Social learning at workplace


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Presented By: Dr. Nidhi Dhanju
(Principal Education & Research-Infosys Limited)

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  • New tools have given training practitioners limitless new ways to engage with and support our learners. Accoording to Mckinsey, Anecdotal reports indicate interest from trainers as well as some trepidation about how to include the new tools and approaches.”
  • Integrated and collaborative learning- peter senge- 1994A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself.The Learning organization concept was coined through the work and research of Peter Senge and his colleagues (Senge, 1994). Today’s learning and development departments need to manage both formal and informal learningIt encourages organizations to shift to a more interconnected way of thinking. Organizations should become more like communities that employees can feel a commitment to
  • “Our fifth annual survey on the way organizations use social tools and technologies finds that they continue to seep into many organizations, transforming business processes and raising performance.” – How Social Learning Technologies are Expanding the Enterprise, McKinsey Quarterly “All the world is a laboratory to the inquiring mind.”  ~Martin H. Fischer
  • Geographically-dispersed employeesA learning strategy that promotes on-the-job development The need to foster cross-functional collaboration A significant employee population from generation nextBusiness priorities that require synchronized teams A need for sharing knowledge quickly An increased emphasis on innovation An appetite for experimentation A culture that supports decentralized decision makingRecent industry report- ASTDTotal Global Investment- $ 125 billion USD per annumIndividual Employee (per person per annum) $ 1284 global trend; $321- India trendGlobal expenditure of training 63%- Internal training costs; 10% tuition reimbursement; 26.7% External training costsIndia75% Internal ; 4.5% tuition reimbursement ; 21.3 % External costsE learning spend- Global 37%; India 34%
  • Harvard has put the entire content available to all, khan academy, StanfordIts not about the content,GEN NEXT- The products of a technology rich, consumer driven culture, information is on their finger tipsKhan Acedemy, they learn differently Learning intervention- from HR perspective, its not about
  • “I never teach my pupils; I only attempt to provide the conditions in which they can learn.” ~ Albert EinsteinCulture- social learning good for my organizationSocial Learning might be a good fit to augment the learning strategy in your organization if you meet more than half of the requirements listed below:geographically-dispersed employeesa learning strategy that promotes on-the-job development the need to foster cross-functional collaboration a significant employee population from generation nextbusiness priorities that require synchronized teams a need for sharing knowledge quickly an increased emphasis on innovation an appetite for experimentation a culture that supports decentralized decision making
  • We realized there is a wealth of mentoring experiences taking place in the organizationHow to capture the experiences and share with the larger community to foster a culture of mentoringWe leveraged social learning for mentoringMentoring – captured stories from the groundUse intranet blogs to showcase the mentor- mentee storiesCaptured feedback through a questionnaire on the mentoring storiesMentoring video streaming- leaders speak on mentoringMentoring connect portal and mentoring pageMentoring bannersMentoring cafes and experiences sharing
  • Building a culture of innovationClimate surveyInnovation program for leadershipInnovation ideation contest through portalInnovation blogsInnovation cafes and informal knowledge sharingTracking of innovation barmoeter
  • Social learning at workplace

    1. 1. 1SOCIAL LEARNINGNidhi Dhanju. PhD
    2. 2. 2Organizational Learning …. Organizational Learningfocus… Formal Informal Learning Learning Individual Group Individual Group
    3. 3. 3Learning Organization…collaborative Workplaces is the newmantra! Employees are more connected than ever before… social learning is occurring within webs of interactions connecting people across organizations Organizational Network analysis based studies have consistently shown that well managed social learning networks are critical to performance, learning, change, and innovation
    4. 4. 4Challenges for a Learning Organization
    5. 5. 5Learning- Anytime, anywhere, anyplace• Its not about the content• A process than an event• Gen Y Learners• The number game specifically in the context of IT!
    6. 6. 6 Nurturing a Culture of Learning which percolates in the DNA of the organization Paradigm shift Sustainable Social Learning Individual/ Formal Learning Intervention based Group Learning learning Informal Culture learning Status Quo Social cultureWe realized that to maintain a learning culture we need to start a broad based social learningpractices…we also learnt that individual learning has value, but it doesn’t necessary percolatelearning anymore..and hence moved towards building a learning culture with components of asocial approach
    7. 7. 7 From classroom learning to e learning to m learning… New Formats Classroom Social Self Learning Interventions Learning Learning CommunitiesHarvard Business Review- 16/01/12 7
    8. 8. 8Building Blocks for Social Learning Intervention based Social platforms- blogs, approach to learning portals, virtual cafes Social Learning Building Blocks Peer Learning- knowledge Classroom based programs cafes and labs 8
    9. 9. 9Framework for Building a Culture of SocialLearning
    10. 10. 10Understanding the Learning Culture • We have never done things that way • Our organization will never embrace social media • Social Media can’t be governed and it’s against our compliance rules 1. Geographically-dispersed employees 2. A learning strategy that promotes on-the-job development 3. The need to foster cross-functional collaboration 4. A significant employee population from generation next 5. Business priorities that require synchronized teams 6. A need for sharing knowledge quickly 7. An increased emphasis on innovation 8. An appetite for experimentation 9. A culture that supports decentralized decision making
    11. 11. 11Gaining Leadership Commitment • Educate Senior Leadership and Stakeholders • Find Opportunities and Frame Social Media Benefits • Demonstrate Cost Effectiveness • Help Understand the Bottom-Up Nature of Social Learning
    12. 12. 12Building Consensus Across Organization • Ground up and top down approaches • A team approach to problem solving while maintaining individual accountability • Stimulates critical thinking and helps learners clarify ideas through discussion and debate • Promotes higher achievement and class attendance • Greater ability of participants to view situations from others perspectives (development of empathy)
    13. 13. 13Understanding Processes and Systems • Security and Privacy Issues • Compromising confidential company information • Cognizance on lawsuits • Organizational Policies • Governance body
    14. 14. 14Continuous Measurement & Assessment • Align impact to the business value add • On-going Impact questionnaires • Climate surveys • Link measurement to institutionalization of R&R
    15. 15. 15Case in Point- Nurturing a Culture of Mentoring atWorkplace The constraint - Large employee base - Institutionalization of a common framework across the organization Nurturing a culture of mentoring at workplace - Mentoring stories - Leaders blogs - Mentoring connect page - Leaders speak through video streaming - Mentoring stories published and conversation threads - Mentoring cafes Accomplishments- Increased levels of people engagement scores, increase in mentor-mentee relationships across the organizations, increase in mentoring success stories shared across the organization
    16. 16. 16Case in Point- The Innovation InterventionThe ConstraintInstitutionalization and nurturing a culture of innovation at workplace withan objective to inculcate innovation in the DNA of the organization Innovation programs + Innovation portal + Innovation leadership café + Innovation blogs and interactive videos + Peer group discussion through social platform + Innovation assessment and R&RAccomplishments- IPs, thought papers, increase in the innovationbarometer scores, increased levels of people engagement
    17. 17. 17Learning Roadmap Phase 1 Phase 2 Phase 3 Areas Job Levels • 6 months • 4 months • 4 months Phase Components – Learning VehiclesNegotiation Skills • JL X,Y,Z Continuous Learning Engagement Expert-Leaders Teach Leading Global • JL X • Seminars by Industry/Academic/Internal Experts Teams Innovation • JL X,Y,Z Cross Cultural • JL X,Y Collaboration Collaborative Learning • Personal Study + short Learning CafésRelationship and • JL X,Y Networking Job Shadowing Delegation • JL X,Y •Shadowing opportunities to gain first hand experience through assignments aligned to business challengesManaging Upward • JL X
    18. 18. 18We learn socially all the time in pretty much everything wedo. What we actually need to do is to supportnatural social learning better in the workplace.” AdamRichardson, Harvard Business Review.
    19. 19. 19Q&A
    20. 20. 20THANK YOU