The Economist dedicated a January 2017 issue to Lifelong Learning, bringing to fore the need for everyone to be Lifelong Learners due to rapid changes in jobs and the skills required for them. Lifelong Learning is here to stay. While individuals need to take responsibility to keep their capabilities up to date, organisations can support them by helping them create a mindset and skills for Lifelong Learning. L&D can be the architects by providing support and tools while being the advocate for Lifelong Learning. In this webinar, we discuss if L&D currently advocates or has the mandate to support Lifelong Learning and how best they can achieve this.

1. Thurs, 25th May 2017, 12-1 PM, Sydney
Ways to participate:
• Q&A Box - comment, whinge & opinions
• Twitter Backchannel - @lrncafe #LifelongLearning
Should L&D/HR be Architects
of Lifelong Learning in the
Workforce?
Knowledge
Sharing
Better Practices
Experienced
Panel

2. Introductions AIRAH
ANZ
ANZ Bank
Austrade
Australian government
Australian Red Cross Blood
Service
BAE Systems Pty Ltd
CareerTrackers
CBA
CBH Group
Churches of Christ
CIO
Commonwealth Bank of Australia
Degreed
Deloitte
Equifax
FlexiGroup
Fuel50
Generation Knowledge
Consulting
HBP
IMC
Insurance Australia Group
Latitude Financial Services
Macquarie
NSW Department of Education
Oliver Wyman
People Capability Manager
Pernod Ricard Winemakers
Sydney Water
Telstra
Unilever
Westpac
WVI
Yarno
Registrations60+
Tony Gleeson
CEO & Company Secretary
AIRAH
35+ Organisations
2
Jeevan Joshi
Producer & Founder
LearningCafe & CapabilityCafé
Rhonda Brighton-Hall
Founder and CEO
mwah.live / Director AHRI
Kristin Boag
HR Manager, Performance &
Capability Development
Australian Trade and Investment
Commission

3. Thought
Leadership
Webinar
Discussions
UnConference
Blog
Magazine
Coffee
Catch Ups
Capability
Building
Workshops Community of
Professionals
with a focus on
implementing ideas
Building
Capability
4

4. 4

5. Culture
Leadership
Tools
Frameworks
Business
Results
Competencies
Learning
CAPABILITY MANAGEMENT Ver 0.8

6. 6

7. 7

8. 8

9. 9

10. 10
How important is being a
lifelong learner for
individuals? Who is
responsible for it?
What role is L&D playing
in Lifelong Learning?
How the current L&D
offerings can be
hopefully tweaked for
Lifelong Learning?
Do our organizations
support Lifelong Learning?
Is there a mandate? Is
there a budget?

11. Tony Gleeson
Chief Executive Officer & Company Secretary
at AIRAH
11

12. Why Is Life Long Learning Important?
•Slam Dunk – Isn’t it?
•What is the value of a degree?
•PWC, IBM, Google etc.
•Richard Branson, Bill Gates and Mark Zuckerberg
•Learning itself is a skill
•Skills that require the desire and curiosity to learn
•Employers don’t or won’t pay!
•Skill base is changing rapidly.
"The classic model
of education—a
burst at the start
and top-ups
through company
training—is
breaking down". -
Economist

13. People are working for longer
13
Employment for those
aged 55 to 64 years
recorded the largest
growth of any age group,
increasing by 80.4 per
cent) over the ten years.
The second largest
increase was recorded
for those aged 45 to 54,
up by 442 500 (or up by
22.0 per cent)
Workforce Ageing Report http://lmip.gov.au/default.aspx?LMIP/GainInsights/SpecialTopicReports

14. A Changing Dynamic
Demand is now for Hybrid Jobs
Flexibility is the key !
Rise of the MOOCs,
- Coursera, Udacity etc

15. By Definition
Lifelong learning is the "ongoing, voluntary, and
self-motivated" pursuit of knowledge for either
personal or professional reasons.
Therefore, it not only enhances social inclusion,
active citizenship, and personal development, but
also self-sustainability, as well as
competitiveness and employability.
Main Traits: Curiosity and Interest

16. Kristin Boag
HR Manager, Performance & Capability Development
at Australian Trade and Investment Commission
16

17. Austrade
Case Study

18. An Introduction to Austrade

19. Austrade’s International Network

20. The Austrade Institute

21. Learning Communities

23. Austrade’s Learning Culture
•Creating a culture of curiosity— When people are curious,
they seek out knowledge. They become engaged, active learners.
•Curating the best material— There’s already so much good
material online. Leverage it and find the best to share with your teams.
•Sparking conversations— Find material, or create new
questions / ideas for your organization that spark people to have more
conversations about new ways of doing things.
•Connecting people, resources, tools

24. Life-long learning
‘Live as if you were to die tomorrow.
Learn as if you were to live forever.’
Mahatma Gandhi

25. Rhonda Brighton-Hall
Founder and CEO mwah.live /
Director AHRI
25

26. Why organisations should invest in making employees
lifelong learners.
i.e. what is in it for them?
Is Life Long Learning Important?

27. Why?
1. People grow, business grows
constantly + organically
2. Context of control and power has gone
or should be gone
3. And, most importantly, because businesses are part of society,
not just the recipients of the resources. Building resources (economic
and social) is an important role.

28. From a crazy misconception

29. To reality
Helping build a society,
you can do business in.

30. How?
It doesn’t have to start with learning…
It might better start with
•Performance
•Development
•Work Design
•Understanding collective versus individual dynamics of why teams and
businesses work well – for the business and for people
•Rethinking HR and L&D – shifting capability and work
•Rethinking Employment – and who owns human capital

31. JEEVAN JOSHI
Producer at LearningCafe & CapabilityCafe
31

32. Business Case
32
Workforce that is nimble
and flexible learners
Workforce that more
reason to be engaged
Corporate Social
Responsibility

33. Employment compact is becoming more
transactional (mercenary ?)
33

34. Increasing choices for work relationships
34

35. 35 https://2020workforce.com/tag/flexible-work/

36. 36 https://2020workforce.com/tag/flexible-work/
“Helping the
workforce become
lifelong learners is
good for the
organisational soul &
the bottom-line”
LearningCafe

37. Going About It
# 1 Build a case for Altruistic Learning
37
Altruistic Learning Value Added Learning
Junk Learning Forced Learning
Personal
Relevance
Low
Low
High
High
Business
Relevance
Compliance Learning
Inappropriate
Learning
e.g. Agile training for
casual sales force
paid commission
Hobbies
Useful learning
that is not
relevant to job
role
Business Acumen
Basic of Finance
Time Management
Save money
here
Get
Funding

38. Going About It
#2 Extend your Learning Infrastructure
38
Class
Room
Training
Online
Courses
Library
Funding
Further
Education
Anyone from
workforce can
attend existing
classes
Organise classes
Invite family
members to
undertake classes
in the workplace
Make content
library available to
everyone
Make online
courses available
Invite family
members to
undertake classes
in the workplace
Lifelong skills i.e.
financial / retirement
skills
Existing Learning Extended Access
Increase funding
Reduce
expectations of
return
$$
Coaching
Make coaching
available for more
in the workforce
$$$
$
$$ $$$
$$

39. Going About It
#3 Be Smart and Leverage

40. LET US TALK TO THE PANEL AND
YOU
40

41. www.learningcafe.com.au
lrncafe
http://bit.ly/lcafefb
blogs
learning conversations
free resources
workshops
UnConference 2016
Sydney Melbourne
Webinar recording, ebooks, L&D frameworks
Building Effective Employee Social Networks
41
Ideas@work Collaborations

42. Next Steps
Join Special
Interest
Community
Attend Workshops
Attend
UnConference
Melbourne
Brisbane
LearningCafe
LinkedIn Subgroup
Register interest
www.learningcafe.com.au
Register interest
www.learningcafe.com.au
Or send us an email - enquiry@learningcafe.com.au
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