Performance is more than support 2016

transcript

PERFORMANCE IS MORE THAN SUPPORT – The role of learning and development todayLisa Minogue-WhiteDirector of Learning Solutions

PERFORMANCE - CONDITIONS

PERFORMANCE – GOAL SETTING

PERFORMANCE – COMMUNITY

PERFORMANCE – TOOLS AND TECH

PERFORMANCE - PEOPLE

THE CONTEXT

HAROLD JARCHE ON THE FUTURE OF THE WORKFORCE

“A job is not the same thing as meaningful work. Labour is replaceable, talent is not.”

WORKFORCE 2020

NEW MEDIA LITERACYSENSE MAKINGCOGNITIVE LOAD MANAGEMENTSOCIAL INTELLIGENCE

THE LEARNING SHIFT

CONTROL CONTINUOUS

MAKING SENSE OF LEARNING

70:20:10

INFORMAL LEARNING

THE LEARNING ORGANISATION

COLLABORATIVE ECONOMY

CHANGES IN LEARNING STRATEGY

ACCENTURE, MICROSOFT AND ADOBE

HAVE ALL DITCHED ANNUAL PERFORMANCE

REVIEWS – WHY?

COMPLETE VIEW OF PERFORMANCE

“Performance achievement provides a

holistic view of performance and potential that will inform the talent

decisions we make, such as rewards and career progression.”

Ellen Shook, Chief HRO, Accenture 2015

WHAT CONDITIONS DO WE NEED TO PERFORM?

We don’t actually manage

people. We manage

environments, systems and processes”

Amy Brann, author of ‘Engaged’ 2015

WHAT CONDITIONS DO WE NEED TO PERFORM?

“Putting the right people

together in the right

environment, at the right time, with the right tools – that’s

how we catalyse learning”

Tom Spiglanin at DevLearn 2015

WHAT MAKES AN EFFECTIVE CALL

CENTRE?WHAT ARE THE MAIN

LEARNING NEEDS?

EXAMPLE – LEARNING IN CALL CENTRES

KEY TOOL 1 – BENEFITS TREE

KnowledgeBenefits

IntermediateBenefits

OrganisationalBenefits

ExternalBenefits

know the role

what customers need to know

ideas sharedimproved

innovation

transfer rates of knowledge increased

knowledge validated

potential rapidly reached

directed training reduced

well learned organisation

problem solving speeded up

shared approaches between buildings

Staff turnover down

improved morale - able to serve

customer

improvement against targets

single contact resolution rates

improved processes

closer fit to customer need

very aligned to customers needs

higher quality products and

services

improved responsiveness

customer satisfaction improved

VALUE CHAIN

Increased Market Share

Customers and market

Processes

Feedback

IF YOU WANT TO INCREASE MARKET SHARE, WHAT DO

YOU NEED TO KNOW AND WHAT DO YOU

NEED TO DO?

VALUE CHAIN

Better customer insights Better

product fit

Better delivery quaity

Quicker to market

More referrals and case studies

Product quality

Customers and market

Processes

References

Better market intelli-gence

Learning need

WENGER AND CoPs

ETIENNE WENGER ON COMMUNITIES OF PRACTICE

“Communities of practice are the basic building blocks of a social learning system… we define with each other what constitutes competence in a given context: being a reliable doctor, a gifted photographer, a popular student, or an astute poker player.

Your company may define your job as processing33 medical claims a day according to certain standards, but the competence required to do this in practice is something you determine with your colleagues as you interact day after day.”

Communities“form the central

‘sense making‘ elements”

WHAT TO CAPTURE IN FORMAL CONTENT

Taken from Milton, N (2005) Knowledge Management for Projects and Teams (Chandos)

Complextask

Simpletask

Low codifiability High codifiability

WHAT TO CAPTURE IN FORMAL CONTENT

Play the violin

Ride abike

Whistle

Fly aplane

Manage a

project

Dance awaltz

Build a computer

Build a shed

Cook apizza

Taken from Milton, N (2005) Knowledge Management for Projects and Teams (Chandos)

Complextask

Simpletask

Low codifiability High codifiability

COMMUNITY DRIVING CONTENT

“the company puts in effort to solicit customer feedback and ideas to continuously improve their products.”

CASE STUDIES

FRANCE TELECOMMEDIABRANDSDELOITTE

MEDIABRANDS

TITLE: MATRIXCLIENT: INITIATIVE, PART OF IPG MEDIABRANDS

Community owned the learningFormal learning scaffold with social learning providing the context and deep market insightLearning scaffold regularly updated through case studies and customer insights generated by community

L&D ROLE

SUMMARISE

SORTSUPPORT

TOOL TAKEAWAY

commercial benefits

action stage

research, create and nurture stages

targetshow / how oftentop 3 measuresbenefits

PERFORMANCE SUPPORT

SOCIAL LEARNING

ACCREDITATION

CONTINUOUS PROFESSIONAL DEVELOPMENT

EXPERIENTIAL LEARNING

CHOICE ARCHITECTURE

ORCHESTRATION

The LMS environment creates the

right conditions

ONLY AS GOOD AS THE CONTEXT

“For VR experiences to

be worth putting the headset on,

its got to be something that makes the most

of you being somewhere”

‘UBERISATION’ OF LEARNING

Use the strengths of each device

Just in time Build communities

Feedback and engagement Elegant design

CATALYST - A DEFINITION

catalyst noun cat·a·lyst \ˈka-tə-ləst\: a substance that causes a chemical reaction to happen more quickly: a person or event that quickly causes change or action

UNDERSTANDING THE PERFORMANCE CHALLENGE

“A problem well stated is a

problem half solved”

Taken from an article by Jane Bozarth - ‘9 critical elements of performance support’ 2015

UNDERSTANDING PERFORMANCE

A MANAGER ASKS TO BOOK A MEMBER OF THE TEAM ON

A DECISION-MAKING COURSE FOLLOWING A PERFORMANCE REVIEW

MEETING – WHAT DO YOU DO?

UNDERSTANDING THE PERFORMANCE CHALLENGE

Start a conversation on what factors are

required for effective decision making and you’ll get a much more relevant solution

THE COMPLETE PICTURE

Gap Analysis Appreciative Enquiry

A CATALYST AS CONSULTANT

PARTNERSHIP AND DEEP DIVE

GETTING TO THE REAL ISSUE

No more order takers – that

goes for suppliers too

Q & A SESSION

willowdna.com

info@willowdna.com

@willowdna

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youtube.com/willowdna

+44 (0117) 3707735

Bristol and Bath Science Park, Bristol, BS16 7FR United Kingdom

Performance is more than support 2016

Business