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BY RUSSELL SARDER; AUTHOR, ENTREPRENEUR AND CEO OF LEARNING
All successful organizations have one thing in common:
”They understand the value of learning.“
Building a learning organization doesn’t happen overnight—it
takes a long-term commitment, thoughtful planning, and a
steady supply of resources.
You’ll need to build a learning culture, develop learning plans,
and create a system for managing your learning operation.
Check the Sarder framework:
Learning Culture
Right Leader
Right People
Right Behaviors
Right Resources
Learning Plan
Learning Goals
Competency Models
Learning Methods
Learning Assessments
Learning Operation
Content
Delivery
Technology
Administration and Marketing
Sarder Framework: Building the Learning Organization
Best Practices in
Learning Organization
Culture is the sum of ways of living created by a group and
transmitted from one generation to another. It’s culture that makes
one country, region, or group different from another.
Organizations also have unique cultures that shape their workplaces,
and it’s that culture that differentiates a learning organization.
To build a learning organization, you must transform the existing
culture into a learning culture.
Accomplishing that transformation requires:
The Right Leader
The Right People
The Right Behaviors
The Right Resources
Learning Culture
“Setting the example is all about… putting your
money where your mouth is. It’s about practicing
what you preach. It’s about following through on
commitments. It’s about keeping promises. Its
about walking the talk. It’s about doing what you
say.”
Jim Kouzes and Barry Posner1. Leaders must have the vision and the will.
2. They must believe in the value of learning, and they must
be learners themselves
3. They create a learning environment, provide programs
and activities, and reward learning efforts.
The Right Leader
Leaders who are passionate learners communicate their vision and
help people understand why learning is important to achieving
organizational and personal goals.
Transforming an organization’s culture starts at the top:
Learning Culture
Learning Culture
The Right People
To transform your organization’s culture, you need people who have
open minds, are good collaborators, are willing to question, are not
afraid of change, and who welcome opportunities to learn.
1. A learning culture is built by its people.
2. Learning organizations actively seek such people among their
current employees and when they recruit.
“A learning organization needs employees who
have the right motivation for and approach to
learning –a learning mindset…
[They] hire and develop people who like to learn
and who proactively seek to learn.”
Edward D. Hess
Learning Culture
The Right Behaviors
Collaboration, innovation, experimentation, risk taking, and
information sharing are hallmarks of a learning organization.
In such organizations, people challenge established ways of
doing things and explore new ideas for getting better.
Organization
Collaboration
Innovation
ExperimentationRisk Taking
Information Sharing
Learning Culture
The Right Resources
Leaders of learning organizations recognize that learning is an essential
cost, and they demonstrate their support by providing the necessary
resources.
Following the Sarder Principle, they spend at least 2 percent of their
total revenue on learning and development.
2%
98%
Sarder Principle
Learning &
Development
Business, R&D
Others
Learning Goals
Competency Models
Learning Methods
Learning Assessments
Your learning plan describes what will be done to
translate your vision of a learning organization into reality.
It includes:
Learning Plan
1. Learning Goals
2. Competency Models
3. Learning Methods
4. Learning Assessments
Learning Plan
Learning Goals
The goals in your learning plan provide targets that outline what
you hope to accomplish within specified time frames.
They also certify that team and individual goals flow from the
organization’s overall goals, ensuring everyone is aligned with the
organization’s mission, values, and overall strategies.
“Building a learning organization is a lot like building
a house. A house needs a supporting foundation,
electrical and plumbing systems, a roof, and an
insulated structure.
There components must be integrated and aligned
to wok together to produce the desired results.”
Edward Hess
Learning Plan
Competency Models
Competency models are frameworks that describe what people
need to know to accomplish a job at the highest level.
Learning organizations use them to recruit the right employees,
identify employees’ performance gaps and development
needs, develop learning plans, set performance standards,
maximize employee productivity, and drive organizational
change.
“The illiterate of the 21st century will not be those
who cannot read and write, but those who
cannot learn, unlearn, and relearn”
Pyschologist Herbert Gerjuoy
“We are currently preparing students for jobs that
don’t yet exist… using technologies that haven’t
yet been invented… to solve problems we don’t
even know are problems yet.”
Karl Fisch and Scott McLeod
Learning Plan
Learning Methods
People have different learning styles and preferences, and the best
learning programs consider those differences.
An understanding of the various ways in which people learn helps
you choose the method or combination of methods that is best for
a given situation.
From traditional learning to informal learning, a good learning
organization uses different approaches, often in combination.
Learning experts refer to that combination as “blended learning.”
“We all learn best in our own ways. Some people
do better studying one subject at a time, while
some do better studying three things at once.
Some people do best studying in structured, linear
way, while others do best jumping around,
“surrounding” a subject.”
Bill Gates
Learning Plan
Learning Assessments
Only by regularly assessing the results of your learning initiatives can
you discover the extent to which they are achieving their expected
outcomes; if not, why not; and what improvements can you make?
1. Assessment is itself a learning activity.
2. Assessment is essentially a process of asking questions.
3. The overarching question is, “How well are our learning plans
achieving what we intended them to achieve?”
“Evaluation is a constant guard at the gate of
failure. ”
Chuck Hodell
Content Delivery
TechnologyAdministrator & Marketing
Developing and implementing a learning plan is too important
and too complex to go it alone.
A learning management service that has access to validated
competency models, sourcing databases and assessments,
technological tools, and expertise in the field of learning can
guide you through the process, provide advice, and handle many
tasks resourcefully.
Learning Operation
Learning Operation
Content
Learning initiatives involve a huge amount of content: education
programs and materials, competency models, needs assessments,
evaluations, instructor information, and more.
You will need a system to collect all that content, organize it, keep it
up to date, and ensure it can be easily accessed when needed.
Learning Operation
Delivery
Today’s organizations have many options for delivering learning.
Managing your learning operations includes choosing the right
option or options to fit your budget, meet goals, and match both
learner and organizational needs.
Technology
Technological tools are essential for managing learning operations.
Yet it’s amazingly easy for organizations to spend huge sums of money
on technology and still be unable to manage their learning initiatives
effectively.
It’s vital to understand the options so you can select those that are
right for you.
Learning Operation
Administration & Marketing
A staggering number of tasks are involved in managing learning
operations, from organizing assessments and materials; to developing,
updating, and scheduling courses; to negotiating with vendors.
Whether you handle these tasks in-house or outsource them to a
company, a centralized administrative and marketing function helps
you control costs and ensure that everything gets done right.
Learning Operation
Download Chapter One at
netcomlearning.com/book
» Learning Consulting
» Learning Content
» Learning Delivery
» Learning Administration
» Learning Technology
By Russell Sarder
CEO at NetCom Learning
Copyrights 2016 by NetCom Learning
NetCom Learning helps build innovative learning organizations in the
workplace by structuring a smarter workforce, supporting changes, and
driving growth. Since 1998 we have been empowering organizations to
reach optimal performance results and address challenges by managing
all aspects of organizational learning.
Learn more about our consulting services and download “Building an
Innovative Learning Organization. A Framework to Build a Smarter
Workforce, Adapt to Change, and Drive Growth” by Russell Sarder at
www.netcomlearning.com/book