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Session #413Building Tomorrow's
Ecosystem TodayGus Prestera, Prestera FX
Orlando, FL • March 16 – 18, 2016
tomorrow’s learning ecosystem will be more….
o bring your own device (BYOD)o like LinkedIn profile, it goes where
I goo not tied down to an employer
o 50-80% will come from public sourceso more of it will be informal, user
generatedo virtual mentors and online
communities
o projects, assignments, shadowingo just-in-time resourceso feedback and reflection
o learning point valueso leaderboards, badges, certificationso teaching and learning ≈ credibility,
prestige
mobile social
experiential
gamified
Formal education, training, resources
Coaching, mentoring, feedback/reflection
On-the-job experiences
from Experience from Others
from Study
Workshops eLearning Webinars Degree & certification courses Books & articles Videos Industry Conferences Local seminars Websites, blogs, magazines
Manager coaching After Action Reviews Being mentored Peer mentoring Learning circle Executive sponsor Community of practice SME networks 360 feedback Customer feedback Tracking performance metrics
Special assignment Leading projects Shadowing Job swap Job rotation
10%20%
70%
Action learning Cross training Interim position Benchmarking Being a mentor Committee Being a trainer Increased scope of
responsibilities
Types of Development Actions
70:20:10
Refer to: Lombardo, Michael M; Eichinger, Robert W (1996). The Career Architect Development Planner (1st ed.). Minneapolis: Lominger.
Morgan McCall: Center for Creative Leadership (www.ccl.org)
Ecosystem Components
• To orient new hires to organization
• To orient new hires to their role, team and function
• To provide job-specific training
• To close a knowledge or skill gap
• To skill up a team
• To introduce new competencies
• To stay current
• To enrich and satisfy natural curiosity
• To improve personal effectiveness
• To strengthen current leadership competencies
• To grow bench strength
• To identify HiPos and develop future leaders
Onboarding Training Professional Development
Leadership Development
Structured OnboardingTHE SOLUTION• Design a “low-touch”
onboarding experience that is primarily self-paced.
• Leverage existing internal and external resources as much as possible.
• Structure the mentoring interactions for efficiency.
• Drive the process with an onboarding guide document or application that helps the new hire visualize the onboarding journey, connect to resources, and address frequently asked questions.
STRENGTHS:• Provides clear guidance
• Minimizes dependency on direct manager
• Optimizes peer mentoring
WATCH-OUTS• For more senior leaders, you
may need to create a more individualized “high-touch” variation of the onboarding experience.
Onboarding
Needo New hires who have
structured onboarding experiences are more likely to stick around, get up to speed more quickly, and perform better than those who don’t.
o At the same time, managers and coworkers are often too busy—especially if they’re already shorthanded—to orient and train new workers properly.
Ec
os
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m
Co
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on
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Onboarding
Success Factors• Role Clarity• Relationships• Culture• Early Wins• Accelerated Learning
Success Factors• Role Clarity• Relationships• Culture
Success Factors• Relationships• Culture
Pre-Boardin
g<1
Month
Grace PeriodMonths 1 – 3
RealityMonths 4 – 6
AdjustmentMonths 7 – 12
IntegrationMonths 12 – 18+
Adapted from RHR International Executive Research (2005). Executive Selection & Integration: Beyond the First 90 Days
Credibility
Acceptance
Alignment
Contribution
I NTEGRAT ION
Natali
a
onboarding process
Start
o Onboarding guideo Orientation videoso Job aids
o Training on LMSo SOPs, policies and other resources
on intraneto Company, product, and competitor
info on public sites
o Onboarding “buddy” mentor
SharePoint(intranet)
Mentor Tracking System
(HRIS)
Learning Management
System(LMS)
internalresources
publicresources
onboarding process plan
Community of Practice
THE SOLUTION• L&D needs to focus on
establishing dynamic systems and community that can keep up with changes.
• Design progressions. SMEs then manage proprietary body of knowledge via wikis or ebooks.
• Ongoing updates and refreshers via videos, blog posts, games, and tests.
• Establish gamification point system tied to perks.
• Non-proprietary content can be drawn from external sources.
STRENGTHS:• Agile: Accounts for the
constant changing nature of jobs, services, processes.
• Lean: Shifts L&D from content provider to enablement role.
WATCH-OUTS• If not baked into jobs, the role
of SME and CoP contributor can get ignored.
Job Training
Needo To reduce role
ambiguity and optimize performance, employees need clear guidance and job training
o Organizations constantly transforming, so job training needs to be ongoing
o Training departments too thinly staffed to keep up with job training needsE
co
sy
st
em
C
om
po
ne
nt
tradegroups
job training
technical leadership
o Levels (progressions)o Videoo Micro-Learningo Games & Serious Gameso Gamificationo Points – Leaderboardo Badges & Certificationso Mentor Statuso Faculty Status
SharePoint(intranet)
Mentor Tracking System
(HRIS)
Learning Management
System(LMS)
internalresources
publicresources
Ed
publishescontentpublishes
content
plan
Where can you find a few minutes to learn something new?
M i c r o L e a r n i n g
Curated EcosystemTHE SOLUTION• Map competencies
• Train on self-development
• Integrate learning plan portal with LMS and other internal systems
• Curate pathways for different audiences
• Leverage mostly free, external content
• Use gamification point system to stimulate activity
STRENGTHS:• Speed: Large library of
content available immediately
• Cost: Minimum amount of paid and custom content needed
WATCH-OUTS:• Technical challenges of
integrating systems
• Time demand of content curation
Professional Development
Needo Develop professional
skills to drive performance and change readiness
o Mobile
o Flexible
o Small L&D team
Ec
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Jared
professional development
promotionpre post
o First-time supervisor training
o Special projects or assignments
o Mentor
o Deep-dive on policies and HR-related procedures
o Mentor
SharePoint(intranet)
Mentor Tracking System
(HRIS)
Learning Management
System(LMS)
internalresources
publicresources
plan
Realm ofTeam Development
Realm ofPerformance Management
Realm ofLeadership Development
©2014 Prestera FX, Inc. All Rights Reserved.
The Three Kingdoms of Talent Management
J O B - S P EC I F I C
C O R E
CORE COMPETENCIES
101: Personal Effectiveness
201: Managing Systems
301: Managing People
401: Managing the Enterprise
development tracks
Competency-Based
Learning Pathways
HRIS
Learning Record Store (LRS)1000+ providers
500k+ courses600m+ websites
tradegroups
Learning
Management
System
External content(paid)
Internal content(custom built)
Public content(free)
Integration of internal, external, and public content in one learner portal
SharePoint(intranet)
CorporateFirewall
MentoringSOLUTION• Create a structured 1:1 and
group-based mentoring programs and apply them to different strategic needs.
• Use technology to support pairing, onboarding, and guiding mentors.
• Train mentors and mentees.
• Monitor and support.
STRENGTHS:• Gung-Ho Mentors: Great
development for mentors as well as mentees
• Manager Guidance & Support: Mentors can fill gaps left by poor managers
WATCH-OUTS:• Mentors who don’t make time
for their mentees
• Poorly-managed mentee expectations
Leadership Development
Needo Career development
o Guidance and support
o Knowledge transfer
o Sponsorship and advocacy
o Break down silos
Ec
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Competency-Based Curriculum
PersonalEffectiveness
ManagingSystems
Managing the Enterprise
ManagingPeople
Analyst 2Analyst 3
SeniorManager
SeniorDirector
Vice President
+
Analyst 1
Manager
ManagingDirector
Director
high potential
leadership competencies
o Formal leadership developmento Experiential assignments with
reflection and feedbacko Mentoring with more senior
leaderso Peer mentoring
SharePoint(intranet)
Mentor Tracking System
(HRIS)
Learning Management
System(LMS)
internalresources
publicresources
Harum
i
businessacumen influence strategic
thinking coaching
plan
MyDevelopment Network
My Manager
My Manager’s Manager
Nancy in Finance
Professor from alma
mater
Colleague from
associationUncle
Jim
Former Manager
Former Peer
Current Peer
Carly in HR
The Many Faces of Mentoring
Informal 1:1 Mentoring
Formal 1:1 Mentoring
One-to-Many Mentoring
Peer Mentoring
Mentoring Circle
Situational Mentoring
Goal-Based Mentoring
Reverse Mentoring
Executive Sponsor
Gus PresteraConsultant | Instructor | Entrepreneur
• 20 years experience developing workers and their leaders
• MBA and PhD Instructional Systems with Leadership Development focus
• Specialties:– Leadership Development– Professional Development– Organizational Development– Blended Learning
• eMail: [email protected]
Prestera FXhttp://www.presterafx.com
