N LSC
Managed training services
Custom curriculum design
Custom content development
Learning admin
Learning delivery
Strategic sourcing
Advisory services
Clients
Market leading companies
30+ countries
Principles
❤ Help customers increase business value of L&D
Business aspects
Founded 1981
❤ Run training like a business
Best-in-class training processes
Align business goals with L&D
Reduce costs
Realise measurable value
Increase business impact
HQ Gurugram, India OR Atlanta, US
Revenue: US$120m / £80mUK / $159m AUD FY2020
2600 employees FY2020
Revenue 5.92M
Net profit: Rs113.6crore (1cr denotes 10m) ($20m AUD)
Locations
Gurugram, India
London, UK
Dublin, UK
Atlanta, US
Evanston, US
Mississauga, Canada
Public company
Questions
N is CoForge in US?
Aligning training to company vision and goals ensures that the org is not just providing staff with knowledge and skills required for the job, but also influencing their attitudes and behaviors to make them more effective.
L&D as a strategic function helps enable a company's near-term results & long-term direction.
The focus of L&D should be on shaping the desired culture, fostering new ways of thinking, developing new behaviours, and driving strategic opportunities.
*L&D teams need to enhance their own skills in designing and implementing organisation-wide learning strategies that meet the business and its learners at their point of need.*
*L&D must work with the business to solve critical performance challenges and measure the effect their interventions have in solving them.*
One of L&D’s primary responsibilities is to manage the development of people—and to do so in a way that supports other key business priorities. L&D’s strategic role spans five areas, such as:
- Develop people capabilities
- Attract & retain talent
- Motivate & engage employees
- Build an employer brand
- Create a values-based culture.**
WHY? The shift to a digital, knowledge-based economy means that a vibrant workforce is more important than ever: research suggests that a very significant percentage of market capitalization in public companies is based on intangible assets—skilled employees, exceptional leaders, and knowledge
The ACADEMIES framework a useful tool for conceptualizing learning strategy. https://elevatinglearningbook.com/the-academies-framework-a-useful-tool-for-conceptualizing-learning-strategy-5/
- Align with business strategy
- Business units & HR co-own ACADEMY
- Assess capability gaps & estimated value
- Design learning journeys
- Execute & scale effectively
- Measure impact on business
- Institionalise & integrate
- Enable 70:20:10
- Apply systems learning technology.
What problem is the course / experience solving for the learner? And for the organisation?
What value is it providing to the learner? And what value to the organisation?
How enjoyable is it for the learner to complete? What is the ROI for the organisation?
How would the learner describe this experience?
Will they enjoy it?
Will they find it valuable?
Active learning (using info in learning to achieve LO)
Debates
Interactive exercises
With assessment responses & remediation
5 Principles for active learning (Stephen Kosslyn)
- Deep processing
- Chunking
- Deliberate practice
4.
5.
Flipped classroom
click to edit
promote conceptual understanding of learners in heads-on & hands-on activities which yield immediate feedback
Next decade per McKinsey:
Companies need to:
- install a culture of lifelong learning
- provide training & raise skills levels of emps
- increase leadership & management skills
- focus on technological skills - basic to advcance
- train up more intrapreneurs & innovators
- encourage learnings in creativity & critical thinking
Centralised
Strong coordination thru central learning team
Helps to avoid duplication of learning efforts & offers economies of scale
enterprise-wide budge, resources, L&D talent, external partnerships, vendor management, standard & guidelines
RISK: less attuned to specific needs of business units
Decentralised functions
Ownerships of learning initiatives to individual business units
Tailored initiatives to specific functions, needs & people
RISKS: Limited oversight, learning programs don't have a clear connection with C-suite. Programing may lack cohesion.
Hybrid
Becoming the norm. Allows for better connections with business units.
Central team develops professional & leadership development programs, sets & enforces standards & manages learning platforms & tools
Business units are responsible for technical learning (& often delivery of enterprise programs).
RISKS: Can create comms & coordination challenges by blurring lines & causing confusion about who is in charge of what.
Agile elements to help overcome the natural deficienceis of each approach but every company needs to decide for itself which backbone is best fit.
NIIT Ltd & NIIT University
