Transcript
Page 1: Trends in Learning Management - Leaders as facilitators of learning

Trends in corporate learning & development

– Leaders as facilitators of learning

EFMD Corportate Advisory Seminar "Leadership Development 2.0" Brussels, April 19th 2013 Dr. Christoph Meier

www.scil.ch www.scil-blog.ch

Page 2: Trends in Learning Management - Leaders as facilitators of learning

© scil All rights reserved.

Who we are & what we do

2 28.04.2013 Dr. Christoph Meier

Corporate Learning

Strategy & Portfolio

Management

Learning Design

Learning Professionals

Learning Leadership

Culture of Learning

Learning Value

Management

• scil research -> Informal learning as a leadership task

• scil academy -> DAS "Learning Executive"

• scil consulting & services -> "Trend study 2012" -> Innovation Circle "social-business-learning"

International congress "Lost in transition? Pathways to successful learning in organizations" June 6-7, St.Gallen

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© scil All rights reserved.

Overview

Results from research project on

"Informal learning as a leadership task"

Dr. Christoph Meier 3 28.04.2013

Results from scil trend study 2012 / 2013 on

corporate learning & development

Next steps in research & development

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© scil All rights reserved.

About the scil trend studies

Dr. Christoph Meier 4 28.04.2013

2006 2008 2010 2012 …

150

What are the challenges in corporate learning & development? 1) What is their importance? 2) What is the status of realization / implementation?

45

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Top ten topics "relevance"

Dr. Christoph Meier 5 28.04.2013

Topic Domain Score '12 '10 '08 '06

Align the qualification of staff proactively with the corporate strategy

Strategy 3.68 1 2 2 2

Design learning and educational activities to support transfer (e.g. setting personal learning goals, action plans, follow-ups)

Pedagogy 3.62 2 1 1 1

Consider current trends and developments when further developing services

Strategy 3.57 3 / / /

Foster learning support through managers / executives Culture 3.57 3 4 3 3

Improve social competencies of employees Pedagogy 3.45 5 3 13 /

Involve managers/executives in educational processes as coaches, mentors, or multipliers of learning oriented values, expectations and attitudes

Culture 3.41 6 12 7 (5)

Involvement of learning & development in implementing strategy after defining strategy-/planning processes

Strategy 3.37 7 10 5 /

Intensify quality development and quality management Economy 3.36 8 5 20 11

Improve the pedagogical quality of learning services / offerings Pedagogy 3.35 9 14 29 19

Align learning activities to a competency model Pedagogy 3.34 10 11 / /

Further develop the culture of learning through targeted initiatives Culture 3.34 10 / / /

score: 4 = highly relevant; 1 = not relevant

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Top ten topics "relevance"

Dr. Christoph Meier 6 28.04.2013

Topic Domain Score '12 '10 '08 '06

Align the qualification of staff proactively with the corporate strategy

Strategy 3.68 1 2 2 2

Design learning and educational activities to support transfer (e.g. setting personal learning goals, action plans, follow-ups)

Pedagogy 3.62 2 1 1 1

Consider current trends and developments when further developing services

Strategy 3.57 3 / / /

Foster learning support through managers / executives Culture 3.57 3 4 3 3

Improve social competencies of employees Pedagogy 3.45 5 3 13 /

Involve managers/executives in educational processes as coaches, mentors, or multipliers of learning oriented values, expectations and attitudes

Culture 3.41 6 12 7 (5)

Involvement of learning & development in implementing strategy after defining strategy-/planning processes

Strategy 3.37 7 10 5 /

Intensify quality development and quality management Economy 3.36 8 5 20 11

Improve the pedagogical quality of learning services / offerings Pedagogy 3.35 9 14 29 19

Align learning activities to a competency model Pedagogy 3.34 10 11 / /

Further develop the culture of learning through targeted initiatives Culture 3.34 10 / / /

score: 4 = highly relevant; 1 = not relevant

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© scil All rights reserved.

Top ten topics "relevance"

Dr. Christoph Meier 7 28.04.2013

Topic Domain Score '12 '10 '08 '06

Align the qualification of staff proactively with the corporate strategy

Strategy 3.68 1 2 2 2

Design learning and educational activities to support transfer (e.g. setting personal learning goals, action plans, follow-ups)

Pedagogy 3.62 2 1 1 1

Consider current trends and developments when further developing services

Strategy 3.57 3 / / /

Foster learning support through managers / executives Culture 3.57 3 4 3 3

Improve social competencies of employees Pedagogy 3.45 5 3 13 /

Involve managers/executives in educational processes as coaches, mentors, or multipliers of learning oriented values, expectations and attitudes

Culture 3.41 6 12 7 (5)

Involvement of learning & development in implementing strategy after defining strategy-/planning processes

Strategy 3.37 7 10 5 /

Intensify quality development and quality management Economy 3.36 8 5 20 11

Improve the pedagogical quality of learning services / offerings Pedagogy 3.35 9 14 29 19

Align learning activities to a competency model Pedagogy 3.34 10 11 / /

Further develop the culture of learning through targeted initiatives Culture 3.34 10 / / /

score: 4 = highly relevant; 1 = not relevant

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Top ten topics

Dr. Christoph Meier 8 28.04.2013

Topic Domain Score '12 '10 '08 '06

Align the qualification of staff proactively with the corporate strategy

Strategy 3.68 1 2 2 2

Design learning and educational activities to support transfer (e.g. setting personal learning goals, action plans, follow-ups)

Pedagogy 3.62 2 1 1 1

Consider current trends and developments when further developing services

Strategy 3.57 3 / / /

Foster learning support through managers / executives Culture 3.57 3 4 3 3

Improve social competencies of employees Pedagogy 3.45 5 3 13 /

Involve managers/executives in educational processes as coaches, mentors, or multipliers of learning oriented values, expectations and attitudes

Culture 3.41 6 12 7 (5)

Involvement of learning & development in implementing strategy after defining strategy-/planning processes

Strategy 3.37 7 10 5 /

Intensify quality development and quality management Economy 3.36 8 5 20 11

Improve the pedagogical quality of learning services / offerings Pedagogy 3.35 9 14 29 19

Align learning activities to a competency model Pedagogy 3.34 10 11 / /

Further develop the culture of learning through targeted initiatives Culture 3.34 10 / / /

score: 4 = highly relevant; 1 = not relevant

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Importance of informal learning

Dr. Christoph Meier 9 28.04.2013

› Informal learning activities are expected to increase in the future

› Need for integration of formal & informal learnig

reduction same level increase

high relevance

medium relevance

low relevance

no relevance

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Realization

Dr. Christoph Meier 10 28.04.2013

L&D leaders / professionals have become more critical of their achievements:

› average values for "realization" have noticeably decreased

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Top ten topics "current realization"

Dr. Christoph Meier 11 28.04.2013

Topic Domain Score

Design learning and educational activities to support transfer (e.g. setting personal learning goals, action plans, follow-ups)

Pedagogy 72%

Foster learning support through managers / executives Culture 68%

Qualify educational staff (e.g. trainers, instructors) to cope with modified role requirements (e.g. coach, facilitator)

Organization 66%

Consider current trends and developments when further developing services Strategy

65%

Improve social competencies of employees Pedagogy 63%

Improve the pedagogical quality of learning services / offerings Pedagogy 63%

Align the qualification of staff proactively with the corporate strategy Strategy 61%

Improve competencies for self directed learning among employees Pedagogy 60%

Involve managers/executives in educational processes as coaches, mentors, or multipliers of learning oriented values, expectations and attitudes

Culture 59%

Intensify quality development and quality management Economy 58%

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Top ten topics "current realization"

Dr. Christoph Meier 12 28.04.2013

Topic Domain Score

Design learning and educational activities to support transfer (e.g. setting personal learning goals, action plans, follow-ups)

Pedagogy 72%

Foster learning support through managers / executives Culture 68%

Qualify educational staff (e.g. trainers, instructors) to cope with modified role requirements (e.g. coach, facilitator)

Organization 66%

Consider current trends and developments when further developing services Strategy

65%

Improve social competencies of employees Pedagogy 63%

Improve the pedagogical quality of learning services / offerings Pedagogy 63%

Align the qualification of staff proactively with the corporate strategy Strategy 61%

Improve competencies for self directed learning among employees Pedagogy 60%

Involve managers/executives in educational processes as coaches, mentors, or multipliers of learning oriented values, expectations and attitudes

Culture 59%

Intensify quality development and quality management Economy 58%

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Overview

Results from research project on

"Informal learning as a leadership task"

Dr. Christoph Meier 13 28.04.2013

Results from scil trend study 2012 / 2013 on

corporate learning & development

Next steps in research & development

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© scil All rights reserved. 14 28.04.2013

› Points of departure › Research › Initial results

"Informal learning as a leadership task"

Dr. Christoph Meier

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3 points of departure

› Informal learning is a topic for L&D units in organizations › arrival of social media in the workspace › willingness to invest in T&D

› Informal learning is a leadership topic

› L&D as owner of "learning": not in the know on informal learning › Leaders / managers = important role models & change agents

› Informal learning in L&D units is a useful starting point

› L&D: high proportion of career changers › Often no specific curriculum for development › Assumed interest & ability to reflect on informal learning

15 28.04.2013 Dr. Christoph Meier

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Case studies: Overview

Sabine Seufert / Christoph Meier

16 28.04.2013

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

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The learnscape template

17 28.04.2013

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

Dr. Christoph Meier

Page 18: Trends in Learning Management - Leaders as facilitators of learning

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

- Knowledgesharing meetings

- GesprächssituationFK MA Anlass: Problem

- GesprächssituationFKMA Anregung zum Erfahrungstausch / Kontakte initiieren

- Networking Events

- Jour Fixe:regelmässig/ auf Abruf

- Strategy Jams- Future of HR jams- Socialising Events

-.SME's on requestBilder 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

Siemens UBS

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Learnscapes (consolidated view)

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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 – employee

Formal learning

Informal learning

Driven by leader /

manager

Self directed

Individual development planning

Mentoring

Team lunch

Exchanges via Social Media platform

Dr. Christoph Meier

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Prerequisites for informal learning

Level Prerequisites

Employees • Ability to reflect on personal development needs

• Capacity for self directed learning & media competency

• Understanding competence gaps as opportunities for development.

• …

Leaders • Acting as role models with regard to life long learning.

• Providing a safe environment for reflection on learning.

• Trust in employees / direct reports (in their abilities, orientation to goals).

• Tolerating (first time) mistakes.

• Providing time and (financial) resources required for informal learning.

• Providing support and coaching.

• …

Organization • Flexible organization of work / freedom to sequence work activities & learning.

• Leeway for experimenting and practicing.

• Knowledge and learning resources

• …

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Involvement of leaders in learning: the field for action (1)

21 28.04.2013

Field of action for

leaders / managers

Support for leaders as learning

facilitators

Dr. Christoph Meier

Normative level / reference model

Context conditions

Interactions

Workplace in general Situations of leading

• Develop knowledge & competences • Develop toolset & work aids • Context conditions for leaders as facilitators of learning

• Business in networks & across distance • Flattened hierarchies, openness & participation • Delegation, motivation, responsibility

Page 22: Trends in Learning Management - Leaders as facilitators of learning

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Involvement of leaders in learning: the field for action (2)

22 28.04.2013

Field of action for

leaders / managers

Context conditions

Interactions

Workplace in general Situations of leading

Create environments conducive to learning

(e.g. stretch assignments;

budget for self-directed learning; places for informal meetings)

Design interactions for learning potential

(e.g. engage team in planning

& facilitation of team meetings; structure development dialogue

by competences)

Facilitate learning in the workplace

(e.g. encourage lunch & learn sessions; encourage blogging

on work-related topics)

Contribute to a new culture of learning

(e.g. support for learning as part of team leader role; opportunities for sharing learning experiences)

Support for leaders as learning

facilitators

• Develop knowledge & competences (e.g., leadership situations & styles, feedback)

• Develop toolset & work aids (e.g., work aid for development dialogue on informal learning)

• Context conditions for leaders as facilitators of learning (work structures, reward structures, etc.)

leadership development

programs

Dr. Christoph Meier

"social business learning"

Page 23: Trends in Learning Management - Leaders as facilitators of learning

© scil All rights reserved.

Overview

Results from research project on

"Informal learning as a leadership task"

Dr. Christoph Meier 23 28.04.2013

Results from scil trend study 2012 / 2013 on

corporate learning & development

Next steps in research & development

Page 24: Trends in Learning Management - Leaders as facilitators of learning

© scil All rights reserved.

Research

Practice

Leaders as learning

facilitators

Toolset & workshop: "LearnFacT" - Learning Facilitation kiT

Theoretical framework: Design principles for toolset & workshops

Initiative 1: LearnFacT (1)

Versions of toolset & iterations of workshops

24 Dr. Christoph Meier

Page 25: Trends in Learning Management - Leaders as facilitators of learning

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LearnFacT interventions - Enabling daily practice («How?»)

LearnFacT guidance - Enabling factors («Why?» «What?»)

Guidance

Inter-vention

Guidance

Inter-vention

Guidance

Inter-vention

Initiative 1: LearnFacT (2)

Dr. Christoph Meier

Create enrivonments conducive to

learning

Contribute to a new culture

of learning

Facilitate learning

in the workplace

Design interactions for

learning potential

Page 26: Trends in Learning Management - Leaders as facilitators of learning

© scil All rights reserved.

Initiative 2: Innovation Circle

"social business learning"

Dr. Christoph Meier 26 28.04.2013

competency development

(formal & informal)

smart working, crowdsourcing,

customer dialogues,

etc.

agile L&D, agile business

Processes (L&D)

Culture

• Learning processes • Customer processes • Innovation processes

• Openness • Participation • Flexibility

People

• Learning professionals • Leaders • Employees

Page 27: Trends in Learning Management - Leaders as facilitators of learning

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Social media skills for leaders

personal › produce › distribute › receive / manage

organizational

› orchestrate › design (infrastructure) › analyze

(identify trends)

Dr. Christoph Meier 27 28.04.2013

Social media-literate

leadership

Advisor & Orchestrator

Archi- tect

Source: Deiser / Newton: Six social media skills every leader needs. McKinsey Quarterly, February 2013

Analyst Recipient

Distri- butor

Producer

Create authentic, compelling content

(e.g. video messages for unit / division weblog)

Influence how

communi-cations

move around (e.g. create & sustain a

body of followers

that spread / reinforce

messages)

Manage information deluge (e.g. filtering tools

& techniques)

Orchestrate activities (by e.g. content curators community mentors, network analysts)

Create an enabling infrastruc-ture (e.g. leeway to share with personal network & standards for transpa-rency & integrity)

Identify trends & potential (e.g. new social media tools)

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Recap: Structure & main points of this contribution

Dr. Christoph Meier 28 28.04.2013

Results from scil Trendstudy "Challenges in corporate learning"

Top ten topics "relevance"

• stability of top 4 rated topics (strategic alignment, transfer, involvement of leaders in learning)

• culture of learning / informal learning • the role of L&D

Top ten topics "currently under way"

Results from research "Informal learning as a leadership task"

• competences for learning • involvement of managers in learning &

development activities

• Learnscapes & integration of activities • Prerequisites for informal learning (leaders) • Field for action for leaders (4 quadrants)

Next steps in research & development • Project "LearnFacT • Innovation Circle "social-business-learning"

Page 29: Trends in Learning Management - Leaders as facilitators of learning

© scil All rights reserved.

Thank you for your attention!

Dr. Christoph Meier 29 28.04.2013

Contact & further information Dr. Christoph Meier swiss centre for innovations in learning (scil) at the University of St.Gallen [email protected]

Resources Reports / Studies: Diesner, I., & Seufert, S. (2013). Trendstudie 2012. Herausforderungen für das Bildungsmanagement in Unternehmen. St. Gallen: IWP-HSG. Seufert, S., Fandel-Meyer, T., Meier, C., Diesner, I., Fäckeler, S., & Raatz, S. (2013). Informelles Lernen als Führungsaufgabe. St. Gallen: IWP-HSG. Web: www.scil.ch Blog: www.scil-blog.ch Twitter: @scilCH Slideshare: search for "sc4il"


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