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Semelhante a The learning and organisational development directors strategy meeting 2010 no notes
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The learning and organisational development directors strategy meeting 2010 no notes
- 1. 1 It’s a People Problem! Andy Wooler HR Technology Manager Legal & General Group Plc The Learning and Organisational Development Directors Strategy Meeting 2010
- 2. 2 Here’s the challenge: “an organisation's knowledge walks out of the door every night – and it might never come back.” SOURCE Kevin Abley (Cap Gemini) in OR Society Conference on Knowledge Management, London, Nov 1998
- 3. 3 The Knowledge Drain Over the next 5 years: • Approx. 2% of our current workforce will retire • Every year, a further 11% of the current workforce will leave voluntarily (based on 2007 & 2008 data) This could mean that over the next 5 years, some 50% of the current implicit knowledge held by our people walks out of the door and doesn’t come back
- 4. 4 Community of Practice ““A Community of Practice is a community of people who care about the domain, thus creating the social fabric for learning, sharing, inquiry & trust.” SOURCE Wenger, McDermott, Snyder, “Cultivating Communities of Practice”, (Boston, Mass: Harvard Business School Press,2002)
- 6. 6 Social Network ““A social network is a social structure made of nodes (which are generally individuals or organisations) that are tied by one or more specific types of interdependency, such as values, visions, ideas, financial exchange. friendship, kinship, dislike, conflict or trade.” SOURCE http://www.wikipedia.org/wiki/Social_Graph
- 7. 7 Knowledge Management “The art of creating value from an organisation’s Intangible Assets.” SOURCE Kevin Abley (Cap Gemini) in OR Society Conference on Knowledge Management, London, Nov 1998
- 8. 8 Here’s another challenge: “If we don’t deal with this, Corporate Comms or IT will – indeed, they may already believe they have done so!”
- 9. 9 Socialisation Externalisation Combination Tacit Knowledge Explicit Knowledge TacitKnowledgeExplicitKnowledge Internalisation Nonaka & Takeuchi, 1995 “The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation” The Knowledge Spiral
- 10. 10 Socialisation Combination Tacit Knowledge Explicit Knowledge TacitKnowledgeExplicitKnowledge Internalisation Nonaka & Takeuchi, 1995 “The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation” The Knowledge Spiral - Now Intranet Shared Drives LMS Communities Sharepoint
- 11. 11 Combination Tacit Knowledge Explicit Knowledge TacitKnowledgeExplicitKnowledge Internalisation Nonaka & Takeuchi, 1995 “The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation” The Knowledge Spiral – Future 1 Intranet Shared Drives LMS Communities Sharepoint In-House “Twitter” Instant messaging Blogs
- 12. 12 Tacit Knowledge Explicit Knowledge TacitKnowledgeExplicitKnowledge Internalisation Nonaka & Takeuchi, 1995 “The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation” The Knowledge Spiral – Future 2 Intranet Shared Drives LMS Communities Sharepoint In-House “Twitter” Instant messaging Blogs Twitter Facebook LinkedIn Wiki’s RSS Feeds Tagging
- 13. 13 KM Principles • Knowledge originates and resides in people’s minds • Knowledge sharing requires trust • Knowledge Sharing must be encouraged and rewarded • Management support & resources are essential • Knowledge is creative and should be encouraged to develop in unexpected ways • Technology enables new knowledge behaviours Working Knowledge – How Organisations Manage What They Know Davenport & Prusak, 1998
- 14. 14 KM in action • Use of support forums online instead of support contracts • ItunesU – US DOD openly share learning content • Weekly discussion using Twitter by global L&D Community • “Tweetbooks” – sharing the discussion beyond the tool • Facebook as a Learning Management System via add-on modules • Contacting business partners via Instant Messenger (Accenture do this) • LinkedIn as a networking tool – not just for job hunters! • Youtube is more than sneezing Pandas – content used by L&D • Skype used as a conferencing tool
- 15. 15 Collaboration Principles Collaboration requires several key components: • Trust • Need/Motivation • Shared Aspirations • Traditions • Listening • Courage • Critical Thinking • Time • Tolerance of Diversity • A Shared Language Source: Elliott Masie, Learning Trends 2010
- 16. My Boss My Boss’s Boss My Direct Reports
- 18. 18 Time to introduce some of my team:
- 19. 19 Time to introduce some of my team: Mark Oehlert, Defence Acquisition University, USA Elliott Masie, leading US Learning “guru” Jane Hart – Centre for Performance and Learning Technology Ben Willis, Senior Director, Product Strategy, Saba Software Donald Clarke, Board member of UFI, Line Communications & Caspian Learning
- 20. Taking the “Twit” out of Twitter Who is monitoring “L&G” as a search in Twitter?
- 21. 21 “If we trust them with a $30m aircraft & guided weapons we ought to be able to trust them with Facebook! “ Mark Oehlert US Dept of Defence Acquisition University Learning Technologies Conference 2010
- 22. 22 “If you have email and telephones, you already have a problem! “ Mark Oehlert US Dept of Defence Acquisition University Learning Technologies Conference 2010
- 23. 23 “Few enterprises offer much support for collaboration between the extremes of email and structured collaboration” Jeffrey Mann - Gartner Trends in Social Software Webinar 18th August 2010
- 24. 24 “If you hire me, you also get access to my network – so why bar access to it at work? “ Andy Wooler Learning Technologies Conference 2010
- 25. But why is this a people issue? Can IT create the context? Can Corporate Communications create the context?
- 26. Dynamic Communities that could add value • People with the same job • People with the same competency or skill requirement • People in the same location • People attending the same training event Dynamically created, you don’t have to find the community, the community finds you!
- 27. 27 “Work on your strategy for social software in HCM and Learning now! “ Thomas Otter Research Director, HCM, Gartner Saba EMEA RUG 2010
- 28. 28 “As a rule, he or she who has the most information will have the greatest success in life.“ Benjamin Disraeli
- 29. “Our challenge is to process data into information, refine information into knowledge, extract from knowledge understanding, and then let understanding ferment into wisdom” Attributed to Al Gore
- 30. If this truly is a “People Problem”, then it needs “People Solutions” to fix it!