whitepaper

The Advantages of a
Project-Based L&D
Consulting Framework:
How to Create Flexible and
Controlled Corporate Learning
Programs by Leveraging a
Network of Skilled Consultants

Executive Summary
Situation: CLOs Must Keep Their Employees Well-Trained Despite a Soft Economic Environment
In good or bad economic times, one measure of a well-run corporation is the contribution that
their employees make to growing the business, satisfying the needs of the marketplace, and
supporting customers with exceptional service. These activities require an enterprise to invest in
high-quality learning and development (L&D) programs that continuously sharpen employee
capabilities.
During slow economic periods when corporate budgets are trimmed, Chief Learning Officers
(CLOs) are in the difficult position of maintaining mission-critical training programs for their
employees in a more cost-effective fashion.
Problem: Maintaining Control and Preserving Corporate Culture Using Outsourced Consultants
As CLOs look outside the organization for qualified L&D expertise, they face uncertainty in
adequately measuring external resources. Corporate culture is an essential part of enterprise
training curriculums, and many CLOs question the ability of an external resource to understand
and deliver internal cultural messages with the same level of quality as an internal training department.
The failure of an external resource to apply flexibility and allow a degree of CLO controltwo
principles essential in any successful L&D training initiative, generates mixed results.
Solution: Clarity Consultants Flexible Project-Based Approach Ensures Complete CLO Control
To use external consultants more effectively, CLOs need a project-based approach for their L&D
training initiatives. A project-based view is a unique value-added methodology that represents the
hallmark of Clarity Consultants providing a unique differentiation from other outsourced learning
service providers.
The flexibility and control that Clarity Consultants provides CLOs from resource selection, to
content development and deployment ensures that every L&D project will fit the exact needs of
the enterprise. Clarity Consultants extensive network of thousands of highly skilled consultants
ensures the successful development and delivery of exceptionally high-quality L&D projects that
consistently exceed customer expectations.
Result: Flexible, Rapid, and Highly Effective Enterprise L&D Project Expertise.
Clarity Consultants unique project-based approach with L&D program initiatives provides
enterprise CLOs with four key advantages for their training projects, which include the following:

Speed Rapid responsiveness with the precise number of experienced team members.

Expertise A network of 18,000 consultants that ensure the best match to project needs.

Flexibility Scaling consulting resources up or down to meet specific project needs.

Quality A focus on accomplishing project goals without any hidden agendas such as selling
additional products or services.

By leveraging these principles in every Clarity Consultant engagement, CLOs gain highly effective
L&D projects that provide a substantial competitive advantage.

The CLO Goal: Using External Resources

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to Achieve
Greater L&D Effectiveness
To ensure a competitive
edge in todays
uncertain
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an enterprise must
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maintain an ongoing investment in L&D programs for their employees. Unfortunately, during soft
economic times, many CLOs must closely scrutinize their existing budgets and find new ways of
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meeting their corporate training objectives in the most cost-effective manner possible.
In circumstances where an internal training department is unable to meet new curriculum
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project requirements, one cost-effective strategy is to outsource all or part of this function to
external learning service providers.

According to a 2008 survey of over 100 enterprisetraining leaders conducted by Expertus, Inc., over 30%
indicated that they were planning on outsourcing all or
some portion of their content development and delivery
projects to external service providers1. In another study
by The Corporate Learning Factbook, nearly 30% of all
customer content development, 44% of delivery, and 30%
of learning management systems (LMS) operations are
now being outsourced to external learning service
providers2.
As this outsourcing trend grows, CLOs must ensure
that they obtain a substantial return on their investment
by finding ways to measure the results gained from
using external resources. Given the wide range of service
providers available, finding a proven way to measure and
compare each providers L&D development methodology
and delivery approach has become an extremely
challenging exercise.
To use external consultants most effectively, CLOs need a
project-based approach for their L&D initiatives. With a
project-based approach, the effectiveness of each learning
initiative is directly related to the experience level, strategy,
and tactics provided by the external consulting resource.

CLOs must ensure that they

obtain a substantial return
on their investment by finding
ways to measure the results
gained from using external
resources.

These external resources must not only be as effective as existing internal training employees, but
they must also provide a superior level of expertise, quality, flexibility, and control that allows the
CLO to measure both the service provider and the success of the initiative on a project basis.

3
1. Source: Expertus, Inc.2008 Training Efficiency Masters Series Survey, p. 8.
2. Source: Corporate Learning Factbook, Learning Outsourcing Marches Ahead: New Economics, July 22, 2007

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Four CLO Concerns
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substantial impact on each training project. Picking the wrong consulting resource often results in
longer-term contract requirements, poor quality curriculum, lengthy development cycles, complex
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deployments, and ineffective results. These issues cost the enterprise more in lost business
opportunities than an outsourced service expenditure.
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In September 2007, a study conducted for website CLOmedia.com, identified the primary reason
that CLOs choose not to outsource their L&D projects as Being satisfied with their internal
training staff (see Figure 1 below). Therefore, any outsourced service provider that is being
considered for an enterprise L&D project must not only be equivalent to an existing internal
training department, but they must also offer even greater cost effectiveness and generate vastly
superior results than internal training departments.
Figure 1: CLO Reasons for Not Outsourcing L&D Projects
Other

2007
2006

Fear of job loss for trainers

We do not have the measurements in
place to be able to determine success
Complexity of subject matter
Outsourcing providers do not
understand my companys business
Fear of losing institutional knowledge or
intellectual property to outside provider
Training function is decentralized
Too expensive
Do not want to lose control of training function
My company does not do enough training
to justify an outsourcing arrangement
Satisfied with internal staffs ability
to meet training needs
Source: CLOmedia.com, Sept.2007

The issues of capabilities, control and cost are the biggest concerns for todays enterprise CLOs

Besides the issue of proficiency, outsourcing the L&D function also poses several additional
concerns for todays enterprise CLO:
Concern #1: Cost Complex pricing structures that are difficult to measure and/or budget.
When it comes to calculating actual costs, many CLOs lack a thorough understanding of how the
final L&D service cost is calculated. Several cost-related questions that CLOs ask when they are
selecting an external L&D service provider include the following:

How much will I need to pay to ensure a high-quality L&D product?

How much of the L&D project should be outsourced and/or retained by our internal
training department?

Do I have to sign a long-term contract with an L&D service provider to ensure the level of

that I need?
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Who owns the rights to the L&D content and how much does it cost to retain those rights?
What criteria
I use to determine
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Does employing a larger service provider automatically translate into higher quality content
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In addition, many CLOs realize that the final cost is influenced by several elements beyond the
initial development costs. For
example, the providers methodology, productivity, level of experience
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and speed often extends the time, length, and cost of the project. A greater number of development
cycles also results in significant time-to-market delays, impacting future business opportunities.
Concern #2: Control An inability to maintain control that will ensure content quality and
effectiveness.
Internal training resources provide the cost and content controls that CLOs need to maintain
budgetary and content standards. However, as enterprise needs evolve, these internal resources
may not have the skillset necessary to support new content requirements or provide online delivery
methods (such as e-learning, webinars, or podcasting).
On the other hand, bringing on board an outside L&D service provider may meet budgetary
guidelines, but may not provide the same level of control as an internal training department.
External consulting resources must provide a substantial degree of flexibility that will ensure
greater CLO control, something that is difficult for large L&D service providers given their rigid
content development and delivery processes.
Concern #3: Culture The inability of outside resources to fully understand the internal
corporate culture and its impact on content quality.
To most enterprises, the integration of cultural information, such as corporate history or shared
values, in a corporate training program is the organizations unique way of imparting greater
employee affinity with the L&D content. Many CLOs perceive that their internal personnel are
the best candidates for delivering these cultural messages, something that in their opinion an
outsourced vendor is unable to provide.
This particular issue represents a significant value for an enterprise CLO. In the previously
referenced study by The Corporate Learning Factbook3, organizations that rate their solution
provider as highly aligned with their culture and business processes readily pay 25-30% more for
learning content development organizations. The ones that pay 20-30% below average for their
L&D projects tend to rate their solution providers as poor or very poor in their match to
company culture and business processes.
Concern #4: Credibility The consultant/L&D projects impact on the CLO image and perception.
Whether the training content is developed by an internal or external resource, the CLOs name is
automatically associated with the final product and they will be measured by its ultimate success or
failure when it is delivered across the enterprise.
Therefore the CLO must ensure that each outsourced learning resource employs high-quality
standards and processes that enhance CLO effectiveness, perception, and image during each phase
of the L&D project.
3. Source: Corporate Learning Factbook, Learning Outsourcing Marches Ahead: New Economics, July 22, 2007

How Clarity Consultants Project-based

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Approach Solves
CLO Outsourcing
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L&Dview
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contract as the needs of the enterprise change. This project-based approach is essential when
outsourced learning resources are being evaluated during the strategy phase of a typical
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L&D project.
A project-based approach is defined as:
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Clarity Consultants
applies a unique
A process that augments existing corporate
value-added methodology that
distinguishes it from other outsourced
learning service providers by applying
four key principles: speed, expertise,
quality, and flexibility.

training resources to fulfill the goals of a learning

or development project, thereby fulfilling the
specific L&D needs of the enterprise.
Clarity Consultants applies a unique
value-added methodology that distinguishes
it from other outsourced learning service
providers by applying four key principles:
speed, expertise, quality, and flexibility.

1. Speed Rapid response with the precise number of experienced team members.
When a new L&D initiative is launched, obtaining timely mission-critical information can play a
significant role with time-to-market readiness and the ultimate success of the campaign. Clarity
Consultants understands this important relationship and has made rapid and responsive customer
service a cornerstone of its organization.
As part of the commitment to fulfilling customer needs, Clarity Consultants provides its clients
with the precise number of experienced specialists necessary to satisfy the needs of an L&D
project, often within two to four business days. Each customer is presented with a selection of
potential candidates along with detailed background information and each consultants experience
that pertains to the project requirements. This allows the client to select the best candidate who
can be up and running quickly in support of their L&D project.
2. Expertise A highly competent network that ensures the best possible project fit.
The reason that Clarity Consultants can ensure a high-quality L&D product is that Clarity
Consultants attracts and retains the most experienced and talented consultants in the industry.
Clarity Consultants provides highly competitive compensation plans, support and services, which
attracts the best consulting talent across several industries. This focus on rewarding the best talent
is one way that Clarity Consultants can build and retain an extensive network of thousands of
highly trained consultants that consistently exceed customer expectations.
Clarity Consultants internal team of Business Development Managers and Recruiters has a
proven track record in the learning industry that translates into an extensive knowledge base.
Claritys knowledgeable internal staff is supported by the Clarity management team, which has
over 30 years of experience in the L&D industry.
3. Quality A collective focus on accomplishing projects without hidden agendas.

Clarity Consultants has three internal teams that work together to ensure complete customer
satisfaction. These teams match the precise level of consulting talent that will meet the unique

requirements of each customer engagement, which

includes the following:

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A Business Development Team that partners with
each client to determine the exact project scope and
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related requirements that are needed for success.
A Recruiting Team who uses the proprietary
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Clarity Consultants Assessment Methodology
(CCAM) to identify the best consultant for the job.
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When the recruiting teams
assessment has been

completed, the customer is presented with a list of

consultants whose expertise and experience map
to the project requirements. In the end, the client
decides which consultant they would like assigned
to their L&D project.

A Customer Relationship Team that represents

the first point of contact for the consultant assigned
to the L&D project. This team handles all of the
issues, questions and Human Resource processes
pertaining to the consultant that have been
assigned to the L&D engagement. The customer
relationship team also ensures that the consultant
has the schedules, tools, and resources necessary to
successfully complete each project.

One of the reasons that Clarity

Consultants can ensure a high
quality product is their ability
to attract and retain the most
experienced and talented
consultants in the industry.

Clarity Consultants responsibility doesnt end once the consultant has been assigned to the project.
Clarity Consultants continues to monitor the quality of the consultants work during the entire life
cycle of the project and after the assignment providing support when necessary.
Most importantly, there are no hidden agendas with Clarity Consultants. Clarity is not a
value-added reseller of additional hardware or software products, services, or solutions.
This ensures that the client will not be pressured into additional purchases in an effort to
increase the total cost of the L&D project.
Clarity also holds no predispositions to specific learning methodologies, thought leadership
positions, or technologies that might negatively affect the success of the engagement.
Once the project has been completed, the client owns the entire work product with no
additional licensing fees or joint ownership of intellectual property.
4. Flexibility Scaling consulting resources up or down to meet specific project needs.
Flexibility is a central part of the working relationship that Clarity Consultants has with each
client engagement. Flexibility ensures that the client is not locked into any selection. By using
a flexible approach, the number of consultants can either grow or shrink at any point in a projects
lifecycle as requirements change.
Summary
These four advantages of speed, expertise, quality, and flexibility translate into highly effective
L&D projects that are developed on time to meet market needs and on budget to meet stringent
cost-containment policies. Clarity Consultants also provides a greater degree of flexibility, which
ensures that a CLO has the level of control needed for enterprise visibility and success.

Case Study: CUNA Mutual Group, Learning

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Systems Development
and Training
Overview: For
more view
than 70 years,this
CUNA Mutual
Group has been a leading
provider of
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financial services to cooperatives, credit unions, and individual customers across the globe. With
over $15 billion in assets, CUNA Mutual Group provides core products and services that include
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innovative commercial and consumer insurance, protection products that safeguard assets, risk
management, and asset management expertise.
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Situational Overview: As part of its system upgrade process, CUNA Mutual Group implemented
a new pension transaction-processing tool. The new system was designed to automate several tasks
that were previously completed manually using paper-based forms and would provide faster and
more accurate processing of pension transactions. The system would be rolled out to new and
existing employees across three workgroups: business analysts, financial pension specialists, and
credit union personnel.
Speed of project development and deployment were important factors for CUNA, because the
development and training for the system had to be completed within four months. The rapid
development cycle, unique project requirements, and amount of available internal resources
excluded the companys existing training group from being considered for this project. As a result
of these requirements, CUNA turned to Clarity Consultants for assistance with this project.
The Clarity Role: CUNA had specified the development of an Electronic Performance Support
Systems (EPSS) tool that would serve as the primary training platform for the new transaction
processing system. The tool would also serve as an online knowledge and instructional support
resource for CUNA employees on a real-time basis. Clarity turned to their talent network and
assigned to CUNA a seasoned consultant who had an extensive background in EPSS systems.
Initially, the EPSS project specifications called for a repository of a text-based, step-by-step
instructional design. After a more thorough understanding of CUNAs training requirements, the
Clarity consultant showed CUNA an improved version based on captivateTM, a leading web-based
training development tool that would add audio/video instructions to the text-based information.
The Result: The assignment of a highly experienced EPSS consultant by Clarity resulted in a vastly
superior product that exceeded original expectations and contributed to a higher learning rate with
the CUNA employees than with their original text-based design.
The consultant not only shortened the projects development cycle, but also increased employee
learning and productivity with the improved audio/video-based tool. This multimedia enhancement
allowed the employees to learn the new transaction-processing system on a hands-on basis at a much
faster rate than the previously specified text-based instructional framework would have provided.
The Clarity Consultants Advantage: Claritys ability to use its network resources to find the right
consultant for this project allowed CUNA to meet its aggressive four-month development schedule.
The additional benefit of the consultants extensive EPSS experience went beyond the initial project
requirements, which resulted in a vastly improved product that exceeded CUNAs project goals.

The strong level of support and partnership demonstrated among the client, provider and
consultant ensured a level of quality, speed, flexibility, and control that CUNA needed to
accomplish its challenging L&D project. This case study demonstrates how Clarity Consultants
project-based approach can be used to solve complex L&D enterprise business challenges.

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Concluding
Summary
Maintaining a or
competitive
edge in todays
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uncertain economic environment means that
todays CLO must fit L&D initiatives into
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strict cost containment guidelines yet be equally
or more effective in delivering high quality
training programs.
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To meet these high expectations, CLOs must
leverage external service providers that employ
a project-based approach to their L&D projects.
Such resources must also provide an adequate
level of flexibility and control that ensures todays
CLO a measurable degree of success.

Clarity Consultants has been the

leading provider of project-based
L&D programs with an extensive
network comprising thousands of
highly qualified consultants.

Clarity Consultants has been the leading provider

of project-based L&D programs for over 16 years
with an extensive network comprising thousands
of highly qualified consultants that satisfies the needs of any enterprise training project.

In summary, there are three bottom-line business advantages that enterprise CLOs gain by using
Clarity Consultants project-based approach for their L&D initiatives:

F itting Precise Expertise to Meet L&D Project Needs Because Clarity Consultants
attracts the most qualified consulting talent, enterprise CLOs can choose the best fit to
meet their challenging L&D project requirements.

F lexibility that Ensures Complete Control The customer is always in control at every
stage of an L&D project from resource selection, to content development, and delivery
deployment as the result of Clarity Consultants flexible approach to project management.
Measurable Cost Effectiveness Because Clarity Consultants fully understands L&D
project requirements from their inception, the assigned team of consultants and business
development managers will get it right the first time without requiring additional cycles,
thereby saving additional and expensive development and delivery costs.

For more information about Claritys project-based approach to L&D projects, please visit the
Clarity Consultants website at www.clarityconsultants.com or contact us at 1-800-330-6558.

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www.clarityconsultants.com

2009 Clarity Consultants, a Division of Pacific NetSoft, Inc.