Strategic Alignment Workshop

Aligning Your Programs to Organizational Goals for Maximum Impact

Friday, February 26, 2016
8:00 am – 12:00 pm

Many practitioners struggle with the issue of alignment. They know it is important, especially to their senior leaders, but they have not found a practical way to get it done successfully. Consequently, it becomes difficult to secure funding for good programs.

Join us for the Strategic Alignment Workshop to explore what senior leaders really want to see and how to learn how to achieve and demonstrate strategic alignment. We will begin with a review of the literature on alignment and suggest a working definition. Then we will discuss the theory of alignment and how to have good business discussions with senior leaders. Next, we will share a six-step process to achieve and show alignment. Last, we will address real-world alignment issues. Extensive use will be made of case studies to allow you to immediately apply what you have learned at each step. Alternatively, you can bring your own organization’s goals and programs to use in this workshop.

This workshop is designed to improve your business acumen, make you a better and more strategic business partner, and increase the impact of your programs. You will learn how to:

  • Align programs and initiatives to organizational goals
  • Discuss alignment and expected impact with senior leaders
  • Show alignment and expected impact in reports
  • Manage the alignment process

Special attention will be paid to the following issues:

  • What CEOs and senior leaders really want to see from L&D
  • Speaking the language of business to communicate effectively with senior leaders
  • Planning and communicating the expected impact of a learning program
  • Business-centric versus L&D-centric reporting
  • Nature of planning, estimating, and forecasting

At the conclusion of the workshop you will have completed strategic alignment for the case study (or your own organization) and you will know how to approach strategic alignment in the following situations.

  • One program in support of one goal
  • Multiple programs in support of one goal
  • Programs in support of multiple goals
  • Supporting a non-priority goal
  • There is no goal
  • You don’t know the company’s goals
  • Suites of e-learning courses
  • Enterprise alignment at the department level

The workshop will be highly interactive and applied, employing multiple case studies. The central case study (six-pages) will be distributed to all registered participants by February 10th and participants will be expected to have read it prior to the workshop.

Note: The content of the workshop is consistent with the Talent Development Reporting principles (TDRp) but does not presume any knowledge of TDRp. We will highlight the touch points and commonalities. The workshop will provide a great foundation for TDRp but may also be used by those not implementing TDRp.

YOUR INVESTMENT

Early Bird Members: $299 | Non-members: $399 (Before December 31, 2016)
Members: $299 | Non-member: $399 (After Jan 1st, 2017)

Save $100 when you register for both CLO for a Day & Strategic Alignment Workshop

YOUR FACILITATORS

David Vance David Vance is Executive Director of the Center for Talent Reporting and co-author of the Talent Development Reporting Principles (TDRp) whitepapers. He is the former President of Caterpillar University, which he founded in 2001, and author of The Business of Learning: How to Manage Corporate Training to Improve Your Bottom Line. Dave was named 2006 Chief Learning Officer (CLO) of the Year by Chief Learning Officer magazine. Caterpillar was ranked #1 in the 2005 ATD BEST awards and named Corporate University of the Year in 2004. Prior to leading Cat U, Dave was Chief Economist and Head of the Business Intelligence Group at Caterpillar. He teaches in the human capital development Ph.D. programs at Bellevue University and the University of Southern Mississippi, and he is also the Lead Independent Director for State Farm Mutual Funds. Dave served on the national ATD Board of Directors from 2005-2007 and was president of the Northern Rockies Chapter from 2008-2012. He holds a Bachelor of Science degree from MIT, a Masters from Indiana University in Business Administration, and a Masters and Ph.D. from the University of Notre Dame in Economics.
Peggy Parskey Peggy Parskey is Assistant Director of the Center for Tal sent Reporting and co-author of the Talent Development Reporting Principles (TDRp) whitepapers. She has over 25 years of experience driving strategic change to improve organizational and individual performance. Peggy is also a part-time staff member with Metrics that Matter (MTM) at the Corporate Executive Board (CEB). Prior to working with the Center for Talent Reporting and MTM, Peggy was employed at Hewlett-Packard Company. Between 2001 and 2005, Peggy was responsible for enterprise wide evaluation for the Learning & Development function at Hewlett-Packard Company. She worked closely with the businesses and key stakeholders to grow HP’s organizational maturity in training measurement and evaluation. Peggy and her team authored a paper for the Journal of Performance Improvement in 2004 entitled: “Looking in the Mirror, Performance Improvement for Performance Improvers.” She has published several articles on measurement, most recently as a co-author of a chapter in “Big Learning Data” by Elliott Masie (2014) and as the author of a chapter in “The Field Guide to the 6Ds” by Roy Pollock, Andrew Jefferson and Calhoun Wick (2014). Peggy was President of the Los Angeles Chapter of ASTD in 2008 and served as its Treasurer in 2010. She holds a Bachelor of Science degree in Mathematics from Simmons College and two Masters Degrees from the University of Chicago in Statistics and Business Administration.

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