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Sustainable learning through learning chains norbert buning, global hr forum 2010.pdf, seoul, korea

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The need for learning has increased and is recognized by the board level. On the other side CEO’s and CFO’s are still skeptical regarding the effectiveness of learning. Since years a lot of people are …

The need for learning has increased and is recognized by the board level. On the other side CEO’s and CFO’s are still skeptical regarding the effectiveness of learning. Since years a lot of people are speaking about learning organizations and life-long learning, but not a lot of things have been done. Although we all know that single learning events are not delivering sustainable results a lot of organizations are focusing on this single learning events.
Elearning had the potential to change this, but often it is also used as single learning events. To really achieve sustainable learning different learning interventions have to be combined to a learning chain. Especially formal learning events have to be combined with informal learning events. It is important to bring learning not only into the classrooms but also to the work spaces of the people to achieve sustainable learning. People learn most if they are confronted with a problem/challenge. We should provide learning interventions at the point of need and in an easy accessible way.
Technology has provided us with new opportunities in this area which allow us to create this learning chains. Social media, performance support tools, simulations and a lot of other learning interventions will make learning more effective if we use them in the right way. For the internal learning organizations it is required to be able to know the different learning interventions and how to make best use of them. In addition it is necessary to design the learning chains to the need of the workforce.

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  • 1. Sustainable Learning through Learning Chains Creating value and impact through fostering informal learning Copyright © 2010 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  • 2. Most executives are not highly impressed with their learningMost executives are not highly impressed with their learning organization’s performance Satisfaction of Executives with the Learning Function which is mostly based on formal learning by Country by Job Titleby Country by Job Title • 78% of corporate managers believe that “rapid rate of information change” is one of their top learning challenges (800+ HR and L&D managers surveyed in 2008).( g y ) • 80% of all corporate learning takes place through on- the-job interactions with peers, experts, and managers (estimated data collected from over 1,100 L&D managers( g late in 2008). • Over 30% of all corporate training programs (ie. classroom or other formal programs) are not delivering any measurable value (data provided through the same survey). • Nearly all Millenial employees (under the age of 25) expect to find an on-demand learning portal (similar to Google and YouTube) within their employer’s environment. Copyright © 2010 Accenture. All rights reserved. 2 Source: The High-Performing Workforce Study 2006, Accenture Source: http://joshbersin.com/2009/01/21/informal-learning-becomes-formal/#
  • 3. Learning Chains dramatically improve learning performance and sustainability by integrating informal learning into formaland sustainability by integrating informal learning into formal learning. CEOs expect their Learning Function to be aligned with strategic priorities and deliver operational efficiency Learning must refocus on providing learning resources in the course of business and on supporting behaviourand deliver operational efficiency business and on supporting behaviour changes in the real work situation Source: The High-Performing Workforce Study 2006, Accenture Copyright © 2010 Accenture. All rights reserved. 3
  • 4. One time learning events fail to deliver sustainable businessOne time learning events fail to deliver sustainable business value. The majority of the learning budget is spent on formal learning, whereas informal learning covers 80% of all corporate learning Formal Learning Informal Learning • Delivery of well designed learning interventions • Job aids (i e Quick• Delivery of well designed learning interventions • Good blend of learning methods (web-based, ILT etc) • Learning measurement in place (mostly up to Kirk Patrick level 2) • Job aids (i.e. Quick reference guides) • Coffee corner talks • Informal exchange oflevel 2) • Learning analytics (utilization, learning hours, learning spend) • Most learning dollars spent for formal learning Informal exchange of information and solutions • ....g p g Formal learning is too lengthy SHORTCOMINGS Formal learning is too lengthy Formal learning is not focused enough and often tries to cover too many details Formal learning interventions are not sustainable (steep forgetting curve) Formal learning is de-contextualized and often just an imitation of the work reality Copyright © 2010 Accenture. All rights reserved. 4
  • 5. Integrating formal and informal learning via Learning Chains, creates high business impact through sustainable competencycreates high business impact through sustainable competency building. Future learning interventions must therefore focus on fostering and supporting informal learning. Informal LearningFormal Learning • Support learning at the workplace• Train what is critical • Support learning at the workplace • Provide formalized learning support (infra)structures and materials (but not formalized training interventions) • Identify typical situations along the work process in which a • Train what is critical and value creating for the business • Create formal learning de t y typ ca s tuat o s a o g t e o p ocess c a learning need arises • Know what is critical to the business • Make learning relevant to the learner that is to the point • Focus on fundamental knowledge and skills Create business impact by addressing typical and critical business situations BENEFITS Create business impact by addressing typical and critical business situations Self-organized training approach (constructivist learning approach) Enhance accessibility (time, context, location) of “support” materials and reduce time to competence D li i bl i i l i Copyright © 2010 Accenture. All rights reserved. 5 Deliver sustainable training solutions Increase employee satisfaction Generate bottom line impact
  • 6. Learning Chains provide support on the job and at the pointLearning Chains provide support on the job and at the point when the learning need arises. Learning Chains are built along the work process and subtle integrated in the work environment. 1 Determine the high-impact programmes: • Business critical skills, competencies and processes for your organisationyour organisation Analyze the workplace 2 Analyze the workplace • Identify critical learning situations along the work process / typical work situations that create a learning need Establish the Learning Chain: • Determine supporting material interventions Copyright © 2010 Accenture. All rights reserved. 6 2 Determine supporting material, interventions, mechanisms along the work process and establish the Learning Chain
  • 7. Informal learning delivers relevant learning support onInformal learning delivers relevant learning support on- demand, embedded and often in a social context. Informal learning can be described in three dimensions. • Job aids Books • Integrated along the work process Embedded in systems applications • Wikis Blogs On Demand Embedded Socially contextualized • Books • Articles • Videos • Simulation bits • Yellow pages • Embedded in systems, applications • Performance Workspace • Performance Support • Feedback mechanisms • Job rotation • Blogs • Forums • Social Networks • Communities of Practice • Coffee Corner• Yellow pages • Expert / Subject matter forums • Chats • Knowledge Portals • Learning Portals • Job rotation • Reviews • Quality circles • Coffee Corner • Coaching • Mentoring Learning Portals • E-Learning snippets Copyright © 2010 Accenture. All rights reserved. 7
  • 8. A typical Learning Chain uses different delivery methods andA typical Learning Chain uses different delivery methods and channels to support and enable learning at the workplace. Refocusing formal and informal learning leads to a high business impact F l Informal Learning Formal Learning Ask an expert Podcasts/ Videocasts/ Wiki / Collaboration Expert’s directory Videocasts/ Simulations Instructor led business games Job aids Instructor led virtual learning & collaboration • Analyse work process • Identify typical situations when learning needs arises • Determine appropriate supporting material • Conduct formal training • Deliver key games learning & collaboration Copyright © 2010 Accenture. All rights reserved. 8 Step / Action at the workplace that induces a learning need or requires learning support • Integrate supporting material in work process / workplace and make it accessible in an easy way • Conduct instructor led training events whenever key concepts and foundations have to be delivered concepts and foundations
  • 9. Example:Example: Changes in legislation require the training of bank clerks A focused formal training kicks-off the learning process that is continued at the workplace – just in time and just in context Sit ti S l ti B fitSituation: Due to changes in legislation the bank clerks processing loan request have to be re-trained on the process and system how to process loan Solution: Instead of a multi day training the bank clerk gets a one day classroom training, focused and to the point. Thorough analysis of work processes Benefits: • Less traditional induction with high forgetting curve • Support for the bank clerk Better learning resultsand system how to process loan applications. Also client interaction has to be trained. Thorough analysis of work processes and interactions cater for comprehensive learning support at the workplace and enable in depth learning at the point of time and need • Better learning results • Better work results • Higher sophistication of the learner • Bottom line impact of learning learning at the point of time and need. Simulations and job aids Coaching to Podcast / Guideline forKnowledgeand job aids to use the changed system prepare client interaction Video with typical client situations Guideline for client appoint- ments Knowledge Portal and Communities Copyright © 2010 Accenture. All rights reserved. Traditional learning intervention. Focused on setting a basic understanding of changes Supporting material along the work process. Fostering learning when the learning need arises, embedded and in a social context
  • 10. Example: Leadership trainings are often one time events yet requiringLeadership trainings are often one time events, yet requiring ongoing support and training in leadership situations Learning chains foster sustainable leadership performance throughout the leadership operations cycle. WBTs and Job aids for all kinds of leadership tasksWiki / Blogs e-coaching WBTs / Podcasts on basic leadership principlesg p p p Self explaining management t t l Leadership expert’s support tools expert s directory Copyright © 2010 Accenture. All rights reserved. 10
  • 11. Example: T M i t i t lli t i t ti ToM, the Technology of Motivation (from Feingold Technologies) ToM incorporates an intelligent, interactive “Learn + Practice” platform, for sustainable improvement of sales, service, conflict management and leadership developmentand leadership development. More experience. Not just more knowledge. Using simulated role play and voice basedUsing simulated role-play and voice-based technology, ToM provides objective, personalized impact- analysisanalysis, with clear feedback and improvement guidance – on the HOW (not just on the what). The self-directed Learn + Practice platform empowers the user andLearn Practice platform empowers the user and supports his or her personal and professional motivation. Frequent (1-2 a week), short (10-20 minutes) interventions for optimal “fitness” and sustainability. l Low deployment cost, minimal intervention cost. No opportunity loss, no travel cost. Consulting + Coaching Team  Training Personal  Development
  • 12. Example: V b l b iVocabulary box mix Push Email MindmailMindmail ing Definable goal Retraini False & correct Feedback False & correct answers 12www.mindmailer.de Feedback
  • 13. Example:Example: Use of Simulations to foster main messages 13
  • 14. Example: Dare2Share British Telecom uses podcasting to up skill and prepare their workforce for their 21st Century Network Business Situation:Business Situation: BT is one of the world's leading providers of communications solutions and services operating in 170 countries. BT employs approximately 100,000 people. BT wanted to move from a traditional telecommunication company to one focused on software and services, with customer service acting as the prime marketplace differentiator. Central to their strategic transformation is the development and roll out of their 21st Century NetworkThis required BT to invest in significant and targeted learning th b bli it t kill d kill it kfprograms, thereby enabling it to re-skill and up-skill its workforce. Project Description: In February 2008, Accenture hosted an innovation forum with BT to explore options for optimizing the connection between k l d t ll b ti d l i BT l t d A t t l t P d ti Kit ( d D 2Sh )knowledge management, collaboration and learning. BT selected Accenture to complete a Podcasting Kit (named Dare2Share) for SharePoint proof of concept project to confirm its applicability as well as the business case. Project results: C t Impact Culture • Reduced training cost (less travel and less formal classroom training) • Less coaching time required, and Cost • Improved customer service levels • Accelerated innovation and improvements • Higher employee engagement • Increased desire to develop the talent of others Impact Culture accelerated access to answers and experts. • Less time in re-inventing or redeveloping the same ideas and b t ti • Rapid take-up of new software, methods, products, and policies • More productive and frequent sharing, collaboration and networking Copyright © 2010 Accenture. All rights reserved. 14 best practices
  • 15. Refocusing the formal and informal learning approach towardsRefocusing the formal and informal learning approach towards Learning Chains unleashes major benefits for the business Refocused Formal Learning Refocused Informal Learning • Conveys knowledge and skills context related• Focuses on fundamental principles, y g and sustainable in small steps • Makes knowledge accessible within the specific work situation • Fulfils work related learning needs p p knowledge and skills • Emphasizes on the application of things learned into work reality • Enables learner for self learning • Fulfils work related learning needs • Formalises the approach and infrastructure for informal learning • Increases learning quality and business • Enables learner for self-learning • Closely links with informal learning resources • Needs fewer resources by reduced volume Copyright © 2010 Accenture. All rights reserved. 15 impact by building learning chains • Increases learning content agility
  • 16. In order to support the shift from formal to informal learningIn order to support the shift from formal to informal learning, new competencies for the learning workforce are required. Moving from traditional learning concepts to formalize informal learning requires a deep understanding of the business and learner needs. • The training organization is the place for learning • The learning organization is an enabler for learning Traditional Learning Model* New Learning Model* New set of competencies Audience Analysis: Understand the needs and the workplace for learning • Training is delivered as a programme and measured according to Kirk Patrick Evaluation Model enabler for learning • The main task is to provide a learning environment that enables all types of learning and delivery methods • Understand the needs and the work environment of your audience, identify typical triggers for informal learning Strategic Alignment:Model • Learning is treated as an (one time) event • Usually no means to create a sustainable learning experience methods • Learning is seen as a continuous process that happens also at the workplace • Learning is driven by employees Strategic Alignment: • Understand the strategic objectives of your “client”, provide a learning experience that talks to the strategic objectives and delivers positivesustainable learning experience • Learning and learning approaches are driven by the training organization Learning is driven by employees and managers, focusing on business demands and strategically aligned • Learning opportunities are available objectives and delivers positive impact for the business Collaboration & Social Networking: • Identification of existing networks and collaboration methods, enhanceg pp anytime and anywhere , and foster collaboration and networking Instructional Design 2.0: • Incorporate new technology and Copyright © 2010 Accenture. All rights reserved. 16 approaches into instructional design *See also: Disciplines of the modern training organisation, Bersin 04.09
  • 17. Examples Copyright © 2010 Accenture. All rights reserved. 17
  • 18. Knowledge Management is about locating capturing sharingKnowledge Management is about locating, capturing, sharing, applying and managing an organization’s valuable knowledge Distribute & ApplyPrepareAnalyze Identify business critical steps in the work process and knowledge Live ApprenticeExpert E i i t Capture Working Concepts (Identify Best Practices) Asynchronous Exercise in teams Capture Working – Artefacts (Work Products & (Identify Best Practices) Video Conferencing Discussion Boards Live & foster knowledge sharing culture (Work Products & Contacts) Capture Tacit Knowledge g Support for Understand type of learning need g (Identify & Interview Experts) Apprenticeship Workshadow pp Intelligent learning material delivery 18 18 learning need Screen Sharing KM - Base
  • 19. Example: The High Performance Workplace support the employee withThe High Performance Workplace support the employee with the right information and functionality in time. 2. Internal and external information on customer delivered 11. User seeks knowledge on a specific customer 3. Internal experts about customer are shown 4. User interacts with internal expert 5. User seeks training about industry etc 19 about industry, etc.
  • 20. Example: Easy to use search engines delivery the relevant information inEasy to use search engines delivery the relevant information in time and in context to support learning at the workplace SABLE (Search, Analyze and Browse Large Environments) is a Rich Internet Application that provides a graphical search- and-browse interface SABLE can be used to navigate large result sets visually and to preview the contents of documents Additionally it offers a filter function which enables users to narrow down search results Once desired results have been identified, users can downloadOnce desired results have been identified, users can download them 20
  • 21. Example: The Knowledge Discovery Tool displays the linkage andThe Knowledge Discovery Tool displays the linkage and relation in between information from various sources. The Knowledge Discovery tool is a knowledge integration application that probes the most current, pertinent data repositories and displays knowledge as if stored in a single, holistic databaseholistic database The Knowledge Discovery tool goes beyond basic search engines by enabling users to find relevant materials and links that they never knew existedthat they never knew existed The Knowledge Discovery tool identifies and introduces parties with similar research interests and connects them in a chat room where they can share findingsroom where they can share findings A special semantic model provides cross-referencing capability, ensuring that each search is specific to an appropriate business context for the userappropriate business context for the user To keep the leaders of the World Economic Forum connected through the year, Accenture Technology Labs created a sophisticated knowledge sharing application based on thesophisticated knowledge sharing application based on the Knowledge Discovery for the World Economic Forum's website. The advanced, yet easy-to-navigate, „Knowledge Navigator“ is a continually developing source of insight on global issues 21
  • 22. A typical Learning Chain uses different delivery methods and Option 1 A typical Learning Chain uses different delivery methods and channels to support and enable learning at the workplace. Refocusing formal and informal learning leads to a high business impact Informal LearningFormal Learning Ask an expert Expert’sPodcasts/ / directoryVideocasts/ Simulations Wiki / CollaborationCard GamesJob aids • Analyse work process • Identify typical situations when learning needs arises • Determine appropriate supporting material • Conduct formal training • Deliver key concepts and foundations CollaborationCard GamesJob aids Copyright © 2010 Accenture. All rights reserved. 22 Step / Action at the workplace that induces a learning need or requires learning support • Integrate supporting material in work process / workplace and make it accessible in an easy way