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The Learning & Development Podcast

This is a fortnightly topical podcast show for L&D professionals. Each episode David James will be discussing and debating topics affecting the profession today, alongside various guests.  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Officer at Looop by 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. Twitter: @DavidInLearning LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/

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Developing A Learning Culture & Organisation With Nigel Paine

Nigel Paine is a hard man to pin down to a profile, his  LinkedIn page describes him as Learning Now TV presenter and podcast host but there is lots more,  He teaches on a doctoral program at the University of Pennsylvania, works for the University of Chicago as part of their business school at the London campus and writes books about the world as he sees it. In this episode David and Nigel are discussing his latest book, Workplace Learning: How To Build A Culture Of Continuous Employee Development, David and Nigel explore its themes in the context of the real-life challenges faced by L&D professionals today.   KEY TAKEAWAYS What were you hoping to achieve with this book? I usually write my books in a rage and the rage behind this book was the term’ learning culture’ being bandied about by people who did not know what they were talking about and had no understanding of the history behind the term. I have tracked the journey and looked at what is happening today to help others understand what a learning culture is and provide them with the tools and ideas to build a better learning culture in their own businesses.  Who decides they want to embark on creating a learning culture? The key is not to be able to say that everyone is learning but to be able to say we are making better decisions, move faster, have more ideas and are more innovative, cooperating and working together. The dream is clear but how you get to the dream is not clear that’s where the role of L&D is vital, their ability to frame it and offer solutions is critical to the journey.  Usually, L&D teams don’t have the remit, currency or skills to change the culture, and yet so many say they need to how do we get past this initial hurdle? You got to understand the frustrations and what inhibits people from doing their best. In understanding this you can begin changing the organisational process through people and eventually more of a learning culture emerges. You’ve got to say we will scrap everything and build again based on need. If we know what people really do need help with then we can guide and support them effectively  As a profession are we ready to acknowledge that ‘the course’ is not doing the job we are in organisations to do? It’s a recognition that people learn in different ways and recognising that huge amounts of learning takes place in the workplace. Its moving learning and work closer together, that’s when learning becomes exciting, ingrained and integrated into the business.You’ve got to have a  vision about the organisation you want to build and then work out what will make the biggest difference.  How do we bridge the skills gap in L&D? Sometimes it is important to be able to buy in the specialist skills you require for a specific piece of work or project. Every learning professional should be on their own learning journey to make sure they don’t get left behind by trying new stuff we broaden our horizons. A learning culture is one where people take information from  outside and share it quickly turning it into action.  BEST MOMENTS ‘If you don’t lose the mentality that everything has to be a course you can't change and move forward’ ‘The vast majority of learning is solved by individuals or teams without any reference to L&D, they just get on and do it’ ‘It’s not about nice learning it's about hard-edged business benefits’ ‘If you haven’t got sharing you haven’t got a learning culture’ ABOUT THE GUEST Nigel Paine  Nigel is a prominent figure in the global L&D community and has been involved in corporate learning for over twenty years, including time leading the BBC’s Learning and Development operation.   He left the BBC in September 2006 to start his own company that is focused on building great workplaces by promoting creativity, innovation, values based-leadership and learning and the link between them.   He speaks regularly at conferences around the world and teaches on a doctoral programme at the University of Pennsylvania and for Chicago Booth Business School.   In this podcast, Nigel talks about his latest book (Workplace Learning: how to build a culture of continuous employee development) and how it practically applies to organisations.  You can follow Nigel via:  CONTACT METHODTwitter: @ebase LinkedIn: https://www.linkedin.com/in/nigelpaine/ Website: https://www.nigelpaine.com/ Podcast: http://fromscratchpodcast.com/ Learning Now TV: https://learningnow.tv/ ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD Twitter:  https://twitter.com/davidinlearning?lang=en LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

41mins

16 Jun 2019

Rank #1

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An Introduction To The Learning & Development Podcast With David James

This is a brand new podcast for L&D professionals by L&D professionals. We’ll be discussing and debating the topics and priorities affecting the profession today. This is a brief introduction to the show from the host David James. ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD Twitter:  https://twitter.com/davidinlearning?lang=en LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

2mins

16 Jun 2019

Rank #2

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Resilience With Dr Carole Pemberton

What is Resilience and Why is it such a Hot Topic? Interview with Dr Carole Pemberton, Resilience Expert and Developer of Coaches There has been a generation who have seen themselves as helicopter parents, watching over their children,  but in reality, they are lawn mower parents, mowing out of the way any obstacles but resilience is the learning that you take from the things that go wrong when obstacles are overcome. All the time spent having adventures and playing with others is important in building resilience and without this learning, it can be challenging for individuals to cope when things go wrong at any point in their lives.  In this fascinating interview with Dr Carole Pemberton a resilience expert, we find out about the role of resilience in individuals and organisations and how L&D can support and develop resilience effectively.  KEY TAKEAWAYS Resilience is a requirement when working in any organisation as the environment can be subject to constant change.  There is no longer a fixed path through an organisation.  There’s a whole climate that feels less certain and within that in order to work a level of agility is required, you’ve got to be able to flex and adapt.  The situations in which we expect people to be resilient have changed dramatically  The evidence shows that it is less about a particular approach to resilience and more about on-going support.  If we think about resilience as an outcome that is a result of a variety of things  - your confidence, optimism, ability to flex are all contributors to your level of resilience.  It can be helpful to start by asking about the resilience you already have.  Developing resilience is a commitment by the organisation, the team and the individual.  There is something about sharing that helps people deal with problems and challenges.  One of the most important things you can create is a supportive environment where people feel confident about sharing.  Being able to talk with group or peers can leave the individual feeling more resilient and more resourced.  For L&D building in ongoing support and including it as part of training programs alongside the recognition that it has to be an ongoing conversation can be effective in building resilience.  BEST MOMENTS ‘Resilience can be applied at a team level – are they supportive of each other, does this team notice when something is going well and support each other’ ‘You can start with a conversation and gain a feeling about how things are going’ ‘Most of your resilience comes from the stuff you didn’t want to happen’ ‘Most of the time most of us are resilient’ ‘Sometimes people don’t start a conversation until its almost too late’ VALUABLE RESOURCES The Learning and Development Podcast Resilience: A Practical Guide for Coaches Carole Pemberton website BEST MOMENTS ‘The L&D world needs to become much more confident working in these ways’ ‘For people in senior positions, it’s about letting go and trusting in something new’ ‘You need to be where people are and understand why they want to learn in the first place’ ‘There is a recognition now that everything is changing, and it is happening at a pace so beware of certainty’  ABOUT THE GUEST Dr Carole Pemberton has over 30 years’ experience in helping individuals to have more successful and satisfying working lives. She does this in her work as an executive coach and career coach working with clients across the globe and across sectors. Her doctorate in resilience coaching positions her as having a particular expertise which is supported by her advanced level qualifications in Executive Coaching and Career Coaching. Carole is an author whose publications offer coaches and managers practical tools for enhancing their effectiveness, based on research and experience. You can follow and connect with Carole via: Website: https://carolepemberton.co.uk/ Email: carole.pemberton@coachingtosolutions.com ‘Resilience: A Practical Guide for Coaches’ Book: https://www.amazon.co.uk/Resilience-Guide-Coaches-Carole-Pemberton/dp/0335263747/ref=sr_1_fkmr0_1?ie=UTF8&qid=1425577961&sr=8-1-fkmr0&keywords=resilience+a+practical+guide+for+coaches ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD Twitter:  https://twitter.com/davidinlearning?lang=en LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

45mins

19 Nov 2019

Rank #3

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Point Of Work With Gary Wise

“The field of play has evolved for L&D and now includes supporting a dynamic learning performance ecosystem. If the field of play changes, it implies we must evolve and adopt new rules of engagement.”  What Gary is referring to here is the the Point Of Work. In this episode, the point of topic is the Point Of Work, which is broader than workflow learning and an essential area of focus if we (L&D) are to make a real difference in our organisations.  KEY TAKEAWAYS Workflow learning is learning in the workflow where the worker does not have to disengage with the work in order to resolve a moment of need.  The concept of learning in the workflow is one where learning is accessible, but you have to disengage with the actual work to go and find it.  Point Of Work is not necessarily a destination. It’s a discipline. The whole concept is a mind-shift, a strategic re-think of how we are going to approach a dynamic learning performance eco-system.  “Changing the conversation” is one of the key objectives that a Point Of Work assessment is designed to facilitate. It has to start at the top.  The question we should truly be asking is what is that operationally, people-wise, or systemically, might actually be the problem that is preventing your people from doing what they are here to actually do?  If you go down through from a senior leadership position to an individual contributor, you have multiple points of work, and you have multiple perspectives that are influencing those points of work.  The shift from learning to performance is one that comes up more and more these days. In a study, only 26% of respondents said that the ability to support performance was prevalent within their function.  We need to pick the greatest pain-point that we’re dealing with and figure out how to resolve that. What that will then become is proof-of-concept. Conversations will arise from this, which will fundamentally shape development. BEST MOMENTS ‘It’s in the workflow. It’s in the application. There’s no downtime’  ‘Off-task time is required in order to engage in learning in the workflow’  ’No. I want it all’  ‘What is the problem that we are truly seeking to address here?’  ’There was a landmine there of a different kind!’  ‘It starts small and it scales’  ‘Human performance outfitters drives living and learning’    ABOUT THE GUEST Gary Wise is an established Workforce Productivity Strategist and Coach with over 35-years of cross-industry leadership experiences in corporate Learning & Development. During the first 20-years he amassed an impressive string of failures; not failures in team leadership or poorly designed Training solutions, but failures to recognise a blind spot – the myth that Training solutions drive and sustain workforce performance.   During the next 15-years, he postured a reality that Training only promotes potential; measurable workforce performance does not manifest until knowledge workers reach a new ground zero – Point-of-Work  You can follow and connect with Gary via:  LinkedIn: https://www.linkedin.com/in/garywiseprofilemyca/ Website: https://livinginlearning.com/ ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

48mins

7 Jan 2020

Rank #4

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Agile L&D With Tracey Waters

Agile is at risk of becoming a buzzword in L&D and misinterpreted, watered down or disregarded as just a fad. However, it’s working to help Sky move at pace, achieve more and achieve real results. In this episode, Tracey Waters, Director of People Experience at Sky, talks about her team’s adoption of Agile, what this actually means, and how it is experienced - from all sides. Discover today on The Learning & Development Podcast why we need to be disruptive with our L&D approaches (e.g. classroom learning), what technologies we can utilise inside our business, how you can influence more value to the team, how Agile can help you and your team’s perfomance, and many more. KEY TAKEAWAYS Why transition to Agile? It encourages better understanding of each team member, it’s built it on iterations, and it’s data-driven. It delivers capacity, flexibility, responsiveness and adaptability. Tracey believes that classroom learning has not been very effective and only brings little to no benefits. It does not improve how people work. Here are the 4 R’s that classroom learning causes: Relationships – People get a lot from meeting others in the same boat as them and learning from their experience. Recuperation – It gives them a chance to get away from tasks even just for a while. Recognition – They get motivated to complete the training because of the awarded certificate. Reward – People felt good about being nominated or accepted onto a programme. Focus instead on how every operation can be valuable to each individual. If they see that what they’re doing have beneficial outputs, it’s easier for them to get influenced and motivated to perform well. With this approach, they can still build relationships, learn new things, and improve themselves. Utilise technological innovations (i.e. Agile). There’s better understanding, and reaching out becomes easier when the data is always available when you need it. You also make every moment memorable for them and offer invaluable support when there is full awareness of the situation. Some might have doubts on incorporating Agile. The key thing to remember here is it helps distinguish what works and what doesn’t anymore in your business. And with these as the basis, we can choose what to improve and what to change. Visual management is very useful. You need two softwares: one is where the team can communicate (e.g. Slack, Microsoft Teams) and the other one is a visual planning board where the work flow can be tracked (e.g. Trello). Before looking into different approaches such as Agile, know your WHY. Take the time to go back to your planning board and evaluate your goals, visions, and objectives. If you think Agile is the vehicle that will get you to all of them, then it’s easier to get started from there. BEST MOMENTS “If we run L&D, we should be embracing a philosophy that is fundamentally built in learning and high-performing teams.” “When you also learn from psychology perspective and neuroscience perspective how people learn, it makes classroom learning more bonkers.” “If you start with a consumer-grade technology experience and build around that, then you can actually be flexible of what you offer to people.” “The whole emphasis is on we’ll get better at this together, we’ll make mistakes together, and we’ll make sure that we get better.” “If you aren’t getting resistance, then I’m not sure you’re disrupting the model.” VALUABLE RESOURCES Agile Software | Wikipedia The Learning & Development Podcast: How People Learn With Nick Shackleton-Jones | Apple | Spotify | Omny How People Learn: Designing Education and Training that Works to Improve Performance by Nick Shackleton-Jones Slack Microsoft Teams Trello ABOUT THE GUEST Tracey Waters is Director of People Experience at Sky UK and a pioneer in the application of Agile to Learning & Development. With over 15 years of experience in the profession, Tracey has overseen Sky’s transition from a traditional L&D operating model to fully embracing Agile to move at speed and solve real business problems. You can find out more about Tracey’s work and the Agile HR Community via: Agile In Learning Blog: https://medium.com/agile-in-learning Fosway Innovation Profile on Sky: http://www.fosway.com/innovation-profile-sky/ Agile HR Community: https://www.agilehrcommunity.com/new-events ABOUT THE HOST David James David has been a People Development professional for over 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

44mins

26 Aug 2019

Rank #5

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Performance And Results With Jeremy McLellan

"L&D is fast becoming more than just a support function, one that is a strategic partner to the effective operation of any business”: this is a phrase Jeremy McLellan uses in his LInkedIn bio and a great description of the value he brings to his employers.  In this episode, we talk about how Jeremy has evolved his own practice, how he has brought his organisations along with him and achieved real business results. KEY TAKEAWAYS The paradigm shift in technology and its everyday applications has driven change in the way we consume education. The result is that we have adapted our own behaviours to suit this, but business training and development hasn’t yet caught up. Expectations from our stakeholders, organisations and bosses, are that we run programs based on requests. Jeremy has begun to solve this by blogging, opening discussions and holding conversations. Communication is key. An effective tool was to role-play the candidate experience with staff members, everything from arriving at the office to the setting of each environment. It even went so far as to include calls and conversations. The feedback proved extraordinarily accurate when real candidates arrived. We do not tend to acknowledge the actual situations and challenges that people face in the context of their work, then a great deal of effort and credibility loses out. When development was certificate-based, people saw each session as little more than a step toward their goal, instead of a real and fruitful development experience. Once the certificate was earned, the experience and knowledge was sidelined. trust is vital between candidates and L&D. We all face resistance due to the expectations of candidate’s prior experiences. It’s best not to force something. We need to go where we’re wanted and needed, and look for the areas that are open to embracing change. BEST MOMENTS ‘Business L&D needs to bridge the gap’ ‘Googling our way through life’ ’There were so many rituals that I thought were bonkers and unreasonable’ ‘When you write something down it frames that thing in your own mind’ ’To try something different in an organisation requires currency’ ‘Resistance can be born out of miscommunication or lack of vision' ABOUT THE GUEST Jeremy McLellan is Head of Learning and Development Europe at Alvarez & Marsal and previously held the same title at Hudson. As a progressive L&D leader who focuses on performance and results, Jeremy challenges his teams to make the difference that makes a real difference, helping people to do what they’re trying to do better and helping his organisation to more effectively and efficiently achieve its aims. You can follow and connect with Jeremy via: LinkedIn: http://linkedin.com/in/jeremy-mclellan-evolving-learning-b6a12711 ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

35mins

10 Dec 2019

Rank #6

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L&D Revolution With Mike Bedford

In an article of the same name, Mike Bedford commentated on a revolution that he’s seeing - and experiencing - in the Learning & Development profession, and encourages us all to get involved.  In this episode, we discuss the revolution, which is a backlash against ineffective practice and maintaining the status quo. KEY TAKEAWAYS Revolution is about change. In terms of an L&D revolution we need to change, but we also need to unite behind a common purpose. At present the L&D industry feels too fragmented, but needs to come together or risk becoming obsolete. Employees often misperceive L&D as the training itself, rather than the functional improvement that results in effective targeting of training needs. Disruption in the sector means breaking the cycle of Order - Content - Delivery. The disruption needs to come from us instead of elsewhere. Telling an evidence-based story, and using effective evaluation is far more valuable to L&D and to their respective parent companies, than any kind of stat sheets or numbers. Mike has adopted a blended approach towards L&D for his organisation. Because many of the workforce are scattered, he rules nothing out. Some development is done remotely or through e-learning, while some is done in-house. They are currently looking at the first six months of 2020 for potential direction. Sometimes, when the training requested by the workforce does not seem a fit, it is Mike’s job to look at the deeper reasons that have led them to ask. The questions asked and the solutions are becoming more bespoke. We need to stop being so entrenched in our preferred methods of delivering our craft. We need to be more fluid and embrace the entire profession. Ask ourselves how equipped we are to hold the right conversations and develop the solutions that will move the needle. BEST MOMENTS ‘It feels to me like revolution is in the air’ ‘We’re in the business of improving performance outcomes’ ‘Disruption needs to come from us’ ‘LinkedIn knows more about you than your HR department does’ ‘People think I’m anti-training, but I’m not’ ‘We’re changing the world one conversation at a time’ ‘We have more things in common than we do differences' ABOUT THE GUEST At the time of recording, Mike was Head of Learning & Development and Wellbeing at the Independent Inquiry into Child Sexual Abuse. He is a self-proclaimed L&D modernist and blogger. You can follow and connect with Mike via: Twitter: @BeddyMike LinkedIn: https://www.linkedin.com/in/mikebedford/ Read ‘The L&D Revolution’: https://www.linkedin.com/pulse/ld-revolution-mike-bedford ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

42mins

12 Nov 2019

Rank #7

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Workflow Learning & The 5 Moments Of Need With Bob Mosher

According to Bob Mosher, Workflow Learning is "learning that occurs while I do my job" - not when I stop work to engage in learning content like when we attend a course, complete e-learning, log into a webinar or other ‘learning activity’. It’s performance-focused and is measured in terms of its ability to deliver results.  This conversation unpacks this, along with the 5 Moments of Need framework, and is a fascinating exploration of L&D practice that makes real difference. KEY TAKEAWAYS The danger of “training” is that there’s so much baggage in terms of what that word means, and what it has meant in the past. The Five Moments Of Need are: New More Change Solve Apply Designing for the moment of apply is hugely different from the current approach of content-driven learning. It’s equal to the question of “are we learning to swim, or are we learning not to drown?” Happiness in learning does not always equate to a leap in performance. As trainers and developers, we need to remember that.  We must make sure that we understand that failures in the classroom is a legacy problem. It has become overburdened, and is not good at the main purpose for which it has been designed.  When you are done with your deliverables, and you look back on the effect that it has had on the workforce, if they have not enabled learners to perform effectively on their own in the workflow, it has failed, because transfer and sustain did not happen. Performance support needs to be re-evaluated by the industry as a whole. It is a discipline, it’s not a thing. If you want to shift to performance first, but you build training first, you will never have time to build performance assets. We need to orchestrate the asset appropriately, not just for the thing it solves, but the way in which it solves it. Workflow learning is consumed while doing the work, guiding learners along so that ultimately they perform while learning. By far, the most effective form of learning Bob has seen is trial and error. BEST MOMENTS ‘We’ve got to get out of the training business’ ‘I am a performance architect’ ’The sweet spot of learning and development is the moment of apply’ ‘What is the deep end like for a learner?’ ‘Carpentry is not a hammer. Surgery is not a scalpel' ABOUT THE GUEST Bob Mosher is a genuine Thought-Leader in L&D and Chief Learning Evangelist, at The 5 Moments of Need™, an organisation that specialises in helping learning professionals design, develop, and measure effective learning and performance support through the 5 Moments design methodology. Bob has been an active and influential leader in the learning and training industry for over 30 years and is renowned worldwide for his pioneering role in new approaches to learning. You can follow and connect with Bob via: Twitter: https://twitter.com/bmosh LinkedIn: https://www.linkedin.com/in/bmosher/ Website: https://www.5momentsofneed.com/ Performance Matters Podcast: https://performancematters.podbean.com/ ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/See omnystudio.com/listener for privacy information.

43mins

16 Sep 2019

Rank #8

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How People Learn With Nick Shackleton-Jones

Today on The Learning & Development Podcast, David talks to Nick Shackleton-Jones, the author of How People Learn and a genuine thought leader on Learning & Development, to talk more about how we can improve our learning and training strategies for our employees. It must be centred on how they could grow and develop themselves so we can expect high performance. Discover in this episode how we can use simulations to determine solutions, the pull and push method, producing content, and many more.  Start changing your perspective on learning for the better when you tune in.  KEY TAKEAWAYS How can a genuine thought leader be differentiated from a fake one? Genuine thought leaders don’t say what you want to hear; they say what you need to hear. Be ready to what they say even though some truths might be unpleasant.  When producing content for learning, it’s important to know how it can help. Know the main concerns first, so you’ll know what can be the solutions to present. Do an analysis of what worked and what didn’t work for them in the past.  How can Learning & Development align better to the business? “Solve their problems first, not translate them into your solutions.”   Models that exist today only serve those who are at the top, not the people who really need the service. Find out who your audience is.   The effective context model is supposed to underpin all learning phenomena for all in different contexts. The pull and push approach is useful since we only react to things we care.   What to Consider When Redesigning L&D Strategies:  Creating resources  Experience design—responding to challenges and creating challenges  The Learning & Development sector should be ready for disruptions that could boost the strategies and services. For example, technology is becoming more functional for everyone.  BEST MOMENTS “I’d like to think that people entering the world of learning development believed that it was an antidote to the weirdness and bureaucracy.” “Our challenges drive our learning.” “The only way to get them to efficiently to just know it is to find out what they care about today.” “Let’s not come to people with PowerPoint presentations when we have some time to have valuable time together to talk about what they think, to share experiences, and to learn from each other.” “We are eliminating learning in the interest of making everything more usable.” ABOUT THE GUEST Nick Shackleton-Jones Nick is a genuine thought-leader in Learning & Development, responsible for coining the ‘courses to resources’ shift and the affective context model of learning.   He began his professional life as a psychology lecturer and went on to lead learning functions at Siemens, BBC & BP. He’s now a consultant and author of ‘How People Learn’ (Kogan Page, May 2019) as well as winning several awards for people development strategy, innovation, and learning content, including the Learning & Performance Institute’s Award for Services to the Learning Industry, 2017.   You can follow and contact Nick via:  Twitter: @shackletonjones LinkedIn: https://www.linkedin.com/in/shackletonjones/  How People Learn: https://www.amazon.co.uk/How-People-Learn-Designing-Performance/dp/0749484705  ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.   As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.   CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/  LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/   Website: https://www.looop.co/  See omnystudio.com/listener for privacy information.

49mins

1 Jul 2019

Rank #9

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Driving Performance Through Learning With Andy Lancaster

Andy Lancaster is Head Of Learning at CIPD and author of the book ‘Driving Performance Through Learning’, in which he charts a course for L&D that challenges traditional expectations and shows the way towards the future.  In this episode, we explore the drivers of this change and how L&D can - and should - adapt to meet the needs of the modern workforce. Please note, as a special offer to listeners, the link below to purchase Andy's book will give you 15% off the cover price. KEY TAKEAWAYS What can we practically do to support the transformation of organisational learning; to really support performance improvement? - this was the question that spurred Andy to write his book. Learning and development in any organisation, private or public, should always be driving that company’s performance and purpose. Performance itself is a contentious, and indeed sometimes controversial word or concept. Many believe that performance is open to interpretation, and therefore a difficult metric to measure. When preparing to write the book, there were several key themes that emerged for Andy surrounding the emerging organisational landscapes (we need to understand how organisations are changing), and foundational principles (transformational approaches to development). These manifested in three themes: Work - operational models are being disrupted everywhere. The way we approach development has to change. Workforce - There are a greater range of ages in the workforce than ever before. There is less hierarchy. Workplace - Single locations are becoming rarer these days.  In Andy’s experience, he has found that change is generally embraced when it comes to development, but there will always be an element that resists due to the transition to the new way of working, and the ever-evolving working environments. We need to ask what foundations look like. We need to ask what learning approaches look like. We need to think about these questions in a new way, and use technology to aid in answering. Around 50% of all Learning & Development professionals are extremely concerned with the state of their own development.  Smart devices are changing the way we live. They guide us throughout our day and act as personal assistants in every way possible. We need to better understand a way in which these highly personal devices can drive our own learning and development in a revolutionary way. We need people to have more self-direction in the workplace, with a greater sense of autonomy (essential), and learning needs to be interrelated with others in that space BEST MOMENTS ‘You have to have a very compelling reason to write a book’ ’Performance is not a contentious word’ ‘Unless you paint a compelling vision, change is a very difficult concept to go with’ ‘We’ve got to think about a bigger vision’ ‘People want to change. We have to be modern learners ourselves’ ‘It’s now about creating not fixed dishes, but buffet menus’ ’Self direction is what really motivates us’ ‘I dream of painting and then I paint my dream’ ’The best way to predict the future is to create it' ABOUT THE GUEST Andy Lancaster has more than 25 years’ experience in learning and organisational development in commercial, technological and not-for-profit organisations and has also worked as a consultant.  As Head of Learning at CIPD, Andy is responsible for professional development and learning products, content and qualifications for L&D, coaching and mentoring and management and leadership. You can follow and connect with Andy via: Twitter: @AndyLancasterUK LinkedIn: https://www.linkedin.com/in/andy-lancaster-ab995418/ Link To Book With 15% Discount Off Cover Price when you enter the promotion code AHRDL15 at the checkout: www.koganpage.com/DPTL ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

44mins

5 Nov 2019

Rank #10

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L&D’s Role In Developing High Performing Teams With Imran Rehman

More and more, forward-thinking organisations are exchanging traditional hierarchies for networks of empowered teams. These teams are more agile, connected by tech and may only be brought together for short amounts of time. In this podcast, we discuss the importance of measuring high performance in teams and what we need to do to develop them accordingly.  KEY TAKEAWAYS There are now fusion teams that are brought together for a specific activity.  You are not just part of a set team you are teaming with others.  Our environments are highly complex so it’s important that our definitions of high performing teams continue to evolve.  When a measure becomes a target, it is no longer a measure.  A measure will always help the team to learn more and work out where look for it.  In real situations, the dynamics are continually changing.  We need to understand what we want to affect,  the current state of play and what the priorities are for the people within the team.  When you are in a complex environment you cannot ask the question ‘what’ or ‘how’ you can only ask  - who can I speak to?  Currently, you have to learn the tool first and then use it with the team.  The team has to be able to self-service the data and deal with its environment and the individuals.  To start you can identify the number of teams you have and what types of teams you have within your organisation then look at the environment.  If you are at a point where you are moving teams you can look at a different way of evaluation, one that empowers people.  Find out what you need your teams to be able to do and the environment they need to do it in. What environments need to be created so that teams can be effective.  Start from a place of knowing not a place of assumption.  What teams are currently using as tools are far too slow we have the technology, the people, the knowledge and the science its now about creating the tool that  works in real-time helps us learn on the go  providing the information that indicates progress is in the right direction. People are then in a position to make decisions and performance  becomes a by-product because the team are energised  If people are coming in happy and leaving happy it’s an indicator of positive team energy.  BEST MOMENTS ‘The answer are everywhere else but in your own industry’ ‘It’s making the world your classroom’ ‘As a team lead, I wanted help to be able to practically support my teams’ VALUABLE RESOURCES The Learning & Development Podcast ABOUT THE GUEST Imran Rehman Bio Imran Rehman is an organisation and performance specialist, with an expertise in measuring and developing high performance.  Based in Vienna, Imran is a leadership coach as well as co-founder of Kokoro, an intuitive app to measure emotions in teams, in real-time.  CONTACT METHOD You can follow and connect with Imran via:  Twitter: @ImsRehman  LinkedIn: https://www.linkedin.com/in/imranrehman/ Website: https://bekokoro.com/ ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD Twitter:  https://twitter.com/davidinlearning?lang=en LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

40mins

26 Nov 2019

Rank #11

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The Modern L&D Leader’s Skill Set With Adam Harwood

In the last 12 months, Adam has gone from Digital Learning Partner at ASOS, to L&D Manager for Revolut and, finally, Head of L&D at D&D London. And not because he’s flighty but because his skills are in high demand. In the episode, Adam talks about his rapid rise in L&D and what others can take from his focus and development.  KEY TAKEAWAYS Resources before courses The sweet spot is where we can help people to get stuff done by creating things that speak to their challenges and questions.  It all comes down to asking the questions.  A business starts and ends with the people.  It's working with and for the client in an agile sense focusing on the outcomes rather than the product.  It’s all about taking them on a journey building resources that can actually help.  Performance support is at the core of resources. Asking questions and unpacking the answers ensures you can really help and drive effective change across an organisation.  If you want to be the change that you see and create the job you want then you need to understand the background and mandate of the organisation.  Finding the right people You have to work hard to find people who are truly forward-thinking, reframing what you are looking for to attract the disrupters who will drive change.  Its someone who is willing to find out what the real challenges are, and seek the real answers.  It's having an appreciation that digital is woven into our lives at all points of time  For any young aspiring learning and development person, there are great opportunities  It's about being in real life and wanting to make a difference  Understanding  what is holding L&D back from having a greater impact Organisations have an expectation of what an L&D department is for within the company.  We are stuck in the prison of what we have always been doing when there are real problems and challenges that need to be supported.  When learning and development reappraises and understands that it can have a more important role then it will be able to focus on creating that role within a company.  It's about what the problems really are and understanding how you can support individuals in solving them.  BEST MOMENTS ‘Wanting to affect what is important to the business and increase the expectations of what the L&D function can do, it's bold and it's brave’ It's easy to run a schedule of programs because it's easy to measure ‘I looked at what they are trying to achieve as a company and how L&D could remove the friction’ VALUABLE RESOURCES The Learning & Development Podcast ABOUT THE GUEST ADAM HARWOOD Adam Harwood is Head of L&D with D&D London, having recently been both L&D Manager at Revolut and Digital Learning Partner at ASOS.   Adam is renowned for his views on digital and its potential to transform L&D and truly affect employee performance in service of organisational results.   In addition, Adam is active in the L&D community.  GUEST CONTACT METHOD You can follow and connect with Adam via:  Twitter: https://twitter.com/adamharwood26 LinkedIn: https://www.linkedin.com/in/adamharwood1984/ Article Adam mentioned in the chat: https://peopleatwork.cipd.co.uk/2018/12/21/were-the-ones-who-bring-people-together/ ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD Twitter:  https://twitter.com/davidinlearning?lang=en LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

41mins

12 Aug 2019

Rank #12

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Ask David Anything!

We did something different in this episode and took your questions.  We posted on LinkedIn, Twitter and Facebook for suggestions and were overwhelmed by the response - and by the quality of the questions.  So we discussed everything from David’s experience - what he’s most proud of, and what he’s no so proud of (in terms of L&D projects); about the current state of L&D’; overcoming challenges to modernising; and the future of the profession… But much much more as well.  David is joined by Adam Harwood again but in a switch of roles, as Adam asks the questions on behalf of listeners.  KEY TAKEAWAYS What’s the most inspiring learning project you have seen? Disney Digital Lab’s transition of their publishing business to digital. They brought in experts to create awareness to the general. There were apprenticeships and the transition became successful.  What’s the most disastrous project you’ve seen? It was a customer service training for a telecommunication company. It didn’t just cost money, but it also cost time.  What’s the most frustrating thing you ever dealth with? The one with Disney Digital Lab.  If there’s only one person who you will listen to for the rest of your life? Tracey Waters  Is it time to rename L&D to L&P? When people are learning, they’re doing it because they want to achieve a certain goal. David is more drawn to the ‘performance & capability’ part of it. L&Dneeds a clearer vision  Is there a big gap between the modern and tradtional approach in L&D teams? It’s big since they came from two different roots. Not everyone is talking about the same thing.  Why are we having a hard time developing L&D professionals? It’s because we build everything from scratch. We all start with a vision. It’s easy but complex at the same time.  What do you advise when you meet with the professionals? Work on real problems so people will engage.  “If we work with data, understand, and show how to address these real problems, then we understand the language of the business.”  Do you think the future leads to L&D moving into more operations or operations moving into more L&D? There will be advancement in HR management and analytics. We will align more with the operations if we create a new vision for L&D that focuses on the outcomes.  What advice can ou give for those who are starting out on a project? Gather and analyse data. Make sure you’ve understand fully before starting out any tasks. David wished he had learned technology even before.   BEST MOMENTS “if you don’t want to use it, then how do you expect users to use it?”  “I value conversations that are grounded in the practical realities of organisational life much more than I like isolated learning solutions.” “We should be focusing on the goal rather than the means.” “We don’t produce learning; the learning part is an internal process.” “There is need for REAL Learning & Development as far as I’m concerned. It needs a vision—a vision that’s better than now.” ABOUT THE GUEST Adam Harwood is Head of L&D with D&D London, having recently been both L&D Manager at Revolut and Digital Learning Partner at ASOS.   Adam is renowned for his views on digital and its potential to transform L&D and truly affect employee performance in service of organisational results.   In addition, Adam is active in the L&D community.  You can follow and connect with Adam via:  Twitter: https://twitter.com/adamharwood26  LinkedIn: https://www.linkedin.com/in/adamharwood1984/  ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.   As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.   CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/  LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/   Website: https://www.looop.co/   See omnystudio.com/listener for privacy information.

38mins

5 Aug 2019

Rank #13

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Performance Consulting With Nigel Harrison

Performance Consulting is recognised as a key skill-set for the modern L&D professional who wants to make a difference in their organisation. In this episode, Nigel Harrison helps us to understand what Performance Consulting is and how it’s helping L&D to align to its organisation to achieve more.  KEY TAKEAWAYS Performance Consulting is how you ask your client questions to uncover the apparent need. It doesn’t assume that learning and training are the best solutions. Deliberate beforehand if what L&D strategy is the way to go.  Some use L&D for work compliance, some use it for personal development, and some use it to improve the business performance. You need consulting when something’s bound to be crucial to the business goals. Great L&D can help you in cost reduction and in work efficiency.  There are great risks when we become lenient of people we take in our company. We want people who understand your business needs and can move with us forward.   Application > Theory. Your priority is to ready them in what they’ll be facing in work. Give it a second thought if an academic or educational appraoach is the correct one for them. You should be able to introduce them to the work culture, increase their productivity, and be knowledgeable with your obectives.  Why people have the hard time seeing that performance is greater than training courses? Some seniors are immovable in incorporating changes in the traditional apporach they’re used to—the mentality has to change. Some, though know of the recent developments in L&D, just don’t have the means to push through such changes.  BEST MOMENTS “A lot of learning and development are misaligned with the business.” “Our job is to help people do things better.” “We are so fixed in our training bubble and we don’t have the time to see what’s really going on.” ABOUT THE GUEST Nigel Harrison is recognised as an authority in Performance Consulting and has worked globally with clients to develop the skills for sustained business impact. He’s a Chartered Business Psychologist, Author of “How to be a True Business Partner by Performance Consulting” and founder of Performance Consulting UK Ltd.  You can find out more from Nigel via:  Website: https://performconsult.co.uk/ The Performance Consulting Process: http://performconsult.co.uk/wp-content/uploads/2016/11/new-web-site-7StepProcess.png ‘How To Be A True Business Partner’ Book: https://performconsult.co.uk/book-shop/ ABOUT THE HOST David James  David has been a People Development professional for over 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.   As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.   CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/  LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  Website: https://www.looop.co/  See omnystudio.com/listener for privacy information.

46mins

29 Oct 2019

Rank #14

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Making L&D Feel More Like Real Life With Gemma Critchley

Gemma Critchley is Head of Technology & Innovation for Learning at Aviva and her mission is to make work feel more like real life by focusing on creating effortless, useful, beautiful experiences that solve real business problems.  We discuss this in detail in relation to the actual work Gemma and her team do and the results they seek. KEY TAKEAWAYS One of the most important things in learning and development is to design things with and for people, really focussing on what they care about, what they’re struggling with, what their problems are, and design accordingly. Innovation can be a scary word. But by looking at what is taking place within organisations, and not keeping learning and development within a bubble, we can listen to the people who do the actual work, and develop in a positive way. The Five DI Methodology is about defining a problem before you start the work: Define, Discover, Design, Develop, Deploy, Iterate. There can be a mentality that when you create a learning project and put it out into the world, you’re done. But you should always look at the impact it’s having, measure it, and make it better. Technological innovations in L&D mean that instead of treating development as some kind of field trip, companies can treat it more as though it’s part of the workflow, meaning that it can be communicated and absorbed more efficiently. When people go through transitions within the context of an organisation, things become predictable, repeatable and then it’s all about the timeliness. If you can anticipate when people experience that then you can have that point on an automated workflow to surface the things that people require, and when. Gemma found something of a culture shock when she moved from marketing to L&D, in that marketing is very much data led. By tapping into the data being amassed about her customers, she was able to pinpoint the exact requirements and most effective methods of reaching them at all times. L&D’s data only seems to come after the fact, and so being able to pinpoint the development required is much more difficult. But the industry is getting there. Judge the success of any venture by measuring the difference in the business as a result of having implemented something new. BEST MOMENTS ‘We forget that there’s a human in Human Resources’ ‘Let’s not focus on what’s wrong, let’s focus on what could be better’ ‘Learning and development is about finding out what people are up against and then helping them’ ’That’s what learning is missing: that campaign mentality’ ‘We use data as the autopsy’ ‘You’ve got a North Star that you can work to. You need a guiding light' ABOUT THE GUEST Gemma Critchley has been leading teams to develop, manage and market digital products in learning, talent, social media and marketing for over 10 years. As Head of Technology & Innovation for Learning at Aviva, Gemma leads a team to deliver commercial outcomes through innovative approaches to learning, talent and organisational development, with a focus on the digital transformation. Using innovation, technology, storytelling and experience design her ultimate aim is to deliver real business results. You can follow and connect with Gemma via: Twitter: @GemStGem LinkedIn: https://www.linkedin.com/in/gemmacritchley/ LINKS The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 How People Learn by Nick Shackleton-Jones https://www.amazon.co.uk/How-People-Learn-Designing-Performance/dp/0749484705/ref=sr_1_1?crid=4QWWKQ5GU5HT&keywords=how+people+learn&qid=1565856607&s=books&sprefix=how+people+learn%2Caps%2C132&sr=1-1 ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/See omnystudio.com/listener for privacy information.

46mins

2 Sep 2019

Rank #15

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Experience Design With Danny Seals

Experience Design is a relatively new term in L&D and yet it has very quickly become an aspiration for forward-thinking functions around the world. Danny and David explore what Experience Design is, some great examples and how you can get started with it.  Creating experience and using practical applications rather than shoving theoretical practice is highlighted in this episode of The Learning and Development Podcast. The big gap after the onboarding process of new employees will be filled if we see things differently. Support, knowledge, and training shouldn’t just be given during the first months. We have to learn how to make this a long-term commitment to the people in the company.  KEY TAKEAWAYS Companies show their utmost support and value to new employees during the onboarding process. There’s 'excitement' and 'enticement'. They give them the full experience as they enter. But the problem is there’s a big gap that’s felt after individuals sign the contract. There’s no continuity of what they have established, which may help improve the individual’s experience and performance inside the company.   Face-to-face interaction does not outright mean experience design. For example, learning inside a classroom won’t assure that you master your leadership skills. You need to actually experience it –learn the ropes and practice it with team exercises.  Immersion is a good way to learn. When you experience it with your senses and feelings, it’s easier to be acquainted and remembered.  Danny’s advice: Put yourself into their experiences so you can shape theirs. Don’t just look at L&D. Look at other industries and get inspiration.  BEST MOMENTS “I don’t think learning experience is a thing. I think experience is a thing and learning is the byproduct of that experience.” “We know our memories our crap, but the emotions that we can attach to that are different.” “When we talk about the impact, we talk about the real reasons we do it. We don’t do it because it’s nice to have. We don’t give people a standardised what they shouldn’t do.” “Experiences don’t have to be grand.” “It’s all about leading so someone else follows.” ABOUT THE GUEST Danny is an Experience Design Architect and has been a leader in this field, at TalkTalk and GP Strategies amongst others, at the forefront of designing experiences that make a lasting difference.   As well this, Danny is the voice - and brains - behind Mindchimp, a pioneering  Learning & Development podcast series and thriving L&D community.  You can follow and contact Danny via:  Twitter: @TheDannySeals  LinkedIn: https://www.linkedin.com/in/dannyseals/  Website: https://mindchimp.co.uk/  ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.   As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.   CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/  See omnystudio.com/listener for privacy information.

42mins

15 Jul 2019

Rank #16

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Measuring The Impact Of L&D With Kevin M Yates

How do we know what we do works? Well, Kevin M Yates has made this his mission. In this episode we talk about how expectations of L&D have grown and how we need to adapt in order to demonstrate our impact.  KEY TAKEAWAYS At a senior level in Learning & Development there seems to be a paranoia/anxiety that training isn’t getting results or equating to any kind of business performance, capability or change. There’s been a transition in the expectation of what L&D is. Decades ago, expectations were very different. Right now, the expectation is that people will use their performance in a way that helps the business win. In the past, this focus on performance in that context was not resonant. Happy sheets, attendance, completion and satisfaction, the main parameters chosen to measure the success of training, don’t actually measure whether or not anything has been learned. Organisational goals are where L&D should begin, before looking at the gaps in performance and capability that are limiting people’s capacity for achieving those. Learning solutions and experiences need to hit three criteria for full-blown impact analysis: Whether or not the learning solution is strategically and intentionally aligned to a business goal. Whether or not the solution or experience has high visibility within the business. Whether or not it’s expensive Being curious and creating relationships are keystones to successful implementation of L&D, and the measurement of its success. BEST MOMENTS ‘We are expected now to impact people’s performance in a very measurable way’ ‘I believe that those metrics and measures tell a story’ ‘You’re always defining those things before you go and investigate’ ‘Be curious’ ‘I consider myself a curator of knowledge and information' ABOUT THE GUEST Kevin’s expertise is answering the question, “Did training work?”, with facts, evidence, and data. His work is global and multi-industry. He's a sought after subject matter expert and international speaker. You can follow and connect with Kevin via: Twitter: @KevinMYates - www.twitter.com/kevinmyates LinkedIn: https://www.linkedin.com/in/kevinmyates/ Facebook: https://www.facebook.com/kevmyates/ Instagram: https://www.instagram.com/kevmyates/ Website: https://kevinmyates.com/ ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

48mins

7 Oct 2019

Rank #17

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How Changes In Business Are Changing L&D With Mike Collins

Changes in the Retail landscape have meant that companies have had to adapt or collapse if they don’t meet the changing expectations of consumers. But a business can’t change if it’s people aren’t ready. In this episode, these changes are explored and Mike shares how River Island’s approach to L&D has had to adapt too.  KEY TAKEAWAYS Challenges Resale and in particular fashion is facing real challenges with competition and changes in the buying trends of consumers. As a business, we have to focus on serving our customers better.  In retail ,recruiting and having the right people with the right expertise is vital and there are challenges in attracting and keeping the right people.  Retail is still about how people feel - both the customer and the people within the business.  Our employees may not our customers but we need to take the mindset methodologies and the approaches we apply with customers and use them for the people who provide the service to the end-user.  Learning There are so many different ways we can support people in getting access to the information they need at the time they need it, feeling connected with the organisation and that they have meaningful work and are developing professionally.  People do want to learn but they will only learn when they have the autonomy to do so and can link it to developing their competence and expertise. This then, in turn, drives the motivation to go out and find learning for themselves.  If you can guide and support people towards confident and competent doing then you will have their attention.  When you create a program for everything you create rules and barriers for people wanting to engage and then what we offer as learning and development becomes a blocker to actual performance.  As L&D professionals we need to have a suite of tools and solutions that we can mix and match to suit the individual need and we need strong enough relationships with our colleagues to follow it through, understanding what the problem is and working collaboratively to solve it.  We should be able to attribute hard business metrics to the things we are doing and we can only do this if we have credible relationships with our colleagues and are trusted to work with them.  Data-driven learning There are lots of different ways of using data but it’s helped me to tell stories with credible points.  We need more people telling stories about how data is helping them.  Data is the foundation of digital from which the approaches and tech are built  If you can talk with authenticity and not talk about the tech, but talk about the value then you start to change hearts and minds and gain traction.  It’s about challenging yourself taking your opportunities learning from other people and don’t be afraid of taking a jump and being brave.  BEST MOMENTS ‘The bedroom is the new changing room’ ‘I wanted to feel that buzz and excitement about contributing to real business change’ ‘The way and means in which  learning and development serve an organisation would be better served in listening more’ VALUABLE RESOURCES The Learning & Development Podcast ABOUT THE GUEST Mike Collins Mike Collins is Senior People Experience Specialist at River Island and podcast host on The Lancashire HotPod. Previously, working for RBS for 10 years winning numerous awards for the work he had been involved in. Mike has also worked for CIPD training provider DPG plc, specialising in social & collaborative working and developing L&D qualifications.  GUEST CONTACT METHOD You can follow and connect with Mike via:  Twitter: @Community_Mike  LinkedIn: https://www.linkedin.com/in/communitymike/ Instagram: layzmc   Podcast: https://www.thelancashirehotpod.com/ ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.  CONTACT METHOD Twitter:  https://twitter.com/davidinlearning?lang=en LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

44mins

21 Oct 2019

Rank #18

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Data & Evidence-Based Practice With Laura Overton

“Data is the new black” according to Laura Overton. So how do we differentiate the fad from the facts? Laura has a unique perspective on L&D, which is as broad as it is deep. In this episode of The Learning & Development Podcast, we explore the applications of data and evidence-based practice in L&D, what these are and why we all need to pay attention.  KEY TAKEAWAYS What’s different now? Unlike in the previous years where we have just started modernising some practices, the main focus lately has been on how companies can keep up with the rapidly-changing technologies present. A business must sought to study and analyse if a new technological solution might increase their business value.  What do ‘evidence’ and ‘data’ mean in L&D? Data is just a plain input (a numerical figure, a fact, etc.), but proper handling of it will greatly improve efficiency. It’s easier to gather and analyse data when we have the evidence, which involves the opinions, the observations, and the hypotheses.  Data analytics, Machine Learning (ML), and Artificial Intelligence (AI) are just a few of the buzzwords we hear recently if we ask about emerging technologies. But remember to remain cautious and inquisitive of the systems you wish to adapt in your company. Being trendy does not equate to being the best.  According to Rob Briner’s The Role of Scientific in Evidence-Based HR, we can base our evidences on four different sources: scientific research findings, organizational data, professional experience and judgment, and stakeholder’s values and concerns. These can help answer questions you have in the business.  Dealing with organisational changes can be very difficult. But, the use of the available data can help ease the transitions happening without disrupting the work culture and work environment.  Some stakeholders would immediately suggest some solutions without even knowing the entirety of a certain situation. As an HR practitioner, it’s your job to present the actual data and the possible solutions based on it and some evidences.  What can L&D learn from marketing? Marketing is capable of gathering huge amounts of information, from the tidbits to the most critical ones. One of the known marketing experiments is A/B testing, which tests variations of a campaign so a company can know what’s best to use. The same experimentation can be adapted when choosing the best HR practices.  For Laura, the secret ingredient in the engagement between data and evidence are the questions you have in the current situation that you’re willing to challenge. They’ll help you gain the information you need to arrive at the best HR practices.  BEST MOMENTS “The market dictates strongly where the practitioners should be going rather than it being an equal relationship which increases the amibiguity, as well as anxiety in the profession.” “Data on its own is potentionally dangerous.” “It’s about the questions we ask.” “It’s not taking one set of data, but it’s looking at range of data.” “Data can really shift conversations.” VALUABLE RESOURCES Sentiment Analysis | https://monkeylearn.com/sentiment-analysis/ The Role of Scientific Findings in Evidence-Based HR | https://www.cebma.org/wp-content/uploads/Briner-Barends-The-Role-of-Scientific-Findings-in-Evidence-Based-HR.pdf Center for Evidence-Based Management (CEBMa) - https://www.cebma.org How to Start Thinking Like a Data Scientist | Harvard Business Review | https://hbr.org/2013/11/how-to-start-thinking-like-a-data-scientist The Learning & Development Podcast: Agile L&D | Apple | Spotify | Omny ABOUT THE GUEST Laura Overton is an award winning learning analyst dedicated to uncovering and sharing effective practices in learning innovation that lead to business value. Her work is based on 30 years of practical experience and a commitment to supporting evidence based learning decisions and has shared her ideas as author of over 40 reports and hundreds of articles over that time. As the founder of Towards Maturity, she is also known for leading the first 15 years of a longitudinal study programme (2004 – February 2019) respected for uncovering and share learning strategies that lead to business success.  You can follow and connect with Laura via:  LinkedIn: https://www.linkedin.com/in/lauraoverton/ Twitter: @lauraoverton  ABOUT THE HOST David James  David has been a People Development professional for over 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.   As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.   CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/  LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/   Website: https://www.looop.co/  See omnystudio.com/listener for privacy information.

44mins

23 Sep 2019

Rank #19

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Influencing ‘The Business’ With Christopher Lind

Christopher Lind is Head of Global Digital Learning at GE Healthcare and a seasoned L&D executive.  In this episode he talks about how speaking the language of business, rather than the language of L&D, has helped him influence his stakeholders, transform his function and do more with digital. KEY TAKEAWAYS One of the biggest differentiators in Christopher’s success is the ability to speak the language of business, as well as the language of L&D. In L&D there’s a tendency to be caught up in your own space; the way thinking is done, even down to the phrases used. But to business leaders, lots of what they hear doesn’t make sense. It’s fine to be passionate about L&D, but we need to communicate that passion, along with ideas and input, by using laguage that everyone understands, otherwise it seems like a closed community. We can either take what business leaders say and start talking about learning needs and solutions, or stay with their map and talk about the business. A better place to start is not to enquire about the state of the people, who are of course important, but to enquire about the state of the business itself. L&D people need to have a genuine curiosity about the business when you ask the questions, which will allow an authentic response. Remember also that you’re going to get knocked down. Get back in there and keep trying. There’s a misconception that Learning And Development should mimic the school scenario, but it’s up to us to bust that preconception. It should not take the form of “learn before work”. Technology is allowing entirely new ways of learning, including livestream tutoring and networking that can allow people to learn on the job with the help of a connected mentor. BEST MOMENTS ‘We talk about things that make sense to L&D practitioners, but to business leaders it’s just Greek’ ’The first conversation we have with stakeholders, there’s a fork in the road’ ’Speaking the language of business requires us to refocus the conversation’ ‘You’re gonna get knocked down, and that’s okay’ ’Technology is changing things at a pace that is out of this world’ ‘Instead of being a content department, we can be an experience department' ABOUT THE GUEST Christopher is a bold, digital-first learning and talent development leader that’s always been directly embedded in the businesses he serves. As a result, he’s spent his entire career reimagining the landscape of learning and talent development while going head-to-head with business operation leaders and being directly accountable for the outcomes. You can follow and connect with Christopher via LinkedIn: https://www.linkedin.com/in/christopherlind/ LINKS The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/ See omnystudio.com/listener for privacy information.

39mins

9 Sep 2019

Rank #20