Government Elearning! Magazine

FALL 2016

Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.

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Page 18 of 52

18 Fall 2016 Government Elearning! Learning! 100 100 Lawrence Livermore National Laboratory's Leadership Development Program Lawrence Livermore National Labora- tory (LLNL), a premier applied science laboratory within the Department of Energy, serves more than 6,500 employ- ees in a number of technical disciplines including physics, chemistry, biology, engineering, and computer science among others. e researchers work together to achieve technical innova- tions and scientific breakthrough in areas such as nonproliferation, cyber- security, clean energy, climate change, manufacturing and medicine. ere's an emphasis on values and employees are encouraged to uphold them with the way they interact with one another, sponsors, stakeholders and the public. LLNL senior leaders recognize that a highly capable, innovative and sustain- able workforce, led by talented manage- ment is essential to the success of the Laboratory— that's why the Leadership Development program was developed. Learning is aligned with strategic business goals and embedded in the workflow, accelerating business im- pact and organizational agility. LLNL's learning program connects with talent management, linking skills and com- petencies with succession planning and leadership development. Employees are empowered to take charge of their career development, supported by a pro- gram that promotes learning and knowl- edge sharing throughout the employee lifecycle. LLNL's learning program features U- Learn, their online learning center, at its hub. More than 65 percent of LLNL has a U-Learn account which consists of a portfolio of resources that are responsive to the Laboratory's environment, mis- sion, skill base and future. ROI surveys reveal that 96 percent of employees be- lieve that U-Learn benefited them and 80 percent of learners were able to ap- ply what they learned within six weeks. Further, LLNL revealed the return on investment for the program was 1,129 percent or a benefit-to-cost ratio of 12.8 to 1. e Leadership Development pro- gram uses a blended learning approach by incorporating online resources found in U-Learn into its curriculum as well as pre-assessments, coaching opportu- nities, project work, and instructor-led workshops. Financially challenging times and new workforce expectations require leaders and learning programs to be cost-effec- tive and integrate technology. e Lead- ership Development program was cre- ated as a solution to address both these needs. Drawing on a self-assessment conducted with the University of Cal- ifornia-Berkeley's Haas School of Busi- ness which identi- fied strengths and gaps in leadership capabilities, the plan for integrated lead- ership development programs began, addressing needs at multiple career lev- els, aligned with the strategic direction. Today's program has evolved to include an intentional road- map for leaders that builds their skills as they gain tenure. LLNLs' leader- ship program has three curriculum components: culture, leadership and accountability. A culture of trust, development, and innovation helps prepare leaders to improve their skills to be able to deliver on LLNL's mission. An institutional set of leader- ship competencies help leaders move the organization forward and make in- formed decisions and each leader is ac- count able for their decision, no matter the outcome. When an individual has been identified for a leadership role, he or she will create a 180-day assimilation plan and over the following four years, will work closely with management and the learning organization for assess- ment, feedback, performance tools and Pictured: Leslie Positeri, Learning Development Specialist, uLearn Manager, Lawrence Livermore National Laboratory AREA OF EXCELLENCE C U LT U R E

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