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1CONFIDENTIAL
Learning @Sony EricssonMartin Wall, Learning & Development Specialist
Learning & Development, Sweden
Rev PA1 2
Agenda
• Introduction
• Competence – what is it?
• Challenges
• Some learning trends @Sony Ericsson
• Blended learning
• Future
Rev PA1 3
About me
• Learning & Development Specialist since 2,5 years
• Background (not traditional HR)
• Electrical Engineering
• Business Administration
• Sales, Product Management, System development 5 years
• IT Manager Nordic software company 5 years
• Internal resource for learning and competence development
• Focus areas
• Competence management
• SEMC Learning Management System
• Software Academy, IS/IT
• E-learning and/or technology-based learning
Rev PA1 4
“One thing worse than training
your employees and loosing them;
…is not training them and
keeping them.”
Dr. Ed Metcalf- Professional Speaker
Rev PA1 5
Competence Management Terms & definitions(SS 42 60 70)
Competence
ability and willingness to carry out a task by applying knowledge and skills
Ability
experience, comprehension and judgment to use knowledge and skills in practice;
Willingness
attitude, commitment, courage and responsibility;
Knowledge
facts and methods – to know;
Skills
carry out in practice – to do.
E-learning
Learning (traditional or untraditional) supported by technology
Learning Management System
Administrative tool to support learning and delivery of various forms of e-learning as well
as analyzing learning needs and results
Rev PA1 6
The competence challenge
Framtiden
Today
The Future
Rev PA1 7
Demand for:
• Use engaging technologies
• Use collaborative learning
• Share information
• Use digital storytelling
• Be flexible and engaged
• New technology
• New laws
• Deregulation
• Environmental concern
• New products
• New processes
• Restructuring
• New people
• Global workforces
• Virtual teams
Everything is changing… are we?
The world around us
Our learners
Our organization
Rev PA1 8
How can we adapt?
Crucial for success:
• Find the right people
• Align employee skills with business needs
• Shift focus from workplace skills to strategic skills
• Engage the learner
Rev PA1 9
Creating a learning Culture – Catch 22 challenge
”Management has made it clear that competence
development is crucial”
”I have enough time and budget allocated for
competence development”
Rev PA1 10
Business Learning in the past
• We all have a reference point – school
• 100% Instructor-led training
• Loose connection between business agenda and learning
• Learning as a reward – nice to have, not need to have
• Learning is seen as an expense, not an investment
• No exams, evaluation or follow-up
• No ROI thinking
Rev PA1 11
Our development philosophy
Our development philosophy is fundamentally built upon the 70/20/10 formula:
…of learning &
development
takes place in
real-life and
through on-the-
job experiences,
tasks, and
problem solving
Comes from
feedback and
from observing
and working with
role models
…of learning
comes from
formal training
Rev PA1 12
Examples:
Shadowing
Feedback sessions
Stretched assignments
Knowledge management
Coaching, mentoring
Hands-on practice
Informal teaching
Online training
Collaboration
Reading
Creating a true learning organization!
Everyday Learning
Rev PA1 13
Learning is initiated in various ways
Face change
Ask colleague
Find document
Contact expert
… Directive Online course
ILT
Rev PA1 14
Learning at the heart of Change Management
Strategy
•Organization
•System
•Information
•…
Goal
Knowledge
Willingness
Ability
Present state
Skills
Change
Rev PA1 15
Learning supporting Change Management
Information Marketing
LearningStrategy
•Organization
•System
•Information
•…
Present state
Change
Goal
Rev PA1 16
E – Learning goes 2.0
Virtual Classrooms
Wikis
User-created content (Text, audio, video etc)
Real time collaboration
Social media (YouTube, Facebook etc)
Search & Find
Knowledge Management
Mobile device integration
Simulations (3D, SW etc)
Gaming
Online assessments
Flash based courses combining pictures,
animations, interactivity (?), voice & text
and limited interaction
+
Self managed rapid development/
conversion of PPT into web-based
learning
Common perception E-learning evolved (digital learning)
It’s all about learning
Rev PA1 17
Learning 2.0
Bridging the Informal and Formal Learning
Learning
Management System (iLearn)
Collaboration
Platform (SeConnect)
Rev PA1 18
Learning Trends today @Sony EricssonSome new, some old. Do more with less!
Rev PA1 19
SEMC Competence analysis & planning
SEMC Business Agenda
5 x Why – find root learning need
Competence Gap Analysis
Performance Management
Talent Management
360 and OPQ32 analysis
Rev PA1 20
What are your learning objectives?
Facts
Procedures
Functions
Principles
Remember
Comprehend
Apply
Rev PA1 21
Measuring learning effectiveness
Rev PA1 22
Blended learningImproving the Learning Process
Quality
Efficiency
ILT
Blended
Learning
Value
Rev PA1 23
Performance
evaluationCoaching Learning
Lab
Team
assignment
Blended Example:Ericsson Leadership Core Curriculum
49 learning steps
Virtual
Classroom
Online
test
Online
course
module
3 days
10 months / training flow
Webcast
Rev PA1 24
Benefits of a blended approach
Cost
• Lower Cost per student (~ 30% vs ILT)
• Possibility to scale with few instructors
Quality
• Can be delivered and repeated over a longer period of time – helps learning become
knowledge and skills
• Increased diversity
• Learning better fits the personal agenda – on demand
• Repetitive learning
• Immediate online updates
• Improved modularity
Rev PA1 25
Considerations when creating blended learning
• Size of target group
• Geographical spread
• Technical infrastructure
• Need for flexibility
• Time available for course development
• Resources
• Languages
• Culture-Countries
• Culture-Business
• Domestic/International
Rev PA1 26
Learning in 2014
• Training suppliers are offering a high degree of blended and learning 2.0
solutions
• Learning Management System more integrated in all HR processes
• We are better at leveraging our own competencies
• Learning 2.0 approach – learning infrastructure
• Learning culture/Learning organization
• All learning design is done with a global mindset
• Knowledge at our fingertips will become even more critical
• Training programs are purposefully blended and tailored around needs
• Greater modularity, re-use of content and cost effectiveness
• Employees, partners, students and society as a whole are all knowledge
contributors
• Tap into the wider audience and leverage on their collective thinking
• Learning is evaluated and measured as any other business KPI
Rev PA1 27
Thank you!