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Learning more about Learning & Development March 2012

Learning more about Learning & Development March 2012



Half day open training event held in Toronto, Canada.

Half day open training event held in Toronto, Canada.



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    Learning more about Learning & Development March 2012 Learning more about Learning & Development March 2012 Presentation Transcript

    • Learning more about Learning & Development by Toronto Training and HR March 2012
    • 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
    • Introduction Page 3
    • 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
    • Types of learning Page 5
    • Types of learning 1 of 2ComprehensionReflex learningAttitude developmentMemory trainingProcedural learning Page 6
    • Types of learning 2 of 2Instrumental learningDialogic learningSelf-reflective learning Page 7
    • Models of learning Page 8
    • Models of learningBehaviourist theoryExperimental psychologyExperiential learningLearning stylesLearning cycle Page 9
    • Aligning measures with mission Page 10
    • 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
    • Adding value in Learning & Development Page 12
    • Adding value in Learning & DevelopmentAlignEngageMeasure Page 13
    • Virtual training Page 14
    • 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
    • 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
    • Roles and social learning Page 17
    • Roles and social learningRoleStatusSocial structureInstitutionNormPrimary groupReference groupSignificant otherGeneralized other Page 18
    • Training for agility Page 19
    • 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
    • Accelerating leadership development Page 21
    • Accelerating leadership developmentIdentify development gapsUse outcome-based planningIdentify developmental test pointsEncourage managers to think aloud Page 22
    • Key failings in leadership development Page 23
    • 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
    • Emotional intelligence Page 25
    • 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
    • Understanding learning and the learners Page 27
    • Understanding learning and the learnersThe age of the trainerThe age of the learnerKnowledge workersLearning technologies Page 28
    • Issues of power and politics Page 29
    • Issues of power and politicsResourcePositionExpertise Page 30
    • Breaking in new recruits Page 31
    • Breaking in new recruitsShare secretsCash inSet ground rulesPick their brainsShare your visionFind their forteHook them upPraise themPersevere Page 32
    • Establishing andmaintaining business partnerships Page 33
    • Establishing and maintaining business partnershipsPartner othersAchieve resultsRaise awarenessTravel aroundNever be complacentEnsure ethical practiceRecognize the importance of context Page 34
    • Issues in workplace learning Page 35
    • Issues in workplace learningExperiential cycle of learningLearning stylesReflectionTacit knowledge and explicit knowledgeThe learning organization Page 36
    • Knowledge management Page 37
    • Knowledge managementDefinitionQuestions to askObjectives of knowledge management toolsRoles in knowledge managementChallenges for HR Page 38
    • Impact points of learning Page 39
    • Impact points of learningPlanningClassroom training or learningBehaviour changeResults/effects of training Page 40
    • Identifying a program’s learning outcomes Page 41
    • 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
    • Business education: the top trends Page 43
    • Business education: the top trendsGrowth marketsFlexibilityEmbracing social mediaNew destinationsDistance and blended learningOperate in a global contextGreater classroom diversity Page 44
    • Case study A Page 45
    • Case study A Page 46
    • Case study B Page 47
    • Case study B Page 48
    • Case study C Page 49
    • Case study C Page 50
    • Conclusion and questions Page 51
    • Conclusion and questionsSummaryVideosQuestions Page 52