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
Can do a needs assessment or needs analysis through interviews, observation, and/or surveys
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
