Success Factors For Blended Learning In Companies 1

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How to support the initiation of blended-learning maturity in a company

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Success Factors For Blended Learning In Companies 1

  1. 1. Success factors for Blended Learning incompanies -Report from the practice from EADSLearning Shared Services Kristy ANAMOUTOU
  2. 2. Table of Content 1 Our company 2 Our organization 3 Success factors for blended learning 4 An illustration of success 5 Conclusion Page | 2 Success factors for blended learning in companies - Kristy Anamoutou
  3. 3. Our company Airbus Astrium ABOUT US EADS is a global leader in aerospace, defence and related services. In 2009, EADS generated revenues of € 41.7 billion and employed a workforce of about 118,000. Defence & Security Eurocopter The Group includes Airbus as the leading manufacturer of commercial aircraft, with Airbus Military covering tanker, transport and mission aircraft, Eurocopter as the worlds largest helicopter supplier and EADS Astrium, the European leader in space programmes from Ariane to Galileo. Its Defence & Security Division is a provider of Military Transport Aircraft Headquarters - Innovation Works - Others comprehensive systems solutions and makes EADS the major partner in the Eurofighter consortium as well as a stakeholder in the missile systems provider MBDA. Page | 3 Success factors for blended learning in companies - Kristy Anamoutou
  4. 4. Our organization Our mission is to deliver customer focused, best practice, best priced services in learning for EADS. Learning Learning Learning Transactions Delivery Expertise Administration services to Logistical support to Project management, implement and manage perform training sessions. solution design and the training activities. specific domain consultancy to meet new training needs and adapt learning programs. Page | 4 Success factors for blended learning in companies - Kristy Anamoutou
  5. 5. Success factors for Blended Learning Page | 5 Success factors for blended learning in companies - Kristy Anamoutou The knowledge of our organization
  6. 6. Success factors for blended learning –Knowledge of our companyEADS Innovation Works, APOSDLE “learning @ work” platform THE WAYS OF LEARNING As a leader in aerospace and defence, our core expertises requires specific and high levels of training. To cover the requirements of the business, we sustain a close relationship with the projects and the various experts. Most of the units developed their own tools to sustain their knowledge, but they also try Eurocopter, NH90 Tiger module to organize the transfer of it internally. To ensure right balance between the formal and informal learning periods, ELS informs itself constantly of the initiatives and projects linked directly or indirectly to learning. Page | 6 Success factors for blended learning in companies - Kristy Anamoutou
  7. 7. Success factors for blended learning –Knowledge of our company THE LEGACY SYSTEMS FOR LEARNING Airbus - Structure Academy, Airbus - ICT Academy, Moodle Prior to the development of ELS, different MOS Chorus structures managed the learning deliveries in each division. The blended learning offer was different from a division to another one. It was mainly based on the support dedicated locally to the e-learning*. EADS DS – MAS, SumTotal Airbus France, SAP Despite the various LMS running in the group, few of them supported web-based training or the organization of virtual classroom. Moreover, only few initiatives with a limited scope developed those ways of learning. Astrium France, E-léo During this period, the business requirements about Blended Learning were attached to a simple level – providing the opportunity to the learners to experience “online learning”. Page | 7 Success factors for blended learning in companies - Kristy Anamoutou
  8. 8. Success factors for blended learning –Knowledge of our companyEADS DS FRANCE, Isle of security THE FIRST PRACTICES IN BLENDED LEARNING Most of the blended learning offer was built with external providers in the frame of training programs dedicated to a specific target population. The blended learning happened in various ways, it could concern the delivery methods in used (classroom, conferences, seminars, web-based training, coaching…) or the full cycle of training engineering (i.e.EADS HQ, EADS HQ, DS Germany developed a process from theChange management e-learning Corporate Business training needs analysis to the evaluation Academy phase). Concerning the e-learning, we can notice Eurocopter, that we benefit from the experience of the Vital “customer services” offer. We developed a range of e-learning modules for our external customers which covered our products and services. Page | 8 Success factors for blended learning in companies - Kristy Anamoutou
  9. 9. “From the knowledge to the expertise”In July 2007, ELS was established, after the EADS ELS’ visionExecutive Committee decision, with theresponsibility: By providing one catalog, one process and one tool, ELS will ensure customer focused, best•to organize and deliver training services; practice, always available and from everywhere•to provide transparency in the HR Organization; accessible learning.•to promote the integration of the EADS groupand; ELS’ strategy•to bring coherence with the EADS groupstrategy and HR activities. The strategy ensures that ELS will achieve its vision by: •Concentrating on EADS’ business needs;It is the objective of ELS to constantly reduce the •Challenging its own competitiveness compared tocost of learning – until the most efficient market and baseline;cost/benefit ratio is reached – while meeting the •Staying informed of legal, process, and technicaldivisional training needs with high quality. innovation in learning. Page | 9 Success factors for blended learning in companies - Kristy Anamoutou
  10. 10. The expertise in learning THE DEPLOYMENT OF STANDARDS The development of the new group LMS gives us the opportunity to set standards regarding learning, specially new ways of learning (i.e. web-based training materials). Behind those standards, the business objectives are to establish a technical basis of communication between the LMS and the future digital training materials. Also, to guarantee that we will benefit the most from the future training materials. The guiding principles of those standards are: – Accessibility – Adaptability – Durability – Interoperability – Reusability Page | 10 Success factors for blended learning in companies - Kristy Anamoutou
  11. 11. The expertise in learningEADS, Project Management e-learning (on the shelves solution) THE DEVELOPMENT OF PILOTS In order to demonstrate the added value of the blended learning, we need to support it by projects that have specific characteristics: – a wide scope (quantity is important to ensure a cost-competitive solution with regards to the traditional training); – a target population which is representative of the future End-Users of the blended learning;EADS, Engagement Survey e-learning (tailor-made solution) – a strategic axis for the company (to benefit from the support of the management). From the business side, we take the opportunity to diversify the ways of training, we support projects that have an impact on the mid-term and the long-term on the ways of working. Page | 11 Success factors for blended learning in companies - Kristy Anamoutou
  12. 12. The expertise in learning THE PROCESS TO BLEND THE LEARNING The pilots supported us to build a process where we ensure to blend different learning methods to find the best mix for the project needs. In each phase, we identify the actors and the deliverables needed to build a tailored project which fit with the target audience, project’s budget and business objectives. ELS Learning Expert ELS Learning Expert Project team Project team Project team ELS Learning Expert Project team ELS Transaction ELS Learning Expert Analysis Design Production Deployment Deployment Follow -up Training strategy Course outlines & curricula Training materials Training modules Updates & Maintenance Business case Storyboard Pilot Page | 12 Success factors for blended learning in companies - Kristy Anamoutou
  13. 13. “From the expertise to the networking” The learning expert The subject-matter expert The learning expertise services resides in ELS and the subject matter expertise in the divisions . In general and very simply speaking, subject matter expertise is what is taught and learning expertise is how it is taught. In other words, a subject matter expert is a person who has profound knowledge in a specific topic; a learning expert has the ability to put together an effective learning program from a pedagogical perspective using exactly that knowledge of those topic experts. Page | 13 Success factors for blended learning in companies - Kristy Anamoutou
  14. 14. The networking for Blended Learning THE BLENDED LEARNING NETWORK The blended learning network gathers the variety of experts, managers and persons that have projects related to the practice of blended learning in EADS. It’s an international and transdivisional group that share lessons learned We have the opportunity to get an understanding of the frame of actions of each participants, but also of the possible challenges that the projects could have. This is the opportunity to “take the picture of blended learning for EADS” reveals that we delivered a wide scope of services to different partners, such as: public institutions, aircraft manufacturers, national military forces… Page | 14 Success factors for blended learning in companies - Kristy Anamoutou
  15. 15. The networking for Blended Learning THE CUSTOMER ORIENTATION APPROACH ELS intends to simplify the actions around the training project. We have a dedicated focal point for Blended Learning topic. Also, we operate from 21 locations in Europe to be close to our customers. With ELS: Finance & Controlling You Your ELS Learning Design focal point 1 focal point Training Provider for learning Learning Transactions Procure- ment Page | 15 Success factors for blended learning in companies - Kristy Anamoutou
  16. 16. The networking for Blended Learning ASTRIUM – Knowledge management tool, video platform to share experience THE CONTRIBUTION TO OTHER AREAS The blended learning projects concern a large scope of training domains, moreover they require a partnership with other areas in the company (IT, Security, Communication…). Theses partnerships are mandatory to ensure a smooth deployment of the future projects. Otherwise, the opportunity to bring new ways of learning could be the results of the Airbus – collaboration tool, Wiki best practices or tools made by other departments. To benefit the most of internal initiatives, we contribute to different working groups organized by another HR department (Knowledge management, Internal communication) or a business unit (Airbus learning committee). The state of blended learning practice in a company is the reflection of the activities running in the company. Page | 16 Success factors for blended learning in companies - Kristy Anamoutou
  17. 17. “From networking to knowledge “ Prior to the networks existing around blended learning practices, EADS has founded a larger network of employees working in the Learning & Competences areas. Once a year, this network meets to exchange about the important actions and trends in their respective fields. This network facilitates the communication around blended learning and provide us an original support to attract new projects. Page | 17 Success factors for blended learning in companies - Kristy Anamoutou
  18. 18. An illustration of the road to success Page | 18 Success factors for blended learning in companies - Kristy Anamoutou
  19. 19. Conclusion The road to success is a common journey between ELS and its customers, we base our actions on the existing experience of the company and the added value that our learning expertise could bring to the business. Given the variety and complexity of the topics that we manage, we can’t limit our scope of actions to the learning department. Thus, our networking activities support us. Page | 19 Success factors for blended learning in companies - Kristy Anamoutou

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