garry hearn. training education on ops at home at work building capability through l&d
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Training Education On Ops At home At Work Building Capability through L&DTRANSCRIPT
Garry Hearn
Training
Education
On Ops
At home
At Work
Building Capability through L&D
‘where people continue to expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured,
where collective aspirations are set free, and where people are continually learning how to
learn together’Senge (2006)
‘Let’s use all our brains, all of the time’Hearn 2010
Blooms
Pedagogy
Building Capability within the L&D department
On Ops
At home
At Work
Changing Capability within the Business
Blooms
Pedagogy
Looking at the frequent criticisms of L&D practice in organisations it seems clear that the strategy and planning processes are often poorly understood and that plans in consequence add little if no value. CIPD 2005
The presumption is that more effective systems of HRMpractices, which simultaneously exploit the potential for synergies among such practices and help to implement a firm’s competitive strategy, are sources of sustained competitive advantage. Un-fortunately, very little empirical evidence supports such a belief. What empirical work does exist has largely focused on individual HRM practicesto the exclusion of overall HRM systems.Huselid 1995
The connection between individual action and organizational action becomes problematic, e.g., when individuals in a staff unit develop new, powerful solutions which, however, are not implemented due to cultural inertia.March and Olsen 1975
Unhappy is the fate of one who tries to win his battles and succeed in his attacks without cultivating the spirit of enterprise; for the result is waste of time and general stagnation. Hence the saying: The enlightened ruler lays his plans well ahead; the good general cultivates his resources.Sun Tzu c500BC
Needed to become a ‘Leader’ of learning and development…not
just a deliverer of L&D products!
What Leaders Are
What Leaders Know
What Leaders Do
Values and
Standards
ExampleResponsibl
eInfluential
Professional Competenc
e
Develop Build Teams Achieve
British Army Leadership Doctrine
Business Tension
Cost Agility
Brilliance
Risk
Being ‘Influential’ - Focus on Business Benefits (build the
business case)
Willingness to Change
Seniority
Users
Middle Managers
Senior Leaders
AgilityBrilliance
CostRisk
• Effective Blended Learning• LMS• Apps• Video• Flipped Classrooms• VLE• 70-20-10
Building Teams - Focus on Their Concerns
Pass rate – 65% to 100%Access – Classroom to
Anywhere, anytimeUsers – 16 to 8000+
Cost – £17600 to £0
Better Job and more interesting
Willingness to Change
Seniority
Users Middle Managers
Senior Leaders
AgilityBrilliance
CostRisk
Building Teams - Focus on Their Concerns
L&D
Cost Agility
Brilliant
• Effective Blended Learning
• LMS• Apps• Video• Flipped Classrooms• VLE• 70-20-10
‘we don’t need you to explain what you’re offering. We trust what you are offering’
Siemens Board to L&D – Ashridge ‘The Grit in the Pearls’ report 2014
AAgilityAccess
BBrilliance
CCost
Change
What Leaders Are
What Leaders Know
What Leaders Do
Values and
Standards
ExampleResponsibl
eInfluential
Professional Competenc
e
Develop Build Teams Achieve
However!
However!
Professional Competence?
?