Raytheon Symposium Focuses on the Changing Dynamics of Corporate Learning
Our team at Raytheon Professional Services (RPS) EMEA was proud to host the recent Raytheon Learning Symposium 2015 titled ‘Shaping the Future of Learning’ with our event partner, Corporate Leaders. The discussions at the event were focused on the 70-20-10 model for learning and development, which says successful learning is done through three clusters of experience: 70% of learning takes place ‘on the job’ through day-to-day tasks (social learning); 20% of learning comes from drawing on the knowledge of others in the workplace; and 10% through formal learning interventions (traditionally structured courses).
The event, held on June 25, at the Frankfurt Stock Exchange, was well attended by training professionals from a wide variety of industries. Participants discovered the new role of learning enablers that enhance the 70-20-10 model by supporting the learning experience in the workplace.
The invitation-only symposium included thought-leading presentations on how global leaders are successfully implementing elements of the 70-20-10 model to improve learning within their organisations. Presenters included the Centre for Creative Leadership (CCL), MasterCard and Philips Lighting. Talat Riaz, senior training and development specialist for RPS, shared his views on: “Social Learning and Utilising it within Today’s Workplace.” He touched on trending topics such as: social learning preferences, enabling technology, preferred content for social learning, possible barriers, and learning programs which successfully incorporate the ‘best of blend.’
Bert De Coutere, innovation and IP lead, Centre for Creative Leadership, offered insights on how technology will help us better learn from our experiences. His presentation titled “How Leaders Really Develop,” focused on the huge impact technology will have on our careers, as individuals and on business growth and development.
He also emphasized research that originated with the 70-20-10 framework. The outcome is that leaders should focus on experiential learning and feedback, rather than only on structural learning. He also raised the question: How can we learn from experience intentionally versus incidentally or accidentally? The answer is simple – we should intentionally help people learn and develop as it is the reflection that makes learning stronger and more focused. In addition, he offered that people should learn from challenging experiences – not just experiences themselves.
Aushima Thakur, senior manager communities of practice, Philips Lighting, shared her thoughts on“Embedding Learning and Social Learning into Day-To-Day Work.” In this presentation, the 70-20-10 learning model was discussed in more detail and, in particular, how it reflects upon the learning culture at Philips Lighting in regard to the development of their employees. She explained that, at Philips, they endorse (social) learning from the perspective of on-the-job experience. She shared some findings, based on an internal survey done with the Philips employees, indicating some of the most common challenges employees face, including:
- Linking decisions to collaboration
- Willingness to share
- Capturing formal content
- Knowledge seeking
- Seeing value in sharing and;
- Locating content
In fact, according to research (done by an external consultant in 2012 on Philips sales employees) at Philips Lighting employees spend, on average, 5-6 hours per week searching for information. In order to remedy these challenges, Philips’ solution was to establish Communities of Practice to boost social learning and engage employees. The three pillars of this integrated community of practice platform are collaboration, knowledge at the moment of need, and learning from the experts and peers. By introducing this community approach, Philips empowers employees with better communication, closer collaboration and knowledge sharing as well as quick access to experts in a close-knit community.
Simone Lietz-Gresens, vice president human resources, Europe, MasterCard, delivered her view on “Developing and Implementing a Multifaceted Experiential Learning Model”, focusing on how career development expectations have changed over the last decade. “Employees expect more freedom, flexibility and individual career development than ever before.” She went on to explain that organizations that provide employees with career enhancing experiences will be more likely to attract and retain the best talent. Additionally, businesses should take advantage of the resources around them to improve skills and gain new ones – whether it be experience or relationship-based resources and/or formal and informal learning – all can help improve performance.
According to Lietz-Gresens, MasterCard is implementing a multifaceted experiential learning model with a Career Management Center that provides a platform for “self-motivation and doing what you love, while being open-minded.”
In closing, she added some final thoughts that can serve as motivation for all in the learning and development space: “If we don’t invest in our people (our employees) by providing them with learning and development opportunities, they will not value and respect the company and will not contribute to the business success.”
By Pritesh Pancholi, Marketing and Communications Manager EMEA, Raytheon Professional Services