the cplp workplace the change performance practitioner’s ...professional conferences, astd chapter...
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The Change Practitioner’s Toolkit: Tools, Techniques, Traps, & Takeaways
ASTD 2011 International Conference and Exposition May 25, 2011
The CPLPThe CPLPThe CPLPThe CPLP®®®® Mastery SeriesMastery SeriesMastery SeriesMastery Series Implementing
the ASTD
Workplace
Learning &
Performance
(WLP)
Competency
Model
Owl ’s Ledge LLC www.owls- ledge.com Phone: (630) 510-1461 E-mai l : t r ishuhl@owls - ledge.com
Today’s Presentation
By itself, training often is not enough to improve individual or organizational effectiveness. After all, training is only an appropriate intervention when the performance gap is due to a lack of skills and/or knowledge. Solutions that affect real change and fully address business needs typically involve multiple interventions. Learning and performance professionals require basic skills to gauge and stage business readiness to support training sustainability. The speaker will present a step-by-step approach that will allow you to
start adding change management tools and techniques to your existing training toolkit.
At the end of this session,
participants will be able to:
• Identify common change-
management tasks for
learning initiatives
• Implement simple tools for
creating deliverables
• Integrate change-
management tasks with
training tasks to create an
overall transition strategy.
It’s a VUCA world!
Volatility, Uncertainty,
Complexity, Ambiguity.
- Bob Johansen, Institute
for the Future
About Your Presenter --- Trish Uhl, PMP, CPLP
Trish has almost 20 years of experience as a seasoned trainer,
facilitator, project manager, change manager, consultant, and
coach. She is a contributing author to two books
on the topics of technology and teams – ASTD
Press “10 Steps to Successful Teams” and Pfeiffer
“Fortify Your Salesforce: Leading & Training
Exceptional Teams.”
Trish is a 2009 recipient of Training magazine's
Top Young Trainers award.
She is also extremely active in the ASTD community on
international, national and local levels - and is the 2011
President of the Chicagoland Chapter, ASTD (CCASTD).
As a CPLP herself - and one of the original CPLP pilot
participants - Trish is globally recognized for her passion for
peer development and her contributions to the advancement of
the learning profession.
Upcoming Events:
Trish is a frequent presenter at
professional conferences, ASTD
chapter meetings, and other
industry events. Here’s a preview
of where she’s speaking next.
August 2011 Chicago e-Learning &
Technology Showcase
September 2011 CPLP Boot Camps
– California ASTD chapters
October 2011 SMT Center for Sales
Excellence Conference
October 2011 ASTD Chapter
Leaders Conference
Presented by:
Trish Uhl, PMP, CPLP
Founder & CEO, Owl’s Ledge LLC
www.changepractitionerstoolkit.com
Session Outline
• The Future of Learning & Performance
• Learning Trends
• The Change Practitioner’s Toolkit
• Orienting Yourself
• Case Study: Applying the Change Management Toolkit
• Resources
Learning Objectives
• Identify common change management tasks for learning initiatives.
• Implement simple tools for creating deliverables.
• Integrate change management tasks with training tasks to create an overall transition strategy.
The Change Practitioner’s Toolkit
The Change Practitioner’s Toolkit www.changepractitionerstoolkit.com
2
1. Describe a situation where you provided a solution that had unanticipated impacts on another area of the organization.
2. ASTD Workplace Learning & Performance Competency Model : What competencies are necessary to your job?
� � �
3. Technology & Millenials: How will current and futur e social learning trends in the workplace shape the professional development roadmap for learning professionals for the years ahead?
� �
4. What competencies are required of learning professionals to effectively apply social learning techniques in the workplace
� �
The Change Practitioner’s Toolkit www.changepractitionerstoolkit.com
3
5. Case Study
� We work for Hanger Emporium. The company’s primary business is to make and sell hangers. The company is based in Chicago, Illinois and has, historically, only done business in the U.S. Most of the company’s orders come from big hotel chains – like Marriott and Hilton.
� The strategic direction of the organization is to launch its first round of international sales in Q1 2011. The objective is to increase revenue by selling hangers to high end hotel properties in the U.K.
� Anticipated changes include: o Working with a new contract manufacturer to begin manufacturing hangers in
Ireland for distribution in the U.K. o Contacting the U.K. counterparts of the existing U.S. customers. o Starting a new Customer Service Center in London. o North American Order Management will start processing U.K. orders and
working with U.K. clients. o Sales people will be hired and deployed in the U.K.
You have been charged with leading this change initiative. Where do you start? What tools do you use?
The Change Practitioner’s Toolkit www.changepractitionerstoolkit.com
4
NOTES
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CPLPCOACH.COM provides CPLP and industry-related resources for those interested in the Certified
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Tools, techniques, traps, &
takeaways for helping learning
professionals facilitate
organizational change and help
people to be ready, willing & able to
meet the challenges ahead.
Owl’s Ledge Popular Programs and Presentations
CPLP® Boot Camp: The ASTD Competency Model &
Professional Certification Building the 21st Century Workforce through the ASTD
Competency Model The CPLP® Boot Camp provides an overview of the ASTD
Certified Professional in Learning & Performance (CPLP)
certification program and the ASTD Workplace Learning and
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Who better “to make ordinary people do extraordinary things”
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Learning and Performance Professionals: Leading Transformational Change for the 21st Century
Workforce
The Change Practitioner’s Toolkit: Tools, Techniques, Traps, & Takeaways
Social ecologist Peter Drucker stated in a 2002 Harvard
Business Review article, “[Knowledge workers] have become
the major creators of wealth and jobs. Increasingly, the success
– indeed the survival – of every business will depend on the
performance of its knowledge workforce. And since it is
impossible, according to the laws of statistics, for an
organization to hire more than a handful of ‘better people’ the
only way that it can excel in a knowledge-based economy and
society is by getting more out of the same kind of people —
that is, by managing its knowledge workers for greater
productivity. The challenge, to repeat an old saying, is ‘to make
ordinary people do extraordinary things.’”
Call this new era what you like...the Global Knowledge
Economy, the Conceptual Age...the way ahead is clear.
Competitive advantage and the new value proposition lies in
people (human capital) and the knowledge, skills, and
experiences embodied by the workforce. In essence, learning
professionals who can lead efforts in organizational
transformation, globalization, innovation and strategic
enablement.
By itself, training often is not enough to improve individual or
organizational effectiveness. After all, training is only an
appropriate intervention when the performance gap is due to a
lack of skills and/or knowledge. Solutions that affect real change
and fully address business needs typically involve multiple
interventions. Learning and performance professionals require
basic skills to gauge and stage business readiness to support
training sustainability. The speaker presents a step-by-step
approach that allows you to start adding change management
tools and techniques to your existing training toolkit.