Best Practices in Leveraging Virtual Environments for Learning

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Hear how ACS (a Xerox company) is being more cost effective and engaging by leveraging virtual environments and find out how they effectively aligned with corporate initiatives to drive business forward by enabling instant access to content, subject matter experts and peers. You’ll learn how ACS was able to leverage virtual environments to provide an array of opportunities to facilitate formal, informal and social learning and give attendees control. Thanks to interactivity, the ACS attendees learn real applied examples, not just theories. • During this interactive session you will learn: • An outline of a six step process in launching a virtual learning environment. • How to track more than just attendance and tests, but actual learners’ behavior. • How learning occurs in synchronous and asynchronous modes inside virtual environments. • Challenges and successes with launching a virtual learning environment.

Business Education Technology

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#CLOwebinar

Best Practices in Leveraging Virtual
Environments for Learning

Mike Prokopeak
Vice President, Editorial Director
Chief Learning Officer magazine

#CLOwebinar

What do you believe will be the most beneficial
application of VLEs?

Best Practices in Leveraging Virtual
Environments for Learning
Caroline C. Avey
Learning Strategist and Director, Innovative
Learning Solutions
ACS Learning Services, a Xerox company

Eric Vidal
Director of Product Marketing
InterCall

#CLOwebinar

What was the issue?
•  Program launch to 15,000
learners in a single day
•  Project to enroll and engage
employees for innovation.
•  Why innovation, how are we
innovating, how can you
innovate
•  High-touch, collaborate
environment
•  Links to LMS and idea
system
•  Six week development

What was the solution?

Email launch
Link to LMS

Dynamic Learning Portal

Webcast

Social Networking

Link to ACS
Innovations
Idea System

Dynamic Portal: Asset Preview or Download

What were the results?

• The Project • The Tool
• Above 100% on new • Cost savings in millions
ideas from on site launches
• Above 100% on diversity • Launched 3 times zones
of ideas • Interface was highly
• Above 100% on ideas intuitive and appealed to
per business unit to bring learners
to fruition • Tracked user clicks-
90% of site
• Project became
evergreen

FUTURE USE: For improved performance, connecting
employees with “What” they need, “When” they need it

Personal LMS
QR Codes

Dynamic Learning Portal

Games

Xerox Mail to Tag

Tablets & Mobile

Augmented Virtual Classroom
Reality

FUTURE USE: For enabling collaboration to
capture and share knowledge

Dynamic Database Microblogging

Dynamic Learning Portal

YouTube Video

3D environments

Learner Contributions

Virtual Campus

Recruiting Environment
Administrative Control
manage content | track users | generate reports

HR and Benefits Environment
Virtual University Environment

Product Showcase Environment

Internal Training

l  Doctors, patients and providers are using new media to
connect, network and collaborate – Novartis wants to harness
this trend
l  Novartis trained 1000 sales and marketing employees on social
media tools, guidelines, and compliance
l  The exhibition hall hosted partners like McCann, Nielsen,
Sermo, PatientsLikeMe, TNS Healthcare and more

Job Fair Attracts 10,000 Attendees

•  3.36 cost per attendee
• 20,719 registrants (400% of target)
• 10,903 attendees
• 34,302 booth visits
• 40 countries represented

Partner Education – Global Reach

l  Educated 2,000 partners in 2 days across 82 countries.
l  Over 4,000 information downloads
l  5,000 booth visits
l  900 chats

Question & Answer
Caroline C. Avey
Learning Strategist and Director, Innovative
Learning Solutions
ACS Learning Services, a Xerox company
caroline.avey@acs-inc.com

Eric Vidal
Director of Product Marketing
InterCall
ericv@unisfai.com

#CLOwebinar

The document discusses the evolution of learning management systems (LMS) from LMS 1.0 to LMS 2.0. LMS 1.0 tools had low usage and usability, expensive customizations, and a non-intuitive user interface. However, the changing landscape with social media, mobile devices, and learning/workplace trends requires LMS 2.0 to be more social, collaborative, engage users with open/user-generated content, and facilitate learning anywhere on any device through the cloud. Key characteristics of LMS 2.0 include social communities, discovery/subscriptions, personalized learning, gamification, and cloud/mobile delivery to drive a more engaged and effective learning experience.

Teamie - Collaborative Learning for Schools

Teamie

Teamie is a Singapore-based company that provides a social learning platform to enable online, blended, and mobile learning. It has customers in over 10 countries across K-12, higher education, enterprises, and government. Key features of Teamie's platform include social collaboration tools, learning management tools, analytics and notifications, mobile and web access, gamification, and integration capabilities. Teamie aims to make learning more collaborative, engaging, and performance-driven through its cloud-based social learning platform.

Teamie Social & Mobile Training Platform

Teamie

Teamie creates a private social learning network for each organization that is accessible over the web and our Android & iOS mobile apps. Teamie provides a user-friendly environment for employees to learn from each other, collaborate on projects, and access their training anytime-anywhere. Teamie also equips training mangers with tools to enrich training with multimedia, save time through auto-graded assessments, evaluate learners through reports, and distribute certifications.

Internet Time Alliance View of Change

Jay Cross

Digital capability as a strategic priority

Jisc

Speaker: Dr. Ross Parry, associate professor and deputy pro-vice-chancellor (digital), University of Leicester Developing digital capability is a strategic priority for the University of Leicester as it works towards the ambition of becoming a "discovery-led university” that is “ever more focused on innovation" (University of Leicester 2015 Strategic Plan). The role of digital technologies in achieving this vision is articulated in greater detail in the university's digital strategy: Discovery-Enabling Digital 2016-2020 digital is at the core of how the university operates and the journey towards achieving its teaching, learning and research ambitions. The university is taking a whole-organisation view of what this will involve (teaching and research, students and staff, academic and professional services) and is working on several co-ordinated and interlinked strands that contribute to the overall implementation plan. The university has adopted a customised digital literacy framework which is based on the Jisc building digital capability framework, and this provides a consistent framework through which digital training and skills development across the university can be delivered. The university is also using the Jisc building digital capability discovery tool to support staff and students with their understanding of what digital skills they require to support their professional practice and future careers. Senior leadership support for such a large-scale digital initiative is vital and the university has recognised this by appointing a deputy pro-vice-chancellor to lead the work on the digital campus. In this presentation Ross will share his experiences of leading this initiative and how he is working with teams across the university to achieve this vision for a digitally capable organisation.

Its as Easy as Show and Tell

eneitzke

This document provides tips and resources for conducting effective online training and webinars. It discusses how video conferencing can be more effective than in-person meetings when combined with screen sharing and collaboration tools. Common categories of video conferencing systems and key considerations for providers are outlined. The document then lists numerous web conferencing service providers and tools for webinars, screen sharing, audio/video conversion and capture, interactive presentations, and mobile videoconferencing. Tips are provided for preparing an agenda, time management, rehearsing materials, and engaging narration.

Virtual classroom business models

Terry Vyas

Virtual classrooms provide a successful business model for BMC Software's training programs. They allow for instructor-led online classes, private virtual classrooms, on-demand learning with virtual labs, and pre-configured lab environments. This reduces costs while growing revenue streams. BMC implemented virtual infrastructure from vendors like WebEx and ReadyTech. Various pricing and marketing strategies were developed for each modality. Metrics showed students responded positively to the virtual classrooms.

Qualcomm 2.0: Using Blended Learning, Web 2.0, Virtual Worlds, and Social Col...

Barbara Ludwig

The document discusses how Qualcomm uses various technologies for collaboration, learning, and onboarding. It describes Qualcomm's use of Web 2.0 tools like wikis and blogs on their internal Qualcomm Innovation Network. It also discusses how Qualcomm has experimented with using virtual worlds like Second Life for meetings, training, and collaboration, though many users found it difficult to use. Finally, it outlines Qualcomm's use of mobile learning or mLearning through smartphone apps for onboarding new employees and just-in-time training.

Web conferencing allows participants in different locations to communicate live over the internet. It allows sharing of presentations, files, and collaboration via chat and whiteboarding. A case study at McMaster University found that web conferencing supported education by allowing classes with remote students. A survey identified views of participants - the majority saw value but cited technical issues, while some enjoyed the technology and communicating remotely. Overall web conferencing was seen as enabling communication when face-to-face was not possible, but training and technical support are needed for successful implementation.

Shifting our learning centers: Part 1

Lisa D'Adamo-Weinstein

Presentation given for the National College Learning Center Association In these unprecedented times, the face of higher education is rapidly changing, and our learning centers must adapt to find ways to help our students (the privileged and underprivileged) engage effectively with technology. The realities of how we support students and the services we offer them must adapt to the current shifts to online learning in their content courses. We must expand upon existing online services and/or develop new ones. We must also support/train our staff members to manage the new ways in which our learning centers must operate. Learning centers professionals are going to have to think of ways to deliver services 100% online. We need to think about our staff (students and professionals) and how we train them as well as the ways in which we engage our students who might be struggling with the demands of shifting to new modes of learning. Join this evolving conversation in one or both webinars: Part 1 - Identifying Immediate Needs - this week (3/20/2020) How we can triage and respond in real time to a rapidly evolving change to our operations? Part 2 - Planning for the Long-term - next week (3/27/2020) How do we reflect, assess, resource for sustainability, and plan for future change?

David-Birnbaum-July-2011-v3

David J. Birnbaum

This document discusses using a social learning portal to support informal learning in the workplace. It proposes building a portal that allows employees to connect, collaborate, and learn through user-generated content like blogs, videos, and online communities. This portal would complement and reinforce formal structured learning programs delivered through a learning management system. It provides examples of content and features for the portal, as well as recommendations around staffing, measurement, and potential benefits of a social learning portal.

How to Promote the Value

matthewlivsey

The document discusses how online training can provide significant cost savings over traditional in-person training methods by eliminating expensive travel, lodging, and lost productivity costs. It notes that as much as 40 cents of every dollar spent on in-person training goes to these extra costs. The document also highlights other benefits of online training such as increased accessibility, interactivity, flexibility, and the ability to more easily measure training impact. It provides examples of how both large and small companies are successfully using online training methods.

Introduction to becoming a Virtual Teacher Facilitator 2012

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Best practices to shape and secure your 1:1 program

Securly

Overcoming the online training dilemma

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20121114 6 jaar OpenCourseWare in NL voor #OWD12

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betterplace lab - Intern Cloud Pilot Evaluation

betterplace lab

The InternCloud pilot aimed to provide interns with additional tasks to develop skills and help NGOs. The pilot launched with 3 NGOs and 3 interns. While more interns joined, only 2 of 7 tasks were completed. Key problems included interns' limited time and issues with the platform. Solutions proposed engaging more interns and support within organizations. The foundations of matching skilled interns to NGO needs were seen as strengths, but improvements like increased interaction and moving to a new platform were recommended to build on the pilot. Open questions regarding the future include whether to develop local chapters or increase competition/incentives.

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