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Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
Learning and Development Challenges
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Learning and Development Challenges

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Presentation of John van Djick for the 16th Learning EB for Cebu

Presentation of John van Djick for the 16th Learning EB for Cebu

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  • 1. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 1 John van Dijk General Manager HRMnext Philippines CEBU, March 29th 2014 Learning and Development NEW CHALLENGES
  • 2. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 2 HANS BRINKER, or the silver scates PETER, the lockkeeper's son ! Spaarndam & Harlingen By Mary Mapes Dodge (1865) INTRODUCTION
  • 3. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 3 1. Four dimensions of professionalism 2. Two very common reflexes to avoid 3. The 'ADDIE' – model 4. About learning 5. About training 6. About behavior and attitude 7. About motivation 8. The consequences and challenges for learning/training/coaching and motivation departments TODAY'S JOURNEY
  • 4. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 4 This presentation is intellectual property of “HRMnext Limited”, Hong Kong./Beijing/Frankfurt/Manila www.hrmnext.net 4 Dimensions of professional competency Know = TEACHING/LEARNING Can/Skills = TRAINING/EXERCISE Are = COACHING/ MENTORING/ BEHAVIOR/ ATTITUDE Want = INTENTION (INTRINSIC) + CIRCUMSTANCES (EXTRINSIC) KNOWLEDGE ABILITY MOTIVATION CORE- QUALITIES MECHANICS SPIRIT YOUR SPIRIT CAN TAKE THE MECHANICS TO A HIGHER LEVEL!
  • 5. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 5 AVOID! THE SOLUTION REFLEX THE TRAINING REFLEX
  • 6. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 6 ADDIE = A well known Friend
  • 7. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 8 ANALYSIS
  • 8. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 9 THE OVERALL PICTURE OF TNA
  • 9. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 10 BUSINESS ANALYSIS: Alignment – RUMMLER
  • 10. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 11 JOB ANALYSIS – Skills Management Skill management is the basis for training management. job families, i.e. groups of jobs with similar contents (e.g. “Customer Service Representative”, “Assembly Fitter”, “Administrative Assistant”, “Sales Manager”) skill profiles for job families (levels: e.g. “Basic”, “Advanced”, “Mastery”). For certain job families, it can be advisable to differentiate between levels of knowledge/experience and responsibility, e.g. “Junior”, “Professional”, “Senior”. Ideally, skill gaps are the basis of the company’s training plan: By collecting all skill gaps in advance of the training planning process HR gets a complete overview of all training needs within the company.
  • 11. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 12
  • 12. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 13 CAUSE ANALYSIS - GILBERT
  • 13. This presentation is intellectual property of “HRMnext Limited”, Hong Kong. Any changes and further distribution only with permission of the owner, Matthias Zeuch. www.hrmnext.net 16 Basic Advanced Mastery Demanded English Skills For Sales Managers English Skills of Sales Manager Ms. Chen Skill Gap regarding English of Ms. Chen Example: Ms. Chen is a Sales Manager. As Sales Manager, her English language skills should be on Mastery level. Her current English skills, however, are only basic. So her Skill Gap is two levels. Ms. Chen needs training to step up two levels of English. 1. Ms. Chen should attend Advanced Training 2. Ms. Chen should attend Mastery Training Training Plan regarding English for Ms. Chen Skill Type “English Language” POPULATION ANALYSIS
  • 14. This presentation is intellectual property of “HRMnext Limited”, Hong Kong. Any changes and further distribution only with permission of the owner, Matthias Zeuch. www.hrmnext.net 17 CATALOG OR CUSTOMIZED ?
  • 15. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 18 Don't Don’t Offer “Nice To Have” Classes
  • 16. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 21 DESIGN – DETERMINE THE OBJECTIVES – WHAT,WHY,WHO,WHEN and WHERE?
  • 17. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 23 HOW DO WE LEARN? - THE 10-20-70 rule LOMBARDO/ EICHINGER (1996) GENERATION Y- Z: 5-35-60 ?
  • 18. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 24 ABOUT LEARNING
  • 19. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 25
  • 20. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 26
  • 21. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 27 ABOUT TRAINING TALENT or/and HARD WORK REPITITION , EXERCISE, PRACTICE (Anders Ericsson: 10000 hours rule) FEEDBACK / POSITIVE REINFORCEMENT REWARD/ RECOGNITION COLLECT INFORMATION
  • 22. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 28 This presentation is intellectual property of “HRMnext Limited”, Hong Kong./Beijing/Frankfurt/Manila www.hrmnext.net TRAINING: THE PARETO-PRINCIPLE APPLIES 1. To attain excellence you have to train/exercise every day 2. The better you get the more details become important 3. You better get a good trainer/coach 4. Discipline, perseverance , concentration and intrinsic motivation are required to reach the top
  • 23. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 29 3 mythes ABOUT BEHAVIOR (Prof. Jenni Cross, Colorado State University) 1. EDUCATION WILL CHANGE BEHAVIOR
  • 24. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 30 You have a whole in your house as big as a basketball ! This is going to cost you $ 1000 a year!!
  • 25. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 31 2. YOU NEED TO CHANGE ATTITUDES TO CHANGE BEHAVIOR
  • 26. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 32 DON'T DESCRIBE ATTITUDES; DESCRIBE CONCRETE BEHAVIOR!
  • 27. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 33 3. PEOPLE KNOW WHAT MOTIVATES THEM TO TAKE ACTION
  • 28. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 34 ENVIRONMENT STEERS/DETERMINES BEHAVIOR!!!!
  • 29. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 35
  • 30. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 36
  • 31. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 37 This presentation is intellectual property of “HRMnext Limited”, Hong Kong./Beijing/Frankfurt/Manila www.hrmnext.net ABOUT MOTIVATION - HERZBERG
  • 32. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 38 CONCLUSION "Too many teachers see education as preparing kids for the past, not the future" (Marc Prensky, 2008) In the same way, too many Learning and Development departments are preparing learning content for an environment of the past, not the future. Workers in the 21st century are less and less likely to want, or need, to leave their working environment to learn. They are increasingly demanding that their development meshes with their work. In fact, many now realize that work is becoming learning and learning is becoming part of work. (Harold Jarche, 2010) EINSTEIN: DOING THE SAME AND EXPECT A DIFFERENT RESULT = INSANITY
  • 33. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 39 DEVELOPMENT PLANS VS ACTUAL DEVELOPMENT
  • 34. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 40 LEARNSCAPING The challenge for the Learning and Development world : Away from too exclusive a focus on the design, development and delivery of static information and ‘knowledge’ embedded in courses, and towards a broader focus which includes approaches that work in our dynamic information-rich world (LEARNSCAPING)
  • 35. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 41 - Courses, workshops, seminars - e – Learning/ m-learning - Professional qualifications/ accreditation - Certification - Formal education, e.g. University, Business School 10 %: Learn & Develop Through Structured Courses
  • 36. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 42 20%: LEARN AND DEVELOP THROUGH OTHERS - Informal feedback and work debriefs - Seeking advice, asking opinions, sounding out ideas - Coaching from manager/others - 360 feedback - Assessments with feedback - Structured mentoring and coaching - Learning through teams/networks - External networks/contacts - Professional/Industry association involvement or active membership - Facilitated group discussion, e.g. Action Learning
  • 37. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 43 70% : LEARN AND DEVELOP THROUGH EXPERIENCE, FEEDBACK and REINFORCEMENT - Apply new learning in real situations - Use feedback to try a new approach to an old problem - New work and solving problems within role - Increased span of control - Increased decision making - Champion and/or manage changes - Cover for others on leave - Exposure to other departments/roles - Take part in project or working group - Coordinated role swaps or secondments - Stretch assignments - Interaction with senior management, e.g. meetings, presentations - Day–to-day research, web browsing - Leadership activities, e.g. lead a team, committee membership, executive directorships - Cross functional introductions, site/customer visits - Research and apply best practice - Apply standards and processes, e.g. Six Sigma - Work with consultants or internal experts - Internal/external speaking engagements - Budgeting - Interviewing - Project reviews - Community activities and volunteering YOU WILL KNOW IT WHEN YOU DO IT EXERCISE PRACTICE EXERCISE PRACTICE EXERCISE PRACTICE FEEDBACK POSITIVE REINFORCEMENT REWARD RECOGNITION
  • 38. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 44 DEVELOP INTERACT Action Learning INVENT NEW WAYS OF: SOCIAL WORKPLACE INFORMAL and EXPERIENTIAL LEARNING DO
  • 39. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 45
  • 40. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 46 Nine events of instruction ( GAGNĖ ) 1. GAINING ATTENTION ( Get the short time memory clean!) 2. INFORM LEARNERS OF OBJECTIVES 3. STIMULATE RECALL OF PRIOR LEARNING 4, PRESENT THE STIMULUS 5. PROVIDE LEARNING GUIDANCE 6. ELICITING PERFORMANCE 7. PROVIDE FEEDBACK 8. ASSESSING PERFORMANCE 9. ENHANCE RETENTION AND TRANSFER
  • 41. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 47 ARCS-MODEL ( KELLER ) – Model of Motivational Design 1. ATTENTION 2. RELEVANCE 3. CONFIDENCE 4. SATISFACTION Based on 'Expectancy Value Theory ( Tolman/Lewin)
  • 42. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 48
  • 43. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 49 = DEDUCTIVE = INDUCTIVE EXPOSITORYINQUISITORY
  • 44. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 50 DEVELOP – CREATE THE PERFORMANCE SOLUTION – HOW WILL YOU CLOSE THE GAP ? DEVELOP – CREATE THE PERFORMANCE SOLUTION – The traditional way RECEPTIVE DIRECTIVE EXPLORATORY GUIDED DISCOVERY ABSORB DO INTERACT REFLECT Lecture, Demonstration Exercise Role play Programmed learning Metaphors Role modeling Apprentice ship Open ended questioning Discussion Simulation, Case study Team Training Re-framing problems Reading Combining Concepts Action Learning Experimenting
  • 45. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 51 EVALUATION
  • 46. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 52 KIRKPATRICK-SUMMATIVE
  • 47. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 53 BRAINS 2 to 3 % of body weight Uses about 20 % of energy 100 billion brain cells Each about 10.000 connections
  • 48. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 54 BRAINS BAD: RECALL GOOD: CONNECT RECOGNITION
  • 49. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 55 BRAINS
  • 50. This presentation is intellectual property of “HRMnext Consulting”, Philippines. Any changes and further distribution only with permission of the GM John van Dijk www.hrmnext.net 56 BRAINS WORKING MEMORY/ SHORT TERM MEMORY (+ extended short term memory = to do list/project list/ later/ references ) LONG TERM MEMORY

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