DOTS LMS and HR Governance

by | Business Process, development, DOTS LMS, LMS, Performance, performance management, resource planning

The DOTS LMS has been designed to provide a comprehensive suite of tools and reports.  Your organisation may be investigating an LMS option for delivering e-learning, compliance management and a host of other outcomes achievable with a solid LMS platform.  The DOTS LMS has the capability to extend even further into enterprise management as an excellent support tool for human resource governance.  HR governance is strategic and vital for organisations to remain stable, agile and competitive.  What is HR Governance?   Generally speaking governance includes elements that help to define communications, decision making and business objectives.   Linked to these elements are the need to manage and control to manage risks and support business performance with engaged employees.

The DOTS LMS platform has the tools to not only capture vital information in real time, the reporting capability permits visibility to leadership and throughout the organisation.  This visibility of key data contributes to risk mitigation in compliance but also provides greater decision making agility to support competitive advantages and control costs.  For example, a company can quickly determine its workforce capabilities for current or future requirements and then deliver training to address gaps or allocate resources differently to alleviate any risks from competency/skill gaps.

Knowledge of policies and procedures may be delivered both in online courses as well as available in the online knowledge portal to ensure access and availability at any time.  With online delivery you can ensure that the results of this training is tracked and repeated at necessary intervals.  Delivery of online training supports more effective communications as well.  Senior leadership use the LMS to deliver messages pertaining to company strategy, performance updates and celebrations of success.  All of these uses contribute to a more engaged workforce.

Performance monitoring is a key ingredient to HR governance.  In DOTS, clients are cascading their strategic plans deeper into the organisation by including key result areas for persons to have line of sight to the overall strategic objectives.  The appraisal process is automated to ensure that the appraisals are done and actions are taken to address further development needs and deliver rewards for high performance and commitment.

These are just a few of the ways the DOTS LMS supports human resource governance in an organisation.  There are other tools and business processes that contribute to governance success.  If you are interested in learning more about using DOTS LMS to support HR governance or would like some ideas on formalising governance in your organisation, please make contact.

Is it alignment or cost?

by | Business Process, resource planning, risk, strategy, succession planning

An old adage about advertising says: “Half the money I spend on advertising is wasted; the trouble is I don’t know which half.” Many organisations look at learning and development the same way as some look at traditional advertising.  They are often not sure whether money spent is delivering measurable returns.  When organisations start tightening budgets or changing their spending priorities, learning and development is commonly a target and made to operate with fewer resources.  Despite the evidence we’ve learned on the importance of learning and development and its positive impact across many facets of an organization, including the  bottom line, learning and development continues to be a cost cutting target.

One of the key reasons this happens is the lack of strategic linkage.  Strategic linkage is lacking in a couple of primary ways.  There is often not a strong representative of learning and development in the executive management team and even less so on a board.  The second and somewhat related issue is the lack of demonstrable alignment between the strategic objectives of the organization and the learning and development strategy.  The latter issue is often a perceptual problem in the executive team and one not shared by the learning and development team.

In a perfect world these two issues would not exist and in our client community I can happily report that these issues are becoming less common.  I know from speaking to many learning and development professionals and senior organizational leaders the gap between the two is sometimes quite wide on a couple of fronts.  The first is the lack of communication both up and down.  This lack of communication is both interpersonal as well as the l & d team not having the tools to provide senior executives the data that would contribute to better decision making.

The second gap is one of return on investment. I am seeing more emphasis from senior executives on compliance and often at the exclusion of other measurable benefits that learning and development can deliver to an organization.  One of the most obvious ones is resource planning.  In an environment wrought with skills shortages and often a lack of quality candidates in the market, learning and development can deliver improved succession planning, improved productivity and overall risk reduction.

So how do we work to improve the situation?  I will look at some ideas in our next posting.

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