1 Professional Development Competency Training—Continuous Learning.

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Professional Development Competency Training—Continuous Learning

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To develop a deeper understanding of continuous learning qualities, skills, and behaviors in support of individual and institutional growth.

Objective

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Agenda

Competencies

How do we learn?

How do I learn?

What am I learning?

Where should I focus my learning?

My next steps

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Competencies

Champlain College Professional Staff Career Competencies: Fundamental to the successful implementation of our 2020 Strategic Vision. Needed for every staff member.

Functional/Job Competencies: Capabilities needed in order to successfully perform current or future job responsibilities (i.e. marketing, finance, education, technology, etc.).

Leadership Competencies: Needed for successful leadership of a team of individuals.

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Continuous Learning Scale

Learning from available

opportunities

Seeks learning opportunities

Self-directed development

Expands skillset for current job

Focuses learning for

future needs

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What have your learned lately?

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Learns from Available Opportunities

Self-assesses against standards for current position to identify learning needs.

Takes advantage of learning opportunities provided (e.g., courses, feedback from supervisor or peers) to meet requirements of current job.

Reflects on completed activities, identifying what worked well, what didn't, and how to improve own performance.

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Seeks Learning Opportunities

Requests additional feedback to clarify learning needs.

Follows-up on issues to maintain knowledge and skills.

Seeks coaching in areas where techniques are rapidly evolving.

Continually acquires and applies new knowledge and learning to improve job performance.

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Implements Self-Direct Learning Plan

Gathers information from varied sources to identify own strengths and weaknesses in current position.

Identifies and plans learning targeted to specific developmental needs in current position.

Monitors progress in meeting learning goals and updates learning plan as needed.

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Expands Own Skillset for Current Job

Stays abreast of emerging trends in own area, identifying emerging new requirements.

Pursues challenging experiences beyond customary role or area of expertise to add value in current area.

Strategically undertakes learning activities that, while not obviously linked to current position, ultimately provide contacts and content that will impact significantly on current work.

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Focuses Learning on Future Needs

Continuously scans environment to keep abreast of emerging developments in the broader work context.

Undertakes development opportunities to meet future organizational needs beyond own area.

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Learning Styles Inventory

David Kolb Ph.D.

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Concrete Experience

Reflective Observation

Abstract Conceptualization

Active Experimentation

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How Do I Learn?

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Level 1 Learning—Jumping In!

Chris ArgyrisHarvard Business School

Single Loop Learning

What am I learning?

Double Loop Learning

What am I learning about what I am

learning?

ResultsStrategies

and Techniques

Assumptions

Single Loop Learning

Double Loop Learning

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Level 1 Learning Questions

How am doing in my role? Do I know everything I need to know to be successful? What more do I need to learn?

What groups/committees/meetings/learning opportunities do I attend? What others could I benefit from?

How have I gotten better this year? What am I using to measure my progress?

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Level 2 Learning—Seeking Feedback

Johari WindowU

nkn

ow

n

to O

ther

s

Open

Hidden and

Avoided

Blind Spot

Creative Unknown

Known to Self Unknown to Self

Kn

ow

n t

o

Oth

ers

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Level 2 Learning Questions

When was the last time I requested feedback? From whom? How did I apply that feedback?

What new system or process has come up in my area? How have I gained to skills or knowledge in this?

What areas of my job to I need to get better at? What is my plan to improving?

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Level 3 Learning—Planning the Work and Working the Plan

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Level 3 Learning Questions

What am I good at? What could I do to be even more effective?

If I were to become excellent in my current role, what would I need to learn?

How do I keep track of progress?

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Level 4 Learning—Trends and Opportunities

Pay attention to trend lines not just headlines

Learning Antennae

Learning Antennae 2.0

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Level 4 Learning Questions

What are the trends in my field? Who are the leaders? What is my antennae picking up?

What new initiatives am I engaged in? What new projects am I being asked to participate in?

Given the changes in my field, what skills, relationships, connections do I need to develop? How will I develop those?

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Level 5 Learning—Think Bigger

Core ConceptLevels of SystemThe

Institution and Beyond

Other Areas

My Division

My Departmen

t

The Industrial Ageapproximately 1750

Productivity rises exponentially

Muscle Machine

The Information Ageapproximately 1950

Information becomes ubiquitous

Machine Digital

The Conceptual Ageapproximately 2000

Concept of Conceptual Age: coined by Daniel PinkChart: Strategic Learning: Willie Pietersen

Information Power

Interpretative Power

Patterns, opportunity, subtlety, and empathy

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Level 5 Learning Questions

Where do I get my information? What is happening in the world that might inform my work?

Do I take time or make space to think?

What was the last big idea that I brought to my leader?

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One new opportunity you will seek out in the next month.

Closing