sustainable learning through learning chains norbert buning, global hr forum 2010.pdf, seoul, korea

Sustainable Learning through Learning ChainsCreating value and impact through fostering informal learning

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Most executives are not highly impressed with their learningMost executives are not highly impressed with their learning organization’s performance

Satisfaction of Executives with the Learning Function which is mostly based on formal learning

by Country by Job Titleby Country by Job Title• 78% of corporate managers believe that “rapid rate of

information change” is one of their top learning challenges (800+ HR and L&D managers surveyed in 2008). ( g y )

• 80% of all corporate learning takes place through on-the-job interactions with peers, experts, and managers (estimated data collected from over 1,100 L&D managers ( glate in 2008).

• Over 30% of all corporate training programs (ie. classroom or other formal programs) are not delivering any measurable value (data provided through the same survey).

• Nearly all Millenial employees (under the age of 25) expect to find an on-demand learning portal (similar to Google and YouTube) within their employer’s environment.

Copyright © 2010 Accenture. All rights reserved. 2

Source: The High-Performing Workforce Study 2006, Accenture Source: http://joshbersin.com/2009/01/21/informal-learning-becomes-formal/#

Learning Chains dramatically improve learning performance and sustainability by integrating informal learning into formaland sustainability by integrating informal learning into formal learning.

CEOs expect their Learning Function to be aligned with strategic priorities and deliver operational efficiency

Learning must refocus on providing learning resources in the course of business and on supporting behaviourand deliver operational efficiency business and on supporting behaviour changes in the real work situation

Source: The High-Performing Workforce Study 2006, Accenture


One time learning events fail to deliver sustainable businessOne time learning events fail to deliver sustainable business value.

The majority of the learning budget is spent on formal learning, whereas informal learning covers 80% of all corporate learning

Formal Learning Informal Learning

• Delivery of well designed learning interventions • Job aids (i e Quick• Delivery of well designed learning interventions• Good blend of learning methods (web-based, ILT etc)• Learning measurement in place (mostly up to Kirk Patrick level 2)

• Job aids (i.e. Quick reference guides)

• Coffee corner talks• Informal exchange oflevel 2)

• Learning analytics (utilization, learning hours, learning spend)

• Most learning dollars spent for formal learning

Informal exchange of information and solutions

• ....g p g

Formal learning is too lengthy

SHORTCOMINGS

Formal learning is too lengthyFormal learning is not focused enough and often tries to cover too many detailsFormal learning interventions are not sustainable (steep forgetting curve)Formal learning is de-contextualized and often just an imitation of the work reality


Integrating formal and informal learning via Learning Chains, creates high business impact through sustainable competencycreates high business impact through sustainable competency building.

Future learning interventions must therefore focus on fostering and supporting informal learning.

Informal LearningFormal Learning

• Support learning at the workplace• Train what is critical • Support learning at the workplace• Provide formalized learning support (infra)structures and materials (but not formalized training interventions)

• Identify typical situations along the work process in which a

• Train what is critical and value creating for the business

• Create formal learning de t y typ ca s tuat o s a o g t e o p ocess c alearning need arises

• Know what is critical to the business• Make learning relevant to the learner

that is to the point• Focus on fundamental knowledge and skills

Create business impact by addressing typical and critical business situations

BENEFITS

Create business impact by addressing typical and critical business situationsSelf-organized training approach (constructivist learning approach)Enhance accessibility (time, context, location) of “support” materials and reduce time to competenceD li i bl i i l i


Deliver sustainable training solutionsIncrease employee satisfactionGenerate bottom line impact

Learning Chains provide support on the job and at the pointLearning Chains provide support on the job and at the point when the learning need arises.

Learning Chains are built along the work process and subtle integrated in the work environment.

1Determine the high-impact programmes:• Business critical skills, competencies and processes for your organisationyour organisation

Analyze the workplace

2Analyze the workplace• Identify critical learning situations along the work process / typical work situations that create a learning need

Establish the Learning Chain:• Determine supporting material interventions


2 Determine supporting material, interventions, mechanisms along the work process and establish the Learning Chain

Informal learning delivers relevant learning support onInformal learning delivers relevant learning support on-demand, embedded and often in a social context.

Informal learning can be described in three dimensions.

• Job aidsBooks

• Integrated along the work processEmbedded in systems applications

• WikisBlogs

On Demand Embedded Socially contextualized

• Books• Articles• Videos• Simulation bits• Yellow pages

• Embedded in systems, applications• Performance Workspace• Performance Support• Feedback mechanisms• Job rotation

• Blogs• Forums• Social Networks• Communities of Practice• Coffee Corner• Yellow pages

• Expert / Subject matter forums• Chats• Knowledge Portals• Learning Portals

• Job rotation• Reviews• Quality circles

• Coffee Corner• Coaching• Mentoring

Learning Portals• E-Learning snippets


A typical Learning Chain uses different delivery methods andA typical Learning Chain uses different delivery methods and channels to support and enable learning at the workplace.

Refocusing formal and informal learning leads to a high business impact

F l Informal LearningFormal Learning

Ask an expert Podcasts/Videocasts/

Wiki /Collaboration

Expert’sdirectory

Videocasts/Simulations

Instructor led business games

Job aids Instructor led virtual learning & collaboration

• Analyse work process• Identify typical situations when learning needs arises• Determine appropriate supporting material

• Conduct formal training

• Deliver key

games learning & collaboration

Copyright © 2010 Accenture. All rights reserved. 8Step / Action at the workplace that induces a learning need or requires learning support

• Integrate supporting material in work process / workplace and make it accessible in an easy way• Conduct instructor led training events whenever key concepts and foundations have to be delivered

concepts and foundations

Example:Example:Changes in legislation require the training of bank clerks

A focused formal training kicks-off the learning process that is continued at the workplace – just in time and just in contextSit ti S l ti B fitSituation:Due to changes in legislation the bank clerks processing loan request have to be re-trained on the process and system how to process loan

Solution:Instead of a multi day training the bank clerk gets a one day classroom training, focused and to the point. Thorough analysis of work processes

Benefits:• Less traditional induction with high

forgetting curve• Support for the bank clerk

Better learning resultsand system how to process loan applications. Also client interaction has to be trained.

Thorough analysis of work processes and interactions cater for comprehensive learning support at the workplace and enable in depth learning at the point of time and need

• Better learning results• Better work results• Higher sophistication of the learner• Bottom line impact of learning

learning at the point of time and need.

Simulations and job aids

Coaching to Podcast / Guideline forKnowledgeand job aids to use the changed system

prepare client

interaction

Video with typical client

situations

Guideline for client

appoint-ments

Knowledge Portal and

Communities

Copyright © 2010 Accenture. All rights reserved.

Traditional learning intervention. Focused on setting a basic understanding of

changes

Supporting material along the work process. Fostering learning when the learning need arises, embedded and in a social context

Example: Leadership trainings are often one time events yet requiringLeadership trainings are often one time events, yet requiring ongoing support and training in leadership situations

Learning chains foster sustainable leadership performance throughout the leadership operations cycle.

WBTs and Job aids for all kinds of leadership tasksWiki / Blogs

e-coachingWBTs / Podcasts on basic

leadership principlesg p p p

Self explaining managementt t l

Leadership expert’s support toolsexpert sdirectory


Example:

T M i t i t lli t i t ti

ToM, the Technology of Motivation (from Feingold Technologies)

ToM incorporates an intelligent, interactive“Learn + Practice” platform, for sustainableimprovement of sales, service, conflict management and leadership developmentand leadership development.

More experience. Not just more knowledge. Using simulated role play and voice basedUsing simulated role-play and voice-based technology, ToM provides objective, personalized impact-analysisanalysis, with clear feedback and improvement guidance – on the HOW (not just on the what). The self-directed Learn + Practice platform empowers the user andLearn Practice platform empowers the user and supports his or her personal and professional motivation.

Frequent (1-2 a week), short (10-20 minutes)interventions for optimal “fitness” and sustainability.

lLow deployment cost, minimal intervention cost.No opportunity loss, no travel cost.

Consulting+ Coaching

Team Training

Personal Development

Example:

V b l b iVocabulary box mix

Push Email

MindmailMindmail

ing

Definable goal

Ret

rain

i

False & correct

Feedback

False & correctanswers

12www.mindmailer.de

Feedback

Example:Example:Use of Simulations to foster main messages

13

Example: Dare2Share

British Telecom uses podcasting to up skill and prepare their workforce for their 21st Century NetworkBusiness Situation:Business Situation:BT is one of the world's leading providers of communications solutions and services operating in 170 countries. BT employs approximately 100,000 people. BT wanted to move from a traditional telecommunication company to one focused on software and services, with customer service acting as the prime marketplace differentiator. Central to their strategic transformation is the development and roll out of their 21st Century NetworkThis required BT to invest in significant and targeted learning

th b bli it t kill d kill it kfprograms, thereby enabling it to re-skill and up-skill its workforce.

Project Description:In February 2008, Accenture hosted an innovation forum with BT to explore options for optimizing the connection between k l d t ll b ti d l i BT l t d A t t l t P d ti Kit ( d D 2Sh )knowledge management, collaboration and learning. BT selected Accenture to complete a Podcasting Kit (named Dare2Share) for SharePoint proof of concept project to confirm its applicability as well as the business case.

Project results:C t Impact Culture• Reduced training cost (less travel

and less formal classroom training)• Less coaching time required, and

Cost• Improved customer service levels• Accelerated innovation and

improvements

• Higher employee engagement • Increased desire to develop the

talent of others

Impact Culture

accelerated access to answers and experts.

• Less time in re-inventing or redeveloping the same ideas and b t ti

• Rapid take-up of new software, methods, products, and policies

• More productive and frequent sharing, collaboration and networking


best practices

Refocusing the formal and informal learning approach towardsRefocusing the formal and informal learning approach towards Learning Chains unleashes major benefits for the business

Refocused Formal Learning Refocused Informal Learning

• Conveys knowledge and skills context related • Focuses on fundamental principles, y gand sustainable in small steps

• Makes knowledge accessible within the specific work situation

• Fulfils work related learning needs

p pknowledge and skills

• Emphasizes on the application of things learned into work reality

• Enables learner for self learning • Fulfils work related learning needs• Formalises the approach and infrastructure

for informal learning• Increases learning quality and business

• Enables learner for self-learning• Closely links with informal learning resources• Needs fewer resources by reduced volume


impact by building learning chains• Increases learning content agility

In order to support the shift from formal to informal learningIn order to support the shift from formal to informal learning, new competencies for the learning workforce are required.

Moving from traditional learning concepts to formalize informal learning requires a deep understanding of the business and learner needs.

• The training organization is the place for learning

• The learning organization is an enabler for learning

Traditional Learning Model* New Learning Model* New set of competencies

Audience Analysis: Understand the needs and the workplace for learning

• Training is delivered as a programme and measured according to Kirk Patrick Evaluation Model

enabler for learning• The main task is to provide a

learning environment that enables all types of learning and delivery methods

• Understand the needs and the work environment of your audience, identify typical triggers for informal learning

Strategic Alignment:Model• Learning is treated as an (one time)

event• Usually no means to create a

sustainable learning experience

methods• Learning is seen as a continuous

process that happens also at the workplace

• Learning is driven by employees

Strategic Alignment: • Understand the strategic objectives

of your “client”, provide a learning experience that talks to the strategic objectives and delivers positivesustainable learning experience

• Learning and learning approaches are driven by the training organization

Learning is driven by employees and managers, focusing on business demands and strategically aligned

• Learning opportunities are available

objectives and delivers positive impact for the business

Collaboration & Social Networking:• Identification of existing networks

and collaboration methods, enhance g ppanytime and anywhere

,and foster collaboration and networking

Instructional Design 2.0:• Incorporate new technology and


approaches into instructional design

*See also: Disciplines of the modern training organisation, Bersin 04.09

Examples


Knowledge Management is about locating capturing sharingKnowledge Management is about locating, capturing, sharing, applying and managing an organization’s valuable knowledge

Distribute & ApplyPrepareAnalyze

Identify business critical steps in the work process and knowledge Live

ApprenticeExpert

E i i t

Capture Working Concepts

(Identify Best Practices)

Asynchronous Exercise in teams

Capture Working –Artefacts(Work Products &

(Identify Best Practices)

Video Conferencing Discussion Boards

Live & foster knowledge

sharing culture(Work Products & Contacts)

Capture Tacit Knowledge

g

Support for

Understand type of learning need

g(Identify & Interview

Experts)ApprenticeshipWorkshadow

ppIntelligent

learning material delivery

1818

learning need

Screen Sharing KM - Base

Example:The High Performance Workplace support the employee withThe High Performance Workplace support the employee with the right information and functionality in time.

2.Internal and external

information on customer delivered

11.User seeks

knowledge on aspecific customer

3.Internal experts about customer are shown

4.User interacts with

internal expert

5.User seeks training about industry etc

19

about industry, etc.

Example:Easy to use search engines delivery the relevant information inEasy to use search engines delivery the relevant information in time and in context to support learning at the workplace

SABLE (Search, Analyze and Browse Large Environments) is a Rich Internet Application that provides a graphical search-and-browse interface

SABLE can be used to navigate large result sets visually and to preview the contents of documents

Additionally it offers a filter function which enables users to narrow down search results

Once desired results have been identified, users can downloadOnce desired results have been identified, users can download them

20

Example:The Knowledge Discovery Tool displays the linkage andThe Knowledge Discovery Tool displays the linkage and relation in between information from various sources.

The Knowledge Discovery tool is a knowledge integration application that probes the most current, pertinent data repositories and displays knowledge as if stored in a single, holistic databaseholistic database

The Knowledge Discovery tool goes beyond basic search engines by enabling users to find relevant materials and links that they never knew existedthat they never knew existed

The Knowledge Discovery tool identifies and introduces parties with similar research interests and connects them in a chat room where they can share findingsroom where they can share findings

A special semantic model provides cross-referencing capability, ensuring that each search is specific to an appropriate business context for the userappropriate business context for the user

To keep the leaders of the World Economic Forum connected through the year, Accenture Technology Labs created a sophisticated knowledge sharing application based on thesophisticated knowledge sharing application based on the Knowledge Discovery for the World Economic Forum's website. The advanced, yet easy-to-navigate, „Knowledge Navigator“ is a continually developing source of insight on global issues

21

A typical Learning Chain uses different delivery methods and

Option 1

A typical Learning Chain uses different delivery methods and channels to support and enable learning at the workplace.

Refocusing formal and informal learning leads to a high business impact

Informal LearningFormal Learning

Ask an expert Expert’sPodcasts// directoryVideocasts/

Simulations

Wiki /CollaborationCard GamesJob aids

• Analyse work process• Identify typical situations when learning needs arises• Determine appropriate supporting material

• Conduct formal training• Deliver key concepts and

foundations

CollaborationCard GamesJob aids

Copyright © 2010 Accenture. All rights reserved. 22Step / Action at the workplace that induces a learning need or requires learning support

• Integrate supporting material in work process / workplace and make it accessible in an easy way