Course Introduction

This is the ultimate course in driving organisational performance by aligning your L&D/Talent initiatives with your organisation’s top priorities and building a learning organisation.

Aimed at senior L&D professionals as well as anyone in middle or senior management or HR with responsibility for developing talent, the course will help you to add more value through L&D/talent initiatives.

Drawing on state-of-the-art research and latest thinking, the course will help you to both identify and communicate the link between L&D/talent and sustained organisational performance – a powerful business case. It will also help you to identify the steps you and your colleagues need to take to ensure greater strategic alignment in the future. On the talent front, you’ll have an opportunity to explore how winning organisations manage their talent and develop a plan to take your organisation to the next level in terms of talent development.

Effective learning and development is one of the most important keys to sustained organisational success. You’ll learn how to go beyond “training” and create effective and relevant learning and development opportunities, even building a learning organisation.

You’ll learn to apply insights from neuroscience in order to make the learning more meaningful, relevant, engaging and participative. You’ll also explore how to help people transfer the learning from the learning event to the workplace. The full learning lifecycle will be explored, from learning needs analysis, to state-of-the-art design principles, to evaluating learning and demonstrating the value that it adds to the organisation. If you are have an interest in driving performance through learning and talent development, then this course is for you.

Learning Objectives

After attending and participating in this course, you will be better able to:

  • ​Analyse and describe your organisation in strategic terms in order to align learning and development (L&D) and talent initiatives with the organisation’s strategy and direction.

  • Show awareness of important trends in L&D today which make learning more impactful and relevant to the business

  • Manage the complex array of stakeholder relationships involved in implementing a learning and talent development strategy, thus aligning learning with the needs and priorities which line managers and senior managers are facing

  • Assess the degree of strategic alignment between your L&D/Talent/OD function and your organisation and identify areas to develop in order to work more strategically

  • Describe the business case for talent management, based on research evidence and trends in the marketplace today

  • Clarify how your organisation defines (or should define) talent and whom talent management interventions should be aimed at

  • Develop a comprehensive talent strategy for your organisation that encompasses the whole talent lifecycle

  • Help your managers to make your business more attractive to high potential and talented people

  • Enable your managers and HR professionals to use the 9 Box Grid more effectively with a deeper understanding of what “potential” means in your organisational context

  • Take learning and talent development interventions closer to employees’ daily work by using the 70:20:10 principle, thus making L&D more relevant and engaging

  • Devise approaches to develop both leadership talent as well as technical talent in your organisation

  • Promote effective and relevant learning and development in your organisation (as opposed to merely “organising training”)

  • Perform a learning needs analysis and clearly define the relevant learning objectives

  • Use a systematic approach when designing learning and development initiatives

  • Apply adult learning principles, accelerated learning techniques and insights from neuroscience when designing a learning event

  • Design for a range of delivery methods to make the intervention more interesting and meet the needs of different kinds of learners

  • Promote more and better use of learning technologies

  • Overcome organisational barriers to effective L&D and improve the transfer of learning to the workplace

  • Calculate the return on investment of L&D interventions, yet with an awareness of the limitations of this approach

  • Demonstrate “return on expectations” (ie meeting the intended strategic needs)

  • Use a range of quantitative and qualitative evaluation methods

  • Evaluate different “levels” of impact and use triangulation as an evaluation strategy


10 – 12 June 2019


SGD 3,295

02 – 04 September 2019

Hong Kong

SGD 3,295

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2010 - present

2010 - present

Content Highlights

​1. Organisational learning and development – what’s the goal
2. PESTLE Analysis of the External Business Environment
3. Mintzberg’s 5Ps highlighting emergent strategy
4. Strategy cascading and alignment models
5. McKinsey’s 7S Framework for strategic change
6. Porter’s 5 Forces for analysing the competitive landscape
7. Mayo’s Model for building OD/L&D strategy
8. A strategic approach to learning needs analysis (LNA)
9. Latest research into key trends in L&D
10. Stakeholder management model
11. HR/L&D Strategic Working Model
12. The Partnership Working Model
13. Characteristics of Strategic Working in L&D/Talent
14. 3 Step Strategy Alignment Process
15. The Talent Management Lifecycle
16. The War for Talent – key implications and business case
17. Talent management – Latest research summary
18. Why Talent Management – Questions to ask your business
19. Key indicator of potential (for talent reviews)
20. Talent Profiling
21. How attractive is your talent culture – 10 Questions
22. Key experiences to accelerate the development of leadership talent
23. Developing technical and expert talent – a powerful feedback process that works
24. The L&D Cycle / ADDIE model
25. How to clarify L&D needs in your organisation
26. Learning objectives – how to make them robust and meaningful
27. Learning design – making it multisensory
28. Accelerated learning design principles based on neuroscience insights
29. Learning styles and preferences for different ways of learning
30. Barriers to learning and the transfer of learning, and how to overcome them
31. Leaning technologies
32. Return on investment / return on expectations
33. Engaging multiple stakeholders in the L&D process
34. Using Kirkpatrick’s evaluation model more effectively
35. Sources of evaluation data
36. Triangulation as an evaluation strategy

Case Studies

The course is highly applied in nature and includes an in-depth case study of a global organisation’s approach to talent development, as well as many other anecdotes and examples of organisations, spanning a range of industries and sectors, applying the concepts covered.

Benefits To You And Your Team

  • ​Align your work with your organisation’s strategic priorities

  • Develop greater credibility with senior management and other key stakeholders

  • Add more value through L&D/talent initiatives

  • Communicate a powerful business case for talent development

  • Make talent development a greater priority in your organisation

  • Get updated on the latest global trends in L&D

  • Conduct learning needs analysis more effectively

  • Design more effective learning solutions using the latest ideas from neuroscience, accelerated learning etc

  • Develop a blended approach to L&D that reaches and engages all learners

  • Engage senior stakeholders by demonstrating clear return and benefits to the organisation

Benefits To Your Organisation

  • ​Make the learning and talent development in your organisation more relevant, impactful and effective

  • Align learning and talent development with strategic priorities

  • Develop a talent strategy to attract, engage and develop the best people

  • Integrate relevant learning more with employees’ day-to-day work

  • Develop both leadership talent and technical talent in your organisation

  • Promote organisational learning that future proofs your organisation

  • Drive up engagement through stimulating L&D that ignites passion and empowered employees

  • Engage line managers and employees to play a crucial role in the learning process

  • Encourage the transfer of learning from the learning event to the workplace

  • Ensure that learning in your organisation represents a clear benefit and return on investment to the organisation

Who Is The Course For

  • Learning and Development managers and professionals

  • Trainers and consultants

  • HR professionals

  • Those responsible for Talent Management / Talent Development

  • Managers who take an interest in learning and talent development


Delivery Style

Through lively discussion, exploring crucial questions together, sharing fascinating experiences between participants and developing your own action plan, the course strikes a perfect balance between:

  • engaging action and activity,

  • state-of-the-art insights and research,

  • time for reflection and discussion, and…

  • a “how-to-do-it” pragmatic approach.

Testimonials for this course

I came in to this training with a very minimum experience & exposure on L&D but the interactions that we’ve had during the course have lifted up my understanding in L&D in more practical way.

Andrew is genuine, honest, experienced and a resourceful trainer. This course is outstanding as not many L&D training programs teaches you on L&D strategic alignments to business goals.

This is amazing program for me to be able to use most of the tools shared in the modules.

This training is really good and it gives me many tips and ideas on how to create the effective learning and development plan and analysis.

A spot-on program, qualified trainer, up to date content. Address my needs perfectly. Got some new insights.

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