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Learning and
Development
Vision and
Process

Participant Workbook



Learning and Development Vision and Process

Contents

04 L&D Vision
04 L&D Process
05 L&D Development Process
18 Individual Behaviors and Actions
19 Appendix – Roles

03

Learning and Development Vision and Process

L&D Vision

Verizon delivers for our customers because L&D inspires our
people through memorable development experiences.

L&D Process

1. 2. 3. 4. 5. 6. 7.
Need Translate Game Plan Create Prepare Use Evaluate

Output Focus Learning need Making sense Playbook for Make the stuff Mobilize for Implement How well did it
emerges of the need for the learning learning learning work and what’s
intended learner execution execution the score?
Brief needs
assessment Detailed needs Game Plan Learning Communication Learning Evaluation
complete assessment complete resources and and preparation rollout implemented,
complete assessment complete reported
complete and reviewed

04

Learning and Development Vision and Process

L&D Development Process

1 23 4 5 6 7
Use Evaluate
Need Translate Game Plan Create Prepare

Focus: Output:

Learning need emerges Brief needs assessment complete

Step Action/Comment Role

1 Identify need Need identified via TPM request, Business leader, marketing,
phone call, email, etc. field/channel operations,
A Field/channel L&D Directors/ADs
operations Serve as gatekeeper for incoming Funnel Manager
requests from field/channel
B L&D – Directly operations. First pass filter: decline, Proceed to step 2
entered handle in field/channel, submit to
into TPM headquarters team via TPM.

C L&D – Ad- N/A
hoc request
Document immediately in TPM. VP, director, AD, manager,
2 Assign for review consultant
Assign need to AD or Funnel Manager
3 Review and architect for review. AD or architect
accept/reject
(if rejected, skip Review to confirm scope, validate and AD or architect
to step 5) understand business need and learning
need; check for existing solutions that
4 If accepted, may meet need; evaluate to see if actual
prioritize and need is bigger than the presenting need.
assign
Prioritize and assign developer and
5 Update TPM delivery partner (field) if applicable.

6 Communicate Enter need and accept/reject AD or architect
status to requestor status in TPM. Fast Start scoping
can be used when appropriate.

If rejected, communicate why. AD or architect

If accepted and prioritized, communicate
who is working on it and next steps.

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Learning and Development Vision and Process

1 23 4 5 6 7
Use Evaluate
Need Translate Game Plan Create Prepare

Focus: Output:

Making sense of the need Detailed needs
and outcomes for both the assessment complete
learner and the business

Step Action/Comment Role

1 Complete scoping Need identified via TPM request, Developer and delivery
and detailed needs phone call, email, etc. partner (D&D)
assessment
(Note: delivery partner
A Learning Discuss with business lead, involvement is new)
insights customer, and learner to gain
detailed insight including creative/ D&D partners, requestor, target
strategic brief and local needs. learner; may involve field ops
(depending on nature of request)

B Language/ Conduct outreach to gain learner D&D partners lead.
bilingual needs input on bilingual language needs.
Participants may include: original
C Determine (Note: Assumption is learners will want requestor, field POV – field/channel
learning less translated, mostly positioning, operations. New Hire Governance
outcomes which may be more targeted than team could validate (rather than
what leaders express as need.) reaching out to everyone).
D Confirm
prioritization Determine and document learning D&D partners lead.
outcomes against business outcomes.
Same as step B. Can be
done in one meeting.

AD of D&D to assign level of priority. AD of D&D team
Prioritize together with the D&D team via
GTM-style calendar of what’s coming.

(Note: Account for the finite attention of
the learners. Like Finance or IT, manage
limited resources – the mindshare of
the learner. An output can be identifying
resource issues. Sometimes it’s not possible
to prioritize at this point [e.g., GTM]).

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Learning and Development Vision and Process

Focus: Output:

Making sense of the need Detailed needs
and outcomes for both the assessment complete
learner and the business

Step Action/Comment Role

2 Review and validate Discuss with requestor to confirm D&D partners lead.
translation with translation of initial need toward detailed
requestor; make needs assessment if project is a go. Participants include requestor and
go/no go decision Communicate why not if it is a no go. may include content development
manager or AD to support.
3 Update TPM Update TPM to ensure accuracy.
Deny or cancel is business-as-usual. Developer

Notes

07

Learning and Development Vision and Process

1 23 4 5 6 7
Use Evaluate
Need Translate Game Plan Create Prepare

Focus: Output:

Playbook for learning execution Game Plan complete

Step Action/Comment Role

1 Complete Draft list of solutions — fully D&D partner + communications
Game Plan integrated learning design, pre/post team member (Super Trio!)
work, sustainment, customizations
A Learning for learner type, etc. Developer leads. Delivery and
solution (draft) communication partners contribute.

B Technology Specialty technology such as video, Developer leads. Delivery and
solution (draft) OLT, AC9, Promethean, etc. communication partners contribute.

C Development Identify technical partner (if required). Developer leads. Delivery and
resource needs communication partners contribute.
Define all aspects of communication
D Communication needs including timing and format. Communications team member
plan leads. Delivery and development
partners contribute.
E Evaluation/ Define measurement plan including
measurement technology (Questionmark, Developer leads. Delivery and
plan Survey Monkey, Smartboard), communication partners contribute.
reporting, and timing.
Developer leads. Delivery and
F Plan for review Determine relevant voices for communication partners contribute.
and revision of review. If pilot needed, define
learning solution involvement and timing/duration. Developer leads. Delivery and
communication partners contribute.
G Rollout plan and Define all aspects of rollout plan
timing based from communication through Developer leads. Delivery and
on launch use and assessment/evaluation communication partners contribute.
including trainer preparation.
D&D partner and communications
H Conduct cost Determine cost estimate team member.
analysis using the cost calculator.

2 Review Game Plan Review end-to-end Game Plan for
with Super Trio accuracy and completeness.

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Learning and Development Vision and Process

Focus: Output:

Playbook for learning execution Game Plan complete

Step Action/Comment Role

3 Seek learning Hold combined meeting with developer Developer leads. Participants
council and presenting the plan, and delivery include Super Trio, learning
stakeholder review/ and communications team member council, and stakeholders.
approval as needed supporting, to learning council and
stakeholder (one meeting/call). Developer

4 Update TPM Update TPM to ensure accuracy.

Notes

09

Learning and Development Vision and Process

1 23 4 5 6 7
Use Evaluate
Need Translate Game Plan Create Prepare

Focus: Output:

Make the stuff! Learning resources and assessment complete

Step Action/Comment Role

1 Assign the work Assign the work among developers Within channel: manager
(specialists as needed).
2 Conduct kickoff Cross-channel: development
meeting AD or development director

3 Build deliverables Share the Game Plan, including Level 1 and High-Level 2: lead
A Create initial all insights from learner. developer (using the Thursday
drafts call and bring the stakeholder)

Mid-Level 2 and below: lead
developer works with AD,
council, and stakeholder

Build deliverables. Iterate per Developers
review and revision plan.

Developer creates initial learning draft. Developer and
communication lead.
Communication lead creates
communication as defined in Game Plan. Delivery partner contributes.
(Note: Ideal state concept: one person/
group authors everything and hands
off to other disciplines to produce.)

B Create Learning technologist creates technical Learning technologist, technical
technology- prototype (systems training, application, partners as needed.
specific simulations, apps, gamification etc.),
deliverables VZ Learn course code, AELG, etc.

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Learning and Development Vision and Process

Focus: Output:

Make the stuff! Learning resources and assessment complete

Step Action/Comment Role

C Learner-centric Developer takes working draft/prototype Developer leads.
review/working to learner and delivery partner for review
prototype as appropriate (voice of the rep). Delivery and communication
partners contribute.
D Create
assessment and Developer creates assessment and Developer leads.
measurement hands off to VZ Learn requisition
team to produce measurement. Delivery and communication
E Review (revise partners contribute.
as appropriate)
Developer implements the review Developer leads.
F Final sign-off and revision plan (including pilot if
defined). Revise and repeat as needed. Delivery and communication
Finalize deliverables for sign-off. partners contribute.

Developer obtains FSO from Developer leads.
stakeholders, learning council.
Delivery and communication
partners contribute.

Notes

11

Learning and Development Vision and Process

1 23 4 5 6 7
Use Evaluate
Need Translate Game Plan Create Prepare

Focus: Output:

Mobilize for learning execution People and resources are ready to go

Note: Stage 5 does not require completion of Stage 4. It can often begin during Stage 4.

Step Action/Comment Role

1 Assign launch/ Revisit delivery plans in TPM. AD for channel responsible for
delivery resources Determine and assign launch/ assigning delivery resources
delivery resources.
2 Socialize Game 1. Leaders who need to
Plan and timeline Socialize the updated Game Plan and support the rollout
timeline (timeline can vary by channel)
3 Ensure learning with field/channel operations and 2. Development AD/architect
environment leadership to set expectations: who leads the rollout
technology is
good to go a. Prepare leaders for their role 3. L&D Channel Director/ADs
in supporting the rollout. who execute
4 Train the trainers
b. Prepare training organization Trainers lead, technology
5 Manage logistics for their roles. group supports
and schedule
Ensure technology is good to go. Developer and/or delivery
6 Prepare for Depending on technology, technology partner, lead trainer, third party
data collection group supports to make sure it will
and reporting work in the learning environment. Training manager

Train the trainer or leaders (can Operations and analytics
go from developer to trainers team members
to managers/leaders).

Manage logistics and schedule
with person who has access to
VZ Learn who can iterate.

Prepare all aspects of the
assessment/measurement plan
defined in the Game Plan including
data collection and reporting.

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Notes

13

Learning and Development Vision and Process

1 23 4 5 6 7
Use Evaluate
Need Translate Game Plan Create Prepare

Focus: Output:

Implement learning Learning rollout complete

Step Action/Comment Role

1 Implement All identified stakeholders
rollout plan engaged. Learner front and
center for each step.
A Communicate Deploy communications leads, create Communication leads.
awareness ahead of learning. Participants may include online
B Delivery content team, MarComm team,
(Note: This step ensures customer-facing PR, employee comm group,
C Leader uses the employees have high-level knowledge market delivery managers,
deliverables of the business initiative before being functional managers.
asked to complete learning except in Trainers, managers
D Learner uses case of confidential P1 launch.)
the deliverables Leader
Trainers and managers deliver
E Observation learning resources. Manager/ Learner
supervisor of trainer observes to
ensure it is going according to plan Super Trio
and adjusting in real time (if leader
is delivering, no observation).

Leader delivers to the learner.

Leader delivers to the learner.

Observe work in action. Live
observation and level 1 review,
making course corrections as
needed against the whole plan in
addition to the learning event itself.

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Learning and Development Vision and Process

Focus: Output:

Implement learning Learning rollout complete

Step Action/Comment Role

2 Reinforcement Trainers – Seek participant/ Trainers, managers,
learner outliers and coach or communications team,
3 Completion conduct proactive outreach. developer
reporting
Managers – Ad-hoc coaching, Reporting team, AD/leaders
4 Implement deliver reinforcement. Developer or delivery partner
evaluation
Communications team – Post
key reinforcement messages.

Developer – Rapid response
to feedback, update content in
response to use, implement boosts
when defined in Game Plan.

Reporting team – Post report to
show completion. AD/leaders
review completion reporting.

Launch assessment/measurement
plan defined in the Game Plan.

Notes

15

Learning and Development Vision and Process

1 23 4 5 6 7
Use Evaluate
Need Translate Game Plan Create Prepare

Focus: Output:

How well did it work and Evaluation implemented,
what’s the score? reported, and reviewed

Step Action/Comment Role

1 Reporting and Generate reporting and analyze learning Reporting teams
analysis effectiveness and business impact
(execute plan defined in Game Plan). Developer, L&D council,
A Level 0: delivery teams
Completion Completion report shared and action
taken as needed to drive completion.

B Levels 1–5 L&D leaders and developers receive and L&D council and
analyze reports engaging stakeholders as developers
2 Post-mortem indicated by reporting/analysis findings.
feedback D&D partner +
Super Trio looks at all data to learn, react, communications team
3 Readout/case improve – answers key questions related member (Super Trio!)
study for L&D to how it went and what needs to be done
council and differently next time. (This step is a measure Learner
stakeholders of impact reflecting on the L&D community.)
(if defined in
Game Plan) Typically done with Level 4–5 evaluations.
Analytics team and developer and/
or delivery team member create case
study and take to L&D council.

L&D leaders review. Actions taken
(on how we impact the business) with
feedback to all stakeholder groups as
indicated by case study findings.

Review and align with the post-mortem
feedback to close the loop. What would we
keep the same? What would we change
based on the business impact data? (Note:
Can we capture this in TPM? If not, where?)

(Note: Best practice: Publish executive
roadmap report on a regular basis focused
on high-profile/impact projects.)

(This step is a measure of the impact
reflecting on the overall business impact.)

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Learning and Development Vision and Process

Notes

17

Learning and Development Vision and Process

Individual Behaviors and Actions

Let’s explore how we apply the process together.
Consider the following questions:
What is the same and different for my role?

What is the same and different for other roles?

What support do I need to be successful today and on an ongoing basis?

How can I make others more successful?

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Learning and Development Vision and Process

Appendix – Roles

Delivery

Support facilitation of new hire, GTM, and a volume of other critical training initiatives
for their channel/workgroups. Delivery team members are entrenched in the
experience of the customer-facing employees and customers, and they can provide
employees with ongoing coaching and performance support. They are also well-versed
in the current business priorities and channel/workgroup performance.
Key responsibilities/focus areas include:

• Leverage TEACH educator role to ensure materials
are relevant to their channel/workgroup.

• Provide post-mortem feedback on successes and opportunities
to meet customer-facing employee and customer needs.

• Provide coaching to customer-facing employees to
adapt to new customer impacts/needs.

• Raise up observed gaps/need analysis for their channel/
workgroup to identify new learning initiatives.

Learning Content Development

Facilitate the identification, evaluation, and implementation of learning that excites
and inspires employees to help our customers.
Key responsibilities/focus areas include:

• Analyze learning needs and partner with subject matter experts
and clients to drive instructional design and development.

• Lead project planning, instructional design, and learning solution development.
• Evaluate and assess effectiveness of key training initiatives through

surveys, analyzing results, and/or sales performance measurements.
Provide results and recommendations to key stakeholders.

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Learning and Development Vision and Process

Communication

Support a variety of tools and technologies to ensure employees in each channel/
workgroup get the news and information needed to support our customers.
Communications team members are masters of the clear “call to action,” the appealing
visual, the timely update, and the succinct sound bite.
Key responsibilities/focus areas include:

• Partner closely with development and delivery roles to ensure we have
an aligned message in all learning materials and communications.

• Provide guidance on communications plan with the appropriate communication
tools and timing for each customer-facing channel to drive readership/usability.

• Provide insight on alignment with PR/employee communications.
• Create graphics, load and test communication tools and technology, and

distribute communications needed company-wide for employee use.
• Evaluate and measure impact using any tracked communications

tools and technologies for understanding usability/readership.

Technologist

Facilitate the identification, evaluation, and implementation of new tools – such as
applications, systems, and software – that excite and inspire employees in the areas
of communication, learning, performance support, and classroom participation.
Technologist team members are liaisons between the developer, delivery, and IT
resources. They ensure adoption and full integration of new tools.
Key responsibilities/focus areas include:

• Educate peers on news tools, apps, and software that improve the experience.
• Facilitate the implementation and integration of new

learning tools, technologies, and software.
• Create technical prototypes, pilots, and testing of new tools.
• Assist in establishing and implementation of classroom technologies.
• Evaluate and measure impact of new tools and technologies.

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Learning and Development Vision and Process

Operations

Support several aspects of the learning function, i.e., funnel management, learning
system administration, catalog/course administration, coordination, reporting,
measurement, administration support (VZLearn help desk). Operations team members
are the nerve center of our organization, ensuring that everything runs smoothly from
the beginning, middle, and end of the learner’s experience.
Key responsibilities/focus areas include:

• Funnel initiatives and updates for delivery execution.
• Execute on reporting requirements (completion,

scorecards, dashboards, analytics).
• Provide LMS application support (catalog, course,

and learner group administration).
• Assist in executing learning effectiveness and measurement plans.
• Support Training Portfolio Manager (TPM), the learning

organization’s intake and management system.

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