MBA635 Week 7 Discussion

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PowerPoint Presentation for Managing Performance through Training and Development

Adapted by

Alan Saks

University of Toronto

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Chapter 14

The Evolution and Future of Training and Development

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Learning Outcomes

After reading this chapter, you should be able to:

Describe the evolution of learning in organizations, and define Learning 2.0 and social constructivism

Evaluate the learning system in an organization using the multilevel systems model of organizational learning

Describe the changing role of learning professionals and the skills and competencies required to be a learning professional

Describe how to make training and development programs effective

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Introduction

Training and development (T&D) is changing and evolving in organizations as is the role of training professionals

The training and development function is part of a learning system that includes organization, group, and individual learning

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The role of training professionals is changing and so is the training and development function

Learning in organizations involves a system that includes organization, group, and individual learning

The Evolution of Learning in Organizations

Learning has evolved from classroom instructor-led training to e-learning, then blended learning, and most recently to a more employee-driven and collaborative process

This evolution represents a shift from formal learning to social learning and from an individual focus to a group focus and is known as Learning 2.0

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Throughout the text, it has been clear how the T&D field has evolved over time

Learning has evolved from classroom instructor-led training to e-learning, then blended learning, and more recently to a more employee-driven and collaborative learning

This represents a shift to more social learning that involves groups and is known as Learning 2.0

The Evolution of Learning

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Learning is no longer a static and organization-driven event or product

Learning is a more continuous, fluid, and employee-driven collaborative process

Learning 2.0 Model

A shift from learning as a product that is created for learners by organizations to a learner-initiated collaborative process

It can involve informal learning (e.g., during meetings) as well as formal learning (e.g., mentoring programs, apprenticeships), and it can happen either face-to-face or through the use of social media

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Learning 2.0 represents a shift from learning as a product created for learners by organizations to a learner-initiated collaborative process

Can involve informal learning (e.g., during meetings) as well as formal learning (e.g., apprenticeships)

Can happen face-to-face or through the use of social media

Learning 2.0 Model

Places greater emphasis on the learner and learning through social interaction rather than formal training

Social constructivism: The goal of instruction should be to create interactive learning environments in which training participants learn from instructors, participants learn from each other, and the instructor learns from participants

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There is much greater emphasis on the learner and learning through social interaction rather than formal learning

This is known as social constructivism, which involves creating interactive learning environments in which participants learn from

instructors and each other, and instructors learn from participants

Learning 2.0 Model

Technology and web-based instruction is especially well suited for fostering such interactive learning environments

Learning is becoming a more continuous, fluid, and employee-driven collaborative process

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Interactive learning environments are facilitated by technology and web-based instruction

As a result, learning is becoming more fluid and continuous

Learning is employee driven and a collaborative process

Multilevel Systems Model of Organizational Learning

Learning occurs at three levels in organizations:

Organization level

Group level

Individual level

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Learning in organizations takes place at three levels: the organization level, the group level, and the individual level

Organizational Learning

A process of creating, diffusing, and applying knowledge in organizations

Focuses on systems used to create and distribute knowledge

A dynamic process of creating and sharing knowledge

Organizational learning influences and is influenced by individual and group learning

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Organizational learning involves a process of creating, diffusing, and applying knowledge throughout an organization

It is a dynamic process of creating and sharing knowledge

Organizational learning will influence learning at the group and individual level, which, in turn, influence organizational learning

Multilevel Systems Model of Organizational Learning

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- The multilevel systems model of organizational learning shows how the three levels are linked to each other and the various learning practices that exist at each level

Organization Level

Consists of an organization’s leadership, culture, vision, strategy, and structure

Organization practices are necessary for the organization and its members to acquire and share information and to distribute it throughout the organization

There must be a culture that supports and encourages continuous learning

Organizations that are particularly good at this are learning organizations

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At the organization level, leadership, culture, vision, strategy, and structure are important

A culture that supports and encourages continuous learning is especially important

Learning organizations are especially good at this

Learning Organization

Creates, acquires, organizes, shares, and retains information and knowledge

Uses new information and knowledge to change its behaviour in order to achieve its objectives and improve its effectiveness

Is able to transform itself by acquiring and disseminating new knowledge and skills organization-wide and at all levels

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A learning organization creates, acquires, organizes, shares, and retains information and knowledge

A learning organization uses new information and knowledge to change its behaviour to achieve its objectives and improve its effectiveness

It is able to transform itself

Group Level

Factors that influence learning at the group level include group climate, culture, norms, dynamics, and processes, as well as the complexity of the group task and task interdependence

Group-level factors influence the extent to which learning occurs at the group level

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Important factors at the group level include the group climate, culture, norms, dynamics, and processes

The complexity of the group task and task interdependence is also important for learning at the group level

Individual Level

Employees must have formal and informal opportunities to learn

Organization needs to provide structured and formal training and development programs

Employees must be rewarded for learning and applying what they learn on the job

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At the individual level, employees must have opportunities for formal and informal learning

Employees should be rewarded for learning and applying what they learn on the job

Linkages Between the Levels

The systems and processes that exist at the organization level influence the extent to which learning occurs at the group and individual level

Group-level factors influence learning at the individual level

Individual learning influences group learning, and individual and group learning influences organization learning

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• The three levels influence each other; the organization level influences the group and individual level; the group level influences the organization and individual level; and the individual level influences the group and organization level

Linkages Between the Levels

Learning at each level is influenced by human resource (HR) practices and the HR system

HR practices such as learning and career development opportunities have a positive effect on all three levels of learning

The three levels of learning have a positive effect on organization performance

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• Human resource practices and the HR system influence learning at each level

• The three levels of learning have a positive effect on organization performance

The HR System, Learning, and Organization Performance

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The HR system influences the three levels of learning, which, in turn, influence organization performance

The Changing Role of Learning Professionals

The trainer’s traditional role as a staff employee of HR has been changing and there has been a significant transformation of the training and development function

Trainers, as strategic business partners, now help solve organizational problems and support organizational strategy

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The traditional role of a trainer has been changing and there has also been a transformation of the training and development function

Trainers are becoming strategic partners who help solve organizational problems and support the organization’s strategy

The Changing Role of Learning Professionals

Training professionals are increasingly being called on to provide learning solutions that will drive key business outcomes

The role of learning and development professionals is shifting from knowledge-keeper to that of learning facilitator

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Training professionals are now expected to provide learning solutions to drive business outcomes

Learning and development professionals are increasingly becoming facilitators of learning

The Changing Role of Learning Professionals

Training functions will become performance consulting centres, and training professionals will become performance and learning consultants

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Training professionals are becoming performance and learning consultants

Performance Consultant

Training professionals provide solutions to performance problems

Proactive in identifying emerging learning needs and taking steps to prepare and support the organization by offering solutions and learning programs to address future skills and performance gaps

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As a performance consultant, training professionals will be expected to provide solutions to performance problems

They will need to be more proactive in identifying emerging needs and coming up with solutions and learning programs to address future skills and performance gaps

The Changing Role of Learning Professionals

The role of the trainer is shifting from training to learning

Facilitate and create learning opportunities throughout the organization

Help organizations manage the transition to a learning organization and the creation of a learning environment

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The role of the training professional will be to facilitate and create learning opportunities throughout the organization

They must also help organizations become learning organizations and create learning environments

Learning Environment

A deliberately curated collection of materials and activities to support the development of a specific knowledge base or skill

An effective learning environment provides a variety of resources and activities that employees can access to manage their own learning

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A learning environment is a deliberately curated collection of materials and activities to support the development of a specific knowledge base or skills

It provides a variety of resources and activities so that employees can access and manage their own learning

Learning Environment

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Some of the materials and activities found in learning environments include various types of resources, people, training and education courses, development practices, and experiential learning practices

The Changing Role of Learning Professionals

The Institute for Performance and Learning (I4PL) has developed a set of competencies for performance and learning professionals

The Association for Talent and Development (ATD) has developed a competency model for talent development professionals that indicates the skills and knowledge that training and development professionals require now and in the future

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In Canada, the Institute for Performance and Learning (I4PL) has developed a set of competencies for performance and learning professionals

In the United States, the Association for Talent and Development (ATD) has developed a competency model for talent professionals

Institute for Performance and Learning Competencies

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The Institute for Performance and Learning (I4PL) competencies are organized into seven categories: partnering with clients, assessing performance needs, designing curricula, designing learning experiences, facilitating learning, supporting transfer of learning, and evaluating learning

ATD Competency Model for Talent Development Professionals

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The Association for Talent and Development (ATD) competency model includes six foundational competencies: business skills, interpersonal skills, global mindset, personal skills, industry knowledge, and technology literacy as well as 10 specific areas of expertise: performance improvement, instructional design, training delivery, learning technologies, evaluating learning impact, managing learning programs, integrated talent management, coaching, knowledge management, and change management

Making Training and Development Programs Effective

There is evidence that many training and development programs are not effective

What are some of the key factors that contribute to making training and development programs effective?

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• Many training and development programs are not effective

• However, there are a number of factors that can help to make training and development programs more effective

Making Training and Development Programs Effective

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• Training and development programs will be more effective when they focus on trainee characteristics that predict training outcomes and can be strengthened such as training motivation, self-efficacy, and motivation to transfer; providing trainees with opportunities for active practice and the conditions of practice; using a blended approach that makes use of a combination of instructional methods on-the-job, off-the-job, and technology-based methods; using Gagne’s nine events of instruction; and creating a positive and supportive pre- and post-training environment

Summary

Described the evolution of learning in organizations and the trend toward Learning 2.0 and social constructivism

Described how learning involves three levels (individual, group, and organization) that influence each other

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• Training and development and learning is experiencing an evolution in organizations toward Learning 2.0 and social constructivism

• Learning in organizations involves three levels: the individual, group, and organization level and they influence and are influenced by each other

Summary

Discussed the changing role of learning professionals and the skills and competencies required to be a learning professional

Reviewed the key factors for making training and development programs effective

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• The role of learning professionals is changing as well as the skills and competencies required to be a learning professional

• Training and development programs can be more effective by focusing on several factors that are important for training effectiveness

Key Terms

Learning 2.0

Learning environment

Learning organization

Organizational learning

Performance consultant

Social constructivism

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