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Trends in Learning Management - Leaders as facilitators of learning
 

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Vortrag von Christoph Meier, scil, im Rahmen des EFMD Corporate Advisory Seminars "Leadership Development 2.0" am 19.04.2013 in Brüssel

Vortrag von Christoph Meier, scil, im Rahmen des EFMD Corporate Advisory Seminars "Leadership Development 2.0" am 19.04.2013 in Brüssel

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    Trends in Learning Management - Leaders as facilitators of learning Trends in Learning Management - Leaders as facilitators of learning Presentation Transcript

    • Trends in corporate learning &development–Leaders as facilitators of learningEFMD Corportate Advisory Seminar"Leadership Development 2.0"Brussels, April 19th 2013Dr. Christoph Meierwww.scil.chwww.scil-blog.ch
    • © scil All rights reserved.Who we are & what we do2 28.04.2013Dr. Christoph MeierCorporateLearningStrategy &PortfolioManagementLearningDesignLearningProfessionalsLearningLeadershipCulture ofLearningLearningValueManagement• scil research-> Informal learning as aleadership task• scil academy-> DAS "Learning Executive"• scil consulting & services-> "Trend study 2012"-> Innovation Circle"social-business-learning"International congress"Lost in transition?Pathways to successful learningin organizations"June 6-7, St.Gallen
    • © scil All rights reserved.OverviewResults from research project on"Informal learning as a leadership task"Dr. Christoph Meier 3 28.04.2013Results from scil trend study 2012 / 2013 oncorporate learning & developmentNext steps in research & development
    • © scil All rights reserved.About the scil trend studiesDr. Christoph Meier 4 28.04.20132006 2008 2010 2012 …150What are the challenges in corporate learning & development?1) What is their importance?2) What is the status of realization / implementation?45
    • © scil All rights reserved.Top ten topics "relevance"Dr. Christoph Meier 5 28.04.2013Topic Domain Score 12 10 08 06Align the qualification of staff proactively with the corporatestrategyStrategy 3.68 1 2 2 2Design learning and educational activities to support transfer (e.g.setting personal learning goals, action plans, follow-ups)Pedagogy 3.62 2 1 1 1Consider current trends and developments when furtherdeveloping servicesStrategy 3.57 3 / / /Foster learning support through managers / executives Culture 3.57 3 4 3 3Improve social competencies of employees Pedagogy 3.45 5 3 13 /Involve managers/executives in educational processes ascoaches, mentors, or multipliers of learning oriented values,expectations and attitudesCulture 3.41 6 12 7 (5)Involvement of learning & development in implementing strategyafter defining strategy-/planning processesStrategy 3.37 7 10 5 /Intensify quality development and quality management Economy 3.36 8 5 20 11Improve the pedagogical quality of learning services / offerings Pedagogy 3.35 9 14 29 19Align learning activities to a competency model Pedagogy 3.34 10 11 / /Further develop the culture of learning through targeted initiatives Culture 3.34 10 / / /score: 4 = highly relevant; 1 = not relevant
    • © scil All rights reserved.Top ten topics "relevance"Dr. Christoph Meier 6 28.04.2013Topic Domain Score 12 10 08 06Align the qualification of staff proactively with the corporatestrategyStrategy 3.68 1 2 2 2Design learning and educational activities to support transfer (e.g.setting personal learning goals, action plans, follow-ups)Pedagogy 3.62 2 1 1 1Consider current trends and developments when furtherdeveloping servicesStrategy 3.57 3 / / /Foster learning support through managers / executives Culture 3.57 3 4 3 3Improve social competencies of employees Pedagogy 3.45 5 3 13 /Involve managers/executives in educational processes ascoaches, mentors, or multipliers of learning oriented values,expectations and attitudesCulture 3.41 6 12 7 (5)Involvement of learning & development in implementing strategyafter defining strategy-/planning processesStrategy 3.37 7 10 5 /Intensify quality development and quality management Economy 3.36 8 5 20 11Improve the pedagogical quality of learning services / offerings Pedagogy 3.35 9 14 29 19Align learning activities to a competency model Pedagogy 3.34 10 11 / /Further develop the culture of learning through targeted initiatives Culture 3.34 10 / / /score: 4 = highly relevant; 1 = not relevant
    • © scil All rights reserved.Top ten topics "relevance"Dr. Christoph Meier 7 28.04.2013Topic Domain Score 12 10 08 06Align the qualification of staff proactively with the corporatestrategyStrategy 3.68 1 2 2 2Design learning and educational activities to support transfer (e.g.setting personal learning goals, action plans, follow-ups)Pedagogy 3.62 2 1 1 1Consider current trends and developments when furtherdeveloping servicesStrategy 3.57 3 / / /Foster learning support through managers / executives Culture 3.57 3 4 3 3Improve social competencies of employees Pedagogy 3.45 5 3 13 /Involve managers/executives in educational processes ascoaches, mentors, or multipliers of learning oriented values,expectations and attitudesCulture 3.41 6 12 7 (5)Involvement of learning & development in implementing strategyafter defining strategy-/planning processesStrategy 3.37 7 10 5 /Intensify quality development and quality management Economy 3.36 8 5 20 11Improve the pedagogical quality of learning services / offerings Pedagogy 3.35 9 14 29 19Align learning activities to a competency model Pedagogy 3.34 10 11 / /Further develop the culture of learning through targeted initiatives Culture 3.34 10 / / /score: 4 = highly relevant; 1 = not relevant
    • © scil All rights reserved.Top ten topicsDr. Christoph Meier 8 28.04.2013Topic Domain Score 12 10 08 06Align the qualification of staff proactively with the corporatestrategyStrategy 3.68 1 2 2 2Design learning and educational activities to support transfer (e.g.setting personal learning goals, action plans, follow-ups)Pedagogy 3.62 2 1 1 1Consider current trends and developments when furtherdeveloping servicesStrategy 3.57 3 / / /Foster learning support through managers / executives Culture 3.57 3 4 3 3Improve social competencies of employees Pedagogy 3.45 5 3 13 /Involve managers/executives in educational processes ascoaches, mentors, or multipliers of learning oriented values,expectations and attitudesCulture 3.41 6 12 7 (5)Involvement of learning & development in implementing strategyafter defining strategy-/planning processesStrategy 3.37 7 10 5 /Intensify quality development and quality management Economy 3.36 8 5 20 11Improve the pedagogical quality of learning services / offerings Pedagogy 3.35 9 14 29 19Align learning activities to a competency model Pedagogy 3.34 10 11 / /Further develop the culture of learning through targeted initiatives Culture 3.34 10 / / /score: 4 = highly relevant; 1 = not relevant
    • © scil All rights reserved.Importance of informal learningDr. Christoph Meier 9 28.04.2013› Informal learningactivities areexpected toincrease in thefuture› Need forintegration offormal & informallearnigreduction same level increasehigh relevancemedium relevancelow relevanceno relevance
    • © scil All rights reserved.RealizationDr. Christoph Meier 10 28.04.2013L&D leaders / professionals havebecome more critical of theirachievements:› average valuesfor "realization"have noticeably decreased
    • © scil All rights reserved.Top ten topics "current realization"Dr. Christoph Meier 11 28.04.2013Topic Domain ScoreDesign learning and educational activities to support transfer (e.g. settingpersonal learning goals, action plans, follow-ups)Pedagogy 72%Foster learning support through managers / executives Culture 68%Qualify educational staff (e.g. trainers, instructors) to cope with modified rolerequirements (e.g. coach, facilitator)Organization 66%Consider current trends and developments when further developing services Strategy 65%Improve social competencies of employees Pedagogy 63%Improve the pedagogical quality of learning services / offerings Pedagogy 63%Align the qualification of staff proactively with the corporate strategy Strategy 61%Improve competencies for self directed learning among employees Pedagogy 60%Involve managers/executives in educational processes as coaches, mentors,or multipliers of learning oriented values, expectations and attitudesCulture 59%Intensify quality development and quality management Economy 58%
    • © scil All rights reserved.Top ten topics "current realization"Dr. Christoph Meier 12 28.04.2013Topic Domain ScoreDesign learning and educational activities to support transfer (e.g. settingpersonal learning goals, action plans, follow-ups)Pedagogy 72%Foster learning support through managers / executives Culture 68%Qualify educational staff (e.g. trainers, instructors) to cope with modified rolerequirements (e.g. coach, facilitator)Organization 66%Consider current trends and developments when further developing services Strategy 65%Improve social competencies of employees Pedagogy 63%Improve the pedagogical quality of learning services / offerings Pedagogy 63%Align the qualification of staff proactively with the corporate strategy Strategy 61%Improve competencies for self directed learning among employees Pedagogy 60%Involve managers/executives in educational processes as coaches, mentors,or multipliers of learning oriented values, expectations and attitudesCulture 59%Intensify quality development and quality management Economy 58%
    • © scil All rights reserved.OverviewResults from research project on"Informal learning as a leadership task"Dr. Christoph Meier 13 28.04.2013Results from scil trend study 2012 / 2013 oncorporate learning & developmentNext steps in research & development
    • © scil All rights reserved.14 28.04.2013› Points of departure› Research› Initial results"Informal learningas a leadership task"Dr. Christoph Meier
    • © scil All rights reserved.3 points of departure› Informal learning is a topic for L&D units in organizations› arrival of social media in the workspace› willingness to invest in T&D› Informal learning is a leadership topic› L&D as owner of "learning": not in the know on informal learning› Leaders / managers = important role models & change agents› Informal learning in L&D units is a useful starting point› L&D: high proportion of career changers› Often no specific curriculum for development› Assumed interest & ability to reflect on informal learning15 28.04.2013Dr. Christoph Meier
    • © scil All rights reserved.Case studies: OverviewSabine Seufert /Christoph Meier16 28.04.2013Caterpillar 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
    • © scil All rights reserved.The learnscape template17 28.04.2013Formal 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 / managerDr. Christoph Meier
    • 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
    • © scil All rights reserved.Learnscapes (consolidated view)19 28/04/2013Courses / 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 – employeeFormal learningInformal learningDriven byleader /managerSelfdirectedIndividual developmentplanningMentoringTeam lunchExchanges viaSocial Media platformDr. Christoph Meier
    • © scil All rights reserved.Dr. Christoph Meier 20 28.04.2013Prerequisites for informal learningLevel PrerequisitesEmployees • Ability to reflect on personal development needs• Capacity for self directed learning & media competency• Understanding competence gaps as opportunities for development.• …Leaders • Acting as role models with regard to life long learning.• Providing a safe environment for reflection on learning.• Trust in employees / direct reports (in their abilities, orientation to goals).• Tolerating (first time) mistakes.• Providing time and (financial) resources required for informal learning.• Providing support and coaching.• …Organization • Flexible organization of work / freedom to sequence work activities & learning.• Leeway for experimenting and practicing.• Knowledge and learning resources• …
    • © scil All rights reserved.Involvement of leaders in learning:the field for action (1)21 28.04.2013Field of actionforleaders / managersSupport forleaders as learningfacilitatorsDr. Christoph MeierNormative level /reference modelContextconditionsInteractionsWorkplace in general Situations of leading• Develop knowledge & competences• Develop toolset & work aids• Context conditions for leaders as facilitators of learning• Business in networks & across distance• Flattened hierarchies, openness & participation• Delegation, motivation, responsibility
    • © scil All rights reserved.Involvement of leaders in learning:the field for action (2)22 28.04.2013Field of actionforleaders / managersContextconditionsInteractionsWorkplace in general Situations of leadingCreate environmentsconducive to learning(e.g. stretch assignments;budget for self-directed learning;places for informal meetings)Design interactions forlearning potential(e.g. engage team in planning& facilitation of team meetings;structure development dialogueby competences)Facilitate learningin the workplace(e.g. encourage lunch & learnsessions; encourage bloggingon work-related topics)Contribute to a newculture of learning(e.g. support for learning as partof team leader role; opportunitiesfor sharing learning experiences)Support forleaders as learningfacilitators• Develop knowledge & competences(e.g., leadership situations & styles, feedback)• Develop toolset & work aids(e.g., work aid for development dialogue on informal learning)• Context conditions for leaders as facilitators of learning(work structures, reward structures, etc.)leadershipdevelopmentprogramsDr. Christoph Meier"socialbusinesslearning"
    • © scil All rights reserved.OverviewResults from research project on"Informal learning as a leadership task"Dr. Christoph Meier 23 28.04.2013Results from scil trend study 2012 / 2013 oncorporate learning & developmentNext steps in research & development
    • © scil All rights reserved.ResearchPracticeLeaders aslearningfacilitatorsToolset & workshop:"LearnFacT" -Learning Facilitation kiTTheoretical framework:Design principlesfor toolset & workshopsInitiative 1:LearnFacT (1)Versions of toolset & iterations of workshops24Dr. Christoph Meier
    • © scil All rights reserved.LearnFacT interventions - Enabling daily practice («How?»)LearnFacT guidance - Enabling factors («Why?» «What?»)GuidanceInter-ventionGuidanceInter-ventionGuidanceInter-ventionInitiative 1:LearnFacT (2)Dr. Christoph MeierCreateenrivonmentsconducive tolearningContribute toa new cultureof learningFacilitatelearningin the workplaceDesigninteractions forlearning potential
    • © scil All rights reserved.Initiative 2:Innovation Circle"social business learning"Dr. Christoph Meier 26 28.04.2013competencydevelopment(formal &informal)smart working,crowdsourcing,customerdialogues,etc.agile L&D,agile businessProcesses (L&D)Culture• Learning processes• Customer processes• Innovation processes• Openness• Participation• FlexibilityPeople• Learning professionals• Leaders• Employees
    • © scil All rights reserved.Social media skills for leaderspersonal› produce› distribute› receive / manageorganizational› orchestrate› design (infrastructure)› analyze(identify trends)Dr. Christoph Meier 27 28.04.2013Socialmedia-literateleadershipAdvisor &OrchestratorArchi-tectSource: Deiser / Newton:Six social media skills every leader needs.McKinsey Quarterly, February 2013AnalystRecipientDistri-butorProducerCreate authentic,compelling content(e.g. video messagesfor unit / division weblog)Influencehowcommuni-cationsmove around(e.g. create& sustain abody offollowersthat spread /reinforcemessages)Manageinformation deluge(e.g. filtering tools& techniques)Orchestrateactivities(by e.g. contentcurators communitymentors, network analysts)Create anenablinginfrastruc-ture (e.g.leeway toshare withpersonalnetwork &standardsfor transpa-rency &integrity)Identify trends &potential(e.g. new socialmedia tools)
    • © scil All rights reserved.Recap: Structure & main pointsof this contributionDr. Christoph Meier 28 28.04.2013Results from scil Trendstudy"Challenges in corporate learning"Top ten topics"relevance"• stability of top 4 rated topics(strategic alignment, transfer,involvement of leaders in learning)• culture of learning / informal learning• the role of L&DTop ten topics"currently under way"Results from research"Informal learning as a leadership task"• competences for learning• involvement of managers in learning &development activities• Learnscapes & integration of activities• Prerequisites for informal learning (leaders)• Field for action for leaders (4 quadrants)Next steps in research & development• Project "LearnFacT• Innovation Circle "social-business-learning"
    • © scil All rights reserved.Thank you for your attention!Dr. Christoph Meier 29 28.04.2013Contact & further informationDr. Christoph Meierswiss centre for innovations in learning (scil) at theUniversity of St.Gallenchristoph.meier@unisg.chResourcesReports / Studies:Diesner, I., & Seufert, S. (2013).Trendstudie 2012. Herausforderungen für das Bildungsmanagement in Unternehmen.St. Gallen: IWP-HSG.Seufert, S., Fandel-Meyer, T., Meier, C., Diesner, I., Fäckeler, S., & Raatz, S. (2013).Informelles Lernen als Führungsaufgabe. St. Gallen: IWP-HSG.Web: www.scil.chBlog: www.scil-blog.chTwitter: @scilCHSlideshare: search for "sc4il"