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PERFORMANCE IS MORE THAN SUPPORT – The role of learning and development today Lisa Minogue-White Director of Learning Solutions
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
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
CHANGES IN LEARNING STRATEGY
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
CHANGES IN LEARNING STRATEGY
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
PERFORMANCE - CONDITIONS
PERFORMANCE – GOAL SETTING
PERFORMANCE – COMMUNITY
PERFORMANCE – TOOLS AND TECH
PERFORMANCE - PEOPLE
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
up
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
Increased Market Share
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
Learning need
Learning need
PERFORMANCE - CONDITIONS
PERFORMANCE – GOAL SETTING
PERFORMANCE – COMMUNITY
PERFORMANCE – TOOLS AND TECH
PERFORMANCE - PEOPLE
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
SIFT
SUMMARISE
SORTSUPPORT
TOOL TAKEAWAY
commercial benefits
action stage
research, create and nurture stages
targetshow / how oftentop 3 measuresbenefits
PERFORMANCE - CONDITIONS
PERFORMANCE – GOAL SETTING
PERFORMANCE – COMMUNITY
PERFORMANCE – TOOLS AND TECH
PERFORMANCE - PEOPLE
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
PERFORMANCE - CONDITIONS
PERFORMANCE – GOAL SETTING
PERFORMANCE – COMMUNITY
PERFORMANCE – TOOLS AND TECH
PERFORMANCE - PEOPLE
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
Increased Market Share
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&
Q & A SESSION
willowdna.com
@willowdna
linkedin.com/company/willowdna
youtube.com/willowdna
+44 (0117) 3707735
Bristol and Bath Science Park, Bristol, BS16 7FR United Kingdom
