Improving Performance Through Continuous Learning Patty Glines-Kotecki

Objectives Experience Exposure Education In this session, we will: Identify development activities that fall within each area of a continuous learning model Explore and understand the critical role that managers play in supporting development Design a learning opportunity using a continuous learning model Experience Exposure Education

10: Learn & Develop Through Structured Courses Courses, workshops, seminars eLearning courses and modules Professional qualifications / accreditation Certification Formal education, e.g. University, Business School Design or obtain employee training that has clearly stated objectives with measurable outcomes. Measure that the content lead the employee to attain the skill or information promised in the objectives.

20: Learn & Develop Through Others Feedback Seek informal feedback and work debriefs Seek advice, ask opinions, sound out ideas Obtain coaching from manager/others Use 180 and 360 feedback tools and processes Use manager/report 1-to-1 meetings for reflection Structured Mentoring and Coaching Take on a mentoring role / get a mentor Engage in reverse mentoring Teach colleagues how to do a component of their jobs Establish or join online professional communities Communities and Sharing Proactively learn through teams/networks Narrate work / maintain a blog Curate and share info with colleagues Build internal and external personal networks/contacts Play active role in industry / professional association Exposure | Social Learning

70: Learn and Develop Through Experience Access to Best Practice Shadow a coworker to see how they do their work Participate on a project that models ideal processes and team dynamics Work with an expert Expand Scope Increase responsibility Challenging assignment Participate in a group to solve a business problem Fill in for manager on a temporary basis Change and Adversity Participate on a team to deal with a crisis Learn from a failure in a work environment Work in a situation with rapidly changing circumstances Act as a change manager on a project Challenging Relationships Work with people from different locations, business units, or functions Work with new or challenging customers Work with people who have different views Persuade and Teach Participate in the development of a business case and present to leadership Teach others how to do an aspect of their job Make Difficult Decisions Conduct and communicate a risk/benefit analysis Make a decision outside of one’s areas of expertise Exposure | Social Learning

A Manager’s Role in Supporting Development Managers play an vital role in developing their employees. When done effectively, managers can dramatically improve overall employee (and team) performance. Your challenge as a Learning/HR professional is to help managers to see value + build capability so that they can: Work with employees to identify skills and experiences that will support current performance and/or movement to a new or expanded role. Provide challenging “experience” assignments that help to build new skills and capabilities. Expect that all development includes some form of continuous learning plan For example, if an employee attends formal training (10%), they could partner with the employee to create a simple a plan for debrief and reflection (20%) and application or sharing (70%).

Continuous Learning Template Education (10%) Exposure (20%) Experience (70%)

Example – Individual Development Plan Development Area: Project Management Education (10%) Exposure (20%) Experience (70%) Attend 1.5 day “Project Management for Non-Project Managers” classroom training at Exeter College in April. Meet with manager after training to debrief “ah-has,” lessons learned, and potential barriers to applying new knowledge and skill (May). Find a mentor who is experienced in project management. Meet with them every 4-6 weeks for ongoing coaching and support (May – ongoing). Lead a project by leveraging the tools and approach learned in the training (June – ongoing). As experience is gained, act as a coach/mentor for new project managers within the department (next FY).

Example: High Level Course Design Capability: Project Management (PM) Audience: HR professionals who will lead HR or business-related projects. Education (10%) Exposure (20%) Experience (70%) Performance Outcomes 1.5 day “Project Management for Non Project Managers” classroom learning that includes the application of a simple project management methodology and toolset to a tailored case study. Leaders set expectations about the importance of PM and how the organization will use it on projects PM methodology / toolkit developed and promoted across organization (special note to participants) Establish community of practice (CoP) with class cohort via monthly discussions with facilitator (3 months) 1:1 coaching from manager and HR PM SMEs as needed Lead a project by leveraging the tools and approach learned in the training (PM methodology/toolkit). As experience is gained, act as a coach/mentor for project management. Describe how effective project management improves organizational results Define the fundamental concepts and issues related to projects and project management Describe how project management and change management work together Articulate the value of project management to peers and leaders Apply a simple project management framework and toolset to a project Contribute to PM CoP discussions Measurement Approach General Reaction: What did participants like / love? What could be improved?  Knowledge Acquired: Were the learning objectives for the training achieved? Behaviors Adopted: Are participants using their new skills/knowledge? Are leaders supporting? Have all performance outcomes been achieved? Business Application / Value: Are methodology and tools being used? How has program improved HR practice?

Let’s Design a Continuous Learning Opportunity! Education (10%) Exposure (20%) Experience (70%)