Globalization & E-Learning

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Globalization & E-Learning

  1. 1. E-SIG Workshop Globalization and E-Learning Dr. Guido Minaya, Minaya & Associates, LLC ©2009 Guido A. Minaya
  2. 2. Welcome and Introductions Welcome ASTD-Philadelphia Chapter Members to the June e-SIG session • Goals – Understand some of the added complexities when undertaking global e-learning projects – Provide added context through global e-Learning examples – List resources you may want to investigate ©2009 Guido A. Minaya
  3. 3. Guido Minaya, MBA, Ed.D. • Managing Partner, Minaya & Associates, LLC • Chief Learning Officer, Sumaria Networks, LLC • Senior Strategy Consultant-Learning Services – Multi-national companies, training operations – US based Managed Learning Services companies international expansion • Prior roles – Education Services Director at Fortune 500 firms with management responsible for • Latin America Region, • Asia and Japan Region. – Global Director for Learning Services, Consulting Firm. ©2009 Guido A. Minaya
  4. 4. Agenda • Added considerations in Global e-Learning • Real world examples: – Energy firm based in Europe – High-Tech firm based in North America – Financial firm based in Europe • Successful Global e-Learning Solutions • Evolving best practices • Recommended resources ©2009 Guido A. Minaya
  5. 5. Let’s learn a little about you…. Which of the following best describes your role? – Instructional Designer – Content Developer – Graphics Designer – Instructor – Faculty member – Training Director/Executive – Other ©2009 Guido A. Minaya
  6. 6. Have you worked on an Global e-Learning initiative? YES NO ©2009 Guido A. Minaya
  7. 7. What is your interest in this workshop? 1. Learn more to support existing clients 2. Learn more to position myself for future opportunities 3. Take over the world 4. Other ©2009 Guido A. Minaya
  8. 8. Globalization and E-Learning Done correctly, a global e-learning initiative can have a significant impact on a multi-national corporation’s success in the marketplace Done incorrectly, a corporation can lose more than just their e-learning investment. 57% of Globalization efforts fail! As professionals in the Learning Services field we should understand some of the pitfalls and best practices to better guide our clients when called upon. The “formula” is in an evolutionary state. ©2009 Guido A. Minaya
  9. 9. Sources of Financial Loss (Edmundson, 2009) • No Translation – Loss of meaning • No Localization – Original cost of creating culturally inappropriate courses • No Modularization – Cost of an off the shelf course that can’t be adapted to cultural needs • No Origination – Lost time spent on an inappropriate course ©2009 Guido A. Minaya
  10. 10. You are the Project Manager…… • Netherlands based company with operations in five countries – Netherlands, UK, US, Australia, China, • Product focus: Windmill Energy company • Problem: High number of new employees on boarding in each country • Departments: R&D, Sales, Production, Project Services • Desired curriculum focus: Value Chain for New Hires What do you do differently as you engage in the project planning process? ©2009 Guido A. Minaya
  11. 11. Cultural Accessibility Globalized e-Learning needs to be culturally accessible, such that all learners are able to achieve the same learning outcomes (putting in the same amount of effort to acquire relevant knowledge and skills), regardless of their country or culture of origin. Andrea Edmundson Project team needs to be expanded to include representatives from each country, function. ©2009 Guido A. Minaya
  12. 12. 5 Cultural National Dimensions (Hofstede 1984, 2001) • Power Distance —Extent to which less powerful members of an institution or organization accept that power is distributed unequally. • Uncertainty Avoidance —Extent to which people are threatened by ambiguous situations and have created beliefs and institutions to try to avoid these. • Individualism vs. Collectivism —bipolar continuum, looking after yourself and family only vs. belonging to in-groups or collectivities which are suppose to look after you in exchange for loyalty. • Masculinity vs. Femininity —dominant values are success, money and things vs. caring for others and quality of life. • Long term vs. Short Term —Virtue rather than truth ©2009 Guido A. Minaya
  13. 13. You are the ID Lead……… • Industry: Finance • Investment company based in the UK • Company has operations in seven countries. UK, US, Singapore, China, Brazil, Argentina, France • 95% of existing training in ILT • Problem: Due to acquisitions, high number of new employees on boarding • Desired curriculum focus: Communication Skills What additional steps do you add to your ADDIE process? ©2009 Guido A. Minaya
  14. 14. Language challenges obvious For some multi-nationals, Globalized English is used. What is Globalized English? What about translation of content— benefits and pitfalls? ©2009 Guido A. Minaya
  15. 15. Cultural Considerations in ID (Henderson, 1996) Approaches to instructional design not only reflect differing world views but they consist of values, ideologies and images that act in the interest of particular cultural, class and gender groups. Instructional design and the designer are inextricably tied to their societal context and thus infused with the cultural, class and gendered influence of these factors How culturally relevant is your instructional design to the learners you are developing content for? ©2009 Guido A. Minaya
  16. 16. You are the Graphics Lead…… • Netherlands based company with operations in five countries located on four continents – Netherlands, UK, US, Australia, China, • Product focus: Windmill Energy company • Problem: High number of new employees on boarding in each country • Departments: R&D, Sales, Production, Project Services • Desired curriculum focus: Value Chain for New Hires What do you do differently? ©2009 Guido A. Minaya
  17. 17. Localization • Symbols – Chinese do not like to see names in red text. • Images – Last week there were reports about Obama sitting behind his desk in the Oval office with his feet up showing the soles of his shoes while speaking to Israeli leaders – Hand gestures mean different things in different countries ©2009 Guido A. Minaya
  18. 18. You are the CLO…… • Industry: High Tech • US based company has operations in seven continents • Problem: ILT Leadership curriculum dated and training budget cut earlier in the year. Existing in-house small content development team stretched and unavailable. • Departments: R&D, Sales, Production, Channel Management , Finance, HR What resourcing decisions do you need to make? ©2009 Guido A. Minaya
  19. 19. Staffing and Sourcing • In-source or Outsource? • For a Global e-Learning project, what do you look for in an outsourced e-Learning provider? ©2009 Guido A. Minaya
  20. 20. ©2009 Guido A. Minaya
  21. 21. Front-end Analysis  Industry  Workforce Composition  Geographic Concentration  Relevant Cultural Norms  Training Curricula Focus ◦ Technical or Soft-Skills ◦ Leadership or Sales  HQ Home Country  Languages: Default and others  Job task analysis  Number or LMS’s, and their implication to project  Budget  Lowest common denominator--technology ©2009 Guido A. Minaya
  22. 22. Global E-Learning SOLUTIONS ©2009 Guido A. Minaya
  23. 23. Finance Company Solution  Blended Learning Approach  ILT, VILT, some e-Learning  Decision on primary language: Global English  Invest in Analysis of Largest employee populations ◦ Cultural Analysis ◦ Localization  Off the shelf content options with some tailoring  Content Development Team members identified (US, India, Europe)  Local instructors used leveraged for ILT, VILT and facilitated e-Learning (language, culture) ©2009 Guido A. Minaya
  24. 24. High-Tech Company Solution  Outsourced  Custom e-Learning content development  Conversion of ILT courseware with revisions  Global e-Learning courses  Decision on primary language: Global English  Analysis of largest employee populations by in- house Leadership Development Team ◦ Cultural Analysis ◦ Localization  Outsource: tight ID/content dev process  Recruit internal review team  Incorporate vendor provided editors for localization ©2009 Guido A. Minaya
  25. 25. Windmill Company Solution • Analyze: 100 plus hours of focus group interviews with experts in R&D, Sales, Production, Services. 15 hours of interviews with 100 employees. • Designed 5 hours of e-Learning • Cartoon figures with various ethnicities and gender represented • Different color weeble figures • Global English • Culturally Sensitive • Corporate Culture integrated • Relevant • Pre-test, Post-test, 90 day test ©2009 Guido A. Minaya
  26. 26. Global E-Learning EVOLVING BEST PRACTICES ©2009 Guido A. Minaya
  27. 27. ©2009 Guido A. Minaya
  28. 28. Global E-Learning SUMMARY ©2009 Guido A. Minaya
  29. 29. • Added considerations in Global e-Learning • Real world Examples: – Energy firm based in Europe – High-Tech firm based in North America – Financial firm based in Europe • Successful Global e-Learning Initiatives • Evolving best practices What we covered today ©2009 Guido A. Minaya
  30. 30. • Relevant training sessions – ASTD Virtual Conference • List books, articles – T&D Globalization and e-Learning • Andrea Edmundson, April 2009 – Globalized e-Learning Cultural Challenges • Andrea Edmundson, 2007 – Exploring Culture • Gert Jan Hofstede. 2002 – Cultural Adaptation Model • Andrea Edmundson, 2007 • Global eLearning Communities – http://www.eworldlearning.com/Membership.asp More information ©2009 Guido A. Minaya
  31. 31. Today’s Session helped me better understand Global e-learning initiatives Strongly Agree Agree Neither Agree or Disagree Disagree Strongly Disagree ©2009 Guido A. Minaya
  32. 32. Contact Information Guido A. Minaya, MBA, Ed.D. Managing Partner Minaya & Associates, LLC 707-399-7155 (office) 707-399-6955 (fax) 305-775-0297 (cell) gminaya1@comcast.net www.MinayaAssociates.com ©2009 Guido A. Minaya
  33. 33. ©2009 Guido A. Minaya

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