Training for a Reason Maribel F Aglipay Objective At the end of the onehour session participants will be able to align human resource development activities with strategic businessorganizational goals ID: 795277
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Slide1
Workplace Learning & performance
Training for a Reason
Maribel F. Aglipay
Slide2Objective
At the end of the one-hour session participants will be able to
align human resource development activities with strategic business/organizational goals.apply the concept of workplace learning and performance (WLP) in their function
Slide3Slide4Agenda for Today
Aligning Learning and Development with Strategic GoalsExploring the 70-20-10 Model for Learning and Development
Defining workplace learning and performance as a field of practice
Slide5Intro Activity
Individually:
List the top three challenges your training/L&D/HRD unit faces today (or in the next three years) in your organization. (1 min.)Form triad andIntroduce yourself and your organization to one anotherTake turns sharing your answers (3 mins)See if there are some commonalities among your challenges
Slide6Plenary Sharing
Please share in plenary what you have discovered as your common challenges in training/L&D/HRD?
Slide7Issues vs. traditional training
Slide8Issues Against Training
Training is NOT always the right solution.
Job Aid
Coaching & Mentoring
Coaching
E-learning
Job Aid
Slide9Issues Against Training
Training is not always TIMELY.
Slide10Issues Against Training
Training does not TRANSFER
LearningImproved Work Performance
Organizational/ Business Results
Slide11Learning Styles
Modal Preferences
Training is not sensitive to INDIVIDUAL DIFERENCES
Issues Against Training
Slide12Issues Against Training
Training is expensive + causes worker downtime
Activity-based measures instead of results-based do not impress managementLack of alignment with strategic organizational goals makes training look like a cost than an investment
* Robinson and Robinson, 1998
Slide13So where does this leave us?
Slide14Aligning learning to
performance & Results that matters
Slide15Training Cycle
Design &
Development
Training Needs
Analysis
Evaluation
Implementation
Is this what you do?
Slide16“If the only tool you have is a hammer,
you tend to see every problem as a nail.”
-Abraham Maslow
Slide17Aligning Training with organizational Needs
Organizational Needs
Performance Needs
Work Environ
Need
Learning
Need
Goals for a unit, department, or organization expressed in operational terms; can be quantified
On-the job behavioral requirements from people who are performing a specific job
Describe what people need to do if the organizational needs are to be met
What people must
learn
if they are to perform successfully
Systems & processes within the work environment of the performer that must be modified if the performance needs are to be achieved
Slide18Examples
Organization Need
Performance Need
Learning Need
Work Environment Need
Profit
Productivity
Market share
Customer satisfaction
Public image
Sustainability
standards of performance
closed sales
output per day
customer service ratings
Compliments
documents processed
Specific competencies (knowledge, skills and mindsets) to do the work
Leadership
Policies/procedures, systems/standards,
Resources/tools/time
psychological climate in the workplace
Rewards/incentives
Reinforcements/ sustainability mechanisms.
Slide19Manufacturing Example
Organization Need
Performance Need
Learning Need
Work Environment Need
Increase run time of equipment measured as a % of time actually operative
Operators will follow preventive maintenance procedure for the equipment that they operate
Operators need to learn preventive maintenance concepts & processes
Tools required to do preventive maintenance need to be provided.
Authority provided to shut down equipment when unplanned maintenance is required.
Slide20Service Example
Organization Need
Performance Need
Learning Need
Work Environment Need
Increase customer satisfaction measured by responses to customer satisfaction survey
Customer Service Reps (CSRs) need to be skillful in resolving customer complaints
CSRs need to learn problem resolution skills and how to isolate the core problem
Incentives and rewards provided for taking time to work with a customer through resolution of problem
Slide21Pop quiz
”I want our customer service people to become more customer-oriented. Could you conduct the workshop you have on identifying customer needs?”
”I was just looking through your program sked. That course on business writing seems like just what our people could use. Call me so we can set up some time for you to conduct that course.””I believe more sales training is needed. The sales force is still not handling customer objections very well.”Performance & learning Learning Learning
Slide22Pop quiz
“Our service reps need more product knowledge. Can you train them on the new product?”
“My problem is that technicians often cannot fix a customer’s problem because it takes 24 hours to get a decision from Engineering. Can you teach them the skills to divert or appease the customers while Engineering is making up their mind?“Our customers want on-time delivery for every shipment. Otherwise they will go to our competition.”Business Work environment & performance Learning
Slide23Aligning Training with organizational Needs
Organizational Needs
Performance Needs
Workplace
Learning
Social
Learning
Structured
Learning
Work Environment Need
Learning Need
Slide24The 70-20-10 Model
Slide25Stretched assignments
High-stakes/high visibility assignments
Committee workSpecial/cross-functional projectsJob rotationJob enrichmentCross postingLine manager supportFormal mentoringBeing a mentor Self-directed learningLearning & using new tools & technologies Community volunteeringBoard director position360⁰ FeedbackInformal coaching & mentoringAfter action review meetingsStart-stop-continue
Learner communities
Classroom training
E-learning
Mobile learning
Certifications & qualifications
Conferences & seminars
Education
WLP Principle
Slide26Experience
“Experience is not the best teacher.
Disciplined reflection on experience is.”-Jim Burgin, 7 Levers of Great Managers
Slide27Classroom training
E-learning
Mobile learningCertifications & qualificationsConferences & seminarsEducationAligning Training with organizational Needs
Organizational Needs
Performance Needs
Workplace
Learning
Social
Learning
Structured
Learning
Implement
Evaluate
TNA
Work Environ Need
Learning Need
Design &
Develop
Slide28Evolution of Training
as a field of practice
Manpower Training‘60s-70’s Training & Development70s-80s
Human Performance Improvement (HPI)
Late ‘90s
Workplace Learning & Performance (WLP)
21
st
Century
Human Resource Development (HRD)
80’s-90’s
Slide29Workplace Learning and Performance (WLP)
“The professions of training, performance improvement, learning, development, and workplace education. It is often colloquially referred to as training or training and development.”
SOURCE: ASTD handbook for Workplace Learning Professionals, 2008, Elaine Biech Ed., Baltimore, MD: United Book Press, p. 884
Slide30Traditional training vs. WLP
Slide31Training
Individual growth & development
Know-howLearningClassroom-basedWLP
Individual & organizational growth & development
Know-how & know how to learn
Learning, performance, & strategic results
Convergence of learning and work
Slide32Training
Training events, materials, and products
Technology enhanced (video, audio and self-instructional print)Instructor-ledInstructor responsibilityWLP
Systems, where events and materials are only one aspect
Technology is key, delivering significant aspects of training & work support
Learner-centered
Expanding: learner & learner’s immediate superior responsibility
Slide33Workplace Learning and Performance
“The integrated use of learning and other interventions for the purpose of improving individual and organizational performance. It uses a systematic process of analyzing performance and responding to individual group and organizational needs. WLP creates positive, progressive change within organizations by balancing human, ethical, technological and operational considerations.”
SOURCE: Rothwell, W, Sanders E. and Soper, J. (1999) ASTD Models for Workplace Learning and Performance. Alexandria, VA: ASTD p.121
Slide34Workplace Learning and Performance, simply put…
“The professions of training, performance improvement, learning, development, and workplace education. It is often colloquially referred to as training or training and development.”
SOURCE: ASTD Handbook for Workplace Learning Professionals, 2008, Elaine Biech Ed., Baltimore, MD: United Book Press, p. 884
Slide35summary
Aligning Learning and Development with Strategic Goals
Exploring the 70-20-10 Model for Learning and DevelopmentDefining workplace learning and performance as a field of practice
Slide36“Remember, training is not what is ultimately important…
performance is.”
-Marc Rosenberg, 1990-91 PresidentInternational Society for Performance and Instruction
Slide37Questions and Answers