This document discusses the future of training and learning moving towards more modular, data-driven and adaptive models. Key points include:
- Consumer media is increasingly seamless, data-driven, gamified, social, micro-integrated and personalized in a cloud-based format. Learning models should follow this trend.
- Modular content paired with robust assessments can drive personalized learning paths optimized by data on factors like accuracy, confidence, time and cohorts.
- An adaptive learning approach informed by learning science theories can lead to better learner outcomes like higher mastery levels across more learners compared to conventional learning models.
- Data and analytics provide benefits for all stakeholders in learning including improved efficiency, engagement and organizational
Implementing a Lean Learning Approach at Randstad with Mind ToolsOliver Craddock
In this free webinar, our speakers will discuss the challenges they've faced in L&D, and what tools and strategies they've adopted in order to overcome these obstacles, including:
1. The journey to a more innovative approach to L&D at Randstad.
2. How Mind Tools has contributed to this lean learning approach.
3. The success/results that the Randstad team have experienced.
Closing Math Learning Gaps With Data & Formative AssessmentDreamBox Learning
When combining digital curriculum that provides formative assessment data with everyday instructional practices, educators are equipped to address math learning gaps in real-time. Join Kristine Tipton, Innovation Coach at DeKalb County Central United School District, Ind., as she shares how she’s been able to use digital curriculum like DreamBox Learning® Math to support deeper learning at her schools.
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
Implementing a Lean Learning Approach at Randstad with Mind ToolsOliver Craddock
In this free webinar, our speakers will discuss the challenges they've faced in L&D, and what tools and strategies they've adopted in order to overcome these obstacles, including:
1. The journey to a more innovative approach to L&D at Randstad.
2. How Mind Tools has contributed to this lean learning approach.
3. The success/results that the Randstad team have experienced.
Closing Math Learning Gaps With Data & Formative AssessmentDreamBox Learning
When combining digital curriculum that provides formative assessment data with everyday instructional practices, educators are equipped to address math learning gaps in real-time. Join Kristine Tipton, Innovation Coach at DeKalb County Central United School District, Ind., as she shares how she’s been able to use digital curriculum like DreamBox Learning® Math to support deeper learning at her schools.
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
Educational Technologies: What should you be thinking about next?Jason Zagami
Zagami, J. (2013). Educational Technologies: What should you be thinking about next? [Presentation slides]. Retrieved from http://www.slideshare.net/j.zagami/educational-technologies-what-should-you-be-thinking-about-next?
Presentation for Teacher Education Industry Advisory Group (TEIAG) by Dr Jason Zagami, 6 August 2013, at the Queensland Academy for Health Sciences, Queensland, Australia.
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
THE BUSINESS CASE FOR ADAPTIVE LEARNING: DRIVE ROI AND UNLOCK PERFORMANCEHuman Capital Media
The future of corporate learning is adaptive. Behavioral and performance data can be used to optimize every single moment in a learning experience, delivering the most efficient and effective training possible. This webinar will provide learning and HR leaders with the framework for making an investment decision in the adaptive learning landscape. Participants will develop a pragmatic understanding of the technology and understand how to benchmark different platforms, calculate ROI, and sell their investment decision forward to other stakeholders.
In this webcast, learn how you can unlock performance and drive training ROI through adaptive learning technology. You’ll be able to:
Recognize key trends in technology that allow learning to become modular, data-driven, and adaptive
Grasp learning theories concerning focus, memory, metacognition, and engagement and how they can be used to unlock performance through adaptive technology
Explore how to leverage the benefits of adaptive technology to drive top-line growth and bottom-line results
3 Es of Learning and Development and the 70-20-10 model .
What methods should an organisation provide to its people so that the cumbersome and outdated Single Event Based learning model can be updated to give a fast delivering, ingrained learning to the employees?
The 70:20:10 model, therefore, provides a variety of tools for Learning and Development professionals, an approach just as comfortably applicable and appropriate to SMEs as it is to multinational corporations.
I am sharing an insightful Report written by our CEO Reuben, titled “Learn to Work, Work to Learn”.
For a discussion, you can drop him a mail at reuben@pexitics.com / call him at +91 73496 62322
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is .
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is ...
How to Humanize your Organization’s Training to Meet Every ChallengeTime To Know
In this presentation learn practical methods that you can easily apply in your own corporate training to see immediate results and better return on training. Watch the recorded webinar here: http://ow.ly/iqje30hUelg
Education must capitalize on the trend within technology toward big data. New types of data are becoming available. From evidence approaches to xAPI and the whole Training and Learning Architecture(TLA) big data is the foundation of all.
How Technology Can Transform Learning - KNOLSKAPE Webinar SeriesKNOLSKAPE
We live in a golden era of learning. With rapid technological advancements, L&D professionals today have access to a plethora of choices to enable learning in their firms. However, challenges such as poor UI/UX features, low user engagement, dismal adoption and completion rates, etc remain. What kind of learning design can help overcome some of these challenges?
Vijay Kalangi and Subramanian Kalpathi help uncover some of the best practices when it comes to learning technology design, and also offer tips on what learning professionals can do to successfully adopt cutting-edge technology to enable learning for their organization.
Presentations, Day 1, by Tanya Joosten and Amy Mangrich on Blended Learning for the 1st Annual eLearning Conference in Riyadh, Saudi Arabia. Topics include backwards design, developing a learning module, managing your workload, managing student's expectations, evaluation, small groups, and more. Course demonstrations included as well.
These slides summarise how we take a PFR approach when teaching our 4th year KM module at Edinburgh Napier University. The students are encouraged to use PFR in their learning, but we also use it as an approach to improving the course content over time. The slides include examples of PFR-like cycles from different subject areas, and a link to youtube video of a peer-reviewed rap on the subject.
How to Jump Start Your Video Focused Content Strategy | Webinar 04.09.2015BizLibrary
In this webinar, you will learn how to link a learning content strategy that relies upon bite-sized video to organizational objectives. The specific elements of a video strategy each guide a range of choices from how to incorporate the power of storytelling through video to achieve these objectives to decisions about specific video types, styles and delivery tools.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
More Related Content
Similar to ATD Webinar: Modular, Data-Driven, Adaptive: Future of Training
Educational Technologies: What should you be thinking about next?Jason Zagami
Zagami, J. (2013). Educational Technologies: What should you be thinking about next? [Presentation slides]. Retrieved from http://www.slideshare.net/j.zagami/educational-technologies-what-should-you-be-thinking-about-next?
Presentation for Teacher Education Industry Advisory Group (TEIAG) by Dr Jason Zagami, 6 August 2013, at the Queensland Academy for Health Sciences, Queensland, Australia.
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
THE BUSINESS CASE FOR ADAPTIVE LEARNING: DRIVE ROI AND UNLOCK PERFORMANCEHuman Capital Media
The future of corporate learning is adaptive. Behavioral and performance data can be used to optimize every single moment in a learning experience, delivering the most efficient and effective training possible. This webinar will provide learning and HR leaders with the framework for making an investment decision in the adaptive learning landscape. Participants will develop a pragmatic understanding of the technology and understand how to benchmark different platforms, calculate ROI, and sell their investment decision forward to other stakeholders.
In this webcast, learn how you can unlock performance and drive training ROI through adaptive learning technology. You’ll be able to:
Recognize key trends in technology that allow learning to become modular, data-driven, and adaptive
Grasp learning theories concerning focus, memory, metacognition, and engagement and how they can be used to unlock performance through adaptive technology
Explore how to leverage the benefits of adaptive technology to drive top-line growth and bottom-line results
3 Es of Learning and Development and the 70-20-10 model .
What methods should an organisation provide to its people so that the cumbersome and outdated Single Event Based learning model can be updated to give a fast delivering, ingrained learning to the employees?
The 70:20:10 model, therefore, provides a variety of tools for Learning and Development professionals, an approach just as comfortably applicable and appropriate to SMEs as it is to multinational corporations.
I am sharing an insightful Report written by our CEO Reuben, titled “Learn to Work, Work to Learn”.
For a discussion, you can drop him a mail at reuben@pexitics.com / call him at +91 73496 62322
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is .
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is ...
How to Humanize your Organization’s Training to Meet Every ChallengeTime To Know
In this presentation learn practical methods that you can easily apply in your own corporate training to see immediate results and better return on training. Watch the recorded webinar here: http://ow.ly/iqje30hUelg
Education must capitalize on the trend within technology toward big data. New types of data are becoming available. From evidence approaches to xAPI and the whole Training and Learning Architecture(TLA) big data is the foundation of all.
How Technology Can Transform Learning - KNOLSKAPE Webinar SeriesKNOLSKAPE
We live in a golden era of learning. With rapid technological advancements, L&D professionals today have access to a plethora of choices to enable learning in their firms. However, challenges such as poor UI/UX features, low user engagement, dismal adoption and completion rates, etc remain. What kind of learning design can help overcome some of these challenges?
Vijay Kalangi and Subramanian Kalpathi help uncover some of the best practices when it comes to learning technology design, and also offer tips on what learning professionals can do to successfully adopt cutting-edge technology to enable learning for their organization.
Presentations, Day 1, by Tanya Joosten and Amy Mangrich on Blended Learning for the 1st Annual eLearning Conference in Riyadh, Saudi Arabia. Topics include backwards design, developing a learning module, managing your workload, managing student's expectations, evaluation, small groups, and more. Course demonstrations included as well.
These slides summarise how we take a PFR approach when teaching our 4th year KM module at Edinburgh Napier University. The students are encouraged to use PFR in their learning, but we also use it as an approach to improving the course content over time. The slides include examples of PFR-like cycles from different subject areas, and a link to youtube video of a peer-reviewed rap on the subject.
How to Jump Start Your Video Focused Content Strategy | Webinar 04.09.2015BizLibrary
In this webinar, you will learn how to link a learning content strategy that relies upon bite-sized video to organizational objectives. The specific elements of a video strategy each guide a range of choices from how to incorporate the power of storytelling through video to achieve these objectives to decisions about specific video types, styles and delivery tools.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
3. But consumer media looks like this now…
Copy Text Copy Text
SEAMLESS
DATA-DRIVEN
GAMIFIED
SOCIAL
MICRO
INTEGRATED
HUMAN-CENTRIC
PERSONALIZED
JUST-IN-TIME
CLOUD-BASED
8. What is the big difference between learning and
entertainment?
Entertainment
Learning
Like Dislike Star
Rating
Time Tagging
Factors
Demographic
Factors
16. Data used to optimize each learner’s experience
Entertainment
Learning
Like Dislike Star
Rating
Time Tagging
Factors
Demographic
Factors
Accuracy Confidence Time Cohort
Trends
21. Beyond the individual: unlock organizational
performance
21
Measurement Mastery Efficiency Engagement Agility
When insight into
learning is needed
When compliance and true
proficiency are required
When real participation is
necessary
When learners are diverse in
incoming skill and require
individual paths
When learning needs to translate
into action or behavior change
22. Traditional and Computer-Assisted Training
Instructor and Computer-based (CBT)
LMS becomes the Administrative Platform
The E-Learning Era
Materials On-Line, Information vs. Instruction
Blended and Informal Learning
Mixing forms of media with informal learning
Learning on demand with Integrated Programs
Collaborative, Talent-Driven Learning
Formalize Informal Learning
Collaboration and talent management by Design
2009 +
2005 +
2000 +
1990’s
The Evolution of Corporate Learning
Source: BERSIN
23. The Evolution of Corporate Learning
Traditional and Computer-Assisted Training
Instructor and Computer-based (CBT)
LMS becomes the Administrative Platform
The E-Learning Era
Materials On-Line, Information vs. Instruction
Blended and Informal Learning
Mixing forms of media with informal learning
Learning on demand with Integrated Programs
Collaborative, Talent-Driven Learning
Formalize Informal Learning
Collaboration and talent management by Design
Mastery-Based Adaptive Learning
Personalized, Competency-Based
Data-Driven, Digital, Seated in Science
2016 +
2009 +
2005 +
2000 +
1990’s
24. Powerful data layer with advanced analytics
Agile
Authoring
Tailored
Instruction
Data Layer
Your
Content
Our
Platform
Personalized
Learning
25. Benefits for every stakeholder
• Eliminates course
versioning
• Real-time feedback
for agile authoring
LEARNER
• Measureable
reportable outcomes -
advanced analytics
• Improved efficiency
and retention
• Direct savings in
cost to train
• A personalized
experience
• Self-paced and
easy-to-use
• 100% mastery
AUTHOR MANAGER/TRAINER
27. ROI: Possible metrics to evaluate learning
ROI METRIC
Measurement
Mastery
Efficiency
Engagement
Agility
DESCRIPTION EXAMPLE
Data layer allows stakeholders to
identify trends (learning, content,
and cohort analytics down to the
objective)
100% mastery of all learning
objectives (increase in proficiency
rates, organizational readiness)
Reduces training time (opex
savings, increased productivity in
redistributed full-time hours)
Right content at right time makes
learning inspire (increased
retention, improved quantitative
and qualitative survey data)
Real-time analytics means real-time
action for all stakeholders (leads to
increased revenue, margin, market
penetration)
75% of learners who exceed their
sales quota are aware of their
accuracy 80% of the time, in
addition to achieving 100% mastery.
1000 learners are certified
(achieved 100% mastery of
50 Learning Objectives, up
from 75% mastery).
45% increase in efficiency due to
transition from one-size-fits all to
personalized learning.
90% of learners would
recommend the course to others.
100% of learners completed the
course, up from 50%.
Learner data has been used to
make course revisions and
decreased the versioning time
required by 30%.
27
28. Learners
Case Study | Data improves learning efficiency
Original
Program
70 Min
Adaptive
Program
Average
37 Min
IT Services Industry
Fixed 70 Min Webinar w/test
Conversion to Adaptive Platform
All Gained 100% Mastery
Time / Opex Savings of 48%
28
29. MHE adaptive leverages investment in science
and technology
29
$175M+ Investment per
Year in Digital Platforms
2012
DPG
Formed
2017
Growth via
Investment
450
Engineers,
etc
200
Engineer
s, etc
$
1,600+
Adaptive products
4,000
Authors trained to use MHE Adaptive
5,000,000
Learners using MHE Adaptive
10,000,000,000
Data Layer Interactions
MHE Adaptive
Growth via
Acquisition
Growth via User Knowledge
30. We exist to unlock the full potential of every learner
30