learning & development february 2013
TRANSCRIPT
What L&D people need to know
by Toronto Training and HR
February 2013
Contents
3-4 Introduction to Toronto Training and HR
5-6 Learning styles7-8 Reasons for not embracing formal learning9-11 Creating a role play12-13 Recent technology trends14-15 Virtual learning16-17 E-learning18-19 Social media-based learning20-21 Web 3.022-23 Online resources24-25 Enterprise learning ecosystems26-27 Drill A28-29 Career progression for L&D professionals30-31 Sales training32-33 Upward feedback34-35 Neuro-linguistic programming (NLP)36-37 Hiring external consultants38-39 Corporate universities40-41 Drill B42-43 Useful instruments44-45 The use of ROI46-47 Evaluation of learning48 Case studies49-50 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR are:
Training event design
Training event delivery
Reducing costs, saving time plus improving employee engagement and morale
Services for job seekers
Page 5
Learning styles
Learning styles
• Know your learning style
• Definition
• Learning modalities
• Learning/cognitive styles
• Cognitive learning strategies and schemas
Page 6
Page 7
Reasons for not embracing informal learning
Reasons for not embracinginformal learning
• Generational preferences
• Risk aversion
• Established metrics
• Predictable costs
• Flexible environment
• Technology
• Cultural adoption
Page 8
Page 9
Creating a role play
Creating a role play 1 of 2
• Do background research
• Script the role play
• Script the general context
• Script for specific characters
• Do not give out exact dialogues
• Don’t write a case study
Page 10
Creating a role play 2 of 2
FACILITATION GUIDELINES
• Volunteers
• Prepare the players
• Prepare the observers
• Get the setting right
• Define learning outcomes
• Debrief afterwards
Page 11
Page 12
Recent technology trends
Recent technology trends
• Device proliferation
• Architecture for cloud computing
• New natural ways to interact with devices
Page 13
Page 14
Virtual learning
Virtual learning
• Reasons that classroom instructors struggle
• Understanding the limitations and possibilities
• Making the move to virtual training with little help
• Becoming comfortable when presenting online
Page 15
Page 16
E-learning
E-learning
• Top drivers
• Characteristics of top performers
• Barriers to adoption
Page 17
Page 18
Social media-based learning
Social media-based learning
• Ensure social media is worth using
• Implement before, during and after training
• Know keys to success in the face of challenges
• Measure your success and seek to improve
Page 19
Page 20
Web 3.0
Web 3.0
• Introduction
• The Semantic Web
• The Mobile Web
• The Immersive Web
• The future
Page 21
Page 22
Online resources
Online resources
• Webinars
• YouTube
• Slideshare
• TED
• MIT Open courseware
• Khan Academy
Page 23
Page 24
Enterprise learning ecosystem
Enterprise learning ecosystem
Page 25
ORGANIZATION-
Unstructured
ORGANIZATION-
Structured
Defined OUTCOMES Undefined OUTCOMES
Page 26
Drill A
Page 27
Drill A
Page 28
Career progression for L&D professionals
Career progression for L&D professionals
• Capabilities of a successful L&D professional
• Points to bear in mind
Page 29
Page 30
Sales training
Sales training
• Active engagement by sales management
• Relevant to immediate success and can be immediately applied
• No single recipe to guarantee success
• Five levels
Page 31
Page 32
Upward feedback
Upward feedback
• What is it
• What it is not
• Impact
• Outcomes and outputs
• Leader/manager feedback
Page 33
Page 34
Neuro-linguistic programming (NLP)
Neuro-linguistic programming (NLP)
• History
• Purpose
• Breaking down the terms
• Workplace learning
• Informal learning
• Non-formal learning
Page 35
Page 36
Hiring external consultants
Hiring external consultants
• High priority projects
• Specialized expertise
• Time constraints
• Systems-driven projects
• Knowledge transfer
• Continuous improvement
Page 37
Page 38
Corporate universities
Corporate universities
• Alignment and execution
• Development of skills that support business needs
• Evaluation of learning and performance
• Use of technology to support the learning function
• Partnership with academia
Page 39
Page 40
Drill B
Page 41
Drill B
Page 42
Useful instruments
Useful instruments
• Alignment of training and learning activities with organization’s strategic priorities
• Assess and evaluate the contribution of learning and training to the organization
• Establish the most relevant value and evaluation approaches
Page 43
Page 44
The use of ROI
The use of ROI
• Forecast
• Plan
• Demonstrate
• Make decisions
Page 45
Page 46
Evaluation of learning
Evaluation of learning
• Barriers to evaluation
• Benefits of conducting evaluation
• Principles of a learning evaluation strategy
• Expected outcomes
• Questions to ask
• Levels of evaluation
• Involving key stakeholders
Page 47
Page 48
Case studies
Page 49
Conclusion and questions
Page 50
Conclusion and questions
Summary
Questions