Informal Learning: How to Ensure Accountability and Impact on the Business


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As workplace learning, development, and performance leaders invest in informal and on demand learning resources such as eLearning and social networking, how do we know that participants have learned the content?

How do we know if they are using their new knowledge, skills, abilities, and behaviors (KSABs) on the job? How do we find out if participants are making a positive impact on the business as a result of what they learned?

We’ll explore those questions and propose a new tool as a possible way to address the challenges to Kirkpatrick’s Evaluation Levels #3 and #4.

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Informal Learning: How to Ensure Accountability and Impact on the Business

  1. 1. 2/13/2013 OBJECTIVESINFORMALLEARNING Describe the impact of the global economy and labor market on the talent development operating environment. Name, describe, and give examples of informalHOW TO ENSURE on-demand, and social network learning. Recall Kirkpatrick’s four levels of trainingACCOUNTABILITY evaluation. Describe what a portfolio is, and how it can beAND BUSINESS IMPACT used to drive levels 3 and 4 evaluation. 2WHY? AGENDA Be in-the-know about informal, on-demand, The New Reality eLearning, and social networking learning. New Ways to Access Content Re-think how you are assessing value of learning New Tool to Drive Levels 3 and 4 activities and programs. Case Study: New Era Management Development Be in-the-know about a new tool to document Program value and return on investment. Next Steps3 4 1
  2. 2. 2/13/2013THE NEW Over the RainbowREALITY The Old Corporate The New Career Ladder Lattice 2
  3. 3. 2/13/2013Preparation Meets Opportunity NEW WAYS TO ACCESS CONTENT FORMAL VS. INFORMAL LEARNING FORMAL INFORMAL • Planned • Unplanned • Structured • Loosely Structured • Led by Subject Matter Experts • Many sources of expertise • Scheduled Time • Planned or unplanned 12 3
  4. 4. 2/13/2013TYPES OF INFORMAL INFORMAL LEARNING OPPORTUNITIESLEARNING Job Shadowing Stretch Assignments Coaching Informational Interviews On-Demand Learning E-Learning Social Networking Learning13KIRKPATRICK’S 4 LEVELS KIRKPATRICK’S 4 LEVELS Results Transfer Learning Reactions15 16 4
  5. 5. 2/13/2013ACTIVITY: ACTIVITY:KIRKPATRICK LEVELS 1 & 2 KIRKPATRICK LEVELS 3 & 4 What are ways to gather reactions from What are some ways which you can drive levels 3 employees & see if they’ve learned the and 4 within Kirkpatrick’s model? information?17 18 NEW TOOL TO Using DRIVE LEVELS Expectations and Intention 3 AND 4 to Drive Transfer and Impact 5
  6. 6. 2/13/2013WHAT IS A PORTFOLIO? KEY PARTS OF A PORTFOLIO A portfolio is a physical or electronic archive of Professional Profile evidence that documents and describes professional accomplishments, growth, and Credentials development Leadership Highlights Performance Reviews21 22KEY PARTS OF A PORTFOLIO KEY PARTS OF A PORTFOLIO Development Plans Reflections Professional Development Action Plan Publications, Presentations & Projects Assessments Achievements and Awards23 24 6
  7. 7. 2/13/2013VALUE OF A PORTFOLIO CASE STUDY: How do you view this as valuable to an individual or an organization? NEW ERA MANAGEMENT DEVELOPMENT PROGRAM25 NEW ERA MANAGEMENT PORTFOLIO TOOL DEVELOPMENT PROGRAMS Manager Program Project Manager Program 28 7
  8. 8. 2/13/2013 ACTIVITYNEXT STEPS Reflect on whether or not portfolios would be appropriate for your organization, and brainstorm ways in which you believe you would be able to use it 30 8