Transferring learning from the classroom to the workplace final

Transferring learning from theclassroom to the workplace

Richard FryerGroup Manager, Organisational Effectiveness

Focus of this session

• Explore the relationship between learning investment and business impact

• Explore the merits of centring development around mindset rather than skill

• Look at a case study of mindset-based learning at Energex

• Electricity distribution services to SEQ

• Government Owned Corporation

• Regulated by the Australian Energy Regulator (AER)

• c.3,800 employees

• Mixture of white and blue collar within workforce

• Approximately 550 leaders

Future benefits are not always clear ahead of time…

Organisations are complex non-linear systems

Assumptions of cause and effect are too simple to tell the whole story

Small changes can have a big impact

Don’t underestimate the power of people doing just a few things differently

Learning is a social process

It occurs naturally and continually through collaborative activities, rather than through discreet events (i.e. courses)

Learning in the workplace (or as close to it as possible) is the most effective way of ensuring application of knowledge

People have to want to learn, therefore mindset is the key

Orientating people to learning

It is our mindset that either ignites or extinguishes our passion to learn

Results matter more than effort?

Is intelligence fixed or can it be developed?

Talented people don’t have to work hard?

Before we can transfer learning from the classroom we have to get it to happen!

What do you believe? …

A growth mindset is a learning orientation

[Source: Carol Dweck]

CASE STUDY:Building Conscious Leaders at Energex

Corporate Leadership Programs

Case Study – Conscious Leaders

• Identified a mindset gap in our leaders – too much of the fixed mindset

• Piloted in 2011 on two cohorts:

• Aspiring Leaders – less than 2yrs in leader role

• Established Leaders 2 – 8 years & increased field participation

• Highly successful Pilots therefore officially launched in 2012:

• 2 x Corporate programs

• 2 x Divisionally funded programs

Program content

Based upon neuroscience, emotional intelligence, mindfulness and psychological principles:

• Leading Self, Leading Others and Leading at Energex

• Creation of foundations for how I will choose to lead, based upon my values and preferences

• Avoiding mindset traps and maximising my leadership potential

• Mindsets and confidence to prepare for challenges 

• Self awareness and my impact upon others

• Building an innovative and high performing culture at Energex

Strategies for transferring the learning

• Short & Intensive delivery spread out over time – 5 days within 4 modules across 3 months.

• Regular 1:1 coaching between Modules provided by previous CL ‘Alumni’, L&D team members and program facilitators

• Weekly challenges sent to participants

• Formation of CL ‘Alumni’ networks across divisions and leadership levels

• Involvement of direct manager in program presentation days

Embedding activities

• 1 day workshop per quarter on Leadership topics (e.g. Engagement @ Work, Creativity in the Workplace, Influence – How to Make a Difference)

• Regularly distributed Leadersheets, articles and resources

• Intranet workspace site for virtual networking and resource sharing (Sharepoint)

• Use of ‘Alumni’ as coaches and mentors within current programs

• Leadership Development ‘consulting’ service to assist in further reinforcement and tailored embedding to specific leadership teams via direct service provision and/or coaching of ‘Alumni’ in application of program learnings to the workplace

Observed shifts in participants

• Pre-Post Surveys conducted to determine self-reported shifts in mindsets and leadership development

• Overall improvements observed across areas of Emotional Intelligence such as moderating behaviour, understanding hindering mindsets, and impacts upon others

• Other additional shifts were observed re: building positive relationships across the business, and effectively leading people through change

• Participants’ managers identified that these areas of improvement made an observable, helpful and direct business impact

• The demand for Conscious Leaders programs is ever growing