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Workplace Learning & performance Workplace Learning & performance

Workplace Learning & performance - PowerPoint Presentation

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Uploaded On 2020-07-04

Workplace Learning & performance - PPT Presentation

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

training learning amp performance learning training performance amp workplace organizational work development customer problem wlp issues time organization environment

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Presentation Transcript

Slide1

Workplace Learning & performance

Training for a Reason

Maribel F. Aglipay

Slide2

Objective

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

Slide3

Slide4

Agenda 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

Slide5

Intro 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

Slide6

Plenary Sharing

Please share in plenary what you have discovered as your common challenges in training/L&D/HRD?

Slide7

Issues vs. traditional training

Slide8

Issues Against Training

Training is NOT always the right solution.

Job Aid

Coaching & Mentoring

Coaching

E-learning

Job Aid

Slide9

Issues Against Training

Training is not always TIMELY.

Slide10

Issues Against Training

Training does not TRANSFER

LearningImproved Work Performance

Organizational/ Business Results

Slide11

Learning Styles

Modal Preferences

Training is not sensitive to INDIVIDUAL DIFERENCES

Issues Against Training

Slide12

Issues 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

Slide13

So where does this leave us?

Slide14

Aligning learning to

performance & Results that matters

Slide15

Training 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

Slide17

Aligning 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

Slide18

Examples

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.

Slide19

Manufacturing 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.

Slide20

Service 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

Slide21

Pop 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

Slide22

Pop 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

Slide23

Aligning Training with organizational Needs

Organizational Needs

Performance Needs

Workplace

Learning

Social

Learning

Structured

Learning

Work Environment Need

Learning Need

Slide24

The 70-20-10 Model

Slide25

Stretched 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

Slide26

Experience

“Experience is not the best teacher.

Disciplined reflection on experience is.”-Jim Burgin, 7 Levers of Great Managers

Slide27

Classroom 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

Slide28

Evolution 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

Slide29

Workplace 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

Slide30

Traditional training vs. WLP

Slide31

Training

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

Slide32

Training

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

Slide33

Workplace 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

Slide34

Workplace 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

Slide35

summary

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

Slide37

Questions and Answers