ANALYSIS MEETING AGENDAWORKING TEAM PHASE 3 Analysis Meeting

ANALYSIS MEETING AGENDA/WORKING TEAM PHASE 3: Analysis Meeting Purpose 1. Pull together all the data that has been collected into one coherent set of findings. 2. Draw conclusions n Learning & Development implications/needs driven by business goals, strategies, challenges, and initiatives n Size and dynamics of the learner population n What is being doing to meet these needs now and how adequate is it n What is being done now that could be abandoned n Adequacy of the current L&D System to meet the needs n Best practices to consider n Strengths, weaknesses, and opportunities 3. Create for the future-state Learning & Development System n Mission statement (ends, means, scope) n Learning and Development philosophy (principles and beliefs about L&D) n A list of L&D services to be offered n Requirements the new system must meet n Value proposition © 2012 RAY SVENSON CONSULTING, INC. 1

ANALYSIS MEETING AGENDA/WORKING TEAM (cont. ) PHASE 3: Analysis Topic Notes 1. Review status of the data collection Go through all the data collection activities and find out what has been completed and what is still open. 2. Learning & Development implications/needs driven by business challenges, goals, strategies, and initiatives 1. Set up wall charts to summarize executive and middle management interview data (see Analysis Exhibit A) organized by business driver 2. Have each interviewer go through each interview with the group and record their data on the charts. Put interviewee initials behind each point. Some points will be made by more than one interviewee. 3. If there are many interviews, this can take a full day or more. 3. Focus group data from learner groups 1. Set up wall charts to summarize the focus group data organized by group (see Analysis Exhibit B). 2. Have each interviewee go through their data and record it on the wall charts. 3. This will take about 30 minutes per focus group. 4. Learner population dynamics 1. This data was most likely collected by one person on the forms provided. These can be printed and handed out to the group or projected on a screen for group review. 2. This review should take no more than one hour. © 2012 RAY SVENSON CONSULTING, INC. 2

ANALYSIS MEETING AGENDA/WORKING TEAM (cont. ) PHASE 3: Analysis Topic Notes 5. Current capabilities inventory 1. Have each of the inventories copied and hand them out to the group. 2. Have the analysts who collected the data review their findings with the group. 3. This review should take 30 minutes to one hour per inventory. 6. Best practices 1. Create a list of best practices categories and set up a wall chart for each. 2. Review literature search and post entries on the charts. 3. Review interviews. 4. Review best practices visits. 5. Select the ones that seem to fit your needs best. 6. This exercise should take about two hours. 7. Technological readiness 1. Have the interviewee review the data and post significant findings. 2. This should take 30 minutes to one hour. © 2012 RAY SVENSON CONSULTING, INC. 3

ANALYSIS MEETING AGENDA/WORKING TEAM (cont. ) Topic PHASE 3: Analysis Notes Conclusions to be drawn: 8. What are the most important L&D needs to be addressed including size of the relevant learner populations for each 1. Review findings from executive interviews, focus groups, and population dynamics. 2. Select the most important needs to be addressed over the next 3 -5 years. 3. This should take 2 -3 hours. 9. Assess the adequacy of what is being done to meet these needs today 1. Review data from the executive interviews, focus groups, current capabilities inventory, and population data. 2. Rate the adequacy of the current effort in each area of need selected in Step 8 (use a five-point rating scale). 3. This effort should take 1 -2 hours. 10. Review current L&D services and offerings and select areas that could be abandoned 1. Look at current capabilities inventories and check them against the high-priority needs to see what could be eliminated. 2. This exercise should take about one hour. © 2012 RAY SVENSON CONSULTING, INC. 4

ANALYSIS MEETING AGENDA/WORKING TEAM (cont. ) Topic Notes 11. Adequacy of current L&D System to meet future needs 1. Look for n n n PHASE 3: Analysis Capacity to handle the volume of design, development, & delivery Critical capabilities and processes L&D organization and staffing Governance Electronic infrastructure Facilities infrastructure 2. This exercise should take about one hour. 12. Strengths, weaknesses, and opportunities 1. Set up wall charts with columns for strengths, weaknesses, and opportunities. 2. Establish categories n n n n L&D service offerings related to the needs Curriculum related to the needs L&D capabilities/processes L&D organization structure and staffing Participation of line management in L&D Financing Electronic infrastructure Facilities and equipment 3. Complete strengths, weaknesses, and opportunities charts for each category. 4. This exercise should take about four hours. © 2012 RAY SVENSON CONSULTING, INC. 5

ANALYSIS MEETING AGENDA/WORKING TEAM PHASE 3: (cont. ) Topic Analysis Notes For Future-state Learning System: 13. Develop a L&D mission statement 1. Start by brainstorming ends, means, and scope for the future-state Learning and Development System. 2. Consolidate into a single one or two sentence statement. 3. This should take about one hour. 14. Develop a philosophy statement 1. Brainstorm a list of principles and beliefs that should govern decisions about L&D. 2. Consolidate into a one-page statement with bullet points. 15. Services and requirements for the future-state L&D System 1. Use the requirements checklist to create a list of requirements categories. 2. Using the strengths, weaknesses, and opportunities charts; best practices; and high-priority needs develop a list of L&D services to be provided and a list of requirements the new system must meet. 16. Analysis Report and Executive Briefing package 1. Assign a Subteam to document all the findings in an Analysis Report (see typical contents). 2. Assign a Subteam to develop an Executive Briefing package. (If there is time, the Working Team should develop a storyboard for this briefing. ) 3. Assign who will conduct briefings with which executives. © 2012 RAY SVENSON CONSULTING, INC. 6