Learning cafe tighter budget 28 june12 ver0.2
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Transcript of Learning cafe tighter budget 28 june12 ver0.2
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LEARNING CAFÉ DISCUSSION
Learning on a tighter budget – Mindset for the future ?28 June 2012, Thursday, 12 – 1 pm
PUREDISCUSSION
WEBINAR
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Branding of Learning or is reputation enough ?
Webinar ID: 636911064Date - Thursday, 28 June 2012Time - 12 noon to 1 pm ESTRegister -https://www1.gotomeeting.com/register/636911064
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Phones or PC speakers on mute till you are ready to speak.Can’t join via computer ? Use telephone conference call. Downloaded slides from learningcafe.com.auAny questions please send it via chat boxor via email [email protected]
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Introductions
Background Chat with the panel Discussion
5 30 20Minutes
Michael EichlerHead of
Learning & Leadership
DevelopmentIAG Group
Pierre De Villiers, National CapabilityDevelopment Mgr,Audit & Advisory
Deloitte
Jeevan Joshi
Producer
Learning Cafe
Moderator
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Why This Topic ?
Chosen by the Learning Café community
Very topical. Need answers.
Is it required on tighter budgets ?
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Services Branding Model
Presented Brand
External BrandCommunication
Customer Experience
Brand Awareness
Brand Meaning
Brand Equity
Leonard Berry – Services Marketing
Brand Promise
Brand Marketing
Brand Experience
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Anecdotal evidence suggests that apart from the resources sectorand where compliance training is required, the volumes of trainingspend seems to have decreased in Australia.
Share your comments via chat.
Victoria will slash $100 million from its training budget for the VETsector by cutting funding from about $7 a student hour to as little $1.50 in many courses.
In the UK, CIPD reports The median annual training budget peremployee was £276, less than last year (£350), with a particularlydramatic reduction in the public sector.
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However ASTD reports that in 2010 employers spent more onemployees' development than ever before. Businesses in the United States spent $171.5 billion on employee learning in 2010, up from $125.8 billion in 2009.
Use of technology to deliver training continues to grow.
Managerial and supervisory training was the most offered content (12.8 percent) followed by profession- orindustry-specific content (11.3 percent), and mandatoryand compliance content (10 percent).
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+ & -• + improved prioritization and focussed efforts• + Improved processes and elimination of waste
• - Learning teams are already stretched.• - Compromises on Quality• - Loss of L&D skills and expertise.
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LET US TALK TO THE PANEL
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Does learning need a new mindset? One which is just as comfortable creating and growing as it is dismantling?
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What are some ideas for stretching training budgets, or cutting costs?
Share examples of the things that your organization is doing to manage with tighter budgets?
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Can technology enabled learning deliver learning at a lower cost, while maintain quality?
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Is it more important now to measure learning results and ROI?
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Are part time and casual workforces facing a bigger brunt when compared to full time employees?
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What is the impact on the quality and quantity of jobs available for learning professionals??
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DISCUSSIONPlease let me know via chat or raising hand if you want to speak. Or send me your thoughts via chatDiscussion points posted on Twitter
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THANK YOU
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Observations from Café Discussions• You have a brand whether you want it or not.• Don’t overpromise but it is fine to be aspirational (don’t
overdo it)• Link to the value proposition.• Your branding approach should not clash with the
company culture.• Your e-Learning capability is now increasingly defining
your customer experience and brand.
Sydney
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Observations from Café Discussions• Move away from the use of the word ‘training’ as a
function of learning and development. This is not always correct ?
• Lot of discussion about a move away from using the term ‘training’
• My organisation • has moved to a brand of ‘Centre for Excellence’ .• use ‘capability development’ as their brand for Learning and
Development. • doesn’t really have a brand – but using induction and other
programs as opportunities to brand the function.• Has just launched an Excellence Program. Business appears to
want to move away from learning and development to excellence.
Melbourne
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Business Acumenfor Learning - June
Run a company as CEO and compete
Run a learning function
Your skills and capability
Learning budget and priorities change.
Strategy, design and delivery changes.
Maximise profits and growth
Acquire new skills and capabilities
Learning Acumen
Business & Strategic Acumen
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Industry, financial and strategic acumen
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What are your views ?
Any experiences or better
practices that you can share
Future Trends
Your views ?
LET US DISCUSS