Learning 2006

Learning2006 Alfred Remmits: CEO LearningGuide

Agenda
Introductions
Information overload!
How do our employees really learn?
Immediacy and Relevance
Examples
Conclusions and Q&A

Information Overload!

Gartner reports in July 2006 2006, Gartner Through 2010, enterprises that fail to help people absorb and integrate new information flows, group dynamics and work styles will undercut by half the anticipated value of their workplace investments (0.7 probability)

Question: What percentage of knowledge that you need to do your job is stored on your own mind?

What percentage of the knowledge you need to do your job is stored in your own mind? 1986: 75% 1997: 15-20% 2006: estimated 8 -10% Robert Kelley, Carnegie-Mellon University What do we really need to know to do our jobs? Robert Kelley’s longitudinal study with knowledge workers

American industries annually spend more than $100 billion on training …not more than 10% of this expenditure actually results in transfer of the learning to the job. Baldwin & Ford, 1988, reconfirmed by Ford & Weissbein, 1997

Trends 2006 Elliott Masie
Fingertip Knowledge: The rising use of Google, Yahoo and Corporate Search Engines by learners. This evolves the possibilities for Performance Support.
Podcasting and Informal Learning: Our learners want short, focused, media-based “chunks” of content. They also want to leverage social networking and other forms of informal learning. Our challenge will include the application of sound instructional design to environments that are significantly less “command and control” in nature.
3. Context: In the age of abundance, learners have easy access to loads of content. It is more difficult for learners to access "Context", the stories, best (and worst) practices and organizational realities.
Personalization Emerging models for allowing the learner to perceive (and predict) an efficiency of getting to the "just right" content.
Granularization Emerging models for helping the learner gain access to smaller and more targeted sets of content.

Market Growth 2006 - 2011 Source: Ambient 2006

How do our employees really learn?

Informal learning and EPSS How do we learn? Source: Atos KPMG Consulting Experiencing On the job 45% Networking 30% Mentoring & coaching 3% Special Assignments 2% Workshops 10% Training programs 8% Manuals & instructions 2%

Informal learning and EPSS How do we learn? Source: Atos KPMG Consulting Informal Learning = 80 % Formal Learning = 20 %

Informal learning and EPSS The learning impact Number of respondents 909 40 %

Knowledge Retention From Classroom Training 100% 80% 60% 40% 20% 0% 30 Min. 58% 33% 48 Hrs. Time after course completion 3 weeks Source: Research Institute of America

Let’s look at learning: € ‘s
Formal Learning
Training
Formal education
Publications
Informal Learning
Day-today, on-job
Co-workers
Mentor & coaches
Informal Learning – the other 80% by Jay Cross, Internet Time Group www.internettime.com

Immediacy and Relevance

When Learning for the First Time
When Wanting to Learn More
When Trying to Remember
When Things Change
When Something Goes Wrong
Bob Mosher and Conrad Gottfredson

Knowledge model Teacher Learner Performance Training Helpdesk Classroom E-learning Formal Learning Informal Learning One to many One to few On-the-job Support

Knowledge Acquisition Teacher Learner Performance Training Formal Learning Informal Learning CONTENT BASED

Knowledge Application Teacher Learner Performance Training Helpdesk Classroom E-learning Formal Learning Informal Learning One to many One to few On-the-job Support CONTEXT BASED

We Need to Support the TOTAL Learner... Initial continued Remedial Upgrade Transferred Source: Bob Mosher, Microsoft Learning Acquisition of Knowledge Instructor centric Classroom centric Application of Knowledge Mentor/Coach Centric Real-World/ Solution Centric

Just in Time Just Isn’t Enough Degree of Embedded Learning Immediacy of Support Immediate Highly Delayed Embedded in Workflow Removed from Workflow Bob Mosher & Conrad Godfrettson

Electronic Performance Support Systems / Process Embedded Learning Systems

The concept of LearningGuide What are the needs of the modern employee?
The needs:
Learning based on examples
Quick on-the-job learning
I’m stuck
I’m not sure
I forgot
Deeper instructions
Right context
Work instructions, hints and tips
Exercises
The LearningGuide concept:
Just in time
Easy to find
Quickly find solutions to queries
Quick reference
Deeper reference
Work instructions, hints and tips
Exercises
Recognizable context based
Short and to the point
Easy to update

Sample Client List SCRO

Conclusions and Q&A

The value proposition for the customer
Job-role and Task-based support at the desktop
Combination of formal and informal learning
Not only standard office, but also other company specific software, company policies and procedures
Possibility to create your own content internally and maintain, update and enhance the content

Trainer/ Specialist / Information Worker Performance Training Electronic Performance Support Helpdesk Class-room E-learning Formal learning Informal learning New technology Existing technology All learning formats LearningGuide Manager CHM Scorm HTML PDF

LearningGuide Library
MS Office, Visio, Project
SharePoint, Lotus Notes
Siebel, BAAN, SAP, Navision
FileNet Imandra, Documentum,
Hummingbird
Business Objects, Cognos
Voice over IP
ISO, NEN 1010
Marketing, HR, financial
Customized content

LearningGuide Content Library Service Providers LearningGuide Partners Independent authors LearningGuide Manager Customer Customer Customer LearningGuide Content library with sharable LearningGuide objects LearningGuide Customer Customer Customer LearningGuide Partners

The concept of LearningGuide Integration with helpdesk

Learning 2006

by Hans Mestrum on Dec 20, 2006

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