ASTD 2005 Debriefing 오헌석 ( 서울대교육학과 ) ( 일 )

ASTD President Speech Tony Bingham ( 일 ) 09:

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Relevance Increase relevance or decrease cost!!!

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Relevance Senior leadership, what are they thinking? 경기가 좋으나 나쁘나 Best talent 현재의 상황 : Skill Gap 증가 Learning plays a key role to fill skill gap. Link learning to strategy and become a center of strategy. Develop people capability Find the best people to develop other people

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Relevance Mission of workplace Learning & Performance Profession Become a Biz Partner Develop Job Competence Work with senior leadership to create a leadership development plan Speak with the language of finance Answer the harsh question

ASTD 2005 Keynote Speech by Bob Knowling ( 일 ) 09:

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh About Bob Knowling 13 명의 자녀를 둔 가난한 흑인가정에서 자람 Leadership development through Leadership 로 Academy at Ameritech & US West 로 명성 얻음 NY Leadership Academy CEO 직 수락 이유 돈을 보고 한 것이 아니라 뉴욕에는 나와 같은 피 부색의 아이들이 학교에서 실패함. 세상에서 가장 중요한 일이라고 생각함. 자신의 선택과 노력에 대해 엄마가 잘했다고 칭찬 했다는 이야기를 통해 ASTD 청중의 기립 박수받음

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh What he did at Ameritech & US West US WEST 최악의 경영상황에 놓인 미국 통신회사 Ameritech 와 동일방법 사용 조직 혁신 모든 사람의 역량을 향상시키는 것 어려움. 새로운 인재를 영입해 변화에 저항하는 세력과 투쟁하도록 조치

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh What he did at Ameritech & US West Ameritech 회사가 잘 나갈 때 개혁이 가장 어려움 6 년 연속 최고 수익 기록하고 있었음 62 세의 CEO 은퇴 생각하고 있었고 갈수록 경쟁적 시장 환경과 미래에 대비가 않되 있다고 판단 회사의 역량 재구조화 중간 관리자를 리더로 육성하는 데 총력 100 년 역사의 중층 관료체제를 고객에 집중하 는 flat, slim 조직화

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Transformational Leadership 뉴욕시 공립학교의 현황 1200 명의 교장중 600 명 5 년이내 은퇴 공립학교 학생중 50% 가 중도탈락 공립학교 학생중 70% 가 읽기, 수학 기본수준 미달 전임 시장 ( 귤리아니는 범죄와의 전쟁 ) 들 알고도 피한 어느 누구도 성공 장담 못하는 가장 골치아픈 문제 뉴욕시장 M. Bloomberg 의 결단 “ 가장 어려운 일의 성공 여부로 나를 평가하라 ” J. Klein 을 Chancellor 로 임명 : 교육문외한

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Transformational Leadership 개혁방법 학교의 CEO 인 교장을 Change Agent 로 변신 학교체제는 Fortune 500 대 기업 만큼 규모큼 NY Leadership Academy 설립 Not-for-profit organization 으로 기업체의 기 부받아 설립 J.Welch, N.Tichy, R. Parsons 등 거물급 참여

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Transformational Leadership 개혁방법 Leadership development 에 초점 Technical training 이나 교육학적 접근 성과 없었음 학교현장의 문제해결을 통해 리더십 향상 Action Learning 활용 Benchmarking, Benchmarking, Benchmarking I have never had an original idea in my life. If you got the best, I’ll use it.

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Transformational Leadership Act I: Waking the organization up to the need for change Trigger events  Felt Needs Boiled Frog Syndrome Walmart US West Communications Act II: Action Learning

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Transformational Leadership Act III: Creative destruction Reweaving the social fabric Role of Leadership Lead the change process 위임불가 To be the best cheerleader in the world Develop other’s capability

Demonstrating Training Value: Alingning Kirkpatrick’s Four Levels with Balanced Score Card Su ( 일 ) 2:15-3:30 Jim Kirkpatrick, PhD. Corporate University Enterprise, Inc.

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Definition Acanthostega A Devonian-era animal that skulked along swamps on four legs. The missing link between fish and (four legged) tetrapods

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh The Missing Link(s) Fish – Acanthostega – 4 legged animals Training – Evaluation – Strategy Execution (level 4) What is significant about 1952?

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Key Question What is the missing link between training and successful implementation of strategy?

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Evaluation should be considered in the design process Design Evaluate Biz impact? Perf. Improvement? Knowledge or skills? Satisfaction? Intervention Launch Reaction Learning Behavior Results

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Evaluation Reaction Learning Behavior What When How Now What? Make strategic decision based on data

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh The Foundation Strategy determines evaluation. Evaluation executes strategy.

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Definition Thixotropic: becoming fluid when shaken or stirred and returning to a gel-like state when allowed to stand.

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Demonstrating value Evidence Proof

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh What is a Balanced Scorecard Communication and Management System (not measurement tool) Strategic implementation is key Visual representation Leveraging intangibles to tangible results Balance of categories, drivers, and outcomes, long- and short term measures

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh The Four BSC Categories Financial/Production Customer Internal System Learning and Growth

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh The Four BSC Categories Financial/Production What bottom line results do we need to obtain in order to please our shakeholders? Customer What do we want our customers to do and say? Behavior Surveys

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh The Four BSC Categories Internal Systems What do we need to excel at in order to deliver quality products and services to our customers Behaviors Quality Measures Learning and Growth What do we need to build foundationally to ensure success? Strategic Information Strategic Competence Strategic Technology Climate for Action

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Building a BSC Strategic theme Improve associate retention Strategic objective Increase satisfaction Increase recognition Increase engagement Strategic Measures Associate satisfaction #of recognition notes % leaders trained Turnover ratios

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Example: Capital One University Financial/Production Customer Internal System Learning and Growth Establish and Sustain Operational Excellence Create a Meaningful associate experience Meet specific Learning Needs Build Organizational Capability Original BSC Capital One University Case

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Lesson Learned Don’t wait until perfect. Have clear objectives  Create Measures Automate wherever possible Use both qualitative & quantitative data

Performance architecture: Diagnosing and Designing Performance Systems Su ( 일 ) 11:00-12:15 Dr. Roger Addison, CPT Senior Director HPT International Society for Performance Improvement

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Human Performance Technology TechnologyFocus HRDIndividual Six SigmaOperational Process ODOrganization HPT is an overarching Performance Improvement Integrator

Copyright © 2005 ASTD Hunseok Oh Copyright © 2005 ASTD Hunseok Oh Improving Performance: 3 Factors Culture Competence Confidence

END OF 1 st Debriefing “ 오늘 하루종일 학습하시느라 수고 많으셨어염, 이제 들어가셔서 푸욱 주무세여 ~ ㅋㅋ END OF 1 st Debriefing “ 오늘 하루종일 학습하시느라 수고 많으셨어염, 이제 들어가셔서 푸욱 주무세여 ~ ㅋㅋ Thank You for Your Participation !!