Quote

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Quote

• HRD is Me.

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Background Workplace Learning
GETTING RESULTS THROUGH LEARNING
THE BLAIR HOUSE PAPERS
. . . outlines what managers need to do.
. . . gives managers the tools to do it.
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Getting Results Through Learning

• Written for managers
• Jargon free
• Easy to read
• Strategies to use now, without more
  money or time

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Thinking About Workplace Learning

• Is the way you do business changing?
• What is the impact of this change on how work is
  done to accomplish goals?
• How great is the need to work differently?
• What do people need to learn?
• How can learning best occur?

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Assessing Workplace Learning

• Where are you, as a manager, on a scale of 1-5 in
  achieving workplace learning?
• 1 Ive a long way to go 5 Im doing
  everything right
• What are your concerns?

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Rating Scale
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2
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Youve a long way to go
Youre doing everything right
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Barriers To Overcome

• Treating learning as an individual endeavor.
• Focusing on formal classroom training.
• Keeping business and learning separate.
• Tolerating non-listening work environments.
• Employing autocratic leadership styles.

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Planning

• Make a connection to the organizations strategic
  objectives upfront.
• Target training areas of greatest need and
  biggest payoff.
• Find the best and most cost-effective methods.
• Determine how to evaluate results.

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Strategic Alignment

• Review agencys strategic plans.
• Determine how you contribute.
• Plan learning that supports contribution.
• Focus on performance needs.
• Tie into business outcomes.
• Transfer learning into performance and results.

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Learning Strategies

• 1. Coaching
• 2. Mentoring
• 3. Job rotation/special assignments
• 4. Manager as teacher
• 5. Learning teams
• 6. Self-Development
• 7. Individual Development Plan
• 8. Meetings
• 9. Action Learning

• 10. Cross-functional teams
• 11. Workouts
• 12. Strategic planning
• 13. Parallel learning structures
• 14. Corporate scorecard
• 15. Benchmarking
• 16. Flocking
• 17. Groupware
• 18. Computer conferencing

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Questions

• What do you need to get started?
• How can HRD help you? What should they be doing?
• How will (could) this strategy help you achieve
  results? Which results?

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Coaching

• Involves listening, observing, encouraging, and
  giving feedback.
• Shapes performance needed to meet goals.
• Involves setting objectives for learning and
  developing an action plan.

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Mentoring

• Provides advice, increases understanding of the
  organization, and helps build networks.
• Develops employees by increasing their skills and
  expanding their awareness and perspective.

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Mentoring (Continued)

• Mentors typically are not in reporting chain and
  are about two grades higher than mentee.
• Provides learning outside of normal channels or
  training programs.
• Prepares mentee for new job/function.

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Job Rotation and Special Assignments

• Job rotation involves detailing to positions
  preferably outside the current unit.
• Special assignments can be short- or long-term.
• Both should provide new skills and knowledge that
  are linked to organizational goals.

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Manager as Teacher

• You set the tone, pace, work habits, and
  behavior.
• Think of every interaction with others as a
  teaching opportunity.
• Ask yourself What could be learned? How can I
  strengthen learning? Who needs to be here?

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Learning Teams

• Meet regularly to focus on own develop-ment.
• Form around particular area of interest.
• Managers role is to provide encourage-ment,
  support, and resources.

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Self-Development

• Identify what you want to learn and develop a
  plan.
• Use computer programs that help analyze skills
  and interests.
• Maintain learning logs or diaries to analyze
  lessons learned.

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Self-Development (Continued)

• Get involved in professional organizations or
  interagency committees.
• Read professional journals and trade magazines.
• As a manager, promote employee self-development
  by identifying learning opportunities.

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Individual Development Plan

• Developed jointly by manager and employee.
• Identifies development needs within the context
  of the organizations mission and performance
  requirements.
• Helps achieve results because learning is
  structured and intentional.
• Review and update regularly.

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Meetings

• View every meeting as an opportunity for
  learning.
• Look for ways to improve communication and
  understanding among members.
• Discuss lessons learned from project reports and
  special assignments.

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Action Learning

• Group effort that involves solving real problems
  and focuses on acquired learning.
• Involves a sequence of discussion, action,
  reflection, further action, and reflection.
• Use when there are no obvious solutions.

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Cross-Functional Teams

• Composed of individuals with different
  backgrounds and skills.
• Collaborate on common work issues and accomplish
  same task.
• Learn from each other and acquire greater
  knowledge of business issues and decision-making
  processes.

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Workouts

• Super-accelerated reengineering projects.
• Teams meetwithout managementto identify ways
  they can work faster and more efficiently.
• Can last from one to several days and conclude
  with a townhall meeting.
• Managers must make immediate public decisions to
  accept, reject, or ask for more information.
• Save time and money and have lasting impact on
  people.

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Strategic Planning

• Begins with the end in mind.
• Includes your vision of the future, mission,
  goals, and indicators of success.
• Sets a direction that everyone understands.

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Parallel Learning Structures

• Temporary groups that cut across traditional
  organizational boundaries.
• Formed to address a specific issue or need.
• Bring creative approaches to problems that have
  challenged traditional decision making.
• Result in bringing organization to a new level of
  awareness.

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Corporate Scorecard

• Tracks measurements that have meaning to the
  organization.
• Tracks both financial and nonfinancial measures.
• Distributed across the organization so everyone
  is reading the same score.

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Benchmarking

• Continually compares your organization with other
  organizations.
• Involves identifying areas that need improvement
  and studying best practices of those who are
  recognized leaders.

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Benchmarking (Continued)

• Best practices can then be customized to fit
  your own organization.
• Particularly helpful in looking at
• Meeting customer requirements.
• Setting relevant, achievable goals.
• Developing accurate measures of productivity.

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Flocking

• Involves small groups that come together to learn
  collectively.
• Promotes collaboration and exchange of learning,
  and establishes ongoing networks.

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Groupware

• Facilitates communication and decision-making
  processes.
• Allows for peoples anonymous input.
• Makes group work more efficient.
• Gives instant information about how work is
  progressing.

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Computer Conferencing

• An application of computer and telecommunications.
  
• Allows people to interact when separated by time
  and space.

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Aligning Strategies
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Next Steps
How can I get started and get support?
Where do I want to be?
What do I need personally to carry out this
responsibility?
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Quotation

• Learning and performing will become one and the
  same thing. Everything you say about learning
  will be about performance. People will get the
  point that learning is everything.
• Peter Block