Learning & development May 2014
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Learning & development (L&D)
by Toronto Training and HR
May 2014
Page 2
CONTENTS3-4 Introduction5-6 Types of attendee7-8 Focus on the individual as well as the group9-10 Risk management11-12 Knowledge in practice13-14 Processes of knowledge management15-19 Learner-centred discussions20-23 Initiatives to promote informal learning24-25 A true learning partnership26-27 Forging a sustainable social learning culture28-29 Game-based learning30-34 Massive open online courses (MOOC)35-39 Being a new Learning & Development Head40-41 How can a L&D Manager raise performance?42-45 Prioritizing learning investments46-48 Measures49-50 Case studies51-52 Conclusion, summary and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Types of attendee
Types of attendee
• Political prisoners• Tourists• Explorers
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Focus on the individual as well as the group
Focus on the individual as well as the group
CSAR• Curiosity• Study• Activity• Reflection
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Risk management
Risk management
• Artifacts• Espoused values• Basic assumptions
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Knowledge in practice
Knowledge in practice
• Learnability• Tacitness
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Processes of knowledge
management
Processes of knowledge management
• Information (storage, transfer)
• Know-how (learning, organizing)
• Assimilation (gathering, assimilation)
• Application (use, application)
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Learner-centred discussions
Learner-centred discussions 1 of 4
DEFINE THE GOALS OF THE DISCUSSION• Brainstorming• Debriefing or reflection
on learning activities• Applying new skills or
knowledge• Evaluating the learning
experience
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Learner-centred discussions 2 of 4
DEFINE THE PARAMETERS OF THE DISCUSSION• Decide on a well-
defined topic or outcome
• Set a timeframe• Consider environmental
factors• Develop learning
materials if needed
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Learner-centred discussions 3 of 4
PREPARE QUESTIONS AHEAD OF TIME• Prepare the kick-off
question• Prepare at least ten
more questions• Use open-ended
statements• Don’t ask why
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Learner-centred discussions 4 of 4
COMMUNICATE THE GROUND RULES• Set ground rules for the
discussion• Determine how the
conversation will flow• Define your role as the
facilitator
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Initiatives to promote informal learning
Initiatives to provide informal learning 1 of 3
• Encourage learners to continue learning after formal courses
• Create a space for communities
• Provide self-assessments to assess workers’ interests and skills; apply that self-awareness
• Maintain skills profiles for key job categories
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Initiatives to provide informal learning 2 of 3
• Assess the skills which workers possess
• Track skills development
• Match skills available with those needed
• Assist with career planning
• Customize information to each workers’ needs
• Record informal learning activities
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Initiatives to provide informal learning 3 of 3
• Track progress towards a particular goal
• Track informal learners, which informal learning resources they use and which ones they don’t
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A true learning partnership
A true learning partnership
• Definition• What might you
expect to find in one?• Stages involved
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Forging a sustainable social learning culture
Forging a sustainable social learning culture
• Provide structure focused on learning
• Move beyond formal learning
• Connect learning with real-work issues
• Adjust corporate culture and attitudes
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Game-based learning
Game-based learning
• Principal L&D challenges
• Criteria which must be fulfilled by quality online learning
• How can we ensure online learning will fulfill these requirements?
• Growth of gamification
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Massive open online courses (MOOC)
Massive open online courses (MOOC) 1 of 4
TRENDS• Organizations are
creatively applying today’s higher education MOOCs to their specific purposes
• Organizations are developing specialized MOOCs to educate customers, clients and ecosystem partners
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Massive open online courses (MOOC) 2 of 4
TRENDS (CONT.)• Organizations are
developing and leveraging MOOCs to identify, develop and source scarce talent
• Organizations are building a variety of “private MOOC” learning solutions for both internal and partner audiences
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Massive open online courses (MOOC) 3 of 4
LAUNCHING AN EFFECTIVE MOOC:• Clearly identify the
problem to be solved• Develop a plan• Ensure content is relevant
and modular, with meaningful opportunities for practice and application
• Award badges to recognize learner masteryPage 33
Massive open online courses (MOOC) 4 of 4
LAUNCHING AN EFFECTIVE MOOC (CONT.):• Select technology that
enables an integrated learning experience
• Prioritize “learner success” and support services
• Identify partners to help you get started if needed
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Being a new Learning & Development Head
Being a new Learning & Development Head 1 of 4
SKILLS OR QUALITIES NEEDED• Killer consulting skills
along with insatiable curiosity
• Courage mixed with sound judgment
• Visionary leadership, strategic orientation and solid business acumen
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Being a new Learning & Development Head 2 of 4
SKILLS OR QUALITIES NEEDED (CONT.)• Being secure enough
to ask simple questions without the fear of looking inexperienced or foolish
• Ability to surf the waves of change without getting too far out over the front of the board and getting knocked off
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Being a new Learning & Development Head 3 of 4
CURRENT ISSUES TO CONSIDER• Learning revolution• Content availability• Changing learning
styles• Time
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Being a new Learning & Development Head 4 of 4
HOW SHOULD THE NEW PERSON START?• What and who to
know• What to do• When to do it
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How can a L&D Manager raise performance?
How can a L&D Manager raise performance?
• Give people good information
• Treat people as adults• Encourage learning• Stress reduction• Support• Payoff
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Prioritizing learning investments
Prioritizing learning investments 1 of 3
• Decide which functions have the greatest impact on business success
• Prioritize those functions and start with the most important
• Determine which roles within that most important function drive growth
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Prioritizing learning investments 2 of 3
• Align with the functional business leader to determine key measures of success
• Determine what learning offerings are needed to successfully perform within that role
• Choose a learning modality; What will improve performance, change behaviours and reduce costs?
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Prioritizing learning investments 3 of 3
• Examine learning impact pre and post-learning event, reinforcement and sustainability of learning over time
• Conduct a financial analysis and employ cost comparison methodology for staffing, development, delivery, production, costs of classroom space, multimedia, travel and record keeping
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Measures
Measures 1 of 2
RETURN ON INVESTMENT• Reaction• Learning• Behaviour• Results
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Measures 2 of 2
• Metrics• Analysis• Outcomes
• Quality• Volume• Cost • Process
• Business priorities
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Case studies
Case studies
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions
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