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Learning Organization
This document discusses a learning organization model and its results and applications. It provides details on: - The purpose of a corporate university/academy in developing employees' technical, soft, and leadership skills. - A learning organization model that assesses individual, team, and organizational learning supported by nine organizational systems. - Research conducted in three banks that found communication, leadership/management, performance management, and vision/strategy to be the most effective systems. - How analyzing and improving the model's components can help a company become a better learning organization with a focus on organizational learning.
Learning Organization
- 1. ESIN AKAYESIN AKAY TalentStrategies Leader &Talent Strategies Leader & Capabilities DevelopmentCapabilities Development ConsultantConsultant LEARNINGLEARNING ORGANIZATION MODELORGANIZATION MODEL RESRESULTSULTS && APPLICATIONSAPPLICATIONS
- 2. Corporate University /CorporateUniversity / AcademyAcademy Important Highlight &Important Highlight & LOLO ModelModel Research & OutcomesResearch & Outcomes RResults &esults & AApplicationspplications CONTENTCONTENT
- 3. Its main aimis to structure the learning & development of allIts main aim is to structure the learning & development of all employees and arrange technical , soft and leadership skills trainingemployees and arrange technical , soft and leadership skills training programsprograms to develop and maintain high-calibre workforce.to develop and maintain high-calibre workforce. These programsThese programs are usually in the form of;are usually in the form of; -- classroom trainingclassroom training -- seminars / workshopsseminars / workshops -- onlineonline coursescourses -- mentoring / coachingmentoring / coaching They are structured aroundThey are structured around individualindividual learning method.learning method. Corporate University /Corporate University / AcademyAcademy Which systems are needed to support learning ? How about team and (especially) organizational learning ?
- 4. In reports ofvarious prominent consultant companiesIn reports of various prominent consultant companies itit is highligtedis highligted thatthat “becoming a Learning Organisation”“becoming a Learning Organisation” isis one of theone of the top HR trends.top HR trends. Why ?Why ? ItIt’’s more fun to work ins more fun to work in a Learning Organization (LO)a Learning Organization (LO).. LLOO givegivess people hope that things can be better.people hope that things can be better. LLOO provides a playground for creative ideas.provides a playground for creative ideas. LLOO provideprovidess a safe place to take risks with new idea safe place to take risks with new ideaas ands and behaviors and the challenge needed to stretch beyond perceivedbehaviors and the challenge needed to stretch beyond perceived limits.limits. InIn LOLO everyone’s opinions are valued and the amount that peopleeveryone’s opinions are valued and the amount that people cancan contribute is not determined by their position.contribute is not determined by their position. IImportantmportant HHighlightighlight
- 5. In their articleIntheir article Learning Organizations Come AliveLearning Organizations Come Alive, Martha, Martha Gephart and Victoria Marsick write that the American SocietyGephart and Victoria Marsick write that the American Society for Training and Developmentfor Training and Development –– ASTDASTD (recently renamed as(recently renamed as Association for Talent Development *ATD*) developedAssociation for Talent Development *ATD*) developed TheThe Learning Organization Assessment FrameworkLearning Organization Assessment Framework.. According to it, there are three levels of LearningAccording to it, there are three levels of Learning:: Individual,Individual, Team,Team, Organizational.Organizational. The ModelThe Model (1/2)(1/2)
- 6. Also, there areAlso,there are ninenine Organizational Systems that supportOrganizational Systems that support the three levels of Learningthe three levels of Learning:: VisionVision && Strategy,Strategy, LeadershipLeadership && Management,Management, Culture,Culture, Structure,Structure, Communication,Communication, Information SystemsInformation Systems,, Knowledge SystemsKnowledge Systems,, Performance ManagementPerformance Management,, TechnologyTechnology The ModelThe Model (2/2)(2/2)
- 7. Survey conductedSurvey conductedin yearin year 20002000 The FieldThe Field # of Q&A’s collected# of Q&A’s collected 300300 The QuestionnaireThe Questionnaire # o# of Questionsf Questions 5353 Research Survey in: 3 BResearch Survey in: 3 Banksanks
- 8. TThe Model ofLearning Organizationshe Model of Learning Organizations is presentis present in thein the three banks.three banks. ResearchResearch & O& Outcomes - 1utcomes - 1
- 9. • CommunicationCommunication isisthe most importantthe most important variablevariable in thein the LOLO Model.Model. • All the othersAll the others, culture, information systems, individual, culture, information systems, individual learning, leadership & management, learning, structure,learning, leadership & management, learning, structure, team learning, technologyteam learning, technology are equally importantare equally important.. ResearchResearch & O& Outcomes - 2utcomes - 2
- 10. The mThe mosteffective systems :ost effective systems : Four of the nine organizational systems:Four of the nine organizational systems: communication,communication, leadershipleadership && management,management, performance management,performance management, visionvision && strategystrategy havehave the greatest impact on learning.the greatest impact on learning. TheyThey explainexplain 58.7% change in learning.58.7% change in learning. ResearchResearch & O& Outcomes - 3utcomes - 3
- 11. Systems that affectthe 3 different learning levelsSystems that affect the 3 different learning levels Communication, organizational learning, team learningCommunication, organizational learning, team learning and visionand vision && strategy explainstrategy explain 39.8%39.8% change inchange in individual learningindividual learning.. LeadershipLeadership && management, performance management,management, performance management, the number of working years in the bank, individualthe number of working years in the bank, individual learning and organizational learning explainlearning and organizational learning explain 45.2%45.2% change inchange in team learningteam learning.. Information systems, performance management,Information systems, performance management, structure, team learning, technology,structure, team learning, technology, vision & strategy and individual learning explainand individual learning explain 60.8%60.8% change inchange in organizational learningorganizational learning .. ResearchResearch & O& Outcomes - 4utcomes - 4
- 12. By structuring andmanaging the 3 learning levelsBy structuring and managing the 3 learning levels By improving and fostering theBy improving and fostering the organizational learningorganizational learning ByBy analyzing theanalyzing the structure and management of the 9structure and management of the 9 organizational systemsorganizational systems By improving and fostering the 4 most important systems:By improving and fostering the 4 most important systems: communication,communication, leadershipleadership && management,management, performance management,performance management, visionvision && strategystrategy HOWHOW CAN YOUR COMPANYCAN YOUR COMPANY BECOMEBECOME AA BETTERBETTER LEARNINGLEARNING ORGANIZATONORGANIZATON ??
- 13. Organizational learningOrganizational learningisis the most importantthe most important • The learning variable is the sum of individual learning, team learningThe learning variable is the sum of individual learning, team learning and organizational learning.and organizational learning. • The three levels of learning have aroundThe three levels of learning have around 0.80 influence on learning0.80 influence on learning inin the Model.the Model. • The strongest relationship is between organizational learning andThe strongest relationship is between organizational learning and learninglearning.. In the LO Model, organizational learning is the mostIn the LO Model, organizational learning is the most important for being a learning organizationimportant for being a learning organization.. Application for YApplication for Yourour Company :Company : Together with the training programs which lead to individualTogether with the training programs which lead to individual learnlearniing some special programs that can contribute to theng some special programs that can contribute to the organizational learningorganizational learning inin your companyyour company should be includedshould be included.. Information systems, performance management, structure,Information systems, performance management, structure, team learning, technology, vision & strategy and individualteam learning, technology, vision & strategy and individual learning should be used to support organizational learning.learning should be used to support organizational learning. ResultResults & Applicationss & Applications - 1- 1
- 14. • The lowestcorrelation is 0.4 which is between learning andThe lowest correlation is 0.4 which is between learning and technology.technology. • RRelationship between learning and culture,elationship between learning and culture, learning andlearning and communicationcommunication,, andand learning andlearning and knowledge managementknowledge management is 0.5 foris 0.5 for each.each. • 0.6 is the highest correlation0.6 is the highest correlation and itand it is between learning and visionis between learning and vision && strategy.strategy. Application for Your Company :Application for Your Company : Technology was not used for learningTechnology was not used for learning which exlainswhich exlains thethe lowlow correlation.correlation. Nowadays, technology is utilized forNowadays, technology is utilized for learning. Technologylearning. Technology shouldshould bebe even moreeven more utilized forutilized for learninlearning withing within youryour companycompany and CU/and CU/AAcademycademy.. Learning should beLearning should be part of the visionpart of the vision && strategy ofstrategy of youryour company.company. ResultResults & Applicationss & Applications -- 22
- 15. The relationship amongthe systemsThe relationship among the systems areare • The lowest correlation is 0.3The lowest correlation is 0.3 and itand it is between visionis between vision && strategy andstrategy and technologytechnology.. • The relationship between structure and culture is 0.6.The relationship between structure and culture is 0.6. • There is very high correlation between visionThere is very high correlation between vision && strategy andstrategy and leadershipleadership && management.management. • The highest relationship is between culture and leadershipThe highest relationship is between culture and leadership && management.management. Application for YApplication for Yourour Company :Company : Leadership & management inLeadership & management in your companyyour company shouldshould supportsupport the foundationthe foundation and/or the operationsand/or the operations ofof CU/ACU/Academy. The visioncademy. The vision && strategy ofstrategy of your companyyour company should be used as the guiding principle in structuringshould be used as the guiding principle in structuring thethe learning. In the culture oflearning. In the culture of your companyyour company,, learninglearning shouldshould be included . Usually thebe included . Usually the CU/CU/AAcademy helps to createcademy helps to create aa strong learning culture.strong learning culture. ResultResults & Applicationss & Applications -- 33
- 16. There are sThereare similar learningimilar learning structures but dstructures but different systemsifferent systems • The three banksThe three banks are similar in terms of learning.are similar in terms of learning. • However, they are different when the correlation betweenHowever, they are different when the correlation between systems and learning is examined.systems and learning is examined. • Different organizational systems supportDifferent organizational systems support thethe learning in theselearning in these banks.banks. Application for YApplication for Yourour Company :Company : Most probably, learningMost probably, learning within yourwithin your company iscompany is similar because learning is a common humansimilar because learning is a common human characteristiccharacteristic.. It should be found out which systemsIt should be found out which systems inin youryour companycompany can affect learning the most. To start,can affect learning the most. To start, communication, leadershipcommunication, leadership && management,management, performance management, visionperformance management, vision && strategy can bestrategy can be used.used. ResultResults & Applicationss & Applications -- 44
- 17. EEmployees in yourcompany are involved in individualmployees in your company are involved in individual learning.learning. Planning, organizing and evaluatingPlanning, organizing and evaluating individualindividual learning programs such as:learning programs such as: OrientationOrientation TrainingTraining (Mandatory and Optional Training(Mandatory and Optional Training Programs)Programs) EducationEducation (Seminars / Conferences / Certificate(Seminars / Conferences / Certificate Programs)Programs) Coaching / MentoringCoaching / Mentoring Career DevelopmentCareer Development Personal MasteryPersonal Mastery == Continuous personal andContinuous personal and professional learning & developmentprofessional learning & development SStructuring & Managingtructuring & Managing IIndividualndividual LLearningearning
- 18. Business groupsBusiness groups,departments, departments might be accepted asmight be accepted as teams and their team learning should be enhanced.teams and their team learning should be enhanced. Planning, organizing and evaluating tPlanning, organizing and evaluating team learningeam learning programsprograms such as:such as: classroom trainingclassroom training outdoor trainingoutdoor training whichwhich should be done couple of timesshould be done couple of times throughoutthroughout thethe year.year. SStructuring & Managingtructuring & Managing TTeameam LLearningearning
- 19. Programs forProgramsfor SINGLESINGLE -- LOOPLOOP LEARNINGLEARNING DOUBLEDOUBLE -- LOOPLOOP LEARNINGLEARNING DEUTERODEUTERO –– LEARNING:LEARNING: LEARNING TO LEARNLEARNING TO LEARN Information systems, performance management, structure,Information systems, performance management, structure, team learning, technology, vision & strategy andteam learning, technology, vision & strategy and individual learning should be used to supportindividual learning should be used to support organizational learningorganizational learning within your companywithin your company.. SStructuring & Managingtructuring & Managing OOrganizationalrganizational LLearningearning
- 20. 1.1. FastFast andcontinuous communication with customers, suppliers andand continuous communication with customers, suppliers and competitors.competitors. 2. Decentralized yet completely connected communication networks.2. Decentralized yet completely connected communication networks. 3. Communication flows in all directions.3. Communication flows in all directions. 4. Individual and organizational barriers of communication are removed.4. Individual and organizational barriers of communication are removed. 5. The barriers of the credibility of the source and perceptual baises are5. The barriers of the credibility of the source and perceptual baises are demolished.demolished. 6. High-tech organizational technology solves the problem of information6. High-tech organizational technology solves the problem of information overload.overload. 7. Informal communication is free and effective.7. Informal communication is free and effective. 8. Dialogue and discussion are balanced.8. Dialogue and discussion are balanced. 9. Communication leads to learning.9. Communication leads to learning. IImproving & Fosteringmproving & Fostering COMMUNICATIONCOMMUNICATION
- 21. LLearning shouldbeearning should be part of the visionpart of the vision && strategy ofstrategy of youryour companycompany. As a result, this can. As a result, this can also help your CU/Aalso help your CU/Academycademy significantlysignificantly.. The visionThe vision && strategy ofstrategy of your companyyour company should be used asshould be used as the guiding principle in structuring the learningthe guiding principle in structuring the learning in yourin your CU/ACU/Academy.cademy. Employees’Employees’ Personal VisionsPersonal Visions SharedShared VisionVision StrategyStrategy Learning to LearnLearning to Learn IImproving & Fosteringmproving & Fostering VVision &ision & SStrategytrategy
- 22. Leadership and managementinLeadership and management in your companyyour company should supportshould support thethe foundationfoundation and/or the operationsand/or the operations ofof the CU/Athe CU/Academy.cademy. Management based on Learning from experience:Management based on Learning from experience: OpennessOpenness Systematic ThinkingSystematic Thinking CreativityCreativity Sense of EfficacySense of Efficacy EmpathyEmpathy LeadershipLeadership - Three types of Leaders- Three types of Leaders Local Line LeadersLocal Line Leaders Executive LeadersExecutive Leaders Internal NetworkersInternal Networkers IImproving & Fosteringmproving & Fostering LLeadership &eadership & MManagementanagement
- 23. 1.1. Tool fordefiningTool for defining llearning needsearning needs 2. Eclectic Approach (360 degrees)2. Eclectic Approach (360 degrees) - supervisor’- supervisor’ss appraisalappraisal - assessment o- assessment off team membersteam members - evaluation done by customers- evaluation done by customers - self-appraisal- self-appraisal - assessing supervisors- assessing supervisors 3. Criteria of performance3. Criteria of performance appraisalappraisal -- systems thinkingsystems thinking -- personal masterypersonal mastery -- commitment tocommitment to learning andlearning and personal developmentpersonal development -- willingness to takewillingness to take risks, change andrisks, change and improveimprove -- participation inparticipation in organizationalorganizational dialogues anddialogues and discussionsdiscussions -- learning fromlearning from mistakesmistakes - contribution to the- contribution to the learning of otherlearning of other employees and the organizationemployees and the organization as aas a wholewhole IImproving & Fosteringmproving & Fostering PPerformanceerformance MManagementanagement