Trends in corporate learning &development–Leaders as facilitators of learningEFMD Corportate Advisory Seminar"Leadership D...
© scil All rights reserved.Who we are & what we do2 28.04.2013Dr. Christoph MeierCorporateLearningStrategy &PortfolioManag...
© scil All rights reserved.OverviewResults from research project on"Informal learning as a leadership task"Dr. Christoph M...
© scil All rights reserved.About the scil trend studiesDr. Christoph Meier 4 28.04.20132006 2008 2010 2012 …150What are th...
© scil All rights reserved.Top ten topics "relevance"Dr. Christoph Meier 5 28.04.2013Topic Domain Score 12 10 08 06Align t...
© scil All rights reserved.Top ten topics "relevance"Dr. Christoph Meier 6 28.04.2013Topic Domain Score 12 10 08 06Align t...
© scil All rights reserved.Top ten topics "relevance"Dr. Christoph Meier 7 28.04.2013Topic Domain Score 12 10 08 06Align t...
© scil All rights reserved.Top ten topicsDr. Christoph Meier 8 28.04.2013Topic Domain Score 12 10 08 06Align the qualifica...
© scil All rights reserved.Importance of informal learningDr. Christoph Meier 9 28.04.2013› Informal learningactivities ar...
© scil All rights reserved.RealizationDr. Christoph Meier 10 28.04.2013L&D leaders / professionals havebecome more critica...
© scil All rights reserved.Top ten topics "current realization"Dr. Christoph Meier 11 28.04.2013Topic Domain ScoreDesign l...
© scil All rights reserved.Top ten topics "current realization"Dr. Christoph Meier 12 28.04.2013Topic Domain ScoreDesign l...
© scil All rights reserved.OverviewResults from research project on"Informal learning as a leadership task"Dr. Christoph M...
© scil All rights reserved.14 28.04.2013› Points of departure› Research› Initial results"Informal learningas a leadership ...
© scil All rights reserved.3 points of departure› Informal learning is a topic for L&D units in organizations› arrival of ...
© scil All rights reserved.Case studies: OverviewSabine Seufert /Christoph Meier16 28.04.2013Caterpillar Deloitte IBM Siem...
© scil All rights reserved.The learnscape template17 28.04.2013Formal learningInformal learningDriven byleader / managerSe...
Formelles LernenInformelles LernenSelbst-steuerungFremdsteuerungdurchFührungskraft- Manager Portal e-Learnings und Checkl...
© scil All rights reserved.Learnscapes (consolidated view)19 28/04/2013Courses / curricula / certifications / compliance t...
© scil All rights reserved.Dr. Christoph Meier 20 28.04.2013Prerequisites for informal learningLevel PrerequisitesEmployee...
© scil All rights reserved.Involvement of leaders in learning:the field for action (1)21 28.04.2013Field of actionforleade...
© scil All rights reserved.Involvement of leaders in learning:the field for action (2)22 28.04.2013Field of actionforleade...
© scil All rights reserved.OverviewResults from research project on"Informal learning as a leadership task"Dr. Christoph M...
© scil All rights reserved.ResearchPracticeLeaders aslearningfacilitatorsToolset & workshop:"LearnFacT" -Learning Facilita...
© scil All rights reserved.LearnFacT interventions - Enabling daily practice («How?»)LearnFacT guidance - Enabling factors...
© scil All rights reserved.Initiative 2:Innovation Circle"social business learning"Dr. Christoph Meier 26 28.04.2013compet...
© scil All rights reserved.Social media skills for leaderspersonal› produce› distribute› receive / manageorganizational› o...
© scil All rights reserved.Recap: Structure & main pointsof this contributionDr. Christoph Meier 28 28.04.2013Results from...
© scil All rights reserved.Thank you for your attention!Dr. Christoph Meier 29 28.04.2013Contact & further informationDr. ...
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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

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Trends in Learning Management - Leaders as facilitators of learning

  1. 1. 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
  2. 2. © 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
  3. 3. © 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
  4. 4. © 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
  5. 5. © 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
  6. 6. © 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
  7. 7. © 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
  8. 8. © 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
  9. 9. © 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
  10. 10. © 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
  11. 11. © 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%
  12. 12. © 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%
  13. 13. © 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
  14. 14. © scil All rights reserved.14 28.04.2013› Points of departure› Research› Initial results"Informal learningas a leadership task"Dr. Christoph Meier
  15. 15. © 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
  16. 16. © 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
  17. 17. © 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
  18. 18. 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
  19. 19. © 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
  20. 20. © 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• …
  21. 21. © 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
  22. 22. © 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"
  23. 23. © 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
  24. 24. © 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
  25. 25. © 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
  26. 26. © 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
  27. 27. © 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)
  28. 28. © 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"
  29. 29. © 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"
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