…in a corporate context

1. …in a corporate context

2. Queensland Rail Queensland Rail is an integrated railway operator in the state of Queensland. Owned by the Queensland Government. Queensland Rail operates suburban and long-distance passenger services with a fleet of over 200 trains.

3. Our People… Queensland Rail 85% employed in core functions 64% employed in operations areas (train drivers, network control, stations & trades) 23% in regional areas 92% employed on a permanent basis 4.5% employee turnover

4. Learning & Development Service Model 2. 3. 1. In House Brokered Self Service Criteria High Risk High Impact Mandatory Safety Critical Criteria High Volume Moderate Impact Criteria High Volume Moderate / Local impact Generic subject matter Content Areas Rail Safety work Transport Packages Safety Critical Other Rail specific or role specific programs Content Areas General Safety Non scope AQF packs LLN support Leadership Development Content Areas General capability development (Team effectiveness, Communication skills, Change, Self development, Influencing, Negotiation, Administration, Business acumen, Leadership skills) • Learning Solutions • In house analysis & design • Support from SME’s • In house delivery with support from ATAA • Learning Solutions • Brokered design & delivery with support from Learning Partner panel • Learning Solutions • Self paced learning • Learning Central • Tips & resources • Lunch n’ learn • Journals, books, COP • Prof memberships

5. Learning & Development– Why is it important to get it right? Most requests for learning solutions arise from business performance problems, or a gap between current state and the desired future state. • In most cases: • 80% of performance problems relate to gaps in motivational or environmental factors • 20% of performance problems relate to gaps in knowledge and skill • A learning solution will only address gaps in knowledge and skill • If we incorrectly diagnose the root cause and/or attempt to address knowledge and skill in isolation of motivation and environmental factors we will never achieve the desired performance outcomes.

6. The importance of ongoing performance support to learning effectiveness Traditional approaches rarely deliver full proficiency or competence ( & ). This only occurs when knowledge and skill has been practically applied in context. All learning, knowledge and skill degrades over time if not regularly applied (). The best results are when learning is combined (or sometimes even replaced by) ‘performance support’, allowing users to access the information or people who can help them when they need it (). Chart Source: Rosenberg, M., “At the moment of need – the case for performance support”, 2013

7. Learning Object Repository …Project Goal To facilitate self-service learning across Queensland Rail by establishing and maintaining a digital repository of "learning objects" (Queensland Rail curriculum and course materials, books, presentations, multi-media files and links to other sources/repositories).

8. Business benefits of project • Demonstrated currency, accuracy and evidence based training against a variety of compliance, safety and professional development areas • Identification and management of curriculum that requires revision & IP governance in a highly regulated industry • Extensive re-use of existing intellectual property • Self service learning for our people • Self service professional development pathways

9. Stakeholders

10. High Power / High Influence Goals:

11. High Power / High Influence

12. High Power / High Influence

13. High Power / High Influence Actions:

14. High Power / High Influence

15. Stakeholders

16. High Power / Low Interest Goals:

17. High Power / Low Interest

18. High Power / Low Interest Re-actions:

19. High Power / Low Interest

20. Stakeholders

21. Low Power / High Interest

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23. Low Power / Low Interest