Problem/Opportunity:

Health insurance technology company seeking best practice approach to determine where to spend budget dollars in learning.  The company was tasked by it's Board of Directors to implement the Balanced Scorecard framework which included a Learning and Growth component.  Prior to implementing the Balanced Scorecard, the company never had a systematic way to determine where the investments in learning should be made.  There was also very little transparency into learning and virtually no executive sponsorship. Training organization was seen as "order takers".

Solution:

Developed enterprise-wide learning strategy that included best practice approaches for governance, content,  and technology enablement.  As part of the governance approach, a cross-functional Learning & Development Leadership Council was established.  Processes, roles and responsibilities were developed as part of the governance strategy.  The Council's key responsibilities included sponsorship of learning initiatives, ensuring that initiatives were aligned to the business objectives, and approval of learning investments based on criteria set by the Council. 

Results:

• Better alignment between learning and business objectives (identification of strategic job families)


• Learning Strategy became a core component of overall corporate strategy


• 50% increase in learning investments over two years


• Documented processes to prioritize initiatives based on defined criteria (improved ability to refresh strategy annually)


• Executive sponsorship for 100% of all learning initiatives