Learning Lane™

“Investing in people, the only possible appreciating asset

Do organization’s 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 all learning initiatives explicitly identifies which business outcome(s) it is contributing to”

Do organization’s 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 all learning initiatives explicitly identifies which business outcome(s) it is contributing to”

Do organization’s 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 organization’s 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 employees’ lens during the tenure of work life. It is a meandering journey with some explicit learning readily identifiable like the visible portion of an iceberg. Other learning moments are less visible but more numerous similar to the bottom half of an iceberg.

What is a Learning Lane™?

A Learning Lane is the journey of learning through an employees’ lens during the tenure of work life. It is a meandering journey with some explicit learning readily identifiable like the visible portion of an iceberg. Other learning moments are less visible but more numerous similar to the bottom half of an iceberg.

Inside the People Practices and More

What are FKA and GHS Enterprise equipped to accomplish?

FKA and GHS Enterprise are quipped to create a fully functional Learning Lane™ that can be hyper linked, if so desired, or focus on a subset of one of the three “D”s below.

What are FKA and GHS Enterprise equipped to accomplish?

FKA and GHS Enterprise are quipped to create a fully functional Learning Lane that can be hyper linked, if so desired, or focus on a subset of one of the three “D”s below.

Discover

Customized pathway reflective of the organization’s desired culture

Unique templates that capture the information deemed critical

A variety of applications on how the Learning Lane™ can be used which maximizes the build investment

Develop

Methodologies for collecting information that engage and create advocates of the Lane

Project plan that ensures ownership of the Learning Lane™ by the Organization

Work with the organization’s IT group to automate and provide access to the desired level

Deliver

Assemble all the practices along the predetermined pathway

Beta test the preferred application

Support the implementation and sustainment plan

What about the need for learning infrastructure?

A good learning governance framework manages expectation 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?

A good learning governance framework manages expectation 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.

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:

Includes standardization of Instructional Design and Techniques to be deployed, Learning Investment Decisions, Accountability Frameworks and Measurement Dashboard creation.

This may include Explicit vs Implicit Leadership approaches, Conversations with Action, Development of Succession Planning, Culture Shaping Techniques and Tools, etc.

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.

The development of a competency-based curriculum with life cycle and learning opportunities designed and/or identified within the journey.

This may include Orientation with Sustainability, Performance Consulting or other Topical Workshops with built in ROI.

A communication plan is an imperative. We will either work with an Internal Specialist or provide one to identify and deploy stakeholder specific messaging.

It provides a framework that captures all learning: Work Related; Social Interaction; and Structured Programs formally and informally within an Enterprise.

What is unique to GHS’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 to GHS’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.