Your SlideShare is downloading. ×
Recent developments in Learning & Development February 2011
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Recent developments in Learning & Development February 2011

911
views

Published on

One day interactive open workshop in Toronto for Learning & Development specialists and individuals involved in training.

One day interactive open workshop in Toronto for Learning & Development specialists and individuals involved in training.

Published in: Business, Technology

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
911
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
22
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Recent developments in Learning & Development
    by Toronto Training and HR
    February 2011
  • 2. 3-4 Introduction to Toronto Training and HR
    5-6 Maintaining training for all in difficult times
    7-8 Using training evaluation results
    9-10 Calculating the return on Learning & Development
    11-13 Re-engineering Learning & Development
    14-15 Financial education
    16-17 Causes of knowledge gaps
    18-20 Learning styles
    21-23 Integrating learning into workflow
    24-28 Enterprise learning
    29-35 Social media and social learning
    36-39 Mobile learning
    40-41 Drill
    42-44 Making development work
    45-53 Leadership development
    54-60 Talent management
    61-63 Using your intuition
    64-75 Case studies
    76-77 Conclusion and questions
    Contents
    Page 2
  • 3. Page 3
    Introduction
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis 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 course design
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    Maintaining training for all in difficult times
  • 8. Page 6
    Maintaining training for all in difficult times
    Understand what drives profitability in the organization
    Refocus your budget to where it matters most
    Create more informal opportunities for learning
    Identify the skills needed by employees to help the organization thrive when the financial situation improves, and the training required to develop them
    Help senior managers to understand the value of coaching to encourage a culture of employee development
  • 9. Page 7
    Using training evaluation results
  • 10. Page 8
    Using training evaluation results
    To improve training content
    To refine training methods
    To identify training gaps
    To inform training strategy
    To prove worth of training
    To select/deselect external trainers
    To assess the business case for training
    To measure return on investment
  • 11. Page 9
    Calculating the return on Learning & Development
  • 12. Page 10
    Calculating the return on Learning & Development
    Establish the prime purpose
    Understand compliance
    Focus on core skills
    Gain competitive advantage
    Measure L & D effectiveness
    Use ROI to compare different programs
  • 13. Page 11
    Re-engineering learning & development
  • 14. Page 12
    Re-engineering learning & development 1 of 2
    Involve the team in designing and implementing the changes that are needed
    Don’t be afraid to ask the “stupid questions”-challenge pre-conceptions about the way things are currently done
    Put performance consulting at the core of all learning solutions
    Secure commitment, engagement and participation from key stakeholders
    Harness new learning technologies to create the optimal learning solutions
  • 15. Page 13
    Re-engineering learning & development 2 of 2
    Allow people to make mistakes to create an innovation culture
    Measure, and then heavily communicate, business impact
    Identify key champions and agents of change in learning & development
    Be strong and have faith in your team and strategy
    Don’t be afraid to make the changes needed for the ultimate benefit of the organization, L&D and individuals
  • 16. Page 14
    Financial education
  • 17. Page 15
    Financial education
    Have a dry run of the seminar or online course so it can be tweaked as necessary
    Consider capturing seminars on video
    Promote the campaign
    Offer private places and computers if online tools or workbooks are required
    Collect feedback
    Allow employees to take part in financial literacy education activities in paid work time
  • 18. Page 16
    Causes of knowledge gaps
  • 19. Page 17
    Causes of knowledge gaps
    Lack of knowledge management
    Lack of frequency in training
    Information overload
    Lack of trainee attention
    Lack of relevance
    Lack of confidence
    Lack of satisfaction
  • 20. Page 18
    Learning styles
  • 21. Page 19
    Learning styles
  • 22. Page 20
    Learning styles 2 of 2
    CULTURAL VALUES AND LEARNING STYLE PREFERENCES
    Independent variables
    Power distance
    Individualism/collectivism
    Masculinity
    Uncertainty avoidance
    Long-term orientation
    Control variables
  • 23. Page 21
    Integrating learning into workflow
  • 24. Page 22
    Integrating learning into workflow 1 of 2
    Work with business to understand the live work environment - what activities and tools the individual needs to do in their job.
    When developing e-learning, set tasks that need to be worked out in the live/work environment.
    Use a range of formats to suit the audience (e.g. video, Flash, reading).
    Provide job aids within the learning that can be used back at work, e.g. checklists.
    Provide a choice of webinars for individuals to provide opportunities for interaction.
  • 25. Page 23
    Integrating learning into workflow 2 of 2
    Don't force individuals to use your solution in a linear manner - create paths for staff to achieve their goals.
    Allocate more time than you think necessary to usability issues-particularly if your audience comes from a varied background.
    Analyse individual activity to provide on-going recommendations for learning.
    Position learning as an integral part of individual's journey in their job role.
    Use analytics to understand where workflows can be redesigned.
  • 26. Page 24
    Enterprise learning
  • 27. Page 25
    Enterprise learning 1 of 4
    CREATING AND MAINTAINING A COMPETITIVE ADVANTAGE
    The efficiency and effectiveness of current organizational and worker performance in winning in the current market
    The ability to predict future market needs and behaviours, set appropriate goals, and develop a strategy and performance system that aligns with goals to create a future competitive advantage
    The ability to implement systemic change from the current performance to future state, while keeping everyone fully engaged.
  • 28. Page 26
    Enterprise learning 2 of 4
    WHAT CAN A WELL-RUN LEARNING FUNCTION DO?
    Help attract and retain talent by showing organizational commitment to development
    Help leaders discover and improve environmental factors associated with performance
    Reduce siloed thinking that can lead to costly redundancy, in turn, identifying common cross-functional needs, and sharing solutions and efficiencies
    Consolidate and focus spending
    Provide accountability for the investments made
  • 29. Page 27
    Enterprise learning 3 of 4
    PURPOSE OF ENTERPRISE LEARNING
    To provide effective learning experiences to help individuals develop the strategically important skills necessary for them to perform their job both today and in the future
    To work with leaders to ensure that these skills are being applied within the performance system to create a competitive advantage
  • 30. Page 28
    Enterprise learning 4 of 4
    OUTCOMES TO ACHIEVE REGARDING COMPETITIVE ADVANTAGE
    Needs to be capable of identifying the strategically important skills of individuals in critical job roles for
    today and tomorrow
    Identifying or creating effective learning tools that
    develop skills in those who need them
    Ensuring that the new skills are applied back on the
    job, or are poised for application when
    change occurs
  • 31. Page 29
    Social media and social learning
  • 32. Page 30
    Social media and social learning 1 of 6
    TYPES
    Online simulations
    Mobile learning
    Social networks
    Podcasts
    Wikis
    Virtual worlds
  • 33. Page 31
    Social media and social learning 2 of 6
    COMPETENCIES NEEDED TO IMPLEMENT
    Subject matter expertise
    Information technology
    Project management
    Instructional design
    Specific tool expertise
    Facilitation expertise
  • 34. Page 32
    Social media and social learning 3 of 6
    COMPETENCIES NEEDED TO IMPLEMENT
    Job and task analysis
    Specialized production
    Programming expertise
    Purchasing and contracts
    Dedicated administrative support
  • 35. Page 33
    Social media and social learning 4 of 6
    LEARNING LEADERS ARE WELL SERVED IF THEY…
    Reformulate their learning strategy to become a combination of formal, informal, and social in nature
    Demonstrate by example that social learning can work and is important to the entire learning cycle
    Rally the organization around social learning as a way to improve employee connections and
    engagement
  • 36. Page 34
    Social media and social learning 5 of 6
    BUT I HAVE A DECREASING BUDGET…
    IT department
    Vendors
    Formal instructor-led training
    Stealth pilot
  • 37. Page 35
    Social media and social learning 6 of 6
    MEASURES
    Assess the value of a business impact study
    Align support and stakeholders
    Identify strategic goals
    Determine metrics
    Collect the data
    Calculate the business impact
    Improve the impact for future investments
  • 38. Page 36
    Mobile learning
  • 39. Page 37
    Mobile learning 1 of 3
    What is it?
    Three distinct types
    Benefits
    Trade-offs
    Tracking expectations
  • 40. Page 38
    Mobile learning 2 of 3
    STAGES TO FOLLOW:
    Evaluate and plan for the business needs for mobile learning.
    Understand the targeted end-users and their contexts.
    Know the limitations and capabilities of the technologies involved.
    Develop the appropriate mobile learning content or experiences.
  • 41. Page 39
    Mobile learning 3 of 3
    STAGES TO FOLLOW:
    Design the interaction flow and graphical user interface for ease of navigation.
    Program functional prototypes or use authoring tools to build the mobile learning application.
    Test and evaluate the mobile learning application using target mobile devices.
  • 42. Page 40
    Drill
  • 43. Page 41
    Drill
  • 44. Page 42
    Making development work
  • 45. Page 43
    Making development work 1 of 2
    Development works best as a form of natural social learning, in small groups providing meaning to managers’ experiences.
    Development has to enable managers to become seriously reflective in the context of taking action.
    Companies and other organizations function most effectively as communities of human beings; development programs should be designed to enhance this.
    Middle managers are key to this as development can build their confidence and commitment alongside their capabilities, especially in being able to grow strategies from the middle out.
  • 46. Page 44
    Making development work 2 of 2
    DEVELOPMENT ROI
    Financial return
    Opportunity cost
    Emotional return
  • 47. Page 45
    Leadership development
  • 48. Page 46
    Leadership development 1 of 8
    GAPS IN LEADERSHIP SKILLSPerformance management
    Coaching/mentoring/developing staff
    Leading people and people management
    Leading and managing change
    Business and commercial acumen
    Communication/interpersonal skills
    Motivational skills
    To prepare managers for leading across cultures
    Innovation
    To help develop global business
  • 49. Page 47
    Leadership development 2 of 8
    FOCUS OF ACTIVITIES IN 2011Addressing the current underperformance of leaders
    Improving relationships with external or partner organizations
    Changing the leadership style across the organization
    To help develop global business
    To help prepare managers for leading across cultures
    Improving the skills of leaders to think in a more strategic and future-focused way
    Enabling the achievement of the organization’s strategic goals
  • 50. Page 48
    Leadership development 3 of 8
    FOCUS OF ACTIVITIES IN 2011To help prepare managers for international assignments
    Accelerating change within the organization
    Changing the prevailing organizational culture
    Producing a common standard of behaviour for those in leadership roles
    Developing high-potential individuals valued by the organization
    Improving the skills of leaders to think in a more strategic and future-focused way
  • 51. Page 49
    Leadership development 4 of 8
    CHALLENGES TO BE ADDRESSED
    Strategic issues-creating an integrated and systematic process for identifying, assessing, developing, and retaining talent for critical roles
    Alignment challenges-ensuring that leadership is in step with an organization’s strategy and that the competencies being groomed across the leadership pipeline are indeed those that will deliver the capabilities required and the business results desired
  • 52. Page 50
    Leadership development 5 of 8
    CHALLENGES TO BE ADDRESSED
    Talent areas-building a steady and ready deep bench of leaders available to fill any gaps that surface
    Performance aspects-ensuring that leaders are effectively and efficiently producing the goods and services that meet and exceed customer needs
  • 53. Page 51
    Leadership development 6 of 8
    THE BUSINESS OF LEADER DEVELOPMENT
    Business imperatives
    Organization capabilities
    Leader competencies
    Business outcomes
  • 54. Page 52
    Leadership development 7 of 8
    DRIVERS OF LEADER TALENT DEVELOPMENT
    The capabilities in which an organization
    needs to excel to drive to those outcomes
    The essential competencies required to achieve them
    The varied impact of the leader’s role
  • 55. Page 53
    Leadership development 8 of 8
    AN INTEGRATED LEADER DEVELOPMENT APPROACH
    Leader
    Leading
    Leadership
  • 56. Page 54
    Talent management
  • 57. Page 55
    Talent management 1 of 6
    OBJECTIVES
    Developing high potential employees
    Growing future senior managers and leaders
    Retaining key people
    Enabling the achievement of the organization’s strategic goals
    Meeting the future skills requirements of the organization
  • 58. Page 56
    Talent management 2 of 6
    OBJECTIVES
    Attracting and recruiting key individuals to the organization
    Supporting changes in the organizational structure or business environment
    Assisting organizational resource planning
    Addressing skills shortages
    Redeployment of workers to other roles
  • 59. Page 57
    Talent management 3 of 6
    WAYS TO MEASURE EFFECTIVENESS OF INITIATIVES
    Clear success criteria identified at the outset
    Formal annual (or other regular) evaluation process for talent management at an organization-wide level
    Time and cost to fill key roles
    Employee attitude surveys
  • 60. Page 58
    Talent management 4 of 6
    WAYS TO MEASURE EFFECTIVENESS OF INITIATIVES
    Feedback from employees involved in talent
    management initiatives
    Feedback from line managers
    Implementation of formal succession plans
    Retention of those identified as 'high potential'
    The number of people promoted internally
    Anecdotally – observation of changes
  • 61. Page 59
    Talent management 5 of 6
    TYPES OF ACTIVITY
    Coaching
    In-house development programs
    High-potential development schemes
    360-degree feedback
    Internal secondments
    Mentoring and buddying schemes
    Job rotation and shadowing
    Action learning sets
  • 62. Page 60
    Talent management 6 of 6
    TYPES OF ACTIVITY
    Courses at external institutions
    Development centres
    Cross-functional project assignments
    Graduate development programs
    Courses leading to a
    management/business qualification
    Assessment centres
    External secondments
  • 63. Page 14
    Using your intuition
  • 64. Page 62
    Using your intuition 1 of 2
    Sensing when a problem might exist-for example, when someone’s story doesn’t stack up or there’s an ethical dilemma
    Performing well-learned behaviour patterns rapidly. We can often simply go ahead and do something in a situation that’s familiar, rather than think too much about it
    If expectations are violated. When we expect a situation to go a certain way but it doesn’t, this can set off our intuitive alarm bell
  • 65. Page 63
    Using your intuition 2 of 2
    Synthesising the big picture. When faced with several isolated pieces of information, intuition lets us stand back avoid “analysis paralysis” and sense how the pieces might fit together
    Checking out the results of rational analysis. Sensing when hard data doesn’t feel quite right, intuition can sound the alarm for us to seek more information or look at what data we do have from a different angle
  • 66. Page 64
    Case study A
  • 67. Page 65
    Case study A
  • 68. Page 66
    Case study B
  • 69. Page 67
    Case study B
  • 70. Page 68
    Case study C
  • 71. Page 69
    Case study C
  • 72. Page 70
    Case study D
  • 73. Page 71
    Case study D
  • 74. Page 72
    Case study E
  • 75. Page 73
    Case study E
  • 76. Page 74
    Case study F
  • 77. Page 75
    Case study F
  • 78. Page 76
    Conclusion & Questions
  • 79. Page 77
    Conclusion
    Summary
    Questions

×