learning & development july 2015

Recent developments and trends in learning & development

by Toronto Training and HR

July 2015

CONTENTS3-4 Introduction5-6 Styles of learning7-8 Conditions needed for learning to occur9-10 Demonstrating the impact of learning & development 11-12 Main strands for purposes of learning & development evaluation13-14 The Kirkpatrick model15-16 RAM and the value of learning17-18 Costing learning & development activities19-20 Levels of learning needs analysis21-22 Outputs which originate from the learning needs analysis 23-25 Priorities for learning technology in 201526-27 Data to be collected28-30 Learning & development strategy31-32 Establishing learning as an indispensable business asset33-35 Using an internal marketing campaign to promote learning &

development36-37 Addressing obstacles that inhibit learning38-39 Make recommendation-based learning work 40-42 Developing a learning culture 43-45 Changes in learning & development46-47 Shifts within organizations affecting learning & development48-49 Practices to implement in 201550-51 Conclusion, summary and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Styles of learning

Styles of learning

• Information processing

• Instructional preferences

• Learning strategies

Conditions needed for learning to occur

Conditions needed for learning to occur

• Attention• Generation• Emotion• Spacing

Demonstrating the impact of learning &

development

Demonstrating the impact of learning & development

• Set expectations with stakeholders

• Define success early

• Establish metrics at the project or business-unit level

Main strands for purposes of learning &

development evaluation

Main strands for the purposes of learning & development evaluation

• Proving• Controlling• Improving• Reinforcing

The Kirkpatrick model

The Kirkpatrick model

• Reactions• Learning• Behaviour• Results

RAM and the value of learning

RAM and the value of learning

• Relevance• Alignment• Measurement

Costing learning & development activities

Costing learning & development activities

• External provision• Internal provision

Levels of learning needs analysis

Levels of learning needs analysis

• For the organization as a whole

• For a specific department, project or area of work

• For individuals

Outputs which originate from the

learning needs analysis

Outputs which originate from the learning needs analysis

• A report of overall learning needs

• Prioritizing the learning needs identified

• Learning & development plans

• Personal development plans

Priorities for learning technology in 2015

Priorities for learning technology in 2015 1 of 2

Highest priorities• Assessment and

evaluation• Learning

management system• Mobile and portal

technology• Learning analytics

applications• Performance support

Priorities for learning technology in 2015 2 of 2

Lowest priorities• Podcasts• Technical help desk• Content authoring

software• Learning portals

Data to be collected

Data to be collected

• Costs• Incidence/nature• Business benefits

Learning & development strategy

Learning & development strategy 1 of 2

• Definition• Influences• Stakeholders• Translating the

strategy into action

Learning & development strategy 2 of 2

• Right size opportunities

• Teach employees how to learn

• Activate shared ownership of the learning environment

Establishing learning as an indispensable business asset

Establishing learning as an indispensable business asset

• Promote and differentiate a new highest and best mission for learning

• Structure learning in ways that strengthen expectations and accountability for on-the-job applications

• Leverage evaluation as a strategic development tool

Using an internal marketing campaign to

promote learning & development

Using an internal marketing campaign to promote learning & development1 of 2

• Get buy-in from senior leaders

• Create demand• Launch with

pizzazz• Make advertising

creative• Answer the WIIFM

question• Persuade the

skeptics• Keep growing the

campaign

Using an internal marketing campaign to promote learning & development2 of 2

• Don’t be afraid to use social media

• Steal marketing ideas whenever possible

Addressing obstacles that inhibit learning

Addressing obstacles that inhibit learning

• Ego• Fear• Complacency

Make recommendation-based learning work

Make recommendation-based learning work

• Go beyond key words

• Fill the void• Give up control

Developing a learning culture

Developing a learning culture 1 of 2

• Secure buy-in from the CEO

• Cultivate a growth mindset

• Hire smart• Teach how not what• Encourage tough

questioning• Support risk taking• Practice humility

Developing a learning culture 2 of 2

• Build teams, not stars

• Keep units small and manageable

• Create routines to stay on track

• Reward what you say you value

• Deliver metrics

Changes in learning & development

Changes in learning & development 1 of 2

The environment• Volatility, uncertainty,

complexity, ambiguityThe organization• Adaptive, agile,

ambidextrous Learning & development• Savvy, affecting and

aligned, versatile, ubiquitous

Changes in learning & development 2 of 2

• Economic developments• Technological growth• Social and cultural

change

Shifts within organizations affecting

learning & development

Shifts within organizations affecting learning & development

• Business strategy• Human capital

strategy• Role definition• Sourcing/selecting

talent• New hire program

alignment• Ongoing training

alignment• Management

reinforcement• Teaming/ways of

working

Practices to implement in 2015

Practices to implement in 2015

• Make relevance non-negotiable

• Make it micro• Give them some

space• Mix it up• Focus attention fast• Give them some air• Hit delete on

deliverables• Retrain the trainer

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

learning & development july 2015

Business

learning technology

learning culture

learning development

strategies page

reinforcing page

individuals page

questions page

behaviour results page