1. Improving Performance Through Continuous Learning
Patty Glines-Kotecki

2. Objectives Experience Exposure Education In this session, we will:
Identify development activities that fall within each area of a continuous learning model
Explore and understand the critical role that managers play in supporting development
Design a learning opportunity using a continuous learning model
Experience
Exposure
Education

3. 10: Learn & Develop Through Structured Courses
Courses, workshops, seminars
eLearning courses and modules
Professional qualifications / accreditation
Certification
Formal education, e.g. University, Business School
Design or obtain employee training that has clearly stated objectives with measurable outcomes.
Measure that the content lead the employee to attain the skill or information promised in the objectives.

4. 20: Learn & Develop Through Others
Feedback
Seek informal feedback and work debriefs
Seek advice, ask opinions, sound out ideas
Obtain coaching from manager/others
Use 180 and 360 feedback tools and processes
Use manager/report 1-to-1 meetings for reflection
Structured Mentoring and Coaching
Take on a mentoring role / get a mentor
Engage in reverse mentoring
Teach colleagues how to do a component of their jobs
Establish or join online professional communities
Communities and Sharing
Proactively learn through teams/networks
Narrate work / maintain a blog
Curate and share info with colleagues
Build internal and external personal networks/contacts
Play active role in industry / professional association
Exposure | Social Learning

5. 70: Learn and Develop Through Experience
Access to Best Practice
Shadow a coworker to see how they do their work
Participate on a project that models ideal processes and team dynamics
Work with an expert
Expand Scope
Increase responsibility
Challenging assignment
Participate in a group to solve a business problem
Fill in for manager on a temporary basis
Change and Adversity
Participate on a team to deal with a crisis
Learn from a failure in a work environment
Work in a situation with rapidly changing circumstances
Act as a change manager on a project
Challenging Relationships
Work with people from different locations, business units, or functions
Work with new or challenging customers
Work with people who have different views
Persuade and Teach
Participate in the development of a business case and present to leadership
Teach others how to do an aspect of their job
Make Difficult Decisions
Conduct and communicate a risk/benefit analysis
Make a decision outside of one’s areas of expertise
Exposure | Social Learning

6. A Manager’s Role in Supporting Development
Managers play an vital role in developing their employees. When done effectively, managers can dramatically improve overall employee (and team) performance.
Your challenge as a Learning/HR professional is to help managers to see value + build capability so that they can:
Work with employees to identify skills and experiences that will support current performance and/or movement to a new or expanded role.
Provide challenging “experience” assignments that help to build new skills and capabilities.
Expect that all development includes some form of continuous learning plan
For example, if an employee attends formal training (10%), they could partner with the employee to create a simple a plan for debrief and reflection (20%) and application or sharing (70%).

7. Continuous Learning Template
Education
(10%)
Exposure
(20%)
Experience
(70%)

8. Example – Individual Development Plan
Development Area: Project Management
Education
(10%)
Exposure
(20%)
Experience
(70%)
Attend 1.5 day “Project Management for Non-Project Managers” classroom training at Exeter College in April.
Meet with manager after training to debrief “ah-has,” lessons learned, and potential barriers to applying new knowledge and skill (May).
Find a mentor who is experienced in project management. Meet with them every 4-6 weeks for ongoing coaching and support (May – ongoing).
Lead a project by leveraging the tools and approach learned in the training (June – ongoing).
As experience is gained, act as a coach/mentor for new project managers within the department (next FY).

9. Example: High Level Course Design
Capability: Project Management (PM)
Audience: HR professionals who will lead HR or business-related projects.
Education
(10%)
Exposure
(20%)
Experience
(70%)
Performance Outcomes
1.5 day “Project Management for Non Project Managers” classroom learning that includes the application of a simple project management methodology and toolset to a tailored case study.
Leaders set expectations about the importance of PM and how the organization will use it on projects
PM methodology / toolkit developed and promoted across organization (special note to participants)
Establish community of practice (CoP) with class cohort via monthly discussions with facilitator (3 months)
1:1 coaching from manager and HR PM SMEs as needed
Lead a project by leveraging the tools and approach learned in the training (PM methodology/toolkit).
As experience is gained, act as a coach/mentor for project management.
Describe how effective project management improves organizational results
Define the fundamental concepts and issues related to projects and project management
Describe how project management and change management work together
Articulate the value of project management to peers and leaders
Apply a simple project management framework and toolset to a project
Contribute to PM CoP discussions
Measurement Approach
General Reaction: What did participants like / love? What could be improved? 
Knowledge Acquired: Were the learning objectives for the training achieved?
Behaviors Adopted: Are participants using their new skills/knowledge? Are leaders supporting? Have all performance outcomes been achieved?
Business Application / Value: Are methodology and tools being used? How has program improved HR practice?

10. Let’s Design a Continuous Learning Opportunity!
Education
(10%)
Exposure
(20%)
Experience
(70%)