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Enabling informal learning as a leadership task: learnscapes, prerequisites, potential
The document discusses the significance of informal learning as a critical aspect of leadership in learning and development contexts. It emphasizes the dynamic nature of work environments and the need for leaders to facilitate informal learning opportunities while adapting to changing organizational structures. Additionally, case studies from various companies illustrate different approaches and frameworks for integrating informal learning into professional development.
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Enabling informal learning as a leadership task: learnscapes, prerequisites, potential
- 1. Enabling informal learning asa leadership task – learnscapes, prerequisites, potential EARLI SIG 14 Learning & Professional Development 2012: Learning in Transition Antwerp, August 24th 2012 Sabine Seufert, Christoph Meier
- 2. © scil Allrights reserved. Overview › Points of departure › Our research process › Our initial results › Our next steps Sabine Seufert / Christoph Meier 2 27.04.2013
- 3. © scil Allrights reserved. POINTS OF DEPARTURE 3 27.04.2013Sabine Seufert / Christoph Meier
- 4. © scil Allrights reserved. Informal learning is a relevant topic for Learning & Development › Informal learning is not new › Informal learning cannot / should not be formalized › Why is it a topic for Learning & Development Professionals? › Dynamic development of organizations & work environments › Investment in T&D per headcount reduced › Movement from teaching to learning › Arrival of social media in the workplace › New profile for L&D? provision of training <-> gardening learnscapes Sabine Seufert / Christoph Meier 4 27.04.2013
- 5. © scil Allrights reserved. Informal learning is a leadership topic Sabine Seufert / Christoph Meier 5 27.04.2013 Leaders / Managers / Supervisors Employees / Learners Organizatioal & cultural context HR / L&D unit • Traditional "owner" of learning / training • Cannot deliver without stakeholder alignment • Not in the know about informal learning going on • Agents of change in face of frequent reorganization • New leadership challenges related to flattened hierarchies & demands for participation • (Contested) Calls for more active role in personnel development
- 6. © scil Allrights reserved. Informal learning in L&D units as a useful starting point › Personnel in L&D: high proportion of career changers › Often no specific curriculum for development of learning professionals › Assumed interest in "informal learning" › Assumed ability to reflect on informal learning Sabine Seufert / Christoph Meier 6 27.04.2013
- 7. © scil Allrights reserved. OUR RESEARCH PROCESS 7 27.04.2013Sabine Seufert / Christoph Meier
- 8. © scil Allrights reserved. The initial framework for research Informal Learning CONTEXT PROCESS OUTCOME Leadership Interactions with potential for learning Context for learning Employees as Self-Directed Learners Supervisors as Learning Facilitators (ICT-based) Learning Environment: Role of Web 2.0 Organisational Conditions Business competences Social competencies Personal competencies Individual Learning Learning Landscape Professional domain: Learning & Development / Learning Professionals Formal Learning Facilitated by manager Self- directed Learning Outcomes/ Competencies Sabine Seufert / Christoph Meier
- 9. © scil Allrights reserved. Overview of the case studies Sabine Seufert / Christoph Meier 9 27.04.2013 Caterpillar Deloitte IBM Siemens UBS L&D unit Caterpillar University, Customer Services Support Personalentwicklung / Aus- & Fortbildung (Germany) Learning & Development (Switzerland) Siemens Learning Campus Business University / Operations e-Learning Headcount ~120 ~20 + 150 trainers CH: 1 / worldwide: 140 ~140 ~150 / 15 Employee roles • Consultants • Content authors • Trainers (few) • Program coordinators • System administrators • T&D specialists • Content Managers / Key-Account Managers • Administrative Staff • HR Consultants • Design & Policy Consultants • Trainers / Facilitators • Technical / Program Coordinators • Technology Experts • Program Managers • Program-Developers • Trainers • Content / Media Authors • Project Managers • Consultants • Operations eLearning: • Project managers • eL Designers • Implementation & support Modes of comp. dev. for training profes- sionals • No specific competence model • A range of courses • Specific curriculum for trainers • Certifications (e.g. ASTD Human Performance Improvement Process) • Various forms of informal learning • Support for pursuit of degree at tertiary level • Internal courses / development programs • Certifications • Various forms of informal learning • Various courses offered by IBM Business University • Various forms of informal learning • Competency profiles for above mentioned roles • Trainer: Curriculum with certification • Various courses • Various forms of informal learning • Individual development plans • Various courses • Various forms of informal learning
- 10. © scil Allrights reserved. Structure of case study interviews › Understand the context within which L&D unit operates › Organizational context › Professional development for L&D professionals › Understand core processes › Situations & forms of formal / informal learning › Integration of formal & informal learning › Leadership situations & potential for informal learning › Prerequisites for informal learning › Technology support for informal learning › Outcomes › Potential of informal learning for competence development › Opportunities and limitations Sabine Seufert / Christoph Meier 10 27.04.2013
- 11. © scil Allrights reserved. OUR INITIAL RESULTS 11 27.04.2013Sabine Seufert / Christoph Meier
- 12. © scil Allrights reserved. The learnscape space 12 27.04.2013 Formal learning Informal learning Driven by leader / manager Self directed informal learning, primarily driven by employee informal learning, primarily driven by leader / manager formal learning, primarily driven by employee formal learning, primarily driven by leader / manager Sabine Seufert / Christoph Meier
- 13. © scil Allrights reserved. Formelles Lernen Informelles Lernen Selbst- steuerung Fremdsteuerung durch Führungskraft - Manager Portal e-Learnings und Checklisten - Career Framework - E-Learning - P quicks views - Podcast - Webcast - Business University - Knowledge Datenbank - Career Plan - Kundenbedürfnisse erfordern Training - Short Term Assignments - Corporate Social Projects - Cross unit - Cross job - Collaboration - Knowledge sharing meetings - Gesprächssituation FK MA Anlass: Problem - Gesprächssituation FK MA Anregung zum Erfahrungstausch / Kontakte initiieren - Networking Events - Jour Fixe: regelmässig/ auf Abruf - Strategy Jams - Future of HR jams - Socialising Events -.SME's on request Bilder pro Themen - Shadowing - Community & Blogs - Lunch & learn - Peer to peer learning der Mitarbeitenden untereinander - Wikis - Manager Portal Themen, Checklisten, Foren, Blogs einarbeiten - Knowledge Management (selbstgesteuerte Einträge zu Projekten hinterlegen / lessons learnd gefördert durch FK Overview of the learnscapes Caterpillar Deloitte IBM SiemensUBS
- 14. © scil Allrights reserved. Learnscapes (consolidated view) 14 27.04.2013 Courses / curricula / certifications / compliance training Use of knowledge databases Management by objectives & annual review Development plan eLearning / WBT Conferences Stretch assignments Coaching Informal conversations & informal meetings Wikis, weblogs, communities Books, journals (online & print) Bar camps & jams (Project) Review meetings Job rotation & secondments Team meetings Podcasts / webcasts Conversations manager – direct report Formal learning Informal learning Driven by leader / manager Self directed Individual development planning Mentoring Team lunch Exchanges via Social Media platform Sabine Seufert / Christoph Meier
- 15. © scil Allrights reserved. Differences in positioning of similarly termed elements 15 27.04.2013 Conferences Conferences Stretch assignments Stretch assignments Webcasts Webcasts Harvard Manage Mentor Manager-Portal (eLearning & checklists) Lunch & Learn Business Lunch Team meetings Team meetings Formal learning Informal learning Driven by leader / manager Self directed Sabine Seufert / Christoph Meier
- 16. © scil Allrights reserved. Prerequisites for informal learning (1) Level Prerequisites Employees • Initiative and responsibility for personal competences & development. • Ability to reflect on personal development needs • Capacity for self directed learning. • Understanding competence gaps as opportunities for development. • Trust in leader: development opportunities can be openly discussed. • Trust in other team members: feedback is accepted and actively solicited. • Media competency (online media and Social Media). Sabine Seufert / Christoph Meier 16 27.04.2013
- 17. © scil Allrights reserved. Prerequisites for informal learning (2) Level Prerequisites Team leaders / L&D leaders • Acting as role models with regard to life long learning. • Actively promoting willingness to learn in direct reports. • Providing a safe environment for reflection on learning. • Willingness to reflect on and communicate personal learning experiences. • Tolerating (first time) mistakes. • Trust in direct reports, in their abilities and their orientation to goals. • Providing time and (financial) resources required for informal learning. • Providing support and coaching when required. Sabine Seufert / Christoph Meier 17 27.04.2013
- 18. © scil Allrights reserved. Prerequisites for informal learning (3) Level Prerequisites Organization • Flexible organization of work / freedom to sequence work activities & learning. • Leeway for experimenting and practicing. • Resources and a budget for self directed learning and development activities. • Responsibility for learning & development is part of the leadership role. • Transparent pathways for development & opportunities for learning • Tools and technologies for communication and collaboration. • Knowledge and learning resources o available in an easy manner at any time. o up to date and of good quality (trusted by learners) • … Sabine Seufert / Christoph Meier 18 27.04.2013
- 19. © scil Allrights reserved. Potential of informal learning for competence development Situation of learning Potential for competence development Professional competences Social competences Self competences Formal learning MBTI certification ++ +++ +++ … - / o / + / ++ / +++ - / o / + / ++ / +++ - / o / + / ++ / +++ Informal learning Yammer community ++ + + … - / o / + / ++ / +++ - / o / + / ++ / +++ - / o / + / ++ / +++ Sabine Seufert / Christoph Meier 19 27.04.2013 Lernsituation/ Lernform Potenzial für die Kompetenzentwicklung Fachkompetenz, u.a. 1 Wissen über Konzepte, Theorien, Modelle 2 Lernprozesse gestalten 3 Trainings durchführen Sozialkompetenz, u.a. 4 Umgang mit Stakeholdern 5 Beratung & Coaching Selbstkompetenz, u.a. 6 Reflexionsfähigkeit 7 Work-life-balance formal Projekt- management +++ +++ ++ Interviewtraining +++ ++ ++ Kommunikations- training +++ +++ +++ Hogan Zertifizierung +++ +++ +++ MBTI Zertifizierung ++ +++ +++ E-Learning +++ + + Jahresgespräch + ++ +++ Projektabschluss- Gespräch + +++ +++ Teilnahme an Konferenzen ++ +++ +++ informell Feedback aus Veranstaltungen + +++ +++ Kollegengespräche ++ +++ +++ Team- besprechungen themenabhängig + ++ Mitarbeit in Gremien ++ +++ + Stretch assignments +++ ++ + Secondments +++ +++ ++ Coaching + ++ +++ Open door Gespräch themenabhängig + ++ Yammer Communities ++ + + Webcasts ++ + o books 24/7 ++ + o Lernsituation/ Lernform Potenzial für die Kompetenzentwicklung Fachkompetenz - Wissen über Konzepte, Theorien, Modelle - Lernprozesse gestalten - Trainings durchführen … Sozialkompetenz - Umgang mit Stakeholdern - Beratungskompetenz Coachingwissen .. Selbstkompetenz - Reflexionsfähigkeit - Work-Life-Balance … Formal Podcast/Webcast +++ + + E-Learning +++ + ++ Career Framework +++ +++ + Manager Portal + + + Knowledge Datenbank +++ +++ ++ Team Meetings ++ ++ + Angebote Business University ++ ++ o Career Plan +++ +++ + Informell Knowledge Management Datenbank +++ + + Communities +++ ++ + Blogs + + + Lunch & Learn ++ ++ + Wikis ++ ++ + Peer to Peer Learning +++ +++ +++ Shadowing ++ ++ ++ SME's on request +++ ++ ++ e-Learning +++ + ++ Mentoring +++ +++ +++ Externe Netzwerke / Austausch ++ ++ ++ Short Term Assignments +++ ++ ++ Coporate Social Projects + +++ ++ Cross Unit Job Rotation +++ ++ ++ Gesprächssituation zwischen Führungskraft und Mitarbeiter ++ ++ ++ Gesprächssituation zwischen Mitarbeiter und Führungskraft ++ ++ ++ Knowledge Sharing Meeting +++ ++ + Jour Fixe + + ++ Networking Events ++ + + (Strategy) Jams + + ++ Lernsituation/ Lernform Potenzial für die Kompetenzentwicklung Fachkompetenz - Wissen über Konzepte, Theorien, Modelle - Lernprozesse gestalten - Trainings durchführen … Sozialkompetenz - Umgang mit Stakeholdern - Beratungskompetenz Coachingwissen .. Selbstkompetenz - Reflexionsfähigkeit - Work-life-balance … formal Individuelle Trainings +++ +++ +++ Learning Framework + O O Sharepoint O O O Business Lunch ++ O O Konferenzen/ Tagungen + O O Team Meetings +++ +++ + Nachmittags-Forum +++ + O Führungsgespräch O + ++ informell Stretch Assignments ++ ++ ++ Infomails + + O Weblogs + O +++ (Als Autor, ansonsten +) Community-Spaces +++ ++ ++ Lesen ++ ++ ++ "nach nebenan" +++ ++ + pers. Netzwerke +++ ++ + Core Learning P. +++ +++ + BarCamp ++ + O Lernformen/-massnahmen Potential zur Förderung der Kompetenzentwicklung Fachkompetenzen - Wissen über Tools, Konzepte, Theorien etc. - Wissen über die Gestaltung von Lernumgebungen - Wissen zu Technologien - … Sozialkompetenzen - Umgang mit Business Partnern - Beratungsfähigkei ten - Umgang mit Teammitgliedern - … Selbstkompetenzen - Schaffung einer Work-Life- Balance - Reflexion des eigenen Handelns - … formell Aus- und Weiterbildungsangebot der BU + + + Learning Pathways o o o Lernjournale + ++ ++ Management by Objectives ++ o bis ++ o bis ++ Bilaterale Meetings + ++ + WBTs ++ o + Kreativsessions ++ ++ + Rapid eLearning ++ o + WBT-Bibliothek + o o Individual Development Planning ++ o bis ++ ++ gemeinsame Konferenzbesuche ++ ++ + Pod- und Videocast ++ o + informell Blogs ++ + ++ Bilateraler Austausch im Team + ++ ++ Webinare +++ + + Social Computing ++ ++ ++ Knowledge Jams ++ + + Team-Mittagessen + +++ + Coaching + +++ ++ Mentoring ++ ++ ++ Schreiben von Artikeln +++ ++ +++ Weitergabe von Wissen im Teammeeting ++ ++ ++ Lerntandems zwischen Mitarbeitern (IDP) ++ ++ ++ Situation / form of learning Potential for development of competences Business competences - knowledge about tools, concepts, etc. - design learning - manage trainings - … Interpersonal competencies - liaising with business partners - consulting skills - coaching skills - … Personal competencies - balancing life & work - reflecting on own practice - … Formal CAT Instructional accreditation program +++ + ++ ASTD HPI certification +++ ++ ++ Course on Criterion Reference Instruction +++ O o Sales certification +++ +++ +++ Proj. Mgmt. certification +++ + + Change Mgmt. certification +++ +++ + Informal Stretch assignments ++ ++ ++ Job rotation +++ + + Sharing knowledge / experiences in staff meetings +++ ++ + Informal coaching by team leader +++ +++ +++ Attending conferences / seminars +++ O o Participating in (online) communities +++ ++ ++ Communicating via Cat@work +++ +++ +++ Reading +++ +++ +++ Use of Harvard Manager resource +++ +++ +++
- 20. © scil Allrights reserved. Perceived potential of informal learning for competence development Sabine Seufert / Christoph Meier 20 27.04.2013 ∅ Cat ∅ Del ∅ IBM ∅ SLC ∅ UBS ∅ overall formal forms of learning 2.06 2.48 1.88 1.13 1.14 1.74 informal forms of learning 2.33 1.85 1.95 1.67 1.88 1.94 ∅ by organization across all forms of learning 2.20 2.17 1.91 1.40 1.51 Cat Del IBM SLC UBS Cat Del IBM SLC UBS Cat Del IBM SLC UBS formal forms of learning 3.00 2.33 2.50 1.63 1.50 1.67 2.56 2.00 1.00 0.92 1.50 2.56 1.13 0.75 1.00 informal forms of learning 2.89 2.00 2.25 2.22 1.91 2.11 1.91 1.85 1.67 1.91 2.00 1.64 1.75 1.11 1.82 ∅ per competence area and organization 2.95 2.17 2.38 1.93 1.71 1.89 2.24 1.93 1.34 1.42 1.75 2.10 1.44 0.93 1.41 ∅ per competence area Self competences 1.53 Business competences 2.22 1.76 Social competences Legend: 0=no potential; 1=low potential; 2=medium potential; 3=high potential
- 21. © scil Allrights reserved. OUR NEXT STEPS 21 27.04.2013Sabine Seufert / Christoph Meier
- 22. © scil Allrights reserved. Development of a framework for facilitation of learning through leaders 22 27.04.2013 Field of action for leaders / managers Context conditions Interactions Workplace in general Situations of leading Create environments conducive to learning (e.g. stretch assignments, opportunities for conversation) Design interactions for learning potential (e.g. encourage reflection on learnings in annual review) Facilitate learning in the workplace (e.g. encourage reflection on experiences / learnings in team meetings) Contribute to a new culture of learning (e.g. tolerate 1st time mistakes & encourage reflection on them; reflect own learning experiences with others) Sabine Seufert / Christoph Meier
- 23. © scil Allrights reserved. Research Practice Leaders as learning facilitators Toolset & workshop: "LearnFacT" - Learning Facilitation Kit Theoretical framework: Design principles for toolset & workshops Design-based research & development Versions of toolset & iterations of workshops Sabine Seufert / Christoph Meier 23
- 24. © scil Allrights reserved. Dr. Christoph Meier swiss centre for innovations in learning (scil) University of St. Gallen Mail: christoph.meier@unisg.ch Tel.: +41 71 224 7595 Web: www.scil.ch Blog: www.scil-blog.ch Contact & information: 24 27.04.2013Sabine Seufert / Christoph Meier