Flip! - Ensuring your development program keeps up in the 21st century - Development Beyond Learning

FLIP - ensuring your development
programme keeps up in the 21st Century
Presented by:
Josh Mackenzie
Author, The Graduate Edge
Managing Director, Development Beyond Learning (DBL)

www.developmentbeyondlearning.com
Development Beyond Learning

Who is DBL?
• DBL develops your graduates’ professional skills, fast
• Author of The Graduate Edge: in the hands of graduates in 40+ countries
• 3,500 grads through workshops and programmes in 10 countries last year
• Each DBL Graduate Development Programme is different for each client
• 10-year Anniversary this year with offices in London, Sydney, Calgary
• Experience in UK, Europe, Australia, Asia, India, South Africa, North America
• Involved with AGR, AAGE, SAGRA, HKAGR, NACE, CACEE

Some of those employers…

Win £300 atı
TIFFANY & Co
ı
…and find out
how to develop
your graduates
and emerging
talent.

What is shaping graduate
development in the 21st Century?

What do we need to do?
FLIP#1 - We need to turn 5 days of training in to 12 months of
structured, ongoing development.
FLIP#2 - We need to engage graduates to take more
responsibility for their development, and develop professional
skills on the job, quickly.
FLIP#3 - We need to educate and equip managers to support
their graduates professional skills development, on the job.

FLIP#1 - How to turn 5 days of training in to
12 months of structured, ongoing development

Personal and Interpersonal Awareness
Communication and Networking
Impact and Influence
Managing Key Relationships
Personal and Team Effectiveness
Career/Development Transition
Summer
Induction /
Major Training
Programme
August 2015 End of Programme
Traditional UK/US model

Self Awareness, Com
m
unication
and
Networking
M
anaging
Key Relationships
Action Learning
Period
Action Learning
Period
Action Learning
Period
Action Learning
Period
Personal and
Team
Effectiveness
Im
pact and
Influence
Early
Feb 2016
Mid
August 2015
Mid
November 2015
End
April 2016
End
July 2016
A flipped model
Summer
Induction /
Major Training
Programme
Career Transition

Putting strategy in to 70/20/10

How to turn 5 days of training in to 12 months
of structured, ongoing development
• Think distributed learning, not front-loaded workshops
• Design action learning periods (ALP) first
• Work hard to achieve on the job business relevance with each ALP
• Design the workshops / face to face (f2f) interventions second
• f2f interventions can exist to support on-the-job learning in ALPs
• Regionalise a core curriculum, localise the business specific journey

How to engage graduates to take more
responsibility for their development on the job
• Start early

A flipped model - starting development early
Internship
Programme
Keeping
Warm
12 months
2 years
Graduate
Offer

How to engage graduates to take more
responsibility for their development on the job
• Start early
• Provide choice over actions in ALPs
• Leverage peer-to-peer feedback and support in f2F environments
• Apply user-lead design to the programme
• Crowd source examples, actions and content from current and past cohorts
• Deliver multi-stream f2f interventions to individualise development experiences

How to engage and equip managers to support their
graduates’ professional skills development on the job
• Think partnership - they control 90% of your graduate’s development
• Inform through specific Manager Updates regarding action learning periods
• Deliver ‘executive briefing’ style sessions that educate on realising value
• Show them the critical role they play in ALPs and what to expect
• Find and communicate the WIIFM factor
!
!

Put yourself in this
scenario.

You are responsible for the following graduate
development programme…
• Purpose: Your programme exists to develop entry level talent
• Numbers: 120-150 graduates
• Length: 12 months
• Location: 80% centralised in UK, 20% in 5 European offices
• Level of executive support/buy-in: Low-Medium
• Level of HR business partner/champion buy-in: Medium
• Organisational state: Transformation
• Number of days for soft skill training: 5
• Key skill gaps: Communication, Impact, Interpersonal Awareness, Personal Effectiveness,
Managing key relationships

How would you approach
putting this programme
together?

A live example.

A live example
• Purpose:
• Numbers:
• Length:
• Location:
• Level of executive support/buy-in:
• Level of HR business partner/champion buy-in:
• Organisational state:
• Number of days for soft skill training:
• Key skill gaps:

What do we need to do?
FLIP#1 - We need to turn 5 days of training in to 12 months of
structured, ongoing development.
FLIP#2 - We need to engage graduates to take more
responsibility for their development, and develop professional
skills on the job,
quickly.
FLIP#3 - We need to educate and equip managers to support
their graduates professional skills development, on the job.

LONDON | SYDNEY | CALGARY

Flip! - Ensuring your development program keeps up in the 21st century - Development Beyond Learning

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