1. The document discusses building a learning culture and emphasizes that organizations with strong learning cultures outperform competitors.
2. It envisions new technologies that can rapidly assess skills profiles and training against standards to replace traditional resumes and improve learning.
3. Relationship-centered learning is emerging as the new model, leveraging relationships within the learning ecosystem using new technologies.
3 Es of Learning and Development and the 70-20-10 model .
What methods should an organisation provide to its people so that the cumbersome and outdated Single Event Based learning model can be updated to give a fast delivering, ingrained learning to the employees?
The 70:20:10 model, therefore, provides a variety of tools for Learning and Development professionals, an approach just as comfortably applicable and appropriate to SMEs as it is to multinational corporations.
I am sharing an insightful Report written by our CEO Reuben, titled “Learn to Work, Work to Learn”.
For a discussion, you can drop him a mail at reuben@pexitics.com / call him at +91 73496 62322
Creating a high impact learning culture.pptPaul Rasmussen
This document discusses creating a high-impact learning organization through developing a learning culture. A high-impact learning culture believes the organization can continuously improve through individual and organizational learning. Key strategies for developing this culture include strong organizational commitment to learning, integrating learning with performance management, clear career development programs, and a centralized learning function. Practices that support high-impact learning include leaders being open to feedback, encouraging questions, clear decision-making processes, challenging employees, and giving employees influence over tasks. Developing this culture requires a management skills development program, focused formal and informal learning approaches, flexible learning pathways, knowledge transfer from experts, and organization-focused metrics.
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
The document discusses defining a social learning strategy and provides three examples of social learning initiatives. It describes the audiences, challenges, approaches, instructional design considerations, tools/technologies, and culture for each initiative. The initiatives include a sales team training rollout, training bank examiners, and ongoing sales team training.
The document outlines 9 steps to creating a successful corporate university: 1) determine strategic direction with senior management support; 2) define scope and stakeholders; 3) plan governance structure and funding; 4) hire appropriately skilled staff; 5) develop aligned curricula; 6) market effectively; 7) use metrics to measure success; 8) learn from best practices of other universities; 9) ensure ongoing support from senior leadership. The goal is to address business and talent needs through lifelong learning.
The document discusses the roles and responsibilities of a trainer. It states that trainers should support the overall goals of their organization and possess qualities like self-confidence, communication skills, and patience. The document also outlines various training methodologies like analyzing needs, designing content and delivery methods, developing materials, implementing training, and evaluating results. It emphasizes the importance of obtaining feedback to improve training quality. Overall, the document provides guidance on effective training practices.
Mara Schär is the CEO and founder of Joy Corporate GmbH, an employee wellness consulting company. As an HR leader, she emphasizes caring for employees' well-being, clear communication, and continuous learning. The COVID-19 pandemic has accelerated changes in HR like remote work and a focus on employees' mental health, and Mara sees opportunities for HR to develop programs that protect people from the negative effects of the crisis.
GI Net 13 - LTD The Chief Learning Officer | TjitraHora Tjitra
Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Prof. Dr. Hora Tjitra, Executive Director and Chief Consultant of Tjitra & associates (www.tjitra.com)
3 Es of Learning and Development and the 70-20-10 model .
What methods should an organisation provide to its people so that the cumbersome and outdated Single Event Based learning model can be updated to give a fast delivering, ingrained learning to the employees?
The 70:20:10 model, therefore, provides a variety of tools for Learning and Development professionals, an approach just as comfortably applicable and appropriate to SMEs as it is to multinational corporations.
I am sharing an insightful Report written by our CEO Reuben, titled “Learn to Work, Work to Learn”.
For a discussion, you can drop him a mail at reuben@pexitics.com / call him at +91 73496 62322
Creating a high impact learning culture.pptPaul Rasmussen
This document discusses creating a high-impact learning organization through developing a learning culture. A high-impact learning culture believes the organization can continuously improve through individual and organizational learning. Key strategies for developing this culture include strong organizational commitment to learning, integrating learning with performance management, clear career development programs, and a centralized learning function. Practices that support high-impact learning include leaders being open to feedback, encouraging questions, clear decision-making processes, challenging employees, and giving employees influence over tasks. Developing this culture requires a management skills development program, focused formal and informal learning approaches, flexible learning pathways, knowledge transfer from experts, and organization-focused metrics.
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
The document discusses defining a social learning strategy and provides three examples of social learning initiatives. It describes the audiences, challenges, approaches, instructional design considerations, tools/technologies, and culture for each initiative. The initiatives include a sales team training rollout, training bank examiners, and ongoing sales team training.
The document outlines 9 steps to creating a successful corporate university: 1) determine strategic direction with senior management support; 2) define scope and stakeholders; 3) plan governance structure and funding; 4) hire appropriately skilled staff; 5) develop aligned curricula; 6) market effectively; 7) use metrics to measure success; 8) learn from best practices of other universities; 9) ensure ongoing support from senior leadership. The goal is to address business and talent needs through lifelong learning.
The document discusses the roles and responsibilities of a trainer. It states that trainers should support the overall goals of their organization and possess qualities like self-confidence, communication skills, and patience. The document also outlines various training methodologies like analyzing needs, designing content and delivery methods, developing materials, implementing training, and evaluating results. It emphasizes the importance of obtaining feedback to improve training quality. Overall, the document provides guidance on effective training practices.
Mara Schär is the CEO and founder of Joy Corporate GmbH, an employee wellness consulting company. As an HR leader, she emphasizes caring for employees' well-being, clear communication, and continuous learning. The COVID-19 pandemic has accelerated changes in HR like remote work and a focus on employees' mental health, and Mara sees opportunities for HR to develop programs that protect people from the negative effects of the crisis.
GI Net 13 - LTD The Chief Learning Officer | TjitraHora Tjitra
Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Prof. Dr. Hora Tjitra, Executive Director and Chief Consultant of Tjitra & associates (www.tjitra.com)
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
The document discusses emotional capability and the Emotional Capability Profile (ECP). The ECP is a tool used to provide feedback on an individual's emotional capabilities based on their self-assessment and perceptions of others. It measures capabilities across five components and 24 elements that are important for effectively managing emotions and relationships. The profile is used to help individuals and organizations develop these important skills and has been successfully used for leadership development, coaching, and measuring the impact of development programs.
The credit union implemented a formal leadership training program called Management in MOTION to develop its managers' leadership skills and prepare for future growth. The three-year program includes courses, assignments, and assessments to reinforce new behaviors. It has helped create a culture of open communication, increased confidence and willingness to take on leadership roles. As a result, Numerica now has a strong pipeline of leadership talent and its recruitment and retention efforts have been enhanced.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Unique Perspectives on Executive DevelopmentJames Hin
Effective executive development programs utilize a combination of methods including instructor-led sessions, assessments, social learning, and action learning projects. This blend drives individual growth through strengthened leadership skills and self-awareness, cohort growth via peer collaboration, and organizational growth by applying new skills to strategic objectives. Assessing metrics like engagement and culture before and after the program demonstrates the return on investment through improved performance, productivity, and long-term organizational success.
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.16BizLibrary
In this webinar, you will learn a straightforward seven step process any organization can use to implement competency-based training starting today.
www.bizlibrary.com
Unit5 learning and development in knowledge settingRee Tu
This document discusses learning and development in knowledge settings. It describes how learning environments can facilitate knowledge building and decision making. It also discusses the importance of learning for organizational goals and employee development. Creating a holistic developmental approach looks at how people interact with the organization and emphasizes developing a learning culture through commitment to learning. Knowledge management uses technologies like intranets and data warehouses to acquire, organize, and share knowledge throughout the knowledge life cycle.
This document provides an overview of how coaching can benefit organizations by creating a culture of engagement. It discusses how key coaching skills like active listening, feedback, and reflection can improve employee communication, engagement, and performance. Creating an environment where these skills are utilized can help organizations achieve goals more effectively by engaging employees and improving performance. Specifically, it focuses on how feedback, a core coaching competency, represents a convergence of communication that satisfies employees and benefits organizations when delivered and received appropriately. The document aims to show leaders how mobilizing coaching skills and competencies within an organization can address challenges to change and enhance organizational outcomes.
Developing the leader as coach GRANT HARTLEY 2013Margie Hartley
This document discusses strategies for embedding coaching skills in organizations after executives and managers complete leadership coaching programs. It recommends using an evidence-based program design that allows for skills practice back in the workplace. It also suggests making the program both theoretically grounded and practical, internally branding it to the organization's values, and using respected internal figures as champions to promote its use. Regular reminders and peer coaching groups can also help prompt leaders to apply the new skills daily.
This document provides a white paper on making the business case for learning and development programs. It outlines 5 steps for success: 1) Know your organization's strategic priorities, 2) Understand how learning and development can contribute to those priorities, 3) Determine what programs will support the strategic direction, 4) Build programs with metrics to measure outcomes, and 5) Pitch programs to senior leadership like a CFO would. The paper provides examples of how organizations like Caterpillar and the Boys and Girls Clubs of America followed these steps to gain support for strategic learning and development initiatives.
The Corporate University catalog provides information on training courses, programs, and resources available through the company's Corporate University. Courses cover topics like supervision, communication, conflict resolution, and process improvement. The catalog includes a 2010 training calendar, course descriptions, information on registering for courses, and lists of internal and external training resources. The Corporate University aims to develop employees through business-driven, needs-focused training and development opportunities.
This document outlines an agenda for a two-day conference on life science compliance training. The conference will feature presentations and panels on developing effective compliance training programs that ensure knowledge retention. Topics will include using scenario-based and blended learning, addressing challenges for global training programs, and measuring the effectiveness of training. The goal is to provide compliance training executives with strategies to instill the importance of compliance across their organizations.
The document discusses how many companies are experiencing a "capability recession" due to workforce cuts and reduced training budgets during the economic downturn. This has negatively impacted productivity, engagement, and performance. The document proposes that companies can address this issue by optimizing a blend of formal training, informal learning, and knowledge sharing through social learning. Implementing a social learning environment can help companies reduce training costs, improve return on learning investments, and create a more adaptable workforce. The document provides examples of how BT analyzed performance issues and estimated potential savings of £8 million per year by improving their learning environment through social learning.
International Knowledge Management & Innovation LeadershipTimothy Wooi
1. Nonaka and Takeuchi's SECI model of knowledge conversion involves four modes: socialization, externalization, combination, and internalization.
2. In the context of lesson study, socialization involves teachers sharing tacit knowledge through collaborative lesson planning and observation.
3. Externalization is the process of articulating tacit teaching knowledge into explicit curriculum plans and methods.
4. Combination involves assembling new and existing explicit knowledge from lesson study into more usable teaching resources and practices.
5. Internalization occurs when teachers apply the newly developed explicit knowledge from lesson study into their own classroom teaching.
This document discusses the transformation of corporate universities from traditional to modern models. Traditionally, corporate universities focused on running courses that employees attended to be trained. The modern model focuses on delivering learning through experiences and exposure rather than traditional education. Learning programs are evaluated based on behavioral changes and business impact rather than just knowledge gained. The document also outlines how to implement a modern corporate university model through organizational mindset and behaviors, technical learning systems, and management infrastructure.
Understanding How Organizations Develop Competencies and SkillsDavid Forry
An overview of Brandon Hall Group’s Competency and Skills Development Study, conducted April-June 2019. It includes the current state of competencies and skills development, as well as analysis, critical questions organizations need to answer and our analyst point of view on the research.
Brandon Hall Group is a preeminent research and advisory firm, with more than 10,000 clients globally and more than 25 years of delivering Research-Based Solutions that Empower Excellence in Organizations.
Gain access to more research insights at www.Brandonhall.com.
Most training investment is wasted because over 80% of knowledge and skills gained are not applied on the job. Learning events alone cannot achieve improved workplace performance; organizations must supplement training with tools that encourage and measure learning transfer back to the workplace. ASK's approach of Engage, Learn, Transfer addresses this "transfer problem" by preparing learners and gaining manager support before training, using varied learning methods, and providing ongoing support through coaching to help apply new skills on the job.
The document discusses how organizations can turn a "learning muddle" of disparate learning technologies into an integrated learning portal. It advocates placing the individual learner at the heart of the system to provide a clear development strategy from hiring to departure. A learning portal can demonstrate ROI/ROE by linking improvements in job skills and leadership behaviors to outcomes like retention, productivity and reputation. It concludes that unraveling the muddle requires commitment to change and a learning portal can help by clarifying goals, identifying gaps, and supporting development actions.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
The document discusses learning and development (L&D) strategies and trends. It finds that one-third of companies are increasing L&D budgets, while only 10% are using mobile learning. It also discusses how L&D must be tailored to business needs, embrace social/informal learning and mobile/cloud solutions. Benchmarking in L&D involves collecting metrics from other organizations, analyzing data, learning best practices, and implementing improvements. People in organizations want L&D to help develop skills for a changing market and achieve goals through reskilling.
The document outlines seven steps to building a high-impact learning culture within an organization. It defines a learning culture as one that encourages individuals and the organization to continuously increase their knowledge, competence, and performance. Organizations with strong learning cultures tend to significantly outperform peers in areas like time to market, employee productivity, customer satisfaction, and quality. The seven steps include making learning a strategic priority, encouraging leadership buy-in, maximizing training opportunities, onboarding new employees effectively, embedding learning in work, sharing knowledge, and using performance reviews to coach development.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
The document discusses emotional capability and the Emotional Capability Profile (ECP). The ECP is a tool used to provide feedback on an individual's emotional capabilities based on their self-assessment and perceptions of others. It measures capabilities across five components and 24 elements that are important for effectively managing emotions and relationships. The profile is used to help individuals and organizations develop these important skills and has been successfully used for leadership development, coaching, and measuring the impact of development programs.
The credit union implemented a formal leadership training program called Management in MOTION to develop its managers' leadership skills and prepare for future growth. The three-year program includes courses, assignments, and assessments to reinforce new behaviors. It has helped create a culture of open communication, increased confidence and willingness to take on leadership roles. As a result, Numerica now has a strong pipeline of leadership talent and its recruitment and retention efforts have been enhanced.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Unique Perspectives on Executive DevelopmentJames Hin
Effective executive development programs utilize a combination of methods including instructor-led sessions, assessments, social learning, and action learning projects. This blend drives individual growth through strengthened leadership skills and self-awareness, cohort growth via peer collaboration, and organizational growth by applying new skills to strategic objectives. Assessing metrics like engagement and culture before and after the program demonstrates the return on investment through improved performance, productivity, and long-term organizational success.
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.16BizLibrary
In this webinar, you will learn a straightforward seven step process any organization can use to implement competency-based training starting today.
www.bizlibrary.com
Unit5 learning and development in knowledge settingRee Tu
This document discusses learning and development in knowledge settings. It describes how learning environments can facilitate knowledge building and decision making. It also discusses the importance of learning for organizational goals and employee development. Creating a holistic developmental approach looks at how people interact with the organization and emphasizes developing a learning culture through commitment to learning. Knowledge management uses technologies like intranets and data warehouses to acquire, organize, and share knowledge throughout the knowledge life cycle.
This document provides an overview of how coaching can benefit organizations by creating a culture of engagement. It discusses how key coaching skills like active listening, feedback, and reflection can improve employee communication, engagement, and performance. Creating an environment where these skills are utilized can help organizations achieve goals more effectively by engaging employees and improving performance. Specifically, it focuses on how feedback, a core coaching competency, represents a convergence of communication that satisfies employees and benefits organizations when delivered and received appropriately. The document aims to show leaders how mobilizing coaching skills and competencies within an organization can address challenges to change and enhance organizational outcomes.
Developing the leader as coach GRANT HARTLEY 2013Margie Hartley
This document discusses strategies for embedding coaching skills in organizations after executives and managers complete leadership coaching programs. It recommends using an evidence-based program design that allows for skills practice back in the workplace. It also suggests making the program both theoretically grounded and practical, internally branding it to the organization's values, and using respected internal figures as champions to promote its use. Regular reminders and peer coaching groups can also help prompt leaders to apply the new skills daily.
This document provides a white paper on making the business case for learning and development programs. It outlines 5 steps for success: 1) Know your organization's strategic priorities, 2) Understand how learning and development can contribute to those priorities, 3) Determine what programs will support the strategic direction, 4) Build programs with metrics to measure outcomes, and 5) Pitch programs to senior leadership like a CFO would. The paper provides examples of how organizations like Caterpillar and the Boys and Girls Clubs of America followed these steps to gain support for strategic learning and development initiatives.
The Corporate University catalog provides information on training courses, programs, and resources available through the company's Corporate University. Courses cover topics like supervision, communication, conflict resolution, and process improvement. The catalog includes a 2010 training calendar, course descriptions, information on registering for courses, and lists of internal and external training resources. The Corporate University aims to develop employees through business-driven, needs-focused training and development opportunities.
This document outlines an agenda for a two-day conference on life science compliance training. The conference will feature presentations and panels on developing effective compliance training programs that ensure knowledge retention. Topics will include using scenario-based and blended learning, addressing challenges for global training programs, and measuring the effectiveness of training. The goal is to provide compliance training executives with strategies to instill the importance of compliance across their organizations.
The document discusses how many companies are experiencing a "capability recession" due to workforce cuts and reduced training budgets during the economic downturn. This has negatively impacted productivity, engagement, and performance. The document proposes that companies can address this issue by optimizing a blend of formal training, informal learning, and knowledge sharing through social learning. Implementing a social learning environment can help companies reduce training costs, improve return on learning investments, and create a more adaptable workforce. The document provides examples of how BT analyzed performance issues and estimated potential savings of £8 million per year by improving their learning environment through social learning.
International Knowledge Management & Innovation LeadershipTimothy Wooi
1. Nonaka and Takeuchi's SECI model of knowledge conversion involves four modes: socialization, externalization, combination, and internalization.
2. In the context of lesson study, socialization involves teachers sharing tacit knowledge through collaborative lesson planning and observation.
3. Externalization is the process of articulating tacit teaching knowledge into explicit curriculum plans and methods.
4. Combination involves assembling new and existing explicit knowledge from lesson study into more usable teaching resources and practices.
5. Internalization occurs when teachers apply the newly developed explicit knowledge from lesson study into their own classroom teaching.
This document discusses the transformation of corporate universities from traditional to modern models. Traditionally, corporate universities focused on running courses that employees attended to be trained. The modern model focuses on delivering learning through experiences and exposure rather than traditional education. Learning programs are evaluated based on behavioral changes and business impact rather than just knowledge gained. The document also outlines how to implement a modern corporate university model through organizational mindset and behaviors, technical learning systems, and management infrastructure.
Understanding How Organizations Develop Competencies and SkillsDavid Forry
An overview of Brandon Hall Group’s Competency and Skills Development Study, conducted April-June 2019. It includes the current state of competencies and skills development, as well as analysis, critical questions organizations need to answer and our analyst point of view on the research.
Brandon Hall Group is a preeminent research and advisory firm, with more than 10,000 clients globally and more than 25 years of delivering Research-Based Solutions that Empower Excellence in Organizations.
Gain access to more research insights at www.Brandonhall.com.
Most training investment is wasted because over 80% of knowledge and skills gained are not applied on the job. Learning events alone cannot achieve improved workplace performance; organizations must supplement training with tools that encourage and measure learning transfer back to the workplace. ASK's approach of Engage, Learn, Transfer addresses this "transfer problem" by preparing learners and gaining manager support before training, using varied learning methods, and providing ongoing support through coaching to help apply new skills on the job.
The document discusses how organizations can turn a "learning muddle" of disparate learning technologies into an integrated learning portal. It advocates placing the individual learner at the heart of the system to provide a clear development strategy from hiring to departure. A learning portal can demonstrate ROI/ROE by linking improvements in job skills and leadership behaviors to outcomes like retention, productivity and reputation. It concludes that unraveling the muddle requires commitment to change and a learning portal can help by clarifying goals, identifying gaps, and supporting development actions.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
The document discusses learning and development (L&D) strategies and trends. It finds that one-third of companies are increasing L&D budgets, while only 10% are using mobile learning. It also discusses how L&D must be tailored to business needs, embrace social/informal learning and mobile/cloud solutions. Benchmarking in L&D involves collecting metrics from other organizations, analyzing data, learning best practices, and implementing improvements. People in organizations want L&D to help develop skills for a changing market and achieve goals through reskilling.
The document outlines seven steps to building a high-impact learning culture within an organization. It defines a learning culture as one that encourages individuals and the organization to continuously increase their knowledge, competence, and performance. Organizations with strong learning cultures tend to significantly outperform peers in areas like time to market, employee productivity, customer satisfaction, and quality. The seven steps include making learning a strategic priority, encouraging leadership buy-in, maximizing training opportunities, onboarding new employees effectively, embedding learning in work, sharing knowledge, and using performance reviews to coach development.
The document discusses best practices for creating a learning organization. It outlines characteristics of learning organizations like systems thinking, personal mastery, and shared vision. It also discusses benefits like innovation, competitiveness, and improved quality. Some best practices discussed include establishing effective leadership, measuring learning impact, aligning learning with HR and talent management, using an LMS, and fostering informal and on-demand learning. The conclusion states that while learning organization principles are valuable, there is no single strategy and companies must adapt practices to their unique situation and trends.
This white paper discusses strategies for using distance learning to achieve strategic HR goals. It addresses the rise of knowledge workers, the need for rapid adaptation to strategic changes, and the war for talent in attracting and retaining skilled employees.
The paper outlines five objectives for an effective learning strategy: 1) Increase access to learning while controlling costs, 2) Promote flexibility and responsiveness, 3) Demonstrate measurable impacts, 4) Foster a learning culture, and 5) Serve both business and individual needs. It then describes five innovative HR practices using distance learning to meet these objectives, such as blended learning, workplace learning, and focusing on strategic skills.
The document discusses the changing role of training in organizations. It notes that training is shifting from a reactive role, responding to changes mandated by management, to a proactive role where training leads workplace changes. This represents a fundamental paradigm shift. Effective training now focuses on developing critical thinking, problem solving, and interactive skills like communication and collaboration, enabling employees to be proactive. Organizations are also blending in-house and online training methods like blended learning to better train employees across broad international footprints. Proactive training management involves considering individual learning styles, aligning training with career goals, and getting constant feedback to foster a culture of learning.
This research proposal aims to study how LinkedIn Learning can improve employee performance as evaluated in performance reviews. The researchers hypothesize that LinkedIn Learning is an effective self-directed learning tool that can help employees gain skills and help leaders provide better coaching to employees. The study will use surveys to assess employee and leader perspectives on how LinkedIn Learning impacts the performance evaluation process. The literature review discusses what is known, such as benefits of social learning platforms and LinkedIn Learning, and what is unknown, such as potential downsides of personal data sharing and impacts on business performance. The theoretical framework discusses ubiquitous learning models and how always-available online learning platforms can influence learner motivation and transfer of skills to the professional environment.
Redefining Workplace Learning For The 21st CenturyBy Jenny Dearb.docxsodhi3
Redefining Workplace Learning For The 21st Century
By Jenny Dearborn, Vice President, Chief Learning Officer, SuccessFactors – an SAP company
Forbes, October 2013
Disruptive technologies and shifting demographics are redefining the workforce. In response, smart companies are reinventing workplace learning in an effort to make their programs more relevant and effective, and to create a culture that encourages continuous learning and develops innovative leaders at all levels of the organization.
“Today, workplace learning has achieved mission-critical status,” says Sam Herring, CEO of Intrepid Learning. “Global CEOs face an environment that is more competitive than ever—one in which they live or die by their ability to lead innovation, which can only be realized by having world-class talent that is highly competent, motivated and engaged. Top companies understand this connection, and they know that success requires more than waging a war to acquire talent; it requires that they strategically develop the talent they need to envision and execute the business strategies that will make them successful in the future.”
Get out of the classroom
For most of the last century, workplace learning had a familiar look and feel: students sat in rows taking notes as an expert stood at the front of the room and dispensed information. Technology offered new ways to communicate and learn, but all too often technology-based learning programs turned out to be little more than upgraded versions of the same traditional K-12 model.
Today, that is changing rapidly. New advances in mobile devices and cloud technology, a deeper understanding of neuroscience and how humans learn best, and the emergence of the millennial workforce—the tech-savvy generation that is the largest in U.S. history—is creating a growing demand for more innovative and informal approaches to workplace learning.
“Employees no longer see their careers as the function of a single organization, but as the culmination of a purposeful set of development experiences they own themselves,” says Mary Slaughter, senior vice president and chief talent officer at Sun Trust. “When you combine their motivations with ubiquitous, on-demand access to skills and knowledge, and the unrelenting pressure to increase workplace productivity, it’s fruitless to maintain traditional, static learning architectures.”
How workplace learning is changing
In the very near future, workplace learning will be about social collaboration, team-based activities, and decentralized peer-to-peer learning. Learning will be mobile, and access will be continuous and instantaneous. Workers will attend fewer scheduled classes and online training sessions. Instead, short videos, game-like simulations, and peer communities that offer networking, information sharing and informal coaching will engage and motivate workers by delivering “anyplace, anytime learning.”
In the future, workplace learning will be increasingly experiential and relationsh ...
L&D Maturity Models - What They Mean To Your OrganisationAcorn
The document discusses learning and development (L&D) maturity models, which assess an organization's L&D practices and culture on a scale from immature to optimized. It describes the typical levels in a maturity model and how knowing an organization's current maturity level can help effectively allocate resources. The key phases of L&D maturity are reacting to needs, standardizing programs, aligning L&D with business goals and strategy, and anticipating needs through iterative refinement based on data. Using a maturity model provides organizations repeatable improvement actions, a basis for benchmarking, and a tool for internal comparison.
Culture of Learning: Fostering Growth and Development in the WorkplaceElizaPeter1
This blog talks about steps to develop a learning culture at your workplace and ways you can build a robust training and development program for your employees.
Culture of Learning: Fostering Growth and Development in the WorkplaceExela HR Solutions
This blog talks about steps to develop a learning culture at your workplace and ways you can build a robust training and development program for your employees.
The document discusses trends in learning and development (L&D) and how the focus of L&D is shifting. It notes that the future of organizations will be defined by their capacity to learn, not just the subjects of learning. This implies L&D needs to apply its expertise in adult learning and instructional design to workers and the workforce, not just programs and classrooms. It then outlines six principles of adult learning that were first identified in 1978, which remain important - like linking learning to individual and organizational value, and providing a balance of challenge and support. These principles can now be applied to cohorts of workers through designed learning activities with coaching, social sharing of experiences, and meetings to align efforts. This emerging focus
Establishing a Culture of Growth w/ Training and DevelopmentExela HR Solutions
This blog talks about steps to develop a learning culture at your workplace and ways you can build a robust training and development program for your employees.
A new paper from Cegos created with our Partners in Australia TP3 to update our thinking around blended learning and offer some best practices from our joint experiences.
Social Media and Corporate learning & developmentGautam Ghosh
Training departments are often questioned for their lack of ROI and effectiveness. They focus too much on efficiency metrics like number of trainings rather than outcomes. Training should link to business needs by understanding skills gaps, engaging line managers, and ensuring learning transfers to improved workplace performance. Social technologies can help by facilitating learning communities, access to expertise, and collaboration between trainings and on the job.
This document discusses the findings of a global study conducted by TMI on how organizations transfer learning into workplace behaviors. Some key findings include: 1) The Kirkpatrick model is commonly used to assess learning effectiveness, 2) Line manager support for learning transfer needs improvement, and 3) Recognition for applying learning is lacking in many organizations. The study aimed to understand organizational perspectives and develop a model to help organizations better support learning transfer.
The traditional model of classroom training is becoming outdated as organizations demand that learning be immediately applicable and measurable. On-the-job training, coaching, and learning approaches that allow for rapid skill application and feedback are replacing lengthy classroom sessions. Effective learning focuses on developing the specific skills needed to achieve business goals and occurs through practice within work contexts rather than theoretical classroom discussions.
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
This document contains outlines and frameworks for analyzing businesses and strategies, including a SWOT analysis outline, an adoption curve model showing different types of customers, the BCG growth-share matrix assessing market share and growth rate, and notes on clarifying a business offering by understanding the product/service, supply and demand factors, resources, and marketing mix.
The document describes an employability skills program that helps students develop skills needed for job success. It teaches skills like career planning, business skills, self-marketing, and interview skills. The program stresses that a degree alone is no longer enough for graduates to compete in today's job market, and that developing employability skills can significantly enhance students' chances of getting good jobs.
Monitoring and evaluation Learning and DevelopmentSESH SUKHDEO
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Sesh Sukhdeo took pictures in 2014 during trips to India and Kenya where he met with business and education leaders to discuss skills and self-help groups. In India, he met the CEO of Eduriser and had a review with Indira of Pune Indira, and in Kenya he visited Strathmore Business School and worked with a self-help group on business and commerce mentoring.
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5. A system which can read a CV and Map against
a Job description without a key word search
Imagine
Imagine a system where you can
check a 200 page training manual
against a National occupational or
quality standard - 46 secs and
assess compliance baselines.
Imagine a world where CV’s are
replaced by skills profiles
Technology which can read and interpret
your HR Data
www.eduworks.com
6. Learning is undergoing another
fundamental shift and new
technologies have a lot to do with it.
We have moved from periods of a oneon-one model, a one-to-many model
and a many-to-many model, and are
now entering a new, relationshipcentered period.
Technology is allowing us to leverage
the various relationships that exist
within the learning ecosystem in ways
that were not previously possible.
Relationship
Centered
Learner
Centered
Joe
Teaching
Centered
Samson
Abdi
Stephen
Allan
Apprentice
Centered
7. Building a learning organisation requires
a shift in the way you see your business..
A learning organisation always considers the impact of each
decision on the whole organisation.
Employers are waking up to this fact and to the
reality that a lot of learning occurs for their
employees outside of the organization.
8. Why are Learning Organizations So
Powerful?
Agile and flexible
Ability to anticipate and adapt
They can accelerate product
and process innovation
Link and leverage all learning
and resources
Increase worker commitment
and creativity
9. Learning Measurement in Practice
This data, is taken
from the CLO
magazine
Assessment and
Measurement annual
survey, completed in
January 2012,
measurement
practices of learning
organizations.
Only 50% of organizations agree that their
measurement and metrics are fully aligned
with the learning strategy.
Just over half, 54% measure external
learning / customers’ satisfaction.
39% externally benchmark their
measurement and metrics practices.
77% of learning organizations report that
they do measure internal learning
customers’ satisfaction.
10.
11. 1.
2.
•
•
•
•
Mental models – know that a person’s 'internal' picture of their
environment will shape their decisions and behavior
3.
Shared vision – build a sense of group commitment by developing
shared images of the future
4.
Team learning – transform conversational and collective thinking skills,
so that a group’s capacity to reliably develop intelligence and ability is
greater than the sum of its individual member's talents
5.
System thinking – develop the ability to see the 'big picture' within an
organisation and understand how changes in one area affect the whole
system.
6.
6
Key
Traits
Personal mastery –encourages personal and organisational goals
Motivate thoughts into actions
Learning achieved by organization system as a whole - almost as if it were a single brain
Business goals and learning integrated
Adapts and renews itself continuously in response to changing environment
Five subsystems of learning, organization, people, knowledge and technology are
integrated and synergized
12. Strategic Enablers
As a learning organization
increases it’s alignment with the
business, it moves from being
perceived as a Cost Center to
being perceived as a Strategic
Enabler for the business.
Perception of the Learning Function
Respondents report that there is still a gap
between the perceived importance of the
learning function to organizational success,
between the view of learning leaders and
senior c-suite leadership.
Overall 52.7% of respondents
report that the learning function
at their organization is seen as a
strategic enabler for the
business.
13. Strategic enablers:
1.
2.
3.
4.
5.
6.
7.
8.
9.
4-6% more likely to deliver training to customers.
8-9% more likely to deliver training to partners/channels.
4-6% more likely to deliver training to suppliers.
25-42% more likely to report that training is aligned with business
strategy.
Twice as likely to use objective measures of employee performance to
align their learning to the business strategy.
Twice as likely to do formal learning requirements planning.
Four times more likely to have a learning advisory board with members
from the business and the learning function.
26-43% more likely to have an annual process of mapping the learning
strategy to the business strategy for the year.
39% more likely to have been demonstrating the impact that training has
on the business
14. Corporate learning used to be very much about simply onboarding people and training them upfront to have a certain
basic level of information.
What’s key to many organizations’
learning strategy is the need to
formulate the right balance between
formal and informal learning
methodologies.
Organizations are seeing the
benefits of the employee-driven,
learning-in-real-time approach.
15. The chief talent or chief people officer needs a broader skill set,
with more competencies than just understanding adult learning
because he or she will have to work with senior business unit
executives to develop a deep leadership bench.
Enterprises that emphasize ongoing learning and
development also understand that these activities are the
primary drivers of increased engagement, productivity
and performance—the winning combination in today’s
highly competitive global marketplace.
16. The Application of Business Intelligence
The ultimate differentiator today is in the workforce data.
Employers have grown far more diligent about applying
internal metrics and analytics to various aspects of their
business, including the HR business like performance,
compensation, workforce planning and L&D.
While some organizations focus simply on using hard
data to justify their training expenditures, savvier
organizations focus on measuring the actual impact of
their L&D initiatives, assessing precisely how L&D
affects employee performance and the company’s
overall ability to achieve its business goals.
17. Global workplace skills
If you adopt this framework you cant go wrong
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Service Excellence
Planning & Organising
Using Initiative - Achieving Goals
Decision Making & Problem Solving
Effective Communication
Team & Collaborative Working
Relationships Management & Networking
Innovation & Creative Thinking
Change, Adaptability & Flexibility (Learning to learn)
Leading and working with others
Continuous Development (Self & Others)
Thinking & Acting Strategically
Every level
Every role
Anywhere
Anytime
18.
19. The Rise of On-Demand Learning
On-demand learning is becoming
increasingly popular
These technologies all facilitate unstructured, untethered,
24/7 learning—a factor that has tremendous appeal to a
growing segment of today’s workforce, especially younger
workers.
Traditional, structured learning still has its place in most
organizations, but more and more employees want the
opportunity to control where and when they learn—selfpaced learning
20. Trends To Watch in 2014 & Beyond
1. Tailor the learning experience to both the needs of the organization and the
employee.
2. Ensure L&D offerings are directly aligned with the organization’s business
strategy (i.e. driving growth by driving employee engagement and
performance)
3. Tailor L&D opportunities in ways that will retain top performers, giving them
the skills they need to excel personally.
Employees who utilize on-demand learning will seek out content that is
relevant and contextual to their immediate needs; they’ll want an appropriate
amount of information (not too little or too much) delivered immediately so
they can put their new skills and knowledge to use once their training session
is over.
For their formal learning, employees will want a customized development
plan tailored specifically to their job requirements and personal career goals.
21. Social media
Social media has become a fixture in many of our
lives.
For proof, look no further than the more than 1
billion active Facebook users and 72 hours of video
uploaded to YouTube every single minute.
Even the more professional platform, LinkedIn, has
175 million members worldwide.
22. Social & Informal Learning
Will Continue To Soar.
.
U.S. companies spent 39 percent more
on social learning in 2012 than they did
the year before, according to Bersin by
Deloitte. I have every reason to believe
this trend will continue
Social and informal learning are all
about capturing knowledge and
expertise
(from inside and outside of the
organization) and sharing it with
employees with
maximum efficiency.
Another benefit of social and
informal learning is that both can be
extremely effective on their own as
well as when incorporated into more
structured programs
(e.g., combining a formal course with
a learner discussion forum
Therefore, over time, employers
will need to shift their mindset
from one of “supplying” employees
with courses and content to one
that focuses on
expediting the sharing of
knowledge and expertise.
23. To get started here are a few key
considerations to keep in mind:
1. If you build it, they will neither come nor participate. Develop incentives,
communicate, and have leadership model the behavior. All participating
parties need personal incentives.
2. Don’t think technology first; think human interactions and building a
shared understanding.
3. Support work that is accomplished through collaboration and team
interactions. It will drive social engagement.
4. Create learning models and tools that support a culture of coaching,
mentoring, feedback and interactions.
5. Ensure employees have a clear perception of your vision of learning,
talent management, and social interactions.
24. Most learning is informal
The U.S. Department of Labor estimates 70% or more of work related
learning occurs outside formal training.
The Center for Creative Leadership (CCL) similarly believes at least 70% of
learning occurs through informal learning processes driven by workers
seeking to find the information they need to do their jobs. CCL breaks
down the remaining 30% into two groups.
• The first (20%) is through non-formal or social learning which
is developed through collaborative relationships, networks and
dialogue.
• The balance (10%) occurs in well-designed formal learning programs6.
25. Finding content can be difficult
Informal learning implies a search for the right piece of information or
the clearest set of instructions.
Finding these learning assets is almost as important as having the
assets themselves.
Research shows that knowledge workers spend 15 to 30% of their time
gathering information and these searches are less than successful 50%
of the time.
That is why it is essential to provide for people’s ongoing needs to
gather information efficiently and to learn through formal, informal
and social means.
26. The workforce is now not only
comfortable with technology, they expect
mobile and social platforms to be readily
available to help them learn.
Learning organizations are moving from pushing learning
to employees to helping workers find answers by
leveraging mobile, video on-demand and other forms of
just-in-time learning.
27. It is important for leaders to select the right
practices for their individual business
strategies.
Organizations which are focused on product innovation
and excellence benefit from practices in the areas of empowerment
and reflection (single- and double-loop learning).
Companies that drive business value by being a low-cost producer benefit
most from enabling knowledge-sharing throughout the organization.
28. Employees are looking for bite-size learning
opportunities they can complete remotely
between meetings or while they’re waiting
for an appointment.
“You’re never going to get more agile by delivering more e-learning
courses or delivering more classroom workshops,”
“You’re going to get more agile by putting these kind of systemic pull
learning improvements into the culture of the learning organization
and increasing its ability to meet needs quickly.”