EFMD Peer based Capabilities for Deep Sharing and Continuous Improvement Richard Straub Director of Corporate Services & EU Affairs February 10, 2012

High Satisfaction with Individual Learning Interventions 84% of Learners Satisfied with the Learning Intervention L&D perspective Positive Line Leader Feedback on Individual Learning Interventions 79% of Heads of L&D Report Positive Line Feedback for Individual Learning Interventions Things seem to be OK… *Source: 2011 Corporate Leadership Council: L&D Team Capabilities Survey

3 Low Visibility Only 49% of CLOs report visibility into the development needs of their businesses ….a target not all can see…. 49% *Source: 2011 Corporate Leadership Council: L&D Team Capabilities Survey

High Satisfaction with Individual Learning Interventions 84% of Learners Satisfied with the Learning Intervention L&D perspective Positive Line Leader Feedback on Individual Learning Interventions 79% of Heads of L&D Report Positive Line Feedback for Individual Learning Interventions Things seem to be OK… *Source: 2011 Corporate Leadership Council: L&D Team Capabilities Survey

Review of Current L&D Impact 14% 34% 52% 23% 15% 24% *Source: 2011 Corporate Leadership Council: L&D Team Capabilities Survey 2011 Survey of Line Leaders*

EXCELLENCE IN PRACTICE AWARD Impactful Partnership in Learning and Development Great Case Studies – Impactful Learning and Development Programmes (Business School and Corp. University collaboration) Leadership Development, Professional Development, Talent Development and Organisational Development Criteria rating the operational excellence, excellence in programme management and business impact. Visibility for Winners – Award Ceremony, Media Partnerships and GF Supplement Submissions by 1 MAY

Deep Sharing and Improvement Special Interest Groups (SIG) 9-12 Months, Meeting, Webinars, Conf.Calls Report + Dissemination Webinars + Publication in GF Workplace Learning SIG – completed, GF Supplement Learning Business Partners SIG – Knowledge Capture Management Development 2.0 – in preparation Impact and Innovation Input from latest Research Input for CLIP Criteria Evolution

CLIP Quality Framework : 9 chapters 8 External Suppliers Corporate Learning Team Physical Resources & Administration Innovation & Development International Issues Programmes, Services & Activities Participants Strategic Positioning Target Markets Positioning, Alignment & Key Interfaces Programmes, Services & Activities Resources, Processes and Suppliers Innovation, Development & Interna- tionalisation

Positioning, Alignment & Key Interfaces Governance system (Strategic orientation, Financial oversight, Stakeholders input) Alignment with Company Strategy Mission, Mandate, Founding purpose Scope of the CU’s Activities (Markets, Target Audiences, …) Interface with Business Units Management of the CU’s client base (Learning Partner function, …) Positioning in the organisation chart, Reporting Lines Interface with HR structures and processes Innovation, Development & Internationalisation Capacity for Innovation, role as standard setter for creativity in the company Interface with the Academic world, environmental scanning capacity to anticipate future needs and trends International Perspective, support to the company’s positioning in a globalised business context Linkage to knowledge management, integration of new technologies and e-learning techniques 9

Apply Complete Application Briefing Visit Briefing Visit Report Assess Define Approach Self-Assessment Self-Assessment Report Review Prepare Schedule Peer Review Peer Review Report Maintain Build Improvement Plan Continuous Development Mid-Term Report CLIP Flow Chart Eligibility Accreditation 10 Combination of a rigorous Framework with the Expertise of CLIP Experts (Experience from Multiple Reviews_

Deep Sharing and Improvement CLIP Sharing Best Practice workshops GDF Suez - “The Learning Function as a Strategic Agent for Corporate Integration (March ’11) Siemens – “The Corporate Learning Function as a Force of Innovation and Changes” (Oct ’11) Novartis – “Identifying, Developing, Retaining Talent in Emerging Markets: The Role of the Corporate Learning Organisation” (March’12) EDF Group (Sept’12) – the CU Consulting Funciton CLIP Knowledge Capture – 2 CLIP Reports

Top level Content at the intersection of Business and Society - HiPos, Senior Managers and Executives Capitalism 2.0 – New Horizons for Managers Broaden view to alternative and hybrid Enterprise Models Cooperatives, Partnerships, Fully Employee Owned Companies, Nonprofits, Social Enterprise etc. Call For Papers with Emerald Group Publishing Management Research Review Peter Drucker Challenge Essay Contest for the Younger Generation