Training Industry Magazine - Spring 2014 - (Page 48)
CASEBOOK
BY JOHN HOVELL, ANDREW MURAS, ANGIE DEMPSEY & SCOTT PETRIE
BAE SYSTEMS
SPEEDING THE BUSINESS OF LEARNING THROUGH
COLLABORATION AND KNOWLEDGE MANAGEMENT
Many of our grandparents were artisans, farmers
or small shop owners. They gained experience via
apprenticeship, and their ability to learn and share
knowledge was usually limited by geography
(nearby family and neighbors).
A generation later, our parents often worked in
hierarchical corporations. Their learning and job
knowledge usually came from a boss, who was also
the source for answering questions and providing
a list of daily duties.
Today's world of work and networks is dramatically
different from previous generations, particularly
when it comes to learning. When employees
encounter a difficult issue at work, they often turn
to Google or YouTube for knowledge. Next, they
might touch base with their connections, either
inside or outside the company. Only then might
they look to their boss or their organization's
training opportunities.
Modern work tasks are typically complex, requiring
new ways of accessing, understanding and applying
various sources of knowledge. What's becoming
increasingly important is not rote memorization or
formal training solutions, but rather knowing where
to quickly find new information and expertise
through a network, judging what to trust, and then
applying it to the problem at hand.
ILLUSTRATING THE POWER OF NETWORKS: SHORT GROUP EXERCISE
Have everyone write down a business issue. Group members should
review individually, and add a note if they can offer ideas or solutions.
Collate and follow up with those who submitted interesting ideas. The
number and variety of ideas will often be astonishing. Now imagine this
knowledge network expanded a hundred or thousand times. Such is the
power of Yammer and other social tools in today's world.
48
VOICE OF THE CUSTOMER
Over the past couple of years, our customers
voiced their opinions on the state of learning and
training at BAE Systems, and some of what we
heard wasn't pleasant:
* Lack of ways to effectively share and transfer
knowledge around the business
* Over reliance on instructor-led and costly
training solutions
* Excessive mandatory training requirements
* Employees and front-line supervisors being
unaware of available development options
This caused us to rethink our learning strategy and
structure to meet critical business needs as well as
position learning for future success.
After exploring numerous options in late 2012,
we selected the Workforce Development Services
Framework (WDSF), created by Jane Hart, as
the best strategy and structure for our learning
function. We chose this model because research
showed that our employees were eager to learn
from each other in new and agile ways, which
WDSF helped capture.
For example, engineers working in one business
area wanted to connect and learn from engineers
in another part of the business, and they didn't
want to wait for an e-learning or classroom
opportunity to make the connection. They
were also looking to define and drive their own
learning needs as opposed to pre-selected
materials and learning objectives defined by a
central organization.
The WDSF has provided us structure around the
"70-20-10 model," where 70 percent represents
learning on the job, 20 percent represents
learning through others and 10 percent represents
http://www.c4lpt.co.uk/blog/2012/03/01/workforce-development/
http://www.c4lpt.co.uk/blog/2012/03/01/workforce-development/
Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2014
From Where I Sit
Table of Contents
Contents
Guest Editor: Do You Feel Lucky?
Network Performance: The Power of Social Learning and Behavior
Meaningful Work: Not Just for Millennials
Four Levels of Engagement
What L&D Professionals Need to Know about Gamification
Enhancing Learning with Social Media
Gamification in Sales Training: Seven Critical Considerations Before the Games Begin
Let the Disruption Begin: Social Media and the Great Expansion of Enterprise Learning
Learning Made Fun: Gadgets, Games and a Safe Place to Explore
How Silicon Valley Inspired an Era of Social Learning
How Games Drive Learning
Roll the Dice: Learning with Board Games
Casebook: BAE Systems: Speeding the Business of Learning through Collaboration and Knowledge Management
Salespeople, Coaching and Gamification
Three Ways to Make Learning More Engaging
Stop Creating Dysfunctional Relationships with Employees
What's Online
Company News
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