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E-Learning und Lernarchitekturen

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Daniel Stoller-Schai …

Daniel Stoller-Schai
Vortrag Tagung Personalentwicklung,
Quadriga Forum, Berlin 2012

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  • 1. E-Learning und Lernarchitekturen 8. Juni 2012 „Tagung Personalentwicklung“ Quadriga Forum, Berlin Dr. Daniel Stoller-Schai Head eLearning Services, UBS AG
  • 2. Wo sind Sie hier?© Dr. Daniel Stoller-Schai | 08.06.2012 2
  • 3. Inhalt 1.  Strategische Personalentwicklung 20 Minuten –  Workshop-Aufgabe 1 / Input 1 2.  Lernarchitekturen 20 Minuten –  Workshop-Aufgabe 2 / Input 2/3 3.  E-Learning: Implementierung / Umsetzung / Integration von E-Learning Tools in die strategische 40 Minuten Personalentwicklung –  Workshop-Aufgabe 3 / Input 4 4.  Zusammenfassung und Ausblick 10 Minuten© Dr. Daniel Stoller-Schai | 08.06.2012 3
  • 4. Lernziel Fragen, die beantwortet werden sollen • Wie nutzt man eLearning für die strategische Personalentwicklung? • Wie kann man mit eLearning flexibel auf die Bedürfnisse von Lernenden, bezw. Unternehmen reagieren? Layer 1 1.01 off-the-shelf eTutorial Self Learning (web based trainings) 1.02 eLibrary 1.03 eBooks 1.04 customized eTutorial 1.05 eLecture 1.06 eSimulation (Behavior) 1.07 eSimulation (Application) 1.08 Edu-Marketing 1.09 Vignette / Expert clip 1.10 Learning Portal Layer 2 2.01 off-the-shelf eClassroom Collaborative Learning 2.02 customized eClassroom Layer 3 3.01 Learning Communities Social Learning 3.02 other social learning formats Layer 4 4.01 Pre-Test (Prerequisite for courses) Testing 4.02 Self-Appraisal (Gap Analysis) 4.03 Assessment (Certification)© Dr. Daniel Stoller-Schai | 08.06.2012 4
  • 5. Inhalt 1.  Strategische Personalentwicklung 20 Minuten –  Workshop-Aufgabe 1 / Input 1 2.  Lernarchitekturen 20 Minuten –  Workshop-Aufgabe 2 / Input 2/3 3.  E-Learning: Implementierung / Umsetzung / Integration von E-Learning Tools in die strategische 40 Minuten Personalentwicklung –  Workshop-Aufgabe 3 / Input 4 4.  Zusammenfassung und Ausblick 10 Minuten© Dr. Daniel Stoller-Schai | 08.06.2012 5
  • 6. Aufgabe 1 •  Wie sieht bei Ihnen strategische Personalentwicklung aus? Gruppenarbeit an den Tischen, 10 Min., Arbeitsblatt 1© Dr. Daniel Stoller-Schai | 08.06.2012 6
  • 7. Fallbeispiel UBS •  Business University – „Center of Fallbeispiel Excellence (CoE) Talent“ Input 1© Dr. Daniel Stoller-Schai | 08.06.2012 7
  • 8. Our joint aspiration – UBS Business University: C:Program FilesUBSPresTemplatesPresPrintOnScreen.potKnowledge drives Performance “ The mandate Essentially, it is about one thing – we must do everything better than our competitors. To do that, we will support you with the "UBS Business UBS Business University Courses University“[ …] We are depending on having the t  Sales & Advisory t  Products & Finance most competent people on all levels. t  Legal & Compliance t  Risk t  General ” Learning Oswald Grübel, October 2009The mission Top priorities for 2010♦  Put strategy into practice and build a ♦  Fix leadership and managerial know-how, with leadership culture specific focus on MDs♦  Increase business and professional ♦  Fix knowledge for business critical functions, skills with specific focus on client facing staff♦  Build knowledge and competencies in legal, compliance, and risk management Launched in January 2010
  • 9. C:Program FilesUBSPresTemplatesPresPrintOnScreen.potWhere we are locatedMix of virtual and physical learning campusesThe UBS Business University is organized globally and can virtually be accessed anywhere in allregions.As a global organization with different learning facilities in various regions, the UBS BusinessUniversity will leverage existing properties around the globe and with a range of applied learningmethodologies and training centers of the bank. 9 Major physical training EMEA One Broadgate, facilities plus several London Stamford, CT smaller in-house facilities Switzerland Weehawken, NJ Americas New York Wolfsberg, Hong Kong, IFC Ermatingen Seepark, Thun Altstetten, Zurich APAC Command House, Singapore
  • 10. C:Program FilesUBSPresTemplatesPresPrintOnScreen.potTransformation of learning purpose and organizationFrom a fragmented to an integrated approach from… to … Learning at UBS Leadership UBS Business University WMA WM&SB CC IB GLAM Institute Legal & Legal & Legal & Legal & Legal & Integration Compliance Compliance Compliance Compliance Compliance Risk Risk Risk Risk Risk Reputation Leadership Finance & Risk Finance Finance Finance Finance Finance Truth Business Business Business Business Faculty Faculty Business Faculty Education Education Education Education Global Global Global Global Global Execution Technology Technology Technology Technology Technology Clarity General General General General General General Learning Learning Learning Learning Learning Learning Talent Talent Programs Programs Talent Programs Performance Leadership Leadership Leadership Leadership Learning Operations Management Management Management Management Development Development Development Development Executive Executive Executive Executive Development Development Development Development Org. Org. Org. Org. Effectiveness Effectiveness Effectiveness Effectiveness UBS Business University covers all learning under one roof.
  • 11. C:Program FilesUBSPresTemplatesPresPrintOnScreen.potGeneral Learning Pathway Induction Foundation Enhancement SpecializationManagemeLeadership Transformational Management Accelerate your Essential Management Skills* Skills* Leading UBS and nt management Q3 transition forward Managing Now!* Leading Now!* M M M Presentation Skills Professional Development Advanced Presentation Skills Express: Presenting with Impact Difficult Conversations Fundamental Communication Skills and Conflict Express: Fundamentals of Communication New Joiner Navigator (Intranet-Application) Express: Difficult Discussions Managing Time & Priorities Express: Effective Meetings Express: Influencing Skills New UBS (eLecture) Business Writing Skills Welcome Day Project Management Project Mgmt Adv. Q3 Q3 Personal Effectiveness E-learning & Sales Compliance Advisory Risk, Legal Introduction to Legal & Compliance Online Training Operational Risk and Code of Conduct (Mid-June 2010) Commitment to the UBS Client Experience Selection of Financial Selection of Financial Products & Understanding our Business Q3 Finance Markets Education Markets Education elements elements Introduction to Financial Banking Today Markets / Selected Intuition Modules Product Training (CH only) (CH only) Selected Fundamentals of Finance modules *for line managers only Legend: Classroom WBT M Mandatory Q3 Available in Q3
  • 12. C:Program FilesUBSPresTemplatesPresPrintOnScreen.potUBS Business University – Underlying guiding principlesGuiding Principles♦ Our training is leader-led, senior management sponsors programs and is actively involved in design and delivery, GEB members endorse and own leadership offering♦ Delivery by subject matter experts (SMEs) and Key Talents drives credibility, ensures relevance of content and offers valuable development opportunities (learning by teaching)♦ Internal and external experts drive innovation & enhance access to specific know-how♦ We design and deliver learning in a structured way – focusing on impact and results♦ We systematically review professional and managerial skills and steer enrollment and nomination for training♦ Our training is based on knowledge and capabilities requirements for specific business and leadership roles, approved by divisional ECs and GEB♦ Utilize technology to extend accessibility and enhance quality♦ Establish standardized assessment, design, delivery, measurement How we do training impacts outcome
  • 13. C:Program FilesUBSPresTemplatesPresPrintOnScreen.potBusiness Needs Drive Learning PrioritiesBusiness Aligned Corporate University The choice of Top Priorities 2012 clients worldwide •  Fix and enhance advisory & sales skills, focus on cross The #1 global divisional offering, especially UBS Business University bank for HNW/ Client Leadership As an organization committed to learning, we want UHNW clients Experience programs (CLE) to be the choice of talent — worldwide The choice of •  Deliver targeted business clients in offerings for basic banking Switzerland skills, products & finance A top tier bank in knowledge and certification every growth •  Leadership development: region support business Leadership Professional Advisory & Finance & A leading client- transformation programs, fix Development Development Sales Risk; Legal & focused basic leadership skills & Talent Compliance investment bank •  Use technology in Programs Economically innovative ways to increaseprofitable in every learner engagement Learning Operations business we (eLearning), accessible on operate demandAchieving the mid-term target in-line Generating measurable business impact with market expectations
  • 14. C:Program FilesUBSPresTemplatesPresPrintOnScreen.potLearning Strategy with eLearning as an integral part of Learning in 2011UBS Learning relies on optimized methodologies mix… Yesterday Today Tomorrow Work Work Work = Work Learning Learning Learning eLearning classroom eLearning classroom eLearning classroom The eLearning methodologies allow to: 2011 eLearning Offering •  Scalability •  UBS specific content •  Flexibility •  Fundamentals of Finance •  Accessibility - 24/7 •  Legal & Compliance trainings •  Efficiency •  Understanding our business •  WMA eLearning modules •  Non UBS specific content •  Financial Markets Education library (FME) •  General learning modules …supporting the merging of workplace and learn space
  • 15. Social Media verändert die Art und Weise, wie wir miteinander C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot kommunizieren und interagieren© Dr. Daniel Stoller-Schai | 08.06.2012 Source: http://socialprofitformulareviews.org/wp-content/uploads/2010/07/social-profit-landscape.png 15
  • 16. Social Media verändert die Art und Weise, wie Finanzgeschäfte C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot getätigt werden http://www.banking4tomorrow.com/ http://bit.ly/w8qbHb© Dr. Daniel Stoller-Schai | 08.06.2012 16
  • 17. Social Media verändert die Art und Weise, wie Finanzgeschäfte C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot getätigt werden© Dr. Daniel Stoller-Schai | 08.06.2012 17
  • 18. Inhalt 1.  Strategische Personalentwicklung 20 Minuten –  Workshop-Aufgabe 1 / Input 1 2.  Lernarchitekturen 20 Minuten –  Workshop-Aufgabe 2 / Input 2/3 3.  E-Learning: Implementierung / Umsetzung / Integration von E-Learning Tools in die strategische 40 Minuten Personalentwicklung –  Workshop-Aufgabe 3 / Input 4 4.  Zusammenfassung und Ausblick 10 Minuten© Dr. Daniel Stoller-Schai | 08.06.2012 18
  • 19. Hintergrund •  70/20/10 Rule Hintergrund •  Learning Architectures Input 2© Dr. Daniel Stoller-Schai | 08.06.2012 19
  • 20. Literatur Michael M. Lombardo (Author), Robert W. Eichinger: Career Architect Development Planner (The Leadership Architect Suite), Lominger Limited, 3rd edition edition (2000). -> Creative Leadership Institute (www.ccl.org) Clive Shepherd: The new learning architect. Onlignement, lulu.com, 2011.© Dr. Daniel Stoller-Schai | 08.06.2012 20
  • 21. 70/20/10 Rule http://www.edge-coaching.com/#/development-philosophy/4560779790© Dr. Daniel Stoller-Schai | 08.06.2012 21
  • 22. 70/20/10 Rule http://strategic-hcm.blogspot.ch/2011/11/reviewing-70-20-10-at-hci-learning-and.html© Dr. Daniel Stoller-Schai | 08.06.2012 22
  • 23. Learning Architecture “A ‚learning architecture‘ is an organization’s unique map of agreed-upon learning needs, learning strategies and delivery strategies for all of its training. This gives designers, trainers and managers a clear view of what types of problems the organization will solve, how they will solve them, what tools they need and which approaches the organization will take. It deliberately limits the organization’s options by deciding how and where the training organization will focus its efforts – and it builds upon the organization’s culture and history of learning.” (Quelle: http://www.bersin.com/Lexicon/Details.aspx?id=12877)© Dr. Daniel Stoller-Schai | 08.06.2012 23
  • 24. Learning Architecture (Wissensresourcen) (Lernresourcen) (Lernbegleitung) (Gemeinschaften) (Reflexion, Verstärkung) (Anwendung, Ausprobieren) Quelle: Line Communications 2011 / Übersetzung DSS© Dr. Daniel Stoller-Schai | 08.06.2012 24
  • 25. Aufgabe 2 •  Ist 70/20/10 bei Ihnen ein Thema? •  Welches sind die Komponenten Ihrer „Lernarchitektur“? Gruppenarbeit an den Tischen, 10 Min., Arbeitsblatt 2© Dr. Daniel Stoller-Schai | 08.06.2012 25
  • 26. Fallbeispiel UBS •  Learning Design Fallbeispiel •  Blended Learning Input 3© Dr. Daniel Stoller-Schai | 08.06.2012 26
  • 27. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot 4. Learning Design – an example We consult, propose and develop blended learning solution for achieving the highest learning impact Course #1 – Correspondence & Communication with the Public Course #2 – Risk Management Module #1 Module #1 Overview OJT Overview OJT Review, Transfer eTutorial / eTest eSimulation eClassroom DocWeb / Knowledge Bank Learning Communities on UBS Connections OJT: On the job training© Dr. Daniel Stoller-Schai | 08.06.2012 27
  • 28. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Learning Design Model High Impact Learning Standards Knowledge acquisition Knowledge consolidation / sharing Knowledge transfer / application Start session (Orientation / Introduce the team / Communicate goals and Closing session (Evaluation, Outlook, next steps, introduce to Alumni Learning Methods (1:1; 1:M) Learning Methods (N:M) Learning Methods (1:1; 1:M) Self Learning Open Space Self Learning Online Teaching Workshops Online Teaching Discussion Team competitions expectations etc.) Learn on your own Learn collaboratively Learn on your own Learn collaboratively etc. Network etc.) Content Content on Content Content on Content Content on Content Content on online paper online paper online paper online paper Support / Coaching Support / Coaching Testing / Self Assessments Testing / Self Assessments Before Face-to-Face Face-to-Face After Face-to-Face Organizational conditions for Self Organizational conditions for Face-to- Organizational conditions for Self Learning and Online Teaching Face learning Learning and Online Teaching Learning Communities / Communities of Practice (Self-) Learning Center (MyCampus + Portals)© Dr. Daniel Stoller-Schai | 08.06.2012 28
  • 29. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot High-Level Global Learning Operating Model CoE Talent Global Learning DeliveryActivities Strategic Program Management / Facilitation Measurement/ Analysis & Analysis Concept Design Development and Evaluation Planning Roll-out / Administration Talent Development Partner CoE CC SpecialistRoles Portfolio Engineer Learning Design Specialist Learning Delivery Specialist Learning Coordinator •  Strategic •  Needs Analysis •  Development •  Learning design activities •  Learning Specialist •  Measurement & Learning Needs set-up Existing Evaluation •  Program Program Analysis •  E-Learning development •  Learning Coordinator Analysis Program •  Options under •  Conceptual Ready & •  BudgetResponsibilities •  Task Analysis design •  Content development Approved consideration: ownership New •  Audience Programs •  Yearly strategic •  Service Analysis planning process Program Management Ready & •  Request Approved •  Learning SD management Maintain Content Process •  HR Analytics & •  Governance (e.g. Reporting new service requests) Governance
  • 30. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Learning Design (ILT & eLearning) We provide the following products and services to our clients: Process step 1 1.01 Needs, task, objectives, and audience analyses Analysis 1.02 Curriculum and Conceptual design assessments 1.03 eLearning design assessments (Does this make sense?/ Is this state of the art? Process step 2 2.01 Develop blended learning design Development 2.02 Develop instructional materials Process step 3 3.01. Design and develop learning impact measurement strategies Measurement 3.02 Execute transfer and learning impact measurements Process step 4 4.01 Maintain instructional materials Maintenance and Evaluation 4.02 Evaluate learning programs (Project evaluation, Return on Education etc.)© Dr. Daniel Stoller-Schai | 08.06.2012 30
  • 31. Example page for a detailed design document for a course C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot within the WM Master curriculum© Dr. Daniel Stoller-Schai | 08.06.2012 31
  • 32. Inhalt 1.  Strategische Personalentwicklung 20 Minuten –  Workshop-Aufgabe 1 / Input 1 2.  Lernarchitekturen 20 Minuten –  Workshop-Aufgabe 2 / Input 2/3 3.  E-Learning: Implementierung / Umsetzung / Integration von E-Learning Tools in die strategische 40 Minuten Personalentwicklung –  Workshop-Aufgabe 3 / Input 4 4.  Zusammenfassung und Ausblick 10 Minuten© Dr. Daniel Stoller-Schai | 08.06.2012 32
  • 33. Aufgabe 3 •  Was machen Sie im Bereich E- Learning? Gruppenarbeit an den Tischen, 10 Min., Arbeitsblatt3© Dr. Daniel Stoller-Schai | 08.06.2012 33
  • 34. Fallbeispiel UBS •  eLearning Services Fallbeispiel Input 4© Dr. Daniel Stoller-Schai | 08.06.2012 34
  • 35. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot MyCampus: Infrastructure 2008 Message Text 35© Dr. Daniel Stoller-Schai | 08.06.2012 35
  • 36. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Educational Figures: Production 2011 Participants •  119242 Face-to-face Classroom participants (= ca. 1.8 Classroom activities / year) •  389658 eLearning participants (ca. 6 eLearning activities / year) eLearning Services Switzerland •  666 E-Tests, > 10000 implemented questions in d, en, fr, it, etc. •  574 eLectures (rapid eLearning Module) •  285 eTutorials (customized Web based trainings) •  1000 Skillsoft modules (off-the-shelf web based trainings) •  266 Supported eClassrooms Ratio: Classroom training: eLearning = ca. 1:4© Dr. Daniel Stoller-Schai | 08.06.2012 36
  • 37. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Products and Services: eLearning Design & Development We provide the following products and services to our clients: Layer 1 1.01 off-the-shelf eTutorial Self Learning (web based trainings) 1.02 eLibrary 1.03 eBooks 1.04 customized eTutorial 1.05 eLecture 1.06 eSimulation (Behavior) 1.07 eSimulation (Application) 1.08 Edu-Marketing 1.09 Vignette / Expert clip 1.10 Learning Portal Layer 2 2.01 off-the-shelf eClassroom Collaborative Learning 2.02 customized eClassroom Layer 3 3.01 Learning Communities Social Learning 3.02 other social learning formats Layer 4 4.01 Pre-Test (Prerequisite for courses) Testing 4.02 Self-Appraisal (Gap Analysis) 4.03 Assessment (Certification)© Dr. Daniel Stoller-Schai | 08.06.2012 37
  • 38. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Off-the-shelf content | e.g. Skillsoft Peer Relationships at Work© Dr. Daniel Stoller-Schai | 08.06.2012 38
  • 39. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Customized content | Tutorials Leading UBS forward© Dr. Daniel Stoller-Schai | 08.06.2012 39
  • 40. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Customized content | eLecture Introducing Core Cycle 2010/2011© Dr. Daniel Stoller-Schai | 08.06.2012 40
  • 41. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Customized content | eLecture Produktionssetup Powerpoint/Script Stimmaufzeichnung Profi-Sprecher Fertiges eLecture Video, Quiz, Umfrage, Animationen© Dr. Daniel Stoller-Schai | 08.06.2012 41
  • 42. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Customized content | Educational Simulation Branch Manager Coaching© Dr. Daniel Stoller-Schai | 08.06.2012 42
  • 43. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Customized content | Software Simulation GlobIS Campus 43© Dr. Daniel Stoller-Schai | 08.06.2012 43
  • 44. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Customized content | Edu-Marketing Workplace for the future© Dr. Daniel Stoller-Schai | 08.06.2012 44
  • 45. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Customized content | Vignettes, Expert Clips Communication Styles© Dr. Daniel Stoller-Schai | 08.06.2012 45
  • 46. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot eClassroom Learning Partner Insight – L&T Development© Dr. Daniel Stoller-Schai | 08.06.2012 46
  • 47. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot eClassroom Klassische Konferenzen (Beispiel Phonak)© Dr. Daniel Stoller-Schai | 08.06.2012 47
  • 48. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot eClassroom Hybride Konferenzen (Beispiel Phonak) BAA-Konferenz in England mit 500 Teilnehmern (Fragen über Mikrofon) Virtuelles Publikum mit 100 Teilnehmern (Fragen über Chat) Teresa Ching präsentiert von Australien© Dr. Daniel Stoller-Schai | 08.06.2012 48
  • 49. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot eClassroom Virtuelle Konferenzen (Beispiel Phonak)© Dr. Daniel Stoller-Schai | 08.06.2012 49
  • 50. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot eClassroom Beispiel für eine “recorded session” (Beispiel Phonak)© Dr. Daniel Stoller-Schai | 08.06.2012 50
  • 51. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot eClassroom Kund/innen aus der ganezn Welt nehmen daran teil (Beispiel Phonak) Malaysia Aufzeichnungen zuhören in Australien Indonesien© Dr. Daniel Stoller-Schai | 08.06.2012 51
  • 52. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Zusammenarbeit in 3D-Welten© Dr. Daniel Stoller-Schai | 08.06.2012 52
  • 53. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Kundenberatertraining© Dr. Daniel Stoller-Schai | 08.06.2012 53
  • 54. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Trainingsfälle durchspielen© Dr. Daniel Stoller-Schai | 08.06.2012 54
  • 55. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Publikum gibt Feedback© Dr. Daniel Stoller-Schai | 08.06.2012 55
  • 56. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Trainee in der Rolles der Kundenberaterin© Dr. Daniel Stoller-Schai | 08.06.2012 56
  • 57. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Emotion-Panel© Dr. Daniel Stoller-Schai | 08.06.2012 57
  • 58. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Was ist «UBS Connections»?© Dr. Daniel Stoller-Schai | 08.06.2012 58
  • 59. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Was ist «UBS Connections»? •  What is Connections? –  Connections is an important tool for businesses, supporting businesses, helping employees share expertise, brainstorm across organizational and geographic boundaries, manage projects and build professional networks. •  Why is Connections important? –  Connections helps you to find the people and information you need now and provides a forum for you to ask questions and give answers. It’s a place where you can have conversations about the business topics that matter to you most and make powerful connections with others anytime, and from anywhere. –  Why is this important? Connections collaboration makes you more productive, and helps us to solve problems, innovate and reach our business goals.© Dr. Daniel Stoller-Schai | 08.06.2012 59
  • 60. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Welche Community-Typen gibt es?© Dr. Daniel Stoller-Schai | 08.06.2012 60
  • 61. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Was ist eine Learning Community? •  „Eine Learning Community ist eine Gemeinschaft von Personen, die ein gemeinsames Lerninteresse oder ein gemeinsamer Lernauftrag verbindet. Gemeinsame Lernziele werden durch kollaboratives Handeln und gemeinsame Reflexion erreicht. Eine Learning Community in einem Unternehmen ist immer in einem Arbeitskontext situiert, wird durch internetgestützte Groupware-Software ermöglicht und ist damit eine wesentliche Komponente von Workplace Learning.“ •  Learning Communities haben im Vergleich zu anderen Communityformen einen kürzeren Lebenszyklus, dafür aber einen stärkeren thematischen Fokus und einer höheren Aktivitätsrate. Für den Ausbildungsbereich sind sie quasi das „missing link“ zwischen Lernen und Arbeit und damit eine wichtige Komponente bei der Umsetzung von arbeitsplatzbezogenem Lernen. (Quelle: StB09, S. 5)© Dr. Daniel Stoller-Schai | 08.06.2012 61
  • 62. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Die Anfänge© Dr. Daniel Stoller-Schai | 08.06.2012 62
  • 63. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Ein 8-Schritte Programm zum Aufbau von Learning Communities Initiierung Start Betrieb 1.  Information 6.  Pre-Launch 8.  Unterhalt (Maintenance) 2.  Startveranstaltung 7.  Launch und Reporting 3.  Vorbereitung 4.  Setup / Design 5.  Training© Dr. Daniel Stoller-Schai | 08.06.2012 63
  • 64. C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot Testing | eTesting, Assessments and Knowledge Checks Risk & Compliance Skills Review 64© Dr. Daniel Stoller-Schai | 08.06.2012 64
  • 65. Inhalt 1.  Strategische Personalentwicklung 20 Minuten –  Workshop-Aufgabe 1 / Input 1 2.  Lernarchitekturen 20 Minuten –  Workshop-Aufgabe 2 / Input 2/3 3.  E-Learning: Implementierung / Umsetzung / Integration von E-Learning Tools in die strategische 40 Minuten Personalentwicklung –  Workshop-Aufgabe 3 / Input 4 4.  Zusammenfassung und Ausblick 10 Minuten© Dr. Daniel Stoller-Schai | 08.06.2012 65
  • 66. Ausblick: eLearning 1.  eLearning wird sozialer, synchroner, mobiler. Klassischer Experten-gesteuerter Web-based training Ansatz wird durch Anwender-gesteuerter Social Learning Ansatz erweitert. 2.  Transfer von Face-to-Face (F2F)-Verhaltensweisen in den virtuellen Raum als Ausgangsbasis, um neue Lern-, Kommunikations- und Kollaborationsformen zu entwickeln. 3.  Weiterentwicklung Online-Didaktik: Es ist noch vieles zu tun nach 2000 Jahren F2F-Lernen. 4.  Rapid eLearning – Wir brauchen didaktisch bessere eLearning Autorensysteme. 5.  Zunahme von „On demand learning“ („Google style learning“ / „5 minutes learning“): Instant Lernen vs. Verstehen und Bewerten des Kontextes. 6.  Interaktion mit virtuellen Personen: pädagogische Avatare, Intelligente Assistenten (Bsp. Siri -> iPhone 4S). 7.  Lernen mit Simulationen und Spielen (Gamification).© Dr. Daniel Stoller-Schai | 08.06.2012 66
  • 67. Was wird uns beschäftigen?© Dr. Daniel Stoller-Schai | 08.06.2012 67
  • 68. Wie künftige Mitarbeiter heute lernen http://www.cyp.ch/home/ http://www.itreseller.ch/Artikel/art_details.cfm?aid=69458 http://www.cyp.ch/bildungskonzept/bildungskonzept/© Dr. Daniel Stoller-Schai | 08.06.2012 68
  • 69. Lernziel erreicht? Fragen, die beantwortet werden sollen • Wie nutzt man eLearning für die strategische Personalentwicklung? • Wie kann man mit eLearning flexibel auf die Bedürfnisse von Lernenden, bezw. Unternehmen reagieren? Layer 1 1.01 off-the-shelf eTutorial Self Learning (web based trainings) 1.02 eLibrary 1.03 eBooks 1.04 customized eTutorial 1.05 eLecture 1.06 eSimulation (Behavior) 1.07 eSimulation (Application) 1.08 Edu-Marketing 1.09 Vignette / Expert clip 1.10 Learning Portal Layer 2 2.01 off-the-shelf eClassroom Collaborative Learning 2.02 customized eClassroom Layer 3 3.01 Learning Communities Social Learning 3.02 other social learning formats Layer 4 4.01 Pre-Test (Prerequisite for courses) Testing 4.02 Self-Appraisal (Gap Analysis) 4.03 Assessment (Certification)© Dr. Daniel Stoller-Schai | 08.06.2012 69
  • 70. Kontakt Dr. Daniel Stoller-Schai Head eLearning Services UBS AG | Corporate Center | HR Service Delivery Max-Högger-Strasse 81 8090 Zürich +41 44 238 88 51 daniel.stoller-schai@ubs.com Twitter: http://twitter.com/#!/stollerschai Xing: https://www.xing.com/profile/Daniel_StollerSchai Scribd: http://www.scribd.com/dstoller Slideshare: http://www.slideshare.net/dstoller/© Dr. Daniel Stoller-Schai | 08.06.2012 70

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