Post on 14-Jul-2015
Content
L&D as a Service
Typologies of provision
Components of delivery
The quality infrastructure
Service blueprinting
L&D as a ‘service’
Biechs (1994): L&D is about the provision of a service where the customer is an internal client.
“output being transient leaving only memories or promises” (Irons 1994)
Garavan et al (2000) identifies two schools of perception of HRD as learning versus HRD as performance focused
Learning System Variables
Learner learning preferences Learning methods Capacity/ resources of function Planning cycles Status/ power Managerial commitment Links to operational objectives
… generate learning systems
Learner learning preferences
Learning methods
Capacity/ resources of function
Planning cycles
Status/ power
Managerial commitment
Links to operational objectives
– Sitting next for Nellie – Analytical system – Problem-centred – Action learning – Systematic training – Knowledge based – Political – Organisational development – Self-development system
Categorising
Individual
Organisational
Systematic Design
Wholly emergent
Si#ng next for Nellie
Self-‐development
Organisa7onal Dev
Systema7c design [ADDIE]
Learning System Types [SHRIVASTAVA 1983]
Gathering experience
Developing a knowledge
base
Sharing thinking
Adapta7on of enabling resources
Quality infrastructure [Canning 1996, 6]
Quality infrastructure
Evaluation
Relationship Management
Standards Coverage
Customer alignment
Quality assurance
L&D as a ‘service’
Biechs (1994): L&D is about the provision of a service where the customer is an internal client.
“output being transient leaving only memories or promises” (Irons 1994)
Garavan et al (2000) identifies two schools of perception of HRD as learning versus HRD as performance focused
Image available at: http://www.flickr.com/photos/brandonschauer/3363169836/
Image available at: http://w
ww
.flickr.com/photos/23445700@
N05/4473109060/
Service blueprinGng
Define as * Customer actions include "all of the steps that customers take as part of the service delivery process." * Onstage/visible contact employee actions are the actions of frontline contact employees that occur as part of a face-to-face encounter with customers. * Backstage/visible contact employee actions are non-visible interactions with customers, such as telephone calls, as well as other activities employees undertake in order to prepare to serve customers or that are part of their role responsibilities. * Support processes are all activities carried out by individuals in a company who are not contact employees, but whose functions are crucial to the carrying out of services processes.
Service blueprinGng -‐ exercise
Divide the flip chart paper into the following sections:
Customer actions: customers can include both participants and who the L&D intervention is ‘for’ ie, SBU leadership, a project team, etc….. Front stage: what the L&D function should be seen to be doing, or making happen [by the ‘customer’] Back stage: what the L&D function should be doing behind the scenes Support processes: what will the L&D function need to do its front and back stage tasks
Use Post-its to note down actions and processes Place the Post-it in the appropriate section of the flip chart Link the Post-its as appropriate Place in a ‘time’ based order from left to right across the page
Service blueprinGng -‐ exercise
Tips & Hints
Be as specific as possible – but vagueness is OK
Build on each others ideas – if one is vague, it may prompt
some else to be specific
Discuss with your colleagues – this can be a noisy exercise
If you’re not sure about something, ask
Start with the customer actions and drill down from there[?]
Imagine yourself as that customer and so what would you
want to happen
Additional references
Bitner, M.J., Ostrom, A.L. and Morgan, F.N. (2008) Service Blueprinting: a practical technique for service innovation. California Management Review, 50(3), 66 – 94
Canning, R. (1996) Enhancing the Quality of Learning in Human Resource Development. Journal of European Industrial Training. 20(2), 3 – 10
Iles and Sutherland, NCCSDO (2001) Managing Change in the NHS: Organisational Change. Available on line at www.sdo.lshtm.ac.uk
Shrivastava, Paul. "A typology of organizational learning systems". Journal of Management Studies, 1983, 20, 7-29.
Vanthournout, D., Olson, K., Ceisel, J., White, A., Waddington, T., Barfield, T., Desai, S. and Mindrum, C. (2006) Return on Learning: training for high performance at Accenture. Chicago: Agate