L&D Strategy: Report to HR or Operations?

Last week I came across this post: An operational attitude towards learning on Karyn's erratic learning journey blog.  In it, Karyn Romeis expresses the point of view that Learning & Development departments should be moved out of HR and report up through operations.  This got my attention because at my company we are currently doing the opposite.  Our Learning & Development functions are being consolidated and moved from the business units into a Shared Services model that will report up through HR.  While I agree with Karyn's point that,  "L&D's job is all about performance, and performance is an operational thing."   I don't think it is necessary to report up through operations to be an effective business partner to them.  Throughout my career I have moved back and forth from reporting to HR to reporting directly to the Line of Business leaders that I support.  Having these varied experiences has made me a better all around learning professional.  I understand my business leaders' concerns and priorities and I am able to leverage the development resources available through HR.

In characterizing HR, Karyn makes a point that I don't agree with when she states, "HR is responsible for looking after people: their payroll, their working conditions, their treatment under employment law, etc. and has no direct accountability in terms of the organisation's business objectives."   In my company, the most most important aspects of the HR function are Organization Design, Talent Development, and Workforce Planning.   These are critical to achieving our company's business success.

I do believe that learning should be embedded in the workstream.  I don't see any reason why my department can't accomplish this while we are plugged into HR rather than our business unit leaders.   We are becoming an HR shared service, but we will still be part of our business leaders' extended teams.   Our business is rapidly transforming.  With the amount of change we have going on right now, we are in need of some major talent upgrades, new ways of managing, and there are many new work tasks to be performed.  I think L&D will be better resourced and well-positioned to help address these needs on a global scale operating from within Human Resources where we can easily partner with our Strategic Talent Management and Organizational Development counterparts.  Plus, since all of the learning professionals are coming into this department from the business, we will retain the operational perspective and networks.   Also of note, there are no geographical changes planned.  We will be consolidating into one department under a federated model, but the field based team members will still be embedded in their current locations. 

Right Here in Our Own Little Community!

It has been just about four months since our formal instructional design standards committee morphed into the broader and less formal Innovations in Learning Community of Practice.  We are an internal company group that discusses different learning topics through Yammer each month.  At the end of the month, we have a virtual Meet-up to discuss the Yammer posts.  The core of the community is still made up of a handful of instructional designers from within my department, but we've grown modestly (29 members!) as we have widened our focus from instructional design, to workplace learning.  We have been joined by course developers from other learning groups within the company, classroom facilitators, marketing people, and line employees who have no formal role in workplace learning at all.

As a result of our recent growth, three exciting developments have occurred:

1. The center of the community is shifting - I am pleased to say that community members from outside the original group from my department are taking an active role in the community.  For the first time, the topic discussion at our next virtual Meet-up will led by a community member from another department. 
2. The "rules" and norms are changing - Not surprisingly, as other group members take an active role in the community, new rules and new norms are developing.   Timelines for discussions are extending and we are changing the format of our next virtual Meet-up a bit.  I couldn't be happier about this.   I was afraid that this was going to be viewed as "Mike's group."  Now I'm beginning to envision a day when I can step back to the fringes and let others take the lead.  I think it is still a ways away, but this is encouraging.
3. We've attracted "hobbyists" who may want to turn "pro" - This is the most exciting development so far.  Two community members from line positions have reached out to me to discuss possible career opportunities in learning roles.  One of them is an enthusiastic hobbyist who has done a lot of communications work. She was attracted by our discussions about Articulate Presenter and has even gone as far a purchasing a software license so she can practice what she is learning.  The other is currently in a sales role. He is also in the final stages of completing his Master's in Adult Education. Besides adding new flavors to our community, both of these individuals are now on my radar screen for succession planning.

If you are interested in reading about our development up to this point, review these two previous posts:

Deciding between Formal and Informal Learning Approaches
Community Building with Yammer

And of course, tune back in a later date for additional updates.

Guilty of Learning Malpractice

Last week's #lrnchat discussion was on learning malpractice.  I love to join these Thursday night chats as often as I can. Unfortunately, I was unable to make this one.  What a pity.  From the looks of the transcript it was a lively discussion.  I definitely would have been able to contribute to this one.   After 22 years in workplace learning, I have seen just about every form of learning malpractice imaginable.  And I have to admit, that I am guilty of a few transgressions myself over the years.   Let's face it, at times Corporate America can be a tough place for a learning professional.   Business leaders often expect you to take their underperforming employees and run them through a training session as if it was a car wash. They want them to come out on the other side all squeaky clean and ready to go. In this type of environment, it is hard not to commit a few sins.

I wish I could say that after 22 years, I no longer commit learning malpractice. But the best I can do is tell you that I no longer commit felonies.  I'm still guilty of a few misdemeanors now and again.  Sometimes I do things that I know I shouldn't, just to please my internal clients.   My rationale is that if I commit a minor violation to appease a few key stakeholders, it creates some goodwill that helps us build our relationship.  This way I can get closer to them, their problems, their business issues, and their employee development needs.   I'm willing to make small trade-offs to be able to consult with them on the bigger issues where we can really help them with their business.   Some of you might be cringing as you read this.  You might be thinking, "As learning professionals we should never compromise our standards."  But others of you will relate to what I'm saying.   With the competitive pressures, pace of change, and depletion of resources through downsizings we all face, we do have to pick and choose our battles.

So here I write my latest confession:

Our flagship program is a three-month long onboarding for new sales executives that we first implemented in 2009.  I'm very proud of the work my team has done on this program. It is well designed and well-facilitated.  The metrics for program graduates have consistently been in the desired performance range.  When we first introduced this program, we did all the right things. We thoroughly analyzed the audience, work tasks, and expected outcomes.   We were thoughtful in how we set up our virtual learning environment.  We were diligent in our approach to developing and selecting learning activities.  We had lively discussion and healthy conflict among our stakeholders that helped to strengthen our decision-making.   All of this paid off as the program proved to be both effective, and cost-effective.   That is until this summer when we began rapidly transforming our organization and our workforce.   Suddenly, the number of participants enrolled in each new class began to jump through the roof.  And now we are seeing quite a variety of individuals many of them with very different skills and experiences than that of our original profile.  We had to make quite a lot of adjustments on the fly.   We've made changes to content and activities.  We've increased the maximum class size from 15 to 22 and added 25% more classes to the schedule.  Even with the additional classes we are still hitting our newly raised ceiling of 22 every time.  We've pressed new people into service to facilitate the additional classes with less preparation than we would like them to have had.

On all these counts, I'm guilty of learning malpractice.  But I throw myself on the mercy of the court.   I stayed as closely aligned to my business leaders as I could.  I wanted to stay alert and prepared to make changes as needed, but they just came too fast and too furiously this year.  Our onboarding program now resembles one of my local roads after a Connecticut winter: broken up with cracks and pot holes.  We've been filling them in as best we can, but it is still a bumpy ride for our learners right now.   In November, we are reconvening the team to discuss repaving the road for 2011.  I hope I'll be done serving my time by then.

Must Read: Social Media for Trainers

Jane Bozarth recently published a new book called Social Media for Trainers. I would put it on the list of "essential reads" for anyone in the workplace learning field. Social media and Web 2.0 tools are too important into today's world for the learning community to ignore. Most true learning takes place informally and through peer-to-peer connections. Social media provides a platform to make that happen more easily. If you are really interested in helping people be successful at work or move forward with their development needs, you cannot ignore the power of these tools and their potential for learning.

The book covers how to use social media tools like Facebook, Twitter, blogs and wikis - and a few others - for learning purposes. Each of the key tools is given its own chapter. Each chapter begins with a description of the tool in a nutshell, a deeper look into the tool, advantages and disadvantages of selecting one tool over another, how and why you might use some of the tools together, and why you might choose one tool over another. Then the chapters provide a barrage of ideas and practical ways the tool being covered can be used for learning purposes. There are suggestions on how to use the tools as primary vehicles for learning and how to use them to supplement or extend programs or courses (that are delivered in the classroom or through other media) by using the social media tools for pre-work, intercession work and post work.

If you are not a social media user already, the book will help you get started. If you are a familiar with social media tools, but haven't used them for learning, you will be amazed at how many learning activities are possible. Of course, not all of them will be right for every learning situation or workplace culture, but there is enough here to choose from so everyone can come away with at least one or two practical ideas.

Here are a few quick hits I picked up about some of the tools:

Twitter - Learners can use Twitter to talk to an expert. You can follow anyone with a Twitter account and if you reach out to an author or expert about their work, many are happy to respond.

Facebook - For me the biggest surprise in the book is how versatile Facebook is. I generally have only used Facebook for personal connections and favor other social media tools for work purposes, but Facebook has so many capabilities that it can be used to for everything from communication to course management.

Blogs - These can be great tools for learning reflection. But you must keep in mind, blogs are heavily dependent on writing skills. If that doesn't match your audience profile, blogs may not be the way to go.

Wikis - Unlike the other tools which are primarily set up for comment and response interactions, wikis allow true collaboration. Learners can jointly create pages such as shared class notes for FAQs.

There is so much more in the book.  Get it.  Read it.  Use it.

Thinking too much...about Personal Knowledge Management

I came across this comic today while exploring links on Twitter.  It captures how I feel some days very well.  There is so much knowledge sharing going on in the web 2.0 world that it seems impossible that anyone could keep it all in their head without it exploding.

Head Explode


Thank goodness for bookmarking sites like del.icio.us, digg, and diigo that help us with personal knowledge management.  Although - I find that the people in my del.icio.us network alone have enough to share to keep me overloaded for the rest of my life.

Community Building with Yammer

I always have to remind myself that whenever we try new approaches to learning at work things start slowly, build gradually, eventually gain momentum, and ultimately become institutionalized.  Right now I am in the "starts slowly" phase with my attempt to create a Community of Practice out of a loosely formed group of people who are interested in workplace learning at my company.

But isn't that the way an online community is supposed to form? An individual shares some content online that is of personal interest.  Others with common interests discover it and share similar content of their own.  Conversations begin to flow about it.  After a while one person puts up a flag and calls it a group.  That is exactly what is happening with our Innovations in Learning group.  What is the Innovations in Learning group?

It is a Yammer-based Community of Practice group open to anyone in my company who is interested in workplace learning. The group primarily comprises learning professionals but we encourage anyone interested in learning to join the conversations.  We decided to focus on a new topic each month using Yammer for discussion and sharing resources, links, and articles.  At the end of each month, we have a virtual Meet-up using Microsoft Live Meeting. Our topic for September is Video Conferencing. We will discuss the topic asynchronously throughout the month. Our Meet-up is scheduled for September 24.  A week before the Meet-up I will send meeting invitations to all group members through Yammer.   I'll include the discussion questions that we will go through during the Meet-up.

We had our first Meet-up in August.  Only six of our 23 members participated in the month-end discussion.  Despite the low turn-out, I'm encouraged.  This is new to everyone.  It was only our first meeting.  As I said earlier, we are in the "starts slowly" phase.  I know the momentum will build and that ultimately our community will thrive.   Once the members of our group get comfortable with the process, I envision us replicating it to foster learning communities around other topics that are important in our company.

The Pros and Cons of Podcasting

I have never been one to get too excited over podcasts.   I know there are a good number of people who like to listen to audio content on their mobile devices or while driving in the car.  Me?  I prefer to listen to something like Pink Floyd or the Grateful Dead when I have a little down time, so podcasts have never been my thing.   That being said, they do have their place among delivery media.  And since most of my learners are sales and service professionals who do spend a lot of time in their cars, I have had my team create a podcast library of downloadable resources for "learning on the go."

This week in the class that I'm currently taking at FSU, we discussed the benefits and limitations of podcasts as a medium for learning.  As good collaborative learners do, we created some very nice lists.   I thought they had a lot of good points, so I'm reprinting them here:

Potential Benefits of Using Audio Podcasts 

1. Portability e.g. easy to load on an iPod or similar device and consume content on the fly
2. Well suited for distributing content that doesn't require visual support e.g. facts, opinions, and the like
3. Good for audiences who need information on the fly - salespeople and service people who spend a lot of time in cars can listen as they drive
4. Good for content that is audio-oriented, such as learning a language, subtle or sensitive communication topics, learning how to play music, or create sound effects
5. Make better sense of computer images when accompanied by audio by providing an explanation
6. Encourage deeper thought when providing audio instruction by asking questions. (Not a benefit unique to audio podcasts?)
7. Audio-only podcasts can be fairly inexpensive to produce (microphone, software)
8. Audio-only podcasts allow students who have dyslexia the opportunity to learn material without being hindered by the challenges of reading words on a page (this was from our reading of Harris and Park, 2008)
9. Can Provide specific customization of information to be learned by the learner as a stand alone, or in addition to original instruction
10. Audio materials can be presented in multiple languages, to target a larger, more diverse audience of learners
11. Podcasts can be used to reinforce lecture concepts
12. Students can work at their own pace, starting and stopping when necessary, and replaying key points of the lecture/podcast as they deem necessary
13. Good for relaying repeated information, leaving teachers more time for higher level instruction (i.e. podcast library or museum tour, as mentioned in the Harris and Park article)
14. Podcasts are a medium that teens/younger students can identify with and be motivated to use
15. Because sound effects are accessible in the public domain, you can create a unique environment that matches the sound and feeling of the content being taught fairly inexpensively vs. trying to create a classroom or video experience
16. Hearing a voice and providing an "eye" break is a huge benefit to online learning. With all the book, article, online reading, sometimes it is nice to have a voice and a "eye" break
17. Provides learners the opportunity to review and re-review information an unlimited number of times 

Potential Limitations of Using Audio Podcast

1. Not well suited for complex subjects that necessitate visual support to fully comprehend e.g. mathematics for example
2. Violates Mayer's multimedia effect when not designed correctly
3. Can only be effective for short topics
4. Passive medium
5. Does not support learning if students are not attentive, therefore the audio must keep the student involved, e.g. asking questions (similar to & elaboration of item 4)
6. The loss of non-verbal cues (body language, supportive material)from the speaker may affect the intent of the message/speaker
7. Aural memory is limited in the retention of information, but this can be overcome in audio-only instruction by the learner being able to control the audio presentation by pausing and replaying the information
8. Audio files take up a lot of space on a computer's hard drive
9. Some people are visual/kinesthetic learners, that is they learn primarily by seeing someone do something or doing it themselves
10. Audio output quality is only as good as its weakest component, which is often the system's speakers. It was pointed out that high quality sound it a necessity for us aging listeners and for those with other hearing losses
11. Lacks feedback. Learner is unable to ask questions or clarify information being presented
12. If targeted toward a specific audience, some previous knowledge of the subject matter is assumed(Difficult to gear toward a universal audience)
13. Does not allow for multiple representations of the material, only auditory
14. Audio only podcasts may be longer than necessary if using words to describe a concept that a picture could teach faster
15. Requires an audio output device, which may not be present on all computers (no speakers on some public-access machines in offices, libraries, etc.)
16. If the learner is not as proficient in the spoken language, it could be limiting especially when accents and territorial dialect are added in to the mix
17. Does not allow for nonverbal cues (already listed in item 6)

This list comes to you courtesy of the Fall 2010 EME6415 class at Florida State University.