Leonardo da VinciLeonardo da Vinci

BeLT - Blended Learning TransferBeLT - Blended Learning Transfer

BLENDED LEARNING METHODOLOGYBLENDED LEARNING METHODOLOGYOpportunities and criticalities Opportunities and criticalities

in the Confindustria Veneto Siav’s experiencein the Confindustria Veneto Siav’s experience

Paris, July 10th, 2008

Population: 4,821,355 inhabs. - positive demographic trend due to immigration In 2006 the Immigrants were about 8%

Unemployment rate: Italy 5.9% - North-east: 3.3% (male: 1.9%, female 4.2%)

Active Enterprises: 460.018 (manufacturing and building industries 137.984) 95% SMEs

THE REGION of VENETOthe context where Confindustria operates

PARTICIPATION IN LIFE-LONG LEARNING

26,60

32,10

29,20

23,10

15,60

13,10

7,508,20

7,50 7,50

6,10

10,40

3,80

1,90

9,60

25,70

22,20

18,70

6,90

5,506,50

4,70 4,90

15,00

2,00

7,10

3,80

1,30

7,50

0

5

10

15

20

25

30

35

UK

SE

DK FI

NL

AT

BE

LU

DE IE IT ES

PT

FR EL

EU .

IS CH

NO .

LV

MT

EE

PL

LT SI

TR

CY

HU

RO

High (Over 20% of EU mean)AverageLow (Below 20% of EU mean)

Participation in life-long learning per 100 population aged 25-64

EUROPEAN INNOVATION SCOREBOARD 2007 (Pro Inno Europe – February 2008)

PARTICIPATION IN LIFE-LONG LEARNING

86%

61%

71%

60%

56%

52%

44%

64%

59% 59%

66%

50%

55%

49%

27%

41%38%

42% 43%

36%33%

27% 27%

20%

24%

13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

UK DK AT SE FI NL FR LU CZ SI DE EE BE SK CY HU ES LV MT PT RO LT PL IT BG GR

Enterprises with 10 employees and more which carried out staff training - for training and Country typology – year 2005

Staff training within Italian enterprises (ISTAT – 28 May 2008)

PARTICIPATION IN LIFE-LONG LEARNING

% for typology, geographical area and gender

31,4

28,6

32,2

23,4

27,826,7

0

5

10

15

20

25

30

35

North-east Italy

Male Female Total

VIDEO TFAVIDEO TFA

INTERVENTOAZIENDALE DI

MIGLIORAMENTOFORMAZIONEINTERAZIENDALE

ANALISI / DIAGNOSI

ASSUNZIONE DELLACOMMITTENZA

BENCHMARK INTERAZIENDALE DEI

RISULTATI

ACTION-LEARNINGENTERPRISE

IMPROVEMENTINTERVENTIONFORMAZIONE

INTERAZIENDALESEMINARSINTERENTERPRISE

TRAINING

ANALISI / DIAGNOSIANALYSIS/DIAGNOSIS

COMMITTMENT

BENCHMARK OF RESULTS

FROM THE ACTION LEARNING METHODOLOGY (THE PAST TEN YEARS)

Model applied in more then 500 enterprises in Veneto

SeminarsSeminars

• lean production• supply chain management• development of new products (process)• development of innovative services connected to products

• age management• intergeneration co-operation (reciprocity)• transfer of competencies• formal and non-formal knowledge transfer

• internationalization• diversity management• inter-cultural cooperation

• processes of innovation within SMEs• organizational development• human resources management

thematic activities

INNOVATIVE PROJECTS AREA - thematic activities

Innovation of METHODOLOGIES supporting

ADULTS’ LEARNINGADULTS’ LEARNING

which cannot be based mainly on “teaching”:

It is fundamental to turn to account the

value of experience of people working within the organisation

helping them to rationalise their knowledge and competencies,by supporting them in processes of enhancement

ASSUMPTION

The limited size of Veneto enterprises does not allow to

maintain current competitiveness and employment levels

Agency providing services for enterprises

Agency providing services for enterprises

Employers’ training institutions

Employers’ training institutions

Trade-union and

research centre

Trade-union and

research centre

Professional AssociationProfessional Association

IN THE LAST THREE YEARS THE MAIN FOCUS WAS IN THE

QUALITATIVE AND DIMENSIONAL GROWTH OF VENETO ENTERPRISES

FULL BLENDED METHODOLOGY

Action Learning

classroom

e-learning

Coaching/mentoring

S. Garbellano from Siemens’model

THE FULL BLENDED METHODOLOGY IN THE LAST 3 YEARS

PEOPLE INVOLVED

Entrepreneur

Coach / Subject expert

Operational

Co-teacher / Methodological expert / Process Owner

A M

S

V

V

COACHING

ACTION LEARNING

ON-LINE COLLABORATION

P S

Duration of the company project

A: Analysis of entrepreneurs' strategy and goals.

A: Analysis of entrepreneurs' strategy and goals.

P: Presentation of the intervention, sharing of problematic issues and strategy

P: Presentation of the intervention, sharing of problematic issues and strategy

S: Development and implementation of the growth plan (project work)

S: Development and implementation of the growth plan (project work)

M: Intermediate meetings with the entrepreneur

M: Intermediate meetings with the entrepreneur

V: EvaluationV: Evaluation

THE FULL BLENDED METHODOLOGY IN THE LAST 3 YEARS

Entrepreneur Senior Expert Junior Expert Operational Tutor

Analysis of the enterprise’s core business and growth opportunities

Summary report(competitive factors)

Coaching(individual or

group)

Definition of the company group’s goals and time involved

1 Company Goals document

Identification of (operational) workgroup members

Organizational chart, work group

Goal sharing

Identification of activities necessary for achieving the goal (restraints, resources, budget, time) and instruments (online platform)

Coaching(individual or

group)

Monitoring activity on the intervention progress and results

0,5 Company

Blended LearningDevelopment and implementation of the growth plan

2,5Classroom, Company, Platform

Working files, report files

Coaching evaluation 0,5 CompanyQuestionnaire and

interview

Evaluation 1 Company Final report

TOT. 8

Classroom, Company, Platform

project work

METHODOLOGYDAYS

NECESSARY

Blended Learning 2,5

DOCUMENTSPLACE OF ACTIVITY

PEOPLE INVOLVED

DESCR. OF ACTIVITIES

On

-lin

e

C

olla

bo

rati

on

Tim

e ca

lcu

late

d f

or

the

com

pan

y p

roje

ctAction Learning

Action Learning

Action Learning

THE FULL BLENDED METHODOLOGY IN THE LAST 3 YEARS

THE FULL BLENDED METHODOLOGY - THE SAMPLE

Single NETWORK

L.E.

S.M.E.

228LE

1119SME

SMELESINGLE

228LE

1119SME

SMELESINGLE

THE FULL BLENDED METHODOLOGY - PARTICIPATION DATA

COACHING: • 30 COACHING INTERVENTIONS• 202 ENTERPRISE HUMAN RESOURCES INVOLVED • 400 HOURS (EVERAGE OF ~13,3 HOURS FOR EACH

INTERVENTION)• 28 CONSULTANTS/PROFESSORS INVOLVED

ACTION LEARNING: • 42 ACTION-LEARNING INTERVENTIONS WITH 82 ENTERPRISES

INVOLVED• 442 ENTERPRISE HUMAN RESOURCES INVOLVED (358 M – 84 F)• 1600 HOURS (EVERAGE OF ~38,1HOURS FOR EACH

INTERVENTION )• 42 CONSULTANTS/PROFESSORS INVOLVED

VIRTUAL PLATFORM (February 2008): • 34 WORKING AREAS ACTIVATED• 127 (109 enterprise human resources) ACTIVE USERS - ~3,7 (3,2) EACH INTERVENTION• ~13700 (59,50) ACCESSES• ~107 (54,6) ACCESSES FOR EACH USER

THE FULL BLENDED METHODOLOGY - SIGNIFICANT CASES

1. UNIELDOM

2. ALFA LAVAL

3. GIOVANI IMPRENDITORI

UNIELDOM CASE

SUPPORT FOR THE NETWORK BETWEEN THREE SME’S

PRODUCING HOUSEHOLD APPLIANCE COMPONENTS

WHICH HAVE CHOSEN INNOVATION AMONG THE PILLARS OF THE

ALLIANCE PROJECT.

AMONG THE PRIORITY GOALS, THE CREATION OF A JOINT R&D FUNCTION AIMS AT SUPPORTING THE POOL OF ENTERPRISES IN

THEIR ROLE OF “PRODUCT SYSTEM” PROVIDER, INTERACTION ON THE NEW INTERNATIONAL MARKETS AND OFFERING A

DEVELOPMENT PARTNERSHIP TO MULTINATIONALS CLIENTS

ALFALAVAL CASE

ALFA LAVAL was set up in Sweden in 1883, today is a public company with securiteis listed on the Sotckholm Stock Exchange. The global turnover is 2.2 billion Euros, the turnover for Italy is 200 million Euros.

The company products are classified into three different strategi business areas:

-Heat echange (air and liquid exchangers)

- Liquid separation (centrifugal machines, separators…)

- Fluid handling equipment (pumps, valves…)

A production plant for heat exchangers used in refrigeration and air conditioning is based in Alonte (Vicenza) with 330 employers and a turnover of approx. 140 million Euros.

Partner enterprise involvement strategies

Alfa Laval conducted an informal survey to test the availability of a few partner companies in linked activities. Following this survey 11 companies size between 20 to 60 employees shown the interest for giving its own contribution to the qualitative growth

ALFALAVAL CASE

ACTION LEARNING LABORATORY PROGRAMME

The programme submitted to the participant (23 people) envisaged participation in 8 half-day meeting structured in four basic topics:

- Identify wate factors within the organization

- Learn how to measure performance

- Mapping the value process, how to do it

- Learn how to plan the value stream.

From a methodological point of view the laboratory was structured for each pair of meetings in:

-Meeting A: theoretical presentation of the topic follow by the presetnation and possible delivey of a tool of analysis

- Meeting B: analysis of proceeding and activities undertaken in the period of interval + feedback and individual or group suggestions + advance news of the next meeting A

“YOUNG ENTREPRENEURS” CASE

CRITICAL ISSUES

INTEGRATION OF THE THREE METHODOLOGICAL VARIABLES (coaching, action learning, on-line collaboration platform)

TRAINING AND INTEGRATION of the different operators participating in the process

USE OF TECHNOLOGIES integrated with other kinds of intervention

OVERLAPPING OF LEARNING TOOLS AND KNOWLEDGE WITH WHAT ISALREADY EXISTING IN THE ENTERPRISE

APPLICABILITY LEVEL OF THE DIFFERENT COMPONENTS IN SMES

THE ADDED VALUE

• EnterprisesEnterprises will benefit from the will benefit from the intervention in terms of know-intervention in terms of know-how and sharing of valuable how and sharing of valuable knowledge for the survival and knowledge for the survival and further development of the further development of the enterprise. enterprise.

• EachEach personperson involved will involved will receive knowledge and receive knowledge and competence in order to competence in order to supervise company growth supervise company growth strategies;strategies;

• SystemsSystems for storing, sharing and maintaining knowledge from a for storing, sharing and maintaining knowledge from a knowledge management point of view.knowledge management point of view.