Empowering your people to learn & grow in a modern workplace
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What can supervisors and managers do to support an agile approach to learning, so their people can shine on the job?
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Empowering your people to learn & grow in a modern workplace
- 1. Empowering your people to learn & grow in a modern workplace
- 5. Connect with others to build a professional learning network
- 6. “WORKING OUT LOUD is working in an open, generous, connected way that enables you to build a purposeful social network, become more effective, and access more opportunities” John Stepper
Editor's Notes
- One of your primary roles as a supervisor, is guiding and supporting the Learning & Development of your people…….and to drive a self-managed, self-organised learning culture on-the-job everyday beyond the training room Our work is complex – centering on the unique characteristics of each child and family – that sometimes change day-day and week-week We possess a set of evidence-based, pedagogical principles, though ultimately we need to develop ways of working with children (and families) that meet their individual needs – there are no recipes If we’re to get the best outcomes for children under the EYLF, we need to be agile learners who can seek out information, share & test our ideas by ‘working and learning out loud ‘ across our network and formulate plans that are somewhat fluid depending on day-day and week-week circumstances – often our educators need to be able to think on their feet, in the spur of the moment
- The evidence suggests, that the most effective way to learn at work, is to utilise both, formal training and the informal learning opportunities available everyday across the working environment This approach to workplace learning and development is often referred to as the 70: 20: 10 framework That is, we largely learn by doing our job (experience), complemented by formal learning activities (training) and the conversations we have with supervisors and colleagues: 70% EXPERIENCE + reflection 20% CONVERSATIONS to seek and share relevant knowledge & information 10% FORMAL TRAINING - workshops, courses, eLearning In other words, our learning predominantly occurs around the job - our learning can and does occur everywhere at work! Most of us are already learning through 70:20:10 – so this model doesn’t represent any additional workload for the way you guide your team’s learning and development – it simply gets you to think more deeply around how you can fully leverage the array of learning available to your people. As a supervisor, you play a particularly important role in the 70 and 20. How do you support “Experience” to enhance learning on the job and cultivate “Conversations” through a connected team?
- We now know that our mindset substantially influences our trajectory at school, at work, in life How receptive we are to new challenges and the extent of our Growth Mindset, largely determines our success at work and perhaps our happiness Do you like to try new things and see challenges as a way to grow? Or do you prefer to stick to what you know and is comfortable? Where do you mainly sit - Growth Mindset or Fixed Mindset? Are you being receptive enough to growth opportunities? Where do your team members sit? Is your mindset limiting or opening you and your team up to growth opportunities? Are you creating experiences for your people, as an opportunity for challenge and growth, in a supported way to help them succeed?
- “Becoming a reflective practitioner involves taking responsibility for our own professional learning and provides a deeply rewarding method for generating new and creative ways of working.” “It offers a way of bringing theory and practice together, learning from experiences and making changes to practice in light of new understandings.” “Reflective practitioners are willing to ‘stand outside’ and observe themselves at work in order to better understand their actions and to determine the strengths and limitations of their current approach.” How do you go about being a reflective practitioner? How do you encourage your team to be reflective? What opportunities do you create for this purpose? Do you provide your team with a degree of autonomy to enable reflective practice? Do you permission your team to try new ways of working?
- Connecting subject matter experts, knowledge sharing, collaborative learning - all depend on an organisation being able to leverage its expertise, broadly across ‘silos’ Shifting to being a more connected learning organisation can drive us beyond our own silo and magnify our opportunities for learning and innovation – for improving the quality of our services – and of course better outcomes for the people we serve In this regard, as supervisors, we need to recognise and promote the value of increasing our connections across the organisation and beyond Encourage your people to build their own professional learning network to support knowledge sharing and learning, to create solutions to the challenges faced on-the-job
- WORK OUT LOUD in an open, generous, connected way enables us to Learn Out Loud Encourage your people to tell others about the work they’re doing, to test ideas, to learn through others and to engage in conversations that make those ideas even better Aim to create a supportive, non-threatening environment where everyone is comfortable to test their ideas with respectful peers through Working and Learning Out Loud
- An individual development plan is an important platform for partnering with your people to co-design a pathway relevant and specific to their role An IDP based on 70:20:10 asks us to get beyond a narrow focus just on formal ‘training’ 70:20:10 highlights the more considerable informal learning experiences available around the workplace and often in the flow of work Designing an Individual Development Plan that considers the broad array of formal and informal learning experiences available, creates a richer, deeper and more context specific development pathway – it also puts learning front and centre within our everyday experience of work The 70:20:10 IDP is also more likely to engage us in a Growth Mindset approach to the work we do – it’s likely to bring a more interesting pathway to growing our knowledge, skills, competency – our capability It also helps us to reframe our work so we start to see that – “work is learning – and - learning is the work” Ideally, we need to promote a Growth Mindset across our teams, so that our people drive much of their own learning with an attitude that goes something like this: “I’m not there yet, though I’m growing and getting to be a better practitioner – a reflective practitioner - not afraid to try new things”
- Thanks for viewing and hopefully there’s been a few ideas here to tweak your curiosity around how you might support your people to really shine on the job