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Turning Talent into Experts - PhD Research project -

Turning Talent into Experts - PhD Research project -. Janine van der Rijt MSc Management of Learning – Day April 11, 2011. Focus on Learning. Learning as a “continuous process that takes place in our daily lives”. What is the secret of their success?.

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Turning Talent into Experts - PhD Research project -

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  1. Turning Talent into Experts - PhD Research project - Janine van der Rijt MSc Management of Learning – Day April 11, 2011

  2. Focus on Learning Learning as a “continuous process that takes place in our daily lives”

  3. What is the secret of their success? “If great performance were easy, it wouldn’t be rare” Some professionals manage to continue to develop and reach outstanding levels of performance. What makes it possible that they continue to develop and are able to accomplish more than others?

  4. Focus on learning “The most important learning occurs on the job”

  5. Informal Feedback • More responsibility for own personal growth and development “In the absence of adequate feedback, efficient learning is impossible and improvement only minimal even for highly motivated subjects” “You have to seek out situations where you get feedback. It’s a myth that you get better when you just do the things you enjoy” “Feedback is one of the most powerful influences on learning and achievement..”

  6. Feedback seeking Dynamic view of actively seeking feedback in everyday work lives Feedback-seeking behavior is a means to develop “know how”, to improve human performance and to take initiative to further career development

  7. Feedback “Accept that criticism will hurt your feelings.[…] The goal of learning to hear feedback is to move away from the emotional response and into an intellectual one. Time will cure any hurt to our feelings, but it won't cure our failings.”(Hendrie Weisinger, The Critical Edge)

  8. What drives informal feedback processes? • Do informal feedback processes lead to increased career development and performance? • How to develop it in organizations?

  9. Individual characteristics • Personality • Goal orientation • Grit: Perseverance & Passion

  10. Work environment

  11. Culture in organizations Activities, business processes Reputation Character of the firm Core values

  12. Work environment • Learning culture • Support of learning / job challenge • Psychological safety • Psychological empowerment • Work pressure “In some companies frequent feedback is part of the culture. If you aren't lucky enough to get that, seek it out”

  13. Hierarchical position • Safety of relationship • Frequency & usefulness of feedback seeking and giving • Awareness of knowledge and skills • Accessibility • Contribution to development Professional Network

  14. (ego) Network

  15. (ego) Network

  16. Research model Individual Factors Informal feedback processes in the workplace Expertise, performance career development, career success Work environment Position in Network

  17. Findings so far… • First study focused on the role of work environment; we investigated the contextual antecedents that foster informal feedback processes in day-to-day work • We conducted a survey within a range of work organizations, covering 138 employees

  18. Findings so far… • Support for learning positively influenced the qualityof the self-generated feedback from colleagues, and in particular from the supervisor. • Psychological safety positively related to the qualityof the self-generated feedback from the colleagues. • No relation was found between support, psychological safety and the frequency of feedback seeking.

  19. Findings so far… • An indication for the existence of a curvilinear effect of work pressure on the frequency of feedback seeking was found.

  20. Findings so far… (continued) • Second study; we investigated the underlying social processes of feedback processes & the influence on the performance and career development of professionals • Social network perspective • Financial controllers and accountants from Multinational Corporation • Intensive part-time executive master of Finance and Control / Accountancy program

  21. Findings so far… (continued) • Quality of the relationships within the work-related social network is an important factor in informal feedback processes • Positive relationship between feedback quality and performance • Size of the work-related network was not related to performance, but related positively to perceived career development

  22. What does this tell us? (1) • Importance of feedback quality, instead of frequency • Significant role of supervisors • Strength of relationships in the workplace • Larger network is good for a person’s career, but does not influence performance • Smaller network is more beneficial for obtaining feedback

  23. What does this tell us? (2) • Organizations should foster supportive and psychological safe environments, so that employees and supervisors will feel more comfortable with asking and giving constructive feedback • Learning in organizations can be stimulated by creating enough time and opportunities for informal feedback processes

  24. What does this tell us? (3) • Supervisors should be aware of the value of their feedback and the cues they give • Invest in the strength of relationships in the workplace

  25. Thank you! …any questions? j.vanderrijt@maastrichtuniversity.nl

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