Date post: | 21-Oct-2014 |
Category: |
Leadership & Management |
View: | 692 times |
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Creating a High-Impact Learning Organisation
WHAT IS A HIGH-IMPACT LEARNING CULTURE
A HIGH-IMPACT LEARNING CULTURE IS AN ORGANISATION-WIDE BELIEF THAT THE ORGANISATION’S MISSION, STRATEGY AND OPERATIONS CAN CONTINUOUSLY BE IMPROVED THROUGH AN ONGOING PROCESS OF INDIVIDUAL AND ORGANISATIONAL LEARNING.
HIGH IMPACT LEARNING CULTURE MODEL
WHY?
• WORKFORCES ARE BECOMING MORE DIVERSE IN TERMS OF • SKILLS
• GENERATIONAL RANGE
• GEOGRAPHICAL LOCATION;
• INCREASING LEVELS OF LEGISLATIVE COMPLIANCE;
• INCREASE COMPLEXITY IN BOTH WORKFORCE AND CLIENT BASE;
• INCREASING NEED TO MATCH SKILLS TO ROLES FOR CONTINUOUS IMPROVEMENT AND SUCCESSION PLANNING;
• INCREASED NEED TO ENGAGE A WORKFORCE.
HIGH-IMPACT LEARNING STRATEGIES
4 KEY ORGANISATIONAL STRATEGIES
• STRONG ORGANISATIONAL COMMITMENT TO LEARNING;
• INTEGRATED LEARNING AND PERFORMANCE MANAGEMENT;
• CLEAR AND WELL-STRUCTURED CAREER DEVELOPMENT PROGRAMS; AND
• A STRONG CENTRALISED LEARNING AND DEVELOPMENT PRESENCE.
HIGH-IMPACT LEARNING PRACTICES
5 KEY PRACTICES
• LEADERS SEEN AS BEING OPEN TO ‘BAD NEWS’;
• ENCOURAGING ASKING QUESTIONS;
• CLEARLY DEFINED DECISION MAKING PROCESSES;
• EMPLOYEES POSITIVELY CHALLENGED BY TASKS OR PROJECT THEY UNDERTAKE; AND
• EMPLOYEE INFLUENCE OVER THEIR OWN JOB TASK ASSIGNMENTS.
Creation of a Learning Culture
Align Learning
with Organisational Needs Integrate
Learning with
Organisational
Processes
Provide appropriate Learning
opportunities
Manage Learning
Effectively
Support Learning
Transfer in the
Workplace
Evaluate Learning
Developing a Learning Culture
CREATING THE CULTURE
IN ORDER TO DEVELOP A HIGH-IMPACT LEARNING CULTURE THERE
5 ELEMENTS WHICH ARE VITAL;
• A ROBUST, STRUCTURE ORGANISATION-CENTRIC MANAGEMENT SKILLS DEVELOPMENT PROGRAM;
• A FOCUSSED APPROACH TO LEARNING DELIVERY THROUGH (OFF THE JOB) FORMAL AND (ON THE JOB) INFORMAL LEARNING CHANNELS;
• FLEXIBLE, COMPETENCY BASED, INTEGRATED STAFF LEARNING PATHWAYS; AND
• KNOWLEDGE TRANSFER VIA SUBJECT MATTER EXPERTS; AND
• ORGANISATION FOCUSED MEASUREMENT METRICS.
MANAGEMENT SKILLS DEVELOPMENT PROGRAM
• ORGANISATIONALLY ALIGNED LEADERSHIP MODEL;
• ROBUST, COMPREHENSIVE LEADERSHIP CAPABILITY FRAMEWORK;
• LEADERSHIP AND MANAGEMENT INDUCTION AND ORIENTATION PROGRAM;
• COMPETENCY BASED MANAGEMENT SKILLS LEARNING INFORMED BY THE CAPABILITY FRAMEWORK;
• STRONG, RELATIONSHIP AND RESULTS DRIVEN COACHING AND MENTORING PROGRAM; AND
FOCUSED APPROACH TO (OFF THE JOB) FORMAL AND (ON THE JOB) INFORMAL LEARNING
Bersin and Associates 2010
InformalFormal
RTO Programs,Mandatory Training,
Inductions,Professional
Development,Assessment.(Face to FaceElearning or
Blended)
On-DemandManagement
support, Elearning,
Documentation, podcasts,
Video,Assessment.
SocialCommunities of
Practice, Peer
Supervision, Mentoring, Coaching, Knowledge
Sharing
Embedded
Executive Programs,
Leadership, Management,
HRCoaching, Mentoring, SpecialistStudent
Placement
Developed and Managed by Learning Centre
Learning Tools and Systems
Intranet and other collaboration tools
Developed and managed by programs and units in conjunction with Learning
Centre
Developed, Managed and organised by
programs, units and individuals
Program Specific
Tools
Formal and Informal Learning
Org
an
isati
on
al S
trate
gy,
Govern
an
ce a
nd
M
an
ag
em
en
tLearning Programs L
earn
ing
Assessm
en
t, Evalu
atio
n a
nd
Revie
w
Flexible Staff Learning Pathway
Business Unit,
Division or
Regional Inductio
n
Site Inductio
n
GenericInductio
n
Organisational
Introduction
Qualification
Outcome
(Where applicable
)
Professional Developmen
t
Mandatory Program (Business
Unit, Division or
Region)
Mandatory Training
(Legislative or
Organisational)
KNOWLEDGE TRANSFER
Bersin and Associates 2010
Knowledge Transfer from SME’s
ORGANISATION FOCUSED METRICS
ORGANISATION FOCUSED MEASUREMENT METRICS(WHAT SHOULD WE MEASURE)
KEY METRICS YOU NEED TO MEASURE
• LEVEL 3 - JOB IMPACT: % OF STAFF WHO APPLIED KEY TRAINING CONCEPTS;
• LEVEL 4 - BUSINESS IMPACT: QUANTITATIVE AND QUALITATIVE ASSESSMENT OF IMPACT OF TRAINING OF ACHIEVEMENT OF STRATEGIC PLAN;
• BUSINESS METRICS - IMPACT OF TRAINING UPON CLIENT SERVICE DELIVERY; AND
• TOTAL COST - DECREASE IN COSTS ASSOCIATED WITH TRAINING OVER PRECEDING YEARS, AFTER INITIAL ADOPTION OF HIGH-IMPACT LEARNING PRACTICES.