70:20:10Blended learningBeyond the hype презентация

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Antwerp - 03.07.2014. We met up with 55 enthusiastic L&D professionals. On the menu: Blended learning and a critical look at 70:20:10 What really works? In what

Слайд 170:20:10 Blended learning Beyond the hype


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Antwerp - 03.07.2014.
We met up with 55 enthusiastic L&D professionals.
On

the menu:
Blended learning and a critical look at 70:20:10
What really works?
In what context?
Critical success factors?


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Learning Solutions Consultants L&D-specialist

Manager Training & Advice
Kluwer Opleidingen Imec Boss paints & Colora

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Participants were given assignments in advance.

Слайд 6 Participants were given assignments in advance:

1. What specific questions do you

want answered by the end of our session? Send an e-mail by 1 July to isabel.declercq@kluwer.be.
 
2. To prepare, read the following short posts on our blog
 


3. Share quotes from these blog posts or your insights via LinkedIn or Twitter. Refer on LinkedIn to @Kluwer Opleidingen. And on Twitter to @KluwerLearning.


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http://www.learninglive.be/leren-moet-echt-plakken

http://www.learninglive.be/formeel-leren-achterhaald

Слайд 8The following article was circulated in advance by a participant (Wim

Annerel)

Article: a critical look at 70:20:10.
http://evidencebasedhrm.be/702010-framework-jennings/


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Introduction by Isabel De Clercq

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Nowadays, people want learning to be
just-in-time, just enough, self-directed.

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Just-in-time, just enough and self-directed learning.
Individual language coaching after classroom training.


Five 45-minute sessions – guided by the individual.








For more information, email gude.verhaert@kluwer.be
http://www.learninglive.be/online-taalcoaching-op-maat-van-sales-professionals-en-managementassistants


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Watch the video
http://www.elsua.net/2011/10/05/the-future-of-work-is-learning/

“The future of work is always learning”

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From experience-oriented learning to learning-oriented experience







Frank Klockaerts
Training & Development Manager


Philips Turnhout

“

“

Read the article on our blog:

http://www.learninglive.be/ld-door-de-ogen-van-frank-klockaerts-van-philips-turnhout#more-6892

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This text is not ours. It is tranlated from a text

written by Tulser.
Please find the original text in Dutch here: - https://www.linkedin.com/slink?code=dA_pwpR


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Source: – Tulser - https://www.linkedin.com/slink?code=dA_pwpR


For effective performance support solutions,
there is

no need to interrupt work or leave the workplace.

Слайд 16Who has a clear-cut vision of 70:20:10?

Harold Jarche
@hjarche on Twitter
Jarche on

Slideshare
http://www.jarche.com/

Jane Hart
@C4lpt on Twitter
The Learning Flow on Facebook
Janehart on Slideshare
Author Social Learning Handbook 2014

Charles Jennings
@charlesjennings on Twitter
Charlesjennings on Slideshare

Слайд 17Other interesting L&D people to follow


http://nvo2leren.wordpress.com/2011/08/28/goochelen-met-formeel-en-informeel-leren/

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This is a slide from Ben Betts http://mediasite.mediamission.nl/Mediasite/Play/10627b8cfb9a4c88a5710291da88c7b11d

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Vision Harold Jarche
All work by Harold Jarche is CC-By-NC

Слайд 20Don’t throw the baby out with the bathwater.
Our conviction: formal learning

is still important.
But interdependent and independent learning should be incorporated into moments of dependent learning.


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Examples of assignments given to participants by Kluwer Training @ in-company

trainings.

Dependent + interdependent + independent learning.

Слайд 22BEFORE a class session
Film a colleague and share the video on

the social intranet. Indicate the three most important lessons learned.
Go through the theory beforehand (Slideshare, Youtube, WORD, etc.). What do you still have questions about? E-mail them to the trainer.
Go through some e-learning.
Read the following blog post and share one quote from the blog post on the social intranet.
Look for other materials that also provide information on the same topic. Look on Youtube – Slideshare – Twitter, etc.



Слайд 23BETWEEN class sessions

Sit down with a colleague to further fine-tune your

assignment.
Make a video about what you have learned.
Share your insights via http://nl.padlet.com/ (a virtual notice board where all participants can leave texts as well as images and audio material).



Слайд 24AFTER a class session
Film an internal client.
With the team, discuss ways

of continuing work on the lessons learned.
Share the lessons learned on the social intranet: your knowledge is also important for others in the organisation.


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This is were we met.
Den Brandt – Antwerp.

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L&D-specialist
Imec

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Onboarding
Better people management skills
Giving more powerful presentations
Using clean-room devices
Uniform project

management methodology
Implementation of new technology (Lync)
Discovering the sales function
More structure in problem-solving thinking


Dependent + interdependent + independent learning.
8 successful combinations at Imec.


Слайд 28Onboarding
MOVIE: WELCOME TO IMEC
Dynamic 17-minute film presenting Imec and our activities.
APP:

IMEC IN 20 DAYS
Mobile app that reveals just one fact or anecdote per day using the tear-off calendar principle. The fact is linked to a piece of useful or important information.

Слайд 29 People management
Combination:


Curriculum
+
Community of Practice
+
Mentoring

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CURRICULUM
...
FLIPPED CLASSROOM MODULES
Pre-work: E-learning with concepts, models, etc.
Conventional workshop for

discussions, exercises, etc.

E-LEARNINGS & MANAGER DESK
A few golden rules
Information on processes, policies, procedures

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CURRICULUM
...
FLIPPED CLASSROOM MODULES
Pre-work: E-learnings met concepten, modellen, etc.
Klassikale workshop voor

discussies, oefening, etc.

E-LEARNINGS & MANAGER DESK
Een paar gouden regels
Informatie over processen, policies, procedures

Works at Imec thanks to:
individual support for participants (explaining the what, why and how)

co-creation and alignment with trainer(s)

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Brings team leaders together across business units borders
Topics are defined by

participants in advance (1 mailing a year launched by L&D department)
Since 2010
Three times a year
In four groups of 15 team leaders
Half-day event
Plan: mainly sharing practices, discussion, working on cases in specific people management topics

COMMUNITY OF PRACTICE: team leader lunches

Now also: “Supervisor Lunch” & “Manager Lunch”

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“Team Leader Lunch”
Successful since 2010
Three times a year
In four groups of

15 team leaders
Half-day event
Plan: mainly sharing practices, discussion, working on cases in specific people management topics

COMMUNITY OF PRACTICE

Nu ook: “Supervisor Lunch” & “Manager Lunch”


Possible success factors:
Topics come from the group members themselves (annual survey)
Short, practically oriented workshops.
Brings peers together ? common problems & networking opportunity.
Free lunch ☺

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MENTORING
Mentee: ‘First time’ young executive
Mentor: Senior manager, not from the hierarchical

line
Process: 9-12 months – monthly F2F – two hours
Content: Advice and sounding board on people, team & work management

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MENTORING
Mentee: ‘First time’ jonge leidinggevende
Mentor: Senior manager, niet uit zijn hiërarchische

lijn
Proces: 9 maanden – maandelijks – 2 uur
Inhoud: Advies en klankbord inzake people, team & work management


Works at Imec thanks to:
Ad hoc process, entirely customised
Screening mentor
Clear agreements on procedure and roles (Imec mentoring guidelines)

Слайд 36Public Speaking
TRAINING & E-LEARNING COURSES Various conventional and e-learning modules.
Depending on

the level or specific component of presentation.

IMEC COACHES Experienced speakers who also give feedback during the last part of the workshop
‘presenting your research’.
Speakers also remain available for this group of participants subsequently.

Слайд 37Public Speaking

TOASTMASTERS COMMUNITY ± 15 members at Imec: every two weeks

they give presentations on a whole range of topics This increases their self-confidence. (www.toastmasters.com)

DRY RUNS Organisation of dry runs with audience (colleagues, management), with feedback template.

Слайд 38Operating clean-room tools
TRAINING & E-LEARNING COURSES Modular curriculum on the appliance

and the processes.
SHADOWING ± two months, ‘accompanying’ and noting only
EXPERIENCE-BASED LEARNING ± three months preparing formulas yourself, but appliance manager supervises, corrects and presses ‘GO’ until no mistakes have been made for a month and a certification procedure follows

Слайд 39...because some things call for a lot of practice before you

risk ‘the real thing’ (for instance because of the financial impact of errors)

Слайд 40Project management
SUPPORTING TECHNOLOGY
Imec Share is a Sharepoint platform that enables thorough

collaboration and supports a uniform methodology.
ON-THE-JOB COACHING
In this case, the coach is a coordinating manager who acts as early adopter and champion and makes time to train new project managers and teams in this.

Слайд 41Lync (tool)
TRAINING
A short lunchtime seminar on why and what.
AMBASSADORS
80 Imec people

(= someone from every corridor on every floor of every building) were given more in-depth training and then acted as ambassadors.
For a whole week, they wore the blue Lync t-shirt.
This made them a visible contact point for practical questions after/upon implementation.

Слайд 42An example in sales
TRAINEESHIP
An engineer who was thinking of moving to

a sales job was not asked to “just” occasionally make part of the team and to observe.
But he was given a 20% assignment in sales (evaluate and optimise wafer service).
? He learned a lot about the sales process.
? It was also a win-win situation for Imec.

But in other fields or areas of expertise too, we are reaping the rewards of
INTERNAL MOBILITY
Since 2009, over 30% of job vacancies have been filled internally . (= almost 40 internal vacancies / year)

Слайд 43Problem solving
TEACHING
Let staff train their colleagues in the 8D methodology themselves

! It’s an excellent way of processing the material further themselves. Let staff also record the lesson on video and make sure that everyone can do this easily. The video = just-in-time learning for other interested people.
REAL-CASE SUPPORT
Have the project managers supported by an expert in 8D methodology.
FACILITATING TOOL & ENVIRONMENT
Software in which problems should be logged, adapted to this methodology Provide a dedicated escalation room with templates (e.g. Fishbone), checklists with questions, etc.

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Manager Training & Advice
Boss paints & Colora

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Boss paints & Colora =
an informal (learning) culture

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BOSS paints is a Belgian paint manufacturer with its head office

in Waregem (West Flanders). It is a family firm in which the third generation (Bossuyt family) is currently at the helm.
BOSS has around 250 employees, and just as many different colours. In recent years it has been undergone significant professionalization and has continued to grow, in spite of the economic crisis.
The company is large enough to be able to rival other (mostly multinational) paint manufacturers, and at the same time it is small enough to be quick and nimble. It is an example of Flemish entrepreneurship and West Flemish modesty …

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BOSS’s company culture is informal and involves a great deal of

consultation and collaboration between departments.

The mentality is ‘no-nonsense’: ‘do what you have to do’.

You can often hear people say “just go after what you desire”. If someone wants to launch something and can get people enthused about it --> just do it!

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We really have a learning culture.

Everyone is given opportunities for

training.
At both the departmental and the individual level.

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A vision of ITE (instruction, training, education) has been developed by

HR and the technical-commercial department.

And strangely enough it is the latter that is responsible for employees’ technical learning processes.

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Core elements of our vision on learning:

employability
learning should not be

undertaken only in relation to one’s current job, but also with a view to the future, potentially in another position
informal learning
to supplement the classic training programmes, colleagues are encouraged to share knowledge and to help train and coach each other
constructivism
people are by nature driven to go on learning in order to “be able to keep up”, and they do so by linking new knowledge to knowledge already acquired; in other words, learning is an ongoing process

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In the second half of 2012, the term ‘Blended learning’ appeared

for the first time at BOSS paints.
No one at the company had heard this term before.


Now, in 2014, we still have our classic training.

But we also have as e-learning, toolboxes, mentorship, instructional videos, tests, and even our first game!

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One unusual feature is the Paint party on Friday afternoons where

staff from all departments can learn ‘painting’ from an instructor and thus get to know and learn how to use our products.

Слайд 53Blended learning at BOSS paints and Colora
The technical training plans are

bundled into a Learning Management System (LMS), that can be consulted online and via the open source tool Moodle.
A demo can be found on http://everest.boss.be.
Each employee is in charge of his or her own trajectory and is given 4 years to complete it. In other words, you can set your own pace.


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Since 2013, training & development has been part of the annual

evaluation process of employees at BOSS paints.



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Why has this succeeded at BOSS paints and Colora?

The company

culture and scale of the company
open culture, strong collaboration, everyone knows everyone

Teamwork
people work well together and enjoy doing so

Speed of working
sometimes we did not follow the official channels
because that can take a lot of time.
(when working out the LMS, not a single IT worker was involved)

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Why has this succeeded at BOSS paints and Colora?

And yet

step by step
A structured approach to the process and the way forward.

Management’s involvement is an essential condition
From the very outset, our management recognised
that this is a strategic project.
it sounds good, but an ROI and monthly reports were expected

Enthusiasm and humour
A little disguise and a few jokes in the e-learning programmes,
throwing in a ‘What-if’ film clip when attention begins to flag …
Humour works!

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Some lessons learned listed by participants.
The logo above comes from

the website of the same name. www.brainpickings.org
Literature – psychology –philosophy – architecture, etc.
Inspiring and attractive at the same time.
Highly recommended! ☺
Follow on Twitter @brainpicker, too.


Слайд 59 Personal approach is a critical success factor.
Culture matters: move away from

the pigeonhole approach + people must be given space.
Management plays a crucial role.
Find out “what’s in for them” = participants.



Слайд 61 Ensure that ambassadors = enthusiastic + approachable + recognisable.
The instructor

is in the driver’s seat.



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Yes it was FUN ! ☺

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Talk to our Kluwer Learning Consultans

Слайд 64Isabel.declercq@kluwer.be
Nele.vanhooste@imec.be
Christophe.toye@boss.be

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