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Should L&D/HR be Architects of Lifelong Learning in the Workforce?

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The Economist dedicated a January 2017 issue to Lifelong Learning, bringing to fore the need for everyone to be Lifelong Learners due to rapid changes in jobs and the skills required for them.

Lifelong Learning is here to stay. While individuals need to take responsibility to keep their capabilities up to date, organisations can support them by helping them create a mindset and skills for Lifelong Learning. L&D can be the architects by providing support and tools while being the advocate for Lifelong Learning.

In this webinar, we discuss if L&D currently advocates or has the mandate to support Lifelong Learning and how best they can achieve this.

Published in: Business
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Should L&D/HR be Architects of Lifelong Learning in the Workforce?

  1. 1. Thurs, 25th May 2017, 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & opinions • Twitter Backchannel - @lrncafe #LifelongLearning Should L&D/HR be Architects of Lifelong Learning in the Workforce? Knowledge Sharing Better Practices Experienced Panel
  2. 2. Introductions AIRAH ANZ ANZ Bank Austrade Australian government Australian Red Cross Blood Service BAE Systems Pty Ltd CareerTrackers CBA CBH Group Churches of Christ CIO Commonwealth Bank of Australia Degreed Deloitte Equifax FlexiGroup Fuel50 Generation Knowledge Consulting HBP IMC Insurance Australia Group Latitude Financial Services Macquarie NSW Department of Education Oliver Wyman People Capability Manager Pernod Ricard Winemakers Sydney Water Telstra Unilever Westpac WVI Yarno Registrations60+ Tony Gleeson CEO & Company Secretary AIRAH 35+ Organisations 2 Jeevan Joshi Producer & Founder LearningCafe & CapabilityCafé Rhonda Brighton-Hall Founder and CEO mwah.live / Director AHRI Kristin Boag HR Manager, Performance & Capability Development Australian Trade and Investment Commission
  3. 3. Thought Leadership Webinar Discussions UnConference Blog Magazine Coffee Catch Ups Capability Building Workshops Community of Professionals with a focus on implementing ideas Building Capability 4
  4. 4. 4
  5. 5. Culture Leadership Tools Frameworks Business Results Competencies Learning CAPABILITY MANAGEMENT Ver 0.8
  6. 6. 6
  7. 7. 7
  8. 8. 8
  9. 9. 9
  10. 10. 10 How important is being a lifelong learner for individuals? Who is responsible for it? What role is L&D playing in Lifelong Learning? How the current L&D offerings can be hopefully tweaked for Lifelong Learning? Do our organizations support Lifelong Learning? Is there a mandate? Is there a budget?
  11. 11. Tony Gleeson Chief Executive Officer & Company Secretary at AIRAH 11
  12. 12. Why Is Life Long Learning Important? •Slam Dunk – Isn’t it? •What is the value of a degree? •PWC, IBM, Google etc. •Richard Branson, Bill Gates and Mark Zuckerberg •Learning itself is a skill •Skills that require the desire and curiosity to learn •Employers don’t or won’t pay! •Skill base is changing rapidly. "The classic model of education—a burst at the start and top-ups through company training—is breaking down". - Economist
  13. 13. People are working for longer 13 Employment for those aged 55 to 64 years recorded the largest growth of any age group, increasing by 80.4 per cent) over the ten years. The second largest increase was recorded for those aged 45 to 54, up by 442 500 (or up by 22.0 per cent) Workforce Ageing Report http://lmip.gov.au/default.aspx?LMIP/GainInsights/SpecialTopicReports
  14. 14. A Changing Dynamic Demand is now for Hybrid Jobs Flexibility is the key ! Rise of the MOOCs, - Coursera, Udacity etc
  15. 15. By Definition Lifelong learning is the "ongoing, voluntary, and self-motivated" pursuit of knowledge for either personal or professional reasons. Therefore, it not only enhances social inclusion, active citizenship, and personal development, but also self-sustainability, as well as competitiveness and employability. Main Traits: Curiosity and Interest
  16. 16. Kristin Boag HR Manager, Performance & Capability Development at Australian Trade and Investment Commission 16
  17. 17. Austrade Case Study
  18. 18. An Introduction to Austrade
  19. 19. Austrade’s International Network
  20. 20. The Austrade Institute
  21. 21. Learning Communities
  22. 22. Austrade’s Learning Culture •Creating a culture of curiosity— When people are curious, they seek out knowledge. They become engaged, active learners. •Curating the best material— There’s already so much good material online. Leverage it and find the best to share with your teams. •Sparking conversations— Find material, or create new questions / ideas for your organization that spark people to have more conversations about new ways of doing things. •Connecting people, resources, tools
  23. 23. Life-long learning ‘Live as if you were to die tomorrow. Learn as if you were to live forever.’ Mahatma Gandhi
  24. 24. Rhonda Brighton-Hall Founder and CEO mwah.live / Director AHRI 25
  25. 25. Why organisations should invest in making employees lifelong learners. i.e. what is in it for them? Is Life Long Learning Important?
  26. 26. Why? 1. People grow, business grows constantly + organically 2. Context of control and power has gone or should be gone 3. And, most importantly, because businesses are part of society, not just the recipients of the resources. Building resources (economic and social) is an important role.
  27. 27. From a crazy misconception
  28. 28. To reality Helping build a society, you can do business in.
  29. 29. How? It doesn’t have to start with learning… It might better start with •Performance •Development •Work Design •Understanding collective versus individual dynamics of why teams and businesses work well – for the business and for people •Rethinking HR and L&D – shifting capability and work •Rethinking Employment – and who owns human capital
  30. 30. JEEVAN JOSHI Producer at LearningCafe & CapabilityCafe 31
  31. 31. Business Case 32 Workforce that is nimble and flexible learners Workforce that more reason to be engaged Corporate Social Responsibility
  32. 32. Employment compact is becoming more transactional (mercenary ?) 33
  33. 33. Increasing choices for work relationships 34
  34. 34. 35 https://2020workforce.com/tag/flexible-work/
  35. 35. 36 https://2020workforce.com/tag/flexible-work/ “Helping the workforce become lifelong learners is good for the organisational soul & the bottom-line” LearningCafe
  36. 36. Going About It # 1 Build a case for Altruistic Learning 37 Altruistic Learning Value Added Learning Junk Learning Forced Learning Personal Relevance Low Low High High Business Relevance Compliance Learning Inappropriate Learning e.g. Agile training for casual sales force paid commission Hobbies Useful learning that is not relevant to job role Business Acumen Basic of Finance Time Management Save money here Get Funding
  37. 37. Going About It #2 Extend your Learning Infrastructure 38 Class Room Training Online Courses Library Funding Further Education Anyone from workforce can attend existing classes Organise classes Invite family members to undertake classes in the workplace Make content library available to everyone Make online courses available Invite family members to undertake classes in the workplace Lifelong skills i.e. financial / retirement skills Existing Learning Extended Access Increase funding Reduce expectations of return $$ Coaching Make coaching available for more in the workforce $$$ $ $$ $$$ $$
  38. 38. Going About It #3 Be Smart and Leverage
  39. 39. LET US TALK TO THE PANEL AND YOU 40
  40. 40. www.learningcafe.com.au lrncafe http://bit.ly/lcafefb blogs learning conversations free resources workshops UnConference 2016 Sydney Melbourne Webinar recording, ebooks, L&D frameworks Building Effective Employee Social Networks 41 Ideas@work Collaborations
  41. 41. Next Steps Join Special Interest Community Attend Workshops Attend UnConference Melbourne Brisbane LearningCafe LinkedIn Subgroup Register interest www.learningcafe.com.au Register interest www.learningcafe.com.au Or send us an email - enquiry@learningcafe.com.au 42

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