Learning more about Learning & Development March 2012

Learning more about Learning & Development

by Toronto Training and HR

March 2012

Contents3-4 Introduction to Toronto Training and HR5-7 Types of learning8-9 Models of learning10-11 Aligning measures with mission12-13 Adding value in Learning & Development14-16 Virtual training17-18 Roles and social learning19-20 Training for agility21-22 Accelerating leadership development23-24 Key failings in leadership development25-26 Emotional intelligence27-28 Understanding learning and the learners29-30 Issues of power and politics31-32 Breaking in new recruits33-34 Establishing and maintaining business

partnerships35-36 Issues in workplace learning37-38 Knowledge management39-40 Impact points of learning41-42 Identifying a program’s learning outcomes43-44 Business education; the top trends45-50 Case studies51-52 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Types of learning

Types of learning 1 of 2

ComprehensionReflex learningAttitude developmentMemory trainingProcedural learning

Types of learning 2 of 2

Instrumental learningDialogic learningSelf-reflective learning

Models of learning

Models of learning

Behaviourist theoryExperimental psychologyExperiential learningLearning stylesLearning cycle

Aligning measures with mission

Aligning measures with mission

Providing L&D services in response to requestsOptimizing L&D resources, processes and systemsBuilding competitive advantage by helping create productive organizationsShaping employers’ future successLeading in the building of knowledge-productive organizations

Adding value in Learning &

Development

Adding value in Learning & Development

AlignEngageMeasure

Virtual training

Virtual training 1 of 2

MAKING IT WORKDesign a series of short modules—about 60 to 90 minutes—each followed by a work assignment that immediately applies the learning to the jobMove from monologue to dialogue for the deliveryEnsure that the delivery is interactiveInclude multimedia content to illustrate complex concepts, such as short pre-recorded audio and video segments

Virtual training 2 of 2

MAKING IT WORKKeep the classroom size to a maximum of 20 to 25 learners.Attempt to model programs on the structure and style of a phone-in radio show, including guests and compelling narrative

Roles and social learning

Roles and social learning

RoleStatusSocial structureInstitutionNormPrimary groupReference groupSignificant otherGeneralized other

Training for agility

Training for agility

What is agility?Types of agilityIncreasing the agility-building quotient of your development effortsTargeted learning programs to build agilityHabits of agile performersBenefits of building agile work practices

Accelerating leadership development

Accelerating leadership development

Identify development gapsUse outcome-based planningIdentify developmental test pointsEncourage managers to think aloud

Key failings in leadership

development

Key failings in leadership development

Lack of appropriate leadership development strategiesPoor implementation of leadership development programsLack of effective succession planningNeglect of multinational leadersPoor partnership between HR and corporate leaders

Emotional intelligence

Emotional intelligence

Definition

a person’s ability to understand his or her own behaviourto regulate his or her own behaviourto understand other people’s behaviourand to regulate other people’s behaviour

Understanding learning and the learners

Understanding learning and the learners

The age of the trainerThe age of the learnerKnowledge workersLearning technologies

Issues of power and politics

Issues of power and politics

ResourcePositionExpertise

Breaking in new recruits

Breaking in new recruits

Share secretsCash inSet ground rulesPick their brainsShare your visionFind their forteHook them upPraise themPersevere

Establishing and maintaining business

partnerships

Establishing and maintaining business

partnerships Partner othersAchieve resultsRaise awarenessTravel aroundNever be complacentEnsure ethical practiceRecognize the importance of context

Issues in workplace learning

Issues in workplace learning

Experiential cycle of learningLearning stylesReflectionTacit knowledge and explicit knowledgeThe learning organization

Knowledge management

Knowledge management

DefinitionQuestions to askObjectives of knowledge management toolsRoles in knowledge managementChallenges for HR

Impact points of learning

Impact points of learning

PlanningClassroom training or learningBehaviour changeResults/effects of training

Identifying a program’s learning outcomes

Identifying a program’s learning outcomes

Identify the objectives of the organizational unitIdentify the desired on-the-job behaviours of participantsWrite learning objectivesDetermine content, delivery mode and schedule

Business education: the top trends

Business education: the top trends

Growth marketsFlexibilityEmbracing social mediaNew destinationsDistance and blended learningOperate in a global contextGreater classroom diversity

Case study A

Case study B

Case study C

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

Learning more about Learning & Development March 2012

Business

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