Learning & development May 2014

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Half day open training event on the latest case studies and examples of best practice from the world of learning & development.

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Learning & development May 2014

  1. 1. Learning & development (L&D) by Toronto Training and HR May 2014
  2. 2. CONTENTS 3-4 Introduction 5-6 Types of attendee 7-8 Focus on the individual as well as the group 9-10 Risk management 11-12 Knowledge in practice 13-14 Processes of knowledge management 15-19 Learner-centred discussions 20-23 Initiatives to promote informal learning 24-25 A true learning partnership 26-27 Forging a sustainable social learning culture 28-29 Game-based learning 30-34 Massive open online courses (MOOC) 35-39 Being a new Learning & Development Head 40-41 How can a L&D Manager raise performance? 42-45 Prioritizing learning investments 46-48 Measures 49-50 Case studies 51-52 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Types of attendee
  6. 6. Types of attendee • Political prisoners • Tourists • Explorers Page 6
  7. 7. Page 7 Focus on the individual as well as the group
  8. 8. Focus on the individual as well as the group CSAR • Curiosity • Study • Activity • Reflection Page 8
  9. 9. Page 9 Risk management
  10. 10. Risk management • Artifacts • Espoused values • Basic assumptions Page 10
  11. 11. Page 11 Knowledge in practice
  12. 12. Knowledge in practice • Learnability • Tacitness Page 12
  13. 13. Page 13 Processes of knowledge management
  14. 14. Processes of knowledge management • Information (storage, transfer) • Know-how (learning, organizing) • Assimilation (gathering, assimilation) • Application (use, application) Page 14
  15. 15. Page 15 Learner-centred discussions
  16. 16. Learner- centred discussions 1 of 4 DEFINE THE GOALS OF THE DISCUSSION • Brainstorming • Debriefing or reflection on learning activities • Applying new skills or knowledge • Evaluating the learning experience Page 16
  17. 17. Learner- centred discussions 2 of 4 DEFINE THE PARAMETERS OF THE DISCUSSION • Decide on a well-defined topic or outcome • Set a timeframe • Consider environmental factors • Develop learning materials if needed Page 17
  18. 18. Learner- centred discussions 3 of 4 PREPARE QUESTIONS AHEAD OF TIME • Prepare the kick-off question • Prepare at least ten more questions • Use open-ended statements • Don’t ask why Page 18
  19. 19. Learner- centred discussions 4 of 4 COMMUNICATE THE GROUND RULES • Set ground rules for the discussion • Determine how the conversation will flow • Define your role as the facilitator Page 19
  20. 20. Page 20 Initiatives to promote informal learning
  21. 21. Initiatives to provide informal learning 1 of 3 • Encourage learners to continue learning after formal courses • Create a space for communities • Provide self-assessments to assess workers’ interests and skills; apply that self-awareness • Maintain skills profiles for key job categories Page 21
  22. 22. Initiatives to provide informal learning 2 of 3 • Assess the skills which workers possess • Track skills development • Match skills available with those needed • Assist with career planning • Customize information to each workers’ needs • Record informal learning activities Page 22
  23. 23. Initiatives to provide informal learning 3 of 3 • Track progress towards a particular goal • Track informal learners, which informal learning resources they use and which ones they don’t Page 23
  24. 24. Page 24 A true learning partnership
  25. 25. A true learning partnership • Definition • What might you expect to find in one? • Stages involved Page 25
  26. 26. Page 26 Forging a sustainable social learning culture
  27. 27. Forging a sustainable social learning culture • Provide structure focused on learning • Move beyond formal learning • Connect learning with real-work issues • Adjust corporate culture and attitudes Page 27
  28. 28. Page 28 Game-based learning
  29. 29. Game-based learning • Principal L&D challenges • Criteria which must be fulfilled by quality online learning • How can we ensure online learning will fulfill these requirements? • Growth of gamification Page 29
  30. 30. Page 30 Massive open online courses (MOOC)
  31. 31. Massive open online courses (MOOC) 1 of 4 TRENDS • Organizations are creatively applying today’s higher education MOOCs to their specific purposes • Organizations are developing specialized MOOCs to educate customers, clients and ecosystem partners Page 31
  32. 32. Massive open online courses (MOOC) 2 of 4 TRENDS (CONT.) • Organizations are developing and leveraging MOOCs to identify, develop and source scarce talent • Organizations are building a variety of “private MOOC” learning solutions for both internal and partner audiences Page 32
  33. 33. Massive open online courses (MOOC) 3 of 4 LAUNCHING AN EFFECTIVE MOOC: • Clearly identify the problem to be solved • Develop a plan • Ensure content is relevant and modular, with meaningful opportunities for practice and application • Award badges to recognize learner mastery Page 33
  34. 34. Massive open online courses (MOOC) 4 of 4 LAUNCHING AN EFFECTIVE MOOC (CONT.): • Select technology that enables an integrated learning experience • Prioritize “learner success” and support services • Identify partners to help you get started if needed Page 34
  35. 35. Page 35 Being a new Learning & Development Head
  36. 36. Being a new Learning & Development Head 1 of 4 SKILLS OR QUALITIES NEEDED • Killer consulting skills along with insatiable curiosity • Courage mixed with sound judgment • Visionary leadership, strategic orientation and solid business acumen Page 36
  37. 37. Being a new Learning & Development Head 2 of 4 SKILLS OR QUALITIES NEEDED (CONT.) • Being secure enough to ask simple questions without the fear of looking inexperienced or foolish • Ability to surf the waves of change without getting too far out over the front of the board and getting knocked off Page 37
  38. 38. Being a new Learning & Development Head 3 of 4 CURRENT ISSUES TO CONSIDER • Learning revolution • Content availability • Changing learning styles • Time Page 38
  39. 39. Being a new Learning & Development Head 4 of 4 HOW SHOULD THE NEW PERSON START? • What and who to know • What to do • When to do it Page 39
  40. 40. Page 40 How can a L&D Manager raise performance?
  41. 41. How can a L&D Manager raise performance? • Give people good information • Treat people as adults • Encourage learning • Stress reduction • Support • Payoff Page 41
  42. 42. Page 42 Prioritizing learning investments
  43. 43. Prioritizing learning investments 1 of 3 • Decide which functions have the greatest impact on business success • Prioritize those functions and start with the most important • Determine which roles within that most important function drive growth Page 43
  44. 44. Prioritizing learning investments 2 of 3 • Align with the functional business leader to determine key measures of success • Determine what learning offerings are needed to successfully perform within that role • Choose a learning modality; What will improve performance, change behaviours and reduce costs? Page 44
  45. 45. Prioritizing learning investments 3 of 3 • Examine learning impact pre and post-learning event, reinforcement and sustainability of learning over time • Conduct a financial analysis and employ cost comparison methodology for staffing, development, delivery, production, costs of classroom space, multimedia, travel and record keeping Page 45
  46. 46. Page 46 Measures
  47. 47. Measures 1 of 2 RETURN ON INVESTMENT • Reaction • Learning • Behaviour • Results Page 47
  48. 48. Measures 2 of 2 • Metrics • Analysis • Outcomes • Quality • Volume • Cost • Process • Business priorities Page 48
  49. 49. Page 49 Case studies
  50. 50. Case studies Page 50
  51. 51. Page 51 Conclusion, summary and questions
  52. 52. Page 52 Conclusion, summary and questions Conclusion Summary Videos Questions

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