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The Performance Imperative: Making Learning a Strategic Leadership Decision
Online Events Archive
Online Forums 2015 - October 28, 2015
Performance Strategist, Author, Managing Partner
Every successful organization has a performance management framework, linking the organization’s strategic objectives to tangible measures that encompass four strategically focused areas. Of these performance areas, the one that’s least understood and least effectively applied is learning and growth. This area is an opportunity for your organization’s leadership and those responsible for organizational learning to communicate through a common language, establish tangible measures and targets, and align learning with organizational strategic objectives. This is an opportunity for organizational learning to have a clear connection to business results.
Participants in this session will learn the core concepts for balancing internal and external learning expectations through financial and nonfinancial performance metrics within an existing performance management framework, why the trainer’s role should increasingly be as a partner in achieving a strategic business goal, and how to meet performance expectations through methods beyond just training programs. You’ll examine the primary elements of a performance framework—using the Balanced Scorecard as an example—and why learning and growth has become the focus for leaders and the key to organizational success. Through a simple case of a fictitious company, you’ll work with the presenter and other session participants to develop the learning and growth context of the case’s need for employee performance improvement by aligning with the company’s existing performance metrics and established strategic objectives.
In this session, you will learn:
- The fundamental strategic concepts to align learning efforts
- How to develop tangible measures for learning within a performance framework
- How to communicate expected learning results through performance metrics
- How to align learning efforts to organizational business and performance objectives
Novice to intermediate project managers, managers, directors, VPs, CLOs, and executives with an understanding of fundamental business and performance concepts. Experience working within a performance management framework is helpful, but not required.
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