2 - People: Learning and Development (From Study Group) Flashcards
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
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Adult Learning
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
Be aware of cultural influences:
- Preferred learning strategies
- Team rather than individual goals
- Topic- or subject-centered versus situational or problem-focused learning
- Instructor or individual and self-directed training
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
- Case studies
- Round robin
- Roleplays
- Structured exercises
- Simulations
- Fishbowl activities
- T-groups
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 + 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
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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
- Mental models
- Personal mastery
- Team learning
- Shared vision
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