flip! - ensuring your development program keeps up in the 21st century - development beyond learning

FLIP - ensuring your development

programme keeps up in the 21st Century

Presented by: Josh Mackenzie Author, The Graduate Edge Managing Director, Development Beyond Learning (DBL)

www.developmentbeyondlearning.com

Development Beyond Learning


Who is DBL?

• DBL develops your graduates’ professional skills, fast

• Author of The Graduate Edge: in the hands of graduates in 40+ countries

• 3,500 grads through workshops and programmes in 10 countries last year

• Each DBL Graduate Development Programme is different for each client

• 10-year Anniversary this year with offices in London, Sydney, Calgary

• Experience in UK, Europe, Australia, Asia, India, South Africa, North America

• Involved with AGR, AAGE, SAGRA, HKAGR, NACE, CACEE

Some of those employers…


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What is shaping graduate

development in the 21st Century?


What do we need to do?FLIP#1 - We need to turn 5 days of training in to 12 months of

structured, ongoing development.

FLIP#2 - We need to engage graduates to take more

responsibility for their development, and develop professional

skills on the job, quickly.

FLIP#3 - We need to educate and equip managers to support

their graduates professional skills development, on the job.


FLIP#1 - How to turn 5 days of training in to 12 months of structured, ongoing development

Personal and Interpersonal Awareness Communication and Networking Impact and Influence Managing Key Relationships Personal and Team Effectiveness Career/Development Transition

Summer Induction /

Major Training Programme


August 2015 End of Programme

Traditional UK/US model

Self Aware

ness, C

ommunicatio

n and

Networki

ng

Manag

ing Key Relat

ionships

Action Learning Period





Personal

and Te

am Effe

ctive

ness

Impac

t and In

fluence

Early Feb 2016

Mid August 2015

Mid November 2015

End April 2016

End July 2016

A flipped model

Summer Induction /

Major Training Programme

Career T

ransit

ion


Putting strategy in to 70/20/10


How to turn 5 days of training in to 12 months of structured, ongoing development

• Think distributed learning, not front-loaded workshops

• Design action learning periods (ALP) first

• Work hard to achieve on the job business relevance with each ALP

• Design the workshops / face to face (f2f) interventions second

• f2f interventions can exist to support on-the-job learning in ALPs

• Regionalise a core curriculum, localise the business specific journey


How to engage graduates to take more responsibility for their development on the job

• Start early


A flipped model - starting development early

Internship Programme

Keeping Warm

12 months

2 years

Graduate Offer


How to engage graduates to take more responsibility for their development on the job

• Start early

• Provide choice over actions in ALPs

• Leverage peer-to-peer feedback and support in f2F environments

• Apply user-lead design to the programme

• Crowd source examples, actions and content from current and past cohorts

• Deliver multi-stream f2f interventions to individualise development experiences


How to engage and equip managers to support their graduates’ professional skills development on the job

• Think partnership - they control 90% of your graduate’s development

• Inform through specific Manager Updates regarding action learning periods

• Deliver ‘executive briefing’ style sessions that educate on realising value

• Show them the critical role they play in ALPs and what to expect

• Find and communicate the WIIFM factor

!

!


Put yourself in this

scenario.


You are responsible for the following graduate development programme…

• Purpose: Your programme exists to develop entry level talent

• Numbers: 120-150 graduates

• Length: 12 months

• Location: 80% centralised in UK, 20% in 5 European offices

• Level of executive support/buy-in: Low-Medium

• Level of HR business partner/champion buy-in: Medium

• Organisational state: Transformation

• Number of days for soft skill training: 5

• Key skill gaps: Communication, Impact, Interpersonal Awareness, Personal Effectiveness, Managing key relationships


How would you approach putting this programme

together?


You are responsible for the following graduate development programme…

• Purpose: Your programme exists to develop entry level talent

• Numbers: 120-150 graduates

• Length: 12 months

• Location: 80% centralised in UK, 20% in 5 European offices

• Level of executive support/buy-in: Low-Medium

• Level of HR business partner/champion buy-in: Medium

• Organisational state: Transformation

• Number of days for soft skill training: 5

• Key skill gaps: Communication, Impact, Interpersonal Awareness, Personal Effectiveness, Managing key relationships


A live example.


A live example• Purpose:

• Numbers:

• Length:

• Location:

• Level of executive support/buy-in:

• Level of HR business partner/champion buy-in:

• Organisational state:

• Number of days for soft skill training:

• Key skill gaps:


What do we need to do?FLIP#1 - We need to turn 5 days of training in to 12 months of

structured, ongoing development.

FLIP#2 - We need to engage graduates to take more

responsibility for their development, and develop professional

skills on the job,

quickly.

FLIP#3 - We need to educate and equip managers to support

their graduates professional skills development, on the job.


Win £300 atı

TIFFANY & Co ı


talent.


Win £300 atı

TIFFANY & Co ı


talent.

www.developmentbeyondlearning.com LONDON | SYDNEY | CALGARY

http://www.developmentbeyondlearning.com

flip! - ensuring your development program keeps up in the 21st century - development beyond learning

Recruiting & HR

learning dbl

ongoing development

days of training

hands of graduates

months of structured

influence early

years graduate offer

job business relevance