Implementation of a learning management system

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Implementation of a learning management system

In the early 1990’s XYZ mining company revolutionised their approach to learning. Existing learning programs were examined and costed, many millions were being spent and it became obvious much of this money was wasted.

2 An exhaustive learning needs analysis was carried out. This worked formed the basis for the introduction of competency-based learning in the Australian mining industry.

3 Doctor Stephen Billett of Griffith University was engaged to research preferred and effective modes of delivering learning. Not surprisingly learning by doing coached by a content expert was favoured. A lot of people saw classroom learning as largely a waste of time. Carrying out authentic tasks in the workplace was seen as important.

4 External trainers and internal trainers, of which I was one, had to attend a week course with a unit that specialised in advanced learning techniques from the Qld. Department of Education. This emphasised interactive techniques and Action and Experiential learning.

5 Consultants were engaged to prepare self-paced, competency-based modules in many areas. The modules were given to learners and they were assigned a content expert to refer to as needed. Some modules articulated to a National certificate IV . My role was to do the T.N.A., write modules, liaise with the consultants writing the modules, assess learners, coach learners and where necessary facilitate the modules.

6 A system was introduced whereby the supervisor had to engage with the learners to develop an action plan to implement the lessons learnt from a learning experience.

7 A matrix of mandatory and recommended learning for all levels of employees was developed.

8 The performance appraisal process put a high emphasis on learning with the result that individual learning plans were developed for all employees.

9 The organisation truly became a “Learning organisation” and a high value was put on learning.

10 A communications plan was developed to communicate learning processes to employees. Various available media were used to communicate learning change.

11 Development of the learning materials involved many project teams and a philosophy that “When initiating change, People support what they create” was used.

12 Assessors of the self-paced learning modules completed learning and set about assessing learners

13 It was summed up for me when I was sitting in a mine manager’s office that overlooked the coal stockpile and the mine manager said” There was a time when I had evidence the bulldozer operators did not always know what they are doing and the machines were not always well maintained, since this new training I no longer have these concerns”

The precursors to success were the very thorough learning needs analysis and the establishment of the preferred and most effective means of learning.

George Robotham

George Robotham

George was a Legend in the Safety World who passed away in Sept 2013 but left us with a great legacy
George Robotham
I have worked in OHS for most of my working life, many years in the mining industry including over 10 years in a corporate OHS role with BHP. Since leaving the mining industry I have worked in a variety of safety roles with a variety of employers, large & small, in a variety of industries. I was associated with my first workplace fatality at age 21, the girl involved was young, intelligent, vivacious and friendly. Such a waste! I was the first on the scene and tried to comfort her and tend to her injuries. She said to me “George, please do not let me die” We put her on the aerial ambulance to Rockhampton base hospital where she died the next day. I do not mind telling you that knocked me around for awhile. Since then I have helped my employers cope with the aftermath of 12 fatalities and 2 other life-altering events. The section "Why do Occupational Health & Safety" provides further detail but in summary, poor safety is simply very expensive and also has a massive humanitarian cost. My qualifications include a certificate I.V. in Workplace Training and Assessment, a Diploma in Frontline Management, a Diploma in Training & Assessment Systems, a Bachelor of Education (Adult & Workplace Education) , a Grad. Cert. in Management of Organisational Change and a Graduate Diploma in Occupational Hazard Management. I am currently studying towards a Masters in Business Leadership. Up until recently I had been a Chartered Fellow of the Safety Institute of Australia for 10 years and a member for about 30 years. My interest is in non-traditional methods of driving organisational change in OHS and I have what I believe is a healthy dis-respect for many common approaches to OHS Management and OHS Training. I hold what I believe is a well-founded perception that many of the things safety people and management do in safety are “displacement activities” (Displacement activities are things we do, things we put a lot of energy into, but which when we examine them closely there is no valid reason for doing them). My managerial and leadership roles in OHS have exposed me to a range of management techniques that are relevant to Business Improvement. In particular I am a strong supporter of continuous improvement and quality management approaches to business. I believe leadership is the often forgotten key to excellence in most aspects of life. I hold the Australian Defence Medal and am a J.P.(Qualified). I have many fond memories of my time playing Rugby Union when I was a young bloke.

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