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

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

Training Industry Magazine - Summer 2014