Caveo Learning

Corporate Strategy and Learning Center

Preparing the Learning Organization for Major Company Change

Posted by Paul Powell on June 22, 2017

Major changes to a company's operations, such as mergers and acquisitions, are by their nature disruptive to organizations and their people. The learning function has a critical role to play during these periods of significant change, which is why learning leaders need to be ready to move forward on short notice with a strategy to support a workforce that's about to be rocked by upheaval.

M&As are invariably complex, and no two transaction scenarios are alike—there’s no way to fully prepare, particularly if the news comes out of the blue. Still, there are some things learning leaders should do to put their teams in position to react quickly and position workers—and the learning & development organization itself—for success within the new corporate paradigm.

Here are four ways to ready the learning function for mergers, acquisitions, and other substantial organizational changes.

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Evaluate Environmental Factors When Analyzing Learning Needs

Posted by Tim Youngman on April 20, 2017

Competent learning organizations conduct a learning needs analysis to document the knowledge and skills that need to be developed by end users. The analysis typically focuses primarily on the content itself, occasionally taking into account user characteristics. Take it a step further by performing an environmental analysis prior to the needs analysis, even for small-scale projects.

An environmental analysis seeks to understand the dynamic needs of workers and the organization itself, considering factors such as organizational culture, working conditions, interpersonal relationships, and the underlying training motivation. The environmental analysis considers both physical and psychosocial factors to develop a “real-world” perspective of the learning initiative and its chances for success.

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L&D Organization Should Take Lead Role in Culture of Innovation

Posted by Renie McClay on March 2, 2017

Traditionally in many organizations, innovation has primarily been a responsibility of the research & development and marketing departments. Competitive pressures and the rapid rate of technological evolution are changing that. More and more, companies need to leverage creativity throughout the enterprise in order to improve products and services, as well as increase efficiency and reduce costs.

Every business unit has a role to play with regard to innovation, and it falls to the learning function to equip the workforce with the tools and support to facilitate that creative excellence. This is an area where L&D professionals can take a lead role in moving the organization forward by establishing a creative framework and an environment of creativity.

Here are five ways L&D organizations can make strides toward building a culture of innovation.

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Managing Learning in Times of Organizational Change

Posted by Paul Powell on October 13, 2016

Change is a constant in today’s fast-paced, competitive business environment, yet learning & development organizations are too often left on the periphery of the change process. Even when L&D is directly incorporated into change management planning and execution, ample attention may not be given to how the change impacts the learning function itself.

Here are five tips for learning leaders to effectively manage learning in times of organizational change.

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Change Management and Countering Resistance to Organizational Change

Posted by Sue Weller, CPLP, SPHR on April 23, 2015

Change management is an important discipline within the learning and development industry. But what is change management, and what does it mean for those of us in L&D organizations?

Change management is the systematic process of applying the knowledge, tools, and resources needed to effect change to the people who will be impacted by it. Change management is about looking at the desired state and envisioning how things should be, and then taking a critical eye to the current state to make sure we are clear with where we are right now. And then, the transition state is that journey we take with our employees to move them from the current state to the desired state, closing up the gap. Change initiatives are ultimately built around this transition state.

It’s important to understand that when faced with change, individuals may react in a range of ways, from apathy and resistance to fear and anger to optimism and excitement. When talking about the work environment, employees facing change generally fall into one of three categories:

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Do Not Skip the Needs Assessment

Posted by Caveo Learning on March 26, 2015

Why are needs assessments important before developing training initiatives? For the same reason that blindfolded archers rarely hit their target—we can't aim if we don't know what we're aiming at.

To determine the best-fit training solutions for an organization, it is absolutely critical to perform a needs assessment, because they help determine what improvements need to be made. How can we solve a problem if we haven’t properly identified the issue? The short answer: We can’t.

The assessment phase of any learning intervention is the most critical. Needs assessments are all about identifying performance gaps between actual and expected performance. Consider the assessment as the foundation for a structure we're building. If the foundation is not solid, we will certainly encounter human performance issues later, at which point they will be far more difficult to address.

Let's look at what all goes into conducting an assessment, as well as how to proceed once it's been completed.

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Elevator Speeches and Action Plans: Tactics to Engage Change Sponsors

Posted by Sue Weller, CPLP, SPHR on March 12, 2015

In order for learning or change initiatives to be successful, sponsors and key stakeholders need to be actively engaged. You know it and they know it.

Unfortunately, expectations are often misaligned between what we want from our change sponsors and what they actually give. Why is that? Well perhaps we haven’t been as clear as we could have been in outlining how we need our sponsors to act.

We've often heard people say that at that level, sponsors know what they need to do. But if that were the case, why aren’t we always getting what we need from them? Simply put, sponsors and key stakeholders are people too. Here is some advice on stakeholder management and actively engaging learning sponsors.

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Tools for Easy and Efficient Stakeholder Management

Posted by Sue Weller, CPLP, SPHR on February 5, 2015

"One size fits all" is a misnomer. It’s not true with clothes, and it certainly isn’t true when it comes to stakeholder management.

We know that stakeholders are crucial to the success of a learning project or initiative, whether they are learning leaders or reside in other areas of the organization. But not all stakeholders in the organization require the same levels of information and engagement.

Neglect the wrong ones and they might actively work against us. Manage the right ones well, and they will likely actively promote us and the project. But who are the “right” and “wrong” ones? How can we make sure everyone is satisfied in the manner with which we are “managing” them without having to create a separate plan for each person?

Start by using an easy tool called a Power/Interest Grid to categorize the project’s stakeholders. From there, it is easy to create a stakeholder management plan.

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