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Time for Learning & Knowledge Management to Merge?
The document summarizes a panel discussion on merging learning and knowledge management functions. It notes that while learning and KM roles have traditionally been separate, they are increasingly overlapping as both fields adopt practices like content curation and microlearning. The panel discusses how fully integrating learning and KM could help organizations by improving responsiveness, reducing costs and inefficiencies, and creating a better employee experience. However, barriers like separate reporting lines and legacy technologies have prevented greater convergence. The panel argues it is time for organizations to better combine the relative strengths of learning and KM.
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Time for Learning & Knowledge Management to Merge?
- 1. Thurs, 2nd Feb2017, 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & opinions • Twitter Backchannel - @lrncafe #KnowledgeManagement Knowledge Sharing Better Practices Experienced Panel Time for Learning & Knowledge Management to Merge?
- 2. Introductions AbbVie Accenture AITD ANZ Australian institute of management BAESystems Bank Australia Bendigo and Adelaide Bank BNZ Bupa Capgemini CBA CCA Cerner Churches of Christ in Queensland DeakinPrime DEDJTR Department of Education and Training Emmersive Infotech Ericsson Fairfax Media Finders University Gallup Generation Knowledge Consulting HR Consulting IAG IMC Insurance Australia Group Latitude Financial Services LLN In-Sight NAB NATA NCC Nous group Office of State Revenue Partners in Performance Presence of IT Primary Health Care Qantas QBE Relationships Australia Rio Tinto Scentia Shine Lawyers Sleddogg Sprout Labs Sydney Water The Australian Institute of Management The Collective Within The eLearning eXperts The University of Sydney Toyota University of Sydney WBC Westpac Woolworths Yarno YourTutor Registrations90+ Lyn Murnane Knowledge Services Design Consultant Bupa Aus & NZ 50+ Organisations 2 Jeevan Joshi Producer & Founder LearningCafe & CapabilityCafé Rob Wilkins Leader – Information Management NSW Department of Education
- 3. Thought Leadership Webinar Discussions UnConference Blog Magazine Coffee Catch Ups Capability Building Workshops Communityof Professionals with a focus on implementing ideas Building Capability 4
- 4. 16 Mar 23 Feb 09 Mar SYD Fusion : Learning+ Knowledge + Capability 23 Mar SYD Workshop Practical Application for Learning Design & Devp Facilitated by Scrum Master. Next Gen Skill Has been run for a leadingbank Few seats left Panel of KM +Cap Mgt + Learning Experts Next stage of evolution for L&D Raising the Workforce Digital Capability High Priority for Workforce Panel with Hands On Experience share better practices and challenges Next Gen L&D skill Delivered for a big bank L&D team Hands on with lots case study andtech www.learningcafe.com.au/events http://bit.ly/ccafemar17 Immersive Workshop Agile for Learning Immersive Workshop Content Curation for Learning http://bit.ly/lcwshop1 http://bit.ly/lcwshop1
- 5. JEEVAN JOSHI Producer atLearningCafe & CapabilityCafe 5
- 6. 6 64% say theybuild both KM + Learning solutions Only 43% are integrating the functions BUT
- 7. 7 93 – 97% feel there is partial overlap. So why do we have different functions and titles. Different conferences and professions?
- 8. 8 L&D & KMfolks are excited about Content Curation Microlearning Personalised knowledge etc. Only because Learning & KM have not converged LMS KM Systems LMS + Content Curation + Micro learning + KM +Content Curation + Micro learning + LMS + Content Curation + Micro learning
- 9. 9 Business Responsiveness Structured /Formal Slow Fast Unstructured/ Informal Format KM & Learning weredifferent but are fast converging in parallel silos
- 10. 10 Business Responsiveness Structured /Formal Slow Fast Unstructured/ Informal Format KM & Learning shouldcombine Better employee experience Reduce inefficiencies and costs/headcount More responsive (L&D strength) and robust (KM strength)
- 11. 11 Combination should use therelative strengths of both functions.Business Interface Employee Experience Foundational Framework Measurement Analysis Design Implement Formal Learning Structured Knowledge Informal KM L&D Both
- 12. 12 Barriers Siloed across different reportinglines i.e. L&D -> HR KM -> Business/ Ops Legacy technology stacks. KM & Learning vendors are incrementing. Skills/mindsets are very different. L&D is more art, KM is more science KM L&D it is time KM and Learning merge
- 13. Current Model ofL&D Professional Development 13 Business Partnership Project Management L&D Theory Analysis Design Development Implementation Evaluation Digital Acumen
- 14. Professional Development Framework forthe Next Gen L&D - Where do I start? 14 Business Partnership Project Management L&D Theory Analysis Design Development Implementation Evaluation Digital&BusinessAcumen ConsultingApproach KnowledgeManagement Agile&DesignThinking Emerging Tech Industry Knowledge Start Up/ Entrepreneurship Workforce/HR Trends Emerging Research in Management Knowledge & Content Highest Priority Lowest Priority Recommended for 2017
- 15. If you wantmore that talk today – Join Ideas@Work ideasatwork.com.au/contact Collaborative explorations in innovative Learning by Australian organisations facilitated by LearningCafe TinCan/xAPIMOOCs
- 16. LYN MURNANE Knowledge ServicesDesign Consultant at Bupa Aus & NZ 16
- 17. I am nota risk taker! • Knowledge Manager - ≈ 10 years • Training / Learning - ≈ 10 years • Social Media Curator • (once I was an apprentice fitter & turner!) Lyn Murnane Knowledge Services Consultant
- 18. 90 seconds oftheory http://www.dubberly.com/articles/design-as-learning.html SECI cycle Nonaka, Takeuchi, 1995.
- 19. Yin and Yang ExplicitTacit Knowledge / Seeking / Pull Lyn Murnane
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- 21. Some data •The average office worker spends 28 hours a week – or nearly 1500 hours a year - writing emails, searching for information and attempting to "collaborate" internally, according to a new report. • A 2012 global report by McKinsey Global Institute, the research arm of management consultancy McKinsey & Company, argues wide adoption of social media technologies by businesses could cut down some of the time-wasting involved in emailing and improve worker productivity by 20 to 25 per cent. • http://www.smh.com.au/it-pro/business-it/workers-spend-61-per-cent-of-their-day-lost-in-email-and-information- 20120730-23957.html • 19.8 per cent of business time – the equivalent of one day per working week – is wasted by employees searching for information to do their job effectively, according to research released today by Interact. • http://www.it-analysis.com/services/outsourcing/news_release.php?rel=38149 • And sometimes I do remember to reference!
- 22. Example 1 • Training– new starters • $12.5Keach / 30% turnover • Staff Help Desks • 20,000 calls to 2 helpdesks. • Staff – 12 pp • Call Handling Time ↑ • Ex Gratia Payments • Learning Costs • Content updates are often big projects that are undertaken only when budgets and / or projects allow • (this is my experience!) • Knowledge Services • Managed content that is intended to be audited, up to date, credible, trusted • Reduce need for staff help desks as information is findable / available • Reduced staff costs ( 6 pp) • All Handling Time - The Pilot Program statistics demonstrated a reduction of 6.3% in Call Handling Time. • Feedback actioned • Transparency • User buy in
- 23. Example 2 • GlobalOrganisation • 28 countries • Training provided to SMEs in each country • (was F2F) • KB sold as matching tool • Confused about how / why • Visibility of content • Issues with accessibility & control of information • Search • How to return relevant results from so much content • Navigation • Where to find the content http://www.marksanborn.com/wp-content/uploads/2014/01/challenge.jpg
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- 25. ROB WILKINS Leader –Information Management at NSW Department of Education. 25
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- 28. Knowledge Management: Is becomingeven more collaborative
- 29. That is whythe connectedness of individuals is the facilitation of the future..... “Instead of the individual having to evaluate and process every bit of information, she/he creates a personal network of trusted nodes: people and content, enhanced by technology. The act of knowledge is offloaded onto the network itself.” George Siemens, Knowing Knowledge
- 30. Stop calling itlearning ..... Today’s knowledge work environment screams out for a never-ending process of applying learning while working, not apart from it, predicated on: • learning what you need to know, when you need to know it • reinforcing the lesson by applying that knowledge immediately • knowing where to find relevant information in lieu of memorizing it • learning from your peers and on your own rather than from instructors following a set curriculum.
- 31. Information Behaviour isn'tchanging… it is merely accelerated
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- 33. LET US TALKTO THE PANEL AND YOU 33
- 34. www.learningcafe.com.au lrncafe http://bit.ly/lcafefb blogs learning conversations free resources workshops UnConference2016 Sydney Melbourne Webinar recording, ebooks, L&D frameworks Building Effective Employee Social Networks 34 Ideas@work Collaborations
- 35. Next Steps Join Special Interest Community AttendWorkshops Attend UnConference Melbourne Brisbane LearningCafe LinkedIn Subgroup Register interest www.learningcafe.com.au Register interest www.learningcafe.com.au Or send us an email - [email protected] 35
Editor's Notes
- #19 Nonaka postulates four modes of “knowledge conversion that are created when tacit and explicit knowledge interact.” Socialization (tacit to tacit) “is the process of converting new tacit knowledge through shared experiences in day-to-day social interaction.” Externalization (tacit to explicit) is a process whereby “tacit knowledge is articulated into explicit knowledge…so that it can be shared by others to become the basis of new knowledge.” Combination (explicit to explicit) is a process whereby “explicit knowledge is collected from inside or outside the organization and then combined, edited, or processed to form more complex and systematic explicit knowledge…The new explicit knowledge is then disseminated among the members of the organization.” Internalization (explicit to tacit) is a process whereby “explicit knowledge created and shared throughout an organization is then converted into tacit knowledge by individuals…This stage can be understood as praxis, where knowledge is applied and used in practical situations and becomes the base for new routines.”
- #22 Credence to the fact that learning is not always sufficient
- #23 Lessons Learnt - self-paced workbook didn’t work well for call centre / retail environment
- #24 This is a good example of how KM is not perfect