We’ve been hearing about flexible working arrangements and telecommuting for years and it’s now a reality for most organizations. A recent Global Workforce Survey by Cisco found that 89% of the company’s employees worldwide telecommute at least once per week. A dispersed and virtual workforce presents both benefits and challenges. As HR and Learning Professionals what can we do to ensure that we’re delivering consistent and effective learning and development to employees across the globe? In this webinar, Chris Osborn, VP of Marketing and recognized leader on learning strategy, will discuss best practices for delivering employee training and learning for employees in a dispersed workforce. You will also learn valuable tips and ideas for spreading the benefits of social and informal learning to a dispersed workforce in today's environment while using next generation learning technology. www.bizlibrary.com

2. Improve employee performance with the largest
and fastest-growing library of training videos.

3. ?
What is your biggest
challenge with training
your employees?

4. ?
How prepared are your
managers to lead
virtual employees?

5. WHAT YOU SHOULD BE ABLE TO TAKE-AWAY:
A
How to develop learning strategies that address the specific and
unique needs of a virtual workforce.
Identify the challenges and strategies associated with manager
support of training and development initiatives of virtual
employees.
Ability to identify the specific training challenges some specific
virtual tools can help solve.

6. PER YEAR
A typical business would save
$11,000 per person
The telecommuters would
save between
$2,000 and $7,000
REMOTE EMPLOYEES
LOG AN AVERAGE OF
4 hours more per week
According to Gallup’s 2013 State of the America
Workplace Report:
ARE MORE ENGAGED.
32% COMPARED TO 28% OF
ON-SITE EMPLOYEES.
National productivity would increase
by $334 billion to $467 billion a year
through telecommuting.
SOURCES: GALLUP AND GLOBAL WORKPLACE ANALYTICS

7. In today’s business environment, organizations
must adapt quickly or die. Gaining competitive
advantage in a global environment means
continually reshaping the organization to
maximize strengths, address threats, and increase
speed. The use of virtual teams has become a
common way of doing this.
SOURCE: Mastering Virtual Teams: Strategies, Tools and Techniques That Succeed
by Deborah Duarte and Nancy Snyder
“

8. A virtual team or workforce is an
interdependent group of individuals
who predominantly use technology to
communicate, collaborate, share
information and coordinate their
efforts in order to accomplish a
common work-related objective.

9. Who is a virtual employee?

10. WHAT’S THE ROLE OF HR AND
LEARNING LEADERS?
Develop a learning strategy
Develop the skills and
competencies of your
managers
Understand your strategy,
challenges and opportunities
Acquire and implement
the necessary technology
and tools

11. ORGANIZATIONAL OPPORTUNITIES
Leverage talent
Enable organizations to
adapt more quickly
Increase the diversity of
perspectives
Decrease travel and mandatory
relocation
Drive down operating costs
Improve engagement and
productivity

12. MANAGEMENT CHALLENGES
Out-of-site, out-of-mind
Employee development
and training
Basic supervision
Loss of spontaneous
communication
Logistics
Teams and complex work
assignments

13. LEARNING AND DEVELOPMENT
CHALLENGES
Technology
Support
Strategy
Culture

14. THE % OF KNOWLEDGE IN YOUR
BRAIN NEEDED TO DO YOUR JOB
1986 – 75% 1997 – 15-20% 2006 – 8-10%
Source: Robert Kelly, Carnegie-Mellon University

15. Traditional approaches
won’t work…

16. No classroom is large enough.
No individual is smart enough.
No response time is fast enough.
No intervention is complete enough.
No program lasts long enough.
No solution is global enough.
…

17. 1
3
2
CONTEXTUAL:
Role, location
INFORMAL:
Everyday, ad hoc
SOCIAL:
Discussion, recommendations
4
6
5
Developing a Learning Strategy
TIMELY:
Just in time, moment of need
MOBILE:
Anywhere, anytime
CONCISE:
Short videos, quick updates

18. 2%
8%
34%
35%
21%
Less than annually
Annually
Monthly
Weekly
Daily or more often
CONTINUOUS LEARNING
SOURCE: Brandon-Hall Group
How often would you
expect your individual
contributor population,
on average, to need to
connect with learning
resources to effectively
perform their job?

19. An information rich world
requires everyone to be
continuous learners.
…remember the 6%...

20. Developing Your Managers and Setting
Expectations
Roles and
Responsibilities
Formal and
Informal
Communication
Project and Task
Coordination

21. Developing Your Managers and Setting
Expectations
Collaboration
Relationship and
Trust Building
Performance
Management

22. MANAGER COMPETENCIES AND SKILLS
Coaching Skills
Technology Literacy
Emotional Intelligence
Relationship Building
Effective Listening

23. COMMON
CONFLICTS
• Uneven knowledge dissemination.
• Mistrust.
• Misinterpretation.
• Relaxed inhibitions.
• Reaching consensus is more difficult.
• Longer to make decisions.

24. TECHNOLOGY AND TOOLS
A
Learning technology
Social learning and networking
Video web conferencing
Performance management
Recognition
Resources and access

25. USING THE RIGHT TOOLS FOR
THE TASK
Instant Message (IM):
Short conversation,
confirmations, quick requests
Video Conferencing:
Collaboration and
complex conversations
Virtual room:
Discussion groups, staff meetings,
cultural norms and values
Short Video:
Quick updates, refresher training,
micro learning, knowledge
sharing
Job Aids and Briefs:
How-to, static content,
references and data
Enterprise Social Network:
Knowledge sharing, networking,
connect with SME’s

26. Delivery looks
familiar to me and
there is video to
watch
Content is
personalized to fit
my needs
Mobile – must
have, it’s not an
option
Social – shareable
with friends and
colleagues and I
can comment
LEARNER EXPECTATIONS
CONTENT CHARACTERISTICS
Short, relevant videoI choose when and
how to access
content
Easy to use -
intuitive
Learning
experience fits to
delivery mode
Content is accessible
no matter what
device I’m using
Easy to find and
easy to share
Engaging
Content is
accessible in any
location or work
environment

27. ADULT LEARNING SHORT-FORM VIDEO
Adults are internally motivated and
self-directed
Self-directed, access as needed and when
needed
Adults bring life experiences and
knowledge to learning experiences
Interaction with others when a social
component is available
Adults are goal oriented Goals promoted through short, timely bursts
of relevant content
Adults are relevancy oriented Easier to be relevant when content is short
and targeted
Adults are practical Little to no workflow disruption
Adult learners like to be respected Employees manage and control pace and
timing of their own learning

28. ENTERPRISE SOCIAL NETWORKS
Platform
Community
Content
Build networks with peers
Ask and answer questions
Share and find valuable
information posted by peers
Find and connect with experts
Access relevant learning
content
Build an internal “brand” and
reputation

29. KEY TAKE-AWAYS:
A
Training a virtual workforce, while challenging, is a necessary
organizational competency in today’s learning environment.
An important component of a successful training program for a
virtual workforce is trained and skilled managers.
The effective use of technology tools is essential to successful
employee develop of a virtual workforce.

32. Improve employee performance with the largest
and fastest-growing library of training videos.
FREE 30-DAY TRIAL!
no risk and
no obligation

33. Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
#BIZWEBINAR