Social learning and feedback activities should comprise 20% of all learning and development activities. Mentoring relationships are the most recognized social learning activity. Such interactions with experienced individuals can be valuable, but there are other options as well. Many social learning activities can be peer-based, often in groups. Social learning is often self-directed and less structured than formal learning. It involves guided or assisted observation or practice, sometimes with feedback on performance. 
Below is a table of example activities that you can use in your Competency Management Program implementation planning and/or competency development planning. Each activity description includes one or more examples of the activity that can be used in relation to the competency noted. The table also notes the suitability of the activity to the scale of the organization.
Social Learning Activity Examples
Activity |
Description |
Example(s) |
Scale Suitability |
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| Arranging mentor relationships | Mentorship is a relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person. Organizations should encourage senior staff to form mentoring relationships with more junior staff to provide personal and professional guidance based on similar experiences and situations. Mentor relationships can be formed between individuals within an organization or between individuals across organizations, through a professional network or similar community. | Internally, connect senior staff to junior staff to support and guide them in their careers and the development of competencies. Staff should also be encouraged to make this connection themselves. Note that these relationships will not necessarily be with a staff-member’s direct manager. [All AM Competencies]
Externally, look for mentors for staff across the AM profession. With online communication so effective, these relationships could even be maintained across the country. [All AM Competencies] |
X | X | X |
| Requesting informal feedback | Informal feedback creates a more relaxed setting which can create a more fluid exchange of constructive criticism, while increasing the frequency at which a person would receive these remarks. This is a useful technique for making consistent incremental progress. | Have staff ask peers, managers or subject matter experts for feedback during day-to-day work. Simple questions like: “how do you think I did on X?” or can be answered in-the-moment without need for formal structure or record-keeping. |
X | X | X |
| Debriefing work with peers and/or managers | Describing and assessing work and learning objectives helps solidify a person’s understanding of relevant topics by requiring them to accurately articulate their perspective. This is also an excellent opportunity for them to inquire about other perspectives and implications that may help recalibrate their next steps. Additionally, peer-to-peer dialogue within an organization helps create organizational alignment by fostering a transparent environment to exchange, inquire, and act collaboratively. |
Have staff engage in retrospectives or lessons learned meetings after the completion of projects or other initiatives. [All AM Competencies] |
X | X | X |
| Engaging in peer group discussions or exercises | Properly facilitated discussions and exercises (scope and objectives identified) are effective tools for disclosing and inquiring about relevant information. This progresses the concept of organizational alignment by creating an environment where the workforce is encouraged to debate and define organizational objectives. These discussions help prevent decisions being made in isolation, which in turn can help mitigate risks, improve impacts, increase efficiencies, and foster collaboration. | Have staff engage in a peer exercise (search online for examples, e.g., the leadership envelope exercise or role model exercise). These are usually self-directed or peer-facilitated discussions on a narrow topic within a set of guidelines. There are many suggestions online related to several of the AM Competencies. [All AM Competencies] Have staff engage in a peer game (search online for examples, e.g., coach the builder game or stranded in the office game). These are similar to the above, but generally involve more rules, and more fun! [All AM Competencies] |
X | X | X |
| Joining online discussion boards | Online discussion boards are a primary tool for facilitating industry or profession peer-engagement outside an organization. By providing a medium that enables the sharing of ideas, provides an open question forum, and connects individuals with industry experts, online job boards can help advance an organization’s AM maturity by tapping into available people and knowledge capital. | Be strategic about what elements the organization or individual needs and/or wants to improve on and find an organization that caters to that specific need and/or want or the perspective to gain insight into (e.g., for public finance look to the GFOA, or for public sector AM in Canada go to CNAM). [All AM Competencies] |
X | X | X |
| Engaging with AM Communities of Practice | Canada has AM communities of practice across the country that individuals can connect and engage with to network, learn, and share their experiences. | CNAM is Canada’s national AM community of practice. More locally, provinces and territories in Canada also have regional AM communities of practice to help better relate to the opportunities and challenges faced within each region. Please visit www.cnam.ca/resources for a list of these groups. |
X | X | X |
| Expanding professional network(s) | Many people in the industry are willing to share their experiences and learnings with others. Staff can start to form connections with other organizations and individuals who are at a similar stage, as well as those who are more advanced and can help them develop. They can connect with other organizations nearby or with similar demographics elsewhere in Canada. | Peers and managers can introduce staff to experienced AM professionals or professionals from an area they are interested in. [All AM Competencies]
Staff can attend AM networking events:
[All AM Competencies]
Online, tools like LinkedIn can be a very valuable platform for connecting professionals. Encourage staff to reach out to someone on the platform in an interesting or complimentary position for a chat. [All AM Competencies] |
X | X | X |
