1.
How learning analytics can create better interventions
Learning Analytics uses data about employees and their learning
activities to help organizations understand and improve their processes, and
provide better support to learners. In this article we look at how learning
analytics can help in creating better interventions.
As an HR professional, do you feel perplexed about how to
utilize the huge amount of data?
Do you feel the need to create more effective learning
interventions for your employees?
Do you wish to see your learning and development programs
yielding higher return?
Research
suggests that any intervention which is backed by solid analyses can lead to
better outcomes – for instance, data driven companies are more productive and
profitable than their competitors1. So let’s see some of the ways to leverage
learning analytics to create better interventions:
1.
Making
more accurate predictions:
2.
Improving
on-going programs for the future:
3.
Paving
way for personalized experience:
Every
organization has specific needs and it is important to assess culture and
readiness before deploying any learning analytics practices. It is also
important that an organization prepare with the requisite policies, procedures,
and skills needed to use predictive learning analytics tools to create the most
relevant and enriching interventions for their audiences.
2.
"I am the
victim of the Queen Bee Syndrome"
With the
organizations leadership becoming more androgynous, I think that as leaders, it
is important to understand the fact that a leader grows when his/her people
grow - together!
I have
been the victim of the Queen Bee Syndrome. Throughout my career, I have had
female bosses. (I mean I can literally count on my fingertips!). Maybe because
I have been in the publishing industry all throughout and by the sheer fact
that this industry is dominated by women (well…almost!)
Nonetheless, coming to the
point, I have had the best times and have faced the worst times with female
bosses (and all ended with the worst).
From being understanding of my roles of being a daughter, then
eventually a daughter-in-law, wife and later a mom, I have majorly had women
bosses who have totally been oblivious to me even as a human being, let alone a
woman with needs….many needs. From making me quit because I was going to be a
mother (and rendered unfit to take on more responsibilities) to creating a
hostile environment (gossip and what not), I have come to believe that having
female bosses can be nerve-wrecking.
In retrospect, after almost ten years in the industry, I have
realized that the dynamics are different when you have female bosses. And the
term for this dynamics is the “Queen Bee Syndrome”. Defined by G.L. Staines,
T.E. Jayaratne, and C. Tavris in 1973, “it describes a woman in a position of
authority who views or treats subordinates more critically if they are female.”
While researching on why female bosses can be ‘sciatica’, I
stumbled on this: “Far from nurturing the growth of younger female talent, they
push aside possible competitors by chipping away at their self-confidence or
undermining their professional standing. It is a trend thick with irony: The
very women who have complained for decades about unequal treatment now
perpetuate many of the same problems by turning on their own. A 2011 survey of
1,000 working women by the American Management Association found that 95% of
them believed they were undermined by another woman at some point in their
careers.”1
I am not implying this kind of a feeling an attack to my
feminist sisters, but Gallup data2 (although
specific to America) does show that more people preferred a male boss. I can
certainly understand why the United States don’t want to have a woman
President. However on a serious note, I wonder if men have to say something
similar about having women bosses.
3.
9 success
indicators of a learning organization
In an increasingly digital world,
success lies in evidence-based decision making. Here are some indicators that
simplify the best practices of leading learning organizations.
For a number of years,
organizations used talent and learning frameworks such as the Skillsoftt
Learning Growth Model to understand and evaluate their learning strategies. In
the age of digital transformation, these measures have increased in scope and
the tools to measure success have become manifold. Organizations today are
increasingly turning to the idea of the self-developing organization, which
puts the individual’s ability and initiative at the center of their learning
agendas.
In this article, we take a look at some of the success
indicators from some of the best organizations in the world. In each of these
indicators are principles that align with organizational goals, which focus not
only on the learning function but also relevant business outcomes.
1. Focus on
culture:
2. Integrated
HR strategy
3. Catalyze
employee ownership
4. Study
consumer experiences
5. Build smart
technology systems
6. Focus on
elective participation rate:
7. Understand
governance frameworks
8. Provide
adequate funding:
Measure
the impact of learning and talent programs
No comments:
Post a Comment