Manager: Learning Philosophy Guide

Learning & Development Philosophy Guide

Manager Guide Issue Date : 07.24.2024

“For the things we have to learn before we can do them, we learn by doing them.”

― Aristotle, The Nicomachean Ethics

Contents

Page 5

Page 6

Page 8

The Importance Of Our Teammates

Individual Development & Why It Matters

Supportive Management & HR

Page 11

Page 12

Page 18

Preparing For Development Opportunities

70/20/10 Development Model

9-Box Grid

4

The Importance Of Our Teammates & Their Value To The Organization Our teammates are our greatest organizational asset and investing in their growth and development is a key priority for us. It aligns with our values and demonstrates MCC’s commitment to both our collective and individual growth and successes.

Benefits of Developing our Teammates: • • • • • •

Enhances morale and fosters stronger work relationships Encourages loyalty and increases overall performance Leads to higher levels of employee satisfaction and job retention Strengthens team dynamics and boosts productivity Fosters a sense of belonging and unity within the organization Contributes to the success and growth of the company as a whole

Our teammates are the key to success at MCC.

5

What Is Individual Development & Why Does It Matter?

Individual development is the ongoing process of improving one’s skills, knowledge, and capabilities in a current role or to become better positioned for future career opportunities.

When done well, it offers exposure to a variety of formal and informal training, self-study, and on-the-job practice opportunities, which are important for enhancing job performance, increasing engagement, and promoting career advancement.

Development is an individual journey that requires dedication, curiosity, and a growth mindset. Embrace new opportunities and challenge yourself regularly to learn something new.

Every teammate is responsible for their own development, regardless of their role.

In order to achieve success, guidance and support from Managers AND HR are essential.

6

The Importance of Supportive Management and HR Both Managers and HR play an important role in guiding and supporting teammate development.

• Managers and HR provide guidance as to whether or not development opportunities align with the broader goals of the organization.

• Managers and HR should regularly engage with teammates to discuss newly learned knowledge, skills, and abilities.

"Tell me and I forg Teach me and I remember. Involve m and I learn."

- Benjamin Franklin For development to be effective and impactful, teammates need opportunities to discuss and apply their learning; otherwise, it won't have a lasting effect.

In fact, studies suggest that as much as 90% of information is forgotten within 30 days.

If you don't allow teammates to: 9 9 9 9

Talk about it Reflect on it Practice it Get feedback on it

They’ll likely forget it!

8

get.

me

n

Preparing For Development Opportunities Before planning to pursue any development opportunities, teammates must be in good standing without any current performance issues.

A Teammate In Good Standing If a teammate is in good standing and is meeting or exceeding expectations without any issues, encourage them to continue seeking challenges and expanding their skills. Providing ongoing support, feedback, and opportunities for advancement will help ensure they continue to thrive and contribute positively to the team. Celebrate their successes and offer guidance where needed to keep their development journey on track.

A teammate's development goal should be linked to one of their current performance objectives and should align with the business requirements. This goal should complement or improve their current responsibilities and contribute to any career development targets agreed upon by the teammate and their manager.

A Teammate With Performance Issues If a teammate is experiencing performance issues, the focus should solely be on specific areas and measures to help improve their performance. This indicates that there should be no emphasis on stretch assignments - the main priority is performance remediation.

It's important to remember that everyone faces challenges from time to time, and supporting a teammate through a performance slump can make a significant difference. By focusing on specific areas where they may need help and providing constructive feedback, you can create a positive environment for growth and development. Encouraging open communication and offering assistance without judgment can go a long way in helping them overcome their obstacles.

11

70/20/10 Development Model

The 70/20/10 development model is a widely-used framework that suggests in

Challenging Assignments and On-the-Job Experiences: This includes day-to-day tasks, projects, stretch assignments, and other responsibilities that provide practical, hands-on learning opportunities.

20% Relationships and Feedback: This involves learning from mentors, coaches, peers, and feedback from supervisors or colleagues. It includes formal mentoring programs, coaching sessions, and informal learning through observation and interaction with others.

12

ndividuals learn best through a combination of three types of experiences:

70%

10%

Formal Training and Education: This consists of workshops, seminars, courses, certifications, and other structured learning activities aimed at developing specific skills or knowledge.

13

70/20/10 Example: Picture a soccer player who wants to improve their game and eventually play at a higher level. They decide to follow the 70/20/10 model to guide their development.

70% Experience: The player spends the majority of their time practicing on the field, dribbling, passing, shooting, and working on defensive skills. This hands-on experience allows them to develop muscle memory, refine techniques, and improve overall performance. Additionally, the player participates in regular games, either with their team or in local leagues, where they can apply what they’ve learned in practice to real game situations. Through these experiences, the player gains valuable insights into their strengths and weaknesses, learns how to handle pressure, and becomes more confident on the field.

20% Exposure: Recognizing the importance of guidance and feedback, the player seeks out experienced coaches and mentors who can provide personalized advice and support. They attend training sessions led by knowledgeable coaches who can analyze their game play, identify areas for improvement, and offer constructive feedback. Additionally, the player watches videos of professional soccer games and studies the techniques of elite players, learning from their strategies and decision-making on the field. By surrounding themselves with knowledgeable mentors and immersing themselves in the expertise of others, the player gains valuable insights and accelerates their learning process.

10% Education: Finally, the player dedicates a portion of their time to formal education and skill development programs.

14

They attend soccer camps and clinics where they can learn from expert coaches and trainers, focusing on specific aspects of the game such as shooting mechanics, defensive strategies, or strength and conditioning. Additionally, the player reads books and watches instructional videos on soccer fundamentals, expanding their knowledge base and gaining new perspectives on the game. While formal education represents a smaller portion of the player’s overall development, it provides structured learning opportunities and complements their practical experience on the field. By following the 70/20/10 model, the young soccer player is able to effectively develop their skills and improve their performance on the field. They combine hands-on experience with exposure to expert guidance and formal education, creating a well-rounded approach to their development journey. Over time, this integrated approach allows the player to reach their full potential as a soccer player and achieve their goals in the sport.

By following the 70/20/10 model, the young soccer player is able to develop their skills and improve their performance on the field. The player combines hands-on experience with exposure to expert guidance and formal education, creating a wellrounded approach to their development journey.

Over time, this integrated approach allows them to reach their full potential as a soccer player and achieve their goals in the sport.

In the soccer example, the development plan highlighted the soccer player's commitment to advancing their skill set. Continuous development is essential at EVERY stage of your career. To further explore this idea, let's look at a year at MCC while following our talent review timeline.

Annual Performance Process Goal Setting

JAN

Career Conversations

JUL

Goal Setting

FEB

Career Conversations

AUG

MAR

Career Conversations

SEP

APR

Talent Review

OCT

MAY

Talent Review

NOV

JUN

Year-End Review

DEC

= Working On Goals/Development

15

Public Speaking 70/20/10 Development Plan Example Improving public speaking skills may not directly relate to a specific project or performance goal, but it can support career development aspirations.

An example of what a public speaking development strategy is provided below.

Goal: To develop/improve public speaking skills to build confidence as a leader.

70%

• •

Observe teammates Lead a team meeting that offers a safe space to practice and receive feedback

20%

• • •

Toastmasters support – social learning Coaching/networking with others Meet with/interview speakers you know and admire

10% 10%

• •

E-Learning courses Book/article recommendations

All development tasks are scheduled within the calendar year and should be reassessed and adjusted as new learning opportunities arise.

16

Create A 70/20/10 Development Plan Complete the development plan provided below to map out your development strategy. If you require guidance in creating your plan, refer to the public speaking development plan for assistance.

Development Plan Name:

Goal:

70%:

20%:

10%:

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The 9-Box Grid

The 9-box grid is a tool used for talent management and succession planning.

Each box represents a different development opportunity based on where a te 9-box grid, we can tailor and curate development opportunities that meet the s within MCC. In the context of a 9-box grid, which is often used for performance

Meets Expectations

70% - Provide Opportunities for high-impact projects 70% - offer or assignments that leverage their strength and ex- ties to work pertise. experience

20% - Offer exposure to different parts of the organ- 20% - Pair ization through job-shadowing, cross-departmental vide guida collaboration, or networking events. developme

10% - Support participation in targeted training ses- 10% - Enco sions or seminars to deepen skills in specific areas programs o relevant to current role. petencies o

Solid Performer 70% - Offer structured performance improvement plans with clear objectives and regular feedback to help them enhance their performance.

70% - P cross-fun and skill

20% - Provide exposure to different roles or departments through job shadowing or short-term assignments to explore alternative career paths.

20% - Off sors and improve

10% - Support participation in training programs or workshops to address skill gaps or develop competencies essential for current role.

10% - En program or know

Take Action

Below Expectations

Performance

Exceeds Expectations

Deep Pro

70% - Provide targeted support and resources to help them improve performance in current role, fo-cusing on achievable goals and incremental pro-gress.

20% - Offer exposure to different job roles or responsibilities through short-term projects or tempo-rary assignments.

10% - Support participation in training programs or workshops to develop foundational skills or address immediate performance challenges.

70% - Off plans with going sup

20% - Pro business t ments to b

10% - Enco or worksh addressin

Low

Potentia 18

It plots teammates based on their current performance and future potential. eammate falls within the grid. By aligning development opportunities with the specific needs of each individual teammate and support their career growth e and potential assessments, here's how you might apply the 70/20/10 model: Utility Pro

Consistent Star

diverse job assignments with opportunik on cross functional projects to broaden e and skills.

70% - Assign challenging projects or stretch assignments that offer opportunity for growth and skill development.

with mentors or coaches who can proance and insights into career paths and ent opportunities.

20% - Provide mentorship and coaching from senior leaders or experienced colleagues to guide their career progression.

ourage participation in relevant training or workshops to strengthen specific comor knowledge areas.

10% - Enroll in formal leadership development programs, workshops, or courses to enhance their leadership skills.

Utility Player

Provide Opportunities for job-rotations or nctional projects to broaden perspective l set.

ffer coaching and feedback from supervid teammates to support development and e performance.

ncourage participation in relevant training ms or workshops to enhance specific skills wledge areas.

Future Utility

Future Star 70% - Assign projects that require stretching beyond current capabilities, providing opportunities for skill development and growth.

20% - Pair with mentors or coaches who can provide guidance on performance improvement and career development.

10% - Enroll in training programs or workshops focused on building essential competencies or addressing performance gaps.

Rough Diamond

ffer structured performance improvement h clean goals and timelines, along with onpport and feedback.

70% - Provide targeted coaching and support to help them address performance issues and unlock potential

ovide exposure to different aspects of the through job rotations or temporary assignbroaden experience.

20% - Pair with mentors or coaches who can provided guidance and support in overcoming challenges and developing key competencies

ourage participation in training programs hops aimed at improving specific skills of ng performance gaps.

10% - Enroll in training programs or workshops focused on building essential skills or addressing deficiencies

Medium

High

al: Upward 19

NOTES

NOTES

Contact: Talentdevelopment@mcclabel.com