Learning more about Learning & Development March 2012

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Half day open training event held in Toronto, Canada.

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Learning more about Learning & Development March 2012

  1. 1. Learning more about Learning & Development by Toronto Training and HR March 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-7 Types of learningContents 8-9 10-11 Models of learning Aligning measures with mission 12-13 Adding value in Learning & Development 14-16 Virtual training 17-18 Roles and social learning 19-20 Training for agility 21-22 Accelerating leadership development 23-24 Key failings in leadership development 25-26 Emotional intelligence 27-28 Understanding learning and the learners 29-30 Issues of power and politics 31-32 Breaking in new recruits 33-34 Establishing and maintaining business partnerships 35-36 Issues in workplace learning 37-38 Knowledge management 39-40 Impact points of learning 41-42 Identifying a program’s learning outcomes 43-44 Business education; the top trends 45-50 Case studies 51-52 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. 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 banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Types of learning Page 5
  6. 6. Types of learning 1 of 2ComprehensionReflex learningAttitude developmentMemory trainingProcedural learning Page 6
  7. 7. Types of learning 2 of 2Instrumental learningDialogic learningSelf-reflective learning Page 7
  8. 8. Models of learning Page 8
  9. 9. Models of learningBehaviourist theoryExperimental psychologyExperiential learningLearning stylesLearning cycle Page 9
  10. 10. Aligning measures with mission Page 10
  11. 11. Aligning measures with missionProviding L&D services in response to requestsOptimizing L&D resources, processes and systemsBuilding competitive advantage by helping createproductive organizationsShaping employers’ future successLeading in the building of knowledge-productiveorganizations Page 11
  12. 12. Adding value in Learning & Development Page 12
  13. 13. Adding value in Learning & DevelopmentAlignEngageMeasure Page 13
  14. 14. Virtual training Page 14
  15. 15. Virtual training 1 of 2MAKING IT WORKDesign a series of short modules—about 60 to 90minutes—each followed by a work assignment thatimmediately applies the learning to the jobMove from monologue to dialogue for the deliveryEnsure that the delivery is interactiveInclude multimedia content to illustrate complexconcepts, such as short pre-recorded audio andvideo segments Page 15
  16. 16. Virtual training 2 of 2MAKING IT WORKKeep the classroom size to a maximum of 20 to 25learners.Attempt to model programs on the structure andstyle of a phone-in radio show, including guestsand compelling narrative Page 16
  17. 17. Roles and social learning Page 17
  18. 18. Roles and social learningRoleStatusSocial structureInstitutionNormPrimary groupReference groupSignificant otherGeneralized other Page 18
  19. 19. Training for agility Page 19
  20. 20. Training for agilityWhat is agility?Types of agilityIncreasing the agility-building quotient of yourdevelopment effortsTargeted learning programs to build agilityHabits of agile performersBenefits of building agile work practices Page 20
  21. 21. Accelerating leadership development Page 21
  22. 22. Accelerating leadership developmentIdentify development gapsUse outcome-based planningIdentify developmental test pointsEncourage managers to think aloud Page 22
  23. 23. Key failings in leadership development Page 23
  24. 24. Key failings in leadership developmentLack of appropriate leadership developmentstrategiesPoor implementation of leadership developmentprogramsLack of effective succession planningNeglect of multinational leadersPoor partnership between HR and corporateleaders Page 24
  25. 25. Emotional intelligence Page 25
  26. 26. Emotional intelligenceDefinitiona person’s ability to understand his or her ownbehaviourto regulate his or her own behaviourto understand other people’s behaviourand to regulate other people’s behaviour Page 26
  27. 27. Understanding learning and the learners Page 27
  28. 28. Understanding learning and the learnersThe age of the trainerThe age of the learnerKnowledge workersLearning technologies Page 28
  29. 29. Issues of power and politics Page 29
  30. 30. Issues of power and politicsResourcePositionExpertise Page 30
  31. 31. Breaking in new recruits Page 31
  32. 32. Breaking in new recruitsShare secretsCash inSet ground rulesPick their brainsShare your visionFind their forteHook them upPraise themPersevere Page 32
  33. 33. Establishing andmaintaining business partnerships Page 33
  34. 34. Establishing and maintaining business partnershipsPartner othersAchieve resultsRaise awarenessTravel aroundNever be complacentEnsure ethical practiceRecognize the importance of context Page 34
  35. 35. Issues in workplace learning Page 35
  36. 36. Issues in workplace learningExperiential cycle of learningLearning stylesReflectionTacit knowledge and explicit knowledgeThe learning organization Page 36
  37. 37. Knowledge management Page 37
  38. 38. Knowledge managementDefinitionQuestions to askObjectives of knowledge management toolsRoles in knowledge managementChallenges for HR Page 38
  39. 39. Impact points of learning Page 39
  40. 40. Impact points of learningPlanningClassroom training or learningBehaviour changeResults/effects of training Page 40
  41. 41. Identifying a program’s learning outcomes Page 41
  42. 42. Identifying a program’s learning outcomesIdentify the objectives of the organizational unitIdentify the desired on-the-job behaviours ofparticipantsWrite learning objectivesDetermine content, delivery mode and schedule Page 42
  43. 43. Business education: the top trends Page 43
  44. 44. Business education: the top trendsGrowth marketsFlexibilityEmbracing social mediaNew destinationsDistance and blended learningOperate in a global contextGreater classroom diversity Page 44
  45. 45. Case study A Page 45
  46. 46. Case study A Page 46
  47. 47. Case study B Page 47
  48. 48. Case study B Page 48
  49. 49. Case study C Page 49
  50. 50. Case study C Page 50
  51. 51. Conclusion and questions Page 51
  52. 52. Conclusion and questionsSummaryVideosQuestions Page 52

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