The Learning & Development Podcast

This is the last in the L&D’s Pivot to Performance series, recorded on December 15, 2021. OPWL’s Dawn Snyder and Steve Villachica join David James, Guy Wallace, Anne-Marie Burbidge, and Sebastian Tindall. In addition to responding to the questions of previous webinar participants, the panel takes on new questions about their approaches and examples of their work.   KEY TAKEAWAYS Single-page businesses model canvases quickly demonstrate the impact of the problem on the business as a whole. You do not need permission to pivot to performance. Don´t tell them it is different, just present it, get buy-in and do it. Start small. Rework something low-risk. Maybe something you are already doing. Prove your change works. Don´t over-promise. This change is going to be an evolution, it won´t be perfect the first time. Get into the numbers. Ask, what works? How do you know it works? Focus your networking efforts on line managers. Capture the value of what you are already doing. Don´t try to educate people about L&D. Stay focused on the solution they are seeking. Saying - this change will be good, but maybe you are not going to like it creates unnecessary barriers. Don´t fall into the trap of helping the person who shouts loudest. Every project needs stakeholders that have the juice to make sure what you produce is implemented. Regularly update your client with what you uncover as the discovery stage progresses. BEST MOMENTS 'The neat thing about a canvas is that it is a one-page presentation of something complex. ' 'It is definitely evolution not revolution, start small.' 'They don´t want perfect, they just want something that makes things better.' 'One person´s bureaucracy is another person´s rigour. ' VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523    ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  L&D Collective: https://360learning.com/the-l-and-d-collective/ Blog: https://360learning.com/blog/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organizational performance, achieving much more as a consequence.   Dr. Villachica has consulted and worked in business, government, and non-profit settings for more than 25 years. He joined the faculty of the Department of Organizational Performance and Workplace Learning in the College of Engineering at Boise State University in 2007.   Prior to joining Boise State, Steve collaborated with colleagues and clients at DLS Group, Inc., to create large-scale performance support systems, e-learning, instructor-led training, job aids, and a host of award-winning performance improvement solutions for pharmaceutical companies, law enforcement agencies, securities companies and regulators, the Intelligence Community, and others. At Boise State, Steve teaches courses in instructional design, needs assessment, and workplace performance improvement.    Dr. Villachica’s research interests focus on identifying and leveraging exemplary performance throughout organizations. His current research efforts investigate aspects of student readiness for the workplace.   KEY TAKEAWAYS Enabling people to perform in ways that contribute to achieving strategic business objectives, is not only about training. You also need to identify what is getting in their way and remove it. Often, organizational stakeholders come to L&D with ill-informed requests for training. Be systematic and look at things systemically. Determine whether the gap is worth closing. Does it really contribute to achieving business objectives and is it worth the time and $ cost? Gather organizational intelligence – find out what is keeping your clients up at night. Don´t try to educate people. Instead, address their pain points Each project needs adequate sponsorship. Someone who has skin in the game. Interacting causes produce the performance gap. In the podcast, Steve explains how to identify the many, overlapping underlying causes, behind each issue. From day one of any project, implementation needs to be a part of the process. Align your efforts with strategic business objectives and keep re-aligning them as things change. It is possible to launch effective projects using remotely hosted meetings. In the podcast, Steve shares the approach he and his team have found to be effective. BEST MOMENTS 'If you want to address resistance, address people´s pain point, don´t try to educate them. ' 'Ask what do you want people to be doing in the workplace that they´re not doing now?' 'Know the difference between what an organization says about itself and what it actually does. ' 'The first step is to get in there and do the organizational intelligence work. Find out what the lay of the land is. ' VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523  EPISODE RESOURCES You can follow and contact Steve via: LinkedIn: https://www.linkedin.com/in/steve-villachica-96a0a69/ Website: https://www.boisestate.edu/opwl/ SUPPORTING RESOURCES: - Addison, R., Haig, C., & Kearny, L. (2009).  Performance architecture: The art and science of improving organizations. Pfeiffer. - Chevalier, R. (2008).  The evolution of a performance analysis job aid. Performance Improvement, 47(10), 9-18. https://doi.org/10.1002/pfi.20034 Gillum, T., & Mortenson, K. (2019).  Performance eating rabbits: What B.O.L.D. people see and do. Outskirts. - Hale, J. (2007).  The Performance Consultant’s Fieldbook: Tools and Techniques for Improving Organizations and People (2nd ed.). Pfeiffer. - Rosenberg, M. J. (2005).  Beyond E-Learning: Approaches and Technologies to Enhance Organizational Knowledge, Learning, and Performance. Pfeiffer. - Rummler, G. A. (2006).  The anatomy of performance. In J. A. Pershing (Ed.), Handbook of human performance technology: Principles, practices, and potential (3rd ed., pp. 986-1007). Pfeiffer. - Silber, K. H., & Kearny, L. (2009).  Organizational intelligence: A guide to understanding the business of your organization for HR, training, and performance consulting. Pfeiffer. - Uday-Riley, M., & Guerra-Lopez, I. (2010).  Process Improvement. In R. Watkins & D. Leigh (Eds.), Handbook of improving performance in the workplace: Selecting and implementing performance interventions (Vol. 2, pp. 418-437). John Wiley & Sons. - Watkins, R., & Kaufman, R. (1996).  An update on relating needs assessment and needs analysis. Performance & Instruction, 35(10), 10-13. https://doi.org/10.1002/pfi.4170351005   ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  L&D Collective: https://360learning.com/the-l-and-d-collective/ Blog: https://360learning.com/blog/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence.  For the fifth episode, Guy Wallace and I speak with Filip Lam, Head of L&D at Klarna about how his performance-oriented approach, coupled with smart technology, means he can move quickly and demonstrably add value whilst almost eliminating administration with automation. KEY TAKEAWAYS Don´t be afraid of automation. The fact it works so well elevates appreciation and demand for the L&D team. Using Filip´s approach a two-person team can facilitate training for hundreds of employees. The right LMS is essential for automation. In the podcast, Filip explains how to choose the right LMS for your organisation. Let your users create the training, pick the best, then tweak and use that. Making other people better should be a part of every single person´s job. That mindset results in users for whom creating training becomes second nature. If the training does not accurately reflect the way something is done in reality, it will not be effective. You cannot shortcut the research stage of L&D, but by bringing all of the stakeholders involved in a process together you can do things much faster. There is no need to wait for buy-in or the culture to change to be able to pivot for performance. You can just do it. Be laser-focused on what makes a difference.  If you don´t understand the performance problem and gap you cannot have a positive impact. Don´t be afraid to challenge and organisation on what they think should be done. Standadising elements of your approach enable you to replicate your success and do so at scale.   BEST MOMENTS 'In 13 months, we went from having 50 trainees on our platform to 1,950. And that is with two people in the team.' 'don’t be frightened of automation, it's eliminating your admin and elevating what your humans are there to do.' 'You train the way that you want to perform.' 'You need to change your process to fit humans, not the other way around.'   VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523    EPISODE RESOURCES Looop LMS - https://www.looop.co https://www.amazon.co.uk/Driving-Performance-through-Learning-employees/dp/0749497432   ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  L&D Collective: https://360learning.com/the-l-and-d-collective/ Blog: https://360learning.com/blog/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence.    For the fourth episode, Guy Wallace and I speak with Dawn Snyder. Dawn consults on learning and performance strategies, curriculum architecture, performance assessment, evaluation, and change management and has a proven track record of bringing practical, cutting-edge solutions to organisations that want to take performance to the next level. She helps these organisations achieve results using an interdisciplinary approach and is the go-to consultant for initiatives that impact global learning and performance and talent development.   KEY TAKEAWAYS Approach all of your work through a performance mindset. Create research strategies that focus on the problem and the results, you need to achieve e.g. gap analysis and cause analysis. Structured interviews, followed by validation of what is gleaned from them is essential. Look at all of the data that relates to the problem at hand/the objective. Dawn explains how to do this without being overwhelmed. Behavioural and performance issues, e.g lateness, should be addressed immediately, that means during induction and training.  Training a new hire to handle everything, including rarely performed tasks is a mistake. Focus on the core tasks. Training has to be an opportunity for people to practise what they will actually be doing. Not just theory-based. Most training is too heavy on the content and way too light on practice time. Training criteria are not dictated by trainers. It is dictated by what has to happen on the job. L&D done right, often results in systems and work environment changes. Starting small, with stakeholders who are willing to do things differently, creates small wins that snowball. BEST MOMENTS 'I was very interested in the fact that educational systems can empower and enable people or they can disenfranchise people. ' 'Look at any data that informs that performance.' 'if you take people and train them to do X, but you actually reward them for something different, you can pretty much kiss that training effort goodbye' 'We reverse engineered all the practices and all the content to be geared towards preparing them to do those things that they had to do on the job.' VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523  EPISODE RESOURCES You can follow and contact Dawn via: LinkedIn: https://www.linkedin.com/in/dawn-snyder/ Website: https://www.dawnsnyderassoc.com/ Books Dawn Mentions:  https://www.amazon.co.uk/Fundamentals-Performance-Improvement-Optimizing-Organizations-ebook/dp/B007RT1Q50 https://www.amazon.co.uk/Serious-Performance-Consulting-According-Rummler/dp/1890289167 https://www.amazon.co.uk/Human-Performance-Improvement-Building-Practitioner-ebook/dp/B079H317YH https://www.amazon.co.uk/Performance-Consultants-Fieldbook-Techniques-Organizations-ebook/dp/B008O5JZPY https://www.amazon.co.uk/ounce-analysis-worth-pound-objectives/dp/B00070OSJM International Society for Performance Improvement - https://ispi.org/ The Association for Talent Development - https://www.td.org/ The Learning Development Accelerator Organisation - https://ldaccelerator.com/ The Hale Center - https://halecenter.org/ ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  L&D Collective: https://360learning.com/the-l-and-d-collective/ Blog: https://360learning.com/blog/    

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence.  For the third episode, Guy Wallace and I speak with Anne-Marie Burbidge, Head of Learning & Development at Utility Warehouse (a UK-based multiservice utility provider) who draws on 15 years experience of running L&D teams. Anne-Marie is keenly interested in Agile principles and understanding how data can help us, using a range of tools and approaches to understand what's really going on in order to grow capability and confidence effectively. KEY TAKEAWAYS Often, training is only a part of the solution. It will not work if issues with the underlying processes are not addressed. Ask what good looks like. How will the improvement be measured? The more clearly this is defined the more targeted and effective the training will be. If you don´t think training is the answer, don´t be afraid to say so. Position yourself as a partner, as an enabler, within the organization. Don´t wait for the perfect situation before pivoting. Start small. Those little wins add up, build trust and ultimately lead to big changes. Find the keen bean in the organization, they will be a great early adopter. Build your internal network. Talk to users, people at all levels, and from all areas of the business. The more you do the more your understanding grows. Approach all of your conversations wearing opportunity goggles. Always be on the lookout for ways to improve things for the business. Don´t wait to be asked. Look at things holistically. When you find a solution to a problem, ask where else in the organization that problem exists, so the solution can be used there too. This is an important aspect of product management. Short videos are a great way to share those little bits of knowledge that smooth things out. When you do not fully understand the problem there are always unintended consequences. Identify what is being produced and measure that. Ask how can you tell good from bad results? BEST MOMENTS 'People can only perform to a level that the environment around them allows.' 'Understanding what the real problem is, leads you a fair way towards the solution.' 'When someone comes to you and says I need training, don´t hear training, hear help.' 'Pilot, test, experiment, and scale-up.' 'Good L and D is quite stealthlike in many respects, but you are also well networked.'   VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523    David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  Website: https://www.looop.co/ L&D Collective: https://360learning.com/the-l-and-d-collective/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence.  For the second episode, Guy Wallace and I speak with Sebastian Tindall, Head of Learning & Development at Vitality. Sebastian has also held strategic roles in Santander Bank and The Co-Operative Bank. Over recent years his work with global L&D functions in South Africa, India, and the USA have catalysed his passion for creating a diverse range of innovative high-impact learning solutions. KEY TAKEAWAYS You need more than training in your arsenal to solve an organization's problems. A resource that improves performance could be anything, for example, a tool or a system tweak. Ask what people need to do to get it right every single time. This approach identifies impossible or inefficient processes. Training should not be the go-to. Processes should be so simple and intuitive that training is not necessary. People should not be over-trained and boxed in. The aim is to make them intuitive, flexible, and agile. The initial conversation should always be about the business performance issue. Ask managers to explain exactly why they want the training. Sebastian´s team typically turns a project around in 7 days. Taking a lego block approach enables any team member to pick up and work on any stage of any project, which greatly reduces delays. Analyze how people use your systems to make sure they can find information fast. Sharing good results provides you with instant permission to change and improve things even more. Managers need to see the training and to have more access to L&D while their teams are being retrained, so they do not get blind-sided. BEST MOMENTS 'I don´t have a training bias, I have a performance bias.' 'Typical turnaround for a project for us is 7 working days. We are built for speed. ' 'Our definition of performance is the ability to complete a task correctly, every time. ' 'Flip it and ask what will support them in their role'.'   VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523  ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  Website: https://www.looop.co/

This is the first in the ‘L&D’s Pivot To Performance’ series, in which David James and Guy Wallace speak with Dr. Kenneth Yates about Cognitive Task Analysis (CTA).    The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence.    KEY TAKEAWAYS L&D needs to pivot from being learning-focused to being performance-focused. In the modern workplace, most tasks involve decision-making. How those decisions are to be made is hard to capture and turn into meaningful training. Experts omit up to 70% of the critical information when describing what they do. Using the CTA approach to conduct interviews with 3 or 4 experts fills in much of the missing information. Knowledge, motivational, cultural, and organisational factors all influence human performance in the workplace. Identifying the actual problem you are trying to address is essential. Yet, frequently this step is rushed. Asking if a problem was solved what would be achieved focuses everyone´s attention and motivates them. Dr. Yates uses gap analysis to diagnose problems. He explains why and how in the podcast. The gap analysis framework can be used for problem centred issues and to improve processes. Culture influences our performance and how we learn. As well as the language that needs to be used. The Human Performance Framework can be done surprisingly quickly when people buy into the process. Conducting CTA is time-consuming, but because it is highly effective you get good ROI. BEST MOMENTS 'Experts actually omit up to 70% of the critical information the novice needs.' 'When we find a procedural gap in human performance we need to conduct CTA.' 'Ask – if this problem were solved, what goal would be achieved.' 'Motivation accounts for up to 40 and 50% variance when it comes to learning achievement.' VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523  SUPPORTING RESOURCES Clark, R. E., Pugh, C. M., Yates, K.A., Inaba, K., Green, D., & Sullivan, M. (2012) The use of cognitive task analysis to improve instructional descriptions of procedures.  Journal for Surgical Research. https://hpttreasures.files.wordpress.com/2020/07/journal-for-surgical-research-clark-sullivanedit.pdf   Clark, R.E., Feldon, D., & Yates, K. (2011, April) Using Cognitive Task Analysis to capture expert knowledge and skills for research and instructional design. Workshop presented at the American Educational Research Association, New Orleans, LA. https://hpttreasures.files.wordpress.com/2018/11/aera_cta_workshop_2011_04_11.pdf   Yates, K. A., Sullivan, M., and Clark, R. E. (2011).  Integrated studies in the use of Cognitive Task Analysis to capture surgical expertise for Central Venous Catheter Placement and Open Cricothyrotomy. American Journal of Surgery. 203(1). 76-80. https://hpttreasures.files.wordpress.com/2020/07/yates_sullivan_clark_2011_integrated-studies-on-the-use-of-cta.pdf   Sullivan, M. E., Yates, K. A., Baker, C. J., & Clark, R. E. (2010). Cognitive task analysis and its role in teaching technical skills. In Tsueda, S., Scott, D. and Jones. D. (Eds.). Textbook of Simulation, Skills and Team Training. Woodbury, CT: Cine-Med. https://hpttreasures.files.wordpress.com/2020/07/chapter-in-textbook-of-simulation-cognitive-task-analysis-and-its-role-in-teaching-technical-skills-sullivan-yates-baker-clark.pdf   ABOUT THE GUEST Dr. Kenneth Yates Bio   Ken is a Professor of Clinical Education in the Rossier School of Education at the University of Southern California. He is also Co-Director of the Center for Human Applied Reasoning and IOT, a joint center of the Rossier School of Education and the Viterbi School of Engineering to combine cutting-edge cognitive science and education research with the emerging Internet of Things technologies to revolutionise personalised learning.   His research focuses on the use of Cognitive Task Analysis methods to capture the underlying knowledge and skills that experts use to solve complex problems and the design of instruction to effectively teach this expertise to others. He is also interested in how information communication technologies can be used to deliver instruction more efficiently to a wider audience.   ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at Looop by 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  Website: https://www.looop.co/

As the last episode of 2021, we pause for reflection, summarise some of the learning from 26 episodes so far and look forward to next year. The first episode of 2022 will be released on 11th January.  KEY TAKEAWAYS Digital is about working with those to overcome challenges not about the next shiny object. L&D  needs to take a more rigorous approach to analysis. Results can be and should to be measurable. L&D teams that produce real measurable results grow. The rest shrink. The product manager approach has exponentially increased the speed at which teams achieve results. Having an outcomes conversation rather than talking about learning, gets decision makers onboard fast. The last two years have drastically changed L&D and the way we share and maintain the culture. BEST MOMENTS 'Many in L&D conflate digital soloutions with system implimentations,' 'The product manager approach helps to alliviate any doubt over the value of L&D.' 'L&D teams should not wait to align the planets before they can adapt or modernise their approach.' 'I think product management will be the dominant skill in L&D. It will facilitate collaboration towards demonstratable results.' VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523  ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  Website: https://www.looop.co/

TikTok and Facebook are just two companies that consider their culture to be crucial to their success and this week’s guest, Michal Oshman, has not only worked for both but she is Head of Culture at TikTok EMEA. In this episode, we explore what culture is; why it’s important; and what Michal does at TikTok to maintain and grow theirs When culture is at the heart of a company it is everything and being intentional with care and dedication is what makes people feel they are truly part of something, listen in and hear more   KEY TAKEAWAYS Culture is at the core of the company, it’s about values, behaviours, branding, diversity, inclusion and meaningful moments The founders of Tiktok think about culture as a product and give it the same amount of attention With a product mindset, you take greater accountability  making sure your  results change things You can measure culture by the amount of engagement People want to feel they are part of something and that they matter, that is culture The role of learning and development is translating business into behaviours   Culture doesn’t live within one individual it's connected to community and being together We want our company to be a safe creative place where people can share their narrative You need to understand what  people need from the culture of the company The L&D team needs to be able to build and have the honest conversations that mean companies can have a positive culture Culture is everything, how we compensate, how we promote, how we have a career conversation, how we get feedback Culture is hard to define but you know when it’s there and anyone working on culture needs to be curious and willing to learn because it’s a very personal experience   BEST MOMENTS ‘I love the idea that our space is where people can share their content and creativity’ ‘When leaders think about things in a different way they open up’ ‘Culture is not static it's ever-changing’   VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523    EPISODE RESOURCES You can follow and connect with Michal via: TikTok: https://www.tiktok.com/@michaloshman?lang=en LinkedIn: https://www.linkedin.com/in/michalho/   ABOUT THE GUEST Michal Oshman Michal Oshman is Head of Company Culture, Diversity & Inclusion and Employer Branding at TikTok EMEA and formerly responsible for international leadership and team development at Facebook. Throughout her career, Michal has trained and coached hundreds of tech leaders. She has three university degrees in psychodynamic and systemic thinking, sociology and anthropology. Michal is also published author of the book What Would You Do If You Weren't Afraid?: Discover A Life Filled With Purpose And Joy Through The Secrets Of Jewish Wisdom.   CONTACT METHOD You can follow and connect with Michal via: TikTok: https://www.tiktok.com/@michaloshman?lang=en LinkedIn: https://www.linkedin.com/in/michalho/   ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD    Twitter: https://twitter.com/davidinlearning/   LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/   Website: https://www.looop.co/      

Curation is a term that has been used in L&D for a number of years but its actual purpose often seems to be diluted down to ‘making more content’. As discussed in this episode, curation is a useful skill to have in the L&D kitbag to draw on expertise and know-how that resides elsewhere, repurposed as solutions to real problems. Thank you to Shona Hodgson for suggesting this topic. KEY TAKEAWAYS Curation in L&D is about finding content, shaping it and helping everyone to apply it to their roles. When looking for content to curate, don´t forget internal sources. Before looking for content be crystal clear about what you are trying to achieve. Being clear on the problem you are trying to solve makes it far easier to recognise relevant content when you find it and to quickly adapt it. Ask yourself what experience you want people to have and what that engagement piece will be. You don´t need any special tech to be able to do curation successfully. When you curate something you still need to build in support tools and resources. BEST MOMENTS 'We don´t have to create everything from scratch' 'When you are laser-focused on solving real problems, then often the solution stares you in the face' 'I think am I adding value beyond that piece of content. ' VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523  EPISODE RESOURCES You can follow and connect with Mike via: Twitter: @MikeShawLD LinkedIn: https://www.linkedin.com/in/mikeshawld/ Podcast: https://soundcloud.com/user-377679232 Ready, Set, Curate: 8 Learning Experts Tell You How Ben Betts https://www.amazon.co.uk/Ready-Set-Curate-Learning-Experts/dp/156286940X   ABOUT THE GUEST Mike Shaw Bio Mike Shaw is Global Learning & Organisational Development Manager at Emerald Works and an experienced leader in the field of People Development, having led teams at Mitie and Hereward College. Mike is an active member of the L&D community and co-host of the Burnham & Shaw Chat podcast series with Rachel Burnham.  ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  Website: https://www.looop.co/