Learning Cafe Workplace Trends Forum

Managing the

Change of

Learning

28 March, Thursday, 2013

12 - 1 pm, EST

3 May, Thurs 12 pm EST

Learning Design

Is it delivering the

promise ?

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Michael Eichler- IAG

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Pierre De Villiers Deloitte

Summary

Jeevan Joshi – L Cafe

Leveraging Technology

Ryan Tracey – AMP

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Learning Café Awards Recognise , encourage & sustain, excellence & innovation in organisational Learning

• Developing the Learning Profession - Best L&D team

development framework - Nicola Atkinson

• Focus on Results - Best demonstration of improved

business outcomes through an learning intervention; -

Michael Eichler

• Leveraging Technology - Best Organisational Learning

Technology Architecture - Jeevan Joshi

• Effective Learning - Best integrated Learning Design -

Bob Spence

Learning Team Development Framework

Improved Business Outcomes Through Learning

Intervention

Organisational Learning

Technology Architecture

Integrated Learning Design

Developing

the Learning

Profession

Pierre De Villiers

Deloitte

Nicola Atkinson

Ashurst

Others

Supporting

Business

Results and

Performance

Effective

Learning

Leveraging

Technology

Details – www.learningcafe.com.au/awards

Michael Eichler

IAG

David Le Page

Others

Jeevan Joshi

Learning Cafe

Rob Wilkins

Aussie Home Loans.

March

Awards announced

April

Awards open

Mid May

Submission s

May End-

Shortlisting

interviews

Early June

Awards announced

Experienced and

credible panel

Robust Selection

Methodology

TBC

Learning Design

Is it delivering the promise ?

Next Online

Workplace Forum

3 May, Thurs 12 pm

Sydney Have we restricted ourselves to simple

sequential design frameworks which are

adequate for complex and integrated learning ?

Is learning design mostly focussed on

compliance or systems training ?

Are our Learning Design processes mature and

do we keep improving them ?

What are some of the some of the emerging

models ? Can be borrow from game and social

media design ?

Does the capability of Instruction and Learning

Designers need to be enhanced ?

Experience

Sharing

Better

Practices

Experienced

Panel

Register at web site or

http://bit.ly/lcafeweb2

Panel

Background Chat with the panel

Your questions

Michelle Ockers

National Supply

Chain Technical

Capability

Manager

Coca-Cola Amatil

Rowena Maxwell

Change Team

AMP

Mark Busine

General Manager –

NSW

DDI.

Webinar Registrations

Allestis

Australian Customs and

Border Protection

Australian Public Service

Commission

Australian Red Cross

Baxter Healthcare

Bendigo and Adelaide

Bank

Cape Group

Coca-Cola Amatil

CBA

Dept of Business & Innov

Ernst & Young

GrainCorp

IAG

PwC

QBE

Seertech Solutions

Serco Sodexo

Siemens Ltd

Sinclair Knight Merz

Skillsoft

Smart Sparrow

Sodexo

Telstra

TP3

University of Sydney

UTS:INSEARCH

Westpac

* More

Moderator &

Design

Jeevan Joshi

Change Management Timeline Jeeves

Current trends

Prosci's 2012 edition of Best Practices in Change Management

Awareness of the need for and value

Use of methodologies,

tools and language

Engagement and earlier integration

with project management

Resources Training and certification

Leadership support

More or Increased

Jeeves

What are the current approaches/

trends for managing change for

Learning initiatives ?

Models

Strategy

Systems

Style

Skills

Staff

Structure

Shared

Values

7-S Model McKinsey Lewin's 3 Stage Model

Unfreeze

Change

Refreeze

Other Models

• Kotter’s 8 step change model

• Chin & Benne’s “Effecting Changes in

Human System”.

• Beckhard & Harris Change Formula

(DxVxF) > R

Awareness

Desire

Knowledge

Ability

Reinforcement

ADKAR by PROSCI

Your experiences with Change

Management for Learning Initiatives

or Projects.

CCA Supply Chain Technical Academy

Current State

Significant recent capital investment,

supported by sound Operational

Readiness program.

Ongoing capability development –

State responsibility: independent,

inconsistent approach. Tendency for

new capability to degrade over time.

Future State

National approach to capability

management, supported by Supply

Chain Technical Academy.

Academy to provide national

technical learning and assessment

materials, and certification programs,

and to create an effective learning

environment.

Mission

Build deep, flexible technical capability across Supply

Chain, and develop technical excellence in our people.

Developing

Technical

Excellence

Michelle

SCTA – Key Impacts

Key Impacts Description

Adult Learning

Knowledge

Knowledge and practices of adult learning to be developed and

embedded in all technical capability roles, SMEs, trainers &

assessors (who are in all in operational roles).

Roles &

Responsibilities

Modified and/or clarified responsibilities for a range of positions.

One new role. One new position only.

Processes &

Tools

New or modified processes, use of existing tools in new or

different ways across all SC functions and geographies

Capability

Matrix/EA

Alignment

Skill requirements defined in a single national Capability matrix.

These need to be aligned with Enterprise Agreements.

National learning

programs

Development of national learning programs (which will replace

some at State level), supplemented with State programs.

Training

investment

Resourcing/funding of development and maintenance of learning

programs. Investment of time and budget in training and skill

assessment at State level.

Identified through consultative impact assessment and stakeholder analysis. Michelle

SCTA – Strategic Level Change

Creating Climate for Change

Strong Executive sponsorship

Coalition – Academy Steercom & Capability Community

Joint development of vision, branding, tagline

Change management plan

Engaging & Enabling the Organisation

Communication across all levels

SME engagement & development

Common skill definition

Leveraging / replicating current best practice & platforms

Design, development & implementation of priority programs

Trainer & Assessor training

Implementing & Sustaining Change

Further program development & maintenance

Ongoing communication

Capability KPI/Reporting

Communities of Practice

Key role succession planning

Michelle

SCTA – Strategic & Project level

• ADKAR model formally adopted by CCA

Supply Chain (unlike Kotter).

• ADKAR training module as part of

Operational Excellence program (OE is

CCA’s continuous improvement program).

• ADKAR change plan produced for

development and implementation of specific

learning programs at national and State

level.

• Also applied as a second ‘perspective’ on

overall strategic change.

Michelle

Challenges Case Study

• Insufficient involvement to build needed commitment

• Managers don’t understand changes that need to occur

• Piecemeal approach to change dissipates attention

• Unwilling to change established systems

• Managers don't know how to manage change

• Employees don’t understand how change will benefit them

• Employee’s don’t understand their new roles/ responsibilities

Professionals Services Firm

- What Worked Well

• Communication

• Guiding Coalition

• Alignment of Systems and

Processes

• Sustain the Energy and

Focus

• Skills to manage change

and operate in the new

environment

Mark

Do the change

approaches differ for

technology enabled

learning ?

AMP L&D example - Application of Burke & Lewin Model to CRM & BPMS Project

Un-Freeze:

• ‘A Day-in-the Life’ packs for

each team

• Ongoing engagement /Comms

• Procedure updates

• Working Groups

• Access to full eLearning tutorial

and QRG Library

• Complete Online Assessment 1

• Super User upskilling

Change:

• Continuation of access to full

eLearning & QRG Library

• Complete ‘Model Office’ Activity

Workbook in system training

environment

• Attend short F2F training

session

• Completion of another 2

System Simulation

Assessments

• Post go-live support

• Working Groups

• SME Groups

• Product Champion Groups

• Buddy system

Refreeze:

• Recognize success

• Implement post change

support model

• Lessons learnt

• Make enhancements

• Internal advocacy and

ownership

• Usage tracking/reporting

• Communications

• Content integrated into BAU

Induction programs

Unfreeze Change Refreeze

Rowena

CRM & BPMS L&D example cont’d

Rowena

Many Learning professionals

are skilled in change

management (and visa versa).

Does this result in better results

due to closer integration ?

Are the change approaches for

Learning meeting the needs to be

responsive and agility ?

Learning Café Point of View

• Change Management and Learning at

joined at the hip.

• Adequate attention and budget is not

allocated to Change Management for

Learning initiatives.

• Change Management given very little

attention for online Learning (build it and

they will come !)

• Change Management needs to become

more “agile” and “personalised”.

Resource for

Learning Café

Community

www.learningcafe.com.au

learningcafemag

http://bit.ly/lcafefb

blogs

learning conversations

free resources

workshops

UnConference 2013 Sydney Melbourne

Webinar recording, ebooks, L&D frameworks

Building Effective Employee Social Networks

3 May 2013, Thurs 12 pm

EST

Learning Café Awards

• Developing the Learning Profession - Best L&D team

development framework - Nicola Atkinson

• Focus on Results - Best demonstration of improved

business outcomes through an learning intervention; -

Michael Eichler

• Leveraging Technology - Best Organisational Learning

Technology Architecture - Jeevan Joshi

• Effective Learning - Best integrated Learning Design -

Bob Spence

Learning Team Development Framework

Improved Business Outcomes Through A Learning

Intervention

Organisational Learning

Technology Architecture

Integrated Learning Design

Details – www.learningcafe.com.au/awards

March

Awards announced

April

Awards open

Mid May

Submission s

May End-

Shortlisting

interviews

Early June

Awards announced

Awards to

recognise and

encourage and

sustain excellence

and innovation in

Learning

Experienced and

credible panel

Robust Selection

Methodology