http://odofwny.wordpress.com/ As workplace learning, development, and performance leaders invest in informal and on demand learning resources such as eLearning and social networking, how do we know that participants have learned the content? How do we know if they are using their new knowledge, skills, abilities, and behaviors (KSABs) on the job? How do we find out if participants are making a positive impact on the business as a result of what they learned? We’ll explore those questions and propose a new tool as a possible way to address the challenges to Kirkpatrick’s Evaluation Levels #3 and #4.

1. 2/13/2013
OBJECTIVES
INFORMAL
LEARNING Describe the impact of the global economy and
labor market on the talent development operating
environment.
Name, describe, and give examples of informal
HOW TO ENSURE on-demand, and social network learning.
Recall Kirkpatrick’s four levels of training
ACCOUNTABILITY evaluation.
Describe what a portfolio is, and how it can be
AND BUSINESS IMPACT used to drive levels 3 and 4 evaluation.
2
WHY? AGENDA
Be in-the-know about informal, on-demand, The New Reality
eLearning, and social networking learning. New Ways to Access Content
Re-think how you are assessing value of learning New Tool to Drive Levels 3 and 4
activities and programs. Case Study: New Era Management Development
Be in-the-know about a new tool to document Program
value and return on investment. Next Steps
3 4
1

2. 2/13/2013
THE NEW Over the Rainbow
REALITY
The Old Corporate The New Career
Ladder Lattice
2

3. 2/13/2013
Preparation Meets Opportunity
NEW WAYS TO
ACCESS
CONTENT
FORMAL VS. INFORMAL
LEARNING
FORMAL INFORMAL
• Planned • Unplanned
• Structured • Loosely Structured
• Led by Subject Matter Experts • Many sources of expertise
• Scheduled Time • Planned or unplanned
12
3

4. 2/13/2013
TYPES OF INFORMAL INFORMAL LEARNING OPPORTUNITIES
LEARNING
Job Shadowing
Stretch Assignments
Coaching
Informational Interviews
On-Demand Learning
E-Learning
Social Networking Learning
13
KIRKPATRICK’S 4 LEVELS KIRKPATRICK’S 4 LEVELS
Results
Transfer
Learning
Reactions
15 16
4

5. 2/13/2013
ACTIVITY: ACTIVITY:
KIRKPATRICK LEVELS 1 & 2 KIRKPATRICK LEVELS 3 & 4
What are ways to gather reactions from What are some ways which you can drive levels 3
employees & see if they’ve learned the and 4 within Kirkpatrick’s model?
information?
17 18
NEW TOOL TO
Using DRIVE LEVELS
Expectations
and Intention
3 AND 4
to Drive
Transfer and
Impact
5

6. 2/13/2013
WHAT IS A PORTFOLIO? KEY PARTS OF A PORTFOLIO
A portfolio is a physical or electronic archive of Professional Profile
evidence that documents and describes
professional accomplishments, growth, and Credentials
development
Leadership Highlights
Performance Reviews
21 22
KEY PARTS OF A PORTFOLIO KEY PARTS OF A PORTFOLIO
Development Plans Reflections
Professional Development Action Plan Publications, Presentations & Projects
Assessments Achievements and Awards
23 24
6

7. 2/13/2013
VALUE OF A PORTFOLIO
CASE STUDY:
How do you view this as valuable to an individual
or an organization?
NEW ERA
MANAGEMENT
DEVELOPMENT
PROGRAM
25
NEW ERA MANAGEMENT PORTFOLIO TOOL
DEVELOPMENT PROGRAMS
Manager Program
Project Manager Program
28
7

8. 2/13/2013
ACTIVITY
NEXT STEPS
Reflect on whether or not portfolios would be
appropriate for your organization, and brainstorm
ways in which you believe you would be able to
use it
30
8