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Deanz2016 presv4 3
This document discusses learning and development in commercial contexts and how higher education can connect with this. It notes that chief learning officers are emerging to develop staff as a strategic priority due to challenges like global competitiveness. Companies are taking learning more seriously and focusing on practical approaches like on-the-job training over formal courses. Higher education can meet business needs by speaking their language, offering integrated services including research and measurement, and curating learning experiences for individuals. Measuring impact beyond knowledge gain to real workplace application and behavior change is also important for justifying learning and development investments.
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- 1. © Synapsys 2015 PhilGaring Synapsys NZ Ltd DEANZ Conference 2016 Learning and development in a commercial context – making the connection
- 2. © Synapsys 2015 Covering 1.Context: What’s driving the momentum for Learning and Development? 2. What’s the commercial/Government response? 3. Joining the dots; how Higher Education can connect 4. Measuring the impact of learning in the workplace
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- 4. © Synapsys 2015 What’sdriving Learning & Development?
- 5. © Synapsys 2015 Theemergence of the CLO
- 6. © Synapsys 2015 Theemergence of the CLO
- 7. © Synapsys 2015 Butwhy? Do more with less … and find new revenue streams Global challenges: Our competitive advantage … is our people Pre-requisite for survival … our responsiveness to change Innovation … is our point of difference
- 8. © Synapsys 2015 Thenew face of Learning and Development From: ‘An expense line with opaque benefit’ To: ‘A strategic tool that needs sharpening’
- 9. © Synapsys 2015 What’sthe response?
- 10. © Synapsys 2015 #1Investment approach We need investment We need a business case We need to justify investment We need evidence of ROI We’re delivering value!
- 11. © Synapsys 2015 #2The flipped curriculum From: Get the qual Change how you work Benefit to the organisation Attend the programme You fit in here
- 12. © Synapsys 2015 #2The flipped curriculum You fit in where? Develop the programme Define the change Define the benefit Measure the impact To:
- 13. © Synapsys 2015 Healthcareof New Zealand • 8 Entities • 6000 staff, 30 locations, supporting 17000 people community health, rehabilitation services, disability support, mental health, specialist behaviour services, education and training, a specialised pharmacy, medical alarms and other healthcare monitoring technologies
- 14. © Synapsys 2015 #3Taking 70/20/10 more seriously Buddy who? 70/20/10 On job Observation Training Investment 5% 5% 90%
- 15. © Synapsys 2015 Level1 Experiment • Early adopter • DIY • F2F admin • Specific group • Other shareholders Level 2 Expand • Early adopter • DIY • F2F admin • Specific group • Other shareholders Level 3 Align • Early adopter • DIY • F2F admin • Specific group • Other shareholders Level 4 Strategic tool • Early adopter • DIY • F2F admin • Specific group • Other shareholders #4 Redefined the vision for the Learning Management System
- 16. © Synapsys 2015 Level1 Experiment • Early adopter • DIY • F2F admin • Specific group • Other shareholders Level 2 Expand • Early adopter • DIY • F2F admin • Specific group • Other shareholders Level 3 Align • Early adopter • DIY • F2F admin • Specific group • Other shareholders Level 4 Strategic tool What How • HR strategic tool: performance management • Career progression • Targeted performance improvement • Etc. • Matrix management • All levels engaged • Emerging technologies folded in • Informal learning Trigger • Technology change • Culture change
- 17. © Synapsys 2015 Fromcompleting courses…. Learner Audience member Course access Course completion
- 18. © Synapsys 2015 …todeveloping capability This is not Proof – it is evidence! Your manager You Your team Your team Your team Course Mentoring Informal On job training
- 19. © Synapsys 2015 Buildingand Construction Industry Training Organisation
- 20. © Synapsys 2015 “Thegoal is no longer to craft a learning program but to move beyond programs to curate the learning experience.” “The most fundamental shift to make is to think of learning from the perspective of a user’s daily experiences and career aspirations, rather than series of processes and programs that the learning function wants to roll out.
- 21. © Synapsys 2015 Theopportunities for higher education Learning Technologies Seminar Series
- 22. © Synapsys 2015 #1Speak the language; meet the need Application Knowledge OutcomeProcess Learning & Development 2020 Learning & Development 2010
- 23. © Synapsys 2015 #2Think about integrated service offerings We have a problem. We want: Evidence of a learning intervention that fixes it. Course/ Structured learning On-job application Research engagement Measurement and Reporting Informal/unstructured offerings
- 24. © Synapsys 2015 Industry engagement Teaching faculty Wholeof organisation response Research and evaluation
- 25. © Synapsys 2015 http://simonpriest.altervista.org/LT.html #3Speak directly to the learner
- 26. © Synapsys 2015 #4Learn from commercial? Recurring challenges in TEIs: • Reframed thinking at Programme design level • Course design – new paradigm • Mixed team development models • New skillsets for effective blended learning delivery Ask not what you can do for Corporate…….
- 27. © Synapsys 2015 Learnfrom commercial? Teaching skills Subject expertise Research support The professional development model, is it adequate?
- 28. © Synapsys 2015 …todeveloping capability This is not Proof – it is evidence! Your manager You Your team Your team Your team Course Mentoring Informal On job training
- 29. © Synapsys 2015 Measuringthe impact
- 30. © Synapsys 2015 Kirkpatrick1 Kirkpatrick 2 Kirkpatrick 3 Kirkpatrick 4 Learning & Development 2020 Learning & Development 2010 Learn the language; meet the need Application Knowledge OutcomeProcess
- 31. © Synapsys 2015 Emergenttools High end solutions are coming based on big data and analytics Phillips Learning Analytics
- 32. © Synapsys 2015 InteractionAnalysis Risk; social and academic Xray Learning Analytics
- 33. © Synapsys 2015 Sociallearning: #2 70/20/10 In the workplace, • 70% of learning happens on the job with others • 20% happens by observation So 90% is informal Lombardo and Eichinger 1996
- 34. © Synapsys 2015 Emergenttools Digging deeper in data is not always the complete answer.
- 35. © Synapsys 2015 Driversof application to job • Facilities • Facilitation • Resources • Administration • Climate • Performance support • Content maintenance • Internal capability • Alignment with strategy • Enabling systems The Learning experience Behavioural change Sustainability
- 36. © Synapsys 2015 ROI– Application to job
- 37. © Synapsys 2015 ZEnergy Otago Polytechnic Z Factor workshops run by retailers Capability development for new delivery methods
- 38. © Synapsys 2015 Partnersor suppliers?
- 39.
Editor's Notes
- #18 .