COMPETENCE AND LEARNING GGD 2013
Learning philosophy A WORKPLACE WHERE LEARNING IS WORK AND WORK IS LEARNING
XX XX LEARN MORE XX XX EVERY DAY WITH 70:20:10 XX
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This document describes Competence and Learning’s view on ways of learning in DNV and what we believe will make a greater impact. This is our learning philosophy and the role we need to take in order to implement it.
LEARN MORE EVERY DAY DNV is a knowledge-based company. We rely on having agile workers who are able to quickly access the knowledge needed to perform their job, wherever they are in the world. This means being able to capture and reuse our knowledge across DNV. To spread and transfer knowledge fast and when needed, traditional approaches to delivering training, such as classroom courses and e-learning, are simply not enough. Despite our best efforts, training courses and programs just can’t keep up with the volume and volatility of information. So, how can we begin to address the learning needs of our workforce, and bring learning closer to everyday work?
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For some competence areas we will continue to offer courses, but we will focus on improving the outcome of the courses through reflection and application of the knowledge acquired in the work setting. However, to handle the future need for faster competence building and sharing, we need to think differently:
nn Faster access to knowledge and resources through the right channels when needed nn Classroom training and e-learning not sufficient on their own nn Ensure we get impact for the money invested
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WAYS OF LEARNING OUR APPROACH
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We need solutions that are flexible and closer to work in order to learn faster, better and smarter. We need to set up arenas to facilitate and support informal learning, encouraging people to connect and share. We need to make sure that people can find the knowledge they need, when they need it, and through the most effective channel. We need to transform our line managers to performance managers.
“We leverage new ways of learning to deliver businessdriven initiatives that support DNV in achieving results.” Kim Rolfsen Director of Operations GGD Competence and Learning
“Our Learning Philosophy is all about taking seriously the different areas where people actually learn – on the job, peer to peer and in networks and through formal courses.” Glenn Ruud Head of Learning Solutions GGD Competence and Learning
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70:20:10
We believe that the most effective way to learn is to apply and practice on-the-job and real-life situations.
BRING LEARNING CLOSER TO THE WORKPLACE Empirical research and workplace surveys show that workers learn better at work than in a classroom. The 70:20:10 learning and development model is based on various research, particularly by Michael M. Lombardo and Robert W. Eichinger, Center for Creative Leadership. By starting with defining the performance results we want to achieve, we will be able to adopt a business-driven approach to learning.
The model supplements formal learning with learning from experience and mentoring, and highlights the relative importance of on-the-job learning experiences.
WHAT WE WILL DO
The 70:20:10 model is not a fixed formula, but provides a guideline for creating a blend of different learning activities which together provide powerful learning. Lombardo and Eichinger stated that the most likely mix will be:
We believe that adopting an approach based on the 70:20:10 model will support DNV in creating learning solutions with greater impact. Competence and Learning has therefore moved from having the strongest focus on traditional classroom and e-learning solutions towards helping DNV facilitate learning on-the-job.
70% from on-the-job experiences, tasks, and problem solving – the most important aspect of any learning and development plan ■■ 20% from feedback, coaching and networks ■■ 10% from formal courses
Activities linked directly to the work will be the main building blocks in a true blended learning solution. The 70:20:10 model is our reference model. Although the ratio will vary from situation to situation, the main focus will be on bringing learning closer to the work to ensure greater impact.
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Formal and Informal We believe that learning takes place and lasts when we integrate formal and informal elements.
FROM FORMAL ACTIVITIES TO CONNECTING PEOPLE The majority of learning occurs through informal learning and real life projects. Formal and informal learning complement each other, but the fact is that the majority of learning occurs through informal learning and real-life projects. Informal learning can occur when an employee shows a colleague how to improve a specific task. It can occur in a meeting, by the coffee machine, in all types of networks, and through media such as newsletters, magazines, journals and books.
WHAT WE WILL DO Competence and Learning will focus on this in our learning solutions. We will support our content owners and key stakeholders in identifying and creating solutions that help people connect and share to improve performance and build knowledge. Our future solutions will be designed around collaboration sites, social media and physical meeting places at work. In addition we will continue focusing on modern knowledge sharing arenas and technology supported learning, like the
usage of videos and mobile learning, to bring learning closer to work. We cannot manage informal learning, but we can facilitate and support informal learning by designing for it in our blended learning solutions.
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Performance Support Performance support is anything that helps people do their job easier and better, right at the point of need.
We believe that equally important to know a subject is to know where to find information specific to your need.
While only a handful of people need to be experts on a subject, all of us need to access the right information in order to do our jobs.
FROM MEMORIZING TO SEARCHING In our knowledge-based organization, the work increasingly involves figuring out unknowns.
Traditional training requires users to step away from productive work in order to learn. We develop and offer a range of courses and programs without really knowing what the business and performance impacts are. According to both research and our own experience, it is quite likely that the impact is limited. We believe that to accelerate learning, we need to find ways of embedding learning into our daily job and business processes to help employees apply knowledge, adapt to changes, and solve problems in real-time.
other media based reference material. Performance support is embedded in the work process to ensure that employees are able to do their job better and easier.
Performance Support is a concept where the core idea is to reduce the need for formal training and enhance transfer of knowledge. We do this by providing immediate information to employees while they work, delivering just the right amount of information at the moment of need. Some examples are searchable information resources, simple software apps, and
“You can’t teach people everything they need to know. The best you can do is position them where they can find what they need to know when they need to know it.”
WHAT WE WILL DO Competence and Learning will actively seek to develop learning solutions based on a thorough analysis of performance needs. We will leverage knowledge management tools and processes in DNV in order to facilitate various support concepts.
Conrad Gottfredson, PD.D. and Bob Mosher, Ontuitive
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Our Success Factors A strategy and governance model that supports learning beyond the classroom
Managers who understand that they are vital for the employees’ performance improvement
Effective multidisciplinary networks focused on knowledge sharing
Added focus on support and reinforcement of classroom learning
Optimal use of the MIP process
Buy-in from senior executives, HR and team members
Added focus on learning in projects
Implement 70:20:10
FROM LINE MANAGERS TO PERFORMANCE MANAGERS Our future business-driven learning initiatives require managers to re-discover their role as learning facilitators, actively looking for learning opportunities in daily work. The manager must ensure that, when using formal, planned training activities, these must be aligned with the department’s goals and KPIs. Employees returning from training must get opportunities to apply their new skills in job situations, and to reflect and learn in projects. The manager will be a coach and a mentor, and facilitate informal learning by setting up and promoting arenas for reuse and sharing. The MIP process is crucial in practice for supporting performance management. Properly implementing the MIP process supports both managers and employees in succeeding with performance improvement.
Senior executives are important ambassadors for a new business-driven approach to performance management. HR and employees need to understand the implications learning philosophy has for their role in the organisation. In developing optimal learning initiatives, we therefore need to collaborate with a wider range of stakeholders such as Technology and Services, IT and Collaboration, Organisational and Leadership Development and HR. Projects are a cost-efficient and effective way of delivering our services to our customers. They are also an effective arena for learning. Project managers need to identify learning opportunities in their projects and build teams to maximize these development opportunities. Knowledge sharing and reuse need to be considered an important success factor in projects and resources allocated accordingly.
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LEARN MO EVERY DAY 70:20:10 BROUGHT TO YOU BY GGD’S COMPETENCE AND LEARNING
“We will leverage ways of learning to deliver business-driven initiatives that support DNV in achieving results.”
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ORE Y WITH “DNV’s dedication and passion for designing and implementing a 70:20:10 learning approach is impressive. This is clearly where learning needs to go in the future, and it challenges the traditional practice of Learning and Development.” Roland Deiser, PhD, Chairman, European Corporate Learning Forum and Senior Fellow, Peter F. Drucker School, Claremont Graduate University, USA
DET NORSKE VERITAS AS NO-1322 Høvik, Norway I Tel: +47 67 57 99 00 www.dnv.com
THIS IS DNV DNV is a global provider of services for managing risk, helping customers to safely and responsibly improve their business performance. Our core competence is to identify, assess and advise on risk management. DNV is an independent foundation with presence in more than 100 countries.
GGD Competence and Learning It’s all about working together! © Det Norske Veritas AS 03-2013. Design and print: coormedia.com 1303-016. Photo/Illustrations: DNV.