Training Industry Magazine - Summer 2014 - (Page 21)
O R G A N I Z AT I
NAL
THROUGH
CHANGE
APPLIED LEARNING
BY MADISON PRINCE, M.A.ED.
Training's business value should not be overstated. Every organization
has a fundamental need for training content and delivery, but
learning and development leaders must understand business goals
and objectives to provide direct value. Learning can be measured
and aligned directly with business value if trainers and/or content
developers shift their focus from content development and delivery
to creating experiential opportunities for applying training concepts
to real-world business activities.
In 2010, the Salt River Project (SRP), one of Arizona's largest utility
companies, was getting started with information management and
requested training from its internal L&D group. The training objectives
included helping people understand and implement new practices
around managing business-related information. The initial assumption
was, once everyone is trained, they would begin managing information
consistently. These new practices included identifying, eliminating,
moving, naming and organizing all content/information that existed
in the organization. But, the questions that always came up included
who, what, when and more importantly, why.
Consistent management of information is an important business
change. Everyone is a content creator these days, and the mass
accumulation of information at an individual level increases business
inefficiencies, maintenance costs and legal and security risks. And
although these reasons define the importance at the executive level,
they do not at the operational one.
Information is personal, even though it's created for the company and
individuals have their own methods and processes for managing the
information they create and use. Implementing different processes
consistently would mean everyone changing their personal
behaviors and processes.
APPLIED LEARNING FOR CHANGE
The Applied Learning Program is a phased approach, similar to the
apprenticeship model, where participants learn about the practices
and then apply the concepts within their department to build
experience.
The approach is fairly new, and its success has become the
foundation for other community-based applied learning programs
in development and in deployment at SRP. The value has been
measured in operational activities, change maturity, resource
engagement, leadership development and knowledge sharing.
(See Figure 1 on pg. 22 for SRP's Applied Learning Model used to
implement information management practices.)
GETTING STARTED: IDENTIFYING THE RIGHT RESOURCES
The applied learning program's objective is to implement new
practices as quickly as possible. To be successful, the people selected
to participate need to be innately engaged (willing and capable of
accomplishing the applied activities).
To achieve this at SRP, a group of representatives was selected
based on demonstration of four competencies: problem-solving,
technical aptitude, informing and change capacity. They would
become experts in the practices and be responsible for training,
communication and measuring change implementation activities
within their departments. This group of people (about 100) would go
through the program and become the founding members of what is
known as, the community of practice.
T R A I N I N G I N DUSTR Y MA GAZ INE - SUMMER201 4 I WWW.TRAININGINDU S T RY . C OM/ MAGAZ I NE
21
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Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2014
From Where I Sit
Table of Contents
Guest Editor: Developing Emerging Talent Pipelines
The Inherent Inertia of Training
Stop Harping on Generational Differences
Learning to Live the Brand
Leading through a Merger and Acquisition
Organizational Change through Applied Learning
Influencing without Line Authority: A Key Skill for Virtual Project Managers
The Currency of Trust: The Difference between Flourishing and Floundering
Building Buy-in for Learning Investments
Sales Winners Sell Differently: How Selling Is and Isn't Changing
From Mind-Full to Mindful: The Intention/Instruction Intersection
The Implications of Organizational Forgetting
Casebook: ADP: Improving Sales Process Effectiveness
Sustaining Training's Impact
Managing at the Speed of Business
Becoming an Authentic Leader
What's Online
Company News
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