Recent developments in Learning & Development February 2011

Recent developments in Learning & Developmentby Toronto Training and HR February 2011

3-4 Introduction to Toronto Training and HR 5-6 Maintaining training for all in difficult times 7-8 Using training evaluation results 9-10 Calculating the return on Learning & Development 11-13 Re-engineering Learning & Development 14-15 Financial education 16-17 Causes of knowledge gaps 18-20 Learning styles21-23 Integrating learning into workflow24-28 Enterprise learning 29-35 Social media and social learning 36-39 Mobile learning40-41 Drill42-44 Making development work45-53 Leadership development54-60 Talent management 61-63 Using your intuition 64-75 Case studies76-77 Conclusion and questionsContentsPage 2

Introduction to Toronto Training and HRToronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:Training course design

Training course delivery- Reducing costsSaving time

Improving employee engagement & morale

Services for job seekersPage 5Maintaining training for all in difficult times

Maintaining training for all in difficult timesUnderstand what drives profitability in the organizationRefocus your budget to where it matters mostCreate more informal opportunities for learningIdentify the skills needed by employees to help the organization thrive when the financial situation improves, and the training required to develop themHelp senior managers to understand the value of coaching to encourage a culture of employee development

Using training evaluation results

Using training evaluation resultsTo improve training contentTo refine training methodsTo identify training gapsTo inform training strategyTo prove worth of trainingTo select/deselect external trainersTo assess the business case for trainingTo measure return on investment

Calculating the return on Learning & Development

Calculating the return on Learning & DevelopmentEstablish the prime purposeUnderstand complianceFocus on core skillsGain competitive advantageMeasure L & D effectivenessUse ROI to compare different programs

Re-engineering learning & development

Re-engineering learning & development 1 of 2Involve the team in designing and implementing the changes that are neededDon’t be afraid to ask the “stupid questions”-challenge pre-conceptions about the way things are currently donePut performance consulting at the core of all learning solutionsSecure commitment, engagement and participation from key stakeholdersHarness new learning technologies to create the optimal learning solutions

Re-engineering learning & development 2 of 2Allow people to make mistakes to create an innovation cultureMeasure, and then heavily communicate, business impactIdentify key champions and agents of change in learning & developmentBe strong and have faith in your team and strategyDon’t be afraid to make the changes needed for the ultimate benefit of the organization, L&D and individuals

Financial educationHave a dry run of the seminar or online course so it can be tweaked as necessaryConsider capturing seminars on videoPromote the campaignOffer private places and computers if online tools or workbooks are requiredCollect feedbackAllow employees to take part in financial literacy education activities in paid work time

Causes of knowledge gaps

Causes of knowledge gapsLack of knowledge managementLack of frequency in trainingInformation overloadLack of trainee attentionLack of relevanceLack of confidenceLack of satisfaction

Learning styles 2 of 2CULTURAL VALUES AND LEARNING STYLE PREFERENCESIndependent variablesPower distanceIndividualism/collectivismMasculinityUncertainty avoidanceLong-term orientationControl variables

Integrating learning into workflow

Integrating learning into workflow 1 of 2Work with business to understand the live work environment - what activities and tools the individual needs to do in their job.When developing e-learning, set tasks that need to be worked out in the live/work environment.Use a range of formats to suit the audience (e.g. video, Flash, reading).Provide job aids within the learning that can be used back at work, e.g. checklists.Provide a choice of webinars for individuals to provide opportunities for interaction.

Integrating learning into workflow 2 of 2Don't force individuals to use your solution in a linear manner - create paths for staff to achieve their goals.Allocate more time than you think necessary to usability issues-particularly if your audience comes from a varied background.Analyse individual activity to provide on-going recommendations for learning.Position learning as an integral part of individual's journey in their job role.Use analytics to understand where workflows can be redesigned.

Enterprise learning 1 of 4CREATING AND MAINTAINING A COMPETITIVE ADVANTAGEThe efficiency and effectiveness of current organizational and worker performance in winning in the current marketThe ability to predict future market needs and behaviours, set appropriate goals, and develop a strategy and performance system that aligns with goals to create a future competitive advantageThe ability to implement systemic change from the current performance to future state, while keeping everyone fully engaged.

Enterprise learning 2 of 4WHAT CAN A WELL-RUN LEARNING FUNCTION DO?Help attract and retain talent by showing organizational commitment to developmentHelp leaders discover and improve environmental factors associated with performanceReduce siloed thinking that can lead to costly redundancy, in turn, identifying common cross-functional needs, and sharing solutions and efficienciesConsolidate and focus spendingProvide accountability for the investments made

Enterprise learning 3 of 4PURPOSE OF ENTERPRISE LEARNINGTo provide effective learning experiences to help individuals develop the strategically important skills necessary for them to perform their job both today and in the futureTo work with leaders to ensure that these skills are being applied within the performance system to create a competitive advantage

Enterprise learning 4 of 4OUTCOMES TO ACHIEVE REGARDING COMPETITIVE ADVANTAGENeeds to be capable of identifying the strategically important skills of individuals in critical job roles fortoday and tomorrowIdentifying or creating effective learning tools thatdevelop skills in those who need themEnsuring that the new skills are applied back on thejob, or are poised for application whenchange occurs

Social media and social learning

Social media and social learning 1 of 6TYPESOnline simulations Mobile learningSocial networks Podcasts Wikis Virtual worlds

Social media and social learning 2 of 6COMPETENCIES NEEDED TO IMPLEMENTSubject matter expertiseInformation technologyProject managementInstructional designSpecific tool expertiseFacilitation expertise

Social media and social learning 3 of 6COMPETENCIES NEEDED TO IMPLEMENTJob and task analysisSpecialized productionProgramming expertisePurchasing and contractsDedicated administrative support

Social media and social learning 4 of 6LEARNING LEADERS ARE WELL SERVED IF THEY…Reformulate their learning strategy to become a combination of formal, informal, and social in natureDemonstrate by example that social learning can work and is important to the entire learning cycleRally the organization around social learning as a way to improve employee connections andengagement

Social media and social learning 5 of 6BUT I HAVE A DECREASING BUDGET…IT departmentVendorsFormal instructor-led trainingStealth pilot

Social media and social learning 6 of 6MEASURESAssess the value of a business impact studyAlign support and stakeholdersIdentify strategic goalsDetermine metricsCollect the dataCalculate the business impactImprove the impact for future investments

Mobile learning 1 of 3What is it?Three distinct typesBenefitsTrade-offsTracking expectations

Mobile learning 2 of 3STAGES TO FOLLOW:Evaluate and plan for the business needs for mobile learning.Understand the targeted end-users and their contexts.Know the limitations and capabilities of the technologies involved.Develop the appropriate mobile learning content or experiences.

Mobile learning 3 of 3STAGES TO FOLLOW:Design the interaction flow and graphical user interface for ease of navigation.Program functional prototypes or use authoring tools to build the mobile learning application.Test and evaluate the mobile learning application using target mobile devices.

Making development work

Making development work 1 of 2Development works best as a form of natural social learning, in small groups providing meaning to managers’ experiences.Development has to enable managers to become seriously reflective in the context of taking action.Companies and other organizations function most effectively as communities of human beings; development programs should be designed to enhance this.Middle managers are key to this as development can build their confidence and commitment alongside their capabilities, especially in being able to grow strategies from the middle out.

Making development work 2 of 2DEVELOPMENT ROIFinancial returnOpportunity costEmotional return

Leadership development 1 of 8GAPS IN LEADERSHIP SKILLSPerformance managementCoaching/mentoring/developing staffLeading people and people managementLeading and managing changeBusiness and commercial acumenCommunication/interpersonal skillsMotivational skillsTo prepare managers for leading across culturesInnovationTo help develop global business

Leadership development 2 of 8FOCUS OF ACTIVITIES IN 2011Addressing the current underperformance of leadersImproving relationships with external or partner organizationsChanging the leadership style across the organizationTo help develop global businessTo help prepare managers for leading across culturesImproving the skills of leaders to think in a more strategic and future-focused wayEnabling the achievement of the organization’s strategic goals

Leadership development 3 of 8FOCUS OF ACTIVITIES IN 2011To help prepare managers for international assignmentsAccelerating change within the organizationChanging the prevailing organizational cultureProducing a common standard of behaviour for those in leadership rolesDeveloping high-potential individuals valued by the organizationImproving the skills of leaders to think in a more strategic and future-focused way

Leadership development 4 of 8CHALLENGES TO BE ADDRESSEDStrategic issues-creating an integrated and systematic process for identifying, assessing, developing, and retaining talent for critical rolesAlignment challenges-ensuring that leadership is in step with an organization’s strategy and that the competencies being groomed across the leadership pipeline are indeed those that will deliver the capabilities required and the business results desired

Leadership development 5 of 8CHALLENGES TO BE ADDRESSEDTalent areas-building a steady and ready deep bench of leaders available to fill any gaps that surfacePerformance aspects-ensuring that leaders are effectively and efficiently producing the goods and services that meet and exceed customer needs

Leadership development 6 of 8THE BUSINESS OF LEADER DEVELOPMENTBusiness imperativesOrganization capabilitiesLeader competenciesBusiness outcomes

Leadership development 7 of 8DRIVERS OF LEADER TALENT DEVELOPMENTThe capabilities in which an organizationneeds to excel to drive to those outcomesThe essential competencies required to achieve themThe varied impact of the leader’s role

Leadership development 8 of 8AN INTEGRATED LEADER DEVELOPMENT APPROACHLeaderLeadingLeadership

Talent management 1 of 6OBJECTIVESDeveloping high potential employeesGrowing future senior managers and leadersRetaining key peopleEnabling the achievement of the organization’s strategic goalsMeeting the future skills requirements of the organization

Talent management 2 of 6OBJECTIVESAttracting and recruiting key individuals to the organizationSupporting changes in the organizational structure or business environmentAssisting organizational resource planningAddressing skills shortagesRedeployment of workers to other roles

Talent management 3 of 6WAYS TO MEASURE EFFECTIVENESS OF INITIATIVESClear success criteria identified at the outset Formal annual (or other regular) evaluation process for talent management at an organization-wide levelTime and cost to fill key rolesEmployee attitude surveys

Talent management 4 of 6WAYS TO MEASURE EFFECTIVENESS OF INITIATIVESFeedback from employees involved in talentmanagement initiativesFeedback from line managers Implementation of formal succession plans Retention of those identified as 'high potential' The number of people promoted internally Anecdotally – observation of changes

Talent management 5 of 6TYPES OF ACTIVITYCoachingIn-house development programsHigh-potential development schemes360-degree feedbackInternal secondmentsMentoring and buddying schemesJob rotation and shadowingAction learning sets

Talent management 6 of 6TYPES OF ACTIVITYCourses at external institutionsDevelopment centresCross-functional project assignmentsGraduate development programsCourses leading to amanagement/business qualificationAssessment centresExternal secondments

Using your intuition 1 of 2Sensing when a problem might exist-for example, when someone’s story doesn’t stack up or there’s an ethical dilemmaPerforming well-learned behaviour patterns rapidly. We can often simply go ahead and do something in a situation that’s familiar, rather than think too much about itIf expectations are violated. When we expect a situation to go a certain way but it doesn’t, this can set off our intuitive alarm bell

Using your intuition 2 of 2Synthesising the big picture. When faced with several isolated pieces of information, intuition lets us stand back avoid “analysis paralysis” and sense how the pieces might fit togetherChecking out the results of rational analysis. Sensing when hard data doesn’t feel quite right, intuition can sound the alarm for us to seek more information or look at what data we do have from a different angle

Recent developments in Learning & Development February 2011

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