Creating a Learning Ecosystem Tuesday, 3 November, 2015
“Aligning learning more deeply to business and people’s
needs to ensure improved performance and to deliver on
specific business goals.”
MASTERCLASS - ALIGN
© 2015 LRMG Performance Agency
Introductions
TOPIC LEAD Tracey Benettolo Executive Consultant
CLIENT SPOTLIGHT Simone Hiemstra Global eLearning Consultant | Global HR
MASTER FACILITATOR Irwin van Stawel Managing Director LRMG Africa Senior Partner
© 2015 LRMG Performance Agency
Agenda
1.
2.
3.
10 MINUTES
20 MINUTES
30 MINUTES
An Introduction to the Learning Ecosystem Tracey Benettolo| Executive Consultant| LRMG
HEINEKEN Case Study Simone Hiemstra |Global eLearning Consultant | HEINEKEN
Facilitated Session Irwin van Stawel |Managing Director LRMG Africa and Senior Partner | LRMG
© 2015 LRMG Performance Agency
An Introduction to the Learning Ecosystem Tracey Benettolo
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A Quick Story …
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A Learning Ecosystem
“…. enhances individual, team and organisational performance by connecting people, and supporting them with a broad range of content, processes and technologies to drive performance at individual moments of need”
Processes Technologies
LEARN
Content
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Why a Learning Ecosystem?
Train Transfer
Improved performance and
delivery on specific business goals
Ignoring this extends
“Time to On-the-Job application”
Com
pete
nce/
Prof
icie
ncy
On-the-Job application
Innovation and Continuous
Improvement Knowledge and Skill
Acquisition
Time
Sustain CONTINUOUS LEARNING JOURNEY
Organisations with a strong learning culture significantly outperform their peers… - Bersin by Deloitte “ ”
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© Ontuitive, 2013
Tuning into the “Learner Voice” LEARNER PREFERENCES*
Rated as essential or highly useful methods for learning what they need for the job:
1. 91% team collaboration
2. 81% manager support
3. 73% web search
4. 83% conversations / meetings
5. 67% support from mentor / coach / buddy
6. 64% formal education course
7. 55% internal company documents
8. 52% internal networks / communities
9. 50% mobile
10. 49% live online learning / 47% self-paced e-learning
**INDIVIDUAL MOMENTS OF NEED
NEW
MORE
SOLVE
CHANGE
APPLY
“Provide me with any new knowledge and skills I need for my job”
“Give me an easy way to learn more in relation to what I already know”
“Help me to apply, what I have learned, back into the workplace”
“Give me easy-to-find answers ,when problems arise, things break or don’t work the way they were intended”
“Give me the tools and support I require to change/ adapt my current work practices”
FORM
AL
INFO
RMAL
* ©Towards Maturity 2015, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2
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** Innovative Performance Support Conrad Gottfredson and Bob Mosher, 2011
Leveraging the Learning Ecosystem
FORMAL INFORMAL
FORMAL LEARNING SOCIAL LEARNING EXPERIENTIAL LEARNING 10 20 70
New | More Apply | Solve | Change
Learning individually through structured courses,
programmes and experiences
Learning with and through others
Learning through exposure to experience, deliberate practice and reflection
Dependent (structured)
Interdependent (social and collaborative)
Independent (supported by tools and information)
L&D MANAGES L&D SUPPORTS L&D LEARNS FROM
Learning Events | eLearning and Distance Learning | Structured Workplace
Experiences | Assessment and Accreditation
Coaching and Mentoring | Social Networking and Collaboration |
External Experiences
Career Growth and Development | Knowledge Management | Performance Support
© 2015 LRMG Performance Agency
Charles Jennings & Jane Hart, Adapted
Enabling the Learning Ecosystem
…supported by social learning (20%) and on-the-job experiential learning (70%) that drives the application of formal learning (10%)
AWARENESS
ADOPTION/ ADVOCACY
Unaware
Awareness of change required
Desire for change
Know how to change
Ability to change
Reinforce the change
Campaign-based learning collateral
Micro-learning assets to demystify basic concepts
Pre-session engagement to ensure readiness
Live action session (s)
Post-session social and experiential learning and support to drive on- the- job application
Tracking and Monitoring “Working out Loud”
ACCEPTANCE LE
VEL O
F CO
MM
ITM
ENT
(MIN
DSET
| B
EHAV
IOU
R CH
ANGE
)
STATUS QUO
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© 702010forum.com
TIME VISION/ OBJECTIVES © ADKAR Commitment Curve, Adapted
HEINEKEN Case Study Simone Hiemstra
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HEINEKEN
• Founded in 1864 by Gerard Adriaan Heineken • In 2014 the second largest brewer globally by
revenued
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HEINEKEN in Africa
• 1900: First import of Heineken beer • 1946: Nigerian Breweries
incorporated • 1949: Launch of STAR lager beer • 2015: 20% of total HEINEKEN beer
volume
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HEINEKEN in 2015
• #1 international premium brand, available in over 170 markets
• The HEINEKEN company owns and sells more than 250 brands worldwide
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Matrix Organisation
An internationally diverse, dynamic, committed and entrepreneurial team.
Local Functions
Regional Functions
8 Global Functions Global HR:
CoE
81.000 employees
4 Regions
79 Opcos 160 Breweries
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Mission and Strategy
To become a true learning organisation • Need for Framework to measure ourselves against as an organisation and
as a global function – Baseline measurement: Where are we now? – And where do we want to be?
• Need to align Global Functions in L&D activities – Need for shared language – Where can we work together and where are we unique?
• More/better collaboration across functions • Share best practices & identify quick wins
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The HEINEKEN LAB
• Alignment: Launch of the LAB - The HEINEKEN Learning Advisory Board – Quarterly sessions with all Functional L&D owners
• Framework: Creation of L&D Scorecard with 4 components: – Business alignment – Governance & Strategy – Program development – Program delivery
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L&D Scorecard
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Learning Maturity Model
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Learning at HEINEKEN: Initial Mapping
Bold = HEINEKEN average based on interviews Transparent = HEINEKEN best practice White = Gap to “highly effective” in dimension
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Example: 4. Programme Delivery
• What are the key challenges and issues that your function faces?
• What examples of good practice can your function share?
• What are the quick wins we can take as a group?
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Best Practice HR Shared: 70:20:10
First Line Manager Development Program Leadership Development Program
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First Line Manager Development Program
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70-20-10 in FLM DP
25
Kick off
CLG On the job
Class-room
CLG On the job
CLG On the job
On the job
CLG Class- room
Start Closing
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Formal Learning (10)
26
• Online learning based on the Leadership Competencies and using Skillsoft SLA
• Classroom sessions
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Social Learning (20)
27
• Continuous Learning Groups -> Encourage practical application of learning
• At least 1 certified coach on location • Separate CLG certification program with the
Global L&D department in Amsterdam
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Experiential Learning (70)
28
• Apply what has been learned and reflected on in the formal and social learning on the job – In the coaching sessions participants present an issue they
encountered and ask colleagues for advise • Awareness and involvement of Line Manager and MT
– ‘Monitor’ progress of the development – Offer encouragement, provide reflection and learning moments
on the job • Part of Personal Development Plan
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HEINEKEN LAB: Lessons Learned
29
• Keep going back to the scorecard – Use it as reference point – They mark ‘the good’ (share and use) and ‘the bad’ (change and learn) – Where are we now?
• HR is facilitating but not owning: – Listen to the group: regular evaluations – Everybody is responsible for bringing content in the sessions
• Use it as a network opportunity – Collaboration between individuals and the group – Sharepoint site to share
• Governance: Be clear on what the group does and does not do
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Facilitated Session Irwin van Stawel
© 2015 LRMG Performance Agency