The strategic value of custom learning solutions

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This is the slide set for a webinar on how to improve the value of custom learning solutions

This is the slide set for a webinar on how to improve the value of custom learning solutions

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  • This is the slide set for a webinar on how to improve the value of custom learning programs. You can access a recording of the free webinar here: http://bit.ly/kRSuFC and see a blog post on the subject here: http://bit.ly/mcK9OO
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  • 1. The Strategic Value of Custom Learning Solutions June 20, 2011
  • 2. Presenters Tom Gram Senior Director, Learning Services Global Knowledge Dixie Seucharan Learning Consultant, Service Canada College Leslie Jefford Associate Director, Enterprise Learning Bell Canada
  • 3. Global Knowledge Learning Services Identify, profile, develop, and manage talent. Identify needs, prepare learning strategies, develop learning architectures and roadmaps, and measure success. Adapt our standard programs to meet your unique needs, from simple modifications to complex re-designs to conversions to e-Learning. Your content and your objectives, developed by our team of professional learning designers. e-Learning, content conversion, Learning 2.0, and blended-learning solutions
  • 4. Agenda
    • What is custom learning?
    • Why it ’s important to your organization’s success
    • 6 ways to improve the value of your custom learning efforts
    • Q&A
  • 5. What is Custom Learning?
    • Learning built to meet your organization’s unique knowledge and skill needs
    • Your program, your way, to your specifications
    ILT eLearning Mobile Informal
  • 6. How much organizational learning is custom developed? Custom Programs 50% “ Off-the-shelf” Programs 50%
  • 7. The “Winning Approach” Custom Off-the-shelf Operational Strategic 30% 20% 40% 10% Highest ROI Projects
  • 8. 6 Practices for improving the strategic value of custom learning
    • (Really) link learning to business needs
    • Target competencies that differentiate your organization
    • Design for impact
    • Get informal
    • Innovate with technology
    • Use partners strategically
  • 9. 1. (Really) link learning to business needs Business goals are your friend. Use them to support your decisions not to respond to low value ad-hoc requests. Prepare proactive annual learning plans with your customers to  jointly addressing business needs
  • 10. Business goals and their Learning Implications
    • Gain Market share
    • Enterprise systems
    • New product roll-outs
    • Compliance and Regulation
    • Quality/productivity
    • Channel development
    • Employee engagement
    Business Goals Learning Implications
  • 11. 2. Target signature skills that differentiate your organization Know your business critical processes, knowledge, and core competencies Identify pivotal processes, jobs, and roles. Target learning initiatives squarely at developing the signature skills and behaviours that make your organization stand out
  • 12. 3. Design for impact We have the knowledge it takes to design effective learning programs.   Set design standards that produce high impact learning and stick to them.
  • 13. Design backwards Business Goal Practice Activities Content Make content and subject matter your last decision , not your first Custom learning programs too often start with “content” or subject matter–a sure fire way to produce bloated, dull and low value programs Behaviour
  • 14. 4. Get Informal The majority of learning taking place in your organization right now is informal
    • Communities of practice
    • Action Learning
    • Job assignments
    • Performance support systems
    • Collaborative learning
    • Learning 2.0
  • 15. 5. Innovate with technology Be creative in how you use technology to support learning.  It offers more than what comes out of the box. Use technology as a tool to innovate rather than institutionalize processes that don ’t create value
  • 16. Technologies that emphasize practice and collaboration
    • Business and technical simulations
    • Virtual learning environments
      • Immersive learning
      • Augmented reality
    • Social Media
      • Communities of Practice
      • Social learning add on ’s
      • Informal learning
    • “ Serious” Games
  • 17. 6. Use partners strategically External partners can add strategic value to your programs that you may not have thought of.
    • Consulting
    • Analysis
    • Knowledge transfer
    • Professional development
    • Standards development
    • Define roles
    • Encourage knowledge sharing
    • Establish a collaborative project workspace
    • Merge processes to develop a seamless flow for working together
  • 18. 7. Measure Success (Bonus Practice!) Evaluation must be part of the part of the plan, not an afterthought. Keep it simple. Use existing business measures as much as possible Yes, there are alternatives to Kirkpatrick
    • Don ’ t measure everything 
    • Find out what ’ s important to the business and make that your measurement focus. 
    • If the business is poor at measuring results, you have yet another opportunity to add value
  • 19. Questions