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Learning & development June 2014
Toronto Training and HR is a specialist training and human resources consultancy. This document provides an overview of various topics related to learning and development during the second half of 2014, including personality types, user design, gamification, project management, listening, cultural intelligence, generational differences, unlocking curiosity, considerations and rationale for mobile learning, effectiveness of mobile learning, mental models for mobile learning, keys for user adoption of mobile learning, successful virtual learning initiatives, micro learning, experiential learning styles, building an active learning culture, using pull learning to increase agility, making e-learning effective, forms of informal learning, and case studies. The document concludes with a summary and questions.
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Learning & development June 2014
- 1. Learning & developmentduring the second half of 2014 by Toronto Training and HR June 2014
- 2. CONTENTS 3-4 Introduction 5-6 Personalitytypes 7-8 User design 9-10 Gamification 11-12 Project management 13-14 Listening 15-16 Cultural intelligence 17-18 Generational differences 19-20 Ways to unlock curiosity 21-24 Considerations for mobile learning 25-26 Rationale for mobile learning 27-28 Effectiveness of mobile learning 29-30 Mental models for mobile learning 31-32 Keys for user adoption of mobile learning 33-34 Successful virtual learning initiatives 35-36 Micro learning 37-38 Experiential learning styles 39-40 Build an active learning culture 41-42 Use pull learning to increase agility 43-44 Make e-learning effective 45-46 Forms of informal learning 47-48 Case studies 49-50 Conclusion, summary and questions Page 2
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- 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
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- 6. Personality types • Preferences • Broadinterest patterns Page 6
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- 8. User design •Definition • When is it appropriate? Page 8
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- 10. Gamification THREE PSYCHOLOGICAL NEEDS • Related •Autonomous • Competent Page 10
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- 12. Project management • Start • Plan •Administer • Develop • Engage • Stop Page 12
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- 14. Listening • Attributesof active listening • Ways of improving one’s listening skills Page 14
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- 16. Cultural intelligence • Definition • Cognitivecultural intelligence • Metacognitive ability Page 16
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- 18. Generational differences • Behavioural difference •Demographic difference • Sources of conflict between people in their 20s and people in their 50s Page 18
- 19. Page 19 Ways tounlock curiosity
- 20. Ways to unlock curiosity • Relinquishcontrol • Jettison judgement • Expect surprises from every party • Gag the ‘fix it’ reflex • Embrace ignorance • Woo the cue Page 20
- 21. Page 21 Considerations formobile learning
- 22. Considerations for mobile learning 1of 3 • Is this individual a good candidate for mobile learning? • Have you established your objective? • Remember that mobile learning is not e-learning on a mobile device • Mobile learning is not always the right choice • Build in time for testing Page 22
- 23. Considerations for mobile learning 2of 3 • Don’t arbitrarily add bells and whistles • Is the information credible, reliable and in the right format for accessibility? • Is this a web or native solution? • Do your research • Can your pilot be measured and evaluated? Page 23
- 24. Considerations for mobile learning 3of 3 USER INTERFACE DESIGN • Feedback • Tasks relevance and consistency • Exploration and guidance • Uniformity • Efficiency of use • Minimalist design • Initial value • Test on real devices Page 24
- 25. Page 25 Rationale formobile learning
- 26. Rationale for mobile learning • Disintermediationdefence • Distribution channel • Financial rationale • Effectiveness play Page 26
- 27. Page 27 Effectiveness ofmobile learning
- 28. Effectiveness of mobile learning • Availability •Scope • In situ learning • Learner control Page 28
- 29. Page 29 Mental modelsfor mobile learning
- 30. Mental models for mobile learning • Trainercontrol model • Building for the ages model • University model Page 30
- 31. Page 31 Keys foruser adoption of mobile learning
- 32. Keys for user adoptionof mobile learning • Communication • Design • Engagement • How do employees learn? Page 32
- 33. Page 33 Successful virtuallearning initiatives
- 34. Successful virtual learning initiatives • Definition • Settingthe stage for success • Prepare people Page 34
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- 36. Micro learning • Definition • Relevantanalogies • Work management tools • Common issues with micro learning in a learning & development strategy Page 36
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- 38. Experiential learning styles • Divergent learningstyle • Accommodative learning style • Assimilative learning style • Convergent learning style Page 38
- 39. Page 39 Build anactive learning culture
- 40. Build an active learning culture • Setup learning environments and systems that are personally motivating • Look for systems that have push and pull • Reward and recognize people for building the organization’s learning culture Page 40
- 41. Page 41 Use pulllearning to increase agility
- 42. Use pull learning to increaseagility • Video channels • Intelligent recommendations • Mobile learning • Learning demand planning Page 42
- 43. Page 43 Make e-learningeffective
- 44. Make e-learning effective • Multimedia • Interactive •Keeping things brief • Tell a story • Give a reward Page 44
- 45. Page 45 Forms ofinformal learning
- 46. Forms of informal learning • On-demand •Social • Embedded Page 46
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- 49. Page 49 Conclusion, summaryand questions
- 50. Page 50 Conclusion, summaryand questions Conclusion Summary Videos Questions