Demonstrating Value in L&D - The L&D Forum - DPG Community2024-03-29T15:15:03Zhttps://community.dpgplc.co.uk/learning-professionals/feed/category/Demonstrating+Value+in+L%26DAgile Performance Managementhttps://community.dpgplc.co.uk/learning-professionals/agile-performance-management2020-12-14T12:00:42.000Z2020-12-14T12:00:42.000ZLisa Riderhttps://community.dpgplc.co.uk/members/LisaRider<div><p>Hey everyone, hope you've all had a great weekend! </p><p>I wonder if anyone can help with this - does anyone have any experience with setting up and observing performance management working really well in an Agile team with a Tribe structure?</p><p>At the organisation I work for, we currently have annual reviews where we obtain 360 feedback across the business. It's a bit of a split where it is being utilised by half the business with designated line managers and accountability for their team, for the the other half who are part of Agile/tribe teams, the reporting lines are flexible and accountability for team performance isn't clear. </p><p>Here there are many inexperienced managers and tribe leaders, and a super manual performance management process. The business is quite set on keeping annual reviews annual so has been resistance to suggestions to move away from this. So far, we have implemented job descriptions, PDP's, got development and coaching programmes underway for tribe leaders/managers and are building a business case for systems to support performance management and enable more flexible learning. We also don't currently have competency frameworks in place so are looking to develop these with the teams and are doing some work with the business around the organisation structure. </p><div>Myself and the Head of Talent & Development have been doing lots of research into what other companies have been done (e.g Spotify, Gousto, Google etc) but be great if anyone's been through this themselves and has any tips or advice? <br /> <br /> Thanks! <br /> Lisa</div><div> </div></div>Reflective vloging - is it worth it?https://community.dpgplc.co.uk/learning-professionals/reflective-vloging-is-it-worth-it2020-11-28T10:33:35.000Z2020-11-28T10:33:35.000ZMichael Pryorhttps://community.dpgplc.co.uk/members/MichaelPryor<div><p>DPG Community, your thoughts please...</p><p>A former colleague and I are considering starting a YouTube channel with the aim of reflecting on our own experiences in the world of L+D/HR. I'm in the early stages of my CIPD Lvl 5 LDM and he is has also just started is Lvl 5 HRM. </p><p>We consider oursleves to be relatively inexperienced but incredibly passionate about what we do andwe want to provide some insight to those that may be condiering a move into our field without any pretence or showmanship. Just good, honest perspective on our experiences of the HR/L+D role.</p><p> </p><p>Our conundrem is this, is it really worth it?</p><p>We ofcourse know that this is a good contribution to our CPD but I wanted to ask, is it really going to add value to those looking into a move into our industry? There's already so much out therre, how can we make sure that our channel is not just another drop in the ocean of information already available? Our budget is small (non existant to be honest...!), our time is precious but what we're lacking in resource, we hope to make up for in enthusiasm.</p><p> </p><p>Any thoughts, ideas and opinions on our USP and content that you'd like to see would be gratefully reciveed.</p><p>Thanks, Mike</p><p> </p><p> </p></div>Measuring the impact of Key Account Managementhttps://community.dpgplc.co.uk/learning-professionals/measuring-the-impact-of-key-account-management2019-08-31T18:26:23.000Z2019-08-31T18:26:23.000ZClaire biggshttps://community.dpgplc.co.uk/members/Clairebiggs190<div><p>Hello,has anyone launched Key Account Management within an organisation? I work in pharma but I am interested in looking at the metrics around this, particularly qualitive ones rather than the quanitive, or any early leading indicators we could follow?</p><p>any thoughts would be welcome</p><p>Thank you</p><p>Claire</p></div>What does an effective new starter induction and manager induction look like?https://community.dpgplc.co.uk/learning-professionals/what-does-an-effective-new-starter-induction-and-manager-inductio2019-08-16T11:40:47.000Z2019-08-16T11:40:47.000ZTeresa Chandlerhttps://community.dpgplc.co.uk/members/TeresaChandler<div><p>Happy Friday everyone:)</p><p>We are currently relooking at how we are running inductions for new starters in general and new managers.</p><p>At the moment we are running the overall induction once a month. It is a one day course and it consists of one day where we take them around the site and give them an idea about what the organisation is all about. This means that at times new employees only receive an induction after a couple of weeks of joining in some cases even a couple of months because we haven't had sufficient numbers to run the induction.</p><p> The manager's induction is a one day course which is run whenever we have at least 5 new managers and we talk about Induction, the role of a manager PDRs, Capability, Disciplinary, Sickness Absence.</p><p>Do you have any advice on what has worked effectively for you in the past, any best practices you can share</p><p>Thank you,</p><p>Teresa</p></div>The Grassroots of L&D in the UK - New Surveyhttps://community.dpgplc.co.uk/learning-professionals/the-grassroots-of-l-d-in-the-uk-new-survey2019-01-11T12:02:16.000Z2019-01-11T12:02:16.000ZBlake Heneganhttps://community.dpgplc.co.uk/members/BlakeHenegan<div><p> </p><p>We've just launched our 2nd annual survey, exploring what’s really happening at the grassroots of L&D in the UK.</p><p>It only takes 5 minutes to complete and you’ll receive results in early Feb to help benchmark and shape your L&D approach for 2019</p><p><a id="ember2160" class="app-aware-link ember-view" href="https://www.surveymonkey.co.uk/r/LnDGrassRootsSurvey" target="_blank" rel="noopener">https://www.surveymonkey.co.uk/r/LnDGrassRootsSurvey</a></p><p>Warm regards</p><p>Blake</p><p>Founder, Optimus Learning Services</p><p> </p></div>When the theory makes sense and your living what you read.https://community.dpgplc.co.uk/learning-professionals/when-the-theory-makes-sense-and-your-living-what-you-read2019-01-03T16:40:26.000Z2019-01-03T16:40:26.000ZRichard Ebankshttps://community.dpgplc.co.uk/members/RJEbanks<div><p>I have been enrolled onto my CIPD level 5 in L&D for a couple of months. Within the time of me starting my course I also secured a new job a sales coach which i am fresh into and learning the fundemantals of my role expectations. In conjuction to that, what i am reading i am also living. </p><p>I have just completed my assignmemt on organisational development and I am also working for a machine of a company that is adapating a massive orgaisational change from a L&D perspective.</p><p>The best thing I have done by a long shot and my study group and tutor are exceptional.</p></div>L&D Unconference - No Agenda!!https://community.dpgplc.co.uk/learning-professionals/l-d-unconference-no-agenda2018-11-06T19:23:26.000Z2018-11-06T19:23:26.000ZLouise Lawsonhttps://community.dpgplc.co.uk/members/LouiseLawson<div><p>So a few months back I saw a promotion on <a href="https://twitter.com/LnDConnect" target="_blank" rel="noopener">L&DConnect (Twitter @LnDConnect</a>) called "L&D Unconference" and this one was local to me.  I think this caught my attention due to the word "unconference".  I'd attended many conferences where there was an agenda and details of speakers, but this was the complete opposite. No agenda, the group set the discussion.</p>
<p>Being fairly new to the L&D world, I picked up the courage to book my ticket. The 28th of September came, feeling a tad nervous about what the day was going to bring and if anything could I contribute anything!!</p>
<p>Well for me this was absolutely worth attending and I would recommend it to anyone new to L&D or people with wealth of experience, you all have something to contribute. </p>
<p>Remember I said there was no agenda, by the time we had all said what things we have burning away at the moment it certainly lead to an agenda.  It was for the group to decide which of the topics where burning issues that we wanted to look into for the morning and what could be left until the afternoon.  Experienced or not experienced everyone had something to contribute, we can look at things from different angles, talk about experiences which helps come to solutions (though I'm not sure we found one for Compliance issues :-))</p>
<p>Will I be attending another?  Absolutely. If there's an L&D Unconference near you, get your ticket!</p>
<p> </p>
</div>Resources for Train the Trainer - looking for a providerhttps://community.dpgplc.co.uk/learning-professionals/resources-for-train-the-trainer-looking-for-a-provider2018-08-21T08:38:29.000Z2018-08-21T08:38:29.000ZJason Foxhttps://community.dpgplc.co.uk/members/JasonFox<div><p>Back in the day, it used to be called the Craft Trainer Award, a programme providing the knowledge and skills concentrating on the training process rather than the content for those wanting to deliver “on-the-job” practical training skills. It tended to be for those responsible for training team members including managers, heads of department, supervisors, team leaders and trainers themselves.</p><p>I havent come across it for a while now, but we have an ongoing project that could benefit from this resource to deliver future projects and training activities.</p><p>Can anyone help or signpost me please?</p><div id="x-section-3" class="x-section"> </div></div>Onboarding Bootcamps - any experience?https://community.dpgplc.co.uk/learning-professionals/onboarding-bootcamps-any-experience2018-08-09T20:16:11.000Z2018-08-09T20:16:11.000ZChris Hallhttps://community.dpgplc.co.uk/members/ChrisHall325<div><p>When it comes to onboarding and company inductions, I've delivered and experienced a real diversity in how these are delivered in different organisations. Recently, I read about onboarding bootcamps where new starters attended a full week, or longer, for an intensive onboarding experience in order to better acclimatise them to the company's culture and help them to hit the ground running. </p><p>There are some really interesting examples of onboarding out there from the likes of Atlassian and Zappos. But I was wondering what everyone else does? Has anyone got any reallly good examples of using bootcamps and what value they brought to business? How long are they and what content do you cover? Does the business value this approach?</p><p>It'd be really interesting to hear about great L&D practice going on out there, what best in class looks like and the benefits, and downsides, of this approach.</p></div>How to tell whether your employees are learning.....https://community.dpgplc.co.uk/learning-professionals/how-to-tell-whether-your-employees-are-learning2018-08-06T14:19:49.000Z2018-08-06T14:19:49.000ZKaren Cottamhttps://community.dpgplc.co.uk/members/KarenCottam<div><p><span style="font-size: 12pt;">A useful article by Seb Burchell for Training Zone, contains 6 ways to tell if your employees are learning :</span></p>
<p>1.<strong>  <span style="font-size: 12pt;">Ask Questions</span></strong> <span style="font-size: 12pt;">-  they will ask questions if they have shown an interest in the learning.</span></p>
<p><span style="font-size: 12pt;">2.  <strong>Active Immersion</strong> - pushing themselves more in the workplace, getting involved in situations out of their remit.</span></p>
<p><span style="font-size: 12pt;">3.  <strong>Proactivity</strong> - using more initiative to take ownership of their own learning.</span></p>
<p><span style="font-size: 12pt;">4.  <strong>Improved communication</strong> - taking initiative to speak to relevant employees in relation to their development.</span></p>
<p><span style="font-size: 12pt;">5.  <strong>Increased confidence</strong> - bringing new ideas, taking on more responsibility etc.</span></p>
<p><span style="font-size: 12pt;">6.  <strong>Work performance</strong> - increases in output/quality of work.</span></p>
<p><span style="font-size: 12pt;">The link to the full artice is attached for you below....</span></p>
<p><span style="font-size: 12pt;"><a href="https://www.trainingzone.co.uk/lead/culture/learning-culture-six-ways-to-tell-if-your-employees-are-learning" target="_blank" rel="noopener">https://www.trainingzone.co.uk/lead/culture/learning-culture-six-ways-to-tell-if-your-employees-are-learning</a></span></p>
<p><span style="font-size: 12pt;">All these are signs that people are learning and taking ownership of their development.  It's key that leaders are encouraging time for development and looking out for sign's that learning is happening.</span></p>
<p><span style="font-size: 12pt;">It would we great to hear the thoughts of our community members on this topic.  Are you seeing clear signs in your organisation of a learning culture?</span></p>
<p><span style="font-size: 12pt;">Thanks</span></p>
<p><span style="font-size: 12pt;">Karen</span></p>
<p> </p>
</div>Reasons why skills-based training works.....https://community.dpgplc.co.uk/learning-professionals/reasons-why-skills-based-training-works2018-07-30T08:52:44.000Z2018-07-30T08:52:44.000ZKaren Cottamhttps://community.dpgplc.co.uk/members/KarenCottam<div><p><span style="font-size: 10pt;">I recently read a useful blog by Alex K for Training Zone, giving some clear reasons why company's should invest in skills-based training for their employees.  Some of the key reasons can be found below :</span></p>
<ul>
<li><span style="font-size: 10pt;"><strong>Increase in job satisfation</strong> - "Employees feel more valued and appreciated when a company invests time and effort into their training to make them better workers and individuals"</span></li>
</ul>
<p> </p>
<ul>
<li><span style="font-size: 10pt;"><strong>Increase in employee productivity</strong> - "By investing in training, companies grow their worker's confidence in completing a task assigned to them as well as helping them understand the overall pipeline of their job processes.</span></li>
</ul>
<p> </p>
<ul>
<li><span style="font-size: 10pt;"><strong>Reduction in employee turnover</strong> - "Employee turnover is much reduced in a company that invests in training because employees feel far more appreciated and needed.</span></li>
</ul>
<p> </p>
<ul>
<li><span style="font-size: 10pt;"><strong>Making for a more attractive place of employment</strong> - "Training means room for future development and promotion and for ambitious workers, it could be advancing very quickly if they put in the effort".</span></li>
</ul>
<p> </p>
<ul>
<li><span style="font-size: 10pt;"><strong>A long term prospect for a workforce</strong> - "Training can help a company develop workers that have the skills that are needed to fucntion, but at the same time offer a worker the chance to learn new thing".</span></li>
</ul>
<p> </p>
<p><span style="font-size: 10pt;">Here is the link to the full blog if you want to read it :</span></p>
<p><span style="font-size: 10pt;"><a href="https://www.trainingzone.co.uk/community/blogs/alexk/why-skills-based-training-works" target="_blank" rel="noopener">https://www.trainingzone.co.uk/community/blogs/alexk/why-skills-based-training-works</a></span></p>
<p><span style="font-size: 10pt;">So in conclusion, there are some key/value add benefits to investing in skill-based training within your organisation.  </span></p>
<p><span style="font-size: 10pt;">It would be great to hear from community members and get their experience of skills-based training.  Does your organisation invest time to provide skill-based training?  What have your experiences of this been?</span></p>
<p><span style="font-size: 10pt;">Thanks </span></p>
<p><span style="font-size: 10pt;">Karen :)</span></p>
</div>Research help - training budgetshttps://community.dpgplc.co.uk/learning-professionals/research-help-training-budgets2018-06-11T09:34:47.000Z2018-06-11T09:34:47.000ZKate Entwistlehttps://community.dpgplc.co.uk/members/KathrynEntwistle<div><p>I am currently researching what different budgeting processes that companies follow when planning their L&D budgets for external training.<br/><br/>If I could ask for your feedback please?<br/><br/>What is your industry?<br/><br/>What is your overall and your per person annual external training budget and how is this set?</p></div>Competency based assessmentshttps://community.dpgplc.co.uk/learning-professionals/competency-based-assessments2018-06-07T10:41:31.000Z2018-06-07T10:41:31.000ZBen Bondhttps://community.dpgplc.co.uk/members/Ben<div><p>I am looking at Competency based assessments, best practices, what works or doesn’t work? from anyone that has been involved in these.<br/>I'd like to also ask opinions and thoughts on should these managed by the L&D function with approved assessors carrying out workplace assessments? Should assessments be delivered through trainers? <br/>I’ve thought about approaches such as see one, do one teach one method, or knows, knows how, shows how, does. I’m sure there are many different variations that could be useful for consideration. What have you found that works for you?</p><p> </p></div>Lunch and Learnhttps://community.dpgplc.co.uk/learning-professionals/lunch-and-learn2018-05-22T13:55:37.000Z2018-05-22T13:55:37.000ZKaren Cottamhttps://community.dpgplc.co.uk/members/KarenCottam<div><p>Hi All</p>
<p>Last week at DPG, we had a number of activities going on to support Learning at Work Week.</p>
<p>There were Lunch and Learn sessions lasting 20 mins from each department, on different days.  For example, my team ran Pizza with Product and Design were we shared the progress on some of our new design work. It was a great way to learn from one another and all sessions were very engaging and received positive feedback.</p>
<p>Lunch and Learns are something we would like to continue, we just need to work out how often and have a schedule of useful topics.</p>
<p>Do you do anything similar in your organisation?  If so, how often do they run and what feedback have you received about the value they add?</p>
<p>Please share your thoughts below.</p>
<p>Thanks</p>
<p>Karen</p>
<p> </p>
<p> </p>
<p> </p>
</div>Learning and Development vs Continuous Improvementhttps://community.dpgplc.co.uk/learning-professionals/l-d-vs-continuous-improvement2018-05-15T10:41:15.000Z2018-05-15T10:41:15.000ZPhilip Newellhttps://community.dpgplc.co.uk/members/PhilipNewell<div><p><span style="text-decoration: underline;"><strong><a href="https://storage.ning.com/topology/rest/1.0/file/get/14730911?profile=original" target="_blank" rel="noopener"><img class="align-full" src="https://storage.ning.com/topology/rest/1.0/file/get/14730911?profile=original" width="234" height="155"/></a>How do L&D and Continuous Improvement fit together?</strong></span></p><p>Over the last few months our company is taking a more pro-active approach in Continuous Improvement. We are a manufacturing company with a headcount of just over 250 employees.</p><p>The company has always tried to push CI initiatives but they have always fell flat or fizzled out for one reason or another.</p><p>As we all know there are many benefits with implementing Continuous Improvement initiatives and like L&D it is not a one size fits all approach.</p><p>Within my role of L&D manager i have always supported the business with continuous improvement training and provided people with the grounded knowledge and experiences in order for them to use CI within their daily tasks. Our Lean training programme covers all the knowledge behind Lean methods and even gives mentor advice through 3 projects that need completing post the initial learning.</p><p>From a L&D point of view, i believe we have a great programme in place which bridges the gap between the actual and desired skills for Lean. Do we stop there?</p><p>The curveball that has come out of nowhere is that our company sees L&D and CI as the same thing. CI projects are now owned and accountable for completion by the L&D team which is causing friction between teams as we are more involved in improvements than learning now.</p><p>After much thought and communication with other experts, my opinion is that they are linked. "<strong>Both support business improvement"</strong> but, and this is a big but, they are completely different approachesand do have a negative affect when combined.</p><ul><li>CI will improve processes and even support improvement in culture if used in the right way with collaborative teams.</li><li>L&D will improve people skillsets and behaviours so they can make improvements.</li><li>L&D focuses on more than the improvement.</li><li>Combining the two sends mixed messages about what function both have to the business and its employees.</li></ul><p>As part of my role i am now more engaged in CI activities than L&D activities because of this cross over of "<strong>both support business improvement</strong>". I still need to use all of the skillsets i have attained as a L&D professional but i am more focused on improvements than learning needs.</p><p>Has anybody else come across this sitution within their work environment? How do you approach CI and L&D? Do you think they are the same thing or do you have seperate departments for it?</p><p>It would be great to hear your opinions and approaches to this subject.</p><p>Many thanks,</p><p>Philip</p><p> </p></div>Did you attend the CIPD L&D show 2018?https://community.dpgplc.co.uk/learning-professionals/did-you-attend-the-cipd-l-d-show-20182018-05-02T15:39:04.000Z2018-05-02T15:39:04.000ZKaren Cottamhttps://community.dpgplc.co.uk/members/KarenCottam<div><p> </p>
<p>I was at the L&D Show last week for Day 1 and had such a great day.  I got opportunity to network with other L&D professionals and also attend some of the seminars.</p>
<p>One of the highlights was seminar by Belbin on Authenic Leadership which I found so useful, thought-provoking and relevant.</p>
<p>One powerful statement they made during the presentation was that 'You're stronger if you know where your fault-lines are and how to tackle them, so are your people'.  How true!</p>
<p>If you were at the L&D Show it would be great to hear about your highlights too.</p>
<p>Thanks</p>
<p>Karen</p>
<p> </p>
<p> </p>
<p> </p>
<p> </p>
<p> </p>
<p> </p>
</div>The 70:20:10 Institute Joins Forces with DPGhttps://community.dpgplc.co.uk/learning-professionals/the-70-20-10-institute-join-forces-with-dpg2018-04-18T12:54:44.000Z2018-04-18T12:54:44.000Zrobert wagnerhttps://community.dpgplc.co.uk/members/robertwagner<div><p>Earlier this month DPG partnered with the 70:20:10 Institute to bring the 70:20:10 methodology to the UK and offer the first <a href="https://702010performancedetective.eventbrite.co.uk?discount=DPGCommunity" target="_blank" rel="noopener">70:20:10 Performance Detective Programme in the UK</a> (Facilitated and supported by Charles Jennings & Vivian Heijnen) to give you a flavour of what you can expect, below is a recent blog by Jos Arets a co-founder of the 70:20:10 Institute that really challenges the current L&D thinking.</p>
<p>If you like what you see and want to be ahead of the game by understanding and immersing yorself in 70:20:10 we recommend you join the immersive and project based <a href="https://702010performancedetective.eventbrite.co.uk?discount=DPGCommunity" target="_blank" rel="noopener">70:20:10 Performance Detective Programme</a> and take advantage of the £200 DPG Community Member Discount that's available for a limited time.</p>
<h1><span style="text-decoration: underline;"><span style="font-size: 24pt;"><strong>If You’re Not at the Table, You’re on the Menu</strong></span> </span><span style="font-size: 12pt;"><strong>(Blog by Jos Arets)</strong></span></h1>
<p>For many years, L&D has been trying to demonstrate the value of learning. It has modernised the services it provides, reorganised its distribution methods for greater efficiency, and professionalised its measurement processes. But it is still failing. This raises some important questions: Should we continue to focus on learning value? Or is this the time to redefine the future of L&D and focus on business value? This blog post takes a closer look at how L&D can have a seat at the table instead of simply being on the menu.</p>
<h2><span style="text-decoration: underline;">L&D Under Stress?</span></h2>
<p>In recent years, trend reports and articles have signaled that L&D is generally not working well in organisations. In his LinkedIn article, “ <a href="https://www.linkedin.com/pulse/how-save-ld-brand-from-irrelevance-step-radical-steven-titus-smith/" data-cms-ai="0">How to Save the L&D Brand from Irrelevance, Step by Radical Step</a>,” sees the problem in this way: “Saying the responsibility for learning doesn’t belong to L&D feels like saying medicine doesn’t belong with doctors or hi-tech doesn’t belong in Silicon Valley.”</p>
<p>Indeed, Deloitte’s 2017 study, <em><a href="https://www.prnewswire.com/news-releases/deloitte-adapt-workplace-learning-to-the-speed-of-business-300458364.html" data-cms-ai="0">Adapt Workplace Learning to the Speed of Business</a>,</em> presents an alarming signal for L&D: 74 percent of organisations surveyed focus primarily on traditional learning methods that can fall short of empowering employees to acquire skills to keep pace with change and improve the work itself.Therefore, it is not surprising for Josh Bersin to state, “In the 15 years I’ve been studying corporate L&D, I haven’t seen the industry under so much stress. We are in a disruptive time, forcing companies of all sizes to literally reinvent their entire learning strategy, infrastructure and employee experience like never before.”</p>
<p>According to J.D. Dillon , an evolution is insufficient to improve the L&D function. He <a href="https://www.learningsolutionsmag.com/articles/2320/in-real-life-modern-learning-is-spelled-v-a-l-u-e" data-cms-ai="0">writes</a> that a transformation is necessary: “Kick-starting the transformation to become a modern learning organization requires a fundamental mindset shift. Rather than put our library at the center of our efforts, we must shift our focus to the individual employee and design a right-fit learning and support experience that enables organisational goals.”</p>
<p>Over the past decades, L&D has been busy trying to demonstrate the value of learning. However, this is no longer seen as being sufficient or even relevant. Learning in organisations is intended to improve performance measurably. Simply measuring the process without measuring the results will not provide insight into realised value. This is one reason the interest to demonstrate business impact is so high in L&D.</p>
<h2><span style="text-decoration: underline;">Realigning L&D’s Focus</span></h2>
<p>Demonstrating impact is impossible if L&D fails to realign its service from a focus on the learning paradigm to a focus on the business paradigm. For this to happen, L&D needs to extend beyond the exclusive offering of formal learning solutions ( <a href="https://702010institute.com/702010-towards-100-performance/" data-cms-ai="0">Arets, Jennings, Heijnen 2015</a>). Indeed, it is impossible to connect learning to the business if learning and working are separated from each other.</p>
<p>Optimally, there is a need for a consistent process of re-evaluation and deduction to determine the best solutions to deliver the desired organisational results. For this to occur, it is necessary to stop seeing formal learning as the basis of the L&D service.</p>
<p>L&D needs to embrace a culture of supporting learning by doing. From an economic point of view, learning by doing always involves organisational learning when people are working to improve productivity (<a href="https://cup.columbia.edu/book/isbn/9780231152143" data-cms-ai="0">Stiglitz 2014</a>; <a href="https://wol.iza.org/articles/importance-of-informal-learning-at-work" data-cms-ai="0">De Grip 2015</a>). The opportunities for L&D to change, and to remain relevant, lie in discarding the learning paradigm and adopting the business paradigm.</p>
<p>Table 1 lists the key changes required for this realignment. For instance, the L&D function of the future is no longer led by the chief learning officer, but by the chief performance officer, who focuses on key elements of organisational learning and performance, such as organisational adaptability and agility.</p>
<p><strong>Table 1. L&D on the Move From the Learning paradigm to the Business Paradigm</strong></p>
<table>
<tbody>
<tr>
<td>
<p><strong>Learning Paradigm</strong></p>
</td>
<td>
<p><strong>Business Paradigm</strong></p>
</td>
</tr>
<tr>
<td>
<p>Knowledge deficits</p>
</td>
<td>
<p>Performance and business problems</p>
</td>
</tr>
<tr>
<td>
<p>Learning analysis</p>
</td>
<td>
<p>Performance and business analysis</p>
</td>
</tr>
<tr>
<td>
<p>Learning goals</p>
</td>
<td>
<p>Performance and business goals</p>
</td>
</tr>
<tr>
<td>
<p>Formal learning</p>
</td>
<td>
<p>Organisational learning<br />
(including informal and social learning)</p>
</td>
</tr>
<tr>
<td>
<p>Learning is seperated from work</p>
</td>
<td>
<p>Organisational learning is embedded in work</p>
</td>
</tr>
<tr>
<td>
<p>Talent development</p>
</td>
<td>
<p>Organisational development</p>
</td>
</tr>
<tr>
<td>
<p>Aligned with HR</p>
</td>
<td>
<p>Aligned with business</p>
</td>
</tr>
<tr>
<td>
<p>Competency frameworks</p>
</td>
<td>
<p>Business models</p>
</td>
</tr>
<tr>
<td>
<p>Educational roles</p>
</td>
<td>
<p>Performance roles</p>
</td>
</tr>
<tr>
<td>
<p>Learning expert</p>
</td>
<td>
<p>70:20:10 expert</p>
</td>
</tr>
<tr>
<td>
<p>Learning consultancy</p>
</td>
<td>
<p>Performance consultancy</p>
</td>
</tr>
<tr>
<td>
<p>Learning solutions</p>
</td>
<td>
<p>Business solutions</p>
</td>
</tr>
<tr>
<td>
<p>Measuring learning outcomes</p>
</td>
<td>
<p>Measuring business outcomes</p>
</td>
</tr>
<tr>
<td>
<p>Evaluation Levels 1, 2, 3, and possibly 4</p>
</td>
<td>
<p>Business KPIs and ROI </p>
</td>
</tr>
<tr>
<td>Learning Value</td>
<td>
<p>Business value</p>
</td>
</tr>
<tr>
<td>
<p>Chief learning officer (CLO)</p>
</td>
<td>
<p>Chief performance officer (CPO)</p>
</td>
</tr>
</tbody>
</table>
<h2><span style="text-decoration: underline;">New Roles for L&D: The 70-20-10 Methodology</span></h2>
<p>L&D’s current roles and tasks are based in the learning paradigm. Extending and renewing L&D services requires a different role-based view, which will make it possible to act within the business paradigm.</p>
<p>Consider the 70-20-10 methodology. This is a standardised, carefully considered way of acting to achieve the specific result of demonstrating business impact, and of working methodically to do so in a systematic, goal-oriented, process- and development-based way. As part of the 70-20-10 methodology, five new roles have been defined with 31 associated critical tasks. These five roles support L&D to demonstrate measurable business impact with a new and extensive set of 70-20-10 services.</p>
<p>Advertisement</p>
<p>Figure 1 shows the five new roles of the 70-20-10 methodology (within the business paradigm). The differences in roles and tasks are significant and illustrate how the shift offers L&D new opportunities within the new business paradigm.</p>
<p><strong>Figure 1. 70-20-10 Roles for L&D</strong></p>
<p><strong><a href="https://storage.ning.com/topology/rest/1.0/file/get/14371698?profile=original" target="_blank" rel="noopener"><img class="align-full" src="https://storage.ning.com/topology/rest/1.0/file/get/14371698?profile=original" width="300" /></a></strong></p>
<p>Figure 2 provides a high-level view of the interconnection of the roles and the processes to achieve business impact. The characteristics of the methodology, in general, are:</p>
<ul>
<li>goal-oriented</li>
<li>systematic</li>
<li>standards-based</li>
<li>process-based</li>
<li>method-based.</li>
</ul>
<p><strong>Figure 2. The Dynamic, Cyclical Connections Between the Roles of the 70-20-10 Methodology</strong></p>
<p><strong><a href="https://storage.ning.com/topology/rest/1.0/file/get/14371870?profile=original" target="_blank" rel="noopener"><img class="align-full" src="https://storage.ning.com/topology/rest/1.0/file/get/14371870?profile=RESIZE_710x" width="710" /></a></strong></p>
<h2><span style="text-decoration: underline;">Enter New Business Models for L&D</span></h2>
<p>New roles for L&D are not enough. For a deep change, we need to make strategic changes and reflect on the current versus the desired models for L&D, and then design and implement new business models.</p>
<p>A business model makes it possible to highlight the added value to the organisation in terms of income and expenditure, or in nonfinancial terms, and the factors that influence this. Alex Osterwalder offers a useful definition in <em><a href="https://www.wiley.com/en-us/Business+Model+Generation%3A+A+Handbook+for+Visionaries%2C+Game+Changers%2C+and+Challengers-p-9780470876411" data-cms-ai="0">Business Model Generation. A Handbook for Visionairies, Game Changers, and Challengers</a>:</em> “A business model describes the value an organisation offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams.”</p>
<p>The 70-20-10 Institute’s book, <em><a href="https://702010institute.com/702010-towards-100-performance/" data-cms-ai="0">70:20:10 Towards 100% Performance</a></em>, makes a distinction between four L&D business models to redefine the future of L&D.The book draws horizontal and vertical axes for L&D as a function of the organization. The horizontal axis represents the continuum between HRD and the core business; the vertical one represents the continuum between strategy and operations.</p>
<p>The two axes create four quadrants (see Figure 3), There are the learning-focused L&D business models: order taker and learning enabler. And the business-focused L&D business models are performance enabler and value creator.</p>
<p>Organisations increasingly assess the different components of their primary processes based on business models, including determining measurable, added value. This is a logical process and applies at organisational and department levels. The L&D department is no exception. L&D is expected to show the value it creates for the organisation, in the same way other departments are required to demonstrate value.</p>
<p>The four L&D business models described here support the transition from learning to business value. To stay relevant in an ever-changing world, it seems appropriate for L&D to undertake a deep change to move from the learning to business paradigm, moving from the left to the right in our business model framework for L&D.</p>
<p><strong>Figure 3. 4 Business Models for L&D</strong></p>
<p><strong><a href="https://storage.ning.com/topology/rest/1.0/file/get/14371873?profile=original" target="_blank" rel="noopener"><img class="align-full" src="https://storage.ning.com/topology/rest/1.0/file/get/14371873?profile=original" width="600" /></a></strong></p>
<p>We do not intend to express value judgments about each of these four models. Their most important function is to act as elements in a framework to help engage dialogue, so that each L&D department can determine the difference between current and desired models, including the barriers, and the potential in its own context.</p>
<p>Our next post will offer a deeper dive into the four business models. In the meantime take a look at the <a href="https://702010performancedetective.eventbrite.co.uk?discount=DPGCommunity" target="_blank" rel="noopener">70:20:10 Performance Detective Programme</a> and take advantage of the £200 DPG Community Member Discount that's available for a limited time.</p>
</div>Overcoming the challenges for L&D in 2018https://community.dpgplc.co.uk/learning-professionals/overcoming-the-challenges-for-l-d-in-20182018-02-23T12:24:40.000Z2018-02-23T12:24:40.000ZBlake Heneganhttps://community.dpgplc.co.uk/members/BlakeHenegan<div><p>Hi</p><p>We recently ran a survey aimed at L&D professionals. </p><p>Learning & Development Managers and Directors within UK businesses have answered 5 key questions that get to the heart of the challenges for L&D in 2018.</p><p>We received 132 responses from L&D Managers and Directors within UK businesses. We asked 5 key questions:</p><ol><li>What are your top 3 L&D priorities for 2018?</li><li>What’s the biggest challenge you’ll face in 2018?</li><li>How do your staff learn?</li><li>How do employees find external training?</li><li>What subject areas are your priority for the first half of the year?</li></ol><p>The results are published at <a rel="nofollow" href="http://www.optimuslearningservices.com/blog/ld-strategy/challenges-for-ld-in-2018/%C2%A0">http://www.optimuslearningservices.com/blog/ld-strategy/challenges-for-ld-in-2018/ </a>;</p><p>Hope the survey is useful for you. </p><p>Blake</p><p> </p><p> </p><p> </p><p> </p></div>LMS recommendations?https://community.dpgplc.co.uk/learning-professionals/lms-recommendations2018-01-23T10:39:11.000Z2018-01-23T10:39:11.000ZLeanne Keeganhttps://community.dpgplc.co.uk/members/LeanneKeegan<div><p>Hi all,</p><p>I work for a large organisation and our IT and HR Departments are currently working on a strategic platform review. A LMS forms part of that review, but it's taking time for our parent company to reach a decision, and with lead times etc. it's looking unlikely that I'll see any movement on a new system this year.</p><p>I need to find an interim solution that enables me to host e-learning in SCORM format, track usage, completion and pass rates, and ideally has some form of user authentication linked to our employee eystem. At this point I don't need an all-singing all-dancing solution, just a basic system that allows me to host and report on e-learning until our LMS is in place.</p><p>Can anyone recommend a low-cost provider that can do the above please?</p><p>Many thanks,</p><p>Leanne</p></div>Transferring learning into the workplace ; social learning, impact and management involvement? OMG Really?!!!https://community.dpgplc.co.uk/learning-professionals/transferring-learning-into-the-workplace-social-learning-impact-a2018-01-16T16:16:20.000Z2018-01-16T16:16:20.000ZJason Foxhttps://community.dpgplc.co.uk/members/JasonFox<div><p>They tell me - whispered in the mysteries of deep and meaningful OD chat forums - that there is such a thing as a learning transfer platform?</p><p>I'm not sure if I believe them or if they're just teasing me, that there is such a product that is <span>built on four key concepts proven to support learners to sustain behavioral change. I hear cries of 'social learning', 'impact measurement', 'management involvement' and 'effective training'. </span>Is this true or is it just an algorithm gone slightly mad?</p><p>Has anyone any experience with such a product please? Id be happy to hear thoughts and opinions that may elevate me from the very depths of Yammer, Excel and a series of unique cloud based tools which all refuse to talk to each other and steal my time - or if you might use alternate solutions.</p></div>Average training days per employeehttps://community.dpgplc.co.uk/learning-professionals/average-training-days-per-employee2018-01-11T20:04:19.000Z2018-01-11T20:04:19.000ZLynn Rodgershttps://community.dpgplc.co.uk/members/LynnRodgers<div><p>I've been asked to research how many 'training days per employee per year' other organisations aim for. What pledges or targets do you set employees re learning?</p><p><em>I appreciate this measure is getting out-of-date in light of modern learning practices but I'd appreciate any responses!</em></p></div>Workforce Planninghttps://community.dpgplc.co.uk/learning-professionals/workforce-planning2017-12-13T22:53:34.000Z2017-12-13T22:53:34.000ZSteven Wilcockhttps://community.dpgplc.co.uk/members/StevenWilcock<div>Good evening all,I'm currently studying the L5 L&D qualification and as a group, we found that a lot of us have been tasked with writing L&D policies for our respective organisations.Personally, one of my current objectives is writing a workforce plan for my organisation. Now...I know what actions are needed through much research/meetings over the last months and what our business objectives are (working in the organisation for 10 years i know our strengths and mkre importantly our downfalls) and what's needed for my organisation ( 4 seperate areas: learning and development strategy, talent management and succession planning, recruitment and selection, performance management). Where I'm struggling is where to start / layout / formatSo...I'm reaching out to DPG members whether they'd be kind enough to share their organisatioms L&D policies with me / my group. Obviously it goes without saying that your organisations policy would be kept confidential if you do share...Steve</div>CPD pointshttps://community.dpgplc.co.uk/learning-professionals/cpd-points2017-11-07T10:15:32.000Z2017-11-07T10:15:32.000ZRobin Hillshttps://community.dpgplc.co.uk/members/RobinHills<div><p><span>Can anyone help me to understand the difference in value between a certificate awarding 6 CPD (Continuing Professional Development) points and a certificate stating "equivalent to 6 CPD points"?</span></p></div>Apprenticeships - Balance between Day Job and Study Timehttps://community.dpgplc.co.uk/learning-professionals/apprenticeships-balance-between-day-job-and-study-time2017-06-29T15:53:19.000Z2017-06-29T15:53:19.000ZDipesh Mistryhttps://community.dpgplc.co.uk/members/DipeshMistry<div><p>Hi all,</p>
<p>Hope you are all keeping well.</p>
<p>As with many of you, the apprenticeships are high on the agenda for 2017.</p>
<p>One of the challenges we are facing is effectively managing the 20% study time along with a busy day job.</p>
<p>I would really appreciate a conversation with anyone who has had some success in implementing apprenticeships and how they have struck a balance between the day job and the study required.</p>
<p>Please get in touch with me on 07702037733</p>
<p>Kind Regards</p>
<p>Dipesh Mistry</p>
</div>Senior but new to line managementhttps://community.dpgplc.co.uk/learning-professionals/senior-but-new-to-line-management2017-04-04T11:06:16.000Z2017-04-04T11:06:16.000ZVicky Gallagherhttps://community.dpgplc.co.uk/members/VickyGallagher<div><p>Hi, wondering if anyone can help.</p>
<p></p>
<p>I have a manager who is really rather senior but hasn't actually had any direct line management experience previously.  This manager is struggling with delegation and with managing prickly characters / difficult conversations with subordinates and superiors.</p>
<p></p>
<p>Does anyone have any suggestions for tried and tested 1 or 2 day management courses which won't come across as belittling for someone senior?</p>
<p></p>
<p>Thanks in advance.</p>
</div>Anyone going to the CIPD Learning & Development Show, 10/11 May 2017?https://community.dpgplc.co.uk/learning-professionals/anyone-going-to-the-cipd-learning-development-show-10-11-may-20172017-03-30T15:48:52.000Z2017-03-30T15:48:52.000ZJason Foxhttps://community.dpgplc.co.uk/members/JasonFox<div><p>Hi folks</p><p>Just about 6 weeks to go till the CIPD Learning & Development Show 2017 in London, if anyone is heading there what are you looking for this year?</p><p>I seem to enjoy the free learning events myself more to be honest!</p><p>http://www2.cipd.co.uk/events/learning-development-show/exhibition/free-learning-timetable.aspx</p><p>...but Im also scheduled in for the more 'formal' conference to have a look at;</p><ul><li>How to Enable Networked and Reciprocal Learning at Work</li><li>Transitioning from Face to Face to Digital Learning</li><li>Successfully Introducing Microlearning within your Organisation</li></ul><p>The inner geek in me is obviously strong.</p><p>What takes your fancy?</p></div>The learning sector salary and work surveyhttps://community.dpgplc.co.uk/learning-professionals/the-learning-sector-salary-and-work-survey2017-03-30T13:27:26.000Z2017-03-30T13:27:26.000ZAdy Howeshttps://community.dpgplc.co.uk/members/AdyHowes<div><p><span class="font-size-2"><a href="http://storage.ning.com/topology/rest/1.0/file/get/381349?profile=original" target="_self"><img src="http://storage.ning.com/topology/rest/1.0/file/get/381349?profile=RESIZE_320x320" width="220" class="align-left" height="139"></a></span></p>
<p><span class="font-size-2">Key aspects of employment within the training, e-learning and learning sectors are published annually in a report based on research carried out by Blue Eskimo. They ask a wide range of questions on salaries, benefits, work/life balance and job satisfaction. </span></p>
<p>This year's report brings good news and not so good news. It is available for free download from the <a href="http://www.blueeskimo.com/resources/salary-survey" target="_blank">Blue Eskimo website</a>. </p>
<p><span class="font-size-2" data-mce-mark="1">On the bright side it seems like salaries are on the up this year in the industry. 60% of those surveyed have indicated they have had a salary increase in the past 12 months, a big leap up from last year's 48.95%. The top mentioned benefits included bonuses, life assurance and private health cover with around 40% of respondents saying that they believe these are about right with the industry average. </span><span class="font-size-2" data-mce-mark="1">However there are some alarming statistics in the report that should give all those involved in managing learning functions a warning to check the motivations of their own teams. Around a quarter of those responding to the survey </span><span class="font-size-2" data-mce-mark="1">indicated a level of dis-satisfaction in their role on a scale of 'not happy' to 'hating their job' and over half of the total respondents indicated they intend to leave their employer in the next 12 months.</span></p>
<p></p>
<p></p>
<p>The full report is <a href="http://www.blueeskimo.com/resources/salary-survey" target="_blank">available here</a>.</p>
<p>In the meantime, I'm interested to hear your thoughts. In my opinion it's a common trait of L&D teams to be that focused on developing others they neglect their own motivation and development. </p>
<p>How do you motivate your L&D teams? What do you do to ensure that your organisation remains a top choice for learning professionals? </p></div>Research: The Future of Workhttps://community.dpgplc.co.uk/learning-professionals/research-the-future-of-work2017-03-24T10:24:51.000Z2017-03-24T10:24:51.000ZIdoia Dominguezhttps://community.dpgplc.co.uk/members/IdoiaDominguez<div><p>Hi everybody,</p><p>The Future of Work Chair at ESADE along with the new Global Future of Work Foundation are driving a new survey to probe the importance of competences and the extent to which organisations and HR/L&D professionals are prepared to deliver the Future of Work.</p><p>I would like to ask you to complete the questionnaire attached. It takes you only 15 minutes!</p><p>Please see links below (English and French).</p><ul><li><strong><span style="color: #1d2d45; font-family: 'Verdana','sans-serif'; font-size: 10pt;">English</span></strong></li></ul><p>http://lime.telanto.com/index.php/795377/lang-en</p><ul><li><span class="m_6177697038211607293SpellE"><b><span style="color: #1d2d45; font-family: 'Verdana','sans-serif'; font-size: 10pt;">Fran</span></b><b><span style="color: #1f497d; font-family: 'Verdana','sans-serif'; font-size: 10pt;">ça</span></b><b><span style="color: #1d2d45; font-family: 'Verdana','sans-serif'; font-size: 10pt;">is</span></b></span></li></ul><p><span class="m_6177697038211607293SpellE"><span style="color: #1d2d45; font-family: 'Verdana','sans-serif'; font-size: 10pt;">http://lime.telanto.com/index.php/795377/lang-fr</span></span></p><p></p><p>We are talking about the dramatic changes that will take place in the future of work and which competencies will be required for HR & LD professionals.</p><p>This is our change to get involved in this trendy topic from Learning Path 6.</p><p>I would really appreciate if you complete and share the questionnaire attached. It takes you only 15 minutes!</p><p>Thanks in advance and please spread the word.</p><p>All the best,</p><p></p><p>Idoia</p></div>