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5 Steps to Create a High Impact Learning

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5 Steps to Create a High Impact Learning

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Through this presentation, we bring you insights into how high impact learning can:
» Increase efficiency, productivity and profit for an organization
» Increased employee satisfaction
» A developed sense of ownership and accountability
» An enhanced ability for workers to adapt to change

Learn more about:
» How people are leaning today
» What people are learning
» Transformative learning
» Evolving Role of L&D and Content
» Framework to create a High Impact Learning

Through this presentation, we bring you insights into how high impact learning can:
» Increase efficiency, productivity and profit for an organization
» Increased employee satisfaction
» A developed sense of ownership and accountability
» An enhanced ability for workers to adapt to change

Learn more about:
» How people are leaning today
» What people are learning
» Transformative learning
» Evolving Role of L&D and Content
» Framework to create a High Impact Learning

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5 Steps to Create a High Impact Learning

  1. 1. BY NETCOM LEARNING BY NETCOM LEARNING
  2. 2. AGENDA How people are learning today Evolving Role of L&D and Content Framework to create a High Impact Learning Transformative learning What people are learning
  3. 3. Whatis aculture of learning?
  4. 4. Advantages of a High Impact Learning 1 2 3 4 5 6 7
  5. 5. HighImpactLearning,whyitmatters? • 32% more likely to be first to market • 37% greater employee productivity • 34% better response to customer needs • 26% greater ability to deliver quality products • 58% more likely to have skills to meet future demand • 17% more likely to be market share leader
  6. 6. What are people learning? LEARNING HAPPENS EVERYDAY
  7. 7. According to researchers, the three dimensions of transformative learning are: Change In Understanding Change In Actions Revision of belief system Psychological Behavioral Convictional Transformative Learning
  8. 8. • EMPLOYEE Employment engagement goes up. • A “Growth mindset” takes root yielding ever-higher levels of performance. • Enhanced creativity and innovation drives individual and team success. • Employee motivation goes up. • New technology skills are easier to obtain. • Leadership development gains priority. Benefits of transformative learning
  9. 9. Only 31% of organizations report having a culture of learning
  10. 10. EMBRACE L&D’S NEW ROLE: SUPPLY AND EMPOWER Workers’ typically start their learning experiences with social and search – not with L&D or HR
  11. 11. TRADITIONAL L&D IS NOT OBSOLETE. BUT IT ISN’T COMPLETE. On average, workers give their employers’ learning and development opportunities a Net Promoter Score of… Detractors (-100) Promoters (+100) -31
  12. 12. THERE’S A MASSIVE OPPORTUNITY IF WE CAN HELP THEM – IN A WAY THAT SUITS THEIR HYPER- BUSY LIVES
  13. 13. EMPOWER INDIVIDUALS IN L&D’S NEW ROLE Learning as an individual process
  14. 14. EVOLVING YOUR CONTENT STRATEGY
  15. 15. OWNERSHIP OF A LEARNING MINDSET 58 minutes of Learning
  16. 16. Some key stages in creating a learning culture in the workplace are as follows: • Formalize training and development plans. • Give recognition to learning and promote from within. • Get feedback. • Develop knowledge and information sharing into a formal process. Create a learning culture in your organization
  17. 17. Howdoyougetstarted ? Building a learning organization doesn’t happen overnight—it takes a long-term commitment, thoughtful planning, and a steady supply of resources. You’ll need to build a learning culture, develop learning plans, and create a system for managing your learning operation.
  18. 18. Learning Culture Right Leader Right People Right Behaviors Right Resources Learning Plan Learning Goals Competency Models Learning Methods Learning Assessments Learning Operation Content Delivery Technology Administration and Marketing All successful organizations have one thing in common: ”They understand the value of learning.“ Check the Sarder framework: Best Practices in Learning Organization
  19. 19. To build a learning organization, you must transform the existing culture into a learning culture. Accomplishing that transformation requires: Framework for High Impact Learning Culture Learning Culture Recognizing Right Leaders Right People Right Behaviors Right Resources
  20. 20. The Right Leader The Right People The Right Behaviors The Right Resources Recognizing the Learning Culture
  21. 21. The advantage: Keep Your Company Competitive by Developing a Learning Culture
  22. 22. KEY TAKE-AWAYS • People are motivated to learn. • Traditional approaches don’t work well • Busy people want to be in control. • Make content easy to find, easy to access
  23. 23. Special Promotion Trial Version & 20% First Time User discount on Soft Skills E-Learning Courses (Limited Period Offer, Register NOW) Log onto www.sarderlearning.com Coupon Code: SARDER20
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  26. 26. Watch the Live Demonstration Watch the recorded webinar here!
  27. 27. Our live webinars will help you to touch base a wide variety of IT, soft skills and business productivity topics; and keep you up to date on the latest IT industry trends. Register now for our upcoming webinars: Debunking the Power of Big Data with Hadoop Enhance Business Communications using Skype for Business Excel Pivot Tables - Going from Data to Information 5 Ways to Simplify Work for Smart Results General Features and Functionality of Office 365
  28. 28. To get latest technology updates, please follow our social media pages!
  29. 29. Copyrights 2017 by NetCom Learning NetCom Learning helps build innovative learning organizations in the workplace by structuring a smarter workforce, supporting changes, and driving growth. Since 1998 we have been empowering organizations to reach optimal performance results and address challenges by managing all aspects of organizational learning. Learn more at www.netcomlearning.com

Notas do Editor

  • Collection of:
    Organizational conventions,
    Values,
    Practices and processes.

    These conventions encourage employees and organizations develop knowledge and competence.

    What is a learning culture?
     
    A learning culture is a collection of organizational conventions, values, practices and processes. These conventions encourage employees and organizations develop knowledge and competence.
    An organization with a learning culture encourages continuous learning and believes that systems influence each other. Since constant learning elevates an individual as a worker and as a person, it opens opportunities for the establishment to transform continuously for the better.
  • The Advantages of a High Impact Learning

    There are many benefits of a cultivated learning culture in an organization. These include, but are not limited to:
    1 - Increased efficiency, productivity and profit
    2 - Increased employee satisfaction and decreased turnover
    3 - An improvement mindset among employees
    4 - A developed sense of ownership and accountability
    5 - Ease in succession/transition
    6 - A culture of knowledge inquiry and sharing
    7 - An enhanced ability for workers to adapt to change
     
    For learning to be effective in an organization, the knowledge that is encouraged must be related to the business. More so, individuals in an organization should be working together rather than learning individually. Shared learning enables companies to increase their staff quicker and solve problems more efficiently.
     
    Employees increasingly value a workplace that nurtures learning. But why does it matter?
     
    The new generation of employees entering the workforce has grown up in a world of constant change and innovation. Employees want to learn continuously and expect that their employers value and nurture their potential. The global, mobile, transient nature of this new workforce makes it easy for employees to jump ship for organizations that offer more growth and development opportunities.
    To become the kind of employer that attracts and retains talent, organizations need to create a high-impact learning culture.

  • High-Impact Learning Culture, and why does it matter?
     
    Most HR professionals know that a culture of learning is important to the health of the organization. But few can say why—or even define what it means to have an effective learning culture.
     
    A learning culture is a set of organizational values, conventions, processes, and practices that encourage
    individuals—and the organization as a whole—to increase knowledge, competence, and performance. “High impact” simply describes the idea that the learning culture positively impacts business results. In other words, it makes a difference.
    High-impact learning organizations are better at things like skills development and talent
    development. According to a study by Bersin & Associates, titled “High-Impact Learning Culture: The Best 40 Best Practices for Creating an Empowered Enterprise” HILOs that have a strong
    learning foundation in place tend to significantly outperform their peers in several areas:
     
    • They are 32 percent more likely to be first to market.
    • They have 37 percent greater employee productivity.
    • They have a 34 percent better response to customer needs.
    • They have a 26 percent greater ability to deliver quality products.
    • They are 58 percent more likely to have skills to meet future demand.
    • They are 17 percent more likely to be market share leader.
  • What are people learning?
     
    People learn about their positions, job skills, policies and procedures, and colleagues.
    They also learn who has power and influence, whether leaders are trustworthy, if risk taking is rewarded, and if harassment is tolerated.
    In other words, they learn about the real values of your organization, not just those posted on its website.
  • Transformative Learning
     
    Transformative learning is the expansion of consciousness through the transformation of worldview and capacities of the self. It’s an act of changing how we see and do things.
     
    According to researchers, the three dimensions of transformative learning are:
     
    Change In Understanding Knowledge, information, models, and theories shift the learner’s understanding and provide the “why
    Change In Actions
    The learner uses observation, application, and experimentation to do something differently
    Revision of belief system
    The learner permanently shifts a perspective or view, often through “Aha!” moment or insight
     
    Do you have a transformative learning culture that makes your organization more successful? Or do you have a neglected learning culture that breeds conformity and stagnation?
     
    Organizations with neglected learning cultures experience high talent turnover, struggle to keep customers, and ultimately fall behind competitors. These organizations may be profitable in the short term, but they ultimately fail.
     
    Organizations with a transformative culture of learning thrive. At these organizations, it’s understood that learning is a natural process, that people yearn to grow. These organizations cultivate potential through learning opportunities and experiences.
  • The benefits of transformative learning
     
    Creating a transformative culture of learning pays off. Consider how these benefits would affect your productivity and profit.
     
    Employment engagement goes up, directly impacting productivity, staff retention, and customer satisfaction, according to studies by Gallup, Blessing White, Bersin, and McLean and Company.
     
    A “Growth mindset” takes root yielding ever-higher levels of performance. Research by Dr. Carol Dweck shows that people with a growth mindset learn from mistakes and actively seek out new challenges.
     
    Enhanced creativity and innovation drives individual and team success. Dr. Brené Brown’s research on vulnerability and shame shows that risk-taking invites valuable lessons that come from failure.
     
    Employee motivation goes up, According to the book Drive: The Surprising Truth About What Motivates Us by Dan Pink, studies show that humans are most motivated by autonomy, mastery, and meaningful purpose. Learning contributes to all three.
     
    New technology skills are easier to obtain. People need frequent training on new and ever-changing devices, software applications, and social media tools. On-demand learning not only saves time and money but empowers learners to find their own answers.
     
    Leadership development gains priority. “Human” skills like leadership, self control, empathy, communication, conflict resolution, and cultural competence are critical to the success of any organization. These skills can be learned and honed through learning experiences.
     
  • Embrace L&D’s new role – Supply and Empower
     
    Workers’ typically start their learning experiences with social and search – not with L&D or HR
  • Traditional L&D is not obsolete. but it isn’t complete. On an average, workers give their employers’ learning and development opportunities a Net Promoter Score of:
     
     
    More learning doesn’t always mean better L&D, the best organizations build a culture of productive learning
     
    Opportunity: Personalize learning opportunities – don’t just increase available content
    Capability: Teach employees how to learn – don’t just provide learning content
    Environment: Share ownership of learning environment – don’t just mandate learning
  • Embrace L&D’s new role – Supply and Empower
     
    Workers’ typically start their learning experiences with social and search – not with L&D or HR
  • Learning as an individual process -
    Empower individuals to take ownership of their development.
    Right size resources and weave into their daily workflow & personalized development interventions.
    We have seen at least a 2x increase to individual engagement.
    Increased value from learning investments.

  • Role of content
     
    Evolving your content strategy is the key element. Finding the Right Information at the Right Time and in the Right Format. We can’t do that for our employees – we have to enable them to do that for themselves. Critical is to build content into the workflow.
     
    People know that a lot of learning content is available, but don’t feel they can take time away from their jobs for learning. Enabling employees to take time during the workday to learn, without having that learning compete with the performance goals for which they are being held accountable. People make time for the things they deem important. We need to position learning as critical to employees’ growth and success, and then help them find solutions within the context of their workday.
  • Ownership of a learning mindset: 58 minutes of learning –
    A global broadcaster wanted to develop a culture of productive learning. Prescribed training interventions had delivered limited impact. They shifted dramatically to a shared ownership of a learning mindset. Individuals felt more empowered, enabled with the right knowledge and engagement increased significantly.
  • How to Create a Learning Culture in an Organization
     
    There are many benefits to creating a learning culture in your organization, a culture that fosters curiosity and healthy risk-taking. In a true learning culture, workers value a growth mindset and a shared mission. Everyone is inclined to learn and expand upon their skills and to share their knowledge with others generously.
     
    Companies with strong learning cultures typically outperform those without. Especially in this ever-shifting business landscape, companies who employ nimble learners, creative problem solvers and workers with high emotional intelligence will be the companies who thrive. A strong learning culture will not only attract top talent who embody those traits, but also cultivate and maximize their potential as well. In a recent article, we examined the benefits of building a culture around learning, and today we’ll look at how to go about doing so.
     
    The first step in creating a culture of learning in your workplace begins with your leaders. Since they are reinforcing training initiatives, they should be supportive of a learning environment. Otherwise, they should alter the way they see the company and look at it from a different perspective.
    Some key stages in creating a learning culture in the workplace are as follows:
     
    Formalize training and development plans. For a learning culture to be ingrained, it should be mandatory for all individuals in the organization. Training and development plans that are not formalized run the risk of not being taken seriously and as a result, not implemented.
    Give recognition to learning. Employees who have successfully learned new skills and abilities should be recognized and encourage others to follow suit.
    Promote from within. One of the advantages of training is having employees who are ready for a bigger role. Announce an internal job posting to encourage employees to gain knowledge.
    Get feedback. Sessions and polls should regularly be done to evaluate the benefits of training and development, as well as to determine whether the training investment is well spent.
    Develop knowledge and information sharing into a formal process. People will be more encouraged to share knowledge and information if they are required to do so. Formalizing the process makes sure that everyone who needs the information gets it.
  • How Do You Get Started?
     
    Culture is easy to talk about but hard to implement. The High-Impact Learning Culture Model we are focusing on here is a result of an extensive research and years of experience from an entrepreneur and author Russell Sarder.
     
    In his book, ‘A Framework for Building a Learning Organization’, he states that all successful organizations have one thing in common: they understand the value of learning. Building a learning organization doesn’t happen overnight—it takes a long-term commitment, thoughtful planning, and a steady supply of resources. You’ll need to build a learning culture, develop learning plans, and create a system for managing your learning operation.
  • Framework for High Impact Learning Culture
     
    Culture is the sum of ways of living created by a group and transmitted from one generation to another. It’s culture that makes one country, region, or group different from another. Organizations also have unique cultures that shape their workplaces, and it’s that culture that differentiates a learning organization. To build a learning organization, you must transform the existing culture into a learning culture.
     
  • Accomplishing that transformation requires these 5 steps:
     
     
    Recognizing the Learning Culture:
    Organizational cultures don’t spring into being. They evolve over time, usually reflecting the personalities and values of their founders or initial leaders, with unconscious or deliberate alterations by subsequent leaders.
    The culture of an organization is made visible by things like – physical layout of the space, the policies, the rules; the words people use and the means they use to communicate with one another; how people dress and what they put on walls; the stories they tell; and the events and celebrations they hold. That’s what happens when you transform a traditional organization into a learning organization – you alter its culture.
    Conscious shifts in attitudes, beliefs, and behavior happen only over time and with constant effort. Transforming your organization’s culture requires a long-term commitment to action from you and the organization’s senior leaders.
     
    The Right Leader:
    Transforming an organization’s culture starts at the top: leaders must have the vision and the will. They must believe in the value of learning, and they must be learners themselves. Leaders who are passionate learners communicate their vision and help people understand why learning is important to achieving organizational and personal goals. They create a learning environment, provide programs and activities, and reward learning efforts.
     
    The Right People:
    A learning culture is built by its people. To transform your organization’s culture, you need people who have open minds, are good collaborators, are willing to question, are not afraid of change, and who welcome opportunities to learn. Learning organizations actively seek such people among their current employees and when they recruit.
     
    The Right Behaviors:
    Collaboration, innovation, experimentation, risk taking, and information sharing are hallmarks of a learning organization. In such organizations, people challenge established ways of doing things and explore new ideas for getting better.
     
    The Right Resources:
     
    Leaders of learning organizations recognize that learning is an essential cost, and they demonstrate their support by providing the necessary resources. Following the Sarder Principle, they spend at least 2 percent of their total revenue on learning and development.
     
  • The advantage:
    Keep Your Company Competitive by Developing a Learning Culture
     
    Since the business environment quickly changes, many companies feel pressure to learn faster than the competitor or risk losing the business altogether. This is apparent in digital technology where companies keep churning out new models of products at a fast pace to outperform competitors who are doing the same.
     
    Developing a learning culture is no longer just another fanciful idea. It is becoming more imperative for companies to cultivate learning if they wish to stay in business.
     
    The question that every organization faces as it considers a learning culture is its readiness to embrace such a radical concept. Is your company ready to give up confrontational attitudes for an open culture of trust and inquiry? Are you ready to unlearn competition among groups and individuals, and replace it with cooperation, openness and dialogue? If so, your organization may be on its way to developing a learning culture. This will enable you not just to survive in a hostile business environment but to grow organically and thrive.
  • Key Takeaways

    People are motivated to learn. But they’re just hyper-busy.

    Traditional approaches don’t work well for busy people. They need a much faster and more flexible way of learning.

    Busy people want to be in control. Share that control with them.

    Understand where they are, online and offline - they are your customer. Market vigorously to them, so learning is at the front of their minds.

    Make content easy to find, easy to access, and enjoyable, in small chunks of time as part of their normal workflow.
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