Building a Learning Culture

Revisiting results - Yielding approaches

Sesh SukhdeoOctober 2013 – Kenya – I HRM

No single approach.

Out-of-the-box thinkingHR / LearningStrategic advantage and imperatives

Summary

If knowledge =power, learning is = ?

LEARNOMICS

Organizations with strong learning cultures outperform their competitors.

THE ECONOMICS OF LEARNING

Imagine

A system which can read a CV and Map against a Job description without a key word search

Imagine a system where you can check a 200 page training manual against a National occupational or quality standard - 46 secs and assess compliance baselines.Imagine a world where CV’s

are replaced by skills profiles

Technology which can read and interpret your HR Data

www.eduworks.com

Imagine

Learning is undergoing another fundamental shift and new technologies have a lot to do with it.

We have moved from periods of a one-on-one model, a one-to-many model and a many-to-many model, and are now entering a new, relationship-centered period.

Technology is allowing us to leverage the various relationships that exist within the learning ecosystem in ways that were not previously possible.

Apprentice Centered

Teaching Centered

Learner Centered

Relationship Centered

Joe

Samson

Abdi

Stephen

Allan

A learning organisation always considers the impact of each decision on the whole organisation.

Building a learning organisation requires a shift in the way you

see your business..

Employers are waking up to this fact and to the reality that a lot of learning occurs

for their employees outside of the organization.

Why are Learning Organizations So Powerful?

Agile and flexible Ability to anticipate and

adapt They can accelerate product

and process innovation Link and leverage all

learning and resources Increase worker

commitment and creativity

Only 50% of organizations agree that their measurement and metrics are fully aligned with the learning strategy.

Just over half, 54% measure external learning / customers’ satisfaction. 39% externally benchmark their measurement and metrics practices.

77% of learning organizations report that they do measure internal learning customers’ satisfaction.

This data, is taken from the CLO magazine Assessment and Measurement annual survey, completed in January 2012, measurement practices of learning organizations.

Learning Measurement in Practice

1. Personal mastery –encourages personal and organisational goals

2. Mental models – know that a person’s 'internal' picture of their environment will shape their decisions and behavior

3. Shared vision – build a sense of group commitment by developing shared images of the future

4. Team learning – transform conversational and collective thinking skills, so that a group’s capacity to reliably develop intelligence and ability is greater than the sum of its individual member's talents

5. System thinking – develop the ability to see the 'big picture' within an organisation and understand how changes in one area affect the whole system.

6. Motivate thoughts into actions

6 Key Traits

• Learning achieved by organization system as a whole - almost as if it were a single brain

• Business goals and learning integrated• Adapts and renews itself continuously in response to changing

environment• Five subsystems of learning, organization, people, knowledge and

technology are integrated and synergized

Perception of the Learning Function Respondents report that there is still a gap between the perceived importance of the learning function to organizational success, between the view of learning leaders and senior c-suite leadership.

Overall 52.7% of respondents report that the learning function at their organization is seen as a strategic enabler for the business.

Strategic Enablers As a learning organization increases it’s alignment with the business, it moves from being perceived as a Cost Center to being perceived as a Strategic Enabler for the business.

1. 4-6% more likely to deliver training to customers. 2. 8-9% more likely to deliver training to partners/channels. 3. 4-6% more likely to deliver training to suppliers. 4. 25-42% more likely to report that training is aligned with

business strategy. 5. Twice as likely to use objective measures of employee

performance to align their learning to the business strategy. 6. Twice as likely to do formal learning requirements planning. 7. Four times more likely to have a learning advisory board with

members from the business and the learning function. 8. 26-43% more likely to have an annual process of mapping

the learning strategy to the business strategy for the year. 9. 39% more likely to have been demonstrating the impact that

training has on the business

Strategic enablers:

Organizations are seeing the benefits of the employee-driven, learning-in-real-time approach.

What’s key to many organizations’ learning strategy is the need to formulate the right balance between formal and informal learning methodologies.

Corporate learning used to be very much about simply on-boarding people and training them upfront to have a certain basic level of information.

Enterprises that emphasize ongoing learning and development also understand that these activities are the primary drivers of increased engagement, productivity and performance—the winning combination in today’s highly competitive global marketplace.

The chief talent or chief people officer needs a broader skill set, with more competencies than just understanding adult learning because he or she will have to work with senior business unit executives to develop a deep leadership bench.

While some organizations focus simply on using hard data to justify their training expenditures, savvier organizations focus on measuring the actual impact of their L&D initiatives, assessing precisely how L&D affects employee performance and the company’s overall ability to achieve its business goals.

The Application of Business Intelligence

The ultimate differentiator today is in the workforce data. Employers have grown far more diligent about applying internal metrics and analytics to various aspects of their business, including the HR business like performance, compensation, workforce planning and L&D.

If you adopt this framework you cant go wrong

1. Service Excellence2. Planning & Organising3. Using Initiative - Achieving Goals4. Decision Making & Problem Solving5. Effective Communication 6. Team & Collaborative Working7. Relationships Management & Networking 8. Innovation & Creative Thinking9. Change, Adaptability & Flexibility

(Learning to learn)10.Leading and working with others11.Continuous Development (Self & Others)12.Thinking & Acting Strategically

 

Every level

Every role

Anywhere

Anytime

Global workplace skills

These technologies all facilitate unstructured, untethered, 24/7 learning—a factor that has tremendous appeal to a growing segment of today’s workforce, especially younger workers.

The Rise of On-Demand Learning On-demand learning is

becoming increasingly popular

Traditional, structured learning still has its place in most organizations, but more and more employees want the opportunity to control where and when they learn—self-paced learning

Trends To Watch in 2014 & Beyond

Employees who utilize on-demand learning will seek out content that is relevant and contextual to their immediate needs; they’ll want an appropriate amount of information (not too little or too much) delivered immediately so they can put their new skills and knowledge to use once their training session is over.

For their formal learning, employees will want a customized development plan tailored specifically to their job requirements and personal career goals.

1. Tailor the learning experience to both the needs of the organization and the employee.

2. Ensure L&D offerings are directly aligned with the organization’s business strategy (i.e. driving growth by driving employee engagement and performance)

3. Tailor L&D opportunities in ways that will retain top performers, giving them the skills they need to excel personally.

Social media has become a fixture in many of our lives.

For proof, look no further than the more than 1 billion active Facebook users and 72 hours of video uploaded to YouTube every single minute.

Even the more professional platform, LinkedIn, has 175 million members worldwide.

Social media

Social & Informal Learning Will Continue To Soar. .

U.S. companies spent 39 percent more on social learning in 2012 than they did the year before,

according to Bersin by Deloitte. I have every reason to believe this

trend will continue

Social and informal learning are all about capturing

knowledge and expertise(from inside and outside of the

organization) and sharing it with employees withmaximum efficiency.

Another benefit of social and informal learning is that both

can be extremely effective on their own as well as when

incorporated into more structured programs

(e.g., combining a formal course with a learner

discussion forum

Therefore, over time, employers will need to shift their mindset from one of

“supplying” employees with courses and content to one

that focuses onexpediting the sharing of knowledge and expertise.

1. If you build it, they will neither come nor participate. Develop incentives, communicate, and have leadership model the behavior. All participating parties need personal incentives.

2. Don’t think technology first; think human interactions and building a shared understanding.

3. Support work that is accomplished through collaboration and team interactions. It will drive social engagement.

4. Create learning models and tools that support a culture of coaching, mentoring, feedback and interactions.

5. Ensure employees have a clear perception of your vision of learning, talent management, and social interactions.

To get started here are a few key considerations to keep in mind:

The U.S. Department of Labor estimates 70% or more of work related learning occurs outside formal training.

The Center for Creative Leadership (CCL) similarly believes at least 70% of learning occurs through informal learning processes driven by workers seeking to find the information they need to do their jobs. CCL breaks down the remaining 30% into two groups.

• The first (20%) is through non-formal or social learning which

is developed through collaborative relationships, networks and dialogue.

• The balance (10%) occurs in well-designed formal learning programs6.

Most learning is informal

Informal learning implies a search for the right piece of information or the clearest set of instructions.

Finding these learning assets is almost as important as having the assets themselves.

Research shows that knowledge workers spend 15 to 30% of their time gathering information and these searches are less than successful 50% of the time.

That is why it is essential to provide for people’s ongoing needs to gather information efficiently and to learn through formal, informal and social means.

Finding content can be difficult

Learning organizations are moving from pushing learning to employees to helping workers find answers by leveraging mobile, video on-demand and other forms of just-in-time learning.

The workforce is now not onlycomfortable with technology, they expect mobile and social platforms to be readily available to help them learn.

Organizations which are focused on product innovationand excellence benefit from practices in the areas of empowermentand reflection (single- and double-loop learning).

Companies that drive business value by being a low-cost producer benefit most from enabling knowledge-sharing throughout the organization.

It is important for leaders to select the right practices for their individual business strategies.

“You’re never going to get more agile by delivering more e-learning courses or delivering more classroom workshops,”

“You’re going to get more agile by putting these kind of systemic pull learning improvements into the culture of the learning organization and increasing its ability to meet needs quickly.”

Employees are looking for bite-size learning opportunities they can complete remotely between meetings or while they’re waiting for an appointment.

 http://ima-changing.com/ 

If your interested in discovering how to enhance your learning culture – Go to the above url and when you type in your name – add hrm after it, for example – sesh sukhdeo hrm.

Three minutes will make a substantial impact – spend the time.

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Sesh Sukhdeo

ceo@iccspglobal.com