Pioneering Transformational Learning Experiences Together
L&D Get Together 2018 North America / EMEA regions
Welcome Message
Dear L&D Leaders,
Warm greetings from SLIM Dubai.
Last year we initiated a journey to move from training to learning. We designed a regional strategy under one vision:
“As L&D leaders, we are emotionally engaging, effective, innovative, digital and transformational”.
It is time to get together again and reflect upon what we have done in the last 12 months and also to re-align our L&D efforts to our Global Shangri-La L&D Plan.
The theme for our conference: Pioneering Transformational Learning Experiences Together summarizes multiple messages from our senior stakeholders who expect L&D to be a strong business partner.
Please take some time to revise this document in which you will find:
1. Objectives of the conference. 2. Pre-work required (please prioritize your pre-work as it will take time to complete it). 3. Agenda. 4. Logistical considerations & investment.
I look forward to seeing you early next month in Colombo to collaborate and please let me know if you have any questions.
Warmest regards,
Daniel Agudelo Regional Dir. of Learning & Development Shangri-La North America / EMEA
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1. Revise L&D performance across the regions in 2017 – 2018 based on regional strategy.
2. Align L&D regional efforts to Global L&D Strategy for the next 12 months (2019 – 2020).
OBJECTIVES
3. Ideate, design and implement a L&D plan that addresses all the basic functions of L&D in a consistent way.
L&D Get Together 2018
4. Identify programs for Regional Catalogue 2019.
5. Lead L&D projects to benefit all the hotels in the regions.
PRE WORK NO. 1
L&D Get Together 2018
PRE-WORK NO. 1: L&D PERFOMANCE IN THE REGION
Everyone is requested to complete pre-work No. 1.
Prepare a 5 minutes presentation (in power point) documenting the L&D initiatives that were implemented in your hotel in the last 12 months.
The presentation should include:
• Summary of L&D programs (sessions) performed • One slide should have data that presents the impact of the L&D initiatives in your business unit • Photography documenting how L&D initiatives actually happened. • Any best practices you would like to share.
The presentation will be timed as such please ensure it is only 5 minutes long.
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PRE WORK NO. 2
L&D Get Together 2018
PRE-WORK NO. 2: MY OWN L&D JOURNEY IN THE LAST 12 MONTHS.
Everyone is requested to complete pre-work No. 2, except : Sandrine (SLPR), Paul (SLLN), Damla (SLIB), Rhoda (HJMD).
Prepare a 5 minutes non-traditional performance in any format of your choice (E.g.: a rap, a poem, a dance, a theatrical play) that shows:
What has been your own personal journey in L&D like in the last 12 months?
Your presentation will be timed. Please note that power point presentations are not accepted for this pre-work. It needs to be in a non-traditional method and it should focus on your personal journey (rather than the hotel or business journey). What has it meant to you? What has it been like to you?
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PRE WORK NO. 3
L&D Get Together 2018
PRE-WORK NO. 3: L&D 2017 – 2018 REGIONAL STRATEGY
Everyone is requested to complete pre-work No. 3.
Last year in Shangri-La Abu Dhabi we decided on our Regional Strategy with the inputs of our Dirs. of HR and the collaboration of all L&D leaders. Most of the L&D activity in our regions (North America and EMEA) in 2018 has been informed by this strategy. From having our monthly learning circles, to add new programs into our catalogue, to working together in the design of new material, to the use of new digital tools; it all started with the formulation of the strategy.
Please take 10 minutes to revise the strategy as we will be using it as a point of reference:
Click here to access the file.
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PRE WORK NO. 4
L&D Get Together 2018
PRE-WORK NO. 4: IDENTIFYING L&D NEEDS THROUGH EMPATHY.
Everyone is requested to complete pre-work No. 4.
Organise a brief empathy interview with the following stakeholders (all of them, one on one) in your hotel:
General Manager
• •
Dir. Of HR.
• One operational HoD (E.g.: Dir. of Rooms / F&B) • One commercial HoD (E.g.: Dir. Of S&M) • One functional HoD (E.g.: Financial Controller)
Ask them the following three questions: 1. What are the L&D priorities / needs in your hotel in 2019? 2. What L&D programs do you suggest the hotel needs in 2019? and why? 3. What L&D programs would they like to see in the Regional Catalogue facilitated by the Reg. Director of L&D?
As you interview them, please use THIS LINK to input their answers. The interviews should be conducted by Wednesday, September 27 th .
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PRE WORK NO. 5
L&D Get Together 2018
PRE-WORK NO. 5: INDIVIDUAL L&D PROJECT 2018 – 2019
Everyone is requested to complete pre-work No. 5 except Paul (SLLN) and Rhoda (HJMD).
From Q4 2018, you will be leading an individual L&D pre-assigned project. These projects have been carefully selected based on some current challenges and inconsistencies that we have across the regions North America / EMEA or related to our Global L&D Strategy.
As a leader of your project you will conceptualize, drive and implement the project influencing the other L&D leaders and developing yourself at the same time.
Pre-Work Number 5 requires:
1. Identify in the next slides the pre-assigned project to you which is communicated with a problem-statement and some details to help you understand further the problem. 2. Using the one page story-board template attached to this e-mail, spend some time conceptualizing how would you like to resolve this problem for the hotels in the region. The outcome of your work should be ONE CONSISTENT APPROACH for ALL the properties in the region to follow. The template must be filled in with your own ideas and submitted via email to Daniel by Thursday, September 27 th at the latest. 3. During the L&D Get Together, you will facilitate a scrum session with the whole team to gather further ideas and continue working in your project. You will be given 30 minutes in which the first 5 minutes you will present your one page plan and use the next 25 minutes to facilitate to get input from the team. The format of your facilitation (e.g.: graphic, post-its etc) is up to you but you should bring to the conference your own materials and ensure it does not take more than 30 minutes in total.
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PROJECT 1: ESSENTIAL LEARNING
Project Owner: Jacqueline Dalmeida (Shangri-La Villingili, Maldives)
PROBLEM STATEMENT:
Our hotels currently do not have a consistent approach to onboarding new colleagues. In some hotels the NCO is done in 1 day, in other hotels in 2 days. The content also varies a lot (for example in some hotels they need to add in NCO legal information required by the country, or policies. Furthermore, Shang-Care also is done in a very different length of time in each hotel. Some combine Shang-care 1 and 2 in the first day, others do a full day of training for each Shang-Care module. Finally, not all hotels have implemented the “buddy system” for new colleagues (recently redesigned by Audrey and Nali).
PROJECT OBJECTIVES:
• Create an onboarding map (one page) that shows visually how should be the perfect onboarding journey of a new colleague in any role in all our hotels across the regions. The map should include when do they take NCO and Shang-Care, how long should NCO be for and the Shang-care modules and do we decide to have one full day for each Shang-care module or combine it? What is needed? • Implement the “Buddy System” program as part of the onboarding in the same way across all of the hotels. • Deliver the same experience for NCO and Shan-Care modules in all the hotels in the region. • Ensure that any extra content (legal, policies) is done in a different day (perhaps before NCO) so that new colleagues do not have an “arrival experience” to Shangri-La based on boring, transactional content.
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PROJECT 2: LEVERAGING A LOYALTY CULTURE
Project Owner: Anista Buldan (Shangri-La Mauritius).
PROBLEM STATEMENT:
Our hotels currently do not deliver a proper learning module for new and existing colleagues to understand the necessity to create loyalty among our guests. Currently the focus has been in learning about the Golden Circle Program (which is a rewards program not a loyalty program) rather than creating a culture of loyalty from the guests. Some hotels facilitate Golden Circle Training, others don’t. There is no process to document when it needs to happen, who should be facilitating it and most importantly what materials should be used or if it is necessary to develop a learning module about creating a culture of loyalty including a component about the Golden Circle.
PROJECT OBJECTIVES:
• Provide a process for all the hotels to follow to support a culture of creating loyalty among guests. The process should reflect the learning journey that colleagues (new and existing at all levels) should go through in order to understand the difference of loyalty culture vs having a rewards program (Golden Circle) • Decide the specific loyalty learning that the hotels need to implement (materials, modules, online or face to face, who facilitates it, content). • Ensure that all colleagues will understand, articulate and foster the use of the Golden Circle Program as a component that will help to nurture loyalty among guests.
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PROJECT 3: LMS ROLL OUT
Project Owner: Nikhil Nangia (Shangri-La New Delhi)
PROBLEM STATEMENT:
As part of our Global L&D Strategy the hotels will benefit very soon from the LMS for colleagues to access different types of learning. However, implementing a LMS requires a change of mindset for learners to drive their own learning and simultaneously recognize the potential challenges ahead (colleagues who are not very tech savvy etc). Furthermore, we need to prepare a map that communicates the strategy that hotels will follow in our regions for the roll out of the LMS. This should include communication pieces, sessions to show how the LMS works, using feedback from the piloting hotels in order to identify potential roadblocks and clearly identifying the programs that will be hosted in the LMS. The map should reflect timelines, resources, stakeholders, objectives of each action so that we can start preparing for this big change.
PROJECT OBJECTIVES:
• Design the roll out strategy for the LMS in the North America and EMEA regions covering a pre-LMS roll out stage in which colleagues start learning that something big and beneficial is coming for their learning (education stage), followed by the roll out stage which details how we will implement the LMS in our hotels and the post-roll out stage which sets guidelines and expectations about what needs to happen after the LMS is rolled out (how do we keep it alive? How can we benefit from it? How can we ensure a change of mindset?
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PROJECT 4: COMPLIANCE LEARNING
Project Owner: Selva Thangabel (Shangri-La Abu Dhabi / Traders Hotel Abu Dhabi)
PROBLEM STATEMENT:
Shangri-La has a lot of requirements regarding safety in our hotels including the delivery of learning modules (Food safety, fire safety, security etc) however also missing some important topics such as sexual harassment etc. Further, our hotels in the regions have very different approaches on how these sessions are delivered, who delivers them, the content and some of the also use specific added content related to local regulations while others use the corporate training materials only. A simple “Compliance Learning Map” is required which clearly maps out the learning journey related to compliance required by our colleagues. This map should clarify: what programs everyone must attend (and frequency, for example refreshers), what programs are specific for certain roles (for example, working in heights for Engineering).
PROJECT OBJECTIVES:
• Design a Compliance Learning Map that shows a logical process for the hotels to follow to comply. • Identify which programs are we missing as a region related to important compliance content. • Identify who is the owner of each compliance program and what is the role of L&D. • Ensure that all compliance related audit points (from Global audit) are in place in the hotels following one process. • Integrate compliance related points audited by Vice-President of HR (Dirk-Jan) in the HR Health Audit. • Provide a process that explains what paperwork is required for each program, how is it collected and how to manage it.
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PROJECT 5: INTERNSHIPS AND MANAGEMENT TRAINEESHIPS
Project Owner: Nali Rattanajit (Shangri-La Muscat)
PROBLEM STATEMENT:
Although some hotels in the North America and EMEA region have implemented a local internship program to benefit students (either locally or internationally) there is no formal approach to facilitating these experiences. Recently we piloted at SLMU two frameworks for operational and managerial internships that have been proven successful and now other hotels are also benefitting from this. Having 2 defined internship programs, a short one for operational students (6 months) and a management traineeship industry placement (12 months or 2 years) for all the hotels in the regions to follow should be the next step. However it is necessary to develop a consistent map, a process explaining the map, communications to support the project (for example a presentation to send to potential universities to consider partnering with us), a detailed costing including all the items that hotels should forecast if they want to participate placing interns (air fares, accommodation etc) and a process to formulate the learning plan that interns should follow once they arrive (after the onboarding training) to maximize the benefits for both sides.
PROJECT OBJECTIVES:
• Design one consistent map and process to outline operational internships and industry placements (management internships) • Design the learning map that interns (in both frameworks) should follow once they arrive and are placed in the hotels. • Create a communications plan targeting universities to increase partnerships and interest. • Outline all the conditions that interns in both frameworks will adjust to once approved to be place (how many days off, vacation entitlement etc) ensuring legal liabilities are controlled.
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PROJECT 6: SUCESSION PLANS FOR COLLEAGUES DEVELOPMENT
Project Owner: Rey Capon (Shangri-La Doha)
PROBLEM STATEMENT:
At the moment there is no process that outlines the succession of our colleagues in the hotels. The PDR process sometimes is underutilized as learning development plans do not align to succession parameters. Some hotels have tried to put in place a talent management program for succession, others are waiting and colleagues still do not know what they need to do from a functional, leadership and role performance to be eligible and plan their careers. In the past succession planning has been very linear, using a lot of paperwork (forms, approvals) however the present workforce expects the possibility for horizontal moves (for example from an operational area to a non-operational area) and clear processes that tells them how they can achieve these moves.
PROJECT OBJECTIVES:
• Design a succession plan map outlining the functional, leadership and other requirements that colleagues would need to follow in order to climb the ladder or do a lateral move. This should be in alignment to Shangri-La’s leadership competencies. • Identify the learning modules that need to be designed for leaders and senior leaders to support succession plans, integrating current processes such as PDR and Development plans. • Integrate the 70:20:10 learning model into the succession plan clearly putting the responsibility of development in the colleague (develops self). • Identify the communication pieces that need to be develop to support the plan. • Create the roll out strategy including time lines, simplifying complexity (not many forms or steps).
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PROJECT 7: DEPARTMENTAL TRAINERS
Project Owner: Eranda Rajapathirana (Shangri-La Hambantota)
PROBLEM STATEMENT:
At the moment some hotels have implemented a Dept. Trainers strategy and others haven’t. As a result there is consistency and very poor performance and impact from our current departmental trainers. The role of L&D leaders is to clearly drive the Dept. Trainers strategy providing a consistent approach to manage this function. This requires to clearly outline: what is the criteria necessary to select a member of the dept. trainers team? (behaviours, knowledge and skills required). What is the training required by Dept. Trainers in order to set them up for success? What is the scope of the role of a dept. Trainer? How should Dept. Trainers be rewarded? And an overall process that can be applied consistently across all the hotels to manage the Dept. Trainers team, specifying: how often to meet, purpose of the meeting, sample agenda of the meeting, how to develop them in learning further?, how to monitor and measure their impact in the business, and how to use them to foster simulations training to increase skill levels in the hotels.
PROJECT OBJECTIVES:
• Define the criteria to become dept. trainer, scope of the role, expected tasks to complete and reward strategy. • Create a map that shows the process to manage the dept. trainers team including the training they need to complete, the frequency in which they need to meet, the forms that they need to use, the monitoring process, the way they will be developed and a sample agenda of what the meeting with them should look like (purpose, items). • Identify ways to measure dept. trainers impact in the organization.
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PROJECT 8: L&D DIGITAL STRATEGY
Project Owner: Kristi Grotsch (Shangri-La Toronto)
PROBLEM STATEMENT:
Although we have improved significantly in the last 12 months implementing digital tools in learning and even presenting our L&D plans in dynamic engaging formats, we need to evolve the way we use technology to market our learning. This can be resolved if we have one strategy that integrates the use of technology to communicate our programs, design programs and support development through a digital learning centre. For example, a welcome digital tour of the hotels as part of the onboarding using QR codes and story-telling, or a podcast series about the leadership competencies. As such, we need to identify what digital learning tools we all should have access to in the region (example, menti), how we need to use them, and specific programs to be created using technology (for example the hotel story telling induction) shown in a simple map that allow other L&Ds to follow and apply. Further, we should identify 1 digital project every 2 months and develop it to remain current and benefit our teams. • Identify what digital tools all hotels should have access to and how to use them. • Identify a few projects that will be developed supported by the use of digital tools in the next 12 months (for example, project one could be: the digital hotel tour using sound-bites) that will be rolled out across all out hotels in the regions. • Design a strategy to create a Learning Resource Centre in which our leaders and colleagues can go to at any time to access pre-selected learning (TEDTalks, articles etc) to drive their own development and to connect to programs already available in the catalogue. • Provide a process in which all the Digital Monthly Hotels Learning Plans (calendar) can be uploaded to so that we can share with other regions how we communicate our training calendars. PROJECT OBJECTIVES:
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PROJECT 9: LEADING A CULTURE OF QUALITY – LEARNING STRATEGY
Project Owner: Rushali Shetty (Shangri-La Dubai)
PROBLEM STATEMENT:
Although with the creation of the regional role the Quality function has become more centralized and better align, we are still missing multiple learning components that supports the leadership of quality in the hotels. This can be resolved by creating a map that clearly shows what type of learning our colleagues need to access specific to their level (almost like a framework) in order to understand and demonstrate (if I am a front line colleague) and lead (if I am a leader) a culture of quality. The learning programs to support this project must be in alignment to Global Guest Experience initiatives (Shangri-La Experience Guide, LQA standards) and the main purpose is to educate colleagues to live and breathe a culture of quality in the hotels. Furthermore leaders should be trained consistently in all our hotels to understand the available tools and targets established by the Shangri-La Group to assess quality performance.
PROJECT OBJECTIVES:
• Design a framework that shows the quality learning programs that colleagues need to attend depending on their level (front line to GM). • Identify what programs we are missing in order to support a clear understanding of quality (specific per level) and to lead quality. • Identify how the programs will be developed, the format (face to face? Pre-recoded webinar) where they will be hosted for all the hotels to access them and clearly map where they sit in the onboarding process of a colleague and the frequency in which existing colleagues / leaders must refresh their knowledge. This needs to be supported by a clear ROI.
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PROJECT 10: LANGUAGES LEARNING
Project Owner: Sandrine Lemaire (Shangri-La Paris)
PROBLEM STATEMENT:
Being a Global brand our hotels have colleagues from multiple nationalities who speak a variety of languages however also sometimes having challenges at speaking English. Some hotels have made available English classes facilitated by teachers at the hotel, others have partnered with academies or institutes sending the colleagues to take classes there and others do not have anything in place even though it is an actual need. This can be resolved if as a region we identify how necessary it is to have English learning available for our colleagues, clearly understanding what would be the best way to deliver this training (face to face, through an app? ) to then engage suppliers that can help us close the gap.
PROJECT OBJECTIVES:
• Conduct a small survey with the L&D leaders in the North America and EMEA regions to identify if there is a need for English (or any other language) training. • Identify 3 possible solutions (online learning suppliers, for example Busuu) that can potentially assist the hotels.
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PROJECT 11: COMMERCIAL LEARNING
Project Owner: Gaurav Bhatkar (Shangri-La Bangalore)
PROBLEM STATEMENT:
Our colleagues in line operational roles (for example, F&B attendants) at the moment do not engage the guests in order to upsell, cross-sell and / or suggestive sell hotel services. It has been observed that they behave from a “taking-order” perspective rather than facilitating suggestions that the guests may benefit from and that can ultimately generate more revenue for the hotels. This is particularly important in all F&B outlets (in all service periods), in front office (to upsell rooms) and the Spa (upsell products and experiences). Further, our sales teams (including business development managers, directors of sales etc) do not have any learning program to enhance their sells skills. This can be resolved if we identify the gaps, map a journey to make the front line roles come commercial and identify specific gaps in the sales leaders to then create learning programs to close both gaps.
PROJECT OBJECTIVES:
• Define how operational roles in F&B, Rooms, Spa and any other areas of opportunity can become more commercial (what skills are necessary) developing their confidence to upsell / cross-sell / suggestive sell. • Map a commercial learning journey for front line colleagues with the purpose of closing the identified gap. • Suggest the type of learning that will be developed and the roll out strategy including time lines, possible content, stakeholders. • Map the commercial learning journey for colleagues and leaders who actually work in sales functions (higher capability content) also suggesting what programs need to be develop to enhance their skills.
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PROJECT 12: HARVARD MANAGEMENT MENTOR
Project Owner: Eranga Bandara (Shangri-La Colombo)
PROBLEM STATEMENT:
25 • Design a communications plan indicating what pieces of communication need to be developed in order to promote the usage of HMM (For example, small videos about the programs available, digital brochures, learning circles?) and a clear timeline showing the format and the deadlines in which these will be developed (including the frequency – example, once a month we will send a video out?). • Create a process that informs the use of HMM in the hotels clarifying enrolment and expectations of usage by the learners. • Design a framework that clearly communicates the current programs available in the tool Vs leadership development (and perhaps even corelating to the Shangri-La Leadership Competencies). This visual framework will allow L&D leaders to promote HMM properly especially for individual development plans. Harvard Management Mentor is a tool that should support the development of our leaders. However the roll out process was very vague, just providing log-in and password but never really promoting properly the use of this tool. Further, currently we do not have any process to outline how this tool can be utilized based on content (for example, what programs to take for a certain lack of knowledge?) and we do not have any marketing material to push the use of the tool in the regions. As a result, in many hotels there is very little to no usage. This can be resolved if there is a proper strategy that outlines: what type of communication pieces (and in which frequency) we need to create to share with the hotels to “push” the use of HMM by capitalizing on the benefits from the programs; and how the current portfolio can target a particular skill. PROGRAM OBJECTIVES:
PROJECT 13: CSR LEARNING
Project Owner: Damla Dincer (Shangri-La Istanbul)
PROBLEM STATEMENT:
Hotels are currently engaged with multiple actions to celebrate our commitment to CSR. This is evidenced by multiple presentations sent from time to time documenting these actions. However besides a small introduction in the NCO about our CSR initiatives, there is no real process that presents the learning journey to foster and leverage the understanding and participation of our teams in CSR. A clearly defined map that presents the journey of the expected learning that new and existing colleagues at all levels should have to deeply understand CSR at Shangri-La needs to be developed. In addition, it is necessary to identify what topics from CSR do we need to design learning modules, the format of the learning (classroom? Online? Videos?) and the expected effect.
PROJECT OBJECTIVES:
• Design a map that shows the learning journey that all colleagues from all levels should follow in order to clearly and deeply learn about CSR. This map should include topics, type of content, format of the content, content owner, time frame to develop the learning modules, objectives of the learning modules, audience and timeline in which this learning will be developed. • Decide what is the best format to keep the culture of CSR alive from a learning perspective, do we need a video library? Do we need a podcast? How can we facilitate learning tools for our colleagues to access learning at any time that helps them increase their CSR acumen.
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AGENDA
L&D Get Together 2018
DAY 1 AGENDA
TIME
ITEM
DESCRIPTION
RESPONSIBLE
8:30 – 9:00
Welcome
• L&D Get Together objectives & Agenda revision
Dirk-Jan and Daniel
9:00 – 10:30
Pre-Work No 1
• L&D in your hotel in the last 12 months – 5 mins each.
Everyone in turns
10:30 – 11:00
AM Break
11:00 – 12:30
Pre-Work 2
• Your own personal journey in the last 12 months – 5 mins each
As in page 7.
12:30 – 13:00
New Programs Roll Out
• Roll out plan of Design Thinking, Engaging Millennials, Coaching, mentoring and counselling programs.
Everyone
13:00 – 14:00
Lunch
14:00 – 14:30
Pre-Work 3
• Revision of Regional L&D Strategy 2017 – 2018
Everyone
14:30 – 15:00
Global L&D
• Update on Global L&D Strategy (streams and priorities)
Daniel
15:00 – 16:00
Pre-Work 4
• Findings from Empathy Interviews
Everyone
16:00 – 16:15
PM Break
16:15 – 17:00
Project 1
Essential Learning Project
Jacqueline
•
17:00 – 17:30
Project 2
Leveraging a Loyalty culture
Anista
•
17:30 – 17:45
Wrap up
• Summary Day 1 (participants will go on a break until dinner time).
19:00 – 21:30
Dinner
Dinner in the hotel
Everyone
•
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DAY 2 AGENDA
TIME
ITEM
DESCRIPTION
RESPONSIBLE
8:30 – 8:45
Welcome
• Summary of Day 1 and Agenda for the day.
Dirk-Jan and Daniel
8:45 – 9:15
Project 3
LMS Roll out strategy
Nikhil
•
9:15 – 9:45
Project 4
Compliance learning
Selva
•
9:45 – 10:15
Project 5
• Internships & Management Traineeships
Nali
10:15 – 10:45
Project 6
Succession Planning Model
Rey
•
10:45 – 11:00
AM Break
11:00 – 11:30
Project 7
Departmental Trainers
Eranda
•
11:30 – 12:00
Project 8
L&D Digital Strategy
Kristi
•
12:00 – 12:30
Project 9
• Leading a culture of Quality – Learning Strategy
Rushali
12:30 – 13:00
Project 10
Languages Learning
Sandrine
•
13:00 – 13:45
Lunch
13:45 – 14:15
Project 11
Commercial Learning
Gaurav
•
14:15 – 14:45
Project 12
Harvard Management Mentor
Eranga
•
14:45 15:15
Project 13
CSR Learning
Damla
•
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DAY 2 AGENDA – CONTINUATION
TIME
ITEM
DESCRIPTION
RESPONSIBLE
15:15 – 15:30
Break
Get ready for outdoors activity
Everyone
•
15:30 – 16:00
Outdoors Activity
Team Activity Outside
Everyone
•
19:00 – 20:30
Dinner
Dinner in the hotel
Everyone
•
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DAY 3 AGENDA
TIME
ITEM
DESCRIPTION
RESPONSIBLE
8:45 – 9:00
Welcome
• Summary of Day 2 and Agenda for the day.
Daniel
9:00 – 11:00
Leadership Learning
• Leadership Development Framework – Programs: Scrum on topics for Leadership Program for L4s. Scrum on topics for Leadership Program replacing ELP. Scrum on topics for Leadership Program replacing SLP.
Daniel to lead Everyone to participate
11:00 – 11:15
AM Break
11:15 – 13:00
Learning Circles
• How to design a virtual learning circle? • List of topics for the next learning circles • Random allocation on topics and dates for the next learning circles
Daniel to lead Everyone to participate
13:00 – 13:45
Lunch
13:45 – 16:45
L&D Strategy: Graphic Facilitation.
Alignment to Global L&D Vision Identification of new pillars Shangri-La Academy roll out
Daniel to lead Everyone to participate
• • • •
Guest experience journey
16:45 – 17:00
Closing
Farewell words
Daniel
•
***Working afternoon tea will be served at 15:30.
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LOGISTICAL CONSIDERATIONS
L&D Get Together 2018
LOGISTICAL CONSIDERATIONS
What to bring?
DRESS CODES:
Day 1: Business Casual Day 2 & 3: Casual (jeans, comfortable clothing and shoes). - Please bring outdoors clothing for an activity including: Shorts, Swim wear, running shoes, t-shirt, hat or cap.
ADDITIONS:
- Sun cream - Clothing for dinners (chick casual)
MATERIALS:
- T-Drive or laptop to save new programs and files. - Any materials you will need for your pre-work 5.
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INVESTMENT
L&D Get Together 2018
INVESTMENT
Item
Unit cost / per person
Airfare point of origin – Colombo – return.
Please ensure you book the most affordable available flight.
Deluxe Room night rate including breakfast buffet at Table One
$ 90 USD per person / per night + 30% government tax
Conference package including buffet lunch
$ 30 USD per person / per day + taxes per person
Dinner Day 1
$ 50 USD per person + taxes
Dinner Day 2
$ 50 USD per person + taxes
Airport pick up or drop off (optional)
$ 61 USD per person (one way)
Outdoor Activity Expenses
$ 100 USD per person
Total Investment per person $832 USD + taxes (30%)***
*** The calculation above assumes 4 nights accommodation and the use of airport – hotel – airport transfer (without taxes) PLEASE ENSURE TO SETTLE ALL YOUR EXPENSES UPON CHECK OUT.
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Pioneering Transformational Learning Experiences Together
L&D Get Together 2018 North America / EMEA regions
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