Learning Lane™
Learning Lane™
Learning Lane™
“Investing in people, the only possible appreciating asset.”
Do organizations need a learning plan and/or strategy?
Some organizations deal with learning intuitively: “Learning is good, so let’s do it!”
This is great, to a degree, in good times. What happens when things get tight and what “expense” gets cut first?
Simple mantra: “Ensure each learning initiative explicitly identifies which business outcome(s) it is contributing to.”
Do organizations need a learning plan and/or strategy?
Do organizations need a learning plan and/or strategy?
Some organizations deal with learning intuitively: “Learning is good, so let’s do it!”
This is great, to a degree, in good times. What happens when things get tight and what “expense” gets cut first?
Simple mantra: “Ensure each learning initiative explicitly identifies which business outcome(s) it is contributing to.”
Some organizations deal with learning intuitively: “Learning is good, so let’s do it!”
This is great, to a degree, in good times. What happens when things get tight and what “expense” gets cut first?
Simple mantra: “Ensure each learning initiative explicitly identifies which business outcome(s) it is contributing to.”
Do organizations know where learning
is occurring?
Yes, to a degree.
Activities such as OJT (on the job training), informal coaching and mentoring may fall off the radar, especially if they happen informally.
In fact, most organizations have a lot of learning occurring that is either implicit or hidden. Uncovering such learning is both revealing and rewarding. It can also serve as a mini learning strategy in itself and/or a strategy benchmark, as well as a great ‘Orientation tool’.
GHS Enterprise, in collaboration with Friesen Kaye and Associates, has a proprietary learning map called a Learning Lane™ that does just that and more.
Do organizations know where learning
is occurring?
Yes, to a degree.
Activities such as OJT (on the job training), informal coaching and mentoring may fall off the radar, especially if they happen informally.
In fact, most organizations have a lot of learning occurring that is either implicit or hidden. Uncovering such learning is both revealing and rewarding. It can also serve as a mini learning strategy in itself and/or a strategy benchmark, as well as a great ‘Orientation tool’.
GHS Enterprise, in collaboration with Friesen Kaye and Associates, has a proprietary learning map called a Learning Lane™ that does just that and more.
Do organizations know where learning
is occurring?
Yes, to a degree.
Activities such as OJT (on the job training), informal coaching and mentoring may fall off the radar, especially if they happen informally.
In fact, most organizations have a lot of learning occurring that is either implicit or hidden. Uncovering such learning is both revealing and rewarding. It can also serve as a mini learning strategy in itself and/or a strategy benchmark, as well as a great ‘Orientation tool’.
GHS Enterprise, in collaboration with Friesen Kaye and Associates, has a proprietary learning map called a Learning Lane™ that does just that and more.
What is a Learning Lane™?
A Learning Lane™ is the journey of learning through an employee’s lens during the tenure of work life. It is a meandering journey with learning occurring within both obvious and less obvious people practices.
Other learning moments are less visible but are more numerous below the waterline, like the construct of an iceberg.
The most readily captured are those learning moments within the visible portion of an iceberg, above the waterline.
Other learning moments are less visible but are more numerous below the waterline, like the construct of an iceberg.
Industry experts believe the learning above the waterline represents more than a $100 Billion investment.
Imagine the $ being spent below the waterline! These real time learning moments can take a little more effort to uncover.
What is a Learning Lane™?
What is a Learning Lane™?
A Learning Lane™ is the journey of learning through an employee’s lens during the tenure of work life. It is a meandering journey with learning occurring within both obvious and less obvious people practices.
Other learning moments are less visible but are more numerous below the waterline, like the construct of an iceberg.
The most readily captured are those learning moments within the visible portion of an iceberg, above the waterline.
Other learning moments are less visible but are more numerous below the waterline, like the construct of an iceberg.
Industry experts believe the learning above the waterline represents more than a $100 Billion investment.
Imagine the $ being spent below the waterline! These real time learning moments can take a little more effort to uncover.
A Learning Lane™ is the journey of learning through an employee’s lens during the tenure of work life. It is a meandering journey with learning occurring within both obvious and less obvious people practices.
Other learning moments are less visible but are more numerous below the waterline, like the construct of an iceberg.
The most readily captured are those learning moments within the visible portion of an iceberg, above the waterline.
Other learning moments are less visible but are more numerous below the waterline, like the construct of an iceberg.
Industry experts believe the learning above the waterline represents more than a $100 Billion investment.
Imagine the $ being spent below the waterline! These real time learning moments can take a little more effort to uncover.
Click on each icon in the iceberg for further exploration and discovery!
Learning Lane™
JOURNEY Start on the Surface
Just imagine the volume of $ being spent on learning taking place below the waterline!
Recruitment
First opportunity for the employee to learn about the Company and the Company to learn about the employee.
Orientation & Onboarding
Orientation &
Onboarding
Learning about the context of the Company’s business and being introduced to the organization’s culture and its people.
Organization Culture
Organization
Culture
Learning about what the Organization stands for and how one is expected to behave.
Coaching & Mentorship
Coaching &
Mentorship
Learning how to benefit from the skills and wisdom of others to understand the business and maximize performance.
Morning Huddles
Morning
Huddles
Cross Team Projects
Cross Team
Projects
“Cubbiehood” Discussions
“Cubbiehood”
Discussions
Learning Journals
Learning
Journals
Some other typical above the waterline
People Practices
Samples of Learning Moments
below the water line generated by multi-seminar participants
Some other typical above the waterline
People Practices
Samples of Learning Moments
below the water line generated by multi-seminar participants
What about the need for learning infrastructure?
A good learning governance framework manages expectations from the get go. Having a simple dashboard that links learning to business outcomes, including impact on culture and bottom line financials, will pay enormous dividends.
What about the need for learning infrastructure?
What about the need for learning infrastructure?
A good learning governance framework manages expectations from the get go. Having a simple dashboard that links learning to business outcomes, including impact on culture and bottom line financials, will pay enormous dividends.
A good learning governance framework manages expectations from the get go. Having a simple dashboard that links learning to business outcomes, including impact on culture and bottom line financials, will pay enormous dividends.
Learning Strategy
Driven by the Business Strategy and aligned with the People Strategy it includes the articulation of Core Purpose, Envisioned Future, required infrastructure and any or all elements indicated below.
Model Research & Adoption
This may include Explicit vs Implicit Leadership approaches, Conversations with Action, Development of Succession Planning, Culture Shaping Techniques and Tools, etc.
Curriculum
The development of a competency-based curriculum with life cycle and learning opportunities designed and/or identified within the journey.
Governance
Includes standardization of Instructional Design and Techniques to be deployed, Learning Investment Decisions, Accountability Frameworks and Measurement Dashboard creation.
Deployment Methodology
How we involve key stakeholders in Strategy Development pays huge dividends in the deployment with engaged Learning Advocates that will be instrumental in successful execution.
High Impact Initiatives
This may include Orientation with Sustainability, Performance Consulting or other Topical Workshops with built in ROI.
Critical Communications
A communication plan is an imperative. We will either work with an Internal Specialist or provide one to identify and deploy stakeholder specific messaging.
Learning Maps
It provides a framework that captures all learning: Work Related; Social Interaction; and Structured Programs formally and informally within an Enterprise.
Learning Strategy
Driven by the Business Strategy and aligned with the People Strategy it includes the articulation of Core Purpose, Envisioned Future, required infrastructure and any or all elements indicated below.
Model Research & Adoption
This may include Explicit vs Implicit Leadership approaches, Conversations with Action, Development of Succession Planning, Culture Shaping Techniques and Tools, etc.
Curriculum
The development of a competency-based curriculum with life cycle and learning opportunities designed and/or identified within the journey.
Governance
Includes standardization of Instructional Design and Techniques to be deployed, Learning Investment Decisions, Accountability Frameworks and Measurement Dashboard creation.
Deployment Methodology
How we involve key stakeholders in Strategy Development pays huge dividends in the deployment with engaged Learning Advocates that will be instrumental in successful execution.
High Impact Initiatives
This may include Orientation with Sustainability, Performance Consulting or other Topical Workshops with built in ROI.
Critical Communications
A communication plan is an imperative. We will either work with an Internal Specialist or provide one to identify and deploy stakeholder specific messaging.
Learning Maps
It provides a framework that captures all learning: Work Related; Social Interaction; and Structured Programs formally and informally within an Enterprise.
Learning Strategy
Driven by the Business Strategy and aligned with the People Strategy it includes the articulation of Core Purpose, Envisioned Future, required infrastructure and any or all elements indicated below.
Model Research & Adoption
This may include Explicit vs Implicit Leadership approaches, Conversations with Action, Development of Succession Planning, Culture Shaping Techniques and Tools, etc.
Curriculum
The development of a competency-based curriculum with life cycle and learning opportunities designed and/or identified within the journey.
Governance
Includes standardization of Instructional Design and Techniques to be deployed, Learning Investment Decisions, Accountability Frameworks and Measurement Dashboard creation.
Deployment Methodology
How we involve key stakeholders in Strategy Development pays huge dividends in the deployment with engaged Learning Advocates that will be instrumental in successful execution.
High Impact Initiatives
This may include Orientation with Sustainability, Performance Consulting or other Topical Workshops with built in ROI.
Critical Communications
A communication plan is an imperative. We will either work with an Internal Specialist or provide one to identify and deploy stakeholder specific messaging.
Learning Maps
It provides a framework that captures all learning: Work Related; Social Interaction; and Structured Programs formally and informally within an Enterprise.
What is unique about GHS Enterprise’s approach to improving the effectiveness of an organization?
It places the underpinning evolution of learning as a business imperative. This embedded capability permits consulting outcomes to be sustainable practices for clients in areas such as: creating organization’s core ideology; removal of perceived toxic environments; embedding performance consulting; adapting a relationship management model and improving customer service approaches.
What is unique about GHS Enterprise’s approach to improving the effectiveness of an organization?
It places the underpinning evolution of learning as a business imperative. This embedded capability permits consulting outcomes to be sustainable practices for clients in areas such as: creating organization’s core ideology; removal of perceived toxic environments; embedding performance consulting; adapting a relationship management model and improving customer service approaches.
What is unique about GHS Enterprise’s approach to improving the effectiveness of an organization?
It places the underpinning evolution of learning as a business imperative. This embedded capability permits consulting outcomes to be sustainable practices for clients in areas such as: creating organization’s core ideology; removal of perceived toxic environments; embedding performance consulting; adapting a relationship management model and improving customer service approaches.
