Checklist: transforming corporate learning

If you don’t get this, it will get you.

Experience has taught us that making over a training department into a business learning function requires these activities:

Sell the vision of learning as a value-creating component of social business

  • articulate the vision and value of Working Smarter to executive management
  • explain how to integrate learning & development into the fabric of the business
  • position learning and development as on-going processes in the workplace
  • recognize continuous learning as the engine of innovation and continuous improvement
  • assess opportunity by benchmarking against emergent practices of successful social businessesLay the foundation for transformation
  • establish a governance policy that ties L&D to organizational mandates and provides a vehicle for resolving priority calls
  • create a policy that defines expectations of appropriate behavior of individuals
  • assess organizational hurdles and needs of stakeholders
  • develop and communicate the blueprint and timetable for change

Build the framework for integrating learning and business

  • provide case studies and examples to help people become self-sufficient “pull” learners
  • recommend software for social networking, content management, video production, and multivariate search as well as fexible, simple systems to administer mandated training
  • establish guidelines and taxonomies for curating content
  • equip the learning & development staff with skills of performance consulting, business analysis, community- building, collaboration, and social media

Make the vision a reality

  • model behaviors such as transparency, narration, and sharing
  • help community leaders to set up and maintain (online) professional communities
  • build staff’s social media skills for collaborating, filtering, sharing, and learning

Share responsibility for the process with business units

  • audit workfow to locate bottlenecks in processes and identify better ways to accomplish tasks
  • help individuals use the Social Web effectively, safely and responsibly to locate useful external informational and instructional resources, as well as how to keep up to date with what is happening in their industry or profession
  • help individuals build trusted Personal Knowledge Networks of colleagues they can call upon for advice and support
  • help teams set up and sustain internal communities of practice – to improve knowledge sharing within teams
  • help teams co-create and share content to support one another’s learning and performance

Optimize performance of the learning network

  • set up a real-time corporate learning command center
  • monitor integration of learning into the workfow
  • deploy learning and performance support on mobile devices
  • implement the discipline of value network analysis
  • institute programs of learning games, experiential exercises, corporate jams, in-house jellies, and crowd sourcing

Internet Time Alliance helps HR and L&D departments become active drivers of business improvement. You can find white papers on these topics here.

What have you learned about shifting from Push to Pull? What did we leave out? What rings true?


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