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MANAGING THE TRAINING ANDDEVELOPMENT FUNCTIONLearner blueprinting
ContentL&D as a ServiceTypologies of provisionComponents of deliveryThe quality infrastructureService blueprinting
L&D	  as	  a	  ‘service’	  Biechs (1994): L&D is about the provision of a service where thecustomer is an internal client....
Learning	  System	  Variables	  Learner learning preferencesLearning methodsCapacity/ resources of functionPlanning cycles...
…	  generate	  learning	  systems	  Learner learning preferencesLearning methodsCapacity/ resources of functionPlanning cy...
Categorising	  IndividualOrganisationalSystematicDesignWhollyemergent
Categorising	  IndividualOrganisationalSystematicDesignWhollyemergentSi#ng	  next	  for	  Nellie	  Self-­‐development	  Or...
Learning	  System	  Types	  [SHRIVASTAVA	  1983]	  Gathering	  experience	  Developing	  a	  knowledge	  base	  Sharing	  ...
Input Process Output Quality
Quality infrastructure [Canning 1996, 6]QualityinfrastructureEvaluationRelationshipManagementStandards CoverageCustomerali...
L&D	  as	  a	  ‘service’	  Biechs (1994): L&D is about the provision of a service where thecustomer is an internal client....
Image available at: http://www.flickr.com/photos/brandonschauer/3363169836/Imageavailableat:http://www.flickr.com/photos/2...
Service	  blueprinGng	  	  Define as* Customer actions include "all of the steps that customers takeas part of the service...
Service	  blueprinGng	  -­‐	  exercise	  Divide the flip chart paper into the following sections:Customer actions: custome...
Service	  blueprinGng	  -­‐	  exercise	  Tips & HintsBe as specific as possible – but vagueness is OKBuild on each others ...
Additional referencesBitner, M.J., Ostrom, A.L. and Morgan, F.N. (2008) Service Blueprinting: apractical technique for ser...
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Learner blueprinting

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Transcript of "Learner blueprinting"

  1. 1. MANAGING THE TRAINING ANDDEVELOPMENT FUNCTIONLearner blueprinting
  2. 2. ContentL&D as a ServiceTypologies of provisionComponents of deliveryThe quality infrastructureService blueprinting
  3. 3. L&D  as  a  ‘service’  Biechs (1994): L&D is about the provision of a service where thecustomer is an internal client.“output being transient leaving onlymemories or promises” (Irons 1994)Garavan et al (2000) identifies two schools of perception of HRD aslearning versus HRD as performance focused
  4. 4. Learning  System  Variables  Learner learning preferencesLearning methodsCapacity/ resources of functionPlanning cyclesStatus/ powerManagerial commitmentLinks to operational objectives
  5. 5. …  generate  learning  systems  Learner learning preferencesLearning methodsCapacity/ resources of functionPlanning cyclesStatus/ powerManagerial commitmentLinks to operational objectives–  Sitting next for Nellie–  Analytical system–  Problem-centred–  Action learning–  Systematic training–  Knowledge based–  Political–  Organisational development–  Self-development system
  6. 6. Categorising  IndividualOrganisationalSystematicDesignWhollyemergent
  7. 7. Categorising  IndividualOrganisationalSystematicDesignWhollyemergentSi#ng  next  for  Nellie  Self-­‐development  Organisa7onal  Dev  Systema7c  design  [ADDIE]  
  8. 8. Learning  System  Types  [SHRIVASTAVA  1983]  Gathering  experience  Developing  a  knowledge  base  Sharing  thinking  Adapta7on  of  enabling  resources  
  9. 9. Input Process Output Quality
  10. 10. Quality infrastructure [Canning 1996, 6]QualityinfrastructureEvaluationRelationshipManagementStandards CoverageCustomeralignmentQualityassurance
  11. 11. L&D  as  a  ‘service’  Biechs (1994): L&D is about the provision of a service where thecustomer is an internal client.“output being transient leaving onlymemories or promises” (Irons 1994)Garavan et al (2000) identifies two schools of perception of HRD aslearning versus HRD as performance focused
  12. 12. Image available at: http://www.flickr.com/photos/brandonschauer/3363169836/Imageavailableat:http://www.flickr.com/photos/23445700@N05/4473109060/
  13. 13. Service  blueprinGng    Define as* Customer actions include "all of the steps that customers takeas part of the service delivery process."* Onstage/visible contact employee actions are the actions offrontline contact employees that occur as part of a face-to-faceencounter with customers.* Backstage/visible contact employee actions are non-visibleinteractions with customers, such as telephone calls, as well asother activities employees undertake in order to prepare to servecustomers or that are part of their role responsibilities.* Support processes are all activities carried out by individualsin a company who are not contact employees, but whose functionsare crucial to the carrying out of services processes.
  14. 14. Service  blueprinGng  -­‐  exercise  Divide the flip chart paper into the following sections:Customer actions: customers can include both participants andwho the L&D intervention is ‘for’ ie, SBU leadership, a project team,etc…..Front stage: what the L&D function should be seen to be doing, ormaking happen [by the ‘customer’]Back stage: what the L&D function should be doing behind thescenesSupport processes: what will the L&D function need to do its frontand back stage tasksUse Post-its to note down actions and processesPlace the Post-it in the appropriate section of the flip chartLink the Post-its as appropriatePlace in a ‘time’ based order from left to right across the page
  15. 15. Service  blueprinGng  -­‐  exercise  Tips & HintsBe as specific as possible – but vagueness is OKBuild on each others ideas – if one is vague, it may promptsome else to be specificDiscuss with your colleagues – this can be a noisy exerciseIf you’re not sure about something, askStart with the customer actions and drill down from there[?]Imagine yourself as that customer and so what would youwant to happen
  16. 16. Additional referencesBitner, M.J., Ostrom, A.L. and Morgan, F.N. (2008) Service Blueprinting: apractical technique for service innovation. California Management Review,50(3), 66 – 94Canning, R. (1996) Enhancing the Quality of Learning in Human ResourceDevelopment. Journal of European Industrial Training. 20(2), 3 – 10Iles and Sutherland, NCCSDO (2001) Managing Change in the NHS:Organisational Change. Available on line at www.sdo.lshtm.ac.ukShrivastava, Paul. "A typology of organizational learning systems". Journal ofManagement Studies, 1983, 20, 7-29.Vanthournout, D., Olson, K., Ceisel, J., White, A., Waddington, T., Barfield, T.,Desai, S. and Mindrum, C. (2006) Return on Learning: training for highperformance at Accenture. Chicago: Agate
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