1. Presented by Rosalie Olson Dynamic Resource Management Re-Framing Manitoba’s Workplace Conference, December 2, 2010 Achieve Strategic Results Expanding the Learning Journey Through RPL

2. RPL Project Goals Design RPL model to support succession planning needs at Manitoba Hydro Support corporate goal to increase educational requirements for HR Advisor role Dynamic Resource Management © 2010

3. Overview of Manitoba Hydro Prior Learning Assessment Process Prior Learning Assessment Process: Portfolio Method Develop the Standard: Define Minimum Knowledge & Skill Requirements Candidate Self-Assessment & Evidence to Demonstrate Knowledge & Skills Recognition of Knowledge & Skill Requirements Met. Development Plan to Address Knowledge & Skill Requirements Panel Assessment Dynamic Resource Management © 2010

4. Define the Standard RPL Model = creation of internal standard that defined the minimum body of knowledge and skills considered critical to perform effectively in HR Advisor role Dynamic Resource Management © 2010

5. Achieve Strategic Results Aligned RPL with multi-corporate strategic goals Expanded pool of HR advisors who were qualified to compete for senior HR supervisors and managers Integrated RPL learning plans with individual performance plans Improved quality of information to support succession planning decisions Engagement with leadership team Dynamic Resource Management © 2010

6. Achieve Strategic Results New level of recognition of expertise within HR Family Clarity and agreement on the “minimum standard” and aligned with industry trends Equipped employees to compete for positions that required the new minimum education standards Portfolio = career tool Introduction of PLAR projects Dynamic Resource Management © 2010

7. Reality Check Range of perceptions about PLAR Different comfort levels with new higher levels of education requirements (corporate/industry) Different opinions about minimum education standard Concerns about having to “prove” your value at this stage in their career Concerns the process would “evaluate” performance, not assess learning Skepticism about what will PLAR really do for them Normal reactions to change Dynamic Resource Management © 2010

8. How to Achieve Strategic Results

9. Commitment to PLAR Principles Transparency + Rigorous + On-going Support Customization each step of way Established corporate learning culture Follow through – 5 year project Dynamic Resource Management © 2010

10. Unexpected Good Things More employees applied than anticipated Early success of first candidates Quality of candidates – peer learning Roadblocks led to re-thinking and innovative learning options Added more strategic goals as project progressed Dynamic Resource Management © 2010

11. Insights Importance of “theory” through formal education Expertise of the PLAR Advisory Panel Decisions & judgments that proved critical Long-term commitment to help candidates Significance of the paper trail Important role of the HR Managers Lessons learned Dynamic Resource Management © 2010

12. Expand Learning Journey R = Recognition through assessment PL = Prior Learning Value of all learning but need to reflect RPL’s impact on future learning Dynamic Resource Management © 2010

13. Lead Effective Workplace Learning Essential Skills Framework Strategic Focused Relevancy Customized Continuous Dynamic Resource Management © 2010

14. Expand Learning Journey Integrated theory Access to key courses equivalent to university level How to think and reflect Experiential learning Skill demonstration Peer learning Linked to individual career goals (generalist versus specialist) Recognition of evolving role of HR practitioner

15. Lead Effective Workplace Learning “Serve the learner and ultimately the corporate goals will be well met.” Rosalie Olson