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

Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2014

From Where I Sit
Table of 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

Training Industry Magazine - Spring 2014