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Learning & development July 2015
This document provides an overview of recent trends in learning and development. It discusses different styles of learning, conditions needed for learning, frameworks for evaluating learning programs, priorities for learning technology, developing a learning culture, and shifts affecting the field. The document aims to help learning and development professionals stay up to date on industry best practices.
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Learning & development July 2015
- 1. Recent developments andtrends in learning & development by Toronto Training and HR July 2015
- 2. CONTENTS 3-4 Introduction 5-6 Stylesof learning 7-8 Conditions needed for learning to occur 9-10 Demonstrating the impact of learning & development 11-12 Main strands for purposes of learning & development evaluation 13-14 The Kirkpatrick model 15-16 RAM and the value of learning 17-18 Costing learning & development activities 19-20 Levels of learning needs analysis 21-22 Outputs which originate from the learning needs analysis 23-25 Priorities for learning technology in 2015 26-27 Data to be collected 28-30 Learning & development strategy 31-32 Establishing learning as an indispensable business asset 33-35 Using an internal marketing campaign to promote learning & development 36-37 Addressing obstacles that inhibit learning 38-39 Make recommendation-based learning work 40-42 Developing a learning culture 43-45 Changes in learning & development 46-47 Shifts within organizations affecting learning & development 48-49 Practices to implement in 2015 50-51 Conclusion, summary and questions Page 2
- 3.
- 4. Page 4 Introduction toToronto 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. Page 5 Styles oflearning
- 6. Styles of learning • Informationprocessing • Instructional preferences • Learning strategies Page 6
- 7. Page 7 Conditions neededfor learning to occur
- 8. Conditions needed for learning to occur •Attention • Generation • Emotion • Spacing Page 8
- 9. Page 9 Demonstrating theimpact of learning & development
- 10. Demonstrating the impact of learning& development • Set expectations with stakeholders • Define success early • Establish metrics at the project or business-unit level Page 10
- 11. Page 11 Main strandsfor purposes of learning & development evaluation
- 12. Main strands for the purposesof learning & development evaluation • Proving • Controlling • Improving • Reinforcing Page 12
- 13.
- 14. The Kirkpatrick model • Reactions • Learning •Behaviour • Results Page 14
- 15. Page 15 RAM andthe value of learning
- 16. RAM and the valueof learning • Relevance • Alignment • Measurement Page 16
- 17. Page 17 Costing learning& development activities
- 18. Costing learning & development activities • Externalprovision • Internal provision Page 18
- 19. Page 19 Levels oflearning needs analysis
- 20. Levels of learning needs analysis •For the organization as a whole • For a specific department, project or area of work • For individuals Page 20
- 21. Page 21 Outputs whichoriginate from the learning needs analysis
- 22. Outputs which originate from thelearning needs analysis • A report of overall learning needs • Prioritizing the learning needs identified • Learning & development plans • Personal development plans Page 22
- 23. Page 23 Priorities forlearning technology in 2015
- 24. Priorities for learning technology in 2015 1of 2 Highest priorities • Assessment and evaluation • Learning management system • Mobile and portal technology • Learning analytics applications • Performance support Page 24
- 25. Priorities for learning technology in 2015 2of 2 Lowest priorities • Podcasts • Technical help desk • Content authoring software • Learning portals Page 25
- 26. Page 26 Data tobe collected
- 27. Data to be collected •Costs • Incidence/nature • Business benefits Page 27
- 28. Page 28 Learning &development strategy
- 29. Learning & development strategy 1of 2 • Definition • Influences • Stakeholders • Translating the strategy into action Page 29
- 30. Learning & development strategy 2of 2 • Right size opportunities • Teach employees how to learn • Activate shared ownership of the learning environment Page 30
- 31. Page 31 Establishing learningas an indispensable business asset
- 32. Establishing learning as an indispensable business asset •Promote and differentiate a new highest and best mission for learning • Structure learning in ways that strengthen expectations and accountability for on- the-job applications • Leverage evaluation as a strategic development tool Page 32
- 33. Page 33 Using aninternal marketing campaign to promote learning & development
- 34. Using an internal marketing campaignto promote learning & development 1 of 2 • Get buy-in from senior leaders • Create demand • Launch with pizzazz • Make advertising creative • Answer the WIIFM question • Persuade the skeptics • Keep growing the campaign Page 34
- 35. Using an internal marketing campaignto promote learning & development 2 of 2 • Don’t be afraid to use social media • Steal marketing ideas whenever possible Page 35
- 36. Page 36 Addressing obstaclesthat inhibit learning
- 37. Addressing obstacles that inhibit learning • Ego •Fear • Complacency Page 37
- 38. Page 38 Make recommendation- basedlearning work
- 39. Make recommendation -based learning work • Gobeyond key words • Fill the void • Give up control Page 39
- 40. Page 40 Developing alearning culture
- 41. Developing a learning culture 1of 2 • Secure buy-in from the CEO • Cultivate a growth mindset • Hire smart • Teach how not what • Encourage tough questioning • Support risk taking • Practice humility Page 41
- 42. Developing a learning culture 2of 2 • Build teams, not stars • Keep units small and manageable • Create routines to stay on track • Reward what you say you value • Deliver metrics Page 42
- 43. Page 43 Changes inlearning & development
- 44. Changes in learning & development 1of 2 The environment • Volatility, uncertainty, complexity, ambiguity The organization • Adaptive, agile, ambidextrous Learning & development • Savvy, affecting and aligned, versatile, ubiquitous Page 44
- 45. Changes in learning & development 2of 2 • Economic developments • Technological growth • Social and cultural change Page 45
- 46. Page 46 Shifts withinorganizations affecting learning & development
- 47. Shifts within organizations affecting learning & development •Business strategy • Human capital strategy • Role definition • Sourcing/selecting talent • New hire program alignment • Ongoing training alignment • Management reinforcement • Teaming/ways of working Page 47
- 48. Page 48 Practices toimplement in 2015
- 49. Practices to implement in 2015 •Make relevance non- negotiable • Make it micro • Give them some space • Mix it up • Focus attention fast • Give them some air • Hit delete on deliverables • Retrain the trainer Page 49
- 50. Page 50 Conclusion, summaryand questions
- 51. Page 51 Conclusion, summaryand questions Conclusion Summary Videos Questions