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Bersin & Associates Talent Management Research - Oct 2009

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    Bersin Research   Sourcing On Demand Learning Bersin Research Sourcing On Demand Learning Document Transcript

    • Research Bulletin | 2009 BERSIN & ASSOCIATES September 11, 2009 Volume 4, Issue 35 Sourcing On-Demand Learning: Using Digital Content Libraries to Jump Start Your Informal Learning Strategy About the Author Introduction – Supporting the Natural Flow of Learning Leaders in both training departments and business units are waking up to the fact that most employee learning is informal. At a fundamental level, the learning needs of employees have not changed – people still need deep levels of skills, experience and David Mallon, Senior Analyst practice to become proficient with any role. New and experienced employees need continuous training to stay current on the company’s products, processes and markets. Managers and leaders need coaching, mentoring and feedback. Everyone needs access to relevant, updated and timely information to stay current and productive. What is changing is that many learning and development (L&D) departments are finding that their best value to their business audiences is as brokers of learning, not just as a source. These L&D departments are shifting their focus and resources away from company-driven, formal learning programs to supporting the natural flow of learning across the organization. Those formal programs are BERSIN & ASSOCIATES, LLC themselves being reinvented as part of holistic learning environments1. 6114 LA SALLE AVENUE SUITE 417 OAKLAND, CA 94611 1 For more information, High-Impact Learning Practices: The Guide to Modernizing Your (510) 654-8500 Corporate Training Strategy through Social and Informal Learning, Bersin & Associates / INFO@BERSIN.COM David Mallon, July 2009. Available to research members at www.bersin.com/library or for WWW.BERSIN.COM purchase at www.bersin.com/hilp. BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES Becoming a learning broker is not without its challenges. To be effective KEY POINT at this new role means the learning organization must: Modern L&D 1. Be able to acquire / find / develop the best learning content departments available, in as many different and flexible modalities as possible; provide their 2. Have a deep understanding of learners’ needs and preferences in best value to order to facilitate the best match of learner and content; and, the business as enablers and 3. Have an easy-to-use underlying technology platform (or platforms) brokers of learning, with which to enable rapid discoverability of content, and to promote timely connections between learner and content. not just as source. In this report, we will address just the first challenge2 – sourcing learning content and, more specifically, informal learning content. Learning organizations are not nearly as experienced with building, buying or finding informal, on-demand learning content as they are with content for formal programs. The good news is that there are actually many sourcing options from which to choose, including finding content on the publically available, open Internet or by engaging the organization’s employees as content creators. Of course, learning departments can create their own on-demand content. However, all of these options present potential pitfalls, in terms of quality, quantity, accessibility and speed of delivery. In this report, we highlight another potential on-demand source, one that provides companies with quick access to high-quality content and in formats fit for rapid consumption. This option, the digital content library, is quickly becoming the best way for an organization to jump start its on-demand learning strategy. 2 (1) For more help with the second challenge, please see our industry study, High-Impact Learning Practices: The Guide to Modernizing Your Corporate Training Strategy through BERSIN & ASSOCIATES, LLC Social and Informal Learning, Bersin & Associates / David Mallon, July 2009. (2) For more 6114 LA SALLE AVENUE information on the third challenge, please see our industry studies, (a) Enterprise Social Software 2009: Facts, Practical Analysis, Trends and Provider Profiles, Bersin & Associates / SUITE 417 David Mallon, September 2008. Available to research members at www.bersin.com/library OAKLAND, CA 94611 or for purchase at www.bersin.com/socialsoftware; and, (b) Learning Management Systems (510) 654-8500 2009: Facts, Practice Analysis, Trends and Provider Profiles, Bersin & Associates / Josh Bersin, INFO@BERSIN.COM Chris Howard, Karen O’Leonard and David Mallon, April 2009. Available to research members at www.bersin.com/library or for purchase at www.bersin.com/lms. WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 2 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES Getting Started with Informal Learning Bersin & Associates defines “informal learning3” as any learning opportunity that is accidental, ad hoc, unplanned and which likely happens without the guidance of a discipline, such as instructional design. Figure 1: The Bersin & Associates Enterprise Learning Framework Source: Bersin & Associates, 2009. BERSIN & ASSOCIATES, LLC 6114 LA SALLE AVENUE SUITE 417 OAKLAND, CA 94611 (510) 654-8500 3 For more information, High-Impact Learning Practices: The Guide to Modernizing Your INFO@BERSIN.COM Corporate Training Strategy through Social and Informal Learningn, Bersin & Associates / WWW.BERSIN.COM David Mallon, July 2009. Sourcing On-Demand Learning David Mallon | Page 3 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES We break informal learning into the following three broad types4: KEY POINT • On-demand, On-demand • Social and learning is, by • Embedded. nature, very content-centric The term “on-demand” refers to learner-led activities, such as self- and sourcing study e-learning, books, reference materials, videos, podcasts and other forms of content that the learner uses on his / her own when needed on-demand or as directed. In this approach, the learner “learns” through his / her learning content own interaction with the content – and he / she essentially assembles can be difficult his / her learning with help from the training department. On-demand for learning learning is, by nature, very content-centric and sourcing on-demand organizations. learning content can be difficult for learning organizations. More on that thought a little later. Social learning encompasses all of the ways in which we learn from each other – through questions, discussion and feedback. In today’s new technology environment, social learning can take place in new, low-cost, highly interactive ways. We can connect people very quickly and in very granular groups by using social networking5, communities of practice6, quality councils, wikis7, blogs8 and instant messenger. Using 4 For more information, The Enterprise Learning Framework: A Modern Approach to Corporate Training, Bersin & Associates, Josh Bersin and David Mallon, April 2009. Available to research members at www.bersin.com/library. 5 “Social networking” refers to the use of web tools for individuals to build connections to other people, post profile information, share comments and notes with each other, collaborate, and join groups – similar to the use of Facebook, LinkedIn and MySpace in the consumer market. 6 A “community of practice” (or “CoP”) is often defined as a group of people who share an interest or concern about a common topic, and who deepen their knowledge in this area through ongoing interaction and relationship-building within their group. While communities often come into being spontaneously, they nonetheless require nurturing if they are to become valuable to the members and remain viable over the course of their BERSIN & ASSOCIATES, LLC evolution. For more information, Developing Communities of Practice: Best Practices and Lessons Learned from the Defense Acquisition University, Bersin & Associates / Chris Howard, 6114 LA SALLE AVENUE May 2007. Available to research members at www.bersin.com/library. SUITE 417 7 OAKLAND, CA 94611 “Wiki” is from the Hawaiian word for “fast” – and stands for web pages that can be collectively and collaboratively edited on the fly by readers. (510) 654-8500 INFO@BERSIN.COM 8 “Blog” is a shortened form of the phrase “web log,” which is a form of personal WWW.BERSIN.COM publishing that readers can discuss. Sourcing On-Demand Learning David Mallon | Page 4 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES these tools, we can now create highly specific social learning groups that can leverage the expertise of many people to solve the problems of the few. In this approach, people learn from peers and experts, not from formal trainers. Embedded learning is our category encompassing all of the learning that happens as part of work itself. Electronic performance support systems (EPSSs) that intelligently suggest learning at the point of need are an explicit example. After-action reviews, project post-mortems, customer feedback processes or any other moments of engineered reflection on the success and failure of our actions are all more subtle, implicit examples. On-Demand Learning Content The learning organization’s role in each type of informal learning is KEY POINT quite different. Most embedded Social and embedded learning require more focus on architecting learning is time- opportunities and environments either for social interaction or for and process-driven, concerted reflection to occur9. Social learning does not necessarily require the need to build or buy any content per se – just provides not content-driven. a means for learners to share their own content or blend social activities, such as communities of practice or Web 2.010 tools into formal programs. Other than the very specific case of performance support, most embedded learning is also similarly time- and process-driven, not content-driven. However, as mentioned earlier, on-demand learning is all about content – lots of content in lots of forms. Sourcing on-demand learning presents a major challenge to most learning organizations. 9 For more information, High-Impact Learning Practices: The Guide to Modernizing Your Corporate Training Strategy through Social and Informal Learning, Bersin & Associates / David Mallon, July 2009. BERSIN & ASSOCIATES, LLC 10 “Web 2.0” refers to a perceived second generation of web-based communities and 6114 LA SALLE AVENUE hosted services (such as social-networking sites, wikis, folksonomies, weblogs / blogs, social SUITE 417 bookmarking, podcasts, RSS feeds, social software, web application programming interfaces OAKLAND, CA 94611 / APIs, and online web services), which aim to facilitate creativity, collaboration and sharing between users. Although the term suggests a new version of the World Wide Web, it (510) 654-8500 does not refer to an update to any technical specifications, but to changes in the ways INFO@BERSIN.COM software developers and end-users use the web. Source: http://en.wikipedia.org/wiki/Web_ WWW.BERSIN.COM 2.0#Defining_.22Web_2.0.22. Sourcing On-Demand Learning David Mallon | Page 5 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES For better or worse, Google and the open Internet have become the KEY POINT standard against which employees judge an organization’s on-demand Google and the learning content support. Google, Wikipedia, YouTube and the rest have taught all of us that content should never be more than a keyword open Internet and a click away. If found that the content does not prove engaging or have become the useful within a short period of time, searchers will abandon the source standard against at hand and move on to another. which employees judge an The structure and packaging in which the content comes wrapped is equally as important. On-demand learning content has to be built for organization’s on- quick consumption, without having to sift through needless overhead demand learning or content other than what we are most motivated to learn in the content support. moment. Given the on-the-go nature of today’s workforce, content must be consumable as easily through mobile devices as it is via personal computers. Finally, given its learner-initiated nature, on-demand learning needs are very personal. Learners may need access to extraordinary depth in one subject matter at one moment and then quick, broad content in many different subject matters the next. Organizations may be able to safely generalize as to the domains likely to be of interest to their employee populations, but individual topics needed can and will vary by learner on a daily basis. Our recent research on modern learning organizations11 shows that KEY POINT most training departments are finding it increasingly difficult to meet the on-demand learning needs of their audiences fast enough, or to On-demand support learning in all of the forms and modalities in which it naturally learning needs are takes place within the organization. These departments are poorly very personal and prepared to develop their own on-demand content. Their organization specific to each structures and content development processes are built for creating individual learner. formal content in which the instructional scaffolding is baked-in, making it inflexible and difficult to consume outside of formal learning contexts. Their limited resources are best devoted to developing content BERSIN & ASSOCIATES, LLC related directly to what makes the organization special and drives 6114 LA SALLE AVENUE competitive advantage in the marketplace. Given that the on-demand SUITE 417 OAKLAND, CA 94611 (510) 654-8500 11 For more information, High-Impact Learning Practices: The Guide to Modernizing Your INFO@BERSIN.COM Corporate Training Strategy through Social and Informal Learning, Bersin & Associates / WWW.BERSIN.COM David Mallon, July 2009. Sourcing On-Demand Learning David Mallon | Page 6 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES learning needs of the employee population are often so mercurial, unpredictable and unrelated to the organization’s deep specialization strategy, most L&D departments are wisely choosing to look externally for content sources. Sourcing On-Demand Learning Where are companies turning for on-demand content sources? The Public Internet Yes, there is a great deal of free or nearly free content on the Internet, KEY POINT on any topic desired, in whatever format desired. Some of it is quite Syndication is good and some, well, not so much. Therein lies the challenge with using another such the open Internet as source – your quality and results may vary. There are tools available that can make it more likely to find higher-quality tool that is content, such as social bookmarking12 sites like Digg13, community- showing some monitored content sites like as Wikipedia14 (better than many realize, potential within but not perfect by any measure), and automatic content filters like organizations – not as Google Alerts15 and Yahoo Pipes16. This last type constantly watch so much as a source content sources for you and then forward potentially interested content of content, but as a based on customizable criteria. very personalizable Syndication is another such tool that is showing some potential within means of content organizations. Syndication technologies (such as RSS) are not so distribution. much a source of content as a very personalizable means of content distribution. Some technology-friendly organizations have started to implement organizationwide uses of syndication technologies. RSS 12 For more information, please see these two reports: (1) Enterprise Social Software 2009: Facts, Practical Analysis, Trends and Provider Profiles, Bersin & Associates / David Mallon, September 2008; and, (2) Social Networks for Enterprise Learning and Talent Management: A Primer, Bersin & Associates / David Mallon, June 2008. Both reports are available to research members at www.bersin.com/library or for purchase at www.bersin.com/socialsoftware. BERSIN & ASSOCIATES, LLC 13 6114 LA SALLE AVENUE Source: http://www.digg.com. SUITE 417 14 Source: http://www.wikipedia.com. OAKLAND, CA 94611 (510) 654-8500 15 Source: http://www.google.com/alerts. INFO@BERSIN.COM 16 Source: http://pipes.yahoo.com. WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 7 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES allows employees to subscribe to topics of interest at a granular level. These subscriptions then drive always-on distribution of related content just to interested audiences. RSS-readers allow those audiences to take further control over the content, sorting it and archiving it in much the same way as most employees are used to doing with email. These organizations can use RSS to push both official and internal content, as well as offer externally available content streams in topics, such as news, industry happenings, research domains or market analysis. Podcasting is a well-known use of syndication technologies in which audio or video is pushed via RSS or similar tools. These days, most organizations should allow employee access to the open Internet. It is still the biggest possible source around and it gets bigger by the second. If your organization intends to rely on this option as a major part of your on-demand learning strategy, we strongly suggest implementing enterprisewide tools to support quality content BEST PRACTICE discovery, including corporate social bookmarking and RSS. Organizations Employee-Generated Content that choose to encourage Of course, in today’s Web 2.0 world, every employee is a potential source of content17. Many organizations are finding great benefit to employee- spreading authorship of content (business or learning) around the generated content company. Increasingly, it is the training departments that are leading should provide the charge to provide the experts in the organization with access to the employees with tools needed to create good content themselves. While this strategy both the tools and has the benefit of taking advantage of all of the organization’s tacit necessary training expertise, this option may suffer from inconsistency of quality and for creating high- participation. Organizations with the most success in taking this path quality content. (such as British Telecom18) have learned the wisdom of offering training to employees on how to create high-quality content. BERSIN & ASSOCIATES, LLC 6114 LA SALLE AVENUE SUITE 417 17 For more information, High-Impact Learning Practices: The Guide to Modernizing Your OAKLAND, CA 94611 Corporate Training Strategy through Social and Informal Learning, Bersin & Associates / (510) 654-8500 David Mallon, July 2009. INFO@BERSIN.COM 18 Ibid. WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 8 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES Existing e-Learning Libraries Some organizations have chosen to repurpose their existing licenses to off-the-shelf e-learning libraries as on-demand repositories. This content is more of a known entity than what is available from the open Internet. Typically, these content developers use proven development methods and work with identified experts in their fields to create it. Remember, though, that many companies often find this traditional learning content to be unsuited for on-demand use, given its structure, format and length. For organizations with licenses to such libraries already in hand, repurposing them for on-demand use is a worthwhile strategy. We would not, however, recommend purchasing such licenses solely for on- demand learning purposes. KEY POINT Digital Content Libraries Digital content So, the Internet offers much of the content desired, in all the necessary library providers formats, but there are no guarantees as to the quality. Similarly, take much of employees can help source content, but there are no guarantees that the guesswork enough will participate or that the content will be usable. e-Learning out of finding libraries have quality content, but the content is not in an ideal on- quality content. demand format. Is there another option? They work with Yes, we believe the best current option available to organizations today the foremost is the growing number of digital content library providers. Providers publishers and including Books 24 / 719 (part of SkillSoft), Safari Books Online20 (co- content sources in owned by O’Reilly Media and Pearson Education), Soundview Executive each industry and Book Summaries21, GetAbstract22 and a growing list of others now offer content domain. organizations access to a vetted library of quality content specifically formatted for on-demand access. BERSIN & ASSOCIATES, LLC 19 Source: http://www.books24x7.com. 6114 LA SALLE AVENUE SUITE 417 20 Source: http://www.safaribooksonline.com. OAKLAND, CA 94611 21 (510) 654-8500 Source: http://www.summary.com. INFO@BERSIN.COM 22 Source: http://www.getabstract.com. WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 9 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES These providers take much of the guesswork out of finding quality, on- demand content. They work with the foremost publishers and content sources in each industry and content domain. Content can come in a variety of digital formats, including: • Magazine and journal articles; KEY POINT • Full book texts in electronic form; Content can come • Book summaries and abstracts; in a variety of digital formats • Book reviews; and some of these • Content overviews, factsheets and summary notes; providers specialize in specific digital • Podcasts; and, formats. • Audio and video vignettes. Some of these providers specialize in specific digital formats. For instance, Soundview and GetAbstract both focus on book summaries. Others are more general in focus; Books 24/7 and Safari Books Online both offer content in a wide range of digital formats. As for content topics, the early adopter customers for these content sources have tended to be interested in technology, media, and business or management content. Not surprisingly, provider libraries are deepest in these areas. Apple with the iTunes Store23 and Amazon24 with its growing library of e-books25 also deserve mention in this category. While solely direct- to-consumer focused, they are driving interest on the part of end-user employees in the concept of consuming content in digital forms. They are leading the evolution of the mobile devices26 that are becoming the primary platform by which people consume this kind of content. 23 BERSIN & ASSOCIATES, LLC Source: http://www.apple.com/itunes. 6114 LA SALLE AVENUE 24 Source: http://www.amazon.com/kindle. SUITE 417 25 OAKLAND, CA 94611 An “electronic book” or, in other words, the complete text of a book in an electronic (510) 654-8500 format designed to be read via an electronic devise. INFO@BERSIN.COM 26 E.g., the iPhone, iPod and Kindle. WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 10 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES In the next section, we will provide further example of what a digital content library is by profiling one such provider, Safari Books Online. Safari Books Online: Bringing Social to On-Demand Founded in 2001 as a partnership between O’Reilly Media and Pearson Education (two heavyweights from the technology and education publishing industries, respectively), Safari Books Online is one of the largest and most successful examples of a digital content library today. Figure 2: Safari Books Online Resources Available More than 9,500 books; More than 200 articles; More than 800 videos; and, Content from more than 40 publishing imprint. Source: Safari Books Online, 2009. Safari Books Online sells access to its library of content either through KEY POINT an “all-you-can-eat” subscription or as small bundles of related content, called “bookshelves.” The company markets to both individual Safari Books Online consumers as well as organizations. Most of its business customers sells access to its choose the unlimited option and most consumers choose the library of content bookshelf route. either through an “all-you-can- The content itself comes in many different formats, including both print and video; mobile access is also available. While it is designed to eat” subscription be consumed electronically online, Safari does provide a method for or as small customers to purchase the rights to take content offline, if desired. bundles of related content, called BERSIN & ASSOCIATES, LLC “bookshelves.” 6114 LA SALLE AVENUE SUITE 417 OAKLAND, CA 94611 (510) 654-8500 INFO@BERSIN.COM WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 11 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES Figure 3: The Future of Publishing Lies Online Source: Safari Books Online, 2009. Safari Books Online is in the process of launching a new version of KEY POINT its website that will make the company an even more attractive on- demand learning option for organizations. First, the site has had a Safari Books Online facelift, improving the overall user experience. The underlying portal is in the process technology allows each user to personalize his / her experience, of launching a highlighting content of interest. The new site brings social software new version of its functions to support social learning and content-based community. website that brings Finally, it now offers an expanded application programming interface BERSIN & ASSOCIATES, LLC social software (API) to support connections to business systems, such as corporate 6114 LA SALLE AVENUE functions to support search, intranets and portals, and learning management systems (LMSs). SUITE 417 social learning OAKLAND, CA 94611 and content-based (510) 654-8500 INFO@BERSIN.COM community. WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 12 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES Figure 4: User Reviews Source: Safari Books Online, 2009. Figure 5: Creating a User Review BERSIN & ASSOCIATES, LLC 6114 LA SALLE AVENUE SUITE 417 Source: Safari Books Online, 2009. OAKLAND, CA 94611 (510) 654-8500 INFO@BERSIN.COM WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 13 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES Figure 6: Collaboration Source: Safari Books Online, 2009. Figure 7: Bookmarking BERSIN & ASSOCIATES, LLC 6114 LA SALLE AVENUE SUITE 417 Source: Safari Books Online, 2009. OAKLAND, CA 94611 (510) 654-8500 INFO@BERSIN.COM WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 14 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES Safari’s content is divided into three general domains: • Technology, • Creative, and • Business and Management. Safari Books Online has impressive roots in the technology and media design worlds. O’Reilly Media has a tremendous reputation with these audiences, as does Peachpit Press, an imprint of Pearson Education. Safari Books Online has leveraged its parents’ reputation and expertise to build a loyal following with professionals in both of these disciplines. As the company has grown, it has expanded into the business and management content arena, and now maintain a very respectable offering in those disciplines, as well. Safari Books Online has seen rapid growth in its customer base and revenue over the past few years. Even in the current economic downturn, the company is gaining business as prospective customers realize that access to these sorts of libraries is a relatively cost-effective way to meet many different learning needs and styles. Conclusion Corporate learning is entering a new era – one of social, collaborative KEY POINT and talent-driven learning. Today’s workers still need formal training that is built around specific problems and talent needs; however, they The modern high- also need corporate training departments to become enablers and impact learning brokers of learning – providing context and pathways through which organization these employees can drive their own learning, find their own learning takes a self- content and make connections to experts with knowledge they need. service approach, The modern high-impact learning organization takes a self-service providing learners mentality to what it does, providing learners with the best possible with the best resources in as many forms and modalities as possible. The modern BERSIN & ASSOCIATES, LLC possible resources learning function sees the learner as a customer first and foremost, and 6114 LA SALLE AVENUE in as many forms is always customer-driven. SUITE 417 andOAKLAND, CA 94611 modalities as possible. (510) 654-8500 INFO@BERSIN.COM WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 15 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009
    • Research Bulletin | 2009 Research Bulletin | 2009 BERSIN & ASSOCIATES BERSIN & ASSOCIATES If your organization is ready to begin the transition to modern enterprise learning, and is looking for a way to begin enabling and leveraging informal learning in the enterprise, a simple but effective strategy for providing on-demand learning support is to provide enterprise access to a digital content library. Bottom Line: Sourcing on-demand learning content can be challenging. Digital content libraries (such as Safari Books Online, Books 24 / 7 and GetAbstract) are potential solutions to this challenge, providing on- demand access to low-cost, high-quality content from known, reputable sources. BERSIN & ASSOCIATES, LLC 6114 LA SALLE AVENUE SUITE 417 OAKLAND, CA 94611 (510) 654-8500 INFO@BERSIN.COM WWW.BERSIN.COM Sourcing On-Demand Learning David Mallon | Page 16 BERSIN & ASSOCIATES © 2009 BERSIN & ASSOCIATES © 2009