2 - People: Learning and Development (From Study Group) Flashcards
Center for Creative Leadership 70-20-10 Model
70% of learning – challenging assignments
20% of learning – developmental relationships
10% of learning – coursework/training
Action Learning Leadership Development
- Continuous learning and improvement through “real work”
- Opportunities for reflection and feedback
- Learning how to learn
- Opportunities to apply new skills immediately
ADDIE Model
Analysis
Design
Development
Implementation
Evaluation
Adult Learning
Are self-directed, have experience as a resource, are ready to learn, are more problem-focused, are internally motivated to learn, are willing to “unlearn to learn”
Analysis
ADDIE Model
Auditory Learners
- Learn by hearing (more than reading)
- Are sensitive to speech patterns
Career Development
- Career Planning - individual
- Career Management - organization
Career Development Trends
- Multiples jobs and careers
- Greater individual responsibility
- Nontraditional employment
- Temporary, contract, and contingent work
- Accelerated responsibility
Cultural Influences on Career Development
- Cultural characteristics - power distance, paternalism, time orientation
- Favoritism within groups
- How advancement opportunities may be seen
- External conditions - unions, political instability
Delivery Approaches: Blended
Adjust mix to content and audience
Delivery Approaches: Instructor-led
- Actual or virtual classroom
- Incorporates multiple activity styles
Delivery Approaches: On-the-Job
- Demonstration
- Immediate feedback
- Retesting
Delivery Approaches: Self-Directed
- Self-paced
- Multimedia
- Mobile
Design
ADDIE Model
- Develop broad goals and objectives
- Broad plan for training content and implementation
Starting with the lowest level, Bloom’s taxonomy cites:
1. Knowledge, or remembering facts.
2. Recognition of learning content when content is presented differently.
3. Application of learning to an example in order to draw a conclusion or to identify a principle at work.
4. Using learning content to analyze the causes or possible outcomes in an example.
5. Making judgments about the value of materials and methods for given purposes.
6. Using learning content to create new solutions to a problem.
Developing Global Leaders
Be aware of the challenges in a global organization such as:
- Local feelings about whether leaders are “born” or “made.”
- Leadership models in different cultures.
Respond by:
- Developing an organizational culture that values leader development.
- Localizing leadership competency models.
- Prioritizing local acceptance and support.
Development
Preparing for future responsibilities through job experiences, relationships, assessment and educational courses
Development
ADDIE Process
Development: during which materials are created, purchased, or modified to meet the stated objectives. Passive v Participatory learning.
Participatory Learning:
* Case studies – apply new knowledge to hypothetical situations
* Round robin – compete against each other by answering questions or completing a task
* Role plays – Participants assume and act out roles to resolve conflicts or practice appropriate behavior for various situations.
* Structured exercises – participants complete tasks that are similar to those they encounter on the job.
* Simulations – perform an assigned roles within a complex scenario designed to resemble a real-life challenge.
* Fishbowl activities – learners sitting in a circle, debate or discuss a topic while the remaining learners observe the discussion.
* T-groups/Sensitivity Training – group of people investigate and explore patterns of authority and communication among themselves
Evaluation
ADDIE Process
- Assess objectives.
- Identify best practices.
- Conduct investment analysis.
- Measure impact of training on individuals.
- Collect data to influence future training.
- Analyze design and delivery.
- Guide future decisions.
Executive-Level Leaders
- Long-range assessment and planning
- Communicating strategic vision and plans and implementing structural and policy changes
- Managing stakeholder relationships
- Fostering a high-performance culture
Forms of Career Development
- Employee self-assessment tools
- Apprenticeships
- Job rotation, enlargement, enrichment
- Projects, committees, teams
- Internal mobility
- Coach and mentoring
- Universities, colleges, associations, continuing education
Global Learning and Development
- Cross-cultural awareness
- International assignment preparation
- Global team building
- Managing virtual teams
- Issues related to laws, ethics and organizational values
HR’s Role in Leader Development
- HR professionals must be leaders themselves, proposing and implementing changes that improve the organization’s effectiveness.
- They can improve the organization’s leadership bench strength by:
- Identifying current employees who are or could be leaders and providing them with leadership development opportunities.
- Making sure that recognized leaders have what they need to develop skills further or improve weak skills
- They continually align the organization’s leadership needs with its strategy and adjust development programs accordingly.
HR’s Role in Learning and Development
- Ensure alignment of learning and development activity with strategic goals.
- Gather input from stakeholders.
- Use workforce analytics to guide development.
- Scan internal and external environment to identify critical learning needs and opportunities.
Implementation
ADDIE Process
Individual Development Plans
Base-line Information:
- Employee profile
- Career goals/objectives
- Development objectives
- Training and development interventions
- Outcomes
- Signatures and dates
Effective when:
- Aligned with organizational needs.
- Are an objective, accurate assessment.
- Include challenging development activities.
- Include coaching and feedback opportunities.
- Employee owns and embraces them.
Kinesthetic Learners
- Learn by doing it themselves (tactile learning)
- May be bored by inactivity
Level 1 - Reaction
Kirkpatrick’s Levels of Evaluation
Measures reaction of participants to the training
- Checklists
- Questionnaires
- Interview
Kirkpatrick’s Levels of Evaluation
- Reaction
- Learning
- Behavior
- Results
Knowledge Retention Strategies
- What knowledge may be lost.
- The consequences of losing that knowledge
- The actions that can be taken to retain that knowledge.
*Technology-based systems: include programs or databases that employees can access
*Softer systems: meetings or other activities that take place to share knowledge and help people connect with one another.
*Knowledge maps – visually represent the inventory of knowledge and where it is spread throughout the org
*Knowledge cafes – process that introduces individuals from across the org so they can share knowledge and experience about a topic.
technology-based systems + softer systems = knowledge retention
Leader Development
Organization’s training and professional development programs aimed at building executive/manager skills and abilities to influence and flex to different and challenging situations
Leader Development Methods
Leader Development Strategies
Experience:
- “bad” bosses can positively influence one’s sense of leadership
- “good” bosses focus on mentoring and coaching
Formal Systems
- Build leadership pipeline in integrated system-wide manner
- Require organizational discipline
Effective Strategies
- Greater competitive advantage
- Sustainable leadership strategy built on actions and culture
Experience + Formal Systems = Effective Strategies
Leadership
Ability of an individual to influence a group or other individual to achieve a goal or result
Leadership Assessment Tools
- Leadership inventories - 360-degree instruments
- Work sample measures
- Situation judgment tests
- Assessment centers and simulation
- Emotional intelligence assessment tools
Learner Participation and Retention
Learning
Acquiring knowledge, skills, behaviors and competencies
Level 2 - Learning
Kirkpatrick’s Levels of Evaluation
Measures how knowledge, skills and attitudes changed
- Post-measures
- pre-/post-measures
- Pre-/post-measures with control group
Level 3 - Behavior
Kirkpatrick’s Levels of Evaluation
Measures the change in behavior
- Performance tests
- Critical incidents
- 360-degree feedback
- Simulations
- Observations
Level 4 - Results
Kirkpatrick’s Levels of Evaluation
Measures organizational results
- Return on stakeholder expectations
- ROI analysis
- Progress toward organizational objectives
- Performance appraisals
Lower-Level Leaders
- Administering and managing
- Aligning tasks with strategic mission and goals
- Addressing obstacles
Middle-Level Leaders
- Implementing structures and policies
- Leading multiple units
- Planning and coordination
Obstacles to Leader Development
- Slowly developing crises
- Suppressive effects of organizations and communities
- Valuing individual performance over teamwork
- Potential negative publicity
- Lack of global mindset
- Insufficient organizational focus
Obstacles to Learning
Resistance to learning can be caused by external or internal factors:
- Low tolerance for change
- Lack of trust
- Peer group pressure
- Bad previous experience
- Lack of organizational commitment
Leverage adult learners’ experience and relationships.
Organizational Learning
- Individual: mainly through experience and what is learned from others and training
- Group: through increase in skills, knowledge, and abilities accomplished within groups or teams
- Organizational: through shared insights and knowledge of individuals and groups and builds on past organizational memories
Roles in Career Development
- Every employee bears primary responsibility for his or her own career.
- Managers can perform the following roles:
- Coach
- Appraiser
- Advisor
- Referral agent
The Learning Organization
A learning organization adapts quickly to changes in the environment by altering organizational behavior. It provides the environment for learning and development.
*Systems thinking - how things interrelate
*Mental models – ingrained assumptions about how we understand the world
*Personal mastery – high level of proficiency in an area
*Team learning – aligning teams and developing them to achieve results
*Shared vision – look to the future and alignment about goals
Training
Providing knowledge, skills or abilities (KSAs) specific to a particular task or job
Training Delivery Tools
- E-learning
- Learning portals
- Learning management systems
- Webinars
- Mobile learning
- Virtual-world simulations
- Social media
Training ROI
- Isolate effects of training.
- Convert effects (benefits) into monetary values.
- Calculate costs of training.
- Compare.
HR professionals should be aware of their organization’s thresholds for ROI and their effects on L&D activities
Transfer of Learning
Effective and continuing application of knowledge and skills at the worksite.
Visual Learners
- Learn from seeing
- Associate information with images
Why Leaders Fail
- Inability to learn from mistakes
- Lack of:
- Interpersonal skills
- Openness to new ideas
- Accountability
- Initiative
- Assumption of dominance
- Self-identification with organization
- Thinking they have all the answers
- Demand for total backing
- Obsession with company image
- Underestimation of major obstacles
- Resistance to change and new ideas
Training Concept: Push v Pull
Push- content available to employees when it’s ready/based on training schedule; it’s pushed down to employees
Pull – content is easily accessible; more focus on the overarching development; continuous process; linked to acquiring KSAs and competencies needed for job
Job rotation v Job enlargement (or job expansion) v Job enrichment
Job rotation, also known as cross-training, refers to employee movement between different jobs. In a manufacturing setting, for example, an employee may work one day in assembly and the next day in inspection or packaging.
Job enlargement (or job expansion) occurs when the employee is given additional, different tasks within the same job. Adding more tasks gives the employee a variety of responsibilities that require the same level of skills.
Job enrichment increases the depth of a job by adding related responsibilities such as planning, organizing, tracking, and completing reports.
Task Migration (Leader Development)
higher-level leadership responsibilities are transferred to leaders at lower levels
Hardship testing
involves stretch assignments that support the development of leaders. Experiencing failures, difficulties, and periods with little or no support helps the individual develop competence and resilience.
