Learning & development July 2015

Recent developments and trends in learning & development

by Toronto Training and HR

July 2015

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CONTENTS3-4 Introduction5-6 Styles of learning7-8 Conditions needed for learning to occur9-10 Demonstrating the impact of learning & development 11-12 Main strands for purposes of learning & development evaluation13-14 The Kirkpatrick model15-16 RAM and the value of learning17-18 Costing learning & development activities19-20 Levels of learning needs analysis21-22 Outputs which originate from the learning needs analysis 23-25 Priorities for learning technology in 201526-27 Data to be collected28-30 Learning & development strategy31-32 Establishing learning as an indispensable business asset33-35 Using an internal marketing campaign to promote learning &

development36-37 Addressing obstacles that inhibit learning38-39 Make recommendation-based learning work 40-42 Developing a learning culture 43-45 Changes in learning & development46-47 Shifts within organizations affecting learning & development48-49 Practices to implement in 201550-51 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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Styles of learning

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Styles of learning

• Information processing

• Instructional preferences

• Learning strategies

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Conditions needed for learning to occur

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Conditions needed for learning to occur

• Attention• Generation• Emotion• Spacing

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Demonstrating the impact of learning &

development

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Demonstrating the impact of learning & development

• Set expectations with stakeholders

• Define success early

• Establish metrics at the project or business-unit level

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Main strands for purposes of learning &

development evaluation

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Main strands for the purposes of learning & development evaluation

• Proving• Controlling• Improving• Reinforcing

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The Kirkpatrick model

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The Kirkpatrick model

• Reactions• Learning• Behaviour• Results

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RAM and the value of learning

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RAM and the value of learning

• Relevance• Alignment• Measurement

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Costing learning & development activities

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Costing learning & development activities

• External provision• Internal provision

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Levels of learning needs analysis

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Levels of learning needs analysis

• For the organization as a whole

• For a specific department, project or area of work

• For individuals

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Outputs which originate from the

learning needs analysis

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Outputs which originate from the learning needs analysis

• A report of overall learning needs

• Prioritizing the learning needs identified

• Learning & development plans

• Personal development plans

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Priorities for learning technology in 2015

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Priorities for learning technology in 2015 1 of 2

Highest priorities• Assessment and

evaluation• Learning

management system• Mobile and portal

technology• Learning analytics

applications• Performance support

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Priorities for learning technology in 2015 2 of 2

Lowest priorities• Podcasts• Technical help desk• Content authoring

software• Learning portals

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Data to be collected

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Data to be collected

• Costs• Incidence/nature• Business benefits

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Learning & development strategy

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Learning & development strategy 1 of 2

• Definition• Influences• Stakeholders• Translating the

strategy into action

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Learning & development strategy 2 of 2

• Right size opportunities

• Teach employees how to learn

• Activate shared ownership of the learning environment

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Establishing learning as an indispensable business asset

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Establishing learning as an indispensable business asset

• Promote and differentiate a new highest and best mission for learning

• Structure learning in ways that strengthen expectations and accountability for on-the-job applications

• Leverage evaluation as a strategic development tool

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Using an internal marketing campaign to

promote learning & development

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Using an internal marketing campaign to promote learning & development1 of 2

• Get buy-in from senior leaders

• Create demand• Launch with

pizzazz• Make advertising

creative• Answer the WIIFM

question• Persuade the

skeptics• Keep growing the

campaign

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Using an internal marketing campaign to promote learning & development2 of 2

• Don’t be afraid to use social media

• Steal marketing ideas whenever possible

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Addressing obstacles that inhibit learning

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Addressing obstacles that inhibit learning

• Ego• Fear• Complacency

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Make recommendation-based learning work

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Make recommendation-based learning work

• Go beyond key words

• Fill the void• Give up control

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Developing a learning culture

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Developing a learning culture 1 of 2

• Secure buy-in from the CEO

• Cultivate a growth mindset

• Hire smart• Teach how not what• Encourage tough

questioning• Support risk taking• Practice humility

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Developing a learning culture 2 of 2

• Build teams, not stars

• Keep units small and manageable

• Create routines to stay on track

• Reward what you say you value

• Deliver metrics

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Changes in learning & development

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Changes in learning & development 1 of 2

The environment• Volatility, uncertainty,

complexity, ambiguityThe organization• Adaptive, agile,

ambidextrous Learning & development• Savvy, affecting and

aligned, versatile, ubiquitous

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Changes in learning & development 2 of 2

• Economic developments• Technological growth• Social and cultural

change

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Shifts within organizations affecting

learning & development

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Shifts within organizations affecting learning & development

• Business strategy• Human capital

strategy• Role definition• Sourcing/selecting

talent• New hire program

alignment• Ongoing training

alignment• Management

reinforcement• Teaming/ways of

working

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Practices to implement in 2015

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Practices to implement in 2015

• Make relevance non-negotiable

• Make it micro• Give them some

space• Mix it up• Focus attention fast• Give them some air• Hit delete on

deliverables• Retrain the trainer

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Conclusion, summary and questions

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Conclusion, summary and questions

ConclusionSummaryVideosQuestions