Session Title: Government & Learning Industry User Group
Session #: 101
Location: Baja
Session Format: Industry Session
Engage in an interactive benchmarking dialogue with other colleagues from the Government (Federal, State and Local) field in this special MyIndustry Learning User Group. We will compare notes about how "Learning is Changing", including:
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How do we demonstrate the value of learning to address changing political strategic priorities as well as the long term mission and goals of the organization? What are the ingredients of a successful recipe?
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Government and private sector benchmarking: how do we best learn from each other, or is it apples and oranges?
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How can the integration of learning technologies impact the organizational learning culture? Will they blend?
Led by:
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As Dean of the VA Learning University and Veterans Health Administration Chief Learning Officer, Joy Hunter serves as the primary catalyst for Department-wide learning initiatives and strategies that support VA’s ability to create and maintain a high-performing workforce of more than 200,000 serving our nation’s veterans. She was appointed to the Senior Executive Service in 2003. Her 28-year federal career encompasses both the learning and communications fields. She is a graduate of Vanderbilt University. |
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Rodney A. Chapman is the Chief Learning Officer (CLO), Director of the Learning Strategies Department (N9) at Naval Service Training Command (NSTC), Great Lakes, IL. He represents Rear Admiral Arnold Lotring (CNSTC) as the agency expert and authority for accessions training and learning strategies. Additionally, he serves as the Curriculum Control Authority (CCA) for two echelon four commands (Recruit Training Command, Great Lakes, IL; Officer Training Command, Newport, RI). Besides curriculum oversight, his responsibilities include staff professional development, educational technology, diversity initiatives and advisement to CNSTC in carrying out the objectives of extending, improving and monitoring existing accession programs. This includes educational research by benchmarking new and innovative solutions to ensure sailors and staff members receive high quality training which yields enhanced performance. |
Joy Hunter, VA Learning University
Rodney Chapman, Navy
Related Sessions: Creating a Learning Innovations Center at the CIA
1. How do we demonstrate the value of learning to address changing political strategic priorities as well as the long term mission and goals of the organization?
Theme: What are the ingredients of a successful recipe?
Discussion Points:
- How does the organization measure successful training outcomes?
- What are the ingredients of a flexible training plan?
- Metrics and Measurements? How they are best designed and implemented?
- Human Capitol Alignment to Strategic Plan Alignment? Does it work? How?
- Beyond Dr. Donald Kirkpatrick, what other models can be used to determine training value?
2. Government and private sector benchmarking--How do we best learn from each other?
Theme: Are they apples and oranges?
Discussion Points:
- What collaborative events exist that create opportunity and yield between government and industry?
- How can we leverage and optimize from each others efforts and share training best practices to organizational performance?
- Government vs. Industry: who is on the leading edge?
3. How can the integration of learning technologies impact the organizational learning culture?
Theme: Will it blend?
- What are the challenges/barriers of incorporating Technology into the organizations learning environment?
- Success stories – are there any and how was the outcome measured?
- What strategies are used to determine when it is appropriate to integrate technology into learning?
- New Generation Vs Baby Boomers? Are there truly challenges?
- Best kept secrets to optimize technology in a learning environment.
Notes from Government Panel- Learning 2007
Those of us involved in learning in government agencies have the advantage of being a “Kitchen Cabinet”- trusted friends, allies and associates
Our challenges are similar:
How can we optimize talent?
How can we benchmark?
How can we demonstrate value?
How can we leverage with each other?
How can we keep up with the pace of changes in learning within the context of government systems and organizations that are deliberately structured to make change a slower and more deliberate process?
We must demonstrate value.
We must be visible advocates for learning as a key and crucial business function.
We must be able to demonstrate impact on the strategic measures that are crucial to the accomplishment of our missions, and demonstrate return on investment by following up on learning episodes.
We must develop ways to “export empathy” into large and complex systems.
We must be transparent.
We must support and create employee and customer satisfaction.
We must use a variety of methods to deliver learning- for example, the VA CREW initiative might be delivered via a virtual classroom via BlackBoard.
We must be able to detail how we know the learners “got it”.
We must evaluate our leadership programs, in particular, in ways that are directlky tied to business and organizational results.
In VHA, we are using a “’master preceptor/super user” concept to judge programs.
Staff are “surveyed out”. We have listened to the voice of the employee. For example, we have shortened our All Employee Survey, and tied the results to the process of local action planning, with a focus on seeing a positive change in the work unit.
We must flip training to created desirable behavior and performance, rather than to prevent something…stop using training for inappropriate purposes.
We must strengthen the link between learning, mentoring and succession planning, and between IDPs and funding.
We must challenge the “digital divide”…the access and security issues that prevent us from using the full range of learning technology that is available.
We must benchmark against the private sector and be proud of the results!
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