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From educational controlling to learning value management
 

From educational controlling to learning value management

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Vortrag auf der Fachkonferenz Professional Learning (PLE), Hannover, September 2011 (Christoph Meier)

Vortrag auf der Fachkonferenz Professional Learning (PLE), Hannover, September 2011 (Christoph Meier)

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    From educational controlling to learning value management From educational controlling to learning value management Presentation Transcript

    • Learning Value ManagementFrom Return on Invest to Return on ExpectationsProfessional Learning, Cologne, September 22, 2011Dr. Christoph Meier
    • © scil All rights reserved.swiss centre for innovations in learning2 27.04.2013Dr. Christoph Meier
    • © scil All rights reserved.Key issuesDr. Christoph Meier 3 27.04.2013WhyLearning ValueManagement?How is itdifferent?What is the current statusof implementation?How canLearning Value Managementbe implemented?ROI  ROE
    • © scil All rights reserved.Educational controlling:current status and extensions required› What is the goal of evaluation /controlling?› "Do we provide good training?"› What is evaluated?› Formal training› How are results acted on?› No systematic procedures;impressionistic interpretation;Dr. Christoph Meier 4 27.04.2013Source: scil Trendstudien 2010 und 2008
    • © scil All rights reserved.Key issuesDr. Christoph Meier 5 27.04.2013WhyLearning ValueManagement?How is itdifferent?How canLearning Value Managementbe implemented?ROI  ROEWhat is the current statusof implementation?
    • © scil All rights reserved.Dr. Christoph Meier 6 27.04.2013Established approaches to educational controlling"Measure things easy to measure" Kirkpatrick levels & ROIInput – Process - OutputBalanced Scorecard & Strategy Map
    • © scil All rights reserved.› Management of division / product line› ...› (Training) Management in regional markets› ...› Management dealerships / Person responsible for training› ...› Training participants› ...› …Dr. Christoph Meier 7 27.04.2013Extension 1:StakeholderlandscapeWhat do different stakeholder groupsexpect from the L&D unit?
    • © scil All rights reserved.The learnscapeDr. Christoph Meier 8 27.04.2013Sources: Jay Cross, Informal Learning 2.0, August 2009http://www.internettime.com/2009/08/informal-learning-2-0/; http://static.scribd.com/profiles/images/ebjlsdeybukv5-full.jpgPeter Casebow, http://goodpractice.com/blog/how-effective-are-employers-in-supporting-new-managers/Extension 2:Learnscape
    • © scil All rights reserved.Identifying & tapping trainingvalue that was missedDr. Christoph Meier 9 27.04.2013Application of new competenceswith measurable resultsPartial applicationof new competenceswith uncertain resultsNo application ofnew competencesvalue realized(captured in ROI analysis)value not realizedBased on: Brinkerhoff (2006): Telling trainings story, p 26.› Identify training participants with highest / lowest success in learning & transfer› Identify circumstances that contribute to highest / lowest success in learning & transfer› Adapt training program & adjust organisational parametersExtension 3:meaningful evaluation
    • © scil All rights reserved.Evaluation of value creationin communities & networks› Notion of cycles› activities resulting fromnetworked interaction› relationships› application of knowledgeacquired through networkedinteraction› benefit from application ofknowledge› benefits from furtherdeveloping networks› Set of indicators for each cycleDr. Christoph Meier 10 27.04.2013Extension 3:meaningful evaluationSource: Wenger et al. (2011): Promoting and assessing value creation in communities and networks, p 39
    • © scil All rights reserved.Reports designed fordifferent stakeholdersDr. Christoph Meier 11 27.04.2013Extension 4:Reports designedfor stakeholders
    • © scil All rights reserved.Key issuesDr. Christoph Meier 12 27.04.2013WhyLearning ValueManagement?How is itdifferent?How canLearning Value Managementbe implemented?ROI  ROEWhat is the current statusof implementation?
    • © scil All rights reserved.scil innovation circle LVM:key benchmarking results (1)Dr. Christoph Meier 13 27.04.2013Systematic consideration of expectionsof different stakeholder groupsTransfer orientied design oftraining & developmentInvolvement of supervisors / managersin training & development activitieshighly evolved non-existenthighly evolved non-existenthighly evolved non-existent
    • © scil All rights reserved.scil innovation circle LVM:key benchmarking results (2)Dr. Christoph Meier 14 27.04.2013Evaluation of training & developmentReview of extent to which stakeholderexpectations have been fulfilledSystematic communication ofperformance / value realizedtowards different stakeholder groupsContext conditions for informal learninghighly evolved non-existenthighly evolved non-existenthighly evolved non-existenthighly evolved non-existent
    • © scil All rights reserved.Key issuesDr. Christoph Meier 15 27.04.2013WhyLearning ValueManagement?How is itdifferent?How canLearning Value Managementbe implemented?ROI  ROEWhat is the current statusof implementation?
    • © scil All rights reserved.The basic modelDr. Christoph Meier 16 27.04.2013Define goals Evaluate Interpret &communicateDerive follow-upactionInvolve stakeholder groupsWhat has beenachieved?What are potentialbenefits not harvested?What do resultsmean?How are resultscommunicated?Where to start?What are potentialbarriers?What are the goalsof the LVM initiative?Speed and scope ofimplementation?Who wants to achieve what? Was is valuable for whom? Who contributes how to goal attainment?Who is involved in what way in the definition of follow-up actions?
    • © scil All rights reserved.Activities in each step of the processDr. Christoph Meier 17 27.04.2013Define goals EvaluateInterpret &communicateDerive follow-upactionInvolve stakeholder groups Improved trainingeffectiveness Improved trainingefficiency Analysis ofcontext conditionsfor learning Meaningfulevaluation, e.g.- strategy fit- transfer success- missed value Procedures,sources of data,instruments Measurements Analysis of results Interpretation ofresults Design of reports /dashboards etc.to fit stakeholderrequirements- focus- detail- visualization Relevant actions& procedures Possible sources ofresistance & waysof coping Identify & prioritize stakeholders Identify value proposition for stakeholders Get stakeholders to commit to goals & their contribution towards them Get stakeholders to participate in defining follow-up actions
    • © scil All rights reserved.A growing portfolio ofmethods, procedures & instrumentsDr. Christoph Meier 18 27.04.2013Define goals EvaluateInterpret &communicateDerive follow-upactionInvolve stakeholder groups EducationalManagementNavigator ... Training processevaluation form scil transferevaluation form KA-MTM-survey Success-Case-Method ROI-Process Cycles model forevaluatinginformal learning Dashboards /Mgmt. Cockpits Impact profiles /Success stories PE branding Educationalmarketingchecklist … scil Change-Management-Modell Radar on resistanceto change Checklist on changeprocesses … Strategy Map & Balanced Scorceard Organizational & personal learning impact maps ...
    • © scil All rights reserved.ConclusionDr. Christoph Meier 19 27.04.2013WhyLearning ValueManagement?How is itdifferent?What is the statusof implementation?How canLearning Value Managementbe implemented?ROI  ROE1) It is not sufficient to demonstrate the value of learning.It needs to be actively managed.2) Stakeholder expectations are the starting and the endpoint for learning value management.
    • © scil All rights reserved.Dr. Christoph Meierswiss centre for innovations in learning (scil)University of St. GallenMail: christoph.meier@unisg.chPhone: +41 71 224 7595Web: www.scil.ch / www.scil-blog.chContact & further information:20 27.04.2013Dr. Christoph Meier