learning & development may 2014

Learning & development (L&D)

by Toronto Training and HR

May 2014

CONTENTS3-4 Introduction5-6 Types of attendee7-8 Focus on the individual as well as the group9-10 Risk management11-12 Knowledge in practice13-14 Processes of knowledge management15-19 Learner-centred discussions20-23 Initiatives to promote informal learning24-25 A true learning partnership26-27 Forging a sustainable social learning culture28-29 Game-based learning30-34 Massive open online courses (MOOC)35-39 Being a new Learning & Development Head40-41 How can a L&D Manager raise performance?42-45 Prioritizing learning investments46-48 Measures49-50 Case studies51-52 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

Types of attendee

Types of attendee

• Political prisoners• Tourists• Explorers

Focus on the individual as well as the group

Focus on the individual as well as the group

CSAR• Curiosity• Study• Activity• Reflection

Risk management

Risk management

• Artifacts• Espoused values• Basic assumptions

Knowledge in practice

Knowledge in practice

• Learnability• Tacitness

Processes of knowledge

management

Processes of knowledge management

• Information (storage, transfer)

• Know-how (learning, organizing)

• Assimilation (gathering, assimilation)

• Application (use, application)

Learner-centred discussions

Learner-centred discussions 1 of 4

DEFINE THE GOALS OF THE DISCUSSION• Brainstorming• Debriefing or reflection

on learning activities• Applying new skills or

knowledge• Evaluating the learning

experience


DEFINE THE PARAMETERS OF THE DISCUSSION• Decide on a well-

defined topic or outcome

• Set a timeframe• Consider environmental

factors• Develop learning

materials if needed


PREPARE QUESTIONS AHEAD OF TIME• Prepare the kick-off

question• Prepare at least ten

more questions• Use open-ended

statements• Don’t ask why


COMMUNICATE THE GROUND RULES• Set ground rules for the

discussion• Determine how the

conversation will flow• Define your role as the

facilitator

Initiatives to promote informal learning

Initiatives to provide informal learning 1 of 3

• Encourage learners to continue learning after formal courses

• Create a space for communities

• Provide self-assessments to assess workers’ interests and skills; apply that self-awareness

• Maintain skills profiles for key job categories


• Assess the skills which workers possess

• Track skills development

• Match skills available with those needed

• Assist with career planning

• Customize information to each workers’ needs

• Record informal learning activities


• Track progress towards a particular goal

• Track informal learners, which informal learning resources they use and which ones they don’t

A true learning partnership

A true learning partnership

• Definition• What might you

expect to find in one?• Stages involved

Forging a sustainable social learning culture

Forging a sustainable social learning culture

• Provide structure focused on learning

• Move beyond formal learning

• Connect learning with real-work issues

• Adjust corporate culture and attitudes

Game-based learning

Game-based learning

• Principal L&D challenges

• Criteria which must be fulfilled by quality online learning

• How can we ensure online learning will fulfill these requirements?

• Growth of gamification

Massive open online courses (MOOC)

Massive open online courses (MOOC) 1 of 4

TRENDS• Organizations are

creatively applying today’s higher education MOOCs to their specific purposes

• Organizations are developing specialized MOOCs to educate customers, clients and ecosystem partners


TRENDS (CONT.)• Organizations are

developing and leveraging MOOCs to identify, develop and source scarce talent

• Organizations are building a variety of “private MOOC” learning solutions for both internal and partner audiences


LAUNCHING AN EFFECTIVE MOOC:• Clearly identify the

problem to be solved• Develop a plan• Ensure content is relevant

and modular, with meaningful opportunities for practice and application

• Award badges to recognize learner mastery


LAUNCHING AN EFFECTIVE MOOC (CONT.):• Select technology that

enables an integrated learning experience

• Prioritize “learner success” and support services

• Identify partners to help you get started if needed

Being a new Learning & Development Head

Being a new Learning & Development Head 1 of 4

SKILLS OR QUALITIES NEEDED• Killer consulting skills

along with insatiable curiosity

• Courage mixed with sound judgment

• Visionary leadership, strategic orientation and solid business acumen


SKILLS OR QUALITIES NEEDED (CONT.)• Being secure enough

to ask simple questions without the fear of looking inexperienced or foolish

• Ability to surf the waves of change without getting too far out over the front of the board and getting knocked off


CURRENT ISSUES TO CONSIDER• Learning revolution• Content availability• Changing learning

styles• Time


HOW SHOULD THE NEW PERSON START?• What and who to

know• What to do• When to do it

How can a L&D Manager raise performance?

How can a L&D Manager raise performance?

• Give people good information

• Treat people as adults• Encourage learning• Stress reduction• Support• Payoff

Prioritizing learning investments

Prioritizing learning investments 1 of 3

• Decide which functions have the greatest impact on business success

• Prioritize those functions and start with the most important

• Determine which roles within that most important function drive growth


• Align with the functional business leader to determine key measures of success

• Determine what learning offerings are needed to successfully perform within that role

• Choose a learning modality; What will improve performance, change behaviours and reduce costs?


• Examine learning impact pre and post-learning event, reinforcement and sustainability of learning over time

• Conduct a financial analysis and employ cost comparison methodology for staffing, development, delivery, production, costs of classroom space, multimedia, travel and record keeping

Measures

Measures 1 of 2

RETURN ON INVESTMENT• Reaction• Learning• Behaviour• Results

Measures 2 of 2

• Metrics• Analysis• Outcomes

• Quality• Volume• Cost • Process

• Business priorities

Case studies

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

learning & development may 2014

Business

learning experience

application page

questions page

dont page

attitudes page

facilitator page

learning materials

informal learning resources