Vortrag auf der EARLI SIG 14 "Learning & Professional Development", Antwerpen, August 2012 (Sabine Seufert / Christoph Meier)

1. Enabling informal learning
as a leadership task
–
learnscapes, prerequisites, potential
EARLI SIG 14
Learning & Professional Development 2012:
Learning in Transition
Antwerp, August 24th 2012
Sabine Seufert, Christoph Meier

2. © scil All rights reserved.
Overview
› Points of departure
› Our research process
› Our initial results
› Our next steps
Sabine Seufert /
Christoph Meier
2 27.04.2013

3. © scil All rights reserved.
POINTS OF DEPARTURE
3 27.04.2013Sabine Seufert /
Christoph Meier

4. © scil All rights reserved.
Informal learning is a relevant topic
for Learning & Development
› Informal learning is not new
› Informal learning cannot / should not be formalized
› Why is it a topic for Learning & Development Professionals?
› Dynamic development of organizations & work environments
› Investment in T&D per headcount reduced
› Movement from teaching to learning
› Arrival of social media in the workplace
› New profile for L&D? provision of training <-> gardening learnscapes
Sabine Seufert /
Christoph Meier
4 27.04.2013

5. © scil All rights reserved.
Informal learning is a leadership topic
Sabine Seufert /
Christoph Meier
5 27.04.2013
Leaders /
Managers /
Supervisors
Employees /
Learners
Organizatioal
& cultural
context
HR /
L&D unit
• Traditional "owner"
of learning / training
• Cannot deliver without
stakeholder alignment
• Not in the know about
informal learning going on
• Agents of change in face of frequent reorganization
• New leadership challenges related to
flattened hierarchies & demands for participation
• (Contested) Calls for more active role
in personnel development

6. © scil All rights reserved.
Informal learning in L&D units
as a useful starting point
› Personnel in L&D: high proportion of career changers
› Often no specific curriculum for development of learning
professionals
› Assumed interest in "informal learning"
› Assumed ability to reflect on informal learning
Sabine Seufert /
Christoph Meier
6 27.04.2013

7. © scil All rights reserved.
OUR RESEARCH PROCESS
7 27.04.2013Sabine Seufert /
Christoph Meier

8. © scil All rights reserved.
The initial framework for research
Informal Learning
CONTEXT PROCESS OUTCOME
Leadership Interactions
with potential for learning
Context
for learning
 Employees as
Self-Directed
Learners
 Supervisors as
Learning
Facilitators
 (ICT-based)
Learning
Environment:
Role of Web 2.0
 Organisational
Conditions
 Business
competences
 Social
competencies
 Personal
competencies
Individual
Learning
Learning
Landscape
Professional domain: Learning & Development / Learning Professionals
Formal Learning
Facilitated
by manager
Self-
directed
Learning Outcomes/
Competencies
Sabine Seufert /
Christoph Meier

9. © scil All rights reserved.
Overview of the case studies
Sabine Seufert /
Christoph Meier
9 27.04.2013
Caterpillar Deloitte IBM Siemens UBS
L&D unit Caterpillar University,
Customer Services
Support
Personalentwicklung /
Aus- & Fortbildung
(Germany)
Learning &
Development
(Switzerland)
Siemens Learning
Campus
Business University /
Operations e-Learning
Headcount ~120 ~20 + 150 trainers CH: 1 / worldwide: 140 ~140 ~150 / 15
Employee
roles
• Consultants
• Content authors
• Trainers (few)
• Program
coordinators
• System
administrators
• T&D specialists
• Content Managers /
Key-Account
Managers
• Administrative Staff
• HR Consultants
• Design & Policy
Consultants
• Trainers /
Facilitators
• Technical / Program
Coordinators
• Technology Experts
• Program Managers
• Program-Developers
• Trainers
• Content / Media
Authors
• Project Managers
• Consultants
• Operations
eLearning:
• Project managers
• eL Designers
• Implementation &
support
Modes of
comp. dev.
for training
profes-
sionals
• No specific
competence model
• A range of courses
• Specific curriculum
for trainers
• Certifications (e.g.
ASTD Human
Performance
Improvement
Process)
• Various forms of
informal learning
• Support for pursuit
of degree at tertiary
level
• Internal courses /
development
programs
• Certifications
• Various forms of
informal learning
• Various courses
offered by IBM
Business University
• Various forms of
informal learning
• Competency profiles
for above mentioned
roles
• Trainer: Curriculum
with certification
• Various courses
• Various forms of
informal learning
• Individual
development plans
• Various courses
• Various forms of
informal learning

10. © scil All rights reserved.
Structure of case study interviews
› Understand the context within which L&D unit operates
› Organizational context
› Professional development for L&D professionals
› Understand core processes
› Situations & forms of formal / informal learning
› Integration of formal & informal learning
› Leadership situations & potential for informal learning
› Prerequisites for informal learning
› Technology support for informal learning
› Outcomes
› Potential of informal learning for competence development
› Opportunities and limitations
Sabine Seufert /
Christoph Meier
10 27.04.2013

11. © scil All rights reserved.
OUR INITIAL RESULTS
11 27.04.2013Sabine Seufert /
Christoph Meier

12. © scil All rights reserved.
The learnscape space
12 27.04.2013
Formal learning
Informal learning
Driven by
leader / manager
Self
directed
informal learning,
primarily driven by employee
informal learning,
primarily driven by leader / manager
formal learning,
primarily driven by employee
formal learning,
primarily driven by leader / manager
Sabine Seufert /
Christoph Meier

13. © scil All rights reserved.
Formelles Lernen
Informelles Lernen
Selbst-
steuerung
Fremdsteuerung
durch
Führungskraft
- 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
- Knowledge
sharing meetings
- Gesprächssituation
FK  MA Anlass: Problem
- Gesprächssituation
FK MA Anregung zum
Erfahrungstausch / Kontakte
initiieren
- Networking Events
- Jour Fixe:
regelmässig/ auf Abruf
- Strategy Jams
- Future of HR jams
- Socialising Events
-.SME's on request
Bilder pro Themen
- Shadowing
- Community & Blogs
- Lunch & learn
- Peer to peer learning der
Mitarbeitenden untereinander
- Wikis
- Manager Portal
Themen, Checklisten, Foren,
Blogs einarbeiten
- Knowledge Management
(selbstgesteuerte Einträge zu
Projekten hinterlegen / lessons learnd
 gefördert durch FK
Overview of the
learnscapes
Caterpillar Deloitte
IBM
SiemensUBS

14. © scil All rights reserved.
Learnscapes (consolidated view)
14 27.04.2013
Courses / curricula / certifications / compliance training
Use of knowledge databases
Management by objectives
& annual review
Development plan
eLearning / WBT
Conferences
Stretch assignments
Coaching
Informal conversations
& informal meetings
Wikis, weblogs, communities
Books, journals
(online & print)
Bar camps & jams
(Project) Review meetings
Job rotation &
secondments
Team meetings
Podcasts / webcasts Conversations
manager – direct report
Formal learning
Informal learning
Driven by
leader / manager
Self
directed
Individual development
planning
Mentoring
Team lunch
Exchanges via
Social Media platform
Sabine Seufert /
Christoph Meier

15. © scil All rights reserved.
Differences in positioning
of similarly termed elements
15 27.04.2013
Conferences
Conferences
Stretch assignments Stretch assignments
Webcasts
Webcasts
Harvard Manage
Mentor
Manager-Portal
(eLearning & checklists)
Lunch & Learn
Business Lunch
Team meetings
Team meetings
Formal learning
Informal learning
Driven by
leader / manager
Self
directed
Sabine Seufert /
Christoph Meier

16. © scil All rights reserved.
Prerequisites for informal learning (1)
Level Prerequisites
Employees • Initiative and responsibility for personal competences & development.
• Ability to reflect on personal development needs
• Capacity for self directed learning.
• Understanding competence gaps as opportunities for development.
• Trust in leader: development opportunities can be openly discussed.
• Trust in other team members: feedback is accepted and actively solicited.
• Media competency (online media and Social Media).
Sabine Seufert /
Christoph Meier
16 27.04.2013

17. © scil All rights reserved.
Prerequisites for informal learning (2)
Level Prerequisites
Team leaders /
L&D leaders
• Acting as role models with regard to life long learning.
• Actively promoting willingness to learn in direct reports.
• Providing a safe environment for reflection on learning.
• Willingness to reflect on and communicate personal learning experiences.
• Tolerating (first time) mistakes.
• Trust in direct reports, in their abilities and their orientation to goals.
• Providing time and (financial) resources required for informal learning.
• Providing support and coaching when required.
Sabine Seufert /
Christoph Meier
17 27.04.2013

18. © scil All rights reserved.
Prerequisites for informal learning (3)
Level Prerequisites
Organization • Flexible organization of work / freedom to sequence work activities & learning.
• Leeway for experimenting and practicing.
• Resources and a budget for self directed learning and development activities.
• Responsibility for learning & development is part of the leadership role.
• Transparent pathways for development & opportunities for learning
• Tools and technologies for communication and collaboration.
• Knowledge and learning resources
o available in an easy manner at any time.
o up to date and of good quality (trusted by learners)
• …
Sabine Seufert /
Christoph Meier
18 27.04.2013

19. © scil All rights reserved.
Potential of informal learning for
competence development
Situation of learning Potential for competence development
Professional
competences
Social
competences
Self
competences
Formal
learning
MBTI certification ++ +++ +++
… - / o / + / ++ / +++ - / o / + / ++ / +++ - / o / + / ++ / +++
Informal
learning
Yammer
community
++ + +
… - / o / + / ++ / +++ - / o / + / ++ / +++ - / o / + / ++ / +++
Sabine Seufert /
Christoph Meier
19 27.04.2013
Lernsituation/
Lernform
Potenzial für die Kompetenzentwicklung
Fachkompetenz, u.a.
1 Wissen über
Konzepte,
Theorien, Modelle
2 Lernprozesse
gestalten
3 Trainings
durchführen
Sozialkompetenz, u.a.
4 Umgang mit
Stakeholdern
5 Beratung &
Coaching
Selbstkompetenz, u.a.
6 Reflexionsfähigkeit
7 Work-life-balance
formal
Projekt-
management
+++ +++ ++
Interviewtraining +++ ++ ++
Kommunikations-
training
+++ +++ +++
Hogan Zertifizierung +++ +++ +++
MBTI Zertifizierung ++ +++ +++
E-Learning +++ + +
Jahresgespräch + ++ +++
Projektabschluss-
Gespräch
+ +++ +++
Teilnahme an
Konferenzen
++ +++ +++
informell
Feedback aus
Veranstaltungen
+ +++ +++
Kollegengespräche ++ +++ +++
Team-
besprechungen
themenabhängig + ++
Mitarbeit in Gremien ++ +++ +
Stretch assignments +++ ++ +
Secondments +++ +++ ++
Coaching + ++ +++
Open door
Gespräch
themenabhängig + ++
Yammer
Communities
++ + +
Webcasts ++ + o
books 24/7 ++ + o
Lernsituation/
Lernform
Potenzial für die Kompetenzentwicklung
Fachkompetenz
- Wissen über Konzepte,
Theorien, Modelle
- Lernprozesse
gestalten
- Trainings durchführen
…
Sozialkompetenz
- Umgang mit
Stakeholdern
- Beratungskompetenz
Coachingwissen
..
Selbstkompetenz
- Reflexionsfähigkeit
- Work-Life-Balance
…
Formal
Podcast/Webcast +++ + +
E-Learning +++ + ++
Career Framework +++ +++ +
Manager Portal + + +
Knowledge Datenbank +++ +++ ++
Team Meetings ++ ++ +
Angebote Business
University
++ ++ o
Career Plan +++ +++ +
Informell
Knowledge Management
Datenbank
+++ + +
Communities +++ ++ +
Blogs + + +
Lunch & Learn ++ ++ +
Wikis ++ ++ +
Peer to Peer Learning +++ +++ +++
Shadowing ++ ++ ++
SME's on request +++ ++ ++
e-Learning +++ + ++
Mentoring +++ +++ +++
Externe Netzwerke /
Austausch
++ ++ ++
Short Term Assignments +++ ++ ++
Coporate Social Projects + +++ ++
Cross Unit Job Rotation +++ ++ ++
Gesprächssituation
zwischen Führungskraft
und Mitarbeiter
++ ++ ++
Gesprächssituation
zwischen Mitarbeiter und
Führungskraft
++ ++ ++
Knowledge Sharing
Meeting
+++ ++ +
Jour Fixe + + ++
Networking Events ++ + +
(Strategy) Jams + + ++
Lernsituation/
Lernform
Potenzial für die Kompetenzentwicklung
Fachkompetenz
- Wissen über Konzepte,
Theorien, Modelle
- Lernprozesse gestalten
- Trainings durchführen
…
Sozialkompetenz
- Umgang mit Stakeholdern
- Beratungskompetenz
Coachingwissen
..
Selbstkompetenz
- Reflexionsfähigkeit
- Work-life-balance
…
formal
Individuelle
Trainings
+++ +++ +++
Learning
Framework
+ O O
Sharepoint O O O
Business Lunch ++ O O
Konferenzen/
Tagungen
+ O O
Team Meetings +++ +++ +
Nachmittags-Forum +++ + O
Führungsgespräch O + ++
informell
Stretch
Assignments
++ ++ ++
Infomails + + O
Weblogs + O +++ (Als Autor,
ansonsten +)
Community-Spaces +++ ++ ++
Lesen ++ ++ ++
"nach nebenan" +++ ++ +
pers. Netzwerke +++ ++ +
Core Learning P. +++ +++ +
BarCamp ++ + O
Lernformen/-massnahmen
Potential zur Förderung der Kompetenzentwicklung
Fachkompetenzen
- Wissen über
Tools, Konzepte,
Theorien etc.
- Wissen über die
Gestaltung von
Lernumgebungen
- Wissen zu
Technologien
- …
Sozialkompetenzen
- Umgang mit
Business Partnern
- Beratungsfähigkei
ten
- Umgang mit
Teammitgliedern
- …
Selbstkompetenzen
- Schaffung einer
Work-Life-
Balance
- Reflexion des
eigenen
Handelns
- …
formell
Aus- und
Weiterbildungsangebot
der BU
+ + +
Learning Pathways o o o
Lernjournale + ++ ++
Management by
Objectives
++ o bis ++ o bis ++
Bilaterale Meetings + ++ +
WBTs ++ o +
Kreativsessions ++ ++ +
Rapid eLearning ++ o +
WBT-Bibliothek + o o
Individual Development
Planning
++ o bis ++ ++
gemeinsame
Konferenzbesuche
++ ++ +
Pod- und Videocast ++ o +
informell
Blogs ++ + ++
Bilateraler Austausch im
Team
+ ++ ++
Webinare +++ + +
Social Computing ++ ++ ++
Knowledge Jams ++ + +
Team-Mittagessen + +++ +
Coaching + +++ ++
Mentoring ++ ++ ++
Schreiben von Artikeln +++ ++ +++
Weitergabe von Wissen
im Teammeeting
++ ++ ++
Lerntandems zwischen
Mitarbeitern (IDP)
++ ++ ++
Situation / form of
learning
Potential for development of competences
Business competences
- knowledge about
tools, concepts,
etc.
- design learning
- manage trainings
- …
Interpersonal
competencies
- liaising with
business partners
- consulting skills
- coaching skills
- …
Personal competencies
- balancing life &
work
- reflecting on own
practice
- …
Formal
CAT Instructional
accreditation
program
+++ + ++
ASTD HPI
certification
+++ ++ ++
Course on
Criterion
Reference
Instruction
+++ O o
Sales
certification
+++ +++ +++
Proj. Mgmt.
certification
+++ + +
Change Mgmt.
certification
+++ +++ +
Informal
Stretch
assignments
++ ++ ++
Job rotation +++ + +
Sharing
knowledge /
experiences in
staff meetings
+++ ++ +
Informal
coaching by
team leader
+++ +++ +++
Attending
conferences /
seminars
+++ O o
Participating in
(online)
communities
+++ ++ ++
Communicating
via Cat@work
+++ +++ +++
Reading +++ +++ +++
Use of Harvard
Manager
resource
+++ +++ +++

20. © scil All rights reserved.
Perceived potential of informal learning
for competence development
Sabine Seufert /
Christoph Meier
20 27.04.2013
∅ Cat ∅ Del ∅ IBM ∅ SLC ∅ UBS ∅ overall
formal forms of learning 2.06 2.48 1.88 1.13 1.14 1.74
informal forms of learning 2.33 1.85 1.95 1.67 1.88 1.94
∅ by organization across all
forms of learning
2.20 2.17 1.91 1.40 1.51
Cat Del IBM SLC UBS Cat Del IBM SLC UBS Cat Del IBM SLC UBS
formal forms of learning 3.00 2.33 2.50 1.63 1.50 1.67 2.56 2.00 1.00 0.92 1.50 2.56 1.13 0.75 1.00
informal forms of learning 2.89 2.00 2.25 2.22 1.91 2.11 1.91 1.85 1.67 1.91 2.00 1.64 1.75 1.11 1.82
∅ per competence area and
organization
2.95 2.17 2.38 1.93 1.71 1.89 2.24 1.93 1.34 1.42 1.75 2.10 1.44 0.93 1.41
∅ per competence area
Self competences
1.53
Business competences
2.22 1.76
Social competences
Legend: 0=no potential; 1=low potential; 2=medium potential; 3=high potential

21. © scil All rights reserved.
OUR NEXT STEPS
21 27.04.2013Sabine Seufert /
Christoph Meier

22. © scil All rights reserved.
Development of a framework for
facilitation of learning through leaders
22 27.04.2013
Field of action
for
leaders / managers
Context
conditions
Interactions
Workplace in general Situations of leading
Create environments
conducive to learning
(e.g. stretch assignments,
opportunities for conversation)
Design interactions for
learning potential
(e.g. encourage
reflection on learnings
in annual review)
Facilitate learning
in the workplace
(e.g. encourage reflection on
experiences / learnings
in team meetings)
Contribute to a new
culture of learning
(e.g. tolerate 1st time mistakes &
encourage reflection on them;
reflect own learning experiences
with others)
Sabine Seufert /
Christoph Meier

23. © scil All rights reserved.
Research
Practice
Leaders as
learning
facilitators
Toolset & workshop:
"LearnFacT" -
Learning Facilitation Kit
Theoretical framework:
Design principles
for toolset & workshops
Design-based research &
development
Versions of toolset & iterations of workshops
Sabine Seufert /
Christoph Meier
23

24. © scil All rights reserved.
Dr. Christoph Meier
swiss centre for innovations in learning (scil)
University of St. Gallen
Mail: christoph.meier@unisg.ch
Tel.: +41 71 224 7595
Web: www.scil.ch
Blog: www.scil-blog.ch
Contact & information:
24 27.04.2013Sabine Seufert /
Christoph Meier