Enabling informal learningas a leadership task–learnscapes, prerequisites, potentialEARLI SIG 14Learning & Professional De...
© scil All rights reserved.Overview› Points of departure› Our research process› Our initial results› Our next stepsSabine ...
© scil All rights reserved.POINTS OF DEPARTURE3 27.04.2013Sabine Seufert /Christoph Meier
© scil All rights reserved.Informal learning is a relevant topicfor Learning & Development› Informal learning is not new› ...
© scil All rights reserved.Informal learning is a leadership topicSabine Seufert /Christoph Meier5 27.04.2013Leaders /Mana...
© scil All rights reserved.Informal learning in L&D unitsas a useful starting point› Personnel in L&D: high proportion of ...
© scil All rights reserved.OUR RESEARCH PROCESS7 27.04.2013Sabine Seufert /Christoph Meier
© scil All rights reserved.The initial framework for researchInformal LearningCONTEXT PROCESS OUTCOMELeadership Interactio...
© scil All rights reserved.Overview of the case studiesSabine Seufert /Christoph Meier9 27.04.2013Caterpillar Deloitte IBM...
© scil All rights reserved.Structure of case study interviews› Understand the context within which L&D unit operates› Orga...
© scil All rights reserved.OUR INITIAL RESULTS11 27.04.2013Sabine Seufert /Christoph Meier
© scil All rights reserved.The learnscape space12 27.04.2013Formal learningInformal learningDriven byleader / managerSelfd...
© scil All rights reserved.Formelles LernenInformelles LernenSelbst-steuerungFremdsteuerungdurchFührungskraft- Manager Por...
© scil All rights reserved.Learnscapes (consolidated view)14 27.04.2013Courses / curricula / certifications / compliance t...
© scil All rights reserved.Differences in positioningof similarly termed elements15 27.04.2013ConferencesConferencesStretc...
© scil All rights reserved.Prerequisites for informal learning (1)Level PrerequisitesEmployees • Initiative and responsibi...
© scil All rights reserved.Prerequisites for informal learning (2)Level PrerequisitesTeam leaders /L&D leaders• Acting as ...
© scil All rights reserved.Prerequisites for informal learning (3)Level PrerequisitesOrganization • Flexible organization ...
© scil All rights reserved.Potential of informal learning forcompetence developmentSituation of learning Potential for com...
© scil All rights reserved.Perceived potential of informal learningfor competence developmentSabine Seufert /Christoph Mei...
© scil All rights reserved.OUR NEXT STEPS21 27.04.2013Sabine Seufert /Christoph Meier
© scil All rights reserved.Development of a framework forfacilitation of learning through leaders22 27.04.2013Field of act...
© scil All rights reserved.ResearchPracticeLeaders aslearningfacilitatorsToolset & workshop:"LearnFacT" -Learning Facilita...
© scil All rights reserved.Dr. Christoph Meierswiss centre for innovations in learning (scil)University of St. GallenMail:...
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Enabling informal learning as a leadership task: learnscapes, prerequisites, potential

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Vortrag auf der EARLI SIG 14 "Learning & Professional Development", Antwerpen, August 2012 (Sabine Seufert / Christoph Meier)

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Enabling informal learning as a leadership task: learnscapes, prerequisites, potential

  1. 1. Enabling informal learningas a leadership task–learnscapes, prerequisites, potentialEARLI SIG 14Learning & Professional Development 2012:Learning in TransitionAntwerp, August 24th 2012Sabine Seufert, Christoph Meier
  2. 2. © scil All rights reserved.Overview› Points of departure› Our research process› Our initial results› Our next stepsSabine Seufert /Christoph Meier2 27.04.2013
  3. 3. © scil All rights reserved.POINTS OF DEPARTURE3 27.04.2013Sabine Seufert /Christoph Meier
  4. 4. © scil All rights reserved.Informal learning is a relevant topicfor Learning & Development› Informal learning is not new› Informal learning cannot / should not be formalized› Why is it a topic for Learning & Development Professionals?› Dynamic development of organizations & work environments› Investment in T&D per headcount reduced› Movement from teaching to learning› Arrival of social media in the workplace› New profile for L&D? provision of training <-> gardening learnscapesSabine Seufert /Christoph Meier4 27.04.2013
  5. 5. © scil All rights reserved.Informal learning is a leadership topicSabine Seufert /Christoph Meier5 27.04.2013Leaders /Managers /SupervisorsEmployees /LearnersOrganizatioal& culturalcontextHR /L&D unit• Traditional "owner"of learning / training• Cannot deliver withoutstakeholder alignment• Not in the know aboutinformal learning going on• Agents of change in face of frequent reorganization• New leadership challenges related toflattened hierarchies & demands for participation• (Contested) Calls for more active rolein personnel development
  6. 6. © scil All rights reserved.Informal learning in L&D unitsas a useful starting point› Personnel in L&D: high proportion of career changers› Often no specific curriculum for development of learningprofessionals› Assumed interest in "informal learning"› Assumed ability to reflect on informal learningSabine Seufert /Christoph Meier6 27.04.2013
  7. 7. © scil All rights reserved.OUR RESEARCH PROCESS7 27.04.2013Sabine Seufert /Christoph Meier
  8. 8. © scil All rights reserved.The initial framework for researchInformal LearningCONTEXT PROCESS OUTCOMELeadership Interactionswith potential for learningContextfor learning Employees asSelf-DirectedLearners Supervisors asLearningFacilitators (ICT-based)LearningEnvironment:Role of Web 2.0 OrganisationalConditions Businesscompetences Socialcompetencies PersonalcompetenciesIndividualLearningLearningLandscapeProfessional domain: Learning & Development / Learning ProfessionalsFormal LearningFacilitatedby managerSelf-directedLearning Outcomes/CompetenciesSabine Seufert /Christoph Meier
  9. 9. © scil All rights reserved.Overview of the case studiesSabine Seufert /Christoph Meier9 27.04.2013Caterpillar Deloitte IBM Siemens UBSL&D unit Caterpillar University,Customer ServicesSupportPersonalentwicklung /Aus- & Fortbildung(Germany)Learning &Development(Switzerland)Siemens LearningCampusBusiness University /Operations e-LearningHeadcount ~120 ~20 + 150 trainers CH: 1 / worldwide: 140 ~140 ~150 / 15Employeeroles• Consultants• Content authors• Trainers (few)• Programcoordinators• Systemadministrators• T&D specialists• Content Managers /Key-AccountManagers• Administrative Staff• HR Consultants• Design & PolicyConsultants• Trainers /Facilitators• Technical / ProgramCoordinators• Technology Experts• Program Managers• Program-Developers• Trainers• Content / MediaAuthors• Project Managers• Consultants• OperationseLearning:• Project managers• eL Designers• Implementation &supportModes ofcomp. dev.for trainingprofes-sionals• No specificcompetence model• A range of courses• Specific curriculumfor trainers• Certifications (e.g.ASTD HumanPerformanceImprovementProcess)• Various forms ofinformal learning• Support for pursuitof degree at tertiarylevel• Internal courses /developmentprograms• Certifications• Various forms ofinformal learning• Various coursesoffered by IBMBusiness University• Various forms ofinformal learning• Competency profilesfor above mentionedroles• Trainer: Curriculumwith certification• Various courses• Various forms ofinformal learning• Individualdevelopment plans• Various courses• Various forms ofinformal learning
  10. 10. © scil All rights reserved.Structure of case study interviews› Understand the context within which L&D unit operates› Organizational context› Professional development for L&D professionals› Understand core processes› Situations & forms of formal / informal learning› Integration of formal & informal learning› Leadership situations & potential for informal learning› Prerequisites for informal learning› Technology support for informal learning› Outcomes› Potential of informal learning for competence development› Opportunities and limitationsSabine Seufert /Christoph Meier10 27.04.2013
  11. 11. © scil All rights reserved.OUR INITIAL RESULTS11 27.04.2013Sabine Seufert /Christoph Meier
  12. 12. © scil All rights reserved.The learnscape space12 27.04.2013Formal learningInformal learningDriven byleader / managerSelfdirectedinformal learning,primarily driven by employeeinformal learning,primarily driven by leader / managerformal learning,primarily driven by employeeformal learning,primarily driven by leader / managerSabine Seufert /Christoph Meier
  13. 13. © scil All rights reserved.Formelles LernenInformelles LernenSelbst-steuerungFremdsteuerungdurchFührungskraft- Manager Portal e-Learnings und Checklisten- Career Framework- E-Learning- P quicks views- Podcast- Webcast- Business University- Knowledge Datenbank- Career Plan- Kundenbedürfnisse erfordern Training- Short Term Assignments- Corporate Social Projects- Cross unit- Cross job- Collaboration- Knowledgesharing meetings- GesprächssituationFK  MA Anlass: Problem- GesprächssituationFK MA Anregung zumErfahrungstausch / Kontakteinitiieren- Networking Events- Jour Fixe:regelmässig/ auf Abruf- Strategy Jams- Future of HR jams- Socialising Events-.SMEs on requestBilder pro Themen- Shadowing- Community & Blogs- Lunch & learn- Peer to peer learning derMitarbeitenden untereinander- Wikis- Manager PortalThemen, Checklisten, Foren,Blogs einarbeiten- Knowledge Management(selbstgesteuerte Einträge zuProjekten hinterlegen / lessons learnd gefördert durch FKOverview of thelearnscapesCaterpillar DeloitteIBMSiemensUBS
  14. 14. © scil All rights reserved.Learnscapes (consolidated view)14 27.04.2013Courses / curricula / certifications / compliance trainingUse of knowledge databasesManagement by objectives& annual reviewDevelopment planeLearning / WBTConferencesStretch assignmentsCoachingInformal conversations& informal meetingsWikis, weblogs, communitiesBooks, journals(online & print)Bar camps & jams(Project) Review meetingsJob rotation &secondmentsTeam meetingsPodcasts / webcasts Conversationsmanager – direct reportFormal learningInformal learningDriven byleader / managerSelfdirectedIndividual developmentplanningMentoringTeam lunchExchanges viaSocial Media platformSabine Seufert /Christoph Meier
  15. 15. © scil All rights reserved.Differences in positioningof similarly termed elements15 27.04.2013ConferencesConferencesStretch assignments Stretch assignmentsWebcastsWebcastsHarvard ManageMentorManager-Portal(eLearning & checklists)Lunch & LearnBusiness LunchTeam meetingsTeam meetingsFormal learningInformal learningDriven byleader / managerSelfdirectedSabine Seufert /Christoph Meier
  16. 16. © scil All rights reserved.Prerequisites for informal learning (1)Level PrerequisitesEmployees • Initiative and responsibility for personal competences & development.• Ability to reflect on personal development needs• Capacity for self directed learning.• Understanding competence gaps as opportunities for development.• Trust in leader: development opportunities can be openly discussed.• Trust in other team members: feedback is accepted and actively solicited.• Media competency (online media and Social Media).Sabine Seufert /Christoph Meier16 27.04.2013
  17. 17. © scil All rights reserved.Prerequisites for informal learning (2)Level PrerequisitesTeam leaders /L&D leaders• Acting as role models with regard to life long learning.• Actively promoting willingness to learn in direct reports.• Providing a safe environment for reflection on learning.• Willingness to reflect on and communicate personal learning experiences.• Tolerating (first time) mistakes.• Trust in direct reports, in their abilities and their orientation to goals.• Providing time and (financial) resources required for informal learning.• Providing support and coaching when required.Sabine Seufert /Christoph Meier17 27.04.2013
  18. 18. © scil All rights reserved.Prerequisites for informal learning (3)Level PrerequisitesOrganization • Flexible organization of work / freedom to sequence work activities & learning.• Leeway for experimenting and practicing.• Resources and a budget for self directed learning and development activities.• Responsibility for learning & development is part of the leadership role.• Transparent pathways for development & opportunities for learning• Tools and technologies for communication and collaboration.• Knowledge and learning resourceso available in an easy manner at any time.o up to date and of good quality (trusted by learners)• …Sabine Seufert /Christoph Meier18 27.04.2013
  19. 19. © scil All rights reserved.Potential of informal learning forcompetence developmentSituation of learning Potential for competence developmentProfessionalcompetencesSocialcompetencesSelfcompetencesFormallearningMBTI certification ++ +++ +++… - / o / + / ++ / +++ - / o / + / ++ / +++ - / o / + / ++ / +++InformallearningYammercommunity++ + +… - / o / + / ++ / +++ - / o / + / ++ / +++ - / o / + / ++ / +++Sabine Seufert /Christoph Meier19 27.04.2013Lernsituation/LernformPotenzial für die KompetenzentwicklungFachkompetenz, u.a.1 Wissen überKonzepte,Theorien, Modelle2 Lernprozessegestalten3 TrainingsdurchführenSozialkompetenz, u.a.4 Umgang mitStakeholdern5 Beratung &CoachingSelbstkompetenz, u.a.6 Reflexionsfähigkeit7 Work-life-balanceformalProjekt-management+++ +++ ++Interviewtraining +++ ++ ++Kommunikations-training+++ +++ +++Hogan Zertifizierung +++ +++ +++MBTI Zertifizierung ++ +++ +++E-Learning +++ + +Jahresgespräch + ++ +++Projektabschluss-Gespräch+ +++ +++Teilnahme anKonferenzen++ +++ +++informellFeedback ausVeranstaltungen+ +++ +++Kollegengespräche ++ +++ +++Team-besprechungenthemenabhängig + ++Mitarbeit in Gremien ++ +++ +Stretch assignments +++ ++ +Secondments +++ +++ ++Coaching + ++ +++Open doorGesprächthemenabhängig + ++YammerCommunities++ + +Webcasts ++ + obooks 24/7 ++ + oLernsituation/LernformPotenzial für die KompetenzentwicklungFachkompetenz- Wissen über Konzepte,Theorien, Modelle- Lernprozessegestalten- Trainings durchführen…Sozialkompetenz- Umgang mitStakeholdern- BeratungskompetenzCoachingwissen..Selbstkompetenz- Reflexionsfähigkeit- Work-Life-Balance…FormalPodcast/Webcast +++ + +E-Learning +++ + ++Career Framework +++ +++ +Manager Portal + + +Knowledge Datenbank +++ +++ ++Team Meetings ++ ++ +Angebote BusinessUniversity++ ++ oCareer Plan +++ +++ +InformellKnowledge ManagementDatenbank+++ + +Communities +++ ++ +Blogs + + +Lunch & Learn ++ ++ +Wikis ++ ++ +Peer to Peer Learning +++ +++ +++Shadowing ++ ++ ++SMEs on request +++ ++ ++e-Learning +++ + ++Mentoring +++ +++ +++Externe Netzwerke /Austausch++ ++ ++Short Term Assignments +++ ++ ++Coporate Social Projects + +++ ++Cross Unit Job Rotation +++ ++ ++Gesprächssituationzwischen Führungskraftund Mitarbeiter++ ++ ++Gesprächssituationzwischen Mitarbeiter undFührungskraft++ ++ ++Knowledge SharingMeeting+++ ++ +Jour Fixe + + ++Networking Events ++ + +(Strategy) Jams + + ++Lernsituation/LernformPotenzial für die KompetenzentwicklungFachkompetenz- Wissen über Konzepte,Theorien, Modelle- Lernprozesse gestalten- Trainings durchführen…Sozialkompetenz- Umgang mit Stakeholdern- BeratungskompetenzCoachingwissen..Selbstkompetenz- Reflexionsfähigkeit- Work-life-balance…formalIndividuelleTrainings+++ +++ +++LearningFramework+ O OSharepoint O O OBusiness Lunch ++ O OKonferenzen/Tagungen+ O OTeam Meetings +++ +++ +Nachmittags-Forum +++ + OFührungsgespräch O + ++informellStretchAssignments++ ++ ++Infomails + + OWeblogs + O +++ (Als Autor,ansonsten +)Community-Spaces +++ ++ ++Lesen ++ ++ ++"nach nebenan" +++ ++ +pers. Netzwerke +++ ++ +Core Learning P. +++ +++ +BarCamp ++ + OLernformen/-massnahmenPotential zur Förderung der KompetenzentwicklungFachkompetenzen- Wissen überTools, Konzepte,Theorien etc.- Wissen über dieGestaltung vonLernumgebungen- Wissen zuTechnologien- …Sozialkompetenzen- Umgang mitBusiness Partnern- Beratungsfähigkeiten- Umgang mitTeammitgliedern- …Selbstkompetenzen- Schaffung einerWork-Life-Balance- Reflexion deseigenenHandelns- …formellAus- undWeiterbildungsangebotder BU+ + +Learning Pathways o o oLernjournale + ++ ++Management byObjectives++ o bis ++ o bis ++Bilaterale Meetings + ++ +WBTs ++ o +Kreativsessions ++ ++ +Rapid eLearning ++ o +WBT-Bibliothek + o oIndividual DevelopmentPlanning++ o bis ++ ++gemeinsameKonferenzbesuche++ ++ +Pod- und Videocast ++ o +informellBlogs ++ + ++Bilateraler Austausch imTeam+ ++ ++Webinare +++ + +Social Computing ++ ++ ++Knowledge Jams ++ + +Team-Mittagessen + +++ +Coaching + +++ ++Mentoring ++ ++ ++Schreiben von Artikeln +++ ++ +++Weitergabe von Wissenim Teammeeting++ ++ ++Lerntandems zwischenMitarbeitern (IDP)++ ++ ++Situation / form oflearningPotential for development of competencesBusiness competences- knowledge abouttools, concepts,etc.- design learning- manage trainings- …Interpersonalcompetencies- liaising withbusiness partners- consulting skills- coaching skills- …Personal competencies- balancing life &work- reflecting on ownpractice- …FormalCAT Instructionalaccreditationprogram+++ + ++ASTD HPIcertification+++ ++ ++Course onCriterionReferenceInstruction+++ O oSalescertification+++ +++ +++Proj. Mgmt.certification+++ + +Change Mgmt.certification+++ +++ +InformalStretchassignments++ ++ ++Job rotation +++ + +Sharingknowledge /experiences instaff meetings+++ ++ +Informalcoaching byteam leader+++ +++ +++Attendingconferences /seminars+++ O oParticipating in(online)communities+++ ++ ++Communicatingvia Cat@work+++ +++ +++Reading +++ +++ +++Use of HarvardManagerresource+++ +++ +++
  20. 20. © scil All rights reserved.Perceived potential of informal learningfor competence developmentSabine Seufert /Christoph Meier20 27.04.2013∅ Cat ∅ Del ∅ IBM ∅ SLC ∅ UBS ∅ overallformal forms of learning 2.06 2.48 1.88 1.13 1.14 1.74informal forms of learning 2.33 1.85 1.95 1.67 1.88 1.94∅ by organization across allforms of learning2.20 2.17 1.91 1.40 1.51Cat Del IBM SLC UBS Cat Del IBM SLC UBS Cat Del IBM SLC UBSformal forms of learning 3.00 2.33 2.50 1.63 1.50 1.67 2.56 2.00 1.00 0.92 1.50 2.56 1.13 0.75 1.00informal forms of learning 2.89 2.00 2.25 2.22 1.91 2.11 1.91 1.85 1.67 1.91 2.00 1.64 1.75 1.11 1.82∅ per competence area andorganization2.95 2.17 2.38 1.93 1.71 1.89 2.24 1.93 1.34 1.42 1.75 2.10 1.44 0.93 1.41∅ per competence areaSelf competences1.53Business competences2.22 1.76Social competencesLegend: 0=no potential; 1=low potential; 2=medium potential; 3=high potential
  21. 21. © scil All rights reserved.OUR NEXT STEPS21 27.04.2013Sabine Seufert /Christoph Meier
  22. 22. © scil All rights reserved.Development of a framework forfacilitation of learning through leaders22 27.04.2013Field of actionforleaders / managersContextconditionsInteractionsWorkplace in general Situations of leadingCreate environmentsconducive to learning(e.g. stretch assignments,opportunities for conversation)Design interactions forlearning potential(e.g. encouragereflection on learningsin annual review)Facilitate learningin the workplace(e.g. encourage reflection onexperiences / learningsin team meetings)Contribute to a newculture of learning(e.g. tolerate 1st time mistakes &encourage reflection on them;reflect own learning experienceswith others)Sabine Seufert /Christoph Meier
  23. 23. © scil All rights reserved.ResearchPracticeLeaders aslearningfacilitatorsToolset & workshop:"LearnFacT" -Learning Facilitation KitTheoretical framework:Design principlesfor toolset & workshopsDesign-based research &developmentVersions of toolset & iterations of workshopsSabine Seufert /Christoph Meier23
  24. 24. © scil All rights reserved.Dr. Christoph Meierswiss centre for innovations in learning (scil)University of St. GallenMail: christoph.meier@unisg.chTel.: +41 71 224 7595Web: www.scil.chBlog: www.scil-blog.chContact & information:24 27.04.2013Sabine Seufert /Christoph Meier
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