70 20 10 and blended learning - Beyond the hype
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Concrete examples of Blended learning and 70:20:10

Concrete examples of Blended learning and 70:20:10

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  • 3 July 2014 <br /> <br /> Let’s talk about it
  • Participants are given assignments in advance
  • Online language coaching tailored to the needs of sales professionals and management assistants. <br /> <br /> For more information, visit
  • Welkom … <br /> Voorstelling: naam, functie …
  • Wij maken en verkopen verf en kleur …
  • Paint party: medewerkers uit alle afdelingen kunnen op vrijdagnamiddag (15 tot 17u) bij een instructeur komen leren ‘schilderen’, en onze producten leren kennen en toepassen
  • Paint party: medewerkers uit alle afdelingen kunnen op vrijdagnamiddag (15 tot 17u) bij een instructeur komen leren ‘schilderen’, en onze producten leren kennen en toepassen
  • Demowand in showroom en doorheen het hele bedrijf
  • Demowand in showroom en doorheen het hele bedrijf

70 20 10 and blended learning - Beyond the hype 70 20 10 and blended learning - Beyond the hype Presentation Transcript

  • 70:20:10 Blended learning Beyond the hype
  •  Antwerp - 03.07.2014.  We met up with 55 enthusiastic L&D professionals.  On the menu: — Blended learning and a critical look at 70:20:10 — What really works? — In what context? — Critical success factors?
  • Its
  • Learning Solutions Consultants L&D-specialist Manager Training & Advice Kluwer Opleidingen Imec Boss paints & Colora
  • 5 Participants were given assignments in advance.
  • Participants were given assignments in advance: 1. What specific questions do you want answered by the end of our session? Send an e-mail by 1 July to isabel.declercq@kluwer.be. 2. To prepare, read the following short posts on our blog 3. Share quotes from these blog posts or your insights via LinkedIn or Twitter. Refer on LinkedIn to @Kluwer Opleidingen. And on Twitter to @KluwerLearning.
  • Itshttp://www.learninglive.be/leren-moet-echt-plakken http://www.learninglive.be/formeel-leren-achterhaald
  • The following article was circulated in advance by a participant (Wim Annerel) Article: a critical look at 70:20:10. http://evidencebasedhrm.be/702010-framework-jennings/
  • .Its Introduction by Isabel De Clercq
  • .Its Nowadays, people want learning to be just-in-time, just enough, self-directed.
  • Just-in-time, just enough and self-directed learning. Individual language coaching after classroom training. Five 45-minute sessions – guided by the individual. For more information, email gude.verhaert@kluwer.be http://www.learninglive.be/online-taalcoaching-op-maat-van-sales-professionals-en-managementassistants
  • Watch the video http://www.elsua.net/2011/10/05/the-future-of-work-is-learning/ “The future of work is always learning”
  • From experience- oriented learning to learning-oriented experience Frank Klockaerts Training & Development Manager Philips Turnhout “ “ Read the article on our blog: http://www.learninglive.be/ld-door-de-ogen-van-frank- klockaerts-van-philips-turnhout#more-6892
  • This text is not ours. It is tranlated from a text written by Tulser. Please find the original text in Dutch here: - https://www.linkedin.com/slink?code=dA_pwpR
  • .Its Source: – Tulser - https://www.linkedin.com/slink?code=dA_pwpR For effective performance support solutions, there is no need to interrupt work or leave the workplace.
  • Who has a clear-cut vision of 70:20:10? Harold Jarche @hjarche on Twitter Jarche on Slideshare http://www.jarche.com/ Jane Hart @C4lpt on Twitter The Learning Flow on Facebook Janehart on Slideshare Author Social Learning Handbook 2014 Charles Jennings @charlesjennings on Twitter Charlesjennings on Slideshare
  • Other interesting L&D people to follow http://nvo2leren.wordpress.com/ 2011/08/28/goochelen-met- formeel-en-informeel-leren/
  • .Its This is a slide from Ben Betts http://mediasite.mediamission.nl/Medi asite/Play/10627b8cfb9a4c88a5710291d a88c7b11d
  • Vision Harold Jarche All work by Harold Jarche is CC-By-NC
  • Don’t throw the baby out with the bathwater. Our conviction: formal learning is still important. But interdependent and independent learning should be incorporated into moments of dependent learning.
  • Examples of assignments given to participants by Kluwer Training @ in-company trainings. Dependent + interdependent + independent learning.
  • BEFORE a class session — Film a colleague and share the video on the social intranet. Indicate the three most important lessons learned. — Go through the theory beforehand (Slideshare, Youtube, WORD, etc.). What do you still have questions about? E-mail them to the trainer. — Go through some e-learning. — Read the following blog post and share one quote from the blog post on the social intranet. — Look for other materials that also provide information on the same topic. Look on Youtube – Slideshare – Twitter, etc.
  • BETWEEN class sessions — Sit down with a colleague to further fine-tune your assignment. — Make a video about what you have learned. — Share your insights via http://nl.padlet.com/ (a virtual notice board where all participants can leave texts as well as images and audio material).
  • AFTER a class session — Film an internal client. — With the team, discuss ways of continuing work on the lessons learned. — Share the lessons learned on the social intranet: your knowledge is also important for others in the organisation.
  • This is were we met. Den Brandt – Antwerp.
  • Model .Its L&D-specialist Imec
  • Mode diel .Its 1. Onboarding 2. Better people management skills 3. Giving more powerful presentations 4. Using clean-room devices 5. Uniform project management methodology 6. Implementation of new technology (Lync) 7. Discovering the sales function 8. More structure in problem-solving thinking Dependent + interdependent + independent learning. 8 successful combinations at Imec.
  • Model .ItsOnboarding MOVIE: WELCOME TO IMEC Dynamic 17-minute film presenting Imec and our activities. APP: IMEC IN 20 DAYS Mobile app that reveals just one fact or anecdote per day using the tear-off calendar principle. The fact is linked to a piece of useful or important information.
  • Model .ItsPeople management Combination: Curriculum + Community of Practice + Mentoring
  • Model .ItsCURRICULUM ... FLIPPED CLASSROOM MODULES Pre-work: E-learning with concepts, models, etc. Conventional workshop for discussions, exercises, etc. E-LEARNINGS & MANAGER DESK A few golden rules Information on processes, policies, procedures
  • Model .ItsCURRICULUM ... FLIPPED CLASSROOM MODULES Pre-work: E-learnings met concepten, modellen, etc. Klassikale workshop voor discussies, oefening, etc. E-LEARNINGS & MANAGER DESK Een paar gouden regels Informatie over processen, policies, procedures
  • • Model .Its  Brings team leaders together across business units borders  Topics are defined by participants in advance (1 mailing a year launched by L&D department)  Since 2010  Three times a year  In four groups of 15 team leaders  Half-day event  Plan: mainly sharing practices, discussion, working on cases in specific people management topics COMMUNITY OF PRACTICE: team leader lunches
  • • Model .Its “Team Leader Lunch”  Successful since 2010  Three times a year  In four groups of 15 team leaders  Half-day event  Plan: mainly sharing practices, discussion, working on cases in specific people management topics COMMUNITY OF PRACTICE
  • Model .Its 3 MENTORING  Mentee: ‘First time’ young executive  Mentor: Senior manager, not from the hierarchical line  Process: 9-12 months – monthly F2F – two hours  Content: Advice and sounding board on people, team & work management
  • Model .Its 3 MENTORING  Mentee: ‘First time’ jonge leidinggevende  Mentor: Senior manager, niet uit zijn hiërarchische lijn  Proces: 9 maanden – maandelijks – 2 uur  Inhoud: Advies en klankbord inzake people, team & work management
  • Model .ItsPublic Speaking TRAINING & E-LEARNING COURSES Various conventional and e-learning modules. Depending on the level or specific component of presentation. IMEC COACHES Experienced speakers who also give feedback during the last part of the workshop ‘presenting your research’. Speakers also remain available for this group of participants subsequently.
  • Model .ItsPublic Speaking TOASTMASTERS COMMUNITY ± 15 members at Imec: every two weeks they give presentations on a whole range of topics This increases their self-confidence. (www.toastmasters.com) DRY RUNS Organisation of dry runs with audience (colleagues, management), with feedback template.
  • Model .ItsOperating clean-room tools TRAINING & E-LEARNING COURSES Modular curriculum on the appliance and the processes. SHADOWING ± two months, ‘accompanying’ and noting only EXPERIENCE-BASED LEARNING ± three months preparing formulas yourself, but appliance manager supervises, corrects and presses ‘GO’ until no mistakes have been made for a month and a certification procedure follows
  • Model .Its...because some things call for a lot of practice before you risk ‘the real thing’ (for instance because of the financial impact of errors)
  • Model .ItsProject management SUPPORTING TECHNOLOGY Imec Share is a Sharepoint platform that enables thorough collaboration and supports a uniform methodology. ON-THE-JOB COACHING In this case, the coach is a coordinating manager who acts as early adopter and champion and makes time to train new project managers and teams in this.
  • Model .ItsLync (tool) TRAINING A short lunchtime seminar on why and what. AMBASSADORS 80 Imec people (= someone from every corridor on every floor of every building) were given more in-depth training and then acted as ambassadors. For a whole week, they wore the blue Lync t-shirt. This made them a visible contact point for practical questions after/upon implementation.
  • Model .ItsAn example in sales TRAINEESHIP An engineer who was thinking of moving to a sales job was not asked to “just” occasionally make part of the team and to observe. But he was given a 20% assignment in sales (evaluate and optimise wafer service).  He learned a lot about the sales process.  It was also a win-win situation for Imec. But in other fields or areas of expertise too, we are reaping the rewards of INTERNAL MOBILITY Since 2009, over 30% of job vacancies have been filled internally . (= almost 40 internal vacancies / year)
  • Model .ItsProblem solving TEACHING Let staff train their colleagues in the 8D methodology themselves ! It’s an excellent way of processing the material further themselves. Let staff also record the lesson on video and make sure that everyone can do this easily. The video = just-in-time learning for other interested people. REAL-CASE SUPPORT Have the project managers supported by an expert in 8D methodology. FACILITATING TOOL & ENVIRONMENT Software in which problems should be logged, adapted to this methodology Provide a dedicated escalation room with templates (e.g. Fishbone), checklists with questions, etc.
  • Model .Its Manager Training & Advice Boss paints & Colora
  • Its Boss paints & Colora = an informal (learning) culture
  • Its BOSS paints is a Belgian paint manufacturer with its head office in Waregem (West Flanders). It is a family firm in which the third generation (Bossuyt family) is currently at the helm. BOSS has around 250 employees, and just as many different colours. In recent years it has been undergone significant professionalization and has continued to grow, in spite of the economic crisis. The company is large enough to be able to rival other (mostly multinational) paint manufacturers, and at the same time it is small enough to be quick and nimble. It is an example of Flemish entrepreneurship and West Flemish modesty …
  • Its BOSS’s company culture is informal and involves a great deal of consultation and collaboration between departments. The mentality is ‘no-nonsense’: ‘do what you have to do’. You can often hear people say “just go after what you desire”. If someone wants to launch something and can get people enthused about it --> just do it!
  • Its We really have a learning culture. Everyone is given opportunities for training. At both the departmental and the individual level.
  • Its A vision of ITE (instruction, training, education) has been developed by HR and the technical-commercial department. And strangely enough it is the latter that is responsible for employees’ technical learning processes.
  • Its Core elements of our vision on learning: employability learning should not be undertaken only in relation to one’s current job, but also with a view to the future, potentially in another position informal learning to supplement the classic training programmes, colleagues are encouraged to share knowledge and to help train and coach each other constructivism people are by nature driven to go on learning in order to “be able to keep up”, and they do so by linking new knowledge to knowledge already acquired; in other words, learning is an ongoing process
  • ItsIn the second half of 2012, the term ‘Blended learning’ appeared for the first time at BOSS paints. No one at the company had heard this term before. Now, in 2014, we still have our classic training. But we also have as e- learning, toolboxes, mentorship, instructional videos, tests, and even our first game!
  • Its One unusual feature is the Paint party on Friday afternoons where staff from all departments can learn ‘painting’ from an instructor and thus get to know and learn how to use our products.
  • Blended learning at BOSS paints and Colora  The technical training plans are bundled into a Learning Management System (LMS), that can be consulted online and via the open source tool Moodle.  A demo can be found on http://everest.boss.be.  Each employee is in charge of his or her own trajectory and is given 4 years to complete it. In other words, you can set your own pace.
  • ItsSince 2013, training & development has been part of the annual evaluation process of employees at BOSS paints.
  • ItsWhy has this succeeded at BOSS paints and Colora?  The company culture and scale of the company open culture, strong collaboration, everyone knows everyone  Teamwork people work well together and enjoy doing so  Speed of working sometimes we did not follow the official channels because that can take a lot of time. (when working out the LMS, not a single IT worker was involved)
  • ItsWhy has this succeeded at BOSS paints and Colora?  And yet step by step A structured approach to the process and the way forward.  Management’s involvement is an essential condition From the very outset, our management recognised that this is a strategic project. it sounds good, but an ROI and monthly reports were expected  Enthusiasm and humour A little disguise and a few jokes in the e-learning programmes, throwing in a ‘What-if’ film clip when attention begins to flag … Humour works!
  • Model .Its Some lessons learned listed by participants. The logo above comes from the website of the same name. www.brainpickings.org Literature – psychology –philosophy – architecture, etc. Inspiring and attractive at the same time. Highly recommended!  Follow on Twitter @brainpicker, too.
  • 5
  • Personal approach is a critical success factor. Culture matters: move away from the pigeonhole approach + people must be given space. Management plays a crucial role. Find out “what’s in for them” = participants.
  • Ensure that ambassadors = enthusiastic + approachable + recognisable. The instructor is in the driver’s seat.
  • Model .Its Yes it was FUN ! 
  • Talk to our Kluwer Learning Consultans
  • Isabel.declercq@kluwer.be Nele.vanhooste@imec.be Christophe.toye@boss.be DO YOU WANT MORE INFORMATION?