en
Corporate Digital Learning
Kiberu John
27. mars 2016 13:46 heures
Chapitre 3 › Unit 3: Backwards Learning Design:
Help out Martina!
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Help out Martina!
Imagine Martina, a junior but enthusiastic project manager in her company’s marketing department. She was recently promoted to Senior Marketing Manager and Team Lead, supervising 3 other staff members she was previously colleagues with. Even though Martina is quite enthusiastic about her new position, she is also anxious about all the paperwork and new responsibilities. After the first few months, she is swamped with work, feeling shy to delegate and struggling to juggle her old tasks as a project manager on top of now reporting to management.
Martina’s boss feels she now needs to learn management and team leading skills, so she approaches her about getting trained. In order for the training to be effective, we need to identify her possible knowledge gaps and desired skills.
So think about what you want Martina to learn. How can you assess this and how do you want her to learn?
Start with the learning objective and design her training backwards. If you prefer to do this by hand, download the worksheet below.
1) What do you want/expect Martina to learn?
Formulate learning objectives and standards: What should Martina know, understand and be able to do by the end?
2) How will you know and make sure that Martina has learned it?
Determine assessment and impact measurement: How can Martina show what she has learned? What should she be able to demonstrate?
3) What learning experience do you want Martina to have?
Design instructions and decide on learning activities and content forms:
How do you want Martina to learn?
Help Martina: Unit 3
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1.Learning objectives:
1. To gain administrative skills to help Martina balance her roles and those of the 3 staff.
2. To gain assertive skills to help her communicate her decisions regarding the work she charged with in the company.
3. To learn management skills to help her distribute work evenly/division of labor to avoid doing administrative and supervisory and other original obligation oneself
2. Impact measurement
Assess performance correspond directly to the type of knowledge or skills the learner’s need s and set objectives. Here the employer assess whether Martina still feel overwhelmed with work by doing everything alone, without involving her colleagues technically.
Face-to-face or project-based assessments will be better method to measure Martina’s learning impact. Her employer will examine the changes in work compared to the previous where she was a jack of trades. If seen doing division of labor, delegating and assertive in her supervisory roles then learning created positive impact in her career development.
Administer a self-assessment tool designed in the system of the company according to the needs and gaps identified with Martina. This will enable Martina point out the current strong points in her work compared to the time before she started learning. The employer will be in position to rate the level of improvement hence the impact of learning to Martina.
Transfer of knowledge and competences will be a basis to measure the impact of learning by Martina. The employer will observe whether the skills acquired are used to work better to improve performance by Martina. The transfer of knowledge and competencies is best achieved when learners actively work with the knowledge and skills obtained from the designed learning strategy that was based on needs assessment and set learning objectives.
3.
Learning experience:
Having content that attracts and motivating her to detect the value for involving in the learning in relation to her needs. Work related learning experiences. Martina will use self-paced learning but with strict learning schedules because she needs to change her style of worker as a manager and supervisor of other staff. It would be good for Martina to have a fun and engaging learning experiences
Learning formats
The digital learning format will include videos, podcast followed by exercise to help her do deep reflection on the learning and its impact to improve her work results. Learning formats must be in line with Martina’s interest suited to her roles will, to intrinsically trigger and motivate her want to proceed out of their own will not because of the suggestion of the employer.. Design personalized learning experiences that really match Martina’s learning needs. Designing the content that is learner engaging and maintaining employee interest and excitement, this will keep Martina motivated to learn.
How Martina will learn?
Martina will learn at work and outside office during her free time. The designed learning content will be blended with variety of different methods and resources to make the learning strategy coherent and relevant to meet the needs of Martina and to making learning attractive and motivating.
This is an interesting and thorough response.
It is worth pointing out that much of Martina's assessment must come from the people she interacts with, since she is trying to develop an attitude and a behavioral skill set.
You are trying to use a combination of online tools and in-person in order to create some deep learning. A nice challenge!
Thank you Jocelyn for taking time to learn with me in the submission I made. I like the challenge of having multiple tools for Martina to learn. It appears as a well positioned employee,Martina needs diverse modes of learning so that if time does not allow her for the session she can catch up via another tool. It would be nice also to interact with people she supervises but some times the employer who discovers the problem takes instructional recommendation for one to learn minus the concerned person taking time to interact to find out the needs she/he has to work on.
John, to build on your idea, you could ask Martina to do some kind of self assessment and then ask her to discuss the results with the team along with what it means for their working together.
We always ask managers to provide feedback when they have sollicited people to answer a 360° tool, and you could clearly ask the same thing for a self-assessment in relation to management style.
It is so helpful to me learning with you Jocelyn, face-to -face interaction is really very good after self-assessment because it will help even further building of Martina rapport and closer working relationship. Your comment also helps me to learn that as managers give feedback to other staff members,more helping ideas are generated to provide better approach of working with them without being offended.