Flip! - Ensuring your development program keeps up in the 21st century - Development Beyond Learning
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DBL is a company that develops professional skills training for graduates over 12 months rather than just 5 days of training. They advocate for a "flipped" model of ongoing development periods on the job supported by workshops. They also emphasize engaging graduates and their managers to take responsibility for skills development and support it respectively.
Flip! - Ensuring your development program keeps up in the 21st century - Development Beyond Learning
- 1. FLIP - ensuring your development programme keeps up in the 21st Century Presented by: Josh Mackenzie Author, The Graduate Edge Managing Director, Development Beyond Learning (DBL)
- 3. www.developmentbeyondlearning.com Who is DBL? • DBL develops your graduates’ professional skills, fast • Author of The Graduate Edge: in the hands of graduates in 40+ countries • 3,500 grads through workshops and programmes in 10 countries last year • Each DBL Graduate Development Programme is different for each client • 10-year Anniversary this year with offices in London, Sydney, Calgary • Experience in UK, Europe, Australia, Asia, India, South Africa, North America • Involved with AGR, AAGE, SAGRA, HKAGR, NACE, CACEE
- 6. Some of those employers… www.developmentbeyondlearning.com
- 8. Win £300 atı TIFFANY & Co ı …and find out how to develop your graduates and emerging talent.
- 9. www.developmentbeyondlearning.com What is shaping graduate development in the 21st Century?
- 10. www.developmentbeyondlearning.com What do we need to do? FLIP#1 - We need to turn 5 days of training in to 12 months of structured, ongoing development. FLIP#2 - We need to engage graduates to take more responsibility for their development, and develop professional skills on the job, quickly. FLIP#3 - We need to educate and equip managers to support their graduates professional skills development, on the job.
- 11. www.developmentbeyondlearning.com FLIP#1 - How to turn 5 days of training in to 12 months of structured, ongoing development
- 12. Personal and Interpersonal Awareness Communication and Networking Impact and Influence Managing Key Relationships Personal and Team Effectiveness Career/Development Transition Summer Induction / Major Training Programme www.developmentbeyondlearning.com August 2015 End of Programme Traditional UK/US model
- 13. Self Awareness, Com m unication and Networking M anaging Key Relationships Action Learning Period www.developmentbeyondlearning.com Action Learning Period Action Learning Period Action Learning Period Personal and Team Effectiveness Im pact and Influence Early Feb 2016 Mid August 2015 Mid November 2015 End April 2016 End July 2016 A flipped model Summer Induction / Major Training Programme Career Transition
- 14. www.developmentbeyondlearning.com Putting strategy in to 70/20/10
- 15. www.developmentbeyondlearning.com How to turn 5 days of training in to 12 months of structured, ongoing development • Think distributed learning, not front-loaded workshops • Design action learning periods (ALP) first • Work hard to achieve on the job business relevance with each ALP • Design the workshops / face to face (f2f) interventions second • f2f interventions can exist to support on-the-job learning in ALPs • Regionalise a core curriculum, localise the business specific journey
- 16. www.developmentbeyondlearning.com How to engage graduates to take more responsibility for their development on the job • Start early
- 17. www.developmentbeyondlearning.com A flipped model - starting development early Internship Programme Keeping Warm 12 months 2 years Graduate Offer
- 18. www.developmentbeyondlearning.com How to engage graduates to take more responsibility for their development on the job • Start early • Provide choice over actions in ALPs • Leverage peer-to-peer feedback and support in f2F environments • Apply user-lead design to the programme • Crowd source examples, actions and content from current and past cohorts • Deliver multi-stream f2f interventions to individualise development experiences
- 19. www.developmentbeyondlearning.com How to engage and equip managers to support their graduates’ professional skills development on the job • Think partnership - they control 90% of your graduate’s development • Inform through specific Manager Updates regarding action learning periods • Deliver ‘executive briefing’ style sessions that educate on realising value • Show them the critical role they play in ALPs and what to expect • Find and communicate the WIIFM factor ! !
- 20. www.developmentbeyondlearning.com Put yourself in this scenario.
- 21. www.developmentbeyondlearning.com You are responsible for the following graduate development programme… • Purpose: Your programme exists to develop entry level talent • Numbers: 120-150 graduates • Length: 12 months • Location: 80% centralised in UK, 20% in 5 European offices • Level of executive support/buy-in: Low-Medium • Level of HR business partner/champion buy-in: Medium • Organisational state: Transformation • Number of days for soft skill training: 5 • Key skill gaps: Communication, Impact, Interpersonal Awareness, Personal Effectiveness, Managing key relationships
- 22. www.developmentbeyondlearning.com How would you approach putting this programme together?
- 23. www.developmentbeyondlearning.com You are responsible for the following graduate development programme… • Purpose: Your programme exists to develop entry level talent • Numbers: 120-150 graduates • Length: 12 months • Location: 80% centralised in UK, 20% in 5 European offices • Level of executive support/buy-in: Low-Medium • Level of HR business partner/champion buy-in: Medium • Organisational state: Transformation • Number of days for soft skill training: 5 • Key skill gaps: Communication, Impact, Interpersonal Awareness, Personal Effectiveness, Managing key relationships
- 25. www.developmentbeyondlearning.com A live example • Purpose: • Numbers: • Length: • Location: • Level of executive support/buy-in: • Level of HR business partner/champion buy-in: • Organisational state: • Number of days for soft skill training: • Key skill gaps:
- 26. www.developmentbeyondlearning.com What do we need to do? FLIP#1 - We need to turn 5 days of training in to 12 months of structured, ongoing development. FLIP#2 - We need to engage graduates to take more responsibility for their development, and develop professional skills on the job, quickly. FLIP#3 - We need to educate and equip managers to support their graduates professional skills development, on the job.
- 27. Win £300 atı TIFFANY & Co ı …and find out how to develop your graduates and emerging talent.
- 28. www.developmentbeyondlearning.com LONDON | SYDNEY | CALGARY