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Presented by Rosalie OlsonDynamic Resource Management
Re-Framing Manitoba’s WorkplaceConference, December 2, 2010
Achieve Strategic Results
Expanding the Learning Journey Through RPL
RPL Project GoalsRPL Project Goals
• Design RPL model to support succession planning needs at Manitoba Hydro
• Support corporate goal to increase educational requirements for HR Advisor role
Dynamic Resource Management © 2010
Overview of Manitoba HydroPrior Learning Assessment Process
Prior LearningAssessment Process:
Portfolio Method
Develop the Standard:Define Minimum
Knowledge & SkillRequirements
CandidateSelf-Assessment
&Evidence to Demonstrate Knowledge &
Skills
Recognition of Knowledge &
Skill Requirements Met.
Development Plan to Address
Knowledge & Skill Requirements
Panel Assessment
Dynamic Resource Management © 2010
Define the StandardDefine the Standard
• RPL Model = creation of internal standard that defined the minimum body of knowledge and skills considered critical to perform effectively in HR Advisor role
Dynamic Resource Management © 2010
Achieve Strategic ResultsAchieve Strategic Results
• Aligned RPL with multi-corporate strategic goals• Expanded pool of HR advisors who were qualified to
compete for senior HR supervisors and managers • Integrated RPL learning plans with individual
performance plans• Improved quality of information to support succession
planning decisions• Engagement with leadership team
Dynamic Resource Management © 2010
Achieve Strategic ResultsAchieve Strategic Results
• New level of recognition of expertise within HR Family
• Clarity and agreement on the “minimum standard” and aligned with industry trends
• Equipped employees to compete for positions that required the new minimum education standards
• Portfolio = career tool• Introduction of PLAR projects
Dynamic Resource Management © 2010
Reality CheckReality Check• Range of perceptions about PLAR• Different comfort levels with new higher levels of
education requirements (corporate/industry)• Different opinions about minimum education standard• Concerns about having to “prove” your value at this
stage in their career• Concerns the process would “evaluate” performance,
not assess learning• Skepticism about what will PLAR really do for them• Normal reactions to change
Dynamic Resource Management © 2010
How to Achieve Strategic ResultsHow to Achieve Strategic Results
How to Achieve Strategic ResultsHow to Achieve Strategic Results
• Commitment to PLAR Principles• Transparency + Rigorous + On-going
Support• Customization each step of way• Established corporate learning culture• Follow through – 5 year project
Dynamic Resource Management © 2010
Unexpected Unexpected Good Good ThingsThings
• More employees applied than anticipated• Early success of first candidates• Quality of candidates – peer learning • Roadblocks led to re-thinking and innovative
learning options• Added more strategic goals as project
progressed
Dynamic Resource Management © 2010
InsightsInsights• Importance of “theory” through formal
education• Expertise of the PLAR Advisory Panel• Decisions & judgments that proved critical • Long-term commitment to help candidates• Significance of the paper trail• Important role of the HR Managers • Lessons learned
Dynamic Resource Management © 2010
Expand Learning JourneyExpand Learning Journey
• R = Recognition through assessment• PL = Prior Learning • Value of all learning but need to reflect• RPL’s impact on future learning
Dynamic Resource Management © 2010
Lead Effective Lead Effective Workplace LearningWorkplace Learning
• Essential Skills Framework• Strategic • Focused• Relevancy• Customized• Continuous
Dynamic Resource Management © 2010
Expand Learning JourneyExpand Learning Journey Integrated theory Access to key courses equivalent to university level How to think and reflect Experiential learning Skill demonstration Peer learning Linked to individual career goals (generalist versus
specialist) Recognition of evolving role of HR practitioner
Lead Effective Workplace Lead Effective Workplace LearningLearning
“Serve the learner and ultimately the corporate goals will be well met.”
Rosalie Olson
