Deakin University External Postgraduate Courses. Maximising the benefits of employee learning and development

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1 Deakin University External Postgraduate Courses Maximising the benefits of employee learning and development

2 Contents What are Deakin University external postgraduate courses? 1 Deakin University external learning approach 2 70:20:10 principle of professional learning and development 2 support for the 70:20:10 principle 3 Why invest in Deakin University external courses? 4 Benefits of increased employee engagement 5 Benefits of applying the 70:20:10 principle to Deakin University external courses 6 Applying the 70:20:10 principle to Deakin University external courses 7 the role of management in effective employee learning and development 8 Connecting formal learning to on-the-job tasks: importance of workplace interaction and feedback 9 investing in human capital: Measurability and return on investment (roi) 10 Deakin University external postgraduate courses: Maximising performance 11

3 What are Deakin University External postgraduate courses? Deakin University External postgraduate courses offer organisations and employers operating outside Australia the opportunity for their workforce to complete a Deakin University accredited award from abroad. Deakin University has developed this wholly offshore suite of seven Deakin University External postgraduate courses specifically for overseas students. Deakin University External postgraduate courses include: Master of Communication Studies (External) Master of Construction Management (External) Master of Facilities Management (External) Master of Insurance Management (External) (Planned for delivery in 2011) Master of Laws (External) Master of Management Studies (External) Master of Retail Management (External) The Deakin University External program offers streamlined eight-credit-point master awards comprising eight units of study. Deakin University External postgraduate courses are highly affordable and offer participants the opportunity to obtain a well-regarded qualification from a world-class Australian highereducation institution. Deakin University External postgraduate courses provide an essential knowledge base for career progression. This flexible, self-directed learning program provides students with comprehensive learning materials that allow them to study full- or part-time, at their own pace. The recommended study-load for part-time students is two units per trimester and three or more for full time students. Deakin University through its Deakin University External postgraduate courses provides a crucial basis for continued employee learning and development, offering courses in a mode that allows for the successful and immediate integration of new skills into the workplace. Deakin University External postgraduate courses allow students to advance their graduate education in valued fields such as law, business, communication and construction. 1

4 Deakin University External learning approach 70:20:10 principle of professional learning and development Deakin University suggests that Deakin University External courses be complemented by a professional learning and development approach named the 70:20:10 principle. The principle underpins formalised learning experienced through Deakin University External courses, supporting student self-directed study, knowledge application and information retention leading to increased workforce engagement. The 70:20:10 principle enhances the benefits of formalised learning by providing a guide for integrating learning into the workplace. Leading global organisations such as Goldman Sachs, Microsoft, Dell, Nokia, Sony Ericsson and Reuters use the 70:20:10 principle of professional learning and development. The 70:20:10 principle suggests that professional learning and development is achieved in the following way: 70 per cent through on-the-job experience 20 per cent through peer, colleague and manager interaction and feedback 10 per cent through formal learning programs that provide the fundamental knowledge base that underpins professional learning and development. Deakin University suggests that management provide employees enrolled in a Deakin University External course with opportunities to integrate their learning into everyday workplace activities. This would enable employees to gain maximum benefit from their course by directly applying course content to workplace situations. The skills and knowledge gained through Deakin University External courses can be directly and immediately applied to better deliver business outcomes. 2

5 Support for the 70:20:10 principle Learning and development thought leaders agree that combining formal study with related and monitored on-the-job tasks is a highly effective professional learning and development method. Renowned learning and development expert Charles Jennings believes that training is most effective in the workplace environment, where it can be directly applied in the most relevant manner possible. Jennings explains that the fast-paced modern workforce is awash with information and constantly changing demands. In this environment, Jennings reasons that workplace-based and supported learning provide the best opportunity to learn, retain and apply up-to-date and relevant formalised training. This view is supported by informal learning expert Jay Cross. Cross argues that a blend of skills-based (formal) and relevant on-the-job (informal) education offers the best approach to professional adult learning. He asserts that as much as 80 per cent of learning in organisations is informal. With this in mind, the typical classroom style of formal learning, set to rigid agendas and timelines, is ineffective for most corporate learning situations. Formal learning and development is most effective and efficient when complemented by informal learning and practised continuously. Learning and development scholar Stephen Billet, along with many others, defines learning as an experiential concept, and suggests that continued professional learning and working are interdependent. Research indicates that practising and applying new study-based skills and knowledge in the workplace improves both learner retention and the ability of students to apply that knowledge in the longer term. Research by learning and development theorist Josh Bersin suggests that combining direct on-the-job experience with other forms of learning and development can increase learner retention and ability to apply newly learned knowledge. Bersin argues that by integrating formal and informal learning methods, students are able to retain and apply around 75 per cent of that learnt content, compared to only 10 per cent of information absorbed by reading alone. Jim Kirkpatrick, an evaluation thought leader, stresses the importance of management involvement, belief and investment in additional employee skills training, stating that the degree to which newly learned knowledge and skills are reinforced and supported directly correlates to improved performance and positive outcomes. 3

6 Why invest in Deakin University External courses? Investing in and retaining self-motivated employees is vital to achieve business goals and plan for future success. Research shows that individual learning underpins organisational learning. This is a view that Jennings acknowledges: Employers need to be confident that employees have the skills, capacity and motivation to continue to develop their capability every day they are working in the company. There is a large body of research that confirms learning and development are critical elements for enhancing productivity and organisational performance. A common theme of this professional development research indicates that a business climate that encourages learning is one of the strongest factors in the reduction of employee turnover and increased employee engagement, retention and use of new skills. An extensive survey of 50 global organisations by leading professional services company Towers Perrin, Closing the Engagement Gap: A Road Map for Driving Superior Business Performance, demonstrates a strong link between employee engagement and company performance. Employee engagement can be defined as the willingness and ability of employees to meet individual and company goals. Employees approach their work with enthusiasm and perform at their peak when: they feel supported by management there is opportunity to learn and use new skills on the job there is opportunity for career progression they are challenged in their role they believe in the importance of what they are doing and that their contribution can positively affect broader business goals. All of these conditions can be met when management implement and support workplace learning and development programs. Towers Perrin s year-long study revealed that companies with high employee engagement had a 19 per cent increase in operating income, while companies with low levels of employee engagement saw operating income drop more than 32 per cent. Companies with high employee engagement experienced an almost 28 per cent growth in earnings per share, while companies with low levels of engagement saw earnings per share decline by more than 11 per cent. The study also established the top two drivers of employee engagement globally. These are: 1 senior management interest in employee wellbeing and personal goals 2 opportunity for employees to learn, improve and apply new skills and capabilities in their work. Both of these critical drivers can be satisfied by implementing and creating a supportive environment for employee learning and development. The Towers Perrin report concluded that: Organisations have a pivotal role to play in developing an engaged workforce and keeping their talent highly productive engaged employees are not born, but made. 4

7 Benefits of increased employee engagement Supporting learning and development in the workplace can increase employee engagement levels and lead to: improved leadership capabilities a highly skilled, competent and capable workforce enhanced ability to meet individual and business objectives improved employee and organisational performance enhanced ability to perform in pressure situations higher employee retention higher information retention and application increased productivity increased levels of customer service satisfaction and retention. Increasing employee engagement by supporting learning and development encourages workers to commit to an organisation, believe in its objectives and mission, and unlock their full potential. High employee engagement levels provide a key competitive advantage that enables organisations to meet strategic and operational goals now and in the future. 5

8 Benefits of applying the 70:20:10 principle to Deakin University External courses Embracing employee learning and development is essential in building a skilled workforce. As we emerge from economically uncertain times, building human capital and fostering the development of talent will be pivotal in securing and expanding business opportunities. Aligning Deakin University External course content and individual employee development goals with specific organisational goals will not only ensure that a skilled employee base is cultivated and maintained, but will also help to achieve organisational goals. Benefits of supporting employee learning and development through the application of the 70:20:10 principle to Deakin University External courses are that it: maximises the relevance of course material improves employee information retention enables learning through others and learning by doing increases workplace productivity and employee engagement builds intellectual capital and leadership development, effectively and efficiently deepening the company talent pool improves work performance and enhances the ability of the business to meet organisational goals. provides a measuring device for the success of Deakin University External courses creates employee loyalty and improves employee retention fosters positive attitudes towards management maximises employees potential. Talent development should be aligned to business strategy. Deakin University External courses offer the opportunity to effectively integrate talent development with business goals to meet current and future business needs. 6

9 Applying the 70:20:10 principle to Deakin University External courses Deakin University recommends that management help employees gain the most from their study by assisting them to integrate their learning with workplace projects and tasks. Self-directed study is most effective when complemented by learning through others and learning by doing. In adopting the 70:20:10 principle, Deakin University recommends a blended professional-learning approach. This involves combining formal learning through Deakin University External courses with jobrelated assignments and continuous performance feedback from the workplace. This enables employees to apply, incorporate and assess new knowledge gained through their study. Deakin University, through the 70:20:10 principle, provides a learning guide that enables management to connect employees formal study to everyday on-the-job tasks in a relevant manner, thus boosting professional learning and development. This approach can be reinforced by a structured mentoring program to empower employees to grow. Deakin s flexible learning model includes the provision of extensive study materials of the highest quality. 7

10 The role of management in effective employee learning and development Management involvement in employee learning and development is critical. For most effective practice, management should provide a supportive environment for employees learning and development. Research by the Australian Industry Group, published in its Skilling the Existing Workforce: Consultations Outcomes Report, shows that high-performing organisations worldwide invest in and incorporate employee learning and development into their business structures in similar ways. They align and integrate employees learning and development initiatives with corporate and business planning by reviewing existing activities and initiating new learning programs to support corporate plans. The corporate culture supports these initiatives and addresses cultural barriers to learning. Their managers invest in, and are accountable for, employee learning and development. They focus on the business application of training rather than the type of training, and they consider appropriate learning options. Classroom training is de-emphasised, with employees given time to process what they have learned on the job, consistent with adult learning principles. They monitor and evaluate the progression of employee learning and development, both individually and at a company level. 8

11 Connecting formal learning to on-the-job tasks: Importance of workplace interaction and feedback Management can align practical employee job requirements and everyday tasks with Deakin University External course content by providing support networks and guidelines for sustained employee learning and development. Ongoing reinforcement and application of newly learned skills is crucial, in combination with continued monitoring and support from supervisors, to ensure sustained improvement and change. Managers can be effectively involved in taking advantage of and maximising the benefits of new employee skill-sets acquired through Deakin University External courses in the workplace by: assigning a mentor ensuring mentors develop an employee Individual Learning and Development Plan (ILDP) to align Deakin Univerity External course content with workplace projects and tasks where possible assigning departmental leaders to support learning and development goals as outlined in ILDPs holding themselves and employees accountable to ILDPs providing feedback and suggestions. Mentors can support employees learning by: aligning strategic business objectives with Deakin University External course content to create a practical agenda for mentoring (i.e. an ILDP) ensuring learning and development priorities are established and supported, including clarifying ILDP objectives, setting time frames for their achievement, and identifying potential obstacles and their solutions actively seeking opportunities for Deakin University External participants to apply what they have learned to their job maintaining ongoing dialogue to ensure the agreed ILDP is adhered to and that the work study learning process remains interconnected offering feedback and suggestions organising a timetable of regular (at least monthly) review meetings to assess progress. Management involvement from application to graduation is important. To ensure sustained improvement, managers and mentors should continue to help participants reinforce newly learned knowledge after they conclude their Deakin University External course. 9

12 Investing in human capital: Measurability and return on investment (ROI) Integrating business goals and workplace activities with Deakin University External course content provides a gauge for measuring ROI by: assessing the performance of Deakin University External course participants before and after course completion by evaluating their ability to apply knowledge learnt through Deakin University External courses to work projects aligning professional development goals set out in employees ILDPs with specific organisational goals and strategic objectives. The success of Deakin University External courses can be largely measured by the ability to meet organisational goals and objectives outlined and integrated into ILDPs. This offers a clear guide for measuring ROI. 10

13 Deakin University External postgraduate courses: Maximising performance DUE qualification provides fundamental knowledge Integrate new knowledge and perform at a new level Maximised performance Create an environment to support the integration of new knowledge A framework for successful professional learning and development 11

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15 The Deakin University External masters courses offer a streamlined, self-directed program that allows students to balance their study and working life while achieving a qualification from a highly regarded Australian learning institution.

16 Published by Deakin University March While the information in this guide was accurate at the time of publication, Deakin University reserves the right to alter, amend or delete details of course offerings and other information published here. For the most up-to-date course information please view our website at < University CriCOs PrOviDer CODe: 00113B