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LearnX 2011 presso - Glenn Hansen
- 3. And the pace of change continues to accelerate
- 4. FW Taylor - “the father of scientific management”
- 5. “ Workers are not paid to think”
- 6. Today is very different... ...and learning needs to evolve as well
- 10. The front line
- 12. 1. Plan 3. Plan 2. Plan
- 13. “ Our research inside companies revealed the best way to motivate people, day in and day out, is by facilitating progress – even small wins.” Teresa Amabile and Steven Kramer, The Progress Principle: Using Small Wins to Ignite Joy, Engagement and Creativity at Work Supporting progress
Hinweis der Redaktion
- Premise - not controversial - nature of work changes over time - moved from agrarian subsistence, to industrialisation, to mass manufacturing - today, for many organisations, corporate knowledge and skills have replaced fixed assets as the main source of value
- Pace of change continues to accelerate - Ray Kurzweil: re info C21st will contain not 100 C20th years, but 20,000 - product cycles shortening, speed of innovation increasing, - knowledge and skills have shorter half-life
- FW Taylo r - setting the scene - about 110 years ago - workers not paid to think - work a simple series of steps toward a known, predictable outcome
- Workers not paid to think - he was writing during the latter stages of industrial revolution - his theories worked - until they didn't (Dan Pink) - can still see some of his ideas today
- Today is very different - today, many companies' market value and competitive advantage depends on the knowledge, skills and ability to innovate of their work force - obviously, corporate learning must be positioned to support these new sources of value - just in case learning must give way to just in time
- Workscapes - Jane Hart, Jay Cross and colleagues from Internet Time Alliance - provides a model of evolution for learning that provides support for the needs of modern organisations - by itself, it won't create the next Google or Apple, but it certainly helps map out a competitive future for corporate learning TSAEP EXAMPLE (same slide) - 2007: traditional group and 1on1 - wait for needs to be addressed - replication of effort and resources - contract change - 1200 slide ppt decks Moving to Stage 2 - my brief: modernise practices and learning environment, develop better record keeping, speed responsiveness, develop efficiency - needs analysis, assessment of solutions (build/buy, buy what?) - trials of potential products, develop shortlist - liaise with IT Combining Stages 2 & 3 - by developing blended solutions up front - self-paced online began with ohs and other mandated units - scope of resources widened as user base develops - traditional training still important part of system Stage 4 - introduction of blogs, discussion groups - integrating online discussions to certificates Stage 5 - still a work in progress for us - planning includes: - covert pdf manuals to searchable web pages and wikis (some content will need review for users to change) - customisable home page for direct access to commonly used resources - ugc - wikis, audio, video, infographics - moves control from l&d to users, more agile, responsive (can be a challenging concept for many - compliance, managers, even staff) - presence awareness (smes, etc) Considerations - usability is critical - marketing - security - multi-platform (tablets, smart phones, etc.) - getting the right people on side If we were doing this now - less focus on courses, more on collaboration
- Gaining buy-in - must consider who we are pitching to - execs (approval) - end users (acceptance/success)
- Execs - talk the language of the business - learn the key metrics and articulate how your plan contributes (e.g. Shortened cycle time, increased revenue, less downtime for training, etc.) - talk to other orgs re their efforts - reach out through Twitter, LinkedIn if you need info, ideas
- End users - what's in it for me? - do you know their common gripes? - how does ypur plan help? - identify champions and use them - understand the distribution of innovation
- Distribution of innovation - innovators 2.5% - early adopters 13.5% - need much more than 16% penetration - takes different message to attract early and late majority - use the early wins, publicise, get testimonials, record them if you have capacity for video and audio, use story telling, measure results
- Planning - must be planned carefully -be clear on what you want to achieve - set measurable goals and milestones - plan can evolve, but don't hope to wing it - find tools that support what you want - don't shoe-horn your strategy into something inadequate - demand trials of systems to test their real capability, talk to other users, ask about pitfalls
- Supporting progress - important point - positive impact on people and business
- Summary - the nature of work changes over time - the speed of that change is increasing - learning departments of any size can position themselves and their business to thrive, without massive budgets - information and resources within your organisation that is being under-utilised and that can provide real benefits - this is the best way I know of to unlock it - traditional training won't do it, elearning alone won't do it, only empowering people to collaborate and contribute will