Effective and Lean Learning in an International Work ... · Effective and Lean Learning in an ... • Benchmarking and networking with other companies, universities and different

© Wärtsilä PUBLIC

Effective and Lean Learning in an International Work EnvironmentPMI Finland Chapter Conference 2016: Diversity and Knowledge ManagementKatri Heinäsuo, Learning & Development Manager, Wärtsilä

19.5.2016 [Effective and Lean Learning in an International Work Environment/ Katri Heinäsuo]1

© Wärtsilä PUBLIC 19.5.2016 [Effective and Lean Learning in an International Work Environment/ Katri Heinäsuo]2

Content of the presentation

• Introduction: Diversity in Wärtsilä

• Diversity and Learning• Profiling Diverse Learners and Different Needs• Fostering Effective and Lean Learning• Knowledge Transfer and Organizational Learning

• Fostering Diversity and Knowledge Transfer via Formal Learning Solutions –Practical Case Examples• Case1: Smart and Lean PMP certification program• Case 2: Mentoring concepts

© Wärtsilä PUBLIC [Effective and Lean Learning in an International Work Environment/ Katri Heinäsuo]3

Production, services and personnel globally

DIVERSITY IN WÄRTSILÄ

Services network

Production facilities (fully owned)

Production facilities (joint ventures)

Approximately 18,800 professionals

In over 200 locations

In more than 70 countries

~130 nationalities

19.5.2016

http://www.wartsila.com/


Diversity Initiative

• In Wärtsilä diversity is promoted and respected. All individuals are given the same opportunities to grow, develop professionally and advance in their careers, irrespective of their nationality, gender, age, educational background etc.

• Examples of global and local diversity activities: • Global Diversity Forum and several local diversity networks established to develop, drive and deploy diversity

management best practices• Awareness building via internal communication, events and trainings• Continuous diversity charter follow-up as part of our sustainability reporting• Benchmarking and networking with other companies, universities and different associations• Memberships with relevant associations, e.g. In Finland FIBS membership (Diversity Charter Finland)

See more diversity related figures:http://www.wartsila.com/sustainability/social-responsibility/five-years-in-figures-social

DIVERSITY IN WÄRTSILÄ

"We want to drive an inclusive corporate culture by respecting diversity and providing a vision for future and opportunities to grow for our people. Globalization requires a new mix of employees - diversity in nationality, gender, age, personality and educational background." - Päivi Castrén, Executive Vice President, HR.


DIVERSITY AND LEARNING

[Effective and Lean Learning in an International Work Environment/ Katri Heinäsuo]5 19.5.2016


Profiling Diverse Learners and Different Needs

• Different learning styles

• Different learning behaviours & skills

• Different competence and career levels

• Different preferred learning channels & tools



Effective and Lean Learning

• Companies aim to build High-Performing Organization Focus developing diverse talent for strategic impact and business results

• Fostering Effective/Productive Learning = ”Learning that is relevant for individual and impactful for the business”

• “What is Learning waste from a Lean perspective? Simply put, it’s any learning activity that doesn’t directly help a learner perform better on the job.”

Examples of learning waste: Using wrong lessons from a learning experience on-the-job (repeating mistakes), spending time looking for non-relevant resources and studying irrelevant information, failing to identify the right learning and apply it to work, delay in waiting for relevant learning event (e.g. training) to take place, non-value adding extra steps and exercises in the learning programs etc..



Knowledge Transfer and Organizational Learning

• Building Productive Learning Culture and especially the right Learning Environment in the companies is key for successful knowledge transfer and organizational learning

• Productive Learning Environment fosters shared (employee-leader-peer) ownership of the learning, instead of simply focusing on the individual’s responsibility to learn


Learning Environment

Learning Capability

Learning Opportunity

Productive Learning Culture

Employees not only own their individual learningbut also share ownership of the learning environment

Employees not only own their individual learningbut also share ownership of the learning environment

Source: CEB

In a productive learning culture, what and how employees learn

is driven by the right learning opportunity, capability, and

environment.


FOSTERING DIVERSITY AND KNOWLEDGE TRANSFER VIA FORMAL LEARNING SOLUTIONS

[Effective and Lean Learning in an International Work Environment/ Katri Heinäsuo]9 19.5.2016


Case 1: SMART and LEAN PMP Certification Program

Case background info


Solution before: 5 days classroom training with pre- and post-assignements

Faced challenges e.g.:• Pre-assignements not completed before the

classroom training Delay in PMP application and exam scheduling process

• 5 days training considered too long period to be away from work/ projects Participants are stressed and need to work during evenings or even during the training

• Amount of 5 days training content too much to learn within short time period

• PMP exam easily postponed due to business reasons More self-studies needed the longer you postpone the exam after the training

• Typical success rate in the past: participants passing the PMP exam with first attempt after the training between 50-60 %

Key questions for program re-desing:

• How to improve end results (= % number of participants that will pass the final exam with first attempt, and the number of participants taking the exam as agreed)

• How to improve results without increasing costs?• How to serve better participants from different

locations?• How to make learning process as lean as

possible?• How to minimize preventing factors for learning?• How to support combining work and studies?


Case 1: SMART and LEAN PMP Certification Program

Our new, innovative PMP Learning Solution = Virtual, 3 months blended solution, which:

Offers a step by step (bite-sized) learning processAllows better fit/balance of learning efforts & actual day job/ project management workReduces extra travelling: less costs and time usage for travelling (participants splitted to different locations)Provides access to subject matter expert: this gives the opportunity to gain clarification on the topicProvides group and individual support for learning processIncreases flexibility & availability: Customizing study schedule to fit for own needs. Training available any time, from any locationImproved success rate with passing the PMP exam with first attempt


S= specific M = measurableA = action-orientedR = realisticT = time-framed

L = learningE = effectivelyA = availability & flexibilityN = needs-based


Kick-Off Session

Group coaching 1

Group coaching 2

Group coaching 3

Group coaching 4

Group coaching 5

eLearning modules 1-4



eLearning modules 10-

11

Individual coaching 1

Individual coaching

2

Individual self-studies via eLearning Study Program (~35 study hours)

PMP Program – Learning Map Overview

19.5.2016 [Effective and Lean Learning in an International Work Environment/ Katri Heinäsuo]

START - Knowledge assessments via PMP EXAM simulation tool - FINISH

Instructor-led, virtual group coaching

PMP Exam

Individual , virtual coaching

PMP Application process

Target-driven learning process & learning project to improve results

Minimizing waste from the learning process

Changing learning exprience to serve different individual needs better

Providing flexibility to combine work & studies

12


Case 2: Mentoring Concepts

Target group: Mentees (newly appointment managers, high potentials, experts) paired up with mentors (more senior managers within the field of expertise)

Objectives:• To enhance learning from others to more fully utilize the expertise within Wärtsilä.

• To speed up mentees’ time to competence and motivate and inspire them to grow.

• To prepare mentees for potential career transitions.

• To offer mentors an opportunity to pass on their know-how.

• To promote networking and building meaningful relationship

Target group: New (/junior) Project Managers, Project Controllers and Chief Project Engineers (mentees). Senior PMs (PMP Mentors)

Objectives:• To provide mentoring support for real project planning case to support daily work

& learning

• Coach, give feedback, consult and teach based on the mentees individual needs during the project planning phase

• Verify that Wärtsilä best practice tools & techniques for project planning are utilized

• Help mentee to strengthen his/her project planning competence and interrelated skills


Mentoring Programme: 1 year Competence area specific mentoring: 2-3 months



19.5.2016 [Effective and Lean Learning in an International Work Environment/ Katri Heinäsuo]14

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Effective and Lean Learning in an International Work ... · Effective and Lean Learning in an ... • Benchmarking and networking with other companies, universities and different