The Learning & Development Podcast

According to Bob Mosher, Workflow Learning is "learning that occurs while I do my job" - not when I stop work to engage in learning content like when we attend a course, complete e-learning, log into a webinar or other ‘learning activity’. It’s performance-focused and is measured in terms of its ability to deliver results.  This conversation unpacks this, along with the 5 Moments of Need framework, and is a fascinating exploration of L&D practice that makes real difference. KEY TAKEAWAYS The danger of “training” is that there’s so much baggage in terms of what that word means, and what it has meant in the past.   The Five Moments Of Need are: New More Change Solve Apply   Designing for the moment of apply is hugely different from the current approach of content-driven learning. It’s equal to the question of “are we learning to swim, or are we learning not to drown?”   Happiness in learning does not always equate to a leap in performance. As trainers and developers, we need to remember that.    We must make sure that we understand that failures in the classroom is a legacy problem. It has become overburdened, and is not good at the main purpose for which it has been designed.    When you are done with your deliverables, and you look back on the effect that it has had on the workforce, if they have not enabled learners to perform effectively on their own in the workflow, it has failed, because transfer and sustain did not happen.   Performance support needs to be re-evaluated by the industry as a whole. It is a discipline, it’s not a thing.   If you want to shift to performance first, but you build training first, you will never have time to build performance assets.   We need to orchestrate the asset appropriately, not just for the thing it solves, but the way in which it solves it.   Workflow learning is consumed while doing the work, guiding learners along so that ultimately they perform while learning. By far, the most effective form of learning Bob has seen is trial and error.   BEST MOMENTS ‘We’ve got to get out of the training business’ ‘I am a performance architect’ ’The sweet spot of learning and development is the moment of apply’ ‘What is the deep end like for a learner?’ ‘Carpentry is not a hammer. Surgery is not a scalpel'   ABOUT THE GUEST Bob Mosher is a genuine Thought-Leader in L&D and Chief Learning Evangelist, at The 5 Moments of Need™, an organisation that specialises in helping learning professionals design, develop, and measure effective learning and performance support through the 5 Moments design methodology. Bob has been an active and influential leader in the learning and training industry for over 30 years and is renowned worldwide for his pioneering role in new approaches to learning. You can follow and connect with Bob via: Twitter: https://twitter.com/bmosh LinkedIn: https://www.linkedin.com/in/bmosher/ Website: https://www.5momentsofneed.com/ Performance Matters Podcast: https://performancematters.podbean.com/   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/

Christopher Lind is Head of Global Digital Learning at GE Healthcare and a seasoned L&D executive.  In this episode he talks about how speaking the language of business, rather than the language of L&D, has helped him influence his stakeholders, transform his function and do more with digital. KEY TAKEAWAYS One of the biggest differentiators in Christopher’s success is the ability to speak the language of business, as well as the language of L&D. In L&D there’s a tendency to be caught up in your own space; the way thinking is done, even down to the phrases used. But to business leaders, lots of what they hear doesn’t make sense. It’s fine to be passionate about L&D, but we need to communicate that passion, along with ideas and input, by using laguage that everyone understands, otherwise it seems like a closed community. We can either take what business leaders say and start talking about learning needs and solutions, or stay with their map and talk about the business. A better place to start is not to enquire about the state of the people, who are of course important, but to enquire about the state of the business itself. L&D people need to have a genuine curiosity about the business when you ask the questions, which will allow an authentic response. Remember also that you’re going to get knocked down. Get back in there and keep trying. There’s a misconception that Learning And Development should mimic the school scenario, but it’s up to us to bust that preconception. It should not take the form of “learn before work”. Technology is allowing entirely new ways of learning, including livestream tutoring and networking that can allow people to learn on the job with the help of a connected mentor. BEST MOMENTS ‘We talk about things that make sense to L&D practitioners, but to business leaders it’s just Greek’ ’The first conversation we have with stakeholders, there’s a fork in the road’ ’Speaking the language of business requires us to refocus the conversation’ ‘You’re gonna get knocked down, and that’s okay’ ’Technology is changing things at a pace that is out of this world’ ‘Instead of being a content department, we can be an experience department' ABOUT THE GUEST Christopher is a bold, digital-first learning and talent development leader that’s always been directly embedded in the businesses he serves. As a result, he’s spent his entire career reimagining the landscape of learning and talent development while going head-to-head with business operation leaders and being directly accountable for the outcomes.   You can follow and connect with Christopher via LinkedIn: https://www.linkedin.com/in/christopherlind/ LINKS 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/

Gemma Critchley is Head of Technology & Innovation for Learning at Aviva and her mission is to make work feel more like real life by focusing on creating effortless, useful, beautiful experiences that solve real business problems.  We discuss this in detail in relation to the actual work Gemma and her team do and the results they seek. KEY TAKEAWAYS One of the most important things in learning and development is to design things with and for people, really focussing on what they care about, what they’re struggling with, what their problems are, and design accordingly.   Innovation can be a scary word. But by looking at what is taking place within organisations, and not keeping learning and development within a bubble, we can listen to the people who do the actual work, and develop in a positive way.   The Five DI Methodology is about defining a problem before you start the work: Define, Discover, Design, Develop, Deploy, Iterate.   There can be a mentality that when you create a learning project and put it out into the world, you’re done. But you should always look at the impact it’s having, measure it, and make it better.   Technological innovations in L&D mean that instead of treating development as some kind of field trip, companies can treat it more as though it’s part of the workflow, meaning that it can be communicated and absorbed more efficiently.   When people go through transitions within the context of an organisation, things become predictable, repeatable and then it’s all about the timeliness. If you can anticipate when people experience that then you can have that point on an automated workflow to surface the things that people require, and when.   Gemma found something of a culture shock when she moved from marketing to L&D, in that marketing is very much data led. By tapping into the data being amassed about her customers, she was able to pinpoint the exact requirements and most effective methods of reaching them at all times. L&D’s data only seems to come after the fact, and so being able to pinpoint the development required is much more difficult. But the industry is getting there.   Judge the success of any venture by measuring the difference in the business as a result of having implemented something new. BEST MOMENTS ‘We forget that there’s a human in Human Resources’ ‘Let’s not focus on what’s wrong, let’s focus on what could be better’ ‘Learning and development is about finding out what people are up against and then helping them’ ’That’s what learning is missing: that campaign mentality’ ‘We use data as the autopsy’ ‘You’ve got a North Star that you can work to. You need a guiding light' ABOUT THE GUEST Gemma Critchley has been leading teams to develop, manage and market digital products in learning, talent, social media and marketing for over 10 years. As Head of Technology & Innovation for Learning at Aviva, Gemma leads a team to deliver commercial outcomes through innovative approaches to learning, talent and organisational development, with a focus on the digital transformation. Using innovation, technology, storytelling and experience design her ultimate aim is to deliver real business results. You can follow and connect with Gemma via: Twitter: @GemStGem LinkedIn: https://www.linkedin.com/in/gemmacritchley/ LINKS The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 How People Learn by Nick Shackleton-Jones https://www.amazon.co.uk/How-People-Learn-Designing-Performance/dp/0749484705/ref=sr_1_1?crid=4QWWKQ5GU5HT&keywords=how+people+learn&qid=1565856607&s=books&sprefix=how+people+learn%2Caps%2C132&sr=1-1 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/

Agile is at risk of becoming a buzzword in L&D and misinterpreted, watered down or disregarded as just a fad. However, it’s working to help Sky move at pace, achieve more and achieve real results. In this episode, Tracey Waters, Director of People Experience at Sky, talks about her team’s adoption of Agile, what this actually means, and how it is experienced - from all sides. Discover today on The Learning & Development Podcast why we need to be disruptive with our L&D approaches (e.g. classroom learning), what technologies we can utilise inside our business, how you can influence more value to the team, how Agile can help you and your team’s perfomance, and many more. KEY TAKEAWAYS Why transition to Agile? It encourages better understanding of each team member, it’s built it on iterations, and it’s data-driven. It delivers capacity, flexibility, responsiveness and adaptability. Tracey believes that classroom learning has not been very effective and only brings little to no benefits. It does not improve how people work. Here are the 4 R’s that classroom learning causes: Relationships – People get a lot from meeting others in the same boat as them and learning from their experience. Recuperation – It gives them a chance to get away from tasks even just for a while. Recognition – They get motivated to complete the training because of the awarded certificate. Reward – People felt good about being nominated or accepted onto a programme. Focus instead on how every operation can be valuable to each individual. If they see that what they’re doing have beneficial outputs, it’s easier for them to get influenced and motivated to perform well. With this approach, they can still build relationships, learn new things, and improve themselves. Utilise technological innovations (i.e. Agile). There’s better understanding, and reaching out becomes easier when the data is always available when you need it. You also make every moment memorable for them and offer invaluable support when there is full awareness of the situation. Some might have doubts on incorporating Agile. The key thing to remember here is it helps distinguish what works and what doesn’t anymore in your business. And with these as the basis, we can choose what to improve and what to change. Visual management is very useful. You need two softwares: one is where the team can communicate (e.g. Slack, Microsoft Teams) and the other one is a visual planning board where the work flow can be tracked (e.g. Trello). Before looking into different approaches such as Agile, know your WHY. Take the time to go back to your planning board and evaluate your goals, visions, and objectives. If you think Agile is the vehicle that will get you to all of them, then it’s easier to get started from there. BEST MOMENTS “If we run L&D, we should be embracing a philosophy that is fundamentally built in learning and high-performing teams.” “When you also learn from psychology perspective and neuroscience perspective how people learn, it makes classroom learning more bonkers.” “If you start with a consumer-grade technology experience and build around that, then you can actually be flexible of what you offer to people.” “The whole emphasis is on we’ll get better at this together, we’ll make mistakes together, and we’ll make sure that we get better.” “If you aren’t getting resistance, then I’m not sure you’re disrupting the model.” VALUABLE RESOURCES Agile Software | Wikipedia The Learning & Development Podcast: How People Learn With Nick Shackleton-Jones | Apple | Spotify | Omny How People Learn: Designing Education and Training that Works to Improve Performance by Nick Shackleton-Jones Slack Microsoft Teams Trello ABOUT THE GUEST Tracey Waters is Director of People Experience at Sky UK and a pioneer in the application of Agile to Learning & Development. With over 15 years of experience in the profession, Tracey has overseen Sky’s transition from a traditional L&D operating model to fully embracing Agile to move at speed and solve real business problems. You can find out more about Tracey’s work and the Agile HR Community via: Agile In Learning Blog: https://medium.com/agile-in-learning Fosway Innovation Profile on Sky: http://www.fosway.com/innovation-profile-sky/ Agile HR Community: https://www.agilehrcommunity.com/new-events ABOUT THE HOST David James David has been a People Development professional for over 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/

Here Technologies has a fascinating culture of autonomous learning that fits perfectly with their company culture. In this episode, Toby Newman talks about the shift that was made, what that looks like now, and his own journey from trainer to a totally modern Learning & Development professional. KEY TAKEAWAYS eLearning has changed radically over the years, putting far more control into the hands of users, and turning the experience into less of a teacher-pupil relationship. Access to online and remote access to professionals has changed the landscape.   Online training is so popular because it fits in with people instead of trainers. But face-to-face training should never be discounted, as it has many of the benefits that remote training cannot.   Autonomy is on the rise, with location technology at the core its DNA. From Smart Cities, to Navigation, location is an ever-expanding industry.   Technological advances happen so frequently, and leaps in learning are so persistent, that Toby insists upon instilling and implementing a learning culture in the business, so that the company can always keep moving in the right direction.   Learning is one thing, but discussing it in depth afterwards is just as powerful, and can help to embed the information in a different way.   The main aim for Toby is to develop tools in order to build bridges between those with the expertise and those seeking the expertise, rather than building programs filled with content. It’s a far more “blended” approach.   Toby’s autonomous approach to training allows those who wish to develop faster, the ability to do so. Often training takes place with large numbers of staff, many of which are not engaged, or do not wish to develop. By allowing those who wish to progress the opportunity to do so independently, the training becomes more targeted and effective.   Go to expos - For Toby the biggest thing going to the Learning Technologies Expo, and simply walking around, talking to people, and listening, gives you an eye towards where the industry is heading.    Take responsibility for your own development as a professional, keep your ear to the ground, but also filter. Understand your own organisation, too.   It’s important to ask our customers for direction, but we must also understand where the industry is going and use our own instincts. BEST MOMENTS ‘I just went by what I felt was right’ ‘What I’d love to be able to do is some kind of “Matrix” thing; plug yourself in, download it, and away you go’ ‘We provide the solid foundation and a couple of walls, but they get to build the inner house’ ‘You put your energy into the people who want to be there’ ‘Provide people with the bridges and resources to be able to get what they want’ ABOUT THE GUEST Toby is L&D Manager at Here Technologies, an Open Location Platform company, based in the Netherlands, with a fascinating culture of learning. An experienced Learning & Development professional with 15 years in our profession, Toby has worked across different organisations and industries, including Telecommunications and Retail. LINKS The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 Toby Newman on LinkedIn: www.linkedin.com/in/theneverendinglearner Toby’s YouTube Channel: https://www.youtube.com/channel/UCoUEYHTCDPcdwXMsQNkb1Qg?view_as=subscriber Toby’s TEDx Talk: https://www.youtube.com/watch?v=6hHrXGDqNzc&list=PLDoXrtJe8hy4EJ2PswlFy-zSTmv1LEddn 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/ . https://applysynergies.com/

In the last 12 months, Adam has gone from Digital Learning Partner at ASOS, to L&D Manager for Revolut and, finally, Head of L&D at D&D London. And not because he’s flighty but because his skills are in high demand. In the episode, Adam talks about his rapid rise in L&D and what others can take from his focus and development.     KEY TAKEAWAYS  Resources before courses  The sweet spot is where we can help people to get stuff done by creating things that speak to their challenges and questions.  It all comes down to asking the questions.  A business starts and ends with the people.  It's working with and for the client in an agile sense focusing on the outcomes rather than the product.  It’s all about taking them on a journey building resources that can actually help.  Performance support is at the core of resources. Asking questions and unpacking the answers ensures you can really help and drive effective change across an organisation.  If you want to be the change that you see and create the job you want then you need to understand the background and mandate of the organisation.  Finding the right people  You have to work hard to find people who are truly forward-thinking, reframing what you are looking for to attract the disrupters who will drive change.  Its someone who is willing to find out what the real challenges are, and seek the real answers.  It's having an appreciation that digital is woven into our lives at all points of time  For any young aspiring learning and development person, there are great opportunities  It's about being in real life and wanting to make a difference  Understanding  what is holding L&D back from having a greater impact  Organisations have an expectation of what an L&D department is for within the company.  We are stuck in the prison of what we have always been doing when there are real problems and challenges that need to be supported.  When learning and development reappraises and understands that it can have a more important role then it will be able to focus on creating that role within a company.  It's about what the problems really are and understanding how you can support individuals in solving them.     BEST MOMENTS  ‘Wanting to affect what is important to the business and increase the expectations of what the L&D function can do, it's bold and it's brave’  It's easy to run a schedule of programs because it's easy to measure   ‘I looked at what they are trying to achieve as a company and how L&D could remove the friction’       VALUABLE RESOURCES  The Learning & Development Podcast     ABOUT THE GUEST  ADAM HARWOOD     Adam Harwood is Head of L&D with D&D London, having recently been both L&D Manager at Revolut and Digital Learning Partner at ASOS.   Adam is renowned for his views on digital and its potential to transform L&D and truly affect employee performance in service of organisational results.   In addition, Adam is active in the L&D community.    GUEST CONTACT METHOD  You can follow and connect with Adam via:  Twitter: https://twitter.com/adamharwood26  LinkedIn: https://www.linkedin.com/in/adamharwood1984/  Article Adam mentioned in the chat: https://peopleatwork.cipd.co.uk/2018/12/21/were-the-ones-who-bring-people-together/    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?lang=en  LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  Website: https://www.looop.co/ 

We did something different in this episode and took your questions.  We posted on LinkedIn, Twitter and Facebook for suggestions and were overwhelmed by the response - and by the quality of the questions.  So we discussed everything from David’s experience - what he’s most proud of, and what he’s no so proud of (in terms of L&D projects); about the current state of L&D’; overcoming challenges to modernising; and the future of the profession… But much much more as well.  David is joined by Adam Harwood again but in a switch of roles, as Adam asks the questions on behalf of listeners.  KEY TAKEAWAYS  What’s the most inspiring learning project you have seen? Disney Digital Lab’s transition of their publishing business to digital. They brought in experts to create awareness to the general. There were apprenticeships and the transition became successful.  What’s the most disastrous project you’ve seen? It was a customer service training for a telecommunication company. It didn’t just cost money, but it also cost time.  What’s the most frustrating thing you ever dealth with? The one with Disney Digital Lab.  If there’s only one person who you will listen to for the rest of your life? Tracey Waters  Is it time to rename L&D to L&P? When people are learning, they’re doing it because they want to achieve a certain goal. David is more drawn to the ‘performance & capability’ part of it. L&Dneeds a clearer vision  Is there a big gap between the modern and tradtional approach in L&D teams? It’s big since they came from two different roots. Not everyone is talking about the same thing.  Why are we having a hard time developing L&D professionals? It’s because we build everything from scratch. We all start with a vision. It’s easy but complex at the same time.  What do you advise when you meet with the professionals? Work on real problems so people will engage.  “If we work with data, understand, and show how to address these real problems, then we understand the language of the business.”  Do you think the future leads to L&D moving into more operations or operations moving into more L&D? There will be advancement in HR management and analytics. We will align more with the operations if we create a new vision for L&D that focuses on the outcomes.  What advice can ou give for those who are starting out on a project? Gather and analyse data. Make sure you’ve understand fully before starting out any tasks. David wished he had learned technology even before.   BEST MOMENTS  “if you don’t want to use it, then how do you expect users to use it?”   “I value conversations that are grounded in the practical realities of organisational life much more than I like isolated learning solutions.”  “We should be focusing on the goal rather than the means.”  “We don’t produce learning; the learning part is an internal process.”  “There is need for REAL Learning & Development as far as I’m concerned. It needs a vision—a vision that’s better than now.”  ABOUT THE GUEST  Adam Harwood is Head of L&D with D&D London, having recently been both L&D Manager at Revolut and Digital Learning Partner at ASOS.   Adam is renowned for his views on digital and its potential to transform L&D and truly affect employee performance in service of organisational results.   In addition, Adam is active in the L&D community.  You can follow and connect with Adam via:  Twitter: https://twitter.com/adamharwood26  LinkedIn: https://www.linkedin.com/in/adamharwood1984/  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/  

'L&D Transformation' is a term that preoccupies L&D Leaders as much as it baffles us. So what does it mean? What does it really look like? And just as importantly, what is it not?  Barbara Thompson has held titles in L&D Transformation and Innovation since 2007 and talks about why this is still an important topic today - and what we should all be doing about it. KEY TAKEAWAYS Transformation in L&D should mean examining the construct of the team, the operating model, governance, and looking at how technology can support all that you are doing. When you invest in technologies before you determine your direction, then you can find yourself looking for problems to solve with this technology, rather than solve the real problems. Transformation L&D means rethinking everything, from understanding what we should be working on, our use of data, the engagement with those we wish to influence, the types of solutions we employ, our whole perception of digital, and how we demonstrate our value.  Successful companies, such as Amazon, Monzo and Spotify, have taken a radically new viewpoint on the customer experience. Amazon matches your 'wants' to the things it can offer. Spotify asks the question “Do you want to buy music, or do you just want to listen to it?” The shining examples of businesses doing it in the correct way are laser-focussed on solving problems, using data to ensure that there is first a problem to solve, followed by working with and for the client, putting the solution in the hands of the people who need it, making sure that the solution works before scaling it. Some of the pitfalls in transforming L&D can include, surprisingly, letting people know that you are transforming as it sets an expectations that is hard to attain. Also not working in a agile way and failure to focus on the user experience. One of the key enablers for transformation and innovation is the leadership team. What do they think about learning? What would they like from learning? What are the disruptive forces? By subscribing to the notion that agility is key in transformation, we should also accept the fact that some things might work, and some things might not. Pivoting and using agility to correct these paths and try something else is completely fine. One of the most important steps in transformation is to understand the way that education is perceived within the organisation, because this understanding will allow you to understand how better to pivot and add value. BEST MOMENTS ‘We look for innovative solutions instead of stuff that works sometimes’ ‘You change the name of what you’re doing, but you don’t change the practice’ ‘What worked yesterday is not going to work today’ ‘It’s relentless but successful’ ‘We need to test it and iterate’ ABOUT THE GUEST Barbara is an experienced Learning & Development practitioner who is renowned for her progressive views on the profession. Having worked for 9 years at BP, Barbara built her skills and reputation on developing forward-thinking, results-driven L&D solutions that were way ahead of where the profession was and, perhaps, where it largely still is today. Her roles at PA Consulting and GP Strategies see her applying her know-how in many more organisations who are looking to modernise and transform. You can follow and connect with Barbara via: Twitter: https://twitter.com/CaribThompson LinkedIn: https://www.linkedin.com/in/barbarathompson1/ Blog: https://medium.com/@ba_thompson   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/

As L&D Manager for CastUK, Eva doesn’t just talk the talk, she walks the walk of modern, progressive L&D, focusing on business performance outcomes and creating learning experiences that combine digital and face-to-face. Hear Eva’s stories about her progress and her principles of Learning & Development in practice.   KEY TAKEAWAYS Did you have an idea of how you wanted your L & D function to run? I wanted to move away from classroom-based training and to establish what great looked like for the company.  We explored what sort of skills we needed and what were the skills people already had. Every skill needs to be tackled differently and when you are addressing reality you are able to achieve real results. People are afraid of experimenting and trying something new because at some point failure is guaranteed but what you do with the lesson learned is what makes the difference. I was open to challenge and they were prepared to challenge, this combined has enabled us to change. What have you done to broaden and challenge the expectations of what L & D looks like? I wanted to initially to understand what the challenges were across the business for differing individuals. Learning has to be hard fun; people should be doing something different to what they do in the workplace Using role-play in the training room enables individuals to learn from their mistakes in a safe environment. We underestimate people’s need for autonomy, to be able to go through things at their own pace and develop true understanding. Can you explain how you have saved time in induction with digital solutions? The induction is not shorter, but the approach is different. Anything that is knowledge or content-based people access themselves digitally at their own pace. The digital solution is curated content- some of which is created internally capturing the knowledge within the company, it’s the ‘how to’ The face to face sessions are opportunities to summarise and check the understanding. You are have been exploring automation with digital resources, how is that developing? It is useful to be able to target various groups with different content and send it out when it is needed. The Looop solution allows me to be more timely, proactive and efficient with my time. If we don’t understand what people are trying to do when they are facing critical points of failure, unfamiliar situations or challenges then we can’t support them. Go out and do it, give it a try and see how it works for you, get into that experimenting mindset It’s about solving the real problems out there, being curious and using technology as your tool.   BEST MOMENTS ‘The biggest challenge in L & D is capturing what works’ ‘The want and will to constantly review their own performance and understand it’ ‘You are making an assessment based on readiness through observation’ ‘If you are results-driven you are not precious about content, you view it as a tool to achieve the results’   ABOUT THE GUEST Eva Adam Eva Adam is L&D Manager at CastUK, a recruitment consultancy specialising in sourcing executive and management level roles.   Whilst Eva is relatively new to L&D, having spent time before in operational and management roles, she is clear about the impact she wishes to make with her practice and leadership and has successfully sold this vision to her stakeholders.    You can connect with Eva via: LinkedIn: https://www.linkedin.com/in/eva-adam-25947787/   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?lang=en LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/  

Experience Design is a relatively new term in L&D and yet it has very quickly become an aspiration for forward-thinking functions around the world. Danny and David explore what Experience Design is, some great examples and how you can get started with it.  Creating experience and using practical applications rather than shoving theoretical practice is highlighted in this episode of The Learning and Development Podcast. The big gap after the onboarding process of new employees will be filled if we see things differently. Support, knowledge, and training shouldn’t just be given during the first months. We have to learn how to make this a long-term commitment to the people in the company.  KEY TAKEAWAYS  Companies show their utmost support and value to new employees during the onboarding process. There’s 'excitement' and 'enticement'. They give them the full experience as they enter. But the problem is there’s a big gap that’s felt after individuals sign the contract. There’s no continuity of what they have established, which may help improve the individual’s experience and performance inside the company.   Face-to-face interaction does not outright mean experience design. For example, learning inside a classroom won’t assure that you master your leadership skills. You need to actually experience it –learn the ropes and practice it with team exercises.  Immersion is a good way to learn. When you experience it with your senses and feelings, it’s easier to be acquainted and remembered.  Danny’s advice: Put yourself into their experiences so you can shape theirs. Don’t just look at L&D. Look at other industries and get inspiration.  BEST MOMENTS  “I don’t think learning experience is a thing. I think experience is a thing and learning is the byproduct of that experience.”  “We know our memories our crap, but the emotions that we can attach to that are different.”  “When we talk about the impact, we talk about the real reasons we do it. We don’t do it because it’s nice to have. We don’t give people a standardised what they shouldn’t do.”  “Experiences don’t have to be grand.”  “It’s all about leading so someone else follows.”  ABOUT THE GUEST  Danny is an Experience Design Architect and has been a leader in this field, at TalkTalk and GP Strategies amongst others, at the forefront of designing experiences that make a lasting difference.   As well this, Danny is the voice - and brains - behind Mindchimp, a pioneering  Learning & Development podcast series and thriving L&D community.  You can follow and contact Danny via:  Twitter: @TheDannySeals  LinkedIn: https://www.linkedin.com/in/dannyseals/  Website: https://mindchimp.co.uk/  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/