Jay Orlin and Ron Sacchi present their topic at SBODN, Monday, February 7th, 2011.

1. So You Want to Build a Curriculum… Jay Orlin Ron Sacchi What drew you to this topic?

2. Icebreaker If you have ever been involved in building an employee development curriculum, what role were you in? Learning and Development Leader Org Development/Org Effectiveness Consultant Talent Management Consultant Training Developer HRBP None of the Above

3. What Will Be Covered Discuss employee development initiatives: How they usually originate How to effectively respond to requests Using a real case study, identify common pitfalls Provide a reference tool for working with Stakeholder teams

4. The Case Worldwide company 3700+ employees Corporate competencies already defined $200k in funding Data from Employee Engagement showed “Development” was a critical need Mission: “Create an employee development curriculum” If you were consulting this process: what else would you WANT to know?

5. Business Reasons What the textbook would prescribe… Curriculum must be aligned to business talent needs What capabilities are required to achieve business goals –next year, the year after? Measure the effectiveness of your new capabilities in terms of: ImprovedQuality Decreased Cost Innovation/”Time to Money” Improved Service or Revenue Stakeholder Management Overcoming the “Just do it” mentality Overcoming the “We can’t afford it” excuse “Whatever you do, will be better than having nothing in place” Development CAN be quantified in monetary terms

6. Key Capabilities/Competencies Required for the Business Textbook says: Clear Performance Specifications? Necessary Supports? Clear Consequences? Prompt Feedback? Necessary skills and knowledge? Individual capabilities Stakeholder Management Seldom is the hierarchy perfect—using Inquiry rather than Advocacy Rummler, 2004

7. Gap Analysis Textbook says Current State v. Future State analysis How do you know the “right” set of skills to build for? Stakeholder management Technical skill sets are: The easiest to plan for and ea$iest to quantify Biggest time sink –due to customization Fundamental skills (“soft skills”) are Easy to buy (soft skills vendors are plentiful) Hard to get “buy-in” Universal questions– “So don’t we hire for these skills when people come in the door? Why would we need to teach these?

8. Design/Develop—prioritize areas of focus and build out course/ware Textbook says Check in with Steering Committee team to prioritize Document decisions made by the team Check in with Senior Leadership on progress Stakeholder Management Original goals may shift—rework, abort some pieces “Organizational Amnesia”: Document all agreements, rationale and decisions

9. Implement, pilot and measure Textbook says Communicate, communicate, communicate Invite/Select your pilot audience Measure to stated objectives Measure response to the medium and content Stakeholder Management Lead with data from pilots as measured against needs is VISIBLE and intuitive Ensure your stakeholders view/participate in pilots Make BUZZ!

10. “The Rest of the Story” Lessons Learned: Document and report on progress early, often and in a consistent format Contract specific Stakeholder role as “Ambassador” for the work being done Make messaging simple and consistent

11. STEPS for CHANGE

13. Short email explaining the team’s goals

14. Follow-up call to ensure their understanding

15. Specify the role they will play and what your role will be

16. Get a commitment for turn-around time for input

17. Edit out unnecessary information before communicating

18. Be very specific about the kind of feedback you want

19. Make it as easy as possible for them to respond

20. Offer templates or fill-ins when possible

21. Use open-ended questions to uncover additional details

22. Take an active approach when needed input is late

24. Increase relevance and validity of test questions

25. Minimize unnecessary rework

27. Greater learning efficiency for Module Participants

28. More precision in module content

29. Time saved by eliminating non-essential content

31. Everyone should be acknowledged for their contribution

32. Thank members personally

33. Ensure their management knows of their efforts

34. Acknowledge people who really go the extra mile for you

36. Champion the needs of the organization they represent

37. Provide guidance on module objectives and evaluation methods

39. Well informed about business needs of organization

40. Sufficient understanding of subject matter