GUIDE TO A SUCCESSFUL EVENING TOGETHER OPEN MIND OPEN SHARING, NETWORKING & PEER SUPPORT SCIENCE & ART

Transcription

1 THE EVOLVING RELATIONSHIP BETWEEN LEARNING, DEVELOPMENT, INNOVATION, & CHANGE ATD SCC 5:45 PM 8:00 PM, Norwalk Inn, Norwalk, CT April 24, 2017 Facilitated by: Eric D. Hieger, Psy.D.

2 GUIDE TO A SUCCESSFUL EVENING TOGETHER OPEN MIND OPEN SHARING, NETWORKING & PEER SUPPORT SCIENCE & ART ALLOW YOURSELF TO BE CHALLENGED AND CHALLENGE YOURSELF THOUGHTS, IDEAS, PERSPECTIVE, ASSUMPTIONS, BELIEFS, BEHAVIORS

3 Category: Model Learning Organization Maturity Model November 2013 The Bersin by Deloitte Learning Organization Maturity Model is a product of both quantitative and qualitative analysis conducted as part of our ongoing research effort in the area of high-impact learning organizations. This model outlines four levels of maturity for learning organizations. Copyright 2013 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material Available to Research Members Only. 3

4 LEARNING ORGANIZATION MATURITY MODEL Figure 1: Bersin by Deloitte Learning Organization Maturity Model Level 4: Organizational Capability Development Source of business performance capability and learning agility Executive-driven Cultural and systematic focus Level 3: Talent and Performance Improvement Source of talent development and performance consulting Integrated with HR / talent management Process and tech focus Level 2: Training and Development Excellence Source of designed instruction Evolving governance and operations Improving L&D core processes Program focus Level 1: Incidental Training Source of ad-hoc job support Mentoring and apprenticeship Emerging need for professional training Subject-matter expert focus Copyright 2013 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material Available to Research Members Only. Source: Bersin & Associates,

5 LEARNING ORGANIZATION MATURITY MODEL Level 1: Incidental Training Main characteristics of a Level 1 organization include: Focus is on making work more productive No central L&D organization and lack of standards On-the-job training through shadowing and coaching Many reactive or tactical solutions in place Driven by local subject-matter resources Some formal training, but lots of training activities Copyright 2013 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material Available to Research Members Only. 5

6 LEARNING ORGANIZATION MATURITY MODEL Level 2: Training and Development Excellence Main characteristics of a Level 2 organization include: Large focus on training and instructional excellence sometimes elaborate and lengthy programs Centralized L&D function or a corporate university with some clear roles; focus is on governance and operations L&D is very much a support function; not well-aligned with business Some standards for content and delivery exist; e-learning is a delivery type Copyright 2013 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material Available to Research Members Only. 6

7 LEARNING ORGANIZATION MATURITY MODEL Level 3: Talent and Performance Improvement Main characteristics of a Level 3 organization include: Focus is on talent and organizational performance, and L&D intersects and collaborates with the talent management function Recognizes the role of a learning culture and strives to do more than deliver training Includes performance consulting and measures performance results Development planning and leadership are integrated Copyright 2013 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material Available to Research Members Only. 7

8 LEARNING ORGANIZATION MATURITY MODEL Level 4: Organizational Capability Development Main characteristics of a Level 4 organization include: Largely aspirational (not many organizations have achieved this level) Focus is on organizational capability, career paths, expertise directories, and building leverage Highly aligned with business goals and organization leadership, and learning is owned by the business L&D may be smaller, but is agile and responsive Culture embraces continuous and informal learning, and L&D has learned to measure these new methods Copyright 2013 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material Available to Research Members Only. 8

9 GUIDE TO A SUCCESSFUL EVENING TOGETHER

10 ACTIVITY REFLECT: WHERE IS YOUR ORG/CLIENT NOW? DO YOU FEEL THAT YOUR ORG/CLIENT IS MAKING PROGRESS? *IF YES, HOW SO? WHAT S CHANGING? * IF NOT, WHY? 3R: DISCUSS WITH YOUR TABLE GROUP 10 MINUTES

11 ACTIVITY YOUR PERSPECTIVE: WHAT IS THE DIFFERENCE, IF ANY, BETWEEN TRAINING, LEARNING, & DEVELOPMENT? 3R: DISCUSS WITH YOUR TABLE GROUP 5 MINUTES

12 ACTIVITY KEY QUESTIONS FOR L&D LEADERS & PROFESSIONALS: 1. WHO IS YOUR CUSTOMER? 2. WHOM DO YOU SERVE? 3. WHO ARE YOUR SPONSORS? 4. WHO ARE YOUR STAKEHOLDERS? 5. WHAT IS THE OVERARCHING PURPOSE OF L&D? 6. WHAT IS THE OVERARCHING DEVELOPMENT PHILOSOPHY? 7. HOW IS L&D INTEGRATED INTO THE TALENT ECOSYSTEM? 8. HOW IS YOUR ORG/CLIENT MATURING/IMPROVING? 3R: DISCUSS WITH YOUR TABLE GROUP 15 MINUTES

13 CHANGE =

14 Change = Learning = Growth

15 Change Learning Growth

16 CHANGE LEARNING GROWTH

17 CHANGE = Learning, Unlearning, New Learning, Growth, Next Level Integration

18 WHY CHANGE? CHANGE? RESULTS!

19 THE VALUE OF A LEARNING PROFESSIONAL Learning & Development Professionals Instructors, Teachers, Trainers, Experts, Coaches, Guides, Metrics Reporters, Data Analysts, Event Planners

20 FEAR OF COMMODITIZATION AND OUTSOURCING? Make Yourself Outsource Resistant! How, you ask?

21 THE VALUE OF A LEARNING PROFESSIONAL Learning & Development Professionals = Business Solution Architects, Change Leaders, Experience Designers, Talent Scouts, Talent Concierges, Nodes/Connectors

22 IT'S WHO YOU KNOW

23 IT'S NOT WHO YOU KNOW IT'S WHO KNOWS YOU.

24 3C MODEL Context Culture PROPRIETARY MODEL ERIC D. HIEGER, HIEGER, PSY.D. PSY.D. Climate

25 3C MODEL Designing Context Shaping Culture Creating Climate PROPRIETARY MODEL ERIC D. HIEGER, HIEGER, PSY.D. PSY.D.

26 NEW WORLD OF LEADERSHIP & ADVANCEMENT? HIERARCHY: VERTICAL MATRIX: OMNI-DIRECTIONAL NETWORK: SOCIAL & TRIBAL, INDIVIDUAL VS. TEAM

27 YESTERDAY TOMORROW PROGRAMS, EVENTS, TRAININGS FORUMS / SUMMITS / CONFERENCES TEAMS COMMUNITIES CONTENT / CURRICULUM DRIVEN EXPERIENCE DRIVEN INDIVIDUALLY FOCUSED SYSTEM FOCUSED INDEPENDENT INTERDEPENDENT LEARNING AWAY FROM WORK LEARNING EMBEDDED IN WORK

28 KEY CONTENT AREAS: TALENT DEVELOPMENT Business Acumen Critical & Strategic Thinking Creativity, Innovation, Failure Collaboration Network Leadership Influence Without Authority Change Agility Learning Agility

29 The measure of intelligence is the ability to change. Albert Einstein Those who cannot change their minds cannot change anything. George Bernard Shaw

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31 ERIC D. HIEGER, PSY.D. FOCUS FORWARD COUNSELING AND CONSULTING, INC.