L&D is the heart of your learning organization: How well is it beating?
Tata Interactive Systems' learning consultants can diagnose learning needs and deliver on the same with clinical precision. We can analyze the pulse of how well the learning and development function works, recommend holistic corrective measures, and follow up with remedial interventions.
The Learning and Development (L&D) function of an organization needs to be continually strengthened to drive organizational goals. Processes must be efficient, assets should be smartly managed, expectations must be clear, and a fine balance between developing internal training versus off-the-shelf courseware procurement must be maintained.
Our tried and tested AAA Methodology helps you achieve just that.
We analyze the structure and functioning of the L&D function, assess competencies and advocate necessary interventions.
Consulting is often the start of our engagement with our clients. We also deliver on design process redefinition and implementation of the consulting recommendations, after due formative evaluation.
Outcome of the consulting assignment impact:
One of the world's leading telecom companies engaged Tata Interactive Systems in an advisory capacity to assess and revamp its Learning and Development (L&D) organization.
Here's how we helped using the AAA methodology.
Click on each stage for information:
The client wanted to improve the efficiency of its training-related processes, provide faster response to business requirements, improve training service quality, increase user friendliness, and update training tools and technologies.
Tata Interactive Systems provided recommendations and created the roadmap to achieve these goals. We recommended implementation mechanisms that will sustain learning excellence, effectiveness, and efficiency.
Our initial effort focused on determining the current state of the training organization. We interviewed all stakeholders including Directors, Senior Managers, Course Developers, Data Analysts, Communication Specialists, Training Managers, and Trainers.
The activities centered on determining training priorities, understanding current practices and constraints, and identifying opportunities for improvement.
The team studied the job roles involved in training planning, development, delivery and measurement, and assessed the level of clarity with regard to hand-offs and accountability at different stages of the process, rounding off the Analyze phase.
In the Assess phase, we evaluated the adequacy and appropriateness of metrics and measured training efficiency and effectiveness. We evaluated the degree of standardization of work practices followed by benchmarking of work practices in different employee groups, within or outside the L&D team.
We identified the similarities and differences that emerged from the interviews to arrive at the strengths and weaknesses of the learning organization. We had special focus on the governance mechanisms and the business planning aspects of the training function.
In the Advocate phase, we presented options to restructure the training organization, including the redesign of certain processes and the redefinition of roles, measurement, and technology. We identified potential challenges in implementing each of the recommendations.
The redefined L&D organization was positioned to service business stakeholders as a strategic partner enabling business success. We revised the process of engagement of the L&D team with business stakeholders and reorganized the L&D team around various business units.
We recommended setting up a governing board to monitor and sustain an effective and efficient learning process.
We drew up the training roadmap and defined an 8-step training process that included improvements to the design and measurement of training.
Change management is inevitable and we suggested initiatives to ease the change.
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