Strategic Learning Plans for Innovative Companies

By Danielle Slatinsky

Allen Krom from ACD Learning Solutions led a very informative webinar March 1st on strategic learning plans titled “Developing a Strategic Learning Plan for Small and Medium sized Business.” He described how strategic learning plans are the difference between having a planned strategy and simply coming up with ideas that are never implemented. The strategic learning plan is the link between ideas and business goals.

In today's economy, learning becomes secondary because learning budgets are frequently cut. Learning plans take a certain amount of trial and error as well as exploration. Krom compared strategic learning plans to Thomas Edison's attitude towards inventing the light bulb. Edison did not see his thousands of failed attempts at inventing the light bulb as a waste of time; rather, he said the he discovered thousands of ways not to invent the light bulb. Effectively applying this attitude to strategic learning plans requires an open mind and willingness to modify plans as needed.

Krom described that there are two types of learning plans: formal and informal. Most learning takes place informally, typically between co-workers and peers. Learning does not necessarily always take place in a classroom; co-workers often share knowledge between each other and ask questions as they come up. Krom compared strategic learning programs to an iceberg. Only a small fraction of an iceberg appears on the surface, and the majority of it is under water. The majority of learning happens under the surface as opposed to in the open.

Krom continued on to describe the main components that make up effective strategic learning plans.

The Four Main Topics for Effective Learning Plans

According to Krom, there are four general topics that are the most important when it comes to strategic learning plans. The first one is alignment, which means that the learning plan lines up with the goals of the company. For a learning plan to be successful, it needs to have a projected goal that aligns with what the company desires to accomplish. The second topic is awareness; the team members need to know where this learning plan should take the company. This third point is adaptation, which involves getting everyone in the business involved in the development of that plan and in agreement about the direction it needs to take. The final topic is accountability; every team member needs to be accountable for certain tasks and responsibilities for the learning plan to be effective.

To provide more depth on the topic, Krom mentioned how the people who create strategic learning plans are similar to reporters in the sense that they need to ask a series of questions and evaluate the answers to create their plan.

Investigative Planners

Krom explained how strategic learning planners need to ask the questions: who, what, when, where, how, and why? They need to figure out what the importance of advancing the knowledge of team members is. The targeted audience for learning is very important to consider, and the return on the investment is another factor. The team members also need to consider whether the learning is for an independent pursuit of knowledge or mandatory for every member of the company. In addition, planners need to decide if the learning will take place online or in a classroom setting.

Krom suggested a separate room for learning apart from the workplace where employees can partake in online learning or read books on the topic. He explained that some people find work a scary or tense environment, especially if they work in cubicles, and learning is more effective in a relaxed environment. He also pointed out that there is a smaller amount of time devoted to learning these days. People do not typically attend long seminars; rather, they take in information as quickly as possible through technology that is easily accessible.

After a strategic learning plan is created, it needs to be implemented in the workplace.

Action!

Once a learning plan is established, Krom said that the end results of the plan should be considered. The company needs to decide where they want to be in the future. Learning plans can either be short-term or long-term, and the length should be decided by the team members. The creators of the learning plan should get a group together and present the plan. They need to prove the importance of the plan to executives and stakeholders. The budget and specific goals need to be established for the plan to have clear direction. Krom emphasized how imperative it is for executives, middle-management, and employees to buy into the strategic learning plan in order for it to be effective.

Krom's next point was that there needs to be follow-up after the learning plan is implemented in order for it to mold to the changing needs of the company.

Follow-up is the Key

The main goal of a strategic learning plan is to improve job performance. Krom used the Kirkpatrick Model to discuss the follow-up process. This process consists of four steps: reaction, learning, behavior, and results. Reaction is how the participants feel about the learning experience. Learning is the increased knowledge that results from the training. Behavior is the application of the acquired knowledge to the job. Results of the training can be assessed by performance or revenue. Krom stressed the importance of using the feedback to change the learning plan in order to help the employees and company in the best way possible.

Has your company developed and implemented a strategic learning plan?