Agile Human Resources – The Future of Learning and Development

Agile Human Resources – The Future of Learning and Development

“In the future, learning should be understood as a continuous process to which a certain amount of time and financial budget is dedicated. After all, those who see learning as a project could run the risk of losing valuable time between projects and the learning projects themselves losing relevance even before they have been completed.

Mag. Gunther Fürstberger, CEO of MDI Management Development International.

The current times promote the change to agile human resources development. Home office and LXPs (Learning Experience Platforms) make it possible and necessary. Human resources development controlled training programs with a transfer concept will continue to exist, but no longer as a core element, but as a supplement to a development concept that starts with the learner.

Development programs and learning transfer belong to the “waterfall view” of projects. Learning was seen as a project with a project goal and transfer had to be included in this project. The project was successful if what was learned was put into practice.

Google, Youtube, Netflix have in the meantime made demand-oriented, customized and up-to-date learning possible. If I want to know how to get rid of neck muscle tension or how to change the wheel of my micro scooter, I get instant offers on the Internet. Many programs learn along and suggest what I will need next.

Agile methods such as Scrum or OKR (Objective and Key Results) are based on the principle that in regular, rather shorter intervals we check where we stand and where we want to go. With OKR, goals are set regularly for the next 3 months and worked on continuously.

All hands OKR meeting

This year OKR proved to be a great method to overcome crisis situations. Never has it been more important to adjust continually to a dynamic environment.

The same principle applies to Learning & Development (L&D):

For example, once a quarter we check on the basis of target-oriented competences:

  • Where do we stand? – review
  • and again set new learning targets – Outlook

1. Outlook – New Learning Targets

The target competences are defined by the learner and often the manager, supported by the human resources development department. The learner knows best what he needs now. At the same time, human resources development can ensure that important core competences are considered in the Learning Experience Platform. If the Learning Experience Platform has artificial intelligence, the learner is given learning suggestions based on his past search queries.

The new learning objectives can be defined, e.g.:

  • As target values on scales ranging from 1 – 10 and representing the desired level of competence
  • As result descriptions, such as “I can jump 1.80 m from a standing position”.

During the quarter, different a-synchronous and synchronous learning offers are available to the learner:

  • A-synchronous: e-learning from inside and outside the company. The LXP “crawls” the Internet and accesses paid and free educational offers
  • Synchronous: face-to-face events and virtual measures such as webinars, master classes, etc.

2. Review – Where do we stand? 

For the retrospective, we use simple or more complex diagnostic procedures, such as self-assessment, impulse feedback from others or even test methods. It promotes motivation if the learning path is made visible over the quarters. Gamifying the entire learning path with bonus games, treasure hunts and continuous feedback will contribute to the joy of learning, especially among younger people.

The company can provide the learner with a budget and/or draw up a plan, discussing which measures will be charged with the manager.

Learning as a continuous process

Since many things are constantly changing anyway, learning is understood as a continuous process to which a certain amount of time and financial budget is devoted. If there is a lot of change, more change is needed. But if you see learning as a project, you could run the risk of losing valuable time between projects and the learning projects themselves losing their relevance even before they have been completed.

 

In summary, this results in the following paradigm shift:

  • The learner takes over decision-making competence about learning contents and methods from the human resources development department.
  • Continuous iteration of learning goals and content replaces the previous waterfall learning project view
  • Learning effectiveness gains importance at the expense of learning transfer
  • Self-learning search algorithms become a constant learning companion

Summary: Keeping it Short & Sweet

    • Learner instead of human resources development as designer
    • Iteration instead of learning project
    • Learning effectiveness instead of learning transfer
    • Search algorithms instead of learning plan

    What serves you next?

    Benefits of OKR

    What are the benefits of the OKR system?

    What are the benefits of the OKR method and how does it work exactly? MDI trainer and OKR master Susanne Spath gives us an introduction and a story to visualize the OKR method.

    Read article

    Agile leadership orientation and basics

    Agile leadership - orientation and basics

    There are plenty of agile methods – but what are the benefits of each method? MDI trainer Alexandra Sock talks about her agile leadership seminar, which gives you an overview of different agile methods.

    Read article

    Scrum& Agile leadership

    Scrum & Agile leadership

    Scrum is one of the oldest agile methods and is the mother of all agile methods in many people’s opinion. Susanne Spath is OKR master and Scrum certified gives us an introduction to this method and tells us for whom it makes sense to implement Scrum.

    Read article

    How to Shape and Lead a Self-Sustainable Dream Team

    How to Shape and Lead a Self-Sustainable Dream Team

    Sailing through a storm successfully = 

    Shaping and Leading your own self sustainable team.

     

    Imagine you are at the helm of a wonderful sleek, slender, sailing boat. Your pride and joy. But the sky darkens all of a sudden, there is chaos, the bow goes up and down, from triumph to unfathomable depths. Your crew are somewhere on the boat and you cannot communicate with them anymore. You do not know where you are going, the compass you can barely see has gone mad…

    About the author

    Vladimir Novac is based in Bucharest, Romania and works as top-executive leadership trainer and coach around the globe. He is certified NLP Practicioner and Change Indicator Analyst and especially dedicated to the topics of team development, self leadership, performance management and change. Inspired by a big personal mission, he is enriching the MDI world since many years with knowledge and passion.

    How is your boat now? What about your crew?

    Do they have the right skill set to safely bring the boat to the sunny shore? 

    What about their mindset?

     

    Mindset

    Diversity

    The amount of different perspectives, backgrounds, education, personality, that will ensure creativity, constructive conflict, complementing skills, avoidance of group think, as well as lack of general boredom!

    Experience

    Teams need experience in working together, in order to calibrate, pace, trust, adapt, hate, appreciate, evolve.

    Tribe

    Experience brings about stories, myths, heroes, taboos, as well as a general feeling of safety and belonging.

    Commitment

    comes then naturally, and it would link as well to the skill set environment as the individual understands their roles within the team and the team accepts them in that role.

    Skill set

     

    Communication

    If you look at the AGILE manifesto, everything is communication at the right time, with the right people, using the right channels, over and over again.

    Feedback

    After getting feedback on my training and coaching skills for 20 years now, I know one fact: Feedback is important not only for learning purposes but for ensuring accountability as well.

    Learning

    Self-sustainable teams learn by themselves. Provided they want to and provided they have an agreed, continuous, effective, quick learning system. This will allow them to adapt and evolve.

    Role

    Individuals in the team have a formal role and an acknowledged role. Leaders are not the only ones to be acknowledged, validated by the team. We all are.

     

    And please remember this wonderful quote from Maria Montessori: “Development is a series of rebirths”. 

    Maybe this is a good moment for the rebirth of your team?

    Vladimir Novac | MDI Partner, Trainer and Coach

    What serves you next?

    The Future of Workplace Learning – Digitization Boost

    Part 1 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...

    Effective change communication with PCM

    When implementing change processes and new agile methods, it is extremely important to know the different personality characteristics of those involved and the resulting reactions. Because when it comes to change, people usually show one of these two preferences:...

    Agile employee surveys – the right question at the right time

    Last year, the well-being and health of employees and their individual work design gained even more importance in organizations. Particularly, remote collaboration and the dynamic environment to which many companies had to respond brought the link between employee...

    How leaders successfully drive innovation

    Driving business innovation as a leader Successfully driving business innovation as a leader is essential to living a positive innovation culture and strong innovation management. We therefore provide insights into well-implementable processes that combine creative...

    4 Agile Change Management Tools

    Many businesses are currently reinventing themselves. Most companies have been undergoing massive changes since the beginning of 2020. Many of them are actively trying to shape the digital transformation. In this blog post Anita Berger, Gunther Fürstberger and Masha...

    How to lead hybrid and virtual teams successfully

    Leading virtual and hybrid teams brings both opportunities and challenges. But how do you lead hybrid and virtual teams successfully? In this article on "Leading hybrid and virtual teams successfully", Anita Berger writes about the latest developments. For many...

    5 Characteristics of Modern Leadership

    The mission of MDI is to support leaders who strive for a better world. Investing in leadership development and unlocking the development potential of leaders guarantees companies long-term benefits. Furthermore, they promote creative solutions in innovative change...

    Agile Human Resources – The Future of Learning and Development

    "In the future, learning should be understood as a continuous process to which a certain amount of time and financial budget is dedicated. After all, those who see learning as a project could run the risk of losing valuable time between projects and the learning...

    How to Shape and Lead a Self-Sustainable Dream Team

    Sailing through a storm successfully =  Shaping and Leading your own self sustainable team.   Imagine you are at the helm of a wonderful sleek, slender, sailing boat. Your pride and joy. But the sky darkens all of a sudden, there is chaos, the bow goes up and...

    Training social competence – in virtual and hybrid settings

    Since the planning of face-to-face events is still limited, many companies are asking themselves whether personnel development should focus more on virtual and hybrid training formats.    Development programs that address social skills can work in both virtual and...