Developing

 
Learning  Focus  

9 – 10 Februari 2017
 Our  Clients  in  Indonesia  

Key  Clients  in  Malaysia   Key  Clients  in  China   Key  Clients  in  Indonesia  
•  Ministry  of  Health   • PT  Telkom  Indonesia   • PT  Djarum  
•  Shanghai  Volkswagen  
•  Motorola  University   • PT  PLN  (Persero)   • Alfamart  
•  State  Grid  Power  
•  Bank  Islam   • PT  Pertamina  
•  Pos  Malaysia  
•  State  Labor  Union   • Bank  Indonesia  
•  Shang  Yang  Aerospace   • Bina  Nusantara   • BPJS  Ketenagakerjaan  
•  CIDB  Holdings  
•  Workers’  Daily   University   • Kementerian  Keuangan  
•  Cognis  Oleochemicals  
•  ICBC   • PT  Angkasa  Pura  2  
•  SIME  
•  TCL   • Perum  BULOG  
•  Hospital  Putrajaya   • PT  Semen  Indonesia   • ACLC  KPK  
•  Texas  Instruments   •  Green  Valley  
• PT  Trakindo  Indonesia   • PT  PJB  
•  Felda  Holdings   •  Goldwind  
•  PICC   • Bank  Danamon   • PT  Indonesia  Power  
•  MIMOS  
•  Maybank   • Bank  Permata   • PT  Cogindo  
•  Iskandar  Investment  Bhd   • Bank  BTPN   • PT  POS  Indonesia  
 PENGALAMAN#KERJA#
! #
DAFTAR!RIWAYAT!HIDUP! June!2010!–!Sekarang!:!PT!Dibta!Indonesia!##
# #
# Jabatan:#Principal#Consultant#dan#Chief#Technology#Officer#(CTO)#
# #
DATA#PRIBADI# Keahlian:###
# A. Corporate#University#Setup#&#Implementation###
# B. Organization#Learning#Technology#
C. Organization#Learning#Design#&#System#
D. Leadership#Development#Prograam###
#
!
A.!Corporate!University!Setup!&!Implementation#
#
Implementasi#Corporate#University#di#institusi:#
1. Center#for#Dynamic#Learning#(CDL)#PT#Semen#Indonesia#
# 2. Institut#BPJS#Ketenagakerjaan##
# 3. PT#Angkasa#Pura#2#
Nama# # # # :#Anna#Maria,#SKom,#M.Eng,#Phd# 4. Anti#Corruption#Learning#Center#
Tempat#dan#tanggal#lahir# :#Pontianak,#27#Agustus#1965# 5. BPPK#Kementerian#Keuangan#
Alamat#tempat#tinggal# :#Jl.#Pulau#Bira#II#Blok#C4#No#12A# 6. Perum#BULOG#
# # # # ##Taman#Permata#Buana# 7. PT#Telekomunikasi#Indonesia#Corpu#(TCU)#
# # # # ##Jakarta#Barat#11610# 8. PT#PLN#Corporate#University#(PLN#Corpu)#
Telepon# # # :#0818898765# 9. PT#Pertamina#Corporate#University#(PCU)#
Email# # # # :#anna@dibtagroup.com# 10. PT#Alfaria#Sumber#Trijaya,#Tbk#(ACU)#
# 11. Bina#Nusantara#Center#for#Learning#&#Development#(BCL&D)#
PENDIDIKAN# 12. PT#Djarum#Corporate#University#
# 13. PT#Trakindo#
Riwayat#Pendidikan:# #
• Ph.D.# Knowledge# Management# (Multimedia# University,# Malaysia),# lulus# Tugas#&#Tanggung#Jawab:#Principal!Consultant#
September#2011# _ Membantu#mengidentifikasi#&#membentuk#tim#inti##
• M.Eng# Computer# Science# (Asian# Institute# of# Technology,# Thailand),# lulus# _ Mengembangkan#dan#mengimplementasikan#Corporate#University#
Desember#1990# _ Memastikan# buy_in# dari# Top# Management# terhadap# implementasi#
• S.Kom# Manajemen# Informatika# (Universitas# Bina# Nusantara),# lulus## Corporate#University#
November#1989# _ Transfer# Technology# kepada# tim# inti# dan# memastikan# kelangsungan#
# implementasi#Corporate#University#
# #
SERTIFIKASI#PROFESI# International!Event!
1. Design,# Conduct# &# Chief# Facilitator# in# 2nd# Corporate# University# Summit#
#
(kolaborasi#dengan#Telkom#Corpu#dan#Bank#Indonesia);#Desember#2011#
Sertifikasi#Organization#Learning#Technologist#
2. Design,# Conduct# &# Chief# Facilitator# in# 3rd# Corporate# University# Summit#
• DACUM#Architect#
(kolaborasi# dengan# Telkom# Corpu,# PLN# Corpu# dan# Pertamina# Corpu);#
• ISD#Specialist# Maret#2013#
• Performance#Consultant# 3. Design,# Conduct# &# Chief# Facilitator# in# 4th# Corporate# University# Summit#
• Action#Learning#Coach## (kolaborasi#dengan#Pertamina#Corpu,#PLN#Corpu,#Telkom#Corpu,#Angkasa#
# Pura#2,#dan#Institut#BPJS);#Mei#2015#
# #
# #
 Apa yang dimaksud
dengan
“LEARNING” ?

Apakah Itu
“WORKPLACE LEARNING ?
©  Dibta  Group  (M)  
4  
Sdn  Bhd  
 THE 3 COMPONENTS OF A CAPABLE INDIVIDUAL

LEARNING
LEARNING PROCESS, OUTPUT & OUTCOME

?
?
?
 THE 3 COMPONENTS OF A CAPABLE INDIVIDUAL

LEARNING
PROCESS OUTPUT OUTCOME
Proses mendapatkan Mampu melakukan Mampu mendapatkan hasil
1.  Pengetahuan Pekerjaan yang yang diharapkan:-
2.  Kemampuan diharapkan 1.  TARGET
3.  Keyakinan 2.  QUALITY
3.  SAFETY
 THE 3 COMPONENTS OF A CAPABLE INDIVIDUAL

WORKPLACE LEARNING
PROCESS OUTPUT OUTCOME

Pratama •  Melakukan penyuluhan •  Perubahan Perilaku

•  Menyusun Program kelompok sasaran
UK 1 s/d 9
Antikorupsi (mengakui, memperbaiki)
25 materi / sesi •  Jumlah kelompok
•  Sertifikasi sebagai
penyuluh antikorupsi, sasaran yang sudah
•  Pemahaman ttg
dan melakukan proses melaksanakan aksi
proses penyuluhan
penyuluhan antikorupsi sesuai
perannya
•  Pelayanan publik lebih
baik
 Apa yang dimaksud
dengan
WORKPLACE LEARNING
METHODOLOGY ?

©  Dibta  Group  (M)  

8  
Sdn  Bhd  
 Learning Acquiring Learning
Deliver &
Needs Learning Impact
Deployment
Diagnosis Solutions Measurement

9
 “The Learning Value Chain
Acquiring
Learning Deliver & Learning
Learning
Needs Deployment Impact
Solutions
Diagnosis Measurement

LEARNING ADMINSTRATION, INFRASTRUCTURE & SUPPORT SYSTEM

•  Proses untuk scanning, analisa, identifikasi

dan konfirmasi kebutuhan pembelajaran
untuk staff, tim dan unit kerja, sehingga
mendapatkan training yang tepat, untuk
orang tepat, di tempat yang tepat, pada
waktu yang tepat, dengan jumlah yang
tepat (CCA, DNA, TNA)
©  Dibta  Group  (M)  
10  
Sdn  Bhd  
 “The Learning Value Chain
Acquiring
Learning Deliver & Learning
Learning
Needs Deployment Impact
Solutions
Diagnosis Measurement

LEARNING ADMINSTRATION, INFRASTRUCTURE & SUPPORT SYSTEM

•  Proses untuk analisis, desain,

membuat, mengembangkan,
melakukan pilot, dan menjalankan
solusi pembelajaran sesuai
kebutuhan (ISD – Instructional
System Design)

11  
 “The Learning Value Chain
Acquiring
Learning Deliver & Learning
Learning
Needs Deployment Impact
Solutions
Diagnosis Measurement

LEARNING ADMINSTRATION, INFRASTRUCTURE & SUPPORT SYSTEM

Proses untuk mentransfer

semua materi pembelajaran
kepada staff, tim dan unit
kerja, dan memastikan mereka
mengaplikasikan apa yang
dipelajari ketempat
pekerjaannya (Facilitating
Skills)
12  
 “The Learning Value Chain
Acquiring
Learning Deliver & Learning
Learning
Needs Deployment Impact
Solutions
Diagnosis Measurement

LEARNING ADMINSTRATION, INFRASTRUCTURE & SUPPORT SYSTEM

Proses untuk memonitor, asses,

evaluasi dan melakukan perbaikan
atas proses, output, dan outcome
dari Learning Solution untuk
memastikan terjadinya peningkatan
performansi bisnis

13  
WHEN TO DESIGN LEARNING EVALUATION?

Learning Design
Begin with
the end in mind
Evaluation Design when designing Learning

Learning Outcomes
Many make the mistake
of designing
Learner Learning Evaluation last,
or even
after delivery of learning
What To be effective, evaluation
cannot be an afterthought
When or instructional add-on.
It needs to be embedded,
contextualized, and executed
How within the learning process
14  
6 CIRCLES OF
EVALUATION
( 6 Layers of Circles )
5
4 Unit R6
OI
3 Performance
Results
2 Job Impact

1 Behavior
Change

Conditions for Knowledge / Skills

Learning Test 15  
 6 CIRCLES
100 %
OF EVALUATION
50 %

30 %
•  Conditions for Learning 1
20 %
10 % •  Knowledge / Skills Test 2
5% •  Behavior Change 3
•  Measurable Job Impact 4
•  Unit Performance Results 5
•  Return on Investment (ROI) 6

16  
 6 CIRCLES OF LEARNING EVALUATION

Did we get
our returns?
6 (ROI)

Did they improve ?

5 (Unit Performance Change)

Did it matter ?
4 (Job Impact)

Did they use it ?

3 (Behavior Change)

Did they learn it ?

2 (Knowledge/Skills Test)

Did they like it ?

1 (Conditions for Learning)

17  
 4 LEVELS OF LEARNING EVALUATION
Donald Kirkpatrick - “ The Father of 4 Levels of Evaluation ”

LEVEL 4 Individual Learners’ impact on their performances and the

RESULT organization itself

LEVEL 3 Learner’s ability to apply what is learned in the actual work

BEHAVIOR environment.

LEVEL 2 Learners’ improvement in Knowledge, Skills, and Attitudes

LEARNING (KSA’s) after the course.

LEVEL 1 Learners’ reactions and satisfaction ratings on Conditions for

REACTION Learning

18  
 6 CIRCLES & KIRKPATRICK'S 4 LEVELS

6 Circles of Evaluation Kirkpatrick’s 4 Levels of Evaluation

1 Conditions for Learning Level 1 Reaction

2 Knowledge / Skills Test Level 2 Learning

3 Behavioral Change Level 3 Behavior

4 Job Impact

5 Unit Performance Change Level 4 Results

66 ROI

19  
WHAT IS
LEARNING
NEEDS
ANALYSIS?
 “The Learning Value Chain
Acquiring
Learning Deliver & Learning
Learning
Needs Deployment Impact
Solutions
Diagnosis Measurement

LEARNING ADMINSTRATION, INFRASTRUCTURE & SUPPORT SYSTEM

•   ORGANIZATION  LEARNING  BLUEPRINT  

•   DEVELOPING  A  CURRICULUM    

•   TRAINING  NEEDS  ANALYSIS  

21  
 ANALYZING LEARNING NEEDS

3 METHODOLOGIES IN ANALYZING
ORGANIZATION LEARNING NEEDS

•  Organizational Core Competency Analysis

- CCA

•  Developmental Needs Analysis

- DNA

•  Training Needs Analysis

- TNA
 LINKING LEARNING TO BUSINESS

LND Learning  Needs  Diagnosis

CCA DNA TNA

Core  Competency  Analysis   Developmental  Needs   Training  Needs  Analysis
  Analysis

Orgn. Learning Blueprint Learning Roadmaps Training Plan

FOCUS   DACUM   TNA  2015  

 CORE COMPETENCY ANALYSIS ( CCA )

LND

CCA DNA TNA

Through a process of
analyzing organization Core Organization
goals & strategies to Competency Learning
determine organization Analysis Blueprint
core competencies
 LEARNING  FOCUS  
PENYULUH  ANTIKORUPSI  
Berdasarkan  SKKNI  

25
ORG. COMPETENCIES JOB CHALLENGES

Penyuluh Pratama Penyuluh Madya Penyuluh Utama

DASAR

MENYADARKAN

MENINGKATKAN
KOMPETENSI MAMPU MAMPU
MAMPU MEMODIFIKASI
MENGAJARKAN
MELAKSANAKAN
MENDORONG TERBENTUKNYA
UK1 s/d UK9
UK1 s/d UK9 UK1 s/d UK9
KELEMBAGAAN ANTIKORUPSI
SECARA MANDIRI
MAMPU
MELAKSANAKAN
MEMBANGUN UK10 s/d UK17
MAMPU
JARINGAN KERJA SECARA MENGAJARKAN
MANDIRI UK10 s/d UK17

MENGUATKAN KAPASITAS
KELEMBAGAAN
MAMPU
MELAKSANAKAN
UK18 s/d UK20
SECARA
MANDIRI
ORG. COMPETENCIES JOB CHALLENGES

Penyuluh Pratama Penyuluh Madya Penyuluh Utama

DASAR MENGUASAI DASAR2

PENYULUH ANTIKORUPSI

MENUMBUHKAN SEMANGAT
MENYADARKAN PERLAWANAN ANTIKORUPSI

MENINGKATKAN MENINGKATKAN
PENGETAHUAN
KOMPETENSI TENTANG ANTIKORUPSI

MENDORONG TERBENTUKNYA MEMBANTU TERBENTUKNYA MEMBENTUK KELOMPOK

KELEMBAGAAN ANTIKORUPSI KELOMPOK ANTIKORUPSI ANTIKORUPSI

MEMBANGUN MENGGERAKKAN
MEMBANTU BE JEJARING ANTAR
JARINGAN KERJA JEJARING KELOMPOK ANTIKORUPSI

MENGUATKAN KAPASITAS PENGUMPULAN MONITORING DAN MONITORING DAN

KELEMBAGAAN DATA MONEV EVALUASI EVALUASI

SUSTAINABILITY

MAINTAIN

WASDAL
 ORG. COMPETENCIES JOB GROUP
Clerical (L7) First Line Mgmt (L6-5) Middle Mgmt(L4&3)) Senior Level Mgmt (L0-2)
Deploy and comply with Deploy and comply with the Deploy and comply with the Deploy and comply with the
Job/ Biz Specific the required work methods required work methods & SOPs required work methods & SOPs required work methods & SOPs To
(Lending, Funding & SOPs To enable job KPI To enable job & Team KPI To enable job & Division KPI enable job & Organization KPI
& Support)
TECHNICAL SKILL

Identify & Highlight possible Identify, Highlight & Prevent Identify, Mitigate & Prevent Identify, Mitigate & Prevent
GROW YOUR BUSINESS

Banking & Financial “Risk” possible “Risk” possible “Risk” with “Sound possible “Risk” with “Sound
Risks Management Business Process & Practices” Business Systems”

Delighting Customer & Enable Customer Acquisition & Fulfill Unique Customer Value Develop & Incorporate Unique
Customer Centric increasing sales thru Retention thru delightful products Proposition & Grow Business by Customer Value Propositions into
Sales & Service Product & Services & service introducing innovative product & long-term Strategic Initiatives
rendered services

Adopt & Deploy new Execute new Technologies Deploy new Technologies Introducing Cutting Edge
World-class Technologies into Work into Work Flow & into Work Teams Technologies thru Breakthrough
Technology processes Performance Thinking

Utilizing OE tools and Train Lean Sigma and Influence and Implement Initiate & Lead Change In
Operational participating in OE Problem Solving. Lead OE Operational Excellence. By Operational Excellence by
team project Project Team at line level leading OE project team at implementing & leading Cross-
Excellence division level functional OE teams
Lead & Manage Lead & Manage Ind. & Team Lead, Grow & & Maximize Talent Increase & Sustain the Organizational
PEOPLE
GROW
CORE SKILL

YOUR

Personal & Family Unit Performance by coaching & and Staffs’ Performance thru Performance by Growing Current &
Leadership effectively developing staff unique Employee Value Future Talents/ Leaders
Proposition

Continuously Add Value to Continuously Add Value to Continuously Add Value to Self, Continuously Add Value to Self,
Personal Team, Danamon, Industry & the World
GROW
YOUR

Self, & Danamon by Self, Team & Danamon by Team, Danamon & Industry by
SELF

Development identified learning, identified learning, identified learning, by identified learning, development,
development, development, development,

Practice & Exhibit Preach & Role Model Role Model, Champion & Propagate, Promote, Nurture& Protect
CULTURE

Danamon Value/ Culture thru Role

GROW

Danamon Values / Culture Danamon Values / Culture Promote Danamon Values/

YOUR

Corporate Values Culture Modeling.

* Banking Fundamentals * Banking & Market
Fundamentals * Banking & Industry Fun. * Global Banking Fundamentals
 DEVELOPMENTAL NEEDS ANALYSIS ( DNA )

LND

CCA DNA TNA

Based on organizational core DACUM

competencies to identify job Learning Road
(Developing a
performance developmental Map
needs Curriculum)
 APPROACH in Developing
Learning Road Map

Job  Performance  Competency   Job  Enabling  Competency  

Approach   Approach  
EXAMPLES
JOB PURPOSE DECISION MAKING
ANALYTICAL THINKING
MAIN FUNCTIONS BUSINESS SPIRIT
DEVELOPING OTHERS
SUB FUNCTIONS RELATIONSHIP BUILDING
TEAM WORK
LEADERSHIP
TASK CONCERN FOR ORDER
PLANNING & ORGANIZING
ORGANIZATIONAL AWARENESS

©  Dibta  Group    
 TRAINING NEEDS ANALYSIS

LND

CCA DNA TNA

An analytical process that

investigates and determines
specific needs in terms of Training Needs Training Plans
knowledge, skills or value
Analysis
concepts that require training
interventions.
 PENYULUH  PRATAMA  
JOB  MODEL    
&  LEARNING  ROADMAP  

32
AKTUALISASI  NILAI  NILAI  INTEGRITAS     MEMILIKI NILAI 2 MEMATUHI
UK1   INTEGRITAS KODE ETIK

MENGINDENTIFIKASI
MENGUASAI
MENANGANI  KONFLIK   MEMINDAI SUMBER2 ESKALASI
TINDAKAN
KONFLIK PERKEMBANGAN
 UK2   KONFLIK
PREFENTIF

MEMANTAU MEMBUAT
MENGIDENTIFIKASI
MENERAPKAN  ASPEK  K3   KEBUTUHAN DAN
PELAKSANAAN
LAPORAN
PENYULUHAN DARI
UK3   LANGKAH K3
ASPEK K3 PEMBUATAN K3

MENYUSUN
MENUMBUHKAN  SEMANGAT  ANTI   MERENCANAKAN TARGET MEMPERSIAPKAN
RENCANA
MENGEVALUASI
KELOMPOK SASARAN METODE PERENCANAAN
KORUPSI  UK4   PELAKSANAAN

MELAKSANAKAN MENGEVALUASI
MENYADARKAN  BAHAYA  DAN   MENYUSUN KEGIATAN
KEGIATAN KEGIATAN
PENYADARAN
DAMPAK  KORUPSI   PENYADARAN PENYADARAN

MEMBANGUN  CARA  BERFIKIR  KRITIS   MENYIAPKAN KASUS MEMANDU DISKUSI

MEMBUAT MEMFASILITASI MENGEVALUASI
SIMULASI KEL SASARAN PELAKSANAAN
UK6  
 Job Competency Model
PENYULUH PRATAMA

IDENTIFIKASI   IDENTIFIKASAI   MENYIAPKAN  

KELOMPOK  SASARAN   MEDIA   MENYIAPKAN  METODE  
PERENCANAAN  UK  7,8,9   SUMBER  INFORMASI   PEMBELAJARAN  
PEMBELAJARAN  

MENGORGANISASIKAN   MENGORGANISASIKA
WAKTU  TEMPAT  DAN   N BAHAN AJAR DAN
PENGORGANISASIAN   TENAGA  YG  DIBUTUHKAN   MEDIA YG
DIBUTUHKAN

MELAKSANAKAN   MEMBERIKAN
MENGECEK MEMBERIKAN
MEMBERIKAN  MATERI  UK7,8,9   TINDAKAN
KEHADIRAN PROSES   UMPAN BALIK
CONTINGENCY
PEMBELAJARAN  

MENILAI (JUSTIFIKASI)
MENGANALISIS HASIL MEMBUAT
PELAKSANAAN
EVALUASI  7,8,9   EVALUASI LAPORAN
PEMBELAJARAN

MELAPORKAN HASIL
MENYUSUN  PELAPORAN  7,8,9   PENYULUSAN
 Learning Road Map
PENYULUH PRATAMA

BAGAIMANA  MELAKUKAN   BAGAIMANA  METODE  UNTUK  

PENILAIAN/  ASESSMENT   MENYAMPAIKAN  MATERI  ANTIKORUPSI  
UK1-­‐9   (TEKNIK  MEMFASILITASI)  

BAGAIMANA   MENYIAPKAN  MATERI  

MENERAPKAN  SK3   ANTIKORUPSI  YANG  COCOK  
DALAM  PENYULUHAN  

PERKENALAN  PESERTA     MEMILIH  BAHAN  AJAR  

(MELALUI  OUTBOUND)  

CERMIN  INTEGRITAS   IDENTIFIKASI    KELOMPOK  SASARAN  

(REFLEKSI  DAN  AKSI   DAN  TARGETNYA  
INTEGRITAS  PRIBADI)  
BAGAIMANA  CARA  MENYUSUSN  
LAPORAN  KEGIATAN  
PAPARAN  DAN  DISKUSI  MENGENAI   ASESSMENT  (PRE  TEST)  
BANGUN  IMPIAN   DELIK2  DAN  PENANGANAN  TIPIKOR  
(INDONESIA  BEBAS  
DARI  KORUPSI     PENYUSUNAN  PROGRAM  
MELALUI  PEMERINTAH   SHARING  SESSION  (PERSEPSI   BAGAIMANA  MENANGANI  JIKA   PENYULUHAN  (CHALLENGE  
PENJELASAN   TERJADI  KONFLIK  DIDALAM  
YG  TRANSPARAN  ,   MENGENAI  KORUPSI,  REVIEW  DATA   ASSIGNMENT)  
MENEGENAI  SKKNI  
AKUNTABEL,  DAN   KORUPSI,  REVIEW  DELIK  TIPIKOR,   PENYULUHAN  
PENYULUH    ANTI  
KORUPSI  DAN   MELIBATKAN   STUDY  KASUS  YG  BERKAITAN  
MASTERCAMP   PARTISIPASI   DENGAN  KEL.  SASARAN   LESSON  PLAN  (OPENING,  INTI,  
MASYARAKAT)   ASESSMENT  (POST  TEST)   CLOSSING)  

REVIEW  BOARDGAMES  (DISKUSI  KEL.  

PENGANTAR   REVIEW   DAN  PRESENTASI)  
UNTUK  PENYULUH     BOARDGAMES#2   MENGHUBUNGKAN  KASUS  KORUPSI   PERAN  PENYULUH  DALAM   SIMULASI  PENYULUHAN  
è  11  JURUS   ANALISIS  KASUS   BERASARKAN  PENGALAMAN  DGN   PEMBERANTASAN  KORUPSI   (FASILITASI)  
BERBASIS  BUDAYA  DAN   DAMPAK  KORUPSI  DI  BOARDGAMES   (TALKSHOW)  
REFLEKSI  

Pre-Requisite Basic Intermediate Advance

Belief Skill Knowledge
©  Dibta  Group    
 LINKING LEARNING TO BUSINESS
Actual Business
BUSINESS NEEDS Expected Business Performance
ANALYSIS Performance
( by Business Units)
BUSINESS GAPS

PERFORMANCE NEEDS Expected Job Actual Job

Performance Performance
ANALYSIS
( by Depts, Functions etc) PERFORMANCE GAPS

Expected Actual
Competency Competency
COMPETENCY
COMPETENCY NEEDS GAPS
ANALYSIS
( by Job Groups)

LEARNING PLANS
 PROCESSES IN TNA

4 PROCESSES IN TNA
THE APPROACH
BNA – Business Need Analysis

PNA – Performance Need Analysis

CAN – Competency Need

Analysis

INA = Instructional Need

Analysis
 “The Learning Value Chain
Acquiring
Learning Deliver & Learning
Learning
Needs Deployment Impact
Solutions
Diagnosis Measurement

LEARNING ADMINSTRATION, INFRASTRUCTURE & SUPPORT SYSTEM

•  Proses untuk analisis, desain,

membuat, mengembangkan,
melakukan pilot, dan menjalankan
solusi pembelajaran sesuai
kebutuhan (ISD – Instructional
System Design)

40  
 Title INTRODUCTION & JUMPSTART PROGRAM LT 1
Target Program
Managers & Executives 3 days
Learners Duration
Purpose To establish the “Organization’s learning and development ” needs, pathway , platform and strategic projects to
support it’s Business Directions

Objectives At the end of the 3-day workshop, participants will be able to:
•  Define the Purpose & Principles of Organization Learning •  Trace the Future Trend of Corporate Learning
•  Describe Corporate University – The Evolution
•  Define the Corporate Learning Principles & System
•  Identify the Learning Technologist Curriculum
•  Describe the Learning Value Chain & Proposition •  Conduct OLT Competency Assessment
•  Describe and utilize the Learning Centre Model

Contents DAY 1 DAY 2 DAY3

•  Learning Centre Model
•  Future Trend of Corporate Learning
•  Corporate University – The Evolution
& Model
•  Branding & Positioning your LC/CU
•  LC & CU Strategies Devt. & Mgmt.
•  Establish LC’s Strategic Direction
•  Changing Role of Corporate
Learning
•  Corporate Learning Principles &
System
•  Learning Value Chain & Proposition
•  Importance of “Measuring Learning”
•  Learning Quality System Audit
•  Selecting Learning “Strategic
Projects”
•  Managing Strategic Projects
•  OLT Competencies & Culture
•  OLT Roles, Responsibilities &
Curriculum
•  OLT Competency Assessment

Delivery •  Lecture •  Activities Evaluation •  Knowledge & Skills Test

Methodology •  Presentation •  After Action Review •  Self Competency assessment
•  Discussion

Learning Undertake an Action Learning Project that involves the Facilitator Senior Consultant/Trainer who has vast
Deployment
review and development of an improved Organization experience in Learning Technology in
Learning strategies and initiatives leading a large Training Centre

41  
LOVE | LEARN | LEAD

DIBTA  GROUP  SDN  BHD  (788881-­‐X)  

 
Suite  762,  Level  7,  Block  A1,  
Leisure  Commerce  Square,  
Jalan  PJS  8/9,  46150  Petaling  Jaya,  
Selangor  Darul  Ehsan,  MALAYSIA  
   
Tel  :  +603  7865  6919  
Fax  :  +603  7865  7919  
Email  :  info@dibtagroup.com  
 
 

www.dibtagroup.com  

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