1. The future of people development/OD and how it will affect us all

2. Plan for today The Ulrich approach to HR o What is it? o How it works - issues and possible solutions o What next? LUNCH Lessons from the past What does the future look like? What does it mean for us as people developers?

3. What is it? Business Partner Service Centre Centre of Excellence Ulrich’s 3 legged stool

4. Roles, knowledge and skills Who?RoleKnowledge neededSkills needed Business Partner (BP) First point of contact for internal client Generalist, with expertise in needs analysis to identify COE contacts for client issues Relationship building Influencing skills Communication skills esp. questioning and listening Service Centre (SC) Transactional delivery HR knowledge not essential. Process skills Project management Centre of Excellence (COE) Non- transactional delivery Deep expertise & resource management to address client needs per business priorities Delivery skills Relationship building esp. with BPs Ability to challenge if needs require greater articulation

5. What other variants of Ulrich have you come across in practice?

6. How it works – issues and solutions Client feels remote from COEs & needs are lost in translation. Ensure BP forms an effective conduit – not just ‘gatekeeper’.

7. How it works – issues and solutions Lack of functional knowledge in SC means needs not adequately met. SC staff grouped by function to develop understanding.

8. How it works – issues and solutions Staff turnover in SC is very high. Grouping SC staff by function and thorough induction can mitigate service delivery risk.

9. How it works – issues and solutions If recharges in place, client feels they can get better value by going externally. Put procedures in place to prevent client doing this.

10. How it works – issues and solutions COEs carry out tasks not directly commissioned by client. Procedures such as SLAs can be put in place to prevent this.

11. How it works – issues and solutions COEs think support requested by BPs will fail to address underlying issues. COEs need ability and skills to challenge client (via BP).

12. What other issues have you come across in practice? And how have they been addressed?

13. What next? Two developments Grow back of HR into the business. Increase in ‘intelligent administration’.

14. What next? Ulrich’s review 10 years in…. “There is no better alternative!” Where model has failed it is due to HR professionals: lacking capability to become BPs. being too enmeshed in transactional admin.

15. What next? A different stool!! Perform Enhance current business performance GrowEnhance planned business growth. Build talent to accelerate pace of change AdaptBuilding organisational adaptability (to survive in unpredictable times)

16. What other developments have you come across?

18. Looking backwards and forwards

19. Lessons from the past In groups: Think back to your earliest involvement in HR/ Personnel/ L&D/ Training Create a timeline from then to now, charting the key changes you’ve witnessed e.g. Organisational structure Infrastructure IT How we “train” people Things that have supported you Things that have challenged you

20. What does the future look like? In groups: Now extend the timeline to 2025! What changes do you foresee? Be prepared to report back on both the past and the future!

21. What does the future look like? Is L&D becoming an outdated term? The technology question!! And blended learning? Time pressure – more in less time! Trainer as curator Business coaching from externals

22. Is L&D becoming an outdated term? Organisational Development? Talent Management? Knowledge management? Centralised function v responsibility of all? Who creates “content”? So who are our customers?

23. Advantages of Virtual learning No space cost/restrictions Can be any length Events become resources Can move from centre to social to User Generated Content

24. What’s important in delivery? What order should they be in? 1 is most important and 9 least Who should be involved and when? BeforeDuringAfter Manager Workshop leader Learner Broad & Newstrom (1992) Repeated in 1998 with similar results

25. What’s important in delivery? Who should be involved and when? BeforeDuringAfter Manager Workshop leader Learner 1 2 3 9 5 8 4 7 6 Broad & Newstrom (1992) Repeated in 1998 with similar results

26. The Trainer as curator Clive Shepherd Four strategies for providing learning http://onlignment.com/2010/09/strategies-for- learning-and-performance-support-a- summary/

27. The trainer as curator Exposition Subject expert to learner Essentially one way Trainer determines info conveyed Event, online content or offline content Good for independent leaners who can discern for themselves Great for those who can cope by themselves Likely to be lower cost

28. The trainer as curator Instruction Still trainer centred Process rather than content driven More learner engagement Helps learner make connections with prior knowledge Opportunities to practise new skills with feedback More responsive to needs of individual learners More time and cost intensive

29. The trainer as curator Guided discovery Inductive process - leads the learner towards insights and generalisations Specific learning objectives are rare – each learner takes something unique/personal Includes simulations, case studies & teambuilding activities Also includes coaching and action learning Learner needs enough knowledge and experience to make a reasonable attempt Best when the topic is less black and white, Best when you want more than a superficial commitment More time and cost intensive

30. The Trainer as curator Exploration Most learner-centred approach – pull not push More just-in-time than just-in-case Simple and relatively unstructured learning design What learner takes is individual & largely unpredictable May play a small part in a formal course Can include unconferences & “asynchronous collaboration” Trainer smoothes the way for learners to find resources and locate like-minded peers Trainer provides repositories, search engines and social media tools Not suitable for novices and dependent learners or for important top- down initiatives

31. What does the future look like? In groups: Share your thoughts on the area you've chosen What are the broader implications of this? What are the implications for us as people developers? Be prepared to report back to the bigger group

32. Conclusions What has particularly struck you today? What will you do as a result of today? Any topics you’d like covered in future meetings?