1. Our UK & GCC Learning Story (May 11)
Take the best
from the past
The environment
we are coming
from…
To enable
the future
The environment we are moving to…
Drivers for Change
• UK Business Priorities
• Group People Strategy
• Standard Life Growth Ambitions
• Customer Centric
Traditional
Reassuring
Reliable
Safe
Accessible
Professional
Forward Thinking
Dynamic
Thought Leading
Learning is like
Breathing…
Cost Effective
Energetic
Innovative
To the point
We will put
organisational
capabilities at the
heart of our solutions
and establish a clear
understanding of the
demands for learning
Professional
We will develop
powerful and
consistent leadership
Tactical
Lack of consistency
Trainer led
Based individual needs
Classroom based
Limited economies of
scale
Demand Analysis
Consultancy
Aligned to business needs
Provide Strategic
Partnership
Mix of options and solutions
Learner
We will create a learning
environment to enable talent
to grow and develop across
the organisation
We will work in
close partnerships to
deliver the new
learning model
Consultancy
Original Learning model FTE Jan 11– circa 32 with 27 exits 4 x internal training teams across org to -
1 Lead Learning Consultant UK & GCC
8 Learning Consultants UK & GCC
1 Head of Learning Group – never recruited
4 Learning Consultants Group
Actual Learning model FTE May 11
1 Head of Learning – UK & GCC
6 Learning Consultants(1 exit 1 promotion) UK & GCC
2 Learning Consultants – Group
Actual Learning model FTE Sept 12
1 Head of Learning – UK & EU and GCC
5.6 FTE Learning Consultants – UK & GCC
2 (1 FTE) Learning Consultants – Germany
2 Learning Consultants Group now OD Consultants
Regulatory and Technologies
Learning Technologies manger – 1 FTE never recruited
E-learning Consultant – 1 FTE role redundant in original transformation
E-learning consultant – Identified as single point of failure for Topclass and regulatory e-learning so role and employee remained in Op Ex - June 2011
Regulatory learning – No home in original learning restructure so became part of UK & GCC Learning July 2011
E-learning Consultant joined UK & GCC Learning to support upgrade of Topclass and improving e-learning agenda – Oct 11
E-learning consultant single point of failure for Learning Online and increasing amount of Group wide activity to support – unsustainable as is
Regulatory and Learning Technologies will remain a core part of UK, EU & GCC Learning Model
Opportunity to increase scope of Learning Technologies remit based on needs and appetite of Business Units
Immediate Priorities
Building relationships
Undertake Demand analysis
Define Organisational Capability
Implement Managed Service Provider
Review Learning budgets
TRAINING
LEARNING
The UK & GCC Learning Strategy

2. UK Executive – Spotlight on Learning Sept 11 Appendix 1 The Learning Model – Our strategic contribution
Driving cash profit
Improving Performance – Good to Great
Achieving UK Strategy
Meeting regulatory requirements
Increasing
assets
Growing Capability
Clear career paths
Broader Talent Development
Making Performance Matter
Maximising
revenue
Diagnosis & Brokering Solutions
Prioritising development of critical revenue generating
Capabilities
Benchmarking
Lowering
unit costs
Economies of scale
Blended Solutions: More ‘e’ learning and on the job learning
Small, focused, specialised team
Evaluation and commercial focus
The importance of being relevant and commercially focused to the business and ensuring line of sight to the business strategy – still sound after 18 months
Reasons for question over suitability of MSP
1) It doesn't fit with a self driven, self service learner model - it requires learner use of two different systems.
2) There would be administration undertaken from two different sources.
3) There would not be one single point of content for learning in the business.
4) Current organisational focus on costs suggests that it is prudent to review alternatives before undertaking significant external spend. –
Work undertaken to produce a business case to propose the most commercially beneficial and efficient operating model.
Robust analysis undertaken on 5 different options to determine what operating model and technology platform is the best solution to meet the UK and GCC requirements at minimum cost and maximum organisational impact, whilst supporting the Group Learning Strategy and improving the current MI and reporting situation. - We cost avoided c£1m over three years
Through implementing the proposed strategy, we will move to a model focused on learning, that supports strategic objectives through a demand based, cost efficient, targeted curriculum, using a wider variety of methods.
Brand Values: Easy Predictable Beneficial Responsible
Increasing Organisational Capability
Internal Use Only - Not to be disclosed outside Standard Life group

3. Appendix 6 UK Executive – Spotlight on Learning Sept 11 Our Operating Model and Route to Market…
The operating model will deliver a core portfolio of learning interventions, which develops strategic organisational capability, and comprises the following elements:
3 Types of Learning Offer – Core, Regulatory and Bespoke
Core – A range of learning interventions based on business unit capability frameworks, including organisational wide development programmes, specifically designed to increase organisational capability
Regulatory – ensuring each employee accesses the right development to meet our regulatory requirements
Bespoke – Pieces of learning commissioned through the Learning Consultant to meet any bespoke learning needs not met through the learning portfolio
Self Service through a ‘One stop shop’ to access learning interventions designed to increase the right business specific capabilities. Accessed through LifeLine and desktop, It will also enable enhanced governance through increased reporting capabilities and the provision of quality MI
In house supplier management through a Preferred Supplier List (PSL) which will be managed jointly by the Learning Consultants, in partnership with Procurement and Finance
A focus on new look and feel E-Learning as an effective and cost efficient way of achieving learning needs as one of a wide variety of learning methods
A learning focused consultancy approach that will diagnose and deliver learning to meet the needs of the client where this is required, using a variety of learning methods
An internal logistics team (Op Ex Learning Services Team) that is enabled to service increased amounts of learning due to automation of internal and externally run course administration
Available
Q1 2012
The model explained – Phase 1 of transformation
Big learns – no transitional model in place at a time of unprecedented regulatory, strategic and technical change and Internal delivery teams removed – with little or no stakeholder engagement
Very experienced team – almost too experienced! Not the right level of skills and capabilities for the transition phases. ‘not the job I was sold’
Operational start up project – processes, MI, reporting, LMS – you name it we had to create it! On top of the day job and ‘under-resourced’
Learning Methods

4. Coaching is part of the way we do things around here…
Purpose and Direction – To provide thought leadership, direction and the best strategic and operational framework for learning within Standard Life which increases business performance and enhances the employee experience
People recognise the value of learning to their professional career development – and they feel valued as an employee of Standard Life through the investment they have had in their development
People have the tools to enable great sustainable change experiences – as leaders and employees
Standard Life
Learning Organisation
People know developing their skill set will help them perform to their highest potential – helping Standard Life be the best we can be
People have access to learning resources ‘just in time’ to enable them to do a great job
People proactively access and add to learning resources, sharing knowledge and learning across the organisation…
Coaching is part of the way we do things around here…
Forces driving the changes –
Today
Conflicting priorities and balance of outputs
Agenda grown – UK, GCC, EU & more
New and competing demands -PFCP, Sol 2, RDR, Pensions Reform, Digital Workplace
Evolving environment – technology and transformation
FTE challenges/ opportunities
GCC as a client has Group needs
E-learning consultant accountability across group
Tomorrow
Land Fusion through enabling employees
Technology enabled learning – resources not courses
Increased commercial benefit through robust budget Management and MI
Transformed People Function
A digitally enables workforce
Self service – main route to market
On a platform of a digitally
enabled workforce and workplace

5. Route to Market – Resources not Courses
E-learning
Assessments
Technical
training
Collaboration
tools
Virtual learning environment
Wikis
Bring Your Own Device
Mobile and Social Learning
Sharepoint
Virtual
classrooms
Courses
Webinars
Video and
Podcasts
Enabled through…
My vision for our route to market