Learning paths for key roles

Presentatie over: "Learning paths for key roles"— Transcript van de presentatie:

1 Learning paths for key roles
Case: Development tracks Product

2 The journey How did we get there ?
Context The product demand The journey How did we get there ? The result First reactions Lessons learned Future steps Demo Discover our first path

3 1 context The Product context & demand

4 The Product demand & Context
Development tracks product The Product demand & Context context High work pressure & reorganization Unstable teams + gap between moment of departure & arrival of replacement: time for training No clear onboarding & learning tracks Former initiatives are (partly) outdated + LMS that doesn’t encourage use of modern learning methods Involvement (follow-up) of manager needs to be redefined & improved Leads to: Lack of appropriate training of newcomers Uneven level of knowledge and/or skills in current CA’s, CS’s & C/FM’s Additional pressure on the teams Loss of time, challenges in day to day execution proposed solution Development tracks per function Key principles In cocreation w/ end user – ownership High impact learning methods Subject matter expert created & managed content Follow-up structure with clear role supported & carried out by management Insteek/doestelling interviews: end users gezien - input mbt eigen onnboarding + gerelateerde departementen bevraagd over hun visie hieromtremt: Input meest voorkomende issues/fouten/ … + hoe het best vermijden/ hoe informeren - beste leeraanpak + continuous learning -> Wat is impact als ze ' jouw aspect ' niet kennen End user: Inzicht in huidige onboarding: stop, start, keep – timing – inhoud – vorm Ideaal scenario? Feedback op voorstel High impact learning methods: self-learning: zelfmanagement & learner control Social learning & sociale betrokkenheid (ruimte voor refletie, feedback) Hybride: leren als continue proces dat beantwoordt aan diverse leerstijlen & context door diverse bronnen & methoden te gebruiken (online, face to face, werkplek ) + digitaliseren Kennisdeling Just-in-time Informeel

5 goal what do we want to achieve
Development tracks product goal what do we want to achieve Provide the needed support for newcomers - and their manager - in the first 6-12 months to acquire the necessary basic knowledge & competencies in order to be relatively autonomous predefined 'anchor points' on predefined points of time in the track - evaluated by N + manager + HR customization according to the assessed experience, competences & needs of the associate Insteek/doestelling interviews: end users gezien - input mbt eigen onnboarding + gerelateerde departementen bevraagd over hun visie hieromtremt: Input meest voorkomende issues/fouten/ … + hoe het best vermijden/ hoe informeren - beste leeraanpak + continuous learning -> Wat is impact als ze ' jouw aspect ' niet kennen End user: Inzicht in huidige onboarding: stop, start, keep – timing – inhoud – vorm Ideaal scenario? Feedback op voorstel High impact learning methods: self-learning: zelfmanagement & learner control Social learning & sociale betrokkenheid (ruimte voor refletie, feedback) Hybride: leren als continue proces dat beantwoordt aan diverse leerstijlen & context door diverse bronnen & methoden te gebruiken (online, face to face, werkplek ) + digitaliseren Kennisdeling Just-in-time Informeel

6 2 The journey From needs assessment over to creation (…and frustration) and finally pilot launch

7 The development process
Development tracks product The development process TNA (mgmt, end users, former jobholders & key departments) GUIDANCE – STRUCTURE what to learn, why, when & how TIME to learn is insufficient, pressure is high (for mentor as well) ROLES are unclear within filière, between filières and in exchange w/ supporting departments SUPPORT BY N+1 is very much needed but perception = it’s often lacking Design Priority: operational roles Gradual lauch of building blocks Co-creation with business Definition of clear project governance – business project team Clear role of N+1 in candidate follow-up Content creation SME toolkit Mandate Pilot launch Insteek/doestelling interviews: end users gezien - input mbt eigen onnboarding + gerelateerde departementen bevraagd over hun visie hieromtremt: Input meest voorkomende issues/fouten/ … + hoe het best vermijden/ hoe informeren - beste leeraanpak + continuous learning -> Wat is impact als ze ' jouw aspect ' niet kennen End user: Inzicht in huidige onboarding: stop, start, keep – timing – inhoud – vorm Ideaal scenario? Feedback op voorstel High impact learning methods: self-learning: zelfmanagement & learner control Social learning & sociale betrokkenheid (ruimte voor refletie, feedback) Hybride: leren als continue proces dat beantwoordt aan diverse leerstijlen & context door diverse bronnen & methoden te gebruiken (online, face to face, werkplek ) + digitaliseren Kennisdeling Just-in-time Informeel

8 The development process
Development tracks product The development process How business needs’ input is translated in the design Insights – what’s missing How tackled in program design GUIDANCE – STRUCTURE Clear structure, modular programme w/ Clear expectations: what to learn, when & how How to use Regular checks TIME High impact learning methods Just in time Self & social Micro Customizable Multiple methods for multiple learning styles ROLES Clear tracks per function w/ sufficient attention for own role in E2E processes ‘Why’ & ‘how’ of collaboration is explicitly tackled SUPPORT BY N+1 Clarification & guidance in role – manager track Regular check-ins in the end user track Co-creation

9 3 The result Reactions, lessons learned & next steps

10 “Exactly what we need” “attractive & agile, a modern way of learning”
“This will help newcomers and us, experienced colleagues, tremendously” “Great, but my manager won’t let me’ “I want it for my team as well, When can you (L&D) Deliver?” 01 02 03 Differentiated experience for key roles Focus on manager support Positioning & mandate Get the basics right for key roles by focussing on clear learning paths for jobtechnical skills – supported by high impact learning methods Through role defining workshops, a people manager track, integration in current talent processes and … a pinch of magic? If we want to be a true learning facilitator and let the learner pull his learning based on his needs, and thus co-create his own experience, the business mandate is crucial – as well as a good platform; such as Flowsparks 