Vendors managed on value
in L&D departments across several sectors
When Tulser strengthens an L&D department, value-based vendor management pays for the work.
L&D Business Models
Make the L&D business model visible.
The Arets L&D Business Models show which model your L&D runs and which one your business needs. Choose the model, and you choose the programs L&D puts to work.
- The scan
- The project, six weeks to three months
No model for value.
“What does L&D actually deliver?”
Budget, vendors and intake follow habit, not a deliberate choice of model.
L&D budgets are cut first.
Know, shift, strengthen.
Know
Where does L&D stand, and where does the organization need it to be? The scan and the assessment deliver today’s canvas and the three cells that keep L&D where it is.
Shift
Each project changes a few cells in your own work: the strategy, the learning strategy, the vendors or the annual plan.
Strengthen
The new model holds with the programs that belong to it, such as the Performance Consultant AI and team and organizational learning.
L&D leadership and the internal client, at one table.
L&D leadership
Five to eight people
The CLO or L&D director, learning leaders and the people responsible for intake, design and vendors.
The internal client
One person from the business
Joins the whole route. At the end, the executive team or the business unit decides.
Tulser
Senior experts
Work on your own case, with the scan, the canvases and the L&D assistant.
This program or another one?
Does the question start with one training request or one team? Then another program fits better. Here, the L&D leadership chooses the model first, and with it the programs that follow.
Performance Consultant AI (L&D)Team & organizational learning
Working and learning, in one movement.
Every project is a LOOP project in your own work, with your own team and your internal client. Two to three months later the team works differently, and the organization can see it.
See the whole project
LOOP
Learn together
The L&D team works with a Tulser expert on the model, the canvas and the next cells to change, with a knowledge shot for every cell that changes.
Operate
The team changes the cells in its own organization: the intake, the budget, the vendor conversation and the KPI with the line. Then it looks back together.
Organize
The team writes the new way of working into the annual plan, the budget or the mandate. That is where the model really changes.
Put it to work
L&D handles every new request, vendor and budget round according to the new model. With the next change, the LOOP starts again.
week123456789101112and on →With TulserIn the workMeasure and buildThe cells change in the workProve
- session with Tulser
- reflection without a facilitator
- decision or review
- continues
Example of a twelve-week project, with the scan in week 1, the re-scan in week 12 and the executive session as the decision. A six-week project follows the same rhythm, with sessions in weeks 1, 2, 4 and 6.
The LOOP goes on.
One project changes a few cells. The next one builds on it. The L&D assistant keeps the living canvas, and Tulser stays on call.
A future-proof strategy for L&D.
The L&D leadership chooses the route the organization needs. Moving from HR KPIs to business KPIs makes business impact measurable. Choosing the Learning Specialist model delivers efficient, effective and enjoyable learning programs, measured in HR KPIs the business recognizes.
What it takes
- L&D leadershipabout 4 hours a monthsessions, knowledge shots and work on your own canvas
- Internal clientabout 2 hours a monthsessions and the executive session
- Tulser4 sessions per projectand on call in between
At the end of a project
- Today’s canvas and the destination, cell by cell.
- New agreements in the annual plan, the budget or the mandate.
- A decision by the executive team in the executive session.
Measured by the re-scan, the agreements in the annual plan and the KPIs L&D agrees in advance with their owners.
Evidence from the work.
Cases anonymized, at the client’s request.
Start with one conversation.
Thirty minutes
A conversation about where L&D stands today and the cell that should change first. Free.
Your proposal
One project, fitted to your organization.
The first week
The first session with the L&D leadership and the internal client.
What clients ask first.
Does L&D have to move to the Value Creator model?
No. The right model depends on what the organization needs. Where L&D mainly runs vocational programs and certificates, the Learning Specialist model can be exactly right. The route starts at that level, not at the level L&D would like for itself.
How much time does a project take?
About four hours a month per member of the L&D leadership, mostly in work the team does anyway: the annual plan, the budget and the vendor conversations.
How is this different from the Performance Consultant AI?
This program changes the model of L&D. The Performance Consultant AI changes how L&D handles every training request. The second often follows the first.
What does it cost?
That depends on the product and the size of the organization. A proposal follows the first conversation.