Michelle Works Out Loud – Crown College L&D Case Study


Today I attended the Forward Government Learning Conference (#govlearn) held in Melbourne, Australia.  It was an intimate event, with fewer than 30 participants.  This meant we had more opportunity for interaction and discussion than at larger conferences.

I take notes on conference sessions using Evernote, and post a link to my notes on Twitter.  In 2017 I have replaced my old habit with a high volume of short tweets during presentations with focusing on taking better quality notes, polishing these up a bit and adding links to relevant resources, writing up my key takeaways and reflections on each session, then sharing these more comprehensive notes.

There were some excellent case studies at #govlearn today, most of which were new to me.  I’ll post all of my notes in the next few days.  Meantime, here is a taster with my notes from a case study presented by Shane Thomas from Crown.  What I especially liked about Shane’s work is how he had deepened his understanding of his business, built credibility by adding business value, and now has excellent stakeholder support.

Summary of my takeaways / analysis

  • Value of building and leveraging a brand for L&D.  In this case Crown College (as an RTO) is the brand.  Building L&D brand around strong Crown business brand has worked well given the industry turnover and need to attract Allen.  Also, having own RTO suits this business and industry (see noes below on industry).  In this case Shane used industry awards to build the brand, both internally and exernally.  you need to figure out what brand and approach to brand-building will suit your business context.
  • Importance of business buy in, especially at executive level.  This is evidenced by high involvement of leaders in programs, especially leadership programs.  Linkage has been created to business outcomes in leadership programs via workplace projects (see detailed notes for more)
  • Importance of L&D developing a deep understanding of their business.  There is a virtuous cycle in evidence where Shane has sought to understand the business, hence been able to better meet their needs, building credibility, and earning a ‘place at the table.’  Given Shane’s long tenure and deliberate efforts to understand business context, drivers and financials, and add business value, he has been able to build deep relationships with senior leaders in the business.
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