Achieve Strategic Results
Expanding the Learning Journey
Through RPL
Presented by Rosalie Olson
Dynamic Resource Management
Re-Framing Manitoba’s Workplace
Conference, December 2, 2010
RPL Project Goals
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Design RPL model to support
succession planning needs at Manitoba
Hydro
Support corporate goal to increase
educational requirements for HR
Advisor role
Dynamic Resource Management © 2010
Overview of Manitoba Hydro
Prior Learning Assessment Process
Develop the Standard:
Define Minimum
Knowledge & Skill
Requirements
Prior Learning
Assessment Process:
Portfolio Method
Candidate
Self-Assessment
&
Evidence to
Demonstrate
Knowledge &
Skills
Panel
Assessment
Recognition
of Knowledge &
Skill Requirements Met.
Development Plan
to Address
Knowledge & Skill
Requirements
Dynamic Resource Management © 2010
Define the Standard
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RPL Model = creation of internal
standard that defined the minimum body
of knowledge and skills considered
critical to perform effectively in HR
Advisor role
Dynamic Resource Management © 2010
Achieve Strategic Results
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Aligned RPL with multi-corporate strategic goals
Expanded pool of HR advisors who were qualified to
compete for senior HR supervisors and managers
Integrated RPL learning plans with individual
performance plans
Improved quality of information to support succession
planning decisions
Engagement with leadership team
Dynamic Resource Management © 2010
Achieve Strategic Results
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New level of recognition of expertise within HR
Family
• Clarity and agreement on the “minimum standard”
and aligned with industry trends
• Equipped employees to compete for positions that
required the new minimum education standards
• Portfolio = career tool
• Introduction of PLAR projects
Dynamic Resource Management © 2010
Reality Check
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Range of perceptions about PLAR
Different comfort levels with new higher levels of
education requirements (corporate/industry)
Different opinions about minimum education standard
Concerns about having to “prove” your value at this
stage in their career
Concerns the process would “evaluate” performance,
not assess learning
Skepticism about what will PLAR really do for them
Normal reactions to change
Dynamic Resource Management © 2010
How to Achieve Strategic Results
How to Achieve Strategic Results
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Commitment to PLAR Principles
Transparency + Rigorous + On-going
Support
Customization each step of way
Established corporate learning culture
Follow through – 5 year project
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Unexpected Good Things
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More employees applied than anticipated
Early success of first candidates
Quality of candidates – peer learning
Roadblocks led to re-thinking and innovative
learning options
Added more strategic goals as project
progressed
Dynamic Resource Management © 2010
Insights
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Importance of “theory” through formal
education
Expertise of the PLAR Advisory Panel
Decisions & judgments that proved critical
Long-term commitment to help candidates
Significance of the paper trail
Important role of the HR Managers
Lessons learned
Dynamic Resource Management © 2010
Expand Learning Journey
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R = Recognition through assessment
PL = Prior Learning
Value of all learning but need to reflect
RPL’s impact on future learning
Dynamic Resource Management © 2010
Lead Effective
Workplace Learning
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Essential Skills Framework
Strategic
Focused
Relevancy
Customized
Continuous
Dynamic Resource Management © 2010
Expand Learning Journey

Integrated theory
 Access to key courses equivalent to university level
 How to think and reflect
 Experiential learning
 Skill demonstration
 Peer learning
 Linked to individual career goals (generalist versus
specialist)
 Recognition of evolving role of HR practitioner
Lead Effective Workplace
Learning
“Serve the learner and ultimately the
corporate goals will be well met.”
Rosalie Olson