Cultures of Contribution: How to motivate engagement with online learning communities

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"Learning does not just take place in formal interventions - it is a continuum. ...it is time to recognise the importance of supporting staff in the heart of the workflow." (Extract from Towards Maturity 2013-14 Benchmark, The New Learning Agenda)

The consumption and sharing of knowledge online is now the core means by which we learn and work. Understanding motivations for learning and meeting the expectations of our learners has never been more important.

Learning environments that foster an ongoing culture of contribution - where learners are motivated and highly engaged - is the best way to ensure learning with a purpose.

In this session our panel of experts share their insights, ideas and experiences of:

• How to foster a culture of contribution, from concept to community
• Alignment - the impact and value of collaborative learning
• Creating seamless and compelling user experiences to secure real engagement
• Lessons from outside work that support a learning culture
• The power of learning communities to deliver organisational change

Published in: Social Media, Education, Business
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  • Independent consultancy Developingengagement strategiesHelp learning orgs better connect with audiences. Content strategistspecialising in UX and game design 7 yrs BBC, Playstation Channel 4 designing content Consumer audiencesThe impact > consumer digital space > learning audience > harder to ignoreWe set up LearnerLab to bridge this gap
  • Mention how its dead simple when you get down to it, this person did this thing.Mention tessello v1 and v2
  • --And we have been working with Carl to improve consistency--------------------------------------------------------------------------------Mobile-- video, book scanning, event QR codes-- Fits into life, makes it easy to log thingsBookmarklet--And lastly the inline thing in tessello
  • Look at the experienceShareLikeCommentMaybe inspire them to add stuff???The experience popular but only in the comments how do new learners benefit?Above the line, below the line.Whats the sites perpose? Should all learners watch this video?
  • Aligned with business goals for the siteQuickly find validate contentsSocial learning moes from being a conept to something that generates real value for the org
  • Tin can allows us to capture more learning experiences than ever beforeSharing allows us to share our experieces directly with othersCuration - allows the business to convert these experiences into resources that will benefit employeesPeople will learn more, they will do their jobs better and the business performance will increase!Drive through the loopGets better each timeBetter for the learnerBut also better for the business - better materials better knowledge etc
  • >> Validation>> Recognition>> We seen how curation of tin can can turn into business benefit>>Open badges flips the script and gives the learner something they can use and take with them to prove their skills>> Open badges is something that can turn experiences into personal beneiftsConnected API's , what can we hook up tessello to make it better, Open badges we are working on right nowBut after that we want to crack the contextual search, the recommendations etc…Knweton, rainbird?
  • 2 techs that helpExciting outside, uxetcSocial systems are not for sharing cats
  • >> Capture>> Share>> Curate>> Motivate
  • If you do have any questions please feel free to come and see me on the Brightwave stand (116) - just over there.
  • THX to Charles and credits to Carl and JonMe, deploying learning technology, Change managementTo set the scene -Nicole Wetzel, programme directorPartner Essential Master classInternational Face to face Partner development programmeRunning for 4 years Lasts 18 monthsMultiple cohorts meeting 4 times in 18 month periodPEM OnlineLaunched to over 400 participants20 countriesWe used BW's tessello product to do thatSo when asked to speak at this conference...I thought what can i speak aboutWhat made PEM online successful over and above a good UI/UXI believe that to be a distinct Change management streammy interest in CM developed...VCTechnology deploymentNo understanding of the impact the technology and shift in learning approach it brought
  • Given time to reflect... There were a few key points we failed to really address...BR - Doing it for the right reasonsVision - getting peoples buy in, giving people something to believe inSupport - helping them help themselvesBehaviours - knowing what they do with itSuccess criteria - knowing when you have been successful
  • A bit like Jon using data to drive his design decisions your business requirements should be your decision driversour business requirements...Make PEM onlineVirtualThinking time - pem is about f2f, barriers and think differentSocial - collaborate, connect and coachVendors at LTEC conferenceRFPDeploymentSummerise Bus reqs importance!
  • Alongside our business requirements we created vision for PEM onlineHow did we communicate it?All channels - Calls, live meetings, face to face conversations with facultyAll people we came into contact with for the projectWe didn't vary or dilute it We had a couple of tough cases......Amanda - I can see the benefits, I can see the value, it looks great! Pause hereHugely Frustrating (add feeling here and impact it had ) as we needed a role model use more pauses here
  • Faculty frustration - faculty dayPull out their deviceStep by stepFace to faceAmanda - really proud to say she is our greatest advocate - add energy!20min quick start guideIT support
  • In order to get that success we ensured we understood our audience and the behaviours they needed to exhibit in order for the platform to be successfulAnd we did that by looking at the feedback from PEM what had they been having trouble with:Connecting people - one of the challenges with PEM was that minimal contact between the 4 sessionsOn going coaching Sharing - you teach your kids to share you also need to teach adults to share knowledge and experiencesLeveraging course materialsSo these were used these as a starting point for our behavioursUnderstand your audiences - identified each audience and we mapped out each and every behaviourRole modelled
  • My feeling on faculty day debriefing was "Oh my goodness they were over engaged"We had exceeded our expectations of successThe criteria we had set ourselves was having our faculty engaged and able to use all aspects of the platform from the start was a critical success factorMeeting original business requirements
  • So looking back, PEM online was successfulWe checked and challenged the need and validated itBecause we choose an innovative, user centric technology people were excited to use itAnd because we defined and planed the behaviours we wanted to seeOpinion.. My learning points..plan your behaviour change otherwise people won't do what you want them toYou can also visit us on stand 151 and find some information on our client side LMS and financial services content.
  • Cultures of Contribution: How to motivate engagement with online learning communities

    1. 1. Cultures of Contribution: How to motivate engagement with online learning communities Charles Gould CEO Brightwave @CharlesGouldUK January 2014 © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. www.tessello.co.uk 0
    2. 2. The technology User experience & expectation The culture © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 1
    3. 3. Speakers Carl Hodler Co-founder and Digital Engagement Expert, LearnerLab Jonathan Archibald Head of Technical Development, Brightwave Drew Clare Head of Learning technology for EMA, KPMG LLP © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 2
    4. 4. Carl Hodler – Co-founder and Digital Engagement Expert © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 3
    5. 5. What can we learn from the consumer space? © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Photo: All rights reserved. Swiss entity. Harry Thomas Photography 4
    6. 6. 80% of social business efforts will not achieve intended benefits through 2015 - Gartner 2013 © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 5
    7. 7. Social media went mainstream in 2011 © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Photo: http://www.italktelly.com Swiss entity. All rights reserved. 6
    8. 8. Social networks have driven up daily internet use 73% of UK population access web every day Almost half of UK adults use social networks Flrry ©Data:KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a 2014 Swiss entity. All rights reserved. ONS 7
    9. 9. 94%increase in the amount of daily shared content in 2013 © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Source: rights reserved. Swiss entity. All Facebook Photo:niallkennedy 8
    10. 10. Social activity on mobile tripled in 2013 Data: Flurry © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Photo: TaylorHerring Swiss entity. All rights reserved. 9
    11. 11. Social is the perfect experience for mobile © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Photo: tyle_r Swiss entity. All rights reserved. 10
    12. 12. 65% of social network users use the platforms to learn about a brand's products or services every month Data: The Social Media Report Photo: RedBull Facebook
    13. 13. Over 111 million 'how to' videos on YouTube GB Data: YouTube Photo: YouTube
    14. 14. What are audiences benchmarking? • • • • • • Purpose Relevance User experience Emotional engagement Multi channel Communication © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Photo: Troublemakers inc Swiss entity. All rights reserved. 13
    15. 15. Netflix spent 18 months developing their new interface through design iteration and testing Photo: NetFlix
    16. 16. A big budget doesn't guarantee a great user experience
    17. 17. Is it possible to apply good practice from consumer digital space to online learning communities at work? © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 16
    18. 18. Get a deep understanding of your audience © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 17
    19. 19. Communicate purpose at every opportunity
    20. 20. Innovate experience around familiar conventions
    21. 21. Spot engagement trends
    22. 22. "Testing - it always feels too early or too late" © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 21
    23. 23. Take your communications to your users
    24. 24. Inspiration from emerging trends © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 23
    25. 25. 1. Understand your audience 2. Communicate a simple purpose 3. Innovate around familiar conventions 4. Test/listen continuously - act on results 5. Connect with your audience wherever they are 6. Spot engagement trends 7. Use emerging trends for inspiration © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 24
    26. 26. Some good books
    27. 27. @learnerlab
    28. 28. For help with engaging your learning audiences… carl@learnerlab.com www.learnerlab.com
    29. 29. How technology feeds social learning Jonathan Archibald Head of Technical Development @jonarchibald January 2014 www.tessello.co.uk © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 28
    30. 30. { } "actor": { "name": "Meg Green", "mbox": "mailto:meg.green@brightwave.co.uk" }, "verb": { "id": "http://adlnet.gov/expapi/verbs/experienced", "display": {"en-US": "experienced"} }, "object": { "id": "http://ted.com/talks/8_secrets_of_success.html", "definition": { "name": { "en-US": "8 Secrets of success TED Talk" } } } The Tin Can API captures informal learning experiences © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 29
    31. 31. Capture © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 30
    32. 32. Share © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 31
    33. 33. Curate © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 32
    34. 34. Capture Curate Share © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 33
    35. 35. Open badges add external recognition to learning experiences © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 34
    36. 36. Capture Curate Share © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 35
    37. 37. Capture Share Curate Motivate © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 36
    38. 38. Any questions? Please do come and see us on Stand 116 January 2014 www.brightwave.co.uk Thank you © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 37
    39. 39. Drew Clare Head of Learning Technology, EMA, KPMG LLP (UK) Deploying successful social media
    40. 40. Change management: Five key points Business requirements Vision Change Management Success criteria Support Behaviours © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 39
    41. 41. Business requirements Do you actually need it? It must provide value and benefit DON'T do it because everyone else is
    42. 42. Vision PEM Online's vision Compelling vision Keep communicating it is to provide KPMG's Partner essentials master The objective of this project Stick to participants with a social collaboration and learning platform. This class it Be social platform will allow for greater access and people connectivity flexible - change across changes borders, leveraging existing course materials and learner generated materials to promote peer to peer learning and networking.
    43. 43. Support - Help them help themselves Keep them in the platform Support the supporters
    44. 44. Behaviours Know what you want them to do Audiences Behaviours Role model behaviours
    45. 45. Success criteria - Oh my goodness they're over engaged! Realistic and achievable Meet your business requirements Monitor the behaviours
    46. 46. Wrap up Business requirements Innovative, user centric technology Define and plan your behaviour change
    47. 47. Thank you Presentation by Drew Clare
    48. 48. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. The KPMG name, logo and "cutting through complexity" are registered trademarks or trademarks of KPMG International Cooperative (KPMG International).
    49. 49. @tessello enquiries@tessello.co.uk www.tessello.co.uk +44 (0)1273 829238 © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 48

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