creating a learning ecosystem - heineken case study

Creating a Learning Ecosystem Tuesday, 3 November, 2015

“Aligning learning more deeply to business and people’s

needs to ensure improved performance and to deliver on

specific business goals.”

MASTERCLASS - ALIGN

© 2015 LRMG Performance Agency

Introductions

TOPIC LEAD Tracey Benettolo Executive Consultant

CLIENT SPOTLIGHT Simone Hiemstra Global eLearning Consultant | Global HR

MASTER FACILITATOR Irwin van Stawel Managing Director LRMG Africa Senior Partner


Agenda

1.

2.

3.

10 MINUTES

20 MINUTES

30 MINUTES

An Introduction to the Learning Ecosystem Tracey Benettolo| Executive Consultant| LRMG

HEINEKEN Case Study Simone Hiemstra |Global eLearning Consultant | HEINEKEN

Facilitated Session Irwin van Stawel |Managing Director LRMG Africa and Senior Partner | LRMG


An Introduction to the Learning Ecosystem Tracey Benettolo


A Quick Story …


A Learning Ecosystem

“…. enhances individual, team and organisational performance by connecting people, and supporting them with a broad range of content, processes and technologies to drive performance at individual moments of need”

Processes Technologies

LEARN

Content


Why a Learning Ecosystem?

Train Transfer

Improved performance and

delivery on specific business goals

Ignoring this extends

“Time to On-the-Job application”

Com

pete

nce/

Prof

icie

ncy

On-the-Job application

Innovation and Continuous

Improvement Knowledge and Skill

Acquisition

Time

Sustain CONTINUOUS LEARNING JOURNEY

Organisations with a strong learning culture significantly outperform their peers… - Bersin by Deloitte “ ”


© Ontuitive, 2013

Tuning into the “Learner Voice” LEARNER PREFERENCES*

Rated as essential or highly useful methods for learning what they need for the job:

1. 91% team collaboration

2. 81% manager support

3. 73% web search

4. 83% conversations / meetings

5. 67% support from mentor / coach / buddy

6. 64% formal education course

7. 55% internal company documents

8. 52% internal networks / communities

9. 50% mobile

10. 49% live online learning / 47% self-paced e-learning

**INDIVIDUAL MOMENTS OF NEED

NEW

MORE

SOLVE

CHANGE

APPLY

“Provide me with any new knowledge and skills I need for my job”

“Give me an easy way to learn more in relation to what I already know”

“Help me to apply, what I have learned, back into the workplace”

“Give me easy-to-find answers ,when problems arise, things break or don’t work the way they were intended”

“Give me the tools and support I require to change/ adapt my current work practices”

FORM

AL

INFO

RMAL

* ©Towards Maturity 2015, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2


** Innovative Performance Support Conrad Gottfredson and Bob Mosher, 2011

Leveraging the Learning Ecosystem

FORMAL INFORMAL

FORMAL LEARNING SOCIAL LEARNING EXPERIENTIAL LEARNING 10 20 70

New | More Apply | Solve | Change

Learning individually through structured courses,

programmes and experiences

Learning with and through others

Learning through exposure to experience, deliberate practice and reflection

Dependent (structured)

Interdependent (social and collaborative)

Independent (supported by tools and information)

L&D MANAGES L&D SUPPORTS L&D LEARNS FROM

Learning Events | eLearning and Distance Learning | Structured Workplace

Experiences | Assessment and Accreditation

Coaching and Mentoring | Social Networking and Collaboration |

External Experiences

Career Growth and Development | Knowledge Management | Performance Support


Charles Jennings & Jane Hart, Adapted

Enabling the Learning Ecosystem

…supported by social learning (20%) and on-the-job experiential learning (70%) that drives the application of formal learning (10%)

AWARENESS

ADOPTION/ ADVOCACY

Unaware

Awareness of change required

Desire for change

Know how to change

Ability to change

Reinforce the change

Campaign-based learning collateral

Micro-learning assets to demystify basic concepts

Pre-session engagement to ensure readiness

Live action session (s)

Post-session social and experiential learning and support to drive on- the- job application

Tracking and Monitoring “Working out Loud”

ACCEPTANCE LE

VEL O

F CO

MM

ITM

ENT

(MIN

DSET

| B

EHAV

IOU

R CH

ANGE

)

STATUS QUO


© 702010forum.com

TIME VISION/ OBJECTIVES © ADKAR Commitment Curve, Adapted

HEINEKEN Case Study Simone Hiemstra


HEINEKEN

• Founded in 1864 by Gerard Adriaan Heineken • In 2014 the second largest brewer globally by

revenued


HEINEKEN in Africa

• 1900: First import of Heineken beer • 1946: Nigerian Breweries

incorporated • 1949: Launch of STAR lager beer • 2015: 20% of total HEINEKEN beer

volume


HEINEKEN in 2015

• #1 international premium brand, available in over 170 markets

• The HEINEKEN company owns and sells more than 250 brands worldwide


Matrix Organisation

An internationally diverse, dynamic, committed and entrepreneurial team.

Local Functions

Regional Functions

8 Global Functions Global HR:

CoE

81.000 employees

4 Regions

79 Opcos 160 Breweries


Mission and Strategy

To become a true learning organisation • Need for Framework to measure ourselves against as an organisation and

as a global function – Baseline measurement: Where are we now? – And where do we want to be?

• Need to align Global Functions in L&D activities – Need for shared language – Where can we work together and where are we unique?

• More/better collaboration across functions • Share best practices & identify quick wins


The HEINEKEN LAB

• Alignment: Launch of the LAB - The HEINEKEN Learning Advisory Board – Quarterly sessions with all Functional L&D owners

• Framework: Creation of L&D Scorecard with 4 components: – Business alignment – Governance & Strategy – Program development – Program delivery


L&D Scorecard


Learning Maturity Model


Learning at HEINEKEN: Initial Mapping

Bold = HEINEKEN average based on interviews Transparent = HEINEKEN best practice White = Gap to “highly effective” in dimension


Example: 4. Programme Delivery

• What are the key challenges and issues that your function faces?

• What examples of good practice can your function share?

• What are the quick wins we can take as a group?


Best Practice HR Shared: 70:20:10

First Line Manager Development Program Leadership Development Program

23 © 2015 LRMG Performance Agency

First Line Manager Development Program

24 © 2015 LRMG Performance Agency

http://development.heineken.com/flmdevelopmentprogramme/

70-20-10 in FLM DP

25

Kick off

CLG On the job

Class-room

CLG On the job

CLG On the job

On the job

CLG Class- room

Start Closing


Formal Learning (10)

26

• Online learning based on the Leadership Competencies and using Skillsoft SLA

• Classroom sessions


Social Learning (20)

27

• Continuous Learning Groups -> Encourage practical application of learning

• At least 1 certified coach on location • Separate CLG certification program with the

Global L&D department in Amsterdam


Experiential Learning (70)

28

• Apply what has been learned and reflected on in the formal and social learning on the job – In the coaching sessions participants present an issue they

encountered and ask colleagues for advise • Awareness and involvement of Line Manager and MT

– ‘Monitor’ progress of the development – Offer encouragement, provide reflection and learning moments

on the job • Part of Personal Development Plan


HEINEKEN LAB: Lessons Learned

29

• Keep going back to the scorecard – Use it as reference point – They mark ‘the good’ (share and use) and ‘the bad’ (change and learn) – Where are we now?

• HR is facilitating but not owning: – Listen to the group: regular evaluations – Everybody is responsible for bringing content in the sessions

• Use it as a network opportunity – Collaboration between individuals and the group – Sharepoint site to share

• Governance: Be clear on what the group does and does not do


Facilitated Session Irwin van Stawel


creating a learning ecosystem - heineken case study

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