Learning Innovation Network Mobile Learning Research

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This presentation is the latest research on how Fortune 2000 companies are leveraging Mobile Devices for Corporate Learning. This presentation includes research among Head of Human Resources and Heads of Global Learning.

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  • 2004, global smartphone shipments were half that of notebooks. Last year, the tables turned as there were more smartphones than notebooks shipped world-wide and that trend is continuing. Conversation continues in WSJ under topic 的S It Time To Leave Your Laptop Behind?education market for mobile and will grow exponentially from US$827 million in 2005 to US$6.49 billion in 2010AS of 2008, there were 295 million smart phones that could download books (of these are 18 million iPhones) Mobile social networking
  • “Sports Bytes, funded by the Kauffman Foundation, is designed to capture kids’ attention by using gaming and cell phones todeliver important math and science Lessons” There are over 3 billion mobile phones in use - more than twice as many mobile phones as computers. Many people who cannot afford computers, do have mobile phones.Kaufmann Foundation investing as a way to deliver STEM education to K-12 Students around the world
  • Building on its efforts to engage students and learners in a more personalized learning experience, Blackboard Inc. today announced the release of a free application that lets users of the Apple(R) iPhone(TM) and iPod touch(R) take learning on the go by accessing course information wherever and whenever they prefer. With the application, millions of students and learners accustomed to logging in to their institution's Blackboard(R) platform every day can now tap in to mobile learning opportunities by receiving updates and alerts on grades, assignments, tests and other information from courses as well as groups and organizations of which they are part on their iPhone or iPod .\"Many of today's students and learners live in a mobile world, and now they can learn in one too,\". \"This application is part of our focus to help students more deeply engage in the educational experience by creating learning opportunities that are not bound by time or place.\"Mobile learning has drawn the attention of administrators and educators as handheld devices, PDAs and smart phones have become increasingly popular in educational settings and among young people. The Blackboard Learn(TM) for Apple iPhone application is available as a download from the Apple iTunes(R) App Store and makes mobile learning a reality by linking course information to devices that are quickly becoming commonplace in high school hallways, on college campuses and in the workplace.touch.\"Many of today's students and learners live in a mobile world, and now they can learn in one too,\" said Michael L. Chasen, president and CEO of Blackboard. \"This application is part of our focus to help students more deeply free application that lets users of the Apple(R) iPhone(TM) and iPod touch(R) take learning on the go by accessing course information wherever and whenever they prefer.With the application, millions of students and learners accustomed to logging in to their institution's Blackboard(R) platform every day can now tap in to mobile learning opportunities by receiving updates and alerts on grades, assignments, tests and other information from courses as well as groups and organizations of which they are part on their iPhone or iPod touch.
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  • In the broadest possible terms, it is the strategic management of the flow of talentthrough an organisation. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives. But talent management is a lot more than yet another HR process. It is a mindset that goes beyond the rhetoric towards a holistic andintegrated approach to leveraging the greatest competitive advantage from people. Talent management is about those thoughts and actions that, consistently, over time, become organisational culture. Talent management is more than somethingto do, it is something to be, a way of working and achieving both short and long-term success. It is a belief that talent differentiates organisation culture and breeds competitive advantage, with benefits for both the individual and the organisation. Furthermore, the talent mindset is not just another HR fad. It is embedded in the entire organisation – championed by the leadership, modelled by the management, supported by a range of initiatives jointly developed by the business and HR.Human Capital Management is a new business mindset that considers people to represent a capital asset, rather than a set of costs. It is the foundational concept for talent management, in that leaders must adopt a new attitude and practices to replace the century-old imperative for cost control, with a new economy focus on investment return and business impact.Talent Management is a new business science that integrates workforce planning, acquisition, development, mobility and measurement into a strategic discipline that spans functional silos and optimizes talent throughout the employee lifecycle. Talent Management enables leaders to create competitive advantage through engagement, and the application of intellect and innovation in a global, interconnected economy. Effective talent management is integrated and aligned with the organization’s mission, core objectives, values and capabilities<number><number>
  • In the broadest possible terms, it is the strategic management of the flow of talentthrough an organisation. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives. But talent management is a lot more than yet another HR process. It is a mindset that goes beyond the rhetoric towards a holistic andintegrated approach to leveraging the greatest competitive advantage from people. Talent management is about those thoughts and actions that, consistently, over time, become organisational culture. Talent management is more than somethingto do, it is something to be, a way of working and achieving both short and long-term success. It is a belief that talent differentiates organisation culture and breeds competitive advantage, with benefits for both the individual and the organisation. Furthermore, the talent mindset is not just another HR fad. It is embedded in the entire organisation – championed by the leadership, modelled by the management, supported by a range of initiatives jointly developed by the business and HR.Human Capital Management is a new business mindset that considers people to represent a capital asset, rather than a set of costs. It is the foundational concept for talent management, in that leaders must adopt a new attitude and practices to replace the century-old imperative for cost control, with a new economy focus on investment return and business impact.Talent Management is a new business science that integrates workforce planning, acquisition, development, mobility and measurement into a strategic discipline that spans functional silos and optimizes talent throughout the employee lifecycle. Talent Management enables leaders to create competitive advantage through engagement, and the application of intellect and innovation in a global, interconnected economy. Effective talent management is integrated and aligned with the organization’s mission, core objectives, values and capabilities<number><number>
  • In the broadest possible terms, it is the strategic management of the flow of talentthrough an organisation. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives. But talent management is a lot more than yet another HR process. It is a mindset that goes beyond the rhetoric towards a holistic andintegrated approach to leveraging the greatest competitive advantage from people. Talent management is about those thoughts and actions that, consistently, over time, become organisational culture. Talent management is more than somethingto do, it is something to be, a way of working and achieving both short and long-term success. It is a belief that talent differentiates organisation culture and breeds competitive advantage, with benefits for both the individual and the organisation. Furthermore, the talent mindset is not just another HR fad. It is embedded in the entire organisation – championed by the leadership, modelled by the management, supported by a range of initiatives jointly developed by the business and HR.Human Capital Management is a new business mindset that considers people to represent a capital asset, rather than a set of costs. It is the foundational concept for talent management, in that leaders must adopt a new attitude and practices to replace the century-old imperative for cost control, with a new economy focus on investment return and business impact.Talent Management is a new business science that integrates workforce planning, acquisition, development, mobility and measurement into a strategic discipline that spans functional silos and optimizes talent throughout the employee lifecycle. Talent Management enables leaders to create competitive advantage through engagement, and the application of intellect and innovation in a global, interconnected economy. Effective talent management is integrated and aligned with the organization’s mission, core objectives, values and capabilities
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  • Funding is a barrier since most users of m leanring have difficulty proving busines value 31
  • New metrics: Are employees more engagedContributing more ideasMore satisfied at workAble to be competent on job fasterAble to land a sale due to performance support of mobile device
  • CONCEPT: Two efforts going on concurrently....Jenn:From the Learning Services side, Goal is to take learning from the formal and structured and move more towards the point of need. Think about how people learn and access information on a daily basis. You do take a course every time you need to know something or even go to the library to in-depth research? Google type search gives access to unlimted information that is accessible vir. Anywhere.Jeannie:At the same time, from the GBG HR Learning Side… Tell Bob Marshall story, show matrix (next slide) <number>
  • Learning Innovation Network Mobile Learning Research

    1. 1. Learning Innovation Network: The Shift To mLearning Jeanne Meister Founder, New Learning Playbook jeanne@newlearningplaybook.com www.newlearningplaybook.com © 2009, New Learning Playbook 1 www.newlearningplaybook.com
    2. 2. we’ll cover five themes in the next 60 minutes © 2009, New Learning Playbook 2 www.newlearningplaybook.com
    3. 3. Outline 1.Drivers and Trends Of Mobile Learning © 2009, New Learning Playbook 3 www.newlearningplaybook.com
    4. 4. Outline 2. Mobile Learning in Action K-12 Post Secondary © 2009, New Learning Playbook 4 www.newlearningplaybook.com
    5. 5. Outline 3. Mobile Pulse Survey © 2009, New Learning Playbook 5 www.newlearningplaybook.com
    6. 6. Outline 4. Wachovia Case Study © 2009, New Learning Playbook 6 www.newlearningplaybook.com
    7. 7. Outline 5. SWOT Team Exercise © 2009, New Learning Playbook 7 www.newlearningplaybook.com
    8. 8. Drivers and Trends Drivers & Trends Of Mobile Learning © 2009, New Learning Playbook 8 www.newlearningplaybook.com
    9. 9. Drivers For Interest In Mobile Learning Growth in Mobile Subscriptions © 2009, New Learning Playbook 9 www.newlearningplaybook.com
    10. 10. Growth of Mobile Subscriptions Reported Subscriptions (millions) Over the next five years, over 80 percent of new subscriptions are expected to come from high growth markets, with the most significant growth coming from India and China. http://www.ericsson.com/ericsson/corporate_responsibility/cr06/markets/mobile/index.shtml © 2009, New Learning Playbook 10 www.newlearningplaybook.com
    11. 11. Drivers For Interest In Mobile Learning Millennials Expect To Use Latest Technologies In Their Jobs © 2009, New Learning Playbook 11 www.newlearningplaybook.com
    12. 12. Millennials at Work Most Valued Benefits After Salary First Choice Second Choice Third Choice All respondents Training/development: 53% Cash bonuses: 41% Flexible work hours: 41% Asia Training/development: 64% Assistance with housing: 46% Cash bonuses: 39% Australasia & Training/development: 58% Flexible work hours: 45% Cash bonuses: 42% Pacific Islands Central & Training/development: 61% Cash bonuses: 40% Flexible work hours: 32% Eastern Europe Western Europe Training/development: 57% Flexible work hours: 38% Cash bonuses: 36% Middle East & Flexible work hours: 55% Training/development: 46% Cash bonuses: 42% Africa North America & Free private healthcare: Flexible work hours: 53% Cash bonuses: 43% 38% the Caribbean South & Central Training/development: 73% Cash bonuses: 45% Flexible work hours: 41% America Base: 3953 global respondents © 2009, New Learning Playbook 12 www.newlearningplaybook.com
    13. 13. Millennials Will Route Around IT Departments Which of these technologies do you currently use that are not supported by your organization’s IT department? Forrester Research © 2009, New Learning Playbook 13 www.newlearningplaybook.com
    14. 14. Drivers For Interest In Mobile Learning Increase Efficiency Of How Learning Is Delivered Plus: growth of phones as device to download books © 2009, New Learning Playbook 14 www.newlearningplaybook.com
    15. 15. Drivers and Trends Mobile Learning In Action @ K-12 © 2009, New Learning Playbook 15 www.newlearningplaybook.com
    16. 16. Mobiles For K-12 Education Mathematics Technology Science & Engineering …all Sports-Themed! © 2009, New Learning Playbook 16 www.newlearningplaybook.com
    17. 17. Nokia & Pearson Foundation Train K-12 Teachers © 2009, New Learning Playbook 17 www.newlearningplaybook.com
    18. 18. Drivers and Trends Mobile Pulse Survey © 2009, New Learning Playbook 18 www.newlearningplaybook.com
    19. 19. Objectives of the Study USA Canada UK India Others The Buzz of Mobile 7% 3% 2% Learning 7% Usage of Mobile Learning Barriers to Mobile 81% Respondent Demographics Learning Future of Mobile Learning Content Areas for Mobile Learning © 2009, New Learning Playbook 19 www.newlearningplaybook.com
    20. 20. Demographics of 125 Respondents By Industry Type © 2009, New Learning Playbook 20 www.newlearningplaybook.com
    21. 21. Demographics of Respondents By Job Function 3% 5% 10% 34% 24% 24% Executive Management Other Division or Program Management Operations © 2009, New Learning Playbook Technology Sales or Marketing 21 www.newlearningplaybook.com
    22. 22. The Buzz About Mobile Learning Learning through Mobile Devices “It’s really more m Performance Support, rather than e-learning on a mobile device.” - Survey Respondent, USA Learning delivered The best use of mobile learning is all about electronically repackaging electronic performance © 2009, New Learning Playbook 22 www.newlearningplaybook.com support tools.
    23. 23. The Buzz About Mobile Learning “While I was at Invitrogen we were early adopters of iPhone/iTouch for business applications we launched our online university, to include social networking and YouTube videos & mlearning. Our reps loved it -- they could do just in time training, share videos on lab protocols, and network with customers and one another.” Sandi, USA © 2009, New Learning Playbook 23 www.newlearningplaybook.com
    24. 24. The Buzz About Mobile Learning quot;I see a progressive growth of mobile learning to acquire knowledge. Today, acquiring required knowledge is becoming excessively costly via traditional schooling. I also think mobile devices are ideal as a delivery for many certification programs.” Biren (Brian), India © 2009, New Learning Playbook 24 www.newlearningplaybook.com
    25. 25. The Buzz About Mobile Learning “We are expanding our usage of mobile learning for both employees as well as extended network. The real opportunity for mlearning as I see it, is to think of mlearning as a “campaign’ rather than e- learning on a mobile device.“ Sami, Finland © 2009, New Learning Playbook 25 www.newlearningplaybook.com
    26. 26. Usage of Mobile Learning – The Present Scenario Does your company use any mobile devices for learning? This includes using a PDA, Blackberry, a Smartphone, etc. 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No © 2009, New Learning Playbook Already 33% organizations are using mobile learning for their employees. 26 www.newlearningplaybook.com
    27. 27. The Future of Mobile Learning If you are not using mobiles for learning, are you considering usage in the next 12-18 months? 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No Majority (70%)of the organizations are planning to use mobile learning © 2009, New Learning Playbook 27 technology in the coming 12-18 months. www.newlearningplaybook.com
    28. 28. Mobile Learning In Organizations – Usage How long have you been using mobiles for learning? 60% 50% 40% 30% 20% 10% 0% < 1 year 1-2 years Other 25% have been or are starting to use mobile learning in the last year Another 15% year. of © 2009, New Learning Playbook say that they have been using Mobile Learning for the our survey respondents 28 1- last 1-2 years www.newlearningplaybook.com
    29. 29. Usage of Mobile Learning – Comparison Across Functions Does your company use any mobile devices for learning? This includes using a PDA, Blackberry, a Smartphone, etc. The mobile learning in organizations in more prevalent in Non HR functions © 2009, New Learning Playbook 29 www.newlearningplaybook.com as compared to HR functions (16%). (42%)
    30. 30. Challenges For Mobile Learning Challenges for Mobile Learning “Until we begin seeing a broader base of tech savvy workers, or identify business issues that can only be resolved through mobile learning, the spread of mobile learning will be slow. There are concerns that it is just another training trend and a more expensive solution to training which can be solved in less expensive ways.” Survey Respondent, USA © 2009, New Learning Playbook 30 www.newlearningplaybook.com
    31. 31. Users Of Mobile Learning Today Also Used Collaborative Learning Tools Corporate Corporate Social Networks SharePoint, SharePoint, Blogs , and Communities of Practice are among the most popular © 2009, New Learning Playbook 31 learning tools among the organizations www.newlearningplaybook.com
    32. 32. Content Areas For Mobile Learning Product Knowledge Sales Training, and Communication are among the most Knowledge, popular trainingsPlaybook © 2009, New Learning for which companies are using mobile learning technologies. 32 www.newlearningplaybook.com
    33. 33. Barriers to Mobile Learning 1 – Most Difficult 5 – Least Difficult Funding, Organizational Culture and Lack of user sophistication are identified as © 2009, top Learning Playbook New barriers for mobile learning technology in the organizations. 33 www.newlearningplaybook.com
    34. 34. How Do You Measure the Effectiveness of Mobile Learning *Other includes increases in employee engagement, increases in overall employee satisfaction, increases in satisfaction of learning 20% of the organizations measure the effectiveness of mobile learning on the basis of usage © 2009, New Learning Playbook while 45% are say they are working to create new metrics 34 www.newlearningplaybook.com
    35. 35. Drivers and Trends Wachovia Case Study © 2009, New Learning Playbook 35 www.newlearningplaybook.com
    36. 36. The Wachovia Case Study is not included in this version of the presentation. For further information on the Wachovia Case Study, contact: Jeanne@newlearningplaybook.com © 2009, New Learning Playbook 36 www.newlearningplaybook.com 36
    37. 37. Jeanne Meister Founder, New Learning Playbook jeanne@newlearningplaybook.com www.newlearningplaybook.com http://www.linkedin.com/in/jeannemeister facebook.com/p/Jeanne_Meister/654439702 http://twitter.com/jcmeister © 2009, New Learning Playbook 37 www.newlearningplaybook.com

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