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Trends In Learning And Development 2010 2012 Summary

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Since 1989, OVERLAP works with our clients assisting them in boosting their market strategies, talent management and leaders development.

Since 1989, OVERLAP works with our clients assisting them in boosting their market strategies, talent management and leaders development.


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  • 1. Trendsin Learning and Development2010 - 2012June 2010Overlap R&D Team
  • 2. IntroductionSources of the study:• International forums• Best practices of customers• Innovative projects with partnersTeam:• Miguel Gómez de Agüero- Corporate School Director• Antonio Rubio - Director R&D• Javier Aranduy - International Development Manager• Juan Carlos Cantero - Consultant• Yolanda Merino- ConsultantDocument Structure:• Eleven trends organized into four categories according to their content:: Business Knowledge, Leadership, Business and Learning and Development.• Every trend is divided into three sections: 1. Description graphics, images and links to websites of interest. 2. Summaries of trends in graphical format. 3. Illustrative example of the possible practical applications. 2
  • 3. SumaryBusiness Knowledge Impact on overall business management. 1. Return on Investment (ROI) of the internal knowledge 2. "Open management" 3. Chain of ExcellenceLeadership The individual as agent of change in organizations. 1. 2.0 Culture 2. Leading "millennials" 3. Emotional Engine managementCommercial The Sales function seen from the customer relationship and impact assessment. 1. Improving performance in business equipment 2. Emphasis on measurement before and after the sales learning projects 3. "Sales 2.0"Learning and Development Social approach to learning through technology 2.0. 1. "Cloud Computing" in learning 2. Methodologies for Personalising Learning 3
  • 4. Internal knowledge ROI01 The dominant use of inner experience on the acquisition of external knowledge.
  • 5. 01. Internal knowledge ROIThe corporate knowledge defines the unique identity andthe success of a company and consists mainly of businessinsight and the dissemination of the experiences andlessons learned while running the company.Knowledge retention is a challenge for companies given the difficulty of capturinginformation and disseminating it throughout the organization. Until recently, Knowledgemanagement has been done in a centralized manner, requiring a significant investmentand the standardization of the ways to keep and make the information available toemployees. 5
  • 6. 02 Open management The power of social media in the transformation of business relationships.
  • 7. 02. Open managementBusiness relationships will not be understood without theuse of social media, which enables communication toevolve to shared experiences where confidence,transparency and authenticity are key in obtainingcommitment from suppliers, customers and employees."Open management” allows the information to flow in the value chain. In this sense, eachcompany defines this strategy from their targets in the external ("partners" andcustomers) and internal management. 7
  • 8. 03 Chain of Excellence Live and tell a great story
  • 9. 03. Chain of excellenceThe success of a business involves long-term customer loyalty andrepeating business, because increasing sales with existing customersis less expensive than acquiring new ones .The Chain of Excellence aims to add value to the customer success experiences, in away in which they feel interest in the brand at the same time that they communicate theyunique experiences to new customers.In this sense, the Chain of Excellence, internal service chain parallel to the value chain,represents the connection between leadership and financial results and businessrepetition, through the motivation of employees and customers. This is a model thatclassifies the attitudes and skills that the company has to develop to achieve businessexcellence. 9
  • 10. 04 Culture 2.0 Collaboration as an engine for professional and corporate development
  • 11. 04. Culture 2.0Collaboration is spontaneously occurring outside the workenvironment, using social networking and cloud computingto create content. Organizations will incorporate these toolsto manage an open and connected business modelThe challenge for companies lies in ensuring access to technological systems, in theability to promote them among employees, partners and customers, in order to generateindividual and corporate benefit. Deploying the technology alone does not determine itsuse. 11
  • 12. 05 Leading "millenials" The role of the manager dealing with the new generations
  • 13. 05. Leading "millenials"The so-called digital generation, generation Y, “millennials, people born between 1980 and 2000, are entering the labor market leading to a cultural change in companies and in the way they manage teams. The challenge for leaders will not only be to add a new management approach for these people, but to achieve a balance between the multiple profiles that currently live together in their teams, understanding their own individual values and the different perspectives of each generation.The two main characteristics of the "Millennials" refer to the widespread use of technology and an evolution of their values. – Autonomy: flexible hours, project-style work . – Transparency: "open office“, communication, strategy and objectives. – Customization: Using widgets, corporate social profile. – Integrity: "paperless“ rules, meritocracy. – Collaboration: teamwork, peer coaching. – Entertainment: sense of humor, leisure space. – Speed: access to online information, accepting errors as a source of learning. – Innovation: creative spaces, consider new ideas. Source: Tapscott (2008). 13
  • 14. 06 Emotional Engines Management Commitment to the brand by employees and customers by the identification of motivations and desires.
  • 15. 06. Emotional Engines ManagementDesire for collaboration, passion, emotions andcommitment from employees and customers are key to asuccessful performance in the new "Conceptual Age", thesuccessor of the information age..This new era requires employee creativity, analytical and data processing skills together withthe desire to create networking. 15
  • 16. Performance improvement in07 sales teams Bottom up approach performance improvement
  • 17. 07. Performance Improvement in Sales TeamsThe implementation of the methodology "PerformanceImprovement", which has been used until now in productionareas, it is implemented in the daily management of salesteams to improve business results and to build excellentperformance teamsThe methodology of Human Performance Improvement HPI is a systematic process that links strategyand business objectives with a series of actions that result in improved job performance. 17
  • 18. Emphasis on measurement before and after learning08 projects Define the expected results before starting a learning project
  • 19. 08. Emphasis on measurement before and after learningprojectsThe impact of training in sales teams is increased through the use ofmetrics directly related to the behaviors of the sales people, those uponwhich we can act.Learning projects have to be viewed from a holistic perspective, beginning with the definition of KPIs(key performance indicators) before launching the project for later measurement during itsdevelopment and completion. 19
  • 20. 09 Sales 2.0 The evolution of sales models in a collaborative environment
  • 21. 09. Sales 2.0"Sales 2.0" is an approach that transforms the way inwhich a company reaches its customers and relates tothem. The key is interaction and collaboration betweenthe parties involved in the sale process as well as theuse of Web 2.0 tools and resources.Sales 2.0 is defined as the use of "customer-centric" methodologies and 2.0collaboration technologies in marketing and sales departments of an enterprise, with theaim of improving sales indicators. The success in Sales 2.0 depends on interacting withthe right people, develop relationships with them and make changes in the environmentof the sales person."Sales 2.0" is based on a "customer centric” approach, that is putting the customer atthe center of the organizations business model: processes, people, tools and indicators21are built around the customer.
  • 22. Cloud Computing10 in learning Minimal financial investment to achieve "just for you" learning
  • 23. 10. Cloud Computingin learningInternet technological evolution has been a socialchange that impacts the way we communicate anddevelop relationships and allow the training area ofcompanies to evolve towards a model of sociallearning.The so-called "cloud computing" refers to web 2.0 tools freely available to any user, allowing the useof technology with flexible costs, as charges are made for the service used: is the model " software asa service ( SAAS). This transformation is enabling learning to be integrated into the work processes ata minimum cost, directly impacting on job performance and employee autonomy in the use of learningtools. 23
  • 24. 11 Methodologies for customizing learning The individual as the center of his learning
  • 25. 11. Methodologies for customizing learningGlobal companies have a workforce characterized by thegenerational, functional, geographical and professionaldiversity, resulting in diverse learning needs, in terms ofmethodology, content, tools and styles.The effective management and exploitation of diversity, involves the customization of the learningprocesses to the development needs and potentials of each participant.This will develop individual learning paths aligned with the strategic objectives of the company andimpact-oriented learning on the job performance and organization. Based on the level of competence,performance and characteristics of each student, known by the application of self-assessment tools,self-development is driven by the employee ownership and responsibility for their own learningprocess and the design of their individual learning path. 25

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