learning & development march 2014

Learning and developing

by Toronto Training and HR

March 2014

CONTENTS3-4 Introduction5-6 Conducting a training needs analysis7-8 Learning styles 9-10 Components of accelerated learning 11-12 Informal, on-the-job learning13-14 Developing learning for all five moments15-16 Six sources of support17-18 Learning experience design19-21 Use of video in learning22-23 Action learning24-25 Language learning26-27 Use of case studies28-29 Learner-centred discussions30-31 Saving dollars on orientation programs32-33 Onboarding34-35 Is mobile learning right for your organization?36-37 Prototypes for mobile learning38-40 Mobile learning for sales41-43 E-learning44-48 Beyond North America49-50 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

Conducting a training needs analysis

Conducting a training needs analysis

• Establish a process and guidelines

• Set performance expectations

• Isolate the gaps• Prioritize needs • Develop a plan

Learning styles

Learning styles

INTER-RELATED ELEMENTS• Information

processing• Instructional

preferences• Learning strategies

Components of accelerated learning

Components of accelerated learning

• Business-focused and learner-centred objectives

• The facilitator• The learner• The environment• Brain research

Informal, on-the-job learning

Informal, on-the-job training

• On-the-job, career-related learning

• On-demand learning• Social learning

Developing learning for all five moments

Developing learning for all five moments

• When learning something for the first time

• When wanting to learn more

• When trying to remember and/or apply

• When things change• When something goes

wrong

Six sources of support

Six sources of support

• Personal motivation

• Personal ability• Social motivation• Social ability• Structural motivation

• Structural ability

Learning experience design

Learning experience design

• Definition• Through the learners’ looking glass

• Aligned with the business, addressing learner needs

• Learning experience design is a living, evolving organism

Use of video in learning

Use of video in learning 1 of 2

WHEN TO USE IT• Kick-off• Representing soft

skills• Illustrating complex

processes• Documenting

evidence• Testimonials• Too many locations

Use of video in learning 2 of 2

BENEFITS• Cost reduction• Consistency• Correctness• Capture• Clarity• Control

Action learning

Action learning

• What does it involve?

• Components• Key behaviours• Program

development• Executive

involvement• Completion of the

program • Pay-off

Language learning

Language learning

• Building the case for language learning

• Steps to consider when implementing language learning

Use of case studies

Use of case studies

• Types of case studies

• Individual preparation

• Instructor-facilitated discussion

• Reflection

• Best practices

Learner-centred discussions

Learner-centred discussions

• Define the goals of the discussion

• Define the parameters of the discussion

• Prepare questions ahead of time

• Communicate the ground rules

Saving dollars on orientation programs

Saving dollars on orientation programs

• Choose a mentor

• Demonstrate the procedure

• Have a return demonstration

• Be available to answer questions

Onboarding

Onboarding BEST PRACTICES• Create a centralized

experience-and make it fun

• Communicate before they get there

• It’s never too early to recognize

Is mobile learning right for your organization?

Is mobile learning right for your organization?

• Questions to ask• Rationale for mobile

learning• Considerations

Prototypes for mobile learning

Prototypes for mobile learning

• Reasons to build prototypes

• Benefits and challenges of prototypes

• Areas to address in the initial planning stage

Mobile learning for sales

Mobile learning for sales 1 of 2

• Barriers to mobile learning

• Assess the mobile device market

• Train salespeople to use the device

• Create mobile dependence

• Discover mobile champions

• Develop a mobile methodology

Mobile learning for sales 2 of 2

GAIN SUPPORT FROM LEADERSHIP• Pull and don’t push• See it to believe it• Slow drip• Plan a budget in

advance

E-learning

E-learning 1 of 2

• Definition• Types of e-learning• Developments in the

type of e-learning• Recent trends in

e-learning• Benefits

E-learning 2 of 2

• Perceived barriers and challenges

• Coverage of e-learning

• Effectiveness of e-learning

Beyond North America

Beyond North America 1 of 4

ASIA• Assess competence

and long-term commitment

• Conduct cultural and human diligence as part of the instructional learning design process

• Involve a sponsor, client and end user in learning design

• Blend media and methodologies


LATIN AMERICA• Build the program

and include the support of senior executives

• Design content with feedback from people with different backgrounds

• Blend tech with touch

• Provide effective systems, procedures, equipment


LATIN AMERICA (CONT.)• Provide effective

systems, procedures, equipment, resources and conditions that allow learners to apply what they learn

• Create a knowledge management system that preserves the know-how of essential functions


EUROPE• Just in time, just

enough• Autonomy and

cohesion• Blurring of

boundaries• Key challenges in

management development

• The future learning organization

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions