1.0 Introduction
This essay evaluates the existing learning approach at Philips and critically analyzes the weakness as growth points and on strengths for further improvement; since learning is a continuous process. (Megginson and Whitaker, 2011)
Developing people is a core company value at Philips, believing that learning assists employees in developing their key capabilities to meet the critical demands and challenges of the business.
2.0 3-step approach to learning
Philips has a systematic approach to learning and development, where the employee takes ownership. They first identify and analyze; then plan, implement and evaluate after having a one-on-one feedback session with their line manager, as shown in figure 1 (Sadler-Smith, 2006).
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The first step is ‘Reflect’, which basically indicates that Philips believe that learning is a continuous process and needs to be reflected upon and reviewed once in a set period of time, in this case, a year. These reflections are recorded to review the year after.
Philips incorporates the Situation – Behavior – Impact (SBI) Feedback tool (Developed by ‘The Center for Creative Leadership’); ensuring feedback is focused by relating it to a specific situation, addressing behaviors that were demonstrated and the impact these had.
Once the actions and objectives have been recorded by the employee, they ‘Connect’ with their manager to review their plans. This is where the employee receives and gives feedback on his/her learning and development process. The third step is to execute the plan. The actions are defined in a SMART way according to the 70:20:10 model.
Philips uses ‘Workday’, an on demand cloud based financial management and human capital management software, for a better and more dynamic and efficient admiration of HR activities.
3.0 Analyzing our learning
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The end-of-year session bases the discussion mainly on their performance, whereas the mid-year one encourage employees to take ownership of their development and plan actions based on 70:20:10 through their Individual Development Plans.
• 70% of learning is carried out on the job
• 20% through coaching and mentoring (‘through others’)
• 10% through formal learning methods (classroom and e-learning)
The 70/20/10 Model for Learning and Development extends learning beyond the classroom and course paradigm and utilizes workplace and social learning. (Lombardo, 1996). However it can be argued that this almost 20-year old model does not keep up with the fast-growing market, where informal leaning through online and mobile learning has become more viable. “Informal learning is generally more effective, less expensive and better received than its formal counterpart”. (Cross, 2011) Strengths of 70:20:10:
• High-performance culture; with improved individual and team performance, employee engagement and a culture of continuous
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