Developing a Corporate Learning Strategy: The key knowledge management challenge for the HR function
In-depthPolicy Publications is an independent research and publishing company which specialises in producing research reports that help managers develop world-class company performance.research from
69 organisations
with 460,000 employees
Developing a Corporate Learning Strategy
The key knowledge management challenge for the HR function
Issues, priorities and opportunities for corporate learning in the new millennium
Policy PUBLICATIONS
University of Luton
Published by Policy Publications in association with the University of Luton
A corporate learning strategy should add value for shareholders and customers... not impose extra costs
Creating value through knowledge and know-how is the vital new management challenge for the twenty-first century. Yet how many companies have developed a corporate learning strategy that matches up to the changing rules of the game?
Developing a Corporate Learning Strategy is a path-finding new report based on in-depth research in 69 organisations with responsibility for the education, training and learning of 460,000 employees. It is aimed precisely at those senior decision-makers -- especially in the HR and training functions -- whose careers depend on confronting this new challenge successfully. And soon.
What's different about Developing a Corporate Learning Strategy is that it puts HR professionals right at the heart of the debate about how an organisation can leverage its know-how -- and its key "people capital" -- to create more value.
The report is an essential source of ideas, not just because it addresses issues every major organisation must confront, but because it puts HR and training professionals where they belong -- at the centre of corporate decision-making about how to create a learning organisation.
In its 240 ideas-packed pages, Developing a Corporate Learning Strategy provides the ammunition that any HR or training professional needs to enter the debate -- and make a critical contribution -- on more than equal terms.
Page by revealing page, the report looks systematically at the changing corporate landscape... at the new role of HR in a company where knowledge is a business driver... at how to make that vital shift from "training" to "learning"... at how HR can become a vital new source of add-on revenues -- rather than a cost burden -- in many different kinds of companies.
The report finds that human resources, training and development and other senior managers face a whole raft of new challenges. In too many organisations, learning is living in the past. The current generation of courses have passed their "sell by" date.
Yet new priorities are looming on the horizon. And HR professionals risk being left standing by the roadside. Take knowledge management. In recent years, it's grown rapidly. But, too often, it's fallen into the hands of the IT community or sellers of tools for capturing existing know-how.
Developing a Corporate Learning Strategy shows how HR professionals can seize an "historic opportunity" to make a contribution to knowledge and value creation focused on their organisation's top priorities.
Then there's the question of equipping people with the skills they need tomorrow... rather than leaving them with the techniques of the day before. The report shows how HR professionals can focus on new priorities and develop learning strategies that develop people who can add more value.
It's not enough to think of learning inside an organisation. Education and training that transcends boundaries and draws in customers and suppliers can also add value. Developing a Corporate Learning Strategy shows with sound practical advice, drawn from the organisations studied, just how to approach this key issue.
Increasingly, learning and knowledge creation activities look set to become major global businesses in their own right -- as well as the main source of future sustainable competitive advantage. Leading-edge companies are already planning their moves to grab a share of these emerging markets. Developing a Corporate Learning Strategy looks at what leading players are doing and shows how you can build new incremental revenue streams in your own organisation.
If you want to discover how your organisation can win more competitive edge from its knowledge and know-how, Developing a Corporate Learning Strategy provides a route-map to the future.
Panel
Use Developing a Corporate Learning Strategy to:
Review your own organisation's learning strategy against the performance of competitors.
Nine key policy issues examined in depth...
How Developing a Corporate Learning Strategy guides you towards the right decisions for your organisation
The management challenge for every organisation is to take decisions about knowledge management and corporate learning that are absolutely right for its unique circumstances. In nine carefully researched sections, Developing a Corporate Learning Strategy guides managers through key decision areas... providing practical advice based on the experience of 69 other organisations. In every section, the report presents key findings for easy reference and provides a comprehensive list of action points to guide future decision making.
1 Which issues to consider when assessing the current position of your organisation's corporate learning.
In the 69 organisations studied, HR and training professionals are moving centre-stage as the spotlight turns on knowledge management and corporate learning. In too many organisations, staff are trained with yesterday's competencies -- rather than tomorrow's.
This section looks at the changing shape of the corporate learning landscape. It shows how an organisation's relevance depends on its ability to learn more quickly and effectively than competitors.
It overviews 15 different kinds of arrangements the organisations use for corporate learning and provides guidance on which issues to consider when mapping out the future organisation of corporate learning.
2 How to decide whether to have a corporate university or centre of learning.
Most of the 69 organisations are already conducting a fundamental review of their training and learning strategy -- or will start one soon. Many professionals realise they've got no future if they define their roles too narrowly as "providing training".
This section looks at how organisations are facing up to the changed role of HR and training. It explores the trends and dilemmas they face -- such as the technology "triggers and traps" -- and looks at 24 possible reasons for having a corporate learning centre.
Taking a carefully balanced view, this section guides you through the arguments for and against as you decide whether to establish or maintain centralised corporate learning -- or devolve learning to business units.
3 How to decide what corporate learning should contribute to the future success of the organisation
In all the 69 organisations, the future will be very different from the past. And the HR and training functions will be called on to make a new kind of contribution.
This section shows how training and development priorities can be placed firmly in tomorrow's business strategy and goals -- rather than rooted in the past. It goes on to explore how the organisations -- in very different ways -- are making corporate learning a business driver in its own right.
It looks at the contribution of schemes such as Investors in People -- and shows how to take decisions about what comes next.
4 How to decide which managers should perform which roles -- then what they should do.
If they're to make a new -- more relevant -- contribution, most of the 69 organisations realise their HR and training professionals will need to play new kinds of roles in the future.
This section takes you through the key issues you should focus on as you design a corporate learning centre. It shows that HR and training professionals will need to look afresh at their roles -- focusing less on training, more on helping others to learn and releasing the know-how value within the organisation.
5 How to build the skills that enable you to create a learning organisation
A key issue worries the 69 organisations -- how can we define the competencies we'll need in the future, then ensure we develop them effectively?
This section shows different approaches to defining and developing competencies -- with more focus on outputs and outcomes. But it also reveals the dangers of focusing too hard on competencies. There's a need to do more to encourage "self-directed" learning and create a "learning environment".
And the section also looks at 40 different ways in which organisations are handling knowledge management.
6 How to find the internal and external capabilities to build a learning organisation.
As the organisations understand: there's no point in developing a corporate learning strategy if they can't put it into practice.
This section looks at the different kinds of learning it's possible to use -- from in-house courses to distance learning. It shows how to take decisions about when and how to link up with outside universities, colleges or external trainers.
7 How to turn the strategy into a live management activity that achieves real results
As the organisations move into new territory -- making the critical shift from training to learning -- most realise that implementation will be critical.
This section looks at the issues you need to confront as you set out to implement a corporate learning strategy. It shows the importance of developing accredited courses and learning modules.
Then it tackles the questions of knowledge creation and collaborating successfully with external partners. It shows why much future training and development could play a support role in exploiting corporate knowledge.
8 Where to find and how to use the many sources of support that can aid corporate learning programmes.
The kind of support services they need is changing in most of the 69 organisations. In future, more will need training support for "natural work teams". And they will also conduct workshops to identify corporate learning "gaps".
This section looks at the changing shape of training and development support services. It shows how to balance internal resources with external suppliers in order to deliver what's needed in the future.
Critically, it shows how learning support could become a business opportunity its own right for many organisations in the future -- providing a growing source of add-on revenues. The report provides 25 examples of ways in which organisations could package learning-related services as revenue earners.
9 How to make sure that corporate learning programmes deliver real measurable benefits.
Increasingly, the 69 organisations recognise they must prove their growing investment in corporate learning delivers results. So measuring the outcomes of programmes is more important than ever.
This section looks at 12 approaches to measuring output from corporate learning activity and discusses the pros and cons of using them in different situations. It argues that more organisations need to value their intellectual capital -- and spells out the need for more "knowledge entrepreneurs" to exploit it.
13 revealing case studies
Developing a Corporate Learning Strategy is rich in relevant case studies. To help you learn from the experience of other organisations, each case study is fronted by key lessons so you apply relevant findings in your own organisation.
CONTENTS
The research team
How the research was conducted
Executive summary
1 Understanding the learning landscape
Which issues to consider when assessing the current position of your organisation's corporate learning
- Key findings
- Interview questions
- Challenges and opportunities
- The current situation
- Management of corporate learning
- Corporate universities and learning centres
- Arguments for and against corporate learning centres
- Explaining the key learning issues
- Choosing the right options
- The way ahead
- Learning and knowledge creation
- Key action points
- Case study: Centrica
2 Determining the rationale and purpose of learning
How to decide whether to have a corporate university or centre of learning
- Key findings
- Interview questions
- Contemporary trends and developments
- Contemporary training and learning dilemmas
- The purpose of corporate learning centres
- Aligning individual and corporate interests
- The purpose of corporate universities
- Why have a corporate learning centre?
- Advantages of corporate universities
- Disadvantages of corporate universities
- Dangers and concerns about corporate universities
- The case for a learning centre
- Benefits of status and standing
- The importance of intellectual enquiry
- What holds back corporate learning centres
- Key action points
- Case study: Xerox Corporation
3 Formulating learning vision, objectives and strategy
How to decide what corporate learning should contribute to the future success of your organisation
- Key findings
- Interview questions
- Formulating learning strategies
- Corporate learning priorities
- Action checklist for setting up an independent corporate learning centre
- Contribution of corporate learning to the business
- Areas that are being overlooked
- Key action points
- Case study: Business Development Forum
4 Agreeing learning centre roles, responsibilities, tasks and priorities
How to decide which managers should perform which roles -- then what they should do
- Key findings
- Interview questions
- Different forms of training centre
- Formal structures and status
- Corporate university or learning centre checklist
- Establishing a degree of autonomy
- Involving stakeholders and interested parties
- Location and ownership
- Economic considerations
- Start-up considerations
- Funding mechanisms
- Collaboration and joint initiatives
- Key action points
- Case study: British Airways
- Case study: Johnson & Johnson
5 Building learning competencies and capabilities
How to build the skills that enable you to create a learning organisation
- Key findings
- Interview questions
- Concerns about competencies
- Alternative approaches
- Learning about learning
- Independent evaluation
- The importance of differentiation
- Trade-offs and choices
- Tackling problem areas
- Learning technologies
- Determining future priorities
- Approaches to knowledge management
- Knowledge and experience sharing
- The loss of knowledge
- Key action points
- Case study: NHS Executive
- Case study: Andersen Consulting
6 Acquiring the necessary learning capabilities
How to find the internal and external capabilities in order to build a learning organisation
- Key findings
- Interview questions
- The current situation
- Corporate perceptions of traditional universities
- The basis for collaboration
- Areas of concern
- Maintaining currency and relevance
- Areas of opportunity
- Drivers of greater collaboration
- The downside of collaboration
- Negotiating a relationship
- Future prospects
- Key action points
- Case study: IBM
- Case study: ABUITSS
7 Setting up learning programmes
How to turn the strategy into a live management activity that achieves real results
- Key findings
- Interview questions
- Approaches to accreditation
- Advantages of accreditation
- Disadvantages of accreditation
- Learning centre collaboration checklist
- International considerations
- Corporate accreditations
- Validation and knowledge creation
- The benefits of collaboration
- Collaboration with customers
- Key action points
- Case study: ICL
8 Supporting corporate learning
Where to find and how to use the many sources of support that can aid corporate learning programmes
- Key findings
- Interview questions
- Emerging support requirements
- Support capability constraints
- Internal resource constraints
- Making the money go further
- Learning technologies
- Collaborative arrangements
- Learning support as a business opportunity
- Evaluating the options
- Working with external suppliers
- Professional associations
- New initiatives and approaches
- The growing role of knowledge management
- Knowledge sharing and creation
- The creative working environment
- Key action points
- Case study: Glaxo Wellcome
- Case study: Barclays Bank
9 Measuring learning performance
How to make sure that corporate learning programmes deliver real measurable results
- Key findings
- Interview questions
- Methods of assessment
- Linking assessment and reward
- The measurement of cost effectiveness
- Measurement and corporate change
- The costs and benefits of assessment
- Performance indicators
- Bringing knowledge management centre stage
- Key action points
- Case study: Rover Group
Appendix: Further reading
Report author Colin Coulson-Thomas explains
'Why we wanted to understand
what's really happening...'
"Knowledge management" and "corporate learning" have become the latest management buzz phrases during the past year. There's plenty written about them in books and business magazines. But most of it is theory... untested and untried.
We wanted to find out what's really happening in those organisations that have to confront the issues. That's why I've spent a lot of time over the past two years talking to people who're at the sharp end of the problem.
HR directors, heads of training and development, chief executives, human resources development managers, personnel managers... In all, I've spent hundreds of hours talking in depth to senior executives in 69 organisations.
We didn't spend much time in our talks going over the theory. Instead, we focused on the hands-on practical issues. The real business stuff that these managers are grappling with day in, day out.
From all these talks -- and from other group discussions and company visits -- I've drawn up a detailed picture of where both business and the public sector has reached in corporate learning. And what's key about making it a success in the future.
It's quite clear from my discussions that we're at a turning point. Corporate learning is going to be a vital business driver.
What's more, unless the HR and training functions put themselves at the heart of this issue, they're going to be increasingly marginalised. That won't be good for their organisations. Or for their own career prospects.
I've written Developing a Corporate Learning Strategy for two reasons. First, I've mapped out the full extent of the challenge. It's important to understand just how far-reaching knowledge management and corporate learning are going to be so debate is informed and realistic.
Secondly, I've put together a practical hands-on guide to taking decisions about the future. Your solution -- like everybody else's -- will be different from others. The key point about corporate learning is that there are no off-the-peg answers.
But I believe you'll find Developing a Corporate Learning Strategy helps you focus on the kind of issues you'll need to consider as you come to take the vital decisions about the future.
Good luck,
Colin Coulson-Thomas
Introducing Colin Coulson-Thomas
Few people are better equipped to undertake an in-depth study of the future of corporate learning strategies than Colin Coulson-Thomas. He has distinguished himself in three fields
-- as chairman of successful companies in knowledge-based industries, as a leading business academic who's held professorial appointments at universities on three continents and as a consultant who's advised the boards of more than 50 major companies.
Colin Coulson-Thomas is particularly active in the areas of entrepreneurship, business development, director and board development, pioneering new ways of working and learning, and the packaging and exploitation of knowledge. He serves on the Council of the Parliamentary Information Technology Committee, the Professional Practices Committee and Chartered Accreditation Board of the Institute of Directors, and as chairman of the panel of judges for the Awards for Innovation in e-business.
Coulson-Thomas's academic career includes visiting appointments at Aston University, Cambridge University, City University and the University of Salford. He has held visiting professorships at universities in Europe, North and South America and Asia. He is currently a Visiting Professor at the Management Development Institute, the Centre for Competitiveness and Luton Business School.
He has served on the Advisory Board of the Forum for Technology in Training and on the Council of the Foundation for Science and Technology and four years as Corporate Affairs Adviser to the British Institute of Management.
As well as being an active non-executive chairman of companies, he has also served on national public sector boards, as a university campus head and dean, and on the governing bodies of representative, professional, learned, and voluntary institutes, societies and associations -- including as chairman and president. He was the principal author and co-presenter of the "employment and training" module of the CBI Initiative 1992, and is the principal author of the Induction Package for New TEC Directors.
Coulson-Thomas has led various change management, re-engineering and transformation projects and surveys of entrepreneurial or boardroom issues, attitudes and practice for the Institute of Directors, Institute of Management, Institute of Personnel Management, government departments and the NHS. The latest of his 30 books is Individuals and Enterprise (Blackhall Publishing, 1999).
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