself in your calendar, including the contact’s name and phone number, to call them when things slow down.

Event #2 - Networking

2007-10-09T22:08:00.001+10:00

BACK BY POPULAR DEMAND!

To finish off the year and continue the networking success we had in August you are invited to attend networking drinks.

Purpose: This is an informal event that will allow you to broaden your network and meet a range of L&D professionals from a variety of industries.

When: Thursday 6 December, 2007

Where: Lobby Bar, Westin Hotel (1 Martin Place, Sydney)

Time: 5.30 - 8pm

Bring: please bring your business cards

RSVP: Please RSVP no later than Friday 30 November

Need a refresher on networking?

Read AIM's Top 10 Networking Tips - published in August 2007.

L&D Professionals Forum survey - questions & responses

2007-09-29T21:01:00.000+10:00

1. Did you enjoy the L&D Professionals Forum #1 - networking event on Wednesday 15 August?

Loved it - want more! - 41.7%
Yes - 33.3%
It was OK - 8.3%
No - 0.0%
Didn't attend #1 - 16.7%

2. What was the highlight for you?

The informal approach to networking. It was a refreshing change not to be bombarded by recruitment consultants at every turn.
Just seeing a forum being created with L&D professionals.
It was good to mix with other L & D professionals & consultants.
Meeting new people.

Everyone made an effort to talk with people they didn't know which was great!
Seeing the number of like minded individuals interested in sharing knowledge, ideas and experience with each other.
Meeting others from different industries.

Meeting like minded people.

Catching up with some people I hadn't met in a while.
Just mixing with people who 'speak the same language' and share the same passions and desire to serve the development of themselves and others.

The diverse experiences and backgrounds of the different attendees was great.
Meeting L&D professionals from outside the law industry.
I enjoyed meeting other L&D people and finding out what they do and where they work.
Casual and genuine chat with like minded people - and no pretences!!!
Being able to meet other L&D people!

Sounds inane, but there really are very few other channels in which to do this.

The relaxed environment made it easy to mingle and meet people.
Meeting people currently using Lectora - we are looking at it as a platform for self-authoring on-line training.
Relaxed atmosphere and really interesting 'real' conversations.
Meeting new people and finding out where they work and their training strategies & operations.

Catching up with old buddies.
Meeting other like minded professionals from other industries et al, and hopefully getting some work out of it!
Having the opportunity to have conversations with like minded people and not feel under pressure in terms of people trying to sell me something!
Meeting colleagues.
The informal nature of it on neutral ground (ie, not at an external vendor's location where they're trying to flog something.) Small numbers were good too. Not too overwhelming.
Opportunity to meet so many L&D people to talk shop with like minded people.

3. Other comments? Feel free to provide constructive feedback here.

The suggestion on the night for companies to host an event would be a great idea. I'll definitely run it past our MD.
Obviously some structure to the evening - speakers, energizers, game sharing would be fantastic. Real are happy to facilitate several snippets from training courses. The people were predominantly white collar and professional or financial services, opening this forum up to all industries would provide a great dynamic.
I think the bar is a lovely venue, however drinks are very pricey, particularly for a mid week work networking function.
For an opening event it was great! Low key, friendly, relaxed, interesting group of people with interesting things to say! It will be good to mix the sessions between some networking events and some discussions/presentations.
Need to harness this group - direct conversation/attention etc so that we are able to extract every piece that we can.
We should wear name tags - saying our name and where we are.
It would be good to create a structure around the event with a particular theme or topic that is relevant to those in the L&D industry.
Think it is a wonderful idea.

Would be great to have different representatives volunteering their own corporate facilities (and ideally showcasing the L&D facilities / programs going on). Also a competition on "top training icebreakers" would be a bit of fun
While I like the informal approach, it would be a good idea to 'theme' these meetings and actually share experiences or best practices. But you mentioned that that's the plan anyway :-)
I found the venue to be a little small and narrow which meant a lot of people were stuck at one end.
Thank you very much Stephanie.
While I loved the informal feel of the event, it might be good to have some structured events as well. Guest Speakers or a featured book/resource would expose many of us to new concepts and ideas. Also, there were some people I met who I would love to discuss ideas with further, but I didn't get their business cards. Potentially setting up some sort of discussion forum, or contact list would be good. This would enable everyone to contact other people as needed.
Start time of 5.30 is quite difficult to make - perhaps 6pm is better. Concept is a great one. For me the balance between "vendors" and "practitioners" would be a focus. A major draw card to these types of events is that you are not going to be sold to.
Thank you for organising this session, it was great!
It was a terrific idea and it was so pleasing that everyone who attended really wanted to be there and share their own workplace story.

The time went so quickly - Thanks Steph

Good venue, drinks were a little on the pricey side. Although for free, who's complaining? Steph, thanks so so much for organising.
Venue worked for first event great service from staff. Good balance of people.
Venue not great for networking - narrow area made it hard to mingle. Drink service very slow
very disappointed to have missed it - sounds like it was a great night. Congratulations on facilitating a much needed forum.
Perhaps try to keep informal, occasionally with some events hosted at different work groups.
Great idea Steph - the first event was excellent

4. Do you feel this was a good investment of your time?

Yes - 83.3%
No - 0.0%
Didn't attend #1 - 16.7%

5. Would you be interested in attending future events?

Yes - 100.0%
Depends on the topic/ theme - 8.3%
No - 0.0%

6. Would you recommend the L&D Professionals Forum to others?

Yes - 91.7%
Depends on topic/ theme - 8.3%
No - 0.0%

7. How often would you like to see an event scheduled?

Every month - 25.0%
Every two months - 66.7%
Every quarter - 25.0%
Every six months - 0.0%

8. What key topics/ themes would you like to see addressed at future events?

Current L&D initiatives, best practises, how to tune into business needs with tailored L&D practices.
Key L&D programs currently in action. As a relatively small company we look for inspiration!
I will email you a list of what we are happy to deliver.
How to motivate your staff, attitude, case studies of successful staff motivation programmes etc.
How to quickly and easily get the business' support for L&D. How to structure programs and their costs to make them more attractive in professional services.
Overcoming challenges in the profession . How to assess and measure learning in professional environments E-Learning in professional services.
Succession Planning - how to go about it; tips and tricks; case studies Mentoring - how to go about it; tips and tricks; case studies. Outsourcing consultants, instruments and tools coaching facilitation skills.
Always interested to hear what other companies are doing with their Talent Management programs - EQ. Went last week to AITD and their presentation was from two ladies from their L&D department on why they were a finalist for their training program - was all about their Leadership rollout - was interesting!
1. Different L&D models 2. Tips and tricks on helping communicate the value of L&D to corporate influencers.
Others experience and recommendations concerning Perform. Mgt. or LMS systems, 360 Feedback surveys.
I really like the idea of quarterly events like last night ie, a catch up. To have more structured events ie, guest speakers/SME's etc in amongst these would be great.
I would love to hear more about the 'Academies" a couple of companies are setting up. Some personal experiences of people's transition into L&D and their career progression since then.
Not sure about topics - this wouldn't necessarily be a draw card for me personally. May be an opportunity for a jobs notice board, for both people looking for staff and also those looking to move to another L&D role.
I'd be very interested in hearing more informal presentations from other L&D professionals on a range of experiences - what has worked and what hasn't worked. Or to be involved in structured discussions that involve sharing these experiences among a group of practitioners. I'm looking for ways to learn from and share my experiences with others through dialogue as opposed to hearing a formal presentation where there is little interactive discussion. I'd also be interested in seeing a mentoring program get up and running and would be happy to assist with putting this together if it is of interest to others (I have some experience in this area). In terms of topics/themes for future events - leadership development; competency/capability frameworks; influencing/putting together successful business cases or proposals to management.
Measuring and evaluating learning. Increasing e-/blended learning acceptance and usage. increasing L&D's partnership with the organisation.
Presentations/ Case studies on what other organisations are doing to train staff. Programs offered Methods E-learning Strategies Partnering etc. Successes and challenges.
I love the speed learning idea, where everyone would bring their own 2 or 3 minute learning 'piece' along and we all move around the room. I guess that may be a little daunting for some... Speakers as part of the evenings events - in relation to new books out / motivational speakers EQ / Talent Management / Innovative Initiatives!
LMS experience Global training vendors Metrics for reporting on training (eg spend, evaluation).
What's hot in L&D networking opportunities sharing of best practices across the industry
blended learning - personal experiences.
Good training providers - who? Performance Management systems In house v outsourcing e-learning platforms LMS implementation.

9. Would you be prepared to host a future event? If so, please include your name & contact details.

Answers confidential

10. What other industry forums/ groups are you currently involved with? For example, AITD, AHRI, ASTD etc

AITD, AIPF, AHRI, FIRG, FINSIA, AFMA, Australian Psychological Society, Legal Learning Forum, AIM, ICF, FABTAD, ALIA and AFSE

Event #1 - Networking

2007-08-02T17:46:00.001+10:00

Here are the details of the first event which is primarily a networking opportunity – so bring your business cards:

When: Wednesday 15 August, 2007

Where: Lobby Bar – Westin Sydney, No. 1 Martin Place, Sydney

Time: 5.30 – 7.30pm

Cost: Pay for your own drinks

Opportunity: Meet a variety of L&D Professionals from diverse industries & broaden your network

Your network: If you would like to forward this onto your L&D network please do so, encourage them to attend and RSVP.

Important: It’s really important that you RSVP for this event. I have an arrangement with the Westin Sydney that they will secure a dedicated section within the Lobby Bar for us to utilise.