Overview

•What do we mean by a Learning Organisation?

•Why did we develop a People Development Framework?

•What was the process involved in building the People Development Framework?

•What feedback did we receive? What did we learn?

•What have we done to date?

•10 Key projects

What do we mean by a Learning Organisation?

“An organisation that learns and encourages learning among its people. It promotes exchange of information between staff hence creating a more knowledgeable workforce. A very flexible organisation where people will accept and adapt to new ideas and changes through a shared vision”.

“… a place where people continually expand their capacity to create results they truly desire, where new and expansive patterns of thinking are nurtured…” (Senge, The Fifth Discipline)

Learning can be continuous and occur in the course of your work, it is as much an attitude as it is a practice.

A learning organisation:

• Provides an environment that encourages innovation and unleashes creativity

• Enables employees to share knowledge and fosters collective learning

• Allows us to adapt quickly during times of rapid change

• Promotes an understanding of dynamic and complex environments

• Empowers us to actively engage in conversations that lead to better practice

• Provides opportunities, tools and environments that foster continuous learning

A learning organisation enables:

• Knowledge Sharing across the Organisation

• Work-based Learning

• Group Learning as well as Individual Learning

• A Positive Workplace

• Individual as a Lifelong Learner

• Ideas, Innovation and Experimentation

Why did we develop a People Development Framework?

• To allow Challenger to harness the collective capability of our people in order to be a visionary provider of workforce skills development, skills recognition and community leadership

• To help us build our workforce capability - currently a key concern nationally across both Government and industry, felt particularly here in Western Australia.

To enable us to prepare to thrive in a competitive training environment and manage the impact of

an aging workforce.

How did we get here?• Online Survey• Focus GroupsThe survey asked participants about:• Individual Learning

– Attitudes, skills and behaviours of lifelong learners– What is the most important attitude, skill or behaviour of

lifelong learning that you would like to see in your workplace?

• Team and Group Learning– The level of opportunity, skills and behaviours that contribute to team learning– What do you believe would make the biggest difference to support learning in

teams in the immediate future?

• Culture and Leadership– If we are to create the organisational environment that enables learning at every

level, what changes in systems, culture or leadership behaviours do you think would make the biggest difference?

• How Challenger TAFE performs against a a definition of a Learning Organisation

How did we get here?

In the focus groups participants responded to the following questions:

– What is a learning organisation?

– What are the benefits of a Learning Organisation?

– What is the Current state?

– What would you like to see as the future state?

– How do we get there?

What was the feedback?

• 73% of respondents are optimistic of achieving the Learning Organisation goal.

• People are strongly motivated by the opportunity to connect and learn from each other, and by the development of positive ways of being and experiences of work.

• People see currently that there are ‘pockets’ of the desired state in the organisation.

• Current Leadership is “bringing new ideas and thinking”, “moving in exciting directions”, “support from Management is improving”.

What was the feedback?

Over 70% of respondents were optimistic about Challenger TAFE’s ability to be:

“An organisation that learns and encourages learning among its people. It promotes exchange of information between staff hence creating a more knowledgeable workforce. A very flexible organisation where people will accept and adapt to new ideas and changes through a shared vision”.

What was the feedback?

Challenger TAFE People thought it was important that:

• People propose new ideas or options for doing things differently

• In teams, people can bring problems and critical issues to the table and expect members to contribute learning problem solving thinking

• We encourage a culture where people are

recognised for taking initiative

What we’ve done so far

• Listened to what was said

• Developed the Framework – which provides both a strategic and practical approach to learning activities at Challenger and aims to encourage excellence, innovation, empowerment, accountability and collaboration

• Used the Framework as a planning tool and developed a strategic approach to all learning and development activities across the College

• Rolled out activities and projects as described in the Framework

• Received support from Executive and Governing Council to fund and develop projects

• Taken the opportunity today to come together to have conversations around the Framework

Organisation wide Enablers of Learning

Learning Organisation Culture & Activities

Capabilities

Vision

Key Projects

1. Website redevelopment

2. Enhanced IT services

3. Career Management System

4. Workforce Planning: preparing for the future

5. People Management: induction

6. Middle management leadership development

Key Projects

7. Building a new practice – Maintaining Momentum promotion and engagement in Paradigm 4 projects

8. Building 4th Paradigm workforce development services

9. Building skills – Learning Resource Development

10. Internal and external customer service

….Consider committing to expanding your own capabilities and your confidence in new ways of doing things, or thinking about things ….