LearnX 2011 presso - Glenn Hansen


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This is the PowerPoint used in my presentation to the LearnX 2011 conference in Brisbane, Australia, regarding the pace of change in the workplace and the need for learning to change in order to continue to provide people with the knowledge, skills and opportunities to do their best work.

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  • Premise - not controversial - nature of work changes over time - moved from agrarian subsistence, to industrialisation, to mass manufacturing - today, for many organisations, corporate knowledge and skills have replaced fixed assets as the main source of value
  • Pace of change continues to accelerate - Ray Kurzweil: re info C21st will contain not 100 C20th years, but 20,000 - product cycles shortening, speed of innovation increasing, - knowledge and skills have shorter half-life
  • FW Taylo r - setting the scene - about 110 years ago - workers not paid to think - work a simple series of steps toward a known, predictable outcome
  • Workers not paid to think - he was writing during the latter stages of industrial revolution - his theories worked - until they didn't (Dan Pink) - can still see some of his ideas today
  • Today is very different - today, many companies' market value and competitive advantage depends on the knowledge, skills and ability to innovate of their work force - obviously, corporate learning must be positioned to support these new sources of value - just in case learning must give way to just in time
  • Workscapes - Jane Hart, Jay Cross and colleagues from Internet Time Alliance - provides a model of evolution for learning that provides support for the needs of modern organisations - by itself, it won't create the next Google or Apple, but it certainly helps map out a competitive future for corporate learning TSAEP EXAMPLE (same slide) - 2007: traditional group and 1on1 - wait for needs to be addressed - replication of effort and resources - contract change - 1200 slide ppt decks Moving to Stage 2 - my brief: modernise practices and learning environment, develop better record keeping, speed responsiveness, develop efficiency - needs analysis, assessment of solutions (build/buy, buy what?) - trials of potential products, develop shortlist - liaise with IT Combining Stages 2 & 3 - by developing blended solutions up front - self-paced online began with ohs and other mandated units - scope of resources widened as user base develops - traditional training still important part of system Stage 4 - introduction of blogs, discussion groups - integrating online discussions to certificates Stage 5 - still a work in progress for us - planning includes: - covert pdf manuals to searchable web pages and wikis (some content will need review for users to change) - customisable home page for direct access to commonly used resources - ugc - wikis, audio, video, infographics - moves control from l&d to users, more agile, responsive (can be a challenging concept for many - compliance, managers, even staff) - presence awareness (smes, etc) Considerations - usability is critical - marketing - security - multi-platform (tablets, smart phones, etc.) - getting the right people on side If we were doing this now - less focus on courses, more on collaboration
  • Gaining buy-in - must consider who we are pitching to - execs (approval) - end users (acceptance/success)
  • Execs - talk the language of the business - learn the key metrics and articulate how your plan contributes (e.g. Shortened cycle time, increased revenue, less downtime for training, etc.) - talk to other orgs re their efforts - reach out through Twitter, LinkedIn if you need info, ideas
  • End users - what's in it for me? - do you know their common gripes? - how does ypur plan help? - identify champions and use them - understand the distribution of innovation
  • Distribution of innovation - innovators 2.5% - early adopters 13.5% - need much more than 16% penetration - takes different message to attract early and late majority - use the early wins, publicise, get testimonials, record them if you have capacity for video and audio, use story telling, measure results
  • Planning - must be planned carefully -be clear on what you want to achieve - set measurable goals and milestones - plan can evolve, but don't hope to wing it - find tools that support what you want - don't shoe-horn your strategy into something inadequate - demand trials of systems to test their real capability, talk to other users, ask about pitfalls
  • Supporting progress - important point - positive impact on people and business
  • Summary - the nature of work changes over time - the speed of that change is increasing - learning departments of any size can position themselves and their business to thrive, without massive budgets - information and resources within your organisation that is being under-utilised and that can provide real benefits - this is the best way I know of to unlock it - traditional training won't do it, elearning alone won't do it, only empowering people to collaborate and contribute will
  • LearnX 2011 presso - Glenn Hansen

    1. 1. Learning 2020 – social, transparent and engaged <ul><li>Glenn Hansen </li></ul><ul><li>The Salvation Army Employment Plus </li></ul>@glennhansen_ http://www.glennhansen.net
    2. 2. Work is changing
    3. 3. And the pace of change continues to accelerate
    4. 4. FW Taylor - “the father of scientific management”
    5. 5. “ Workers are not paid to think”
    6. 6. Today is very different... ...and learning needs to evolve as well
    7. 9. The executive team
    8. 10. The front line
    9. 12. 1. Plan 3. Plan 2. Plan
    10. 13. “ Our research inside companies revealed the best way to motivate people, day in and day out, is by facilitating progress – even small wins.” Teresa Amabile and Steven Kramer, The Progress Principle: Using Small Wins to Ignite Joy, Engagement and Creativity at Work Supporting progress