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http://odofwny.wordpress.com/ As workplace learning, development, and performance leaders invest in informal and on demand learning resources such as eLearning and social networking, how do we know that participants have learned the content? How do we know if they are using their new knowledge, skills, abilities, and behaviors (KSABs) on the job? How do we find out if participants are making a positive impact on the business as a result of what they learned? We’ll explore those questions and propose a new tool as a possible way to address the challenges to Kirkpatrick’s Evaluation Levels #3 and #4.
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2/13/2013
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INFORMAL LEARNING
HOW TO ENSURE
ACCOUNTABILITY
AND BUSINESS IMPACT
Describe the impact of the global economy and labor market on the talent development operating environment.Name, describe, and give examples of informal on-demand, and social network learning.Recall Kirkpatrick’s four levels of training evaluation.Describe what a portfolio is, and how it can be used to drive levels 3 and 4 evaluation.
OBJECTIVES
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Be in-the-know about informal, on-demand, eLearning, and social networking learning.Re-think how you are assessing value of learning activities and programs.Be in-the-know about a new tool to document value and return on investment.
WHY?
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The New RealityNew Ways to Access ContentNew Tool to Drive Levels 3 and 4Case Study: New Era Management Development ProgramNext Steps
AGENDA
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THE NEW REALITY
Over the Rainbow
The Old Corporate Ladder
The New Career Lattice
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Preparation Meets Opportunity NEW WAYS TO ACCESS CONTENT
FORMAL VS. INFORMAL LEARNING
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FORMAL INFORMAL
• Planned
• Structured
• Led by Subject Matter Experts
• Scheduled Time
• Unplanned
• Loosely Structured
• Many sources of expertise
• Planned or unplanned
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Job ShadowingStretch AssignmentsCoachingInformational InterviewsOn-Demand LearningE-LearningSocial Networking Learning
TYPES OF INFORMAL LEARNING
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INFORMAL LEARNING OPPORTUNITIES
KIRKPATRICK’S 4 LEVELS
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KIRKPATRICK’S 4 LEVELS
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Transfer
Learning
Reactions
Results
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What are ways to gather reactions from employees & see if they’ve learned the information?
ACTIVITY: KIRKPATRICK LEVELS 1 & 2
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What are some ways which you can drive levels 3 and 4 within Kirkpatrick’s model?
ACTIVITY: KIRKPATRICK LEVELS 3 & 4
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Using Expectations and Intention to Drive Transfer and Impact
NEW TOOL TO DRIVE LEVELS 3 AND 4
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A portfolio is a physical or electronic archive of evidence that documents and describes professional accomplishments, growth, and development
WHAT IS A PORTFOLIO?
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Professional Profile
Credentials
Leadership Highlights
Performance Reviews
KEY PARTS OF A PORTFOLIO
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Development Plans
Professional Development Action Plan
Assessments
KEY PARTS OF A PORTFOLIO
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Reflections
Publications, Presentations & Projects
Achievements and Awards
KEY PARTS OF A PORTFOLIO
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How do you view this as valuable to an individual or an organization?
VALUE OF A PORTFOLIO
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CASE STUDY:
NEW ERA MANAGEMENT DEVELOPMENT PROGRAM
NEW ERA MANAGEMENT DEVELOPMENT PROGRAMS
Manager Program
Project Manager Program
PORTFOLIO TOOL
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NEXT STEPSReflect on whether or not portfolios would be appropriate for your organization, and brainstorm ways in which you believe you would be able to use it
ACTIVITY
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