Best Practice in Learning & Development in China

Best Practice in Learning & Development in China Guest lecture at the faculty of psychology, University of Tarumanagara, Jakarta by Prof. Dr. Hora Tjitra August 3rd, 2010

Excellence through Culture, Talent and Change Agenda 1 Understanding the Chinese Learners 5 2 Learning in Action - International Employability Project 10 3 Six Core Processes of Learning, Training and Development 17 Corporate Learning, Training and Development/2010-08

Understanding Chinese Learners • Understand Chinese learnersʼ characteristics in learning • Understand what Chinese learners need for effective learning result

Results presented in Key Factors for Successful Learning & Development in China is based on Research Project Cross-Cultural Differences in Learning Behaviors (sponsored by SAP AG, cooperated with Zhejiang University)

Excellence through Culture, Talent and Change Learning Belief in Chinese Cultural Context “Xi” originally means that the “Xue” originally means that the birdie practices flying and later is birdie imitates other birds, later is used as human being’s practice or used as human being’s imitating review on learning things. learning. The concept of “Learning” in the traditional Chinese culture contained the meaning of imitation and practice. This learning belief significantly influenced Chinese teaching and learning behaviors. By summarizing Chinese traditional learning beliefs on learning process, we found there were five steps in learning process: (Motivation) (Perception) (Comprehension) (Review) (Practice) Corporate Learning, Training and Development/2010-08

Method • 90-minute in-depth interview with 58 training&development experts • All interview data were recorded and fully transcribed in the original language (English or Chinese) • Interview data were analyzed using the grounded theory approach Resource Experts, who have intensive experiences in teaching technology and management as well as consulting and training • Native Chinese experts • International expert • German experts • Having intensive • Having international • Major working and training/teaching working experiences learning experiences experiences • At least five years of in Germany • At least five years of relevant working • Education in Germany relevant working experiences experiences Brief Introduction of the Research “Cross-Cultural Differences in Learning Behaviors”

Chinese LEARNERs are ... ... learning with heart and mind “Chinese learners are more aware to learning ... results driven and they are hardworking.” “Chinese learners bring in a lot of questions from work and expect could solve all from the training or learning program.” ... bringing personal learn enthusiasm “Chinese learners are more willing to learn, they grasp every chance to learn.”

... “room” for self study ... time to reﬂect Chinese LEARNERs NEED ... ... additional information ... to practice what he/she learned

Definitions Top performers in science are students proficient at Levels 5 and 6 in the PISA 2006 science assessment (i.e. they have obtained scores higher than 633.33 points). The other levels in science performance are: Level 4 (score of 558.7), Level 3 (score of 484.1), Level 2 (score of 409.5) and Level 1 (score of 334.9). Top performers in reading are students proficient at Level 5 in the PISA 2006 reading assessment (i.e. with scores higher than 625.61). Top performers in mathematics are students proficient at Levels 5 and 6 in the PISA 2006 mathematics assessment (i.e. with scores higher than 606.99).

Excellence through Culture, Talent and Change International Employability http://sinauonline.com/bmbf Corporate Learning, Training and Development/2010-08 10

Excellence through Culture, Talent and Change International Employability: German-Chinese Culture Program Program background: • An applied research and learning program, collaboration project between RheinAhr Campus of FH Koblenz (Germany) with the School of Psychology, Zhejiang University (China). • The program is funded by the BMBF as part of the German-Chinese Scientific Year Program. Main objectives of the program: • Getting to know the culture-specific conditions of studying and working in China and Germany. • Defining central competencies necessary for German and Chinese employees to be successful in the foreign job market. • Defining central competencies necessary for German and Chinese students in the foreign science context. • Developing cultural sensitive assessment procedures. • Designing intercultural media for assessment and learning. International Employability_v1.0 / 2010-08 11

Excellence through Culture, Talent and Change Participants Ten young professionals from RheinAhr, Germany and ten young professionals from Zhejiang University, China participated in the program. International Employability_v1.0 / 2010-08 12

Excellence through Culture, Talent and Change Program Overview One month One month Classroom Learning • Cross-cultural communication and management • Intercultural competency and sensitivity • Applied I/O psychology in international environment Social Learning • Knowledge search, screening and acquisition on internet • Experience sharing and group cooperation via web 2.0 tools Action Learning • Work in Chinese-German multicultural team • Tasks focused on I/O psychology application in international environment Culture Experience • Ten days in China & Ten days in Germany to explore Chinese and German culture and lifestyles Best Practice Discussion • Company visit in order to learn from the real-world • Round table discussion with senior professionals International Employability_v1.0 / 2010-08 13

Excellence through Culture, Talent and Change Knowledge Acquisition through Classroom Learning • Conflict management across cultures • International study and management research • Working in multicultural environment • Intercultural competencies in German-Chinese cooperation • Intercultural assessment and training for German-Chinese cooperation • How to apply the assessment center technique in MNCs • Human capital in German-Chinese cooperation • Effective communication across cultures International Employability_v1.0 / 2010-08 14

Excellence through Culture, Talent and Change Action Learning: Chinese-German Group Work nd Developm ed L earning a ent of Int Video-bas ssment Assessm ercultura ent Tools l Asse on Best Pra ctices in ural Impressi Recruitm Intercult gement ent Mana International Employability_v1.0 / 2010-08 15

Excellence through Culture, Talent and Change Social Learning through Web 2.0 Platform Program website: information release, program agenda update, tips sharing, etc. Online discussion forum via web 2.0 platform: Chinese-German group work communication, result report, experience, reflection and feedback sharing, etc. International Employability_v1.0 / 2010-08 16

Excellence through Culture, Talent and Change Exploring Culture and Lifestyles Exploring Chinese culture Living in German culture International Employability_v1.0 / 2010-08 17

Excellence through Culture, Talent and Change Learning from the Real World: Company Visit & Discussion SAP Labs, China BMW, Germany SAP AG, Germany (round table discussion with BOSCH, China former VP of SAP AG) (round table discussion with GM) Giesecke & Devrient, Germany International Employability_v1.0 / 2010-08 18

Excellence through Culture, Talent and Change Reflection & Feedback from Participants Commonalities and differences across cultures • I found that the Chinese and Germans have a lot in common, it is not that hard to communicate with each other. Meanwhile, the problems or dangers in cross-cultural situations are much bigger than I expected before. • There is a big difference in understanding the gesture between Chinese and German. • Chinese people try to avoid a dispute or an argument. • Young Chinese are not as shy or indirect as I thought before, but they are still more conservative than us (Germans). • Germans are more direct in showing their emotions than us (Chinese). • China is a hierarchical society, even nowadays China is less hierarchical than ten or twenty years ago, we are still more hierarchical than Germany. Sometimes the “face saving” also links with hierarchy issue, but Germans never consider about this, which is quite different from us. • Chinese people have the habit to establish relationship in workplace during the leisure activities, while the Germans prefer to differentiate workmate and playmate clearly. Explore another culture by experiencing it • It is very cool to sit on a round table and have dinner together. • The traffic jam not only occurs in big cities such as Beijing and Shanghai, but also in smaller cities, e.g. Hangzhou, Ningbo, etc. • In Germany, everything has its rule and everything should be done in order. • In China, advertisement pictures could be different from the real product, esp. some product declare the differences on the ads. While in Germany, it is considered as illegal. International Employability_v1.0 / 2010-08 19

Excellence through Culture, Talent and Change Six Core Processes in Corporate Learning & Development Corporate Learning, Training and Development/2010-08 20

Excellence through Culture, Talent and Change Six Core Processes for LTD Operational Excellence Influencing Metrics Corporate Commitment Strategic Involvement Budget and Investment Corporate Figures Learning, Training and Development Training Administration Needs Business Training Design Beyond the Demonstrating Impacts Change Needs Assessment and Delivery “Training” Value Contribution Challenge Building Commitment to Learning Performance Metrics: • Organizational Efficiency • Learning impacts Remarks: • Improved commitment to learning & Culture Non LTD Process • Business Performance (HR and business related Award ) Important LTD Process Excellence LTD Process Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change Benchmarking Process and Report Main Report • LTD Best Practice Indicators Data Collection • General and Financial Indicators of LTD Functions 1 & Verification • LTD Operational Excellence Partner Discussion 2 & Meeting Additional Information 3 Participant Visit & Discussion • Participant Profile • LTD Portfolios • Summary of LTD Evaluation Data Analysis • Backup - LTD Core Processes 4 & Report 5 Sharing Workshop Report Manual* • Guideline on how to use the report • Explanation on different terms used in the report *start on the 2nd batch Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change How does LTD spend their time / use their capacity in the different processes? Your Company Administration Need Analysis Design & Delivery Beyond “Training” Demonstrating Value Contribution Building Learning Commitment Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change Training Needs Analysis Process Budgeting Approach Needs Investment Events Culture Changes Challenges Strategic Involvement Analysis Report: Product / Service Portfolios Training Needs Analysis Analytical Training Analysis Levels Frameworks Prioritization Budgeting Approval: Design & Selection Decision Process & Delivery Data Sources Tools & Instruments Strategic Alignment Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change Analytical Framework Comprehensive Index Never Seldom Sometimes Often Very Often In most cases Always Competency model driven Professional requirement Policy procedure Talent management driven Public relation / Branding No specific analytical framework Mid-size enterprise Small enterprise Corporate (N=4) (N=10) (N=11) Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change Learning Barriers Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Total Small enterprise 1 1 3 1 2 1 9 Lack of line manager support Mid-size enterprise 0 0 1 3 0 1 5 Corporate function 0 0 0 1 1 0 2 Small enterprise 1 1 0 1 1 4 8 Organizational culture Mid-size enterprise 3 0 1 0 0 1 5 Corporate function 1 1 0 0 0 0 2 Small enterprise 4 2 1 0 1 1 9 Pressure of time Mid-size enterprise 4 3 0 0 2 0 9 Corporate function 1 2 1 0 0 0 4 Small enterprise 0 4 1 1 1 0 7 Lack of commitment from Mid-size enterprise 1 1 2 2 0 0 6 senior management Corporate function 1 0 1 0 1 0 3 Small enterprise 3 2 1 0 2 2 10 Lack of resource Mid-size enterprise 1 4 2 0 1 1 9 Corporate function 1 0 1 1 0 0 3 Small enterprise 2 1 0 4 0 1 8 Lack of employee motivation Mid-size enterprise 0 1 3 0 1 1 6 Corporate function 0 1 0 0 0 2 3 Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change Non-Learning Solution ... Never Seldom Sometimes Often Very Often In most cases Always • Providing guideline to perform the work • Providing equipment other than tools to perform • Improving timely and/or clear feedback about worker performance • Clarifying responsibility about who should be doing what • Clarifying organizational plans • Providing rewards for performing • Clarifying who reports to whom Mid-size enterprise Small enterprise Corporate (N=4) (N=10) (N=11) Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change Key Benefits and Six Levels of Evaluation Level Measurement Focus Key Benefits of Measurement and Evaluation Measures input such as volume and efficiencies 0 Input & Indicators Q: What is the number of participants, hours, and programs and what are the costs? • Satisfy client needs • Justifying budgets Measures participant satisfaction with the project and captures planned actions • Improve program designs and processes 1 Reactionaction & Planned • Enhance the transfer of learning Q: Was the participants happy with the program? Did the participants plan to use the content in the program? • Eliminate of expand • Enhance the respect and credibility of LTD staff Measures changes in knowledge, skills, and attitudes • Increase support from managers 2 Learning & Confidence Q: Did participants increase or enhance knowledge, skills, or • Strengthen relationship with key executive and perceptions and have confidence to use them? administrators Measures changes in on-the-job behavior or action • Set priorities for learning and development 3 Application & Implementation Q: What did the participants do differently in the job context? Was the program implemented effectively? Measures changes in business impact variables 4 Impact & Consequences Q: What are the consequences of the application in terms of output, quality, cost, time, and satisfaction? Compares project benefits to the costs 5 ROI Q: Did the monetary benefits of the learning program exceed the investment in the program? Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change High Financial Investment does not always guarantee a better performance Performance Indicator 8 4 Tough Child Glorious Child Resource Indicator Ignored Child Spoiled Child 6 9 • Tough and spoiled Child lesson learned: • Senior HR who are committed to LTD as an instrument for organizational performance enhancement or the LTD full-timer professional has enough experiences & seniority. • Balanced between volume & quality as well as internal & external solutions • Good documentation / Quality control Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change Challenges and Barrieres for a Business Driven LTD Commonality of from all participated companies Resource Allocation Talent management & - Finance, Capacity, Creative LTD solutions Leadership development Infrastructure & LTD trends Strategic positioning Techniques for an - Business alignment LTD evaluation Effective Needs Analysis - Value justification, reporting and ROI Building commitment to learning Building commitment to learning - LTD selling skills - Balance working and learning Portfolios management - What LTD program? - Quality vs. Quantity Corporate function & Mid-size enterprises Small size enterprises Corporate Learning, Training and Development/2010-08

Excellence through Culture, Talent and Change Performance-oriented & business-driven LTD needs ... MONEY is NOT ALL what a business-driven LTD need Results-oriented LTD needs skill, knowledge & experiences of the LTD professionals CONTROL on your LTD investment and its impact is a MUST. CHINESE LEARNER want to see an instant impact on their Career Development and Life Quality. Corporate Learning, Training and Development/2010-08

Guest lecture at the faculty of psychology, University of Tarumanagara, Jakarta Thanks You A n y c o m m e n ts & q u e sti o n s are welcome Contact me at hora_t@mac.com http://sinau.me @ Tjitra, 2010 32

Best Practice in Learning & Development in China

by Hora Tjitra on Aug 18, 2010

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