Half day open training event held in London, England.

1. Go from good to great… by
undertaking effective
LEARNING & DEVELOPMENT
London HR and Training
September 2016

2. Introduction
Page 2

3. Intro - London HR and Training
• London HR and Training is a specialist human
resources and training consultancy headed by Timothy
Holden
• 10 years in banking
• 20 years in training and human resources
• Business owner since 2007
• The core services provided by London HR and Training
are:
- Reducing costs and saving time through bespoke HR
initiatives and projects
- Training course design and delivery
- Services for job seekers
Page 3

4. Contents
5-6 Definitions
7-8 Factors driving pay differences
9-10 Women’s work
11-13 Section 78 of the Equality Act 2010
14-18 Job evaluation methods
19-20 Ways to increase transparency
21-22 Measuring experience
23-24 Difficulties of returning to work
25-26 Remedies that may be applied
27-28 Typical pay objectives that may be included in policies & strategies
29-30 Phases of pay equity assessments
31-32 Factors which affect the gender pay gap
33-34 Benefits of reducing the gender pay gap
35-36 Calculating the gender pay gap
37-38 Barriers to changing the gender pay gap
39-41 Ways to promote equal pay
42-44 Example equal pay audit
45-46 Wage fixing and equal pay
47-48 Exercise
49-50 To sum up…

5. Definitions
Page 5

6. Definitions
• Learning
• Development
• Training
Page 6

7. Components to consider
when delivering
learning content

8. Components to consider when
delivering learning content
1 of 3
Adult learning characteristics
• Autonomous
• Curious
• Experienced
• Goal-oriented
• Hands-on
• Need stimulation
• Pragmatic
• Sceptical
• Social

9. Components to consider when
delivering learning content
2 of 3
Instructional approaches
• Teach-push
• Matrix-both teach and facilitate
• Facilitate-pull
Page 9

10. Components to consider when
delivering learning content
3 of 3
Alignment of the instructional
approach with the learning
characteristics
• Low
• Medium
• High
Page 10

11. Induction for new
salespeople

12. Induction for new salespeople
1 of 3
Traps that may occur
• The classroom rut
• Content overload
• Untrained managers
Page 13

13. Induction for new salespeople
2 of 3
Recommendations
• Take the holistic view
• Define incremental goals
• Cover what they need to know
• Optimise training and reinforcement
• Make it easy to follow through
• Give coaches and managers a better
view
Page 14

14. Induction for new salespeople
3 of 3
Recommendations (cont.)
• Help new hires build internal support
networks
• Plan for a smooth transition to the
field
Page 14

15. Sales training

16. Sales training 1 of 2
The energetic sales cycle
• Develop rapport
• Probe inquiry
• Qualify opportunity
• Ask key questions
• Ask for conditional commitment
• Answer questions
• Close the sale
Page 16

17. Sales training 2 of 2
Keys to effective sales
• Price and other monetary considerations
• Skill level
• References, credibility
• Knowledge
• Authenticity
• Enthusiasm
• Energy
• Confidence
Page 17

18. Methods to measure
development programmes

19. Methods to measure
development programmes
• Movement
• Assessment tools
• HR metrics
• Business metrics
Page 19

20. Reasons for not measuring
learning & development

21. Reasons for not measuring
learning & development
• Fear of results
• This should not be necessary
• Measuring at this level is not planned
• Measurement is too difficult
• Measurement is not the fun part of the
process
• Not knowing which programmes to
evaluate at this level
• Not prepared for this
Page 21

22. Learning & development and
the Olympics

23. Learning & development and
the Olympics
• Differentiators
• Humility
• Preparation
• Follow-up
• Quality
• Attitude
Page 23

24. Storytelling and learning &
development

25. Storytelling and learning &
development 1 of 3
Elements of storytelling
• Setting
• Characters
• Event
• Development
• Climax
Page 25

26. Storytelling and learning &
development 2 of 3
Benefits of storytelling
• Make your presentations more
fascinating, compelling and memorable
• Challenge people without coming
across as confrontational
• Open people’s minds to new
possibilities in ways that direct
approaches cannot
Page 26

27. Storytelling and learning &
development 3 of 3
Benefits of storytelling
• Make your ideas and
recommendations more
understandable, compelling and
memorable
• Make new concepts and complex
ideas understandable to the novice
Page 27

28. Accountability and
learning & development

29. Accountability and
learning & development
• Acknowledge reality
• Redefine accountability for results
• Train accountability; practice and
instil accountability
Page 29

30. Evaluation of learning &
development

31. Evaluation of
learning & development 1 of 2
Questions to ask
• What did you learn today that you
are most likely to try on the job?
• Was there anything discussed today
that you still do not understand?
• How will what you learned affect
your work?
Page 31

32. Evaluation of
learning & development 2 of 2
Customised evaluation
• Typical evaluative statements
Page 32

33. Democratising
learning & development

34. Democratising learning &
development 1 of 4
What does it involve?
Benefits of democratisation
• Increase in support and reach
• Deeper learning
• Role-modelling collaboration
• Increased engagement
Page 34

35. Democratising learning &
development 2 of 4
Moving towards a democratised L&D
function
• Re-claiming
• Liberating people
• Connecting with others
Page 35

36. Democratising learning &
development 3 of 4
Places to pilot democratised L&D
• Induction
• Mentoring programmes
• Manager-to-leader programmes
Page 36

37. Democratising learning &
development 4 of 4
Assessing the level of democratisation
• Disillusioned democrat
• Dormant democrat
• Devoted democrat
Page 37

38. Occupational mobility and
learning & development

39. Occupational mobility and
learning & development 1 of 2
• Definition of occupational mobility
• Forced internal mobility
• Voluntary internal mobility
• Forced external mobility
• Voluntary external mobility
Page 39

40. Occupational mobility and
learning & development 2 of 2
Factors that relate to negotiating
occupational mobility
• Perceptions of transitions
• Professional-related
• Generic skill-related
• Lifelong learning-related
Page 40

41. Significant groups and
learning & development

42. Significant groups and
learning & development 1 of 3
Technical professionals
• Definition and representative
positions
• Behavioural characteristics
• Leadership and motivational needs
• Developmental preferences
Page 42

43. Significant groups and
learning & development 2 of 3
Knowledge workers
• Definition and representative
positions
• Behavioural characteristics
• Leadership and motivational needs
• Developmental preferences
Page 43

44. Significant groups and
learning & development 3 of 3
Millennials
• Definition and representative
positions
• Behavioural characteristics
• Leadership and motivational needs
• Developmental preferences
Page 44

45. Trends in
learning & development

46. Trends in
learning & development
• Social learning’s time has come
• Telling tales makes change stick
• Learning isn’t just for leaders
• Over-hyping of gamification
• Turn employees into video stars
• Don’t be scared of ROI
• Stop fighting your brain
Page 46

47. Exercise

48. Exercise
Page 48

49. To sum up…

50. To sum up…
• Conclusion
• Summary
• Videos
• Useful links
Page 50