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WHAT IS SOCIAL LEARNING ?
• Learning is the foundation of who we are (becoming). It is social
because our human nature is ...
Learning and Talent Development – CIPD 2013 Report

2
• Social Learning is not “Yet Another Communications Channel”

Social Learning is not to replace traditional classroom tra...
• Social Learning is not something new
either…

4
What is new though is the emergence of social
media platforms and new technologies enabling
the learning process and growi...
Top 100 Tools for Learning 2012
(Centre for Learning & Performance Technologies)
http://c4lpt.co.uk/top100tools/

70:20:10...
(Jean Martin, Executive Director at CEB,
at The Economist Talent Management Summit – May 2013)

The 4 trends impacting HR ...
From “Packaging” to “Scaffolding”

Fig. from “The Workplace Learning Revolution” – Jane Hart (May 2013)

8
HOW TO CREATE VALUE
• Value to whom ?
• Primary recipients of value in a community or a network are the
participants thems...
VALUE CREATION
& EXAMPLES OF BENEFITS
Type of Value

Learning Results

Examples of benefits

Immediate Value

Activities &...
KEY SUCCESS FACTORS
People First : Don’t let technologies dictate - Focus on the business needs = What’s in it
for me? Wha...
LEADERSHIP & RESOURCES TO
CULTIVATE
•
•

Social platforms need investment in time and resources to become successful.
Don’...
IT IS ABOUT TRUST…
•A social enterprise network doesn’t mean we need to get
rid of the past.
However it means a certain mi...
…AND “BECOMING EXPLICIT”
•Instead of focusing on communicating in new ways, it’s important that
collaboration and contribu...
BARRIERS & CLICHES
•“IT Big Thing” : go for a secured Cloud solution that is Firewall friendly and accessible off-premises...
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Social learning networks

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Transcript of "Social learning networks"

  1. 1. WHAT IS SOCIAL LEARNING ? • Learning is the foundation of who we are (becoming). It is social because our human nature is social, not just because (or when) we interact with others or use certain tools. (E. Wenger) • Social Learning is not just a technical fix; it’s a set of behaviours and attitudes towards learning. It aims at empowering practitioners to form learning partnerships in order to create value and enhance performance, for themselves (personal) and for the organisation (collective). • Social Learning can also be defined as “collaborative learning” or “informal learning” 1
  2. 2. Learning and Talent Development – CIPD 2013 Report 2
  3. 3. • Social Learning is not “Yet Another Communications Channel” Social Learning is not to replace traditional classroom training 3
  4. 4. • Social Learning is not something new either… 4
  5. 5. What is new though is the emergence of social media platforms and new technologies enabling the learning process and growing networks in the context of globalised business, Web 2.0 and faster changing work environment. 5
  6. 6. Top 100 Tools for Learning 2012 (Centre for Learning & Performance Technologies) http://c4lpt.co.uk/top100tools/ 70:20:10 Learning Model (Charles Jennings) 70% is learned on the job 20% is learned through others 10% is learned in courses 6
  7. 7. (Jean Martin, Executive Director at CEB, at The Economist Talent Management Summit – May 2013) The 4 trends impacting HR in 2013 : Trend 1 - Complexity: Widespread changes in the organizational environment have led to fundamental changes in how work gets done. Trend 2 - Breakthrough Performance: Dramatic improvements in talent performance and management are needed to achieve business goals. Trend 3 - Collaboration: Talent effectiveness is becoming strained by increasing interdependence in the workplace. Trend 4 - Business Alignment: Talent strategies must be fully integrated with business strategies in order to succeed. 7
  8. 8. From “Packaging” to “Scaffolding” Fig. from “The Workplace Learning Revolution” – Jane Hart (May 2013) 8
  9. 9. HOW TO CREATE VALUE • Value to whom ? • Primary recipients of value in a community or a network are the participants themselves. If they do not get value, they will not participate and the community/network will fall apart • Other stakeholders : • • • Organisations/Teams in which members operate Facilitators, sponsors and managers Candidates and clients – Perspective on short- and long-term value : – Communities and networks gain value over time as learning resources. For instance, there can be short-term value in solving problems, but over time the approaches and solutions to these challenges becomes a cumulative resource for members facing new challenges, both individually and collectively. 9
  10. 10. VALUE CREATION & EXAMPLES OF BENEFITS Type of Value Learning Results Examples of benefits Immediate Value Activities & Interactions = “Reactions” Number of people signed in and active on the platform Useful chats on line / Good tips by a colleague Responses to on-line activities : ie. opinion poll Connecting to the right expert at the right time Asking a question on the way to a client meeting Passing a piece of information after meeting/seminar Trainees who keep in regular touch after classroom training and feedback/comment on their action plans Potential Value Knowledge Capital (whose value lies in it’s potential to be realised) = “Learning” New skills, new ideas, inspiration Privileged and fast access to certain resources/networks Market Intelligence & Monitoring Content Curation / Links & References Knowledge transfer from country to country Applied Value Change in practices = “Behaviours” New synergy between teams/countries Breaking down silos / know who’s who Change in procedures / workflows Direct or indirect re-use of best practices Trying suggestions / innovation Learn faster than competitors Realised Value Performance Improvement = “End Results” Increased productivity / fees / leads Improved customer satisfaction Cultural integration and faster onboarding Talent Management / Internal Mobility / Retention Detect pools of excellence Reframing Value Redefine Success Feedback culture Trust & Collaboration Reconsider criteria by which performance is defined 10
  11. 11. KEY SUCCESS FACTORS People First : Don’t let technologies dictate - Focus on the business needs = What’s in it for me? What will the users get by participating ? Pull approach : Social media require different approach than emails or traditional communications channels – be clear about why people should join and tease their motivation (don’t force / push) Embed in workflows : Identify existing simple day-to-day workflows and learning journeys and focus on how social initiatives will improve work practices, for both consultants and managers Identification : Set up communities regarding of the centres of interests/expertise. Participants needs to identify easily with the topic. But don’t restrict access. Sponsoring : need for active sponsors – senior executives who are excited about the project and who are visible on the platform and help motivate staff to take part Time : ensure “High value for Time” for all those who invest themselves in the community Tone of Voice : Keep it informal and don’t patronise Pilot : start small and develop step by step 11
  12. 12. LEADERSHIP & RESOURCES TO CULTIVATE • • Social platforms need investment in time and resources to become successful. Don’t expect them to grow organically from the start! It can take months to mature. • - Community design requires investigation and analyse of the target audience : Probe the audience group about expectations Find the ambassadors / early adopters Create a private group and give feeling of “exclusivity” Involve your ambassadors in the decisions to make (ie. process of content curation) Create relationships (ie. organise a live event on-line) Diversity : m/f, age, countries, level… •Community managers : - Need training - Are good listeners - Able to build trust - Excellent communicators - Have their role clearly defined in their job description Community Managers Ambassadors and early adopters Community 12
  13. 13. IT IS ABOUT TRUST… •A social enterprise network doesn’t mean we need to get rid of the past. However it means a certain mindset and needs to be demystified. •A key word for that social learning to happen is Trust : • Trust from the organisations towards employees • Trust that comes from peer2peer control and the “wisdom of the crowd” • Trust that comes from openness and transparency 13
  14. 14. …AND “BECOMING EXPLICIT” •Instead of focusing on communicating in new ways, it’s important that collaboration and contribution is in line with the work people do every day. •Narrating our work : impractical with most communications tools (ie. Emails, Intranet). Modern collaboration platforms combine rich content-handling with activity feeds that make it easy to skim large amounts of content quickly (ie. repost, share, favorite, like, upload, comment…) •Observable work : Simply by using a collaboration platform to store material, we make employees and their work visible in real-time. Work (projects, documents, discussions) is now searchable in easier way and more discoverable. •= “Working Out Loud” allows employees to make connections – finding people and content relevant to their work. 14
  15. 15. BARRIERS & CLICHES •“IT Big Thing” : go for a secured Cloud solution that is Firewall friendly and accessible off-premises. •Budget : there are free solutions out there but they come with limited features. Pricing for other more sophisticated solutions depends on the number of accounts and level of customisation. •Language : English (even poor) is “lingua franca” on social platforms. Google Translate and on-line applications help reduce the gap (Yammer already offers real-time message translations in 23 languages) + social media generally don’t require long poetry and essays. •Distraction : Better to have employees on an Enterprise Social Network than on Facebook or Twitter where you don’t control. Also remember the days there was debate about opening access to Internet to all employees… it was only a few years ago ! Do you imagine employees without Internet access today ? •Reputation and confidentiality : Guidelines should remained at minimum but legal requirements are the same than off-line (code of conduct & ethics, privacy, competitions, anti-bullying, etc…). Monitoring and escalation process need to be put in place behind the screen. 15
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