enabling informal learning as a leadership task: learnscapes, prerequisites, potential

Enabling informal learning as a leadership task

– learnscapes, prerequisites, potential

EARLI SIG 14 Learning & Professional Development 2012: Learning in Transition Antwerp, August 24th 2012 Sabine Seufert, Christoph Meier

© scil All rights reserved.

Overview

› Points of departure › Our research process › Our initial results › Our next steps

Sabine Seufert / Christoph Meier

2 27.04.2013


POINTS OF DEPARTURE

3 27.04.2013 Sabine Seufert / Christoph Meier


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


4 27.04.2013


Informal learning is a leadership topic


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


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


6 27.04.2013


OUR RESEARCH PROCESS



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



Overview of the case studies


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


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


10 27.04.2013


OUR INITIAL RESULTS



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



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


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


Self directed

Individual development planning

Mentoring

Team lunch

Exchanges via Social Media platform



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


Self directed



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).


16 27.04.2013



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.


17 27.04.2013



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)

• …


18 27.04.2013


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 / + / ++ / +++


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

form

al

Projekt-management +++ +++ ++

Interviewtraining +++ ++ ++ Kommunikations-training +++ +++ +++

Hogan Zertifizierung +++ +++ +++ MBTI Zertifizierung ++ +++ +++ E-Learning +++ + + Jahresgespräch + ++ +++ Projektabschluss-Gespräch + +++ +++

Teilnahme an Konferenzen ++ +++ +++

info

rmel

l

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


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

…

Form

al

Podcast/Webcast +++ + + E-Learning +++ + ++ Career Framework +++ +++ + Manager Portal + + + Knowledge Datenbank +++ +++ ++ Team Meetings ++ ++ + Angebote Business University

++ ++ o

Career Plan +++ +++ +

Info

rmel

l

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 + + ++


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

…

form

al

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 + ++

info

rmel

l

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

- Beratungsfähigkeiten

- Umgang mit Teammitgliedern

- …

Selbstkompetenzen

- Schaffung einer Work-Life-Balance

- Reflexion des eigenen Handelns

- …

form

ell

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 +

info

rmel

l

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 - …

Form

al

CAT Instructional accreditation program

+++ + ++

ASTD HPI certification

+++ ++ ++

Course on Criterion Reference Instruction

+++ O o

Sales certification

+++ +++ +++

Proj. Mgmt. certification

+++ + +

Change Mgmt. certification

+++ +++ +

Info

rmal

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

+++ +++ +++


Perceived potential of informal learning for competence development


20 27.04.2013

∅ Cat ∅ Del ∅ IBM ∅ SLC ∅ UBS ∅ overallformal forms of learning 2.06 2.48 1.88 1.13 1.14 1.74informal 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 UBSformal 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 1.00informal 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


OUR NEXT STEPS



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)



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


23


Dr. Christoph Meier swiss centre for innovations in learning (scil) University of St. Gallen Mail: [email protected] Tel.: +41 71 224 7595 Web: www.scil.ch Blog: www.scil-blog.ch

Contact & information:


http://www.scil.ch/

http://www.scil-blog.ch/

enabling informal learning as a leadership task: learnscapes, prerequisites, potential

Technology

wissen ber

social media

lunch amp

informal learning

trainings

rights reserved

primarily

direct reports