Running your training department like a business

1
Running your training departmentlike a business

• Jonathan Kettleborough
• Corollis

2

• The manager in todays world, doesnt get
  paid to be a steward of resources, a favoured
  term not so many years ago. He or she gets paid
  for one and only one thing to make things
  better (incrementally and dramatically), to
  change things, to act - today.
• Tom Peters
• consultant, business guru and author

3
Todays process
4
Agenda

• Today we will cover
• a framework for transformation
• beginning the transformation
• defining and promoting your offering
• models, economics and budgets
• sourcing and managing suppliers
• measuring success and long-term value
• conclusions and questions

5
lets start the transformation
6
(No Transcript)
7
shared values
8
Shared values

• Sharing the same guiding values
• core values
• ethics
• approach to new situations

9
strategy
10
Strategy

• Ability to respond to external changes
• mission
• vision
• aims
• strategies
• tactics

11
structure
12
Structure

• Basis for specialisation and co-ordination
• policies
• procedures
• ethics
• hierarchy

13
systems
14
Systems

• Formal and informal supporting procedures
• management intuition
• computer systems
• operational systems
• hr systems
• etc.

15
style
16
Style

• Common way of thinking and behaving
• unwritten norms
• behaviour and thought
• leadership style
• organisational culture

17
skills
18
Skills

• Distinctive competencies
• correct skills
• foresight
• updated competence
• development of core competencies

19
staff
20
Staff

• Right people, right place, right time
• well trained
• well assigned
• reward, recognition, retention
• motivation

21
Contending opposites
CHAOS
ORDER
7 S FRAMEWORK

• how
• mechanics
• admin
• processes
• politics

opportunistic pluralist discretionary transformati
onal individuality soft hearts meta-mise
planned elitist mandatory managerial collegiality
hard minds maximise
strategy structure systems style staff shared
values skills
Source Pascale
22
Traditional Vs. Business focussed
TRADITIONAL
BUSINESS FOCUSSED

• how
• mechanics
• admin
• processes
• politics

• what
• value
• benefit
• effectiveness
• strategy

23
so, what type of department would you prefer
to be?
24
Business focussed training departments

• Business focussed training departments tend to
• hold RD revenues centrally
• ensure other departments have their own training
  budget
• use internal and external resources as
  appropriate
• provide a business focused and flexible range of
  courses
• operate in a strategic manner
• possess a strong ideal position within the
  organisational hierarchy
• demonstrate benefits not costs
• measure value added to the business

25
Beginning the transformation

• There are eight key steps to transformation
• knowing the business youre in
• understanding what you are offering
• knowing what your clients want
• identifying and closing the demand gap
• defining your offering
• knowing how you make a difference and preparing
  case studies
• developing your brand
• marketing and promotion

26
Defining and promoting your offering

• One of the keys to success is to know what youre
  offering
• This can be achieved by
• asking yourself What business am I in?
• listing all the products and services you
  currently offer
• group these under logical headings e.g. Training
  Services
• ask again What business am I in? and then
  refine your lists
• prepare appropriate case studies
• develop your brand
• promote yourself, your team and your services

27
Promoting yourself

• Promoting yourself means
• communicating within the organisation and the
  industry
• writing articles and speaking at conferences
• entering, and winning well-regarded competitions
• looking the part at all times
• increasing the positive exposure of your
  department
• underpinning personal credibility both locally
  and nationally
• Promoting yourself is not the same as self
  promotion.

28
Departmental business models

• There are essentially four departmental business
  models
• traditional
• hybrid
• commercial
• wholly independent

29
Business models
Wholly independent

Exposure
Commercial
Hybrid
Traditional
Risk/Reward
30
Economics of the business models
BUSINESS MODEL
ECONOMICS
traditional hybrid commercial wholly
independent
control service/value value/profit profit
31
Budgetary issues and considerations
BUSINESS MODEL
ECONOMICS
traditional hybrid commercial wholly
independent
maximise budget and control right size right
place right size right profit profit
maximisation
32
Sourcing and managing suppliers

• Suppliers may be
• in-sourced
• out-sourced, or
• co-sourced
• Regardless of origin, the key issues with
  suppliers are
• appropriate sourcing
• appropriate management, and
• appropriate measurement

33
Measuring success

• Successful business-focussed department measures
  success by
• improvements in people performance
• improvements in business performance
• actively seeking feedback
• setting and measuring KPIs
• financial performance

34
Adding long term value

• Business focussed departments add long term value
  through
• professionalism, both internal and external
• better understanding of, and reaction to the
  needs of the business
• increasing strategic focus and positioning
• attracting and retaining the best people
• increasing financial performance
• increasing share price

35
Conclusions

• So to conclude our session today
• traditional departments may no longer be the
  answer i.e. strategically right
• being wholly independent, or highly commercial
  may also not be the answer!
• you need to balance the departmental design with
  the needs of the business
• the further you go from the Mother Ship the
  higher the risks

36

• Having attended this session, do you feel you
• now have a better understanding of some of
• the issues and approaches needed to transform
• your department?
• Yes or No

37
Any questions?

• Before you go
• this session will have hopefully answered some of
  your questions and no doubt raised others.
• with this in mind, what else would you like to
  discuss?
• Please feel free to ask!!!

38
Contacts

• I can be contacted via the following
• w www.corollis.com
• e jonathan_at_corollis.com
• t 01606 892011
• m 07812 163004