Getting results through learning

OH-1OH-2Quote“HRDisMe.”OH-3BackgroundWorkplaceLearningOH-4GettingResultsThroughLearningOH-5ThinkingAboutWorkplaceLearningIsthewayyoudobusinesschanging?Whatistheimpactofthischangeonhowworkisdonetoaccomplishgoals?Howgreatistheneedtoworkdifferently?Whatdopeopleneedtolearn?Howcanlearningbestoccur?OH-6AssessingWorkplaceLearningWhereareyou,asamanager,onascaleof1-5inachievingworkplacelearning?1=I’vealongwaytogo5=I’mdoingeverythingrightWhatareyourconcerns?OH-7RatingScaleAssessingWorkplaceLearningOH-8BarriersToOvercomeTreatinglearningasanindividualendeavor.Focusingonformalclassroomtraining.Keepingbusinessandlearningseparate.Toleratingnon-listeningworkenvironments.Employingautocraticleadershipstyles.OH-9PlanningMakeaconnectiontotheorganization’sstrategicobjectivesupfront.Targettrainingareasofgreatestneedandbiggestpayoff.Findthebestandmostcost-effectivemethods.Determinehowtoevaluateresults.OH-10StrategicAlignmentReviewagency’sstrategicplans.Determinehowyoucontribute.Planlearningthatsupportscontribution.Focusonperformanceneeds.Tieintobusinessoutcomes.Transferlearningintoperformanceandresults.OH-11LearningStrategies1.Coaching2.Mentoring3.Jobrotation/specialassignments4.Managerasteacher5.Learningteams6.Self-Development7.IndividualDevelopmentPlan8.Meetings9.ActionLearning10.Cross-functionalteams11.Workouts12.Strategicplanning13.Parallellearningstructures14.Corporatescorecard15.Benchmarking16.Flocking17.Groupware18.ComputerconferencingOH-12QuestionsWhatdoyouneedtogetstarted?HowcanHRDhelpyou?Whatshouldtheybedoing?Howwill(could)thisstrategyhelpyouachieveresults?Whichresults?OH-13CoachingInvolveslistening,observing,encouraging,andgivingfeedback.Shapesperformanceneededtomeetgoals.Involvessettingobjectivesforlearninganddevelopinganactionplan.OH-14MentoringProvidesadvice,increasesunderstandingoftheorganization,andhelpsbuildnetworks.Developsemployeesbyincreasingtheirskillsandexpandingtheirawarenessandperspective.OH-15Mentoring(Continued)Mentorstypicallyarenotinreportingchainandareabouttwogradeshigherthan“mentee.”Provideslearningoutsideofnormalchannelsortrainingprograms.Prepares“mentee”fornewjob/function.OH-16JobRotation&SpecialAssignmentsJobrotationinvolvesdetailingtopositionspreferablyoutsidethecurrentunit.Specialassignmentscanbeshort-orlong-term.Bothshouldprovidenewskillsandknowledgethatarelinkedtoorganizationalgoals.OH-17ManagerasTeacherYousetthetone,pace,workhabits,andbehavior.Thinkofeveryinteractionwithothersasateachingopportunity.Askyourself:Whatcouldbelearned?HowcanIstrengthenlearning?Whoneedstobehere?OH-18LearningTeamsMeetregularlytofocusonowndevelopment.Formaroundparticularareaofinterest.Manager’sroleistoprovideencourage-ment,support,andresources.OH-19Self-DevelopmentIdentifywhatyouwanttolearnanddevelopaplan.Usecomputerprogramsthathelpanalyzeskillsandinterests.Maintainlearninglogsordiariestoanalyze“lessonslearned.”OH-20Self-Development(Continued)Getinvolvedinprofessionalorganizationsorinteragencycommittees.Readprofessionaljournalsandtrademagazines.Asamanager,promoteemployeeself-developmentbyidentifyinglearningopportunities.OH-21IndividualDevelopmentPlanDevelopedjointlybymanagerandemployee.Identifiesdevelopmentneedswithinthecontextoftheorganization’smissionandperformancerequirements.Helpsachieveresultsbecauselearningisstructuredandintentional.Reviewandupdateregularly.OH-22MeetingsVieweverymeetingasanopportunityforlearning.Lookforwaystoimprovecommunicationandunderstandingamongmembers.Discusslessonslearnedfromprojectreportsandspecialassignments.OH-23ActionLearningGroupeffortthatinvolvessolvingrealproblemsandfocusesonacquiredlearning.Involvesasequenceofdiscussion,action,reflection,furtheraction,andreflection.Usewhentherearenoobvioussolutions.OH-24Cross-FunctionalTeamsComposedofindividualswithdifferentbackgroundsandskills.Collaborateoncommonworkissuesandaccomplishsametask.Learnfromeachotherandacquiregreaterknowledgeofbusinessissuesanddecision-makingprocesses.OH-25WorkoutsSuper-acceleratedreengineeringprojects.Teamsmeet—withoutmanagement—toidentifywaystheycanworkfasterandmoreefficiently.Canlastfromonetoseveraldaysandconcludewitha“townhall”meeting.Managersmustmakeimmediatepublicdecisionstoaccept,reject,oraskformoreinformation.Savetimeandmoneyandhavelastingimpactonpeople.OH-26StrategicPlanningBeginswiththeendinmind.Includesyourvisionofthefuture,mission,goals,andindicatorsofsuccess.Setsadirectionthateveryoneunderstands.OH-27ParallelLearningStructuresTemporarygroupsthatcutacrosstraditionalorganizationalboundaries.Formedtoaddressaspecificissueorneed.Bringcreativeapproachestoproblemsthathavechallengedtraditionaldecisionmaking.Resultinbringingorganizationtoanewlevelofawareness.OH-28CorporateScorecardTracksmeasurementsthathavemeaningtotheorganization.Tracksbothfinancialandnonfinancialmeasures.Distributedacrosstheorganizationsoeveryoneisreadingthesame“score.”OH-29BenchmarkingContinuallycomparesyourorganizationwithotherorganizations.Involvesidentifyingareastha