L & D Strategy Oppiminen ja henkilöstön kehitys osana strategista suunnittelua Heli Aramo-Immonen, JAKK 2006 TTY, Pori 13.4.2006

L & D StrategyL & D StrategyL & D StrategyL & D StrategyOppiminen ja henkilöstön Oppiminen ja henkilöstön

kehityskehitysosana strategista suunnitteluaosana strategista suunnittelua

Heli Aramo-Immonen, JAKK 2006TTY, Pori 13.4.2006

Aineisto• http://www.blackwellpublishing.com/book.asp?ref=1405129816&site=1

• Learning and Development for Managers

• Perspectives from Research and Practice

• By: EUGENE SADLER-SMITH • (University of Surrey)• Blackwell Publishing, 2006

Kirjan sisältö• Enables students and managers of learning

and development (L&D) to understand the theory and practice of L&D in organizations.

• Explores the concept of learning from a variety of perspectives through the use of examples of research and practice from all over the world.

• Takes a broad view of learning as encompassing both explicit and implicit and individual and collective learning processes.

• Argues that the practice of L&D should be based upon a rigorous theoretical and empirical base.

Kirjan sisältö• Each chapter uses synopses of research

studies and case studies from businesses to illustrate the most important theories, concepts and models.

• Lists of key concepts, knowledge outcomes, 'perspectives from practice', 'perspectives from research', discussion points (for individual or class use), and concept checklists to benefit both students and teachers.

• Is illustrated throughout with diagrams, tables and 'L&D facts and figures'.

Sisällysluettelo• 1. Introduction to Organizational

Learning and Development2. The Strategic and Organizational Contexts of Learning and Development3. Individual Learning and Development4. Implicit Learning and Tacit Knowledge5. Collective Learning and Development6. Planning Learning and Development7. Management and Leadership Learning and Development8. Technology, Learning and Development9. Evaluating Learning and Development

Eugene Sadler-Smith• Eugene Sadler-Smith is Professor of Management

Development in the School of Management, University of Surrey. After a successful career in human resource development and training he became a university lecturer in 1994. He has a particular interest in managers' thinking and learning styles and is a member of the editorial advisory boards for The British Journal of Management, International Journal of Management Reviews, Human Resource Development International, and the Journal of European Industrial Training. He has published in the Academy of Management Executive, Journal of Organizational Behaviour and Organization Studies and in a wide range of other academic and practitioner journals.

L&D as a core competence

• L&D provides benefits to customers through enhanced knowledge skils and attitudes (KSA)

• Generic KSA are transferable and hence not product-specific


• L&D provides an organization with a complex, company-specific, and hence competitively unique, resource (which is not an asset in the accounting sense).


• L&D represents an opportunity or gateway to the future through the creation of new knowledge and a capability to create new knowledge.

L&D Core

Alignment with business strategy

Integration with HR Starategy,policies and practicies

EX

TER

NA

LIN

TER

NA

L

Reflection,inquiry andsharing underpinindividual andcollective learning.New knowledgeand new betterproducts and servicesmay be created

Sensitivity to changes in its operating environment.Capability to beAgile in response to any suchchanges

EXTERNAL influences• Deregulation of markets• Technological change• Regionalization and globalization• Demographic change• etc.

INTERNAL influnces• ”Downsizing” and flatter structures• Increased performance expectations• Employee involvment in quality

enhancement• Premium placed upon knowledge

work and knowledge workers• etc.

SHRMSHRMSHRMSHRM

Starateginen Starateginen henkilöstöjohtaminenhenkilöstöjohtaminen


HRM• those activities that are concerned

with the management of the employment relationship between employees ant the organizations that use their skills.

SHRM• Design and emplementation of a

set of organizational HR policies and practicies.

• Ensure that HR in organization contribute to the achievement of business objectives of the company.

SHRM• HR knowledge and skills are

unique source of competitive advantage

• HR policies and practicies has positive effect upon performance

• non-imitability of HRM

Non-imitability of HRM• Social complexity• team working• empowerment• unique L&D strategy

Integrating HR to system

• external fit – HR strategy fits with the requirements of the business strategy

• internal fit – HR policies and activities (incl. L&D) fit together so that they form a coherent whole

HR system model –external fit

Performance

Busines Strategy

Recruitmentand selection

Planned Learning &

Developement

Performance appraisal

Rewardsand incentives

EnhancedKSAs

Identifiedlearningneeds

(KSA= Knowledge, Skills, Attitude)

Mieti miten vaikuttaa jos…

• Samanaikaisesti korostetaan tiimityön merkitystä ja palkitsemisjärjestelmä perustuu yksilösuorituksiin?

Mieti miten vaikuttaa jos…

• yrityksessä on kallis rekrytointijärjestelmä valintatesteineen, mutta perehdytys ja L&D puuttuvat?

Internal fit• HRM policies and practicies should

themselves be internally coherent– recruiting policies should be

completed by other practicies that minimize labour turnover

– Tem working should be rewarded collectively as well as individually

HPWS high-performance-working-

system

Complementary”bundles” of

HR/L&Dpracticies

Enhanced systemicresponse to individual

effort includingcollective learning

Enhanced individualand organizational

performance,increased

knowledge assets

Enhanced individualpotential and

discretionary effortincluding

engagement of L&D

Strategic LearningStrategic Learningand Developementand DevelopementStrategic LearningStrategic Learningand Developementand Developement

Käsitteistöä ja taustaaKäsitteistöä ja taustaa


Employee developement

Startegies• Long term orientation• Go beyond an individual focus• Internationalization of

employee developement• Action learning• Learning organization• Management developement

The SECI process

SECI Knowledge conversion process-

socialisation

SECI Knowledge conversion process -

socialisation


socialisation


externalisation


combination


internalisation


internalisation

Expertice ?• How does it grow?

Experience

Explicit learning Implicit learning

Explicit knowledge Tacit knowledge

Intuition

Actions

Feedback

LEARNING

EXPERTICE

(Explicit learning, implicit learning and tacit knowledge p. 153)

Mieti…• Millaisissa oppimistilanteissa ja

kehitysprosesseissa toteutuu…• tacit to tacit – emphatising - sosialisation• tacit to explicit – articulating - externalisation• explicit to explicit – connecting - combination• explicit to tacit – embodying - internalisation

Training strategies• Appropriateness in relation to

objectives• Likelihood of transfer of learning to the

workplace• Resource availability• on-job-training• in-house training cources• external training cources• self-managed learning

L&D strategies• Learning theories• Collective learning• Planning learning• Refers to macro-level features of

organization• Supports the achievement of

overall business goals

Mikäpuuttuu ?

http://www.tekes.fi/julkaisut/Teknologia_ja_kilpailukyky.pdf

Mikä puuttuu ?

http://www.swotconsulting.fi/swot.html

Why do organizations need strategic L&D ???

Case: Meriteollisuus (30 min)

Organizations need strategic L&D…

• Global business environmet• Forces to change

– new technology– paradigm innovation

• Competition• Continious improvement• Internalization• Levels of uncertainty and ambiquity• Core competencies

Symptoms of lacking strategic L&D…

• Difficulties recruiting skilled employees• Need to develop a more adaptive and

flexiple skill base• Demand for management and

leadership at all levels in a organization (LEAN management, TQM)

Organizations need strategic L&D…

• Greater emphasis on performance management and evaluation

• Increased need for HR and succession planning

• Require an integrated and holistic solution

• Proactive rather than reactive approach

HPWS high-performance-working-

system

Complementary”bundles” of

HR/L&Dpracticies

Enhanced systemicresponse to individual

effort includingcollective learning

Enhanced individualand organizational

performance,increased

knowledge assets

Enhanced individualpotential and

discretionary effortincluding

engagement of L&D

What are the charasteristics What are the charasteristics of strategic L&D of strategic L&D

What are the charasteristics What are the charasteristics of strategic L&D of strategic L&D

And what it is not… And what it is not…


Lack of strategic focus• Numerous unconnected and

fragmented L&D initiatives• Tactical and operational perspective• Duplication• fad and fashions• Reactive• Lacking long term focus

Outcomes of lacking strategic focus

• Wasted efforts• Poor use of efforts• Defensiveness• Convergent and myopic thinking• Stifling of creativity and innovation

Features of strategic L&D

• Coherent and holistic• Corporate wide• Promotes collective learning

through internal integration of activities

• Aligned with strategy• Involves stakeholders

Stakeholders…

Stakeholders…• Senior managers• Line managers• Learners• L&D specialists• External educational institutes• Customers…


• 1) Active commitment to and shared ownership of learning from managers and other employees

• 2) Vertical alignment with strategy and horizontal integration of learning-related and other activities (incl. HRM and L&D)


• 3) Openness of communication channels within and beyond the organization

• 4) Supportive culture and climate that enables learning, creativity and innovation


• 5) Systemic and systematic planning processes that take account of the integration of L&D practices with the organizational mission.

• 6) Focused and prioritized L&D practicies that support the strategic intent of the business and that will add value.


• 7) Proactive L&D functional stance that is open to evaluation and self reflection and continous improvement.

Learning and Developement Learning and Developement as a systematic processas a systematic process

Learning and Developement Learning and Developement as a systematic processas a systematic process

Systematic approachSystematic approach


Simple generic systematic approach to

problem solvingIdentify

Implement Design

AnalyseEvaluate

1) needs identification

2) needs analysis

3) Learning design

4) L&D implementation

5) Validation of L&D solution,outputs, impacts, benefits

Identify

Implement Design

AnalyseEvaluate

Needs assesment

Statement ofneeds

Statement ofoutcomes

L&D plan

Formativeevaluation

Verification of needsidentification & overallsummative evaluation

Verification of design choices

Verification of analysis

A more complex generig systematic approach to L&D

Generic system model

Inputs Process Outputs

A generic L&D system model

Internal inputs

External inputs

Learning anddevelopementprocesses at

individual andcollective

levels

Individualoutputs

Collectiveoutputs

Organizationaloutputs


Internal inputs

External inputs



levels

Individualoutputs

Collectiveoutputs


Internal inputs• Recruiment• performance gaps• new prochedures and technology• L&D policy• L&D needs• HR planning• organizational change• internal recources


Internal inputs

External inputs



levels

Individualoutputs

Collectiveoutputs


External inputs

• Social, technological, economic and political, environmental factors (PEST)

• external resources• governement policy• perceived value of L&D• industry norms…• competition


Internal inputs

External inputs



levels

Individualoutputs

Collectiveoutputs


Individual outputs

• KSA• qulifications• mobility and promotion• motivation and satisfaction• personal growth


Internal inputs

External inputs



levels

Individualoutputs

Collectiveoutputs


Collective outputs

• Shared mental models• knowledge assets• sozialisation and participation• shared vision• common practicies


Internal inputs

External inputs



levels

Individualoutputs

Collectiveoutputs


Organizational outputs

• Skills base• performance• retention• commitment• intellectual capital

Internal inputs

External inputs

Analysis ofL&D needs Individual

outputs

Collectiveoutputs


Designof L&D

IdentifyL&D needs

Statement of need

Statement of outcomes

L&D plan

Implementationof L&D

Evaluationof outcomes

An integration of L&D inputs, process and outputs

Auditing strategic L&D

Case: Testaa organisaatiosi L&D strategia (15 min)

L&D RolesL&D RolesL&D RolesL&D Roles

… … responsibilitiesresponsibilities


Polarization

Maintenance

Change

Traditional Interventionist

CaretakerProvides training to maintain

smooth running of organization.

Adopts traditional educationalpracticies. Responds to

requirements for training. Passive and reactive.

EducatorSees need for training to

changesystems and prosedures.

Adoptstraditional educational

approaches. Anticipates theneed for change.

InnovatorSees need for training to change

systems and prosedures. Attempsto understand real needs and causes.

Persuasive, problem solver and catalyst for change.

Active and Proactive.

EvangelistConcerned with training to maintain present system andprocedures. Adopts learner-centered (not, educational)approches. Facilitator of learningrather than subject expert.

Change dimension

Role in transition

Changeagent

Passiveprovider

Caretaker Innovator

Katso artikkeli: Victor J. FriedmanTHE INDIVIDUAL AS AGENT OF ORGANIZATIONAL LEARNING - YKSILÖ ORGANISATORISEN OPPIMISEN ALKUUNPANIJANACalifornia Management Review, Vol. 44, No. 2, Winter 2002

Lopuksi …Lopuksi …Lopuksi …Lopuksi …

Mitä tulee tenttiin…• Luennolla esitetty kalvosarja

(kopiot)• Luennolla tehdyt harjoitukset

toimivat tentissä esimerkkeinä (läsnäolo)

• Netissä oleva pdf. jossa esitetään perustermit (netti)

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L & D Strategy Oppiminen ja henkilöstön kehitys osana strategista suunnittelua Heli Aramo-Immonen, JAKK 2006 TTY, Pori 13.4.2006