The Learning Organization Continuum Focus on filling gaps in employee’s current job roles or on specific projects Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Focus on integrating all components that affect human performance. Tactical Learning Integrated Learning Strategic Learning Source: Deloitte Research: From e-Learning to Enterprise Learning
The Learning Organization Continuum Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning Focus on filling gaps in employee’s current job roles or on specific projects Tactical Learning Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Integrated Learning Focus on integrating all components that affect human performance. Strategic Learning Training Management Development Corporate University
Org Dvlp Traditional corporate training Academic Education Executive education Recruiting Career Development Succession planning Orientation Knowledge Management Team Bldg Retention Current State of Corporate Human Capital Acquisition & Development
These disparate pieces need to be merged, coordinated, rationalized.
Org Dvlp Traditional corporate training Academic Education Executive education Recruiting Career Development Succession planning Orientation Team Bldg Retention Emerging State of Corporate Human Capital Acquisition & Development Knowledge Management
Develop internal marketing and communication campaign.
Build a business case.
Nine Steps to Creation What are we doing & why? Planning and Decision Making Organization Reporting Relationships Who tells us what to do? What kind of people work in the CU? What skills are needed? Who pays for the CU? How are curricula funded? What our budget? What curriculum and courses are we offering? How are we delivering them? How do we communicate What we are doing and why we are doing it? How do we celebrate success? What does the organization really believe in? What guides us? Who benefits? How do we measure our success?
GE's current social architecture began to form in the early '80s when we became convinced that the only way a company like ours could move quickly and successfully through times of radical change was to use every mind in the Company and to involve everyone in the game ...”
“ . . . every Business Management Course class at our Management Development Institute — 50 to 60 of our highest potential leaders — reports back on its three-week experience in the field on the best practices they found from other companies around the world .”
Fourth Quarter As one cycle ends, another begins. Budgets, personnel and business plans are finalized for the coming year. Continued review and analysis ensures that the right people are in the right jobs for long-term success.
Who delivers the programs? How are they delivered?
Are the university staff mostly internal or external?
Are university staff experts in instructional design and presentation?
What skills define the corporate university staffer?
The Skills/Staffing Spectrum Skills Model -Staff has degrees in instructional design -Recognized as “experts” in delivery -Content from SMEs -Staff is mostly from line -Emphasis on practicality -A few experts act as coaches
Integration and dissemination of tacit knowledge is critical.
Knowledge (data) management may be as large a function as “teaching”.
Move from cost to profit centers
Move toward granting certificates and degrees
Source: American Productivity & Quality Center
The Agora of Learning Where people, ideas, data, market trends all converge; where people talk and think and plan, where future skills are forged. Global Learning Resources, Inc. Kevin Wheeler 510-659-0179 www.glresources.com [email_address] Thanks for Attending!