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Benchmarking for eLearning Success - CeLC March 2012
The document outlines a benchmarking approach for enhancing e-learning success through effective use of learning technologies. It emphasizes the importance of comparing performance metrics with industry best practices to drive improvements and set a strategy. Key findings include the identification of challenges organizations face and the benefits gained by those who mature in their implementation of learning technologies.
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Benchmarking for eLearning Success - CeLC March 2012
- 1. Benchmarking for e-learningsuccess 3 simple steps for delivering results with learning technologies 28th March 2012 Lauraoverton
- 2. When it comesto technology and learning we have Lauraoverton high expectations
- 3. So what doessuccess look like to you? select the answer that resonates the most with your business right now 1. Proving compliance 2. Cost effective 26% 26% 3. Better learning outcomes 19% 15% 4. Staff up and running 11% faster 5. Improved sharing 4% 6. Respond faster to changing needs 1 2 3 4 5 6
- 4. What challenges areyou currently facing? 1. Lack of skills to 46% implement 2. Cost 3. IT infrastructure 27% 4. Staff reluctance 5. Poor past 15% experience 8% 4% 1 2 3 4 5
- 5. Benchmarking for e-learning success Establish Improve Set strategy baseline performance • Definition : Benchmarking is the process of comparing business processes and performance metrics to industry Lauraoverton bests and/or best practices from other industries.
- 6. Those that benchmarkdon’t have to reinvent the wheel! (Parker 96) Benchmarking involves: Setting a baseline Learning lessons from top performers & those further along the journey Seek to improve personal best Lauraoverton www.towardsmaturity.org/2011benchmark 6
- 7. Benchmarking informal Systematic approach comparing Formal • Performance indicators • Effective practices of top Lauraoverton performer www.towardsmaturity.org/2011benchmark 7
- 8. What best describesyour experience of benchmarking to date? 1. We share best practice 39% (benchmark) informally 36% 2. We take part in formal benchmark studies 3. Benchmarking is an important performance 14% 11% improvement tool for us 4. We don’t benchmark on a regular basis 1 2 3 4
- 9. History with 1800organisations Why are some business organisations more successful in using technology in learning than others? Towards Maturity Benchmark Reports • Linking • Towards • Driving • Accelerating • Boosting Learning to Maturity Business performance Business Business Benefit agility Lauraoverton All slides with blue chevrons in this session draw on latest 2011 benchmark research
- 10. Performance benchmarks from2011 studies: • 35% improvement in time to competency • 32% faster roll out of new IT applications • 32% improvement in ability to change products and processes • 39% reduction in delivery time • 31% reduction in study time Use external benchmarks : • 26% cost saving To help set targets For comparison Lauraoverton To stimulate conversations within business www.towardsmaturity.org/2011benchmark 10
- 11. Where are youcurrently on your elearning adventure? 1. Novice user 32% 2. Sporadic user 29% 3. Developing a strategy 4. Technology is embedded in our 18% learning 14% 5. Learning technologies 7% are an established part of doing business 1 2 3 4 5 Maturity matters
- 12. 8 years ofbenchmarking 16% (12%) 22% (23%) Embedded 31% (39%) Established 19% (20%) Developing 12% (7%) Sporadic Novice TM Index We consistently find those mature in their use of learning technologies Lauraoverton report more benefits. The TM index is a single indicator of maturity.
- 13. Effective practice benchmarks TowardsMaturity model – 6 strands of effective practices consistently modelled by top performers http://tinyurl.com/TMModel TM Indicator Lauraoverton
- 14. Bottom Quartile 3rd 2nd Top Quartile 1 100 What difference does mature implementation strategy make? Each organisation is now given a single TM index so we can see where they sit in comparison with others on a scale of 1 to 100. Lauraoverton
- 15. Bottom Quartile 3rd 2nd Top Quartile 1 100 2x audience take up 33% additional cost saving 50% additional saving in study time 6x decrease in time to proven competency 6x more likely to report increased productivity 3 x as likely to report improved customer satisfaction Lauraoverton
- 16. 3 simple stepsto delivering results with Learning Technologies So what are they? Lauraoverton
- 17. The essence ofBenchmarking Lauraoverton
- 18. Lauraoverton www.towardsmaturity.org/2011benchmark 18
- 19. Try this out– where do you stand? Review 1. There is an organisation-wide strategy for technology enabled learning 2. Learners consider e-learning to be good for their careers 3. Our learning technologies enable learners to communicate and learn from each other 4. We identify and train local champions to act as agents for change 5. We measure business metrics when evaluating effectiveness Lauraoverton
- 20. Review Disagree ??? agree So how do you compare? Lauraoverton
- 21. Compare No 1 - 26% agree - There is an organisation-wide strategy for technology 80% enabled learning 70% 60% 50% 40% 67% top 30% performers agree 20% 10% 0% Bottom Lower (3) Upper (2) Top Quartile quartile quartile Quartile Lauraoverton www.towardsmaturity.org/2011benchmark 21
- 22. No 2 -15% agree - Learners Compare consider e-learning to be good for their careers 49% top performers agree Lauraoverton
- 23. Compare No 3 - 16% agree - Our learning technologies enable learners to communicate and learn from each other How Dixons Retail encouraged sharing and collaboration as 53% part of strategy – visit ow.ly/9Vu7n top performers agree Lauraoverton
- 24. No 4- 29% agree - We identify and train local champions to act as Compare agents for change 74% top performers Engaging learning champions - practical tips from agree National Autistic Society ow.ly/9Vua0 Lauraoverton
- 25. No 5 - 17% agree - We Up Compare measure specific business metrics 4% when evaluating the effectiveness of learning technologies 54% top performers agree For more information visit - ow.ly/9VtU5 Lauraoverton
- 26. Act! As a result of what I have found out in this exercise, I am now going to... Lauraoverton
- 27. Benchmarking with theConsortium Review and Reflect • Participation in the Annual Industry benchmark Compare • With consortium members • With sector • With top performers Learn • Workshops • Case studies • Sector examples Apply • Action planning
- 28. Example Workshops • Developingan e-learning strategy • Getting noticed, getting buy in – stakeholder engagement • Building Blends that work • User Generated Content – capturing and sharing great practice • Engaging the business – promotions that work • Demonstrating Value
- 29. Does this approach deliver? Review – 90 % agree that the workshop programme is relevant because it is informed by research Compare – 96% value the opportunity to learn from other sectors – 94% say they have provide opportunities to learn from peers – 94% agree the consortium workshops provide practical ideas ACT – 72% have applied ideas back at work – 63% have seen improved impact as a result
- 30. What element ofconsortium benchmarking would add most value to you? 1. Formal benchmark 67% process to identifying strengths and weaknesses 2. Targeted, collaborative workshops 3. Opportunities to learn 13% 13% directly from peers 8% 4. All of the above 1 2 3 4
- 31. Resources via theconsortium • Awareness – Benchmark centre – www.towardsmaturity.or g/mybenchmark – Research – Case studies – www.towardsmaturity.org – Latest research – www.towardsmaturity.org/ 2011research Lauraoverton www.towardsmaturity.org/2011benchmark 31