Lyn Murnane provides a summary of her experience implementing knowledge management (KM) initiatives at three organizations:
1) At Medibank Private, she piloted a KM system with frequently asked questions and materials to reduce help desk calls and staff turnover. It was successful, cutting average call handling times and increasing staff retention.
2) At Telstra, she helped overhaul their intranet knowledge base to improve user experience and implement governance. This led to outsourced content production being insourced and the team winning an innovation award.
3) At IDP Education, she helped create a knowledge base of 136,000 pages on university programs to support an application management system. This centralized information previously
Webinar: Empowering Continuous Learning with the Tin Can API (xAPI) Rustici Software
Employees are demanding more continuous and varied approaches to learning, but many L&D organizations struggle to keep up. One big reason: a lot of that informal learning happens on the open web, inside mobile apps, and in real life – not in an LMS. This means that L&D teams aren’t getting the whole picture. And without it, they’ll have an increasingly difficult time connecting learning to business results.
Learn how CUES is using Tin Can API (xAPI) to plug L&D back into learning, and in the process plug learning back in to business results.
In this webinar, we’ll discuss:
*New types of learning methods and technologies for continuous learning
*The Learning Tech Stack and why a cohesive one is important
*How CUES empowers continuous learning for their members
Presenters that you'll hear from on this webinar:
* Dani Johnson, Research Manager, Bersin by Deloitte, Deloitte Consulting LLP
* Wendy Wang-Audia, Sr. Research Analyst, Bersin by Deloitte, Deloitte Consulting LLP
* Mike Rustici, President, Rustici Software
* Christopher Stephenson, VP/Professional Development and Innovation, CUES
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Webinar: Empowering Continuous Learning with the Tin Can API (xAPI) Rustici Software
Employees are demanding more continuous and varied approaches to learning, but many L&D organizations struggle to keep up. One big reason: a lot of that informal learning happens on the open web, inside mobile apps, and in real life – not in an LMS. This means that L&D teams aren’t getting the whole picture. And without it, they’ll have an increasingly difficult time connecting learning to business results.
Learn how CUES is using Tin Can API (xAPI) to plug L&D back into learning, and in the process plug learning back in to business results.
In this webinar, we’ll discuss:
*New types of learning methods and technologies for continuous learning
*The Learning Tech Stack and why a cohesive one is important
*How CUES empowers continuous learning for their members
Presenters that you'll hear from on this webinar:
* Dani Johnson, Research Manager, Bersin by Deloitte, Deloitte Consulting LLP
* Wendy Wang-Audia, Sr. Research Analyst, Bersin by Deloitte, Deloitte Consulting LLP
* Mike Rustici, President, Rustici Software
* Christopher Stephenson, VP/Professional Development and Innovation, CUES
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
A company’s most valuable asset is the people who walk through its doors each day to manage, lead, coordinate and execute. Providing these employees with a first-class experience from pre-hire to retire is the most crucial element to sustaining a successful business and attracting talent that will develop into future leadership, and utilizing cutting-edge technology is a key ingredient to the process.
Join us as Thomas Boyle and Chris Lennon of SilkRoad help attendees discover the “why” behind talent management technology, exploring the capabilities and power of automation and its positive effect on the employee experience and your company’s bottom line.
Register and attend to discover:
The power of technology in talent management.
How utilizing technology can drive better business results and increase ROI.
Why automation of talent management processes can increase engagement and retention.
Mind the Gap: State of Employee Engagement 2017Saba Software
Most organizations agree that talent is their most important asset, and the critical importance of developing, engaging and retaining employees is nothing new to HR leaders. But the results of Saba’s 2017 State of Employee Engagement Survey reveal that most businesses are not in tune with their employees. For example, nearly two-thirds of employees don’t believe they have an effective platform to engage with the business and share their input. Just 22% of employees say their organizations are very effective in providing easy access to training and development. And over half of employees feel performance reviews are ineffective when it comes to improving their personal performance.
L&D leaders from Crowe LLP – a public accounting, consulting, and technology firm – will share best practices on how they’re moving away from smile sheets and completion metrics to tracking behavior change and performance on the job.
View the presentation to learn:
- Case example by Crowe LLP on how they’re piloting innovative ways to track employee behavior change and performance post-learning
- New Udemy for Business data insights on how learning impacts key business outcomes like employee engagement, productivity, growth, and retention
- How to win over key stakeholders when rolling out a new learning metrics approach
- Tips and advice on how to get started with measuring the ROI of learning
What do we know today that can help us better prepare for tomorrow? Towards Maturity celebrates ten years of research into effective learning practices with this presentation first delivered at Learning Technologies, the UK’s leading workplace learning event. Laura Overton the MD of Towards Maturity outlines nine steps to help L&D organisations prepare to deliver the future of learning. The session draws on data from 500+ L&D professionals participating in the 2013 Towards Maturity Benchmark – see www.towardsmaturity.org/2013benchmark and 2,000 learners taking part in the Learning Landscape audit, see www.towardsmaturity.org/learner for more details.
Smarter Decisions for Stronger Performance: How to use data to partner for su...Laura Overton
Your L&D strategy might be going well, but are your stakeholders buying into planned developments?
Laura Overton delivered this webinar hosted by DPG on 24 July 2015. Laura explained how L&D and HR leaders can use the Towards Maturity Benchmark to gather the evidence needed to show business leaders what's working and highlight opportunities to develop, using the Towards Maturity Model as a framework for constant strategy innovation.
Benefitting business – applying the librarian’s skillset 3 april01LAICDG
Presentation by Sarah Lyons, Digital Librarian at Novartis, for the Information Skills for the Future event, organised by the Career Development Group of the Library Association of Ireland on April 2nd 2015
Everyone in corporate learning is talking about MOOCs - massive, open, online courses - right now. But while there's a lot of curiosity among L&D professionals, there is not much understanding of what, exactly, MOOCs are and how they do (and don't) work for workforce training.
This presentation summarizes and analyzes what MOOCs really mean for enterprise L&D:
• What makes MOOCs different from other forms of online learning;
• How MOOCs have (and haven't) evolved to meet the needs of enterprise L&D; and
• Critical lessons learned by leading organizations already using MOOCs.
The Importance of User Skills Related to Enterprise System Implementation, R...ANCILE Solutions, Inc.
Focus on what really matters when implementing software - the people. IDC research highlights the dependence on user adoption, skills, proficiency, and self-enablement. Presented at ASUG Annual Conference 2015.
CSUN 2011: How to Eat an Elephant: Tackling Web Accessibility in a Large Corp...Elle Waters
Wednesday, March 16, 2011, San Diego
Humana's Accessibility team relays the challenges they faced instituting web accessibility across a Fortune 100 company. The team will share successes and lessons learned.
Lisa Barnett
Humana
Wes Dillon
Deque Systems
Preety Kumar
Deque Systems, Inc
Sharron Rush
Knowbility, Inc.
Elle Waters
Humana
An Insider's Look at Udemy for Business Product WebinarUdemy for Business
60% of employees think their companies don’t offer adequate opportunities for them to develop professionally.
See first-hand how Udemy for Business partners with high-performing companies like PayPal, Lyft, Booking.com, Adidas, and Pinterest to fuel a culture of learning and elevate the perception of L&D.
- 2,500+ of the top rated, freshest courses for professional development
- Social learning tools that extend the role and impact of L&D
- Reporting that delivers actionable insights for effective learning
- Mobile technology to learn on the go
- 24/7 customer success dedicated to supporting your company every step of the way
A company’s most valuable asset is the people who walk through its doors each day to manage, lead, coordinate and execute. Providing these employees with a first-class experience from pre-hire to retire is the most crucial element to sustaining a successful business and attracting talent that will develop into future leadership, and utilizing cutting-edge technology is a key ingredient to the process.
Join us as Thomas Boyle and Chris Lennon of SilkRoad help attendees discover the “why” behind talent management technology, exploring the capabilities and power of automation and its positive effect on the employee experience and your company’s bottom line.
Register and attend to discover:
The power of technology in talent management.
How utilizing technology can drive better business results and increase ROI.
Why automation of talent management processes can increase engagement and retention.
Mind the Gap: State of Employee Engagement 2017Saba Software
Most organizations agree that talent is their most important asset, and the critical importance of developing, engaging and retaining employees is nothing new to HR leaders. But the results of Saba’s 2017 State of Employee Engagement Survey reveal that most businesses are not in tune with their employees. For example, nearly two-thirds of employees don’t believe they have an effective platform to engage with the business and share their input. Just 22% of employees say their organizations are very effective in providing easy access to training and development. And over half of employees feel performance reviews are ineffective when it comes to improving their personal performance.
L&D leaders from Crowe LLP – a public accounting, consulting, and technology firm – will share best practices on how they’re moving away from smile sheets and completion metrics to tracking behavior change and performance on the job.
View the presentation to learn:
- Case example by Crowe LLP on how they’re piloting innovative ways to track employee behavior change and performance post-learning
- New Udemy for Business data insights on how learning impacts key business outcomes like employee engagement, productivity, growth, and retention
- How to win over key stakeholders when rolling out a new learning metrics approach
- Tips and advice on how to get started with measuring the ROI of learning
What do we know today that can help us better prepare for tomorrow? Towards Maturity celebrates ten years of research into effective learning practices with this presentation first delivered at Learning Technologies, the UK’s leading workplace learning event. Laura Overton the MD of Towards Maturity outlines nine steps to help L&D organisations prepare to deliver the future of learning. The session draws on data from 500+ L&D professionals participating in the 2013 Towards Maturity Benchmark – see www.towardsmaturity.org/2013benchmark and 2,000 learners taking part in the Learning Landscape audit, see www.towardsmaturity.org/learner for more details.
Smarter Decisions for Stronger Performance: How to use data to partner for su...Laura Overton
Your L&D strategy might be going well, but are your stakeholders buying into planned developments?
Laura Overton delivered this webinar hosted by DPG on 24 July 2015. Laura explained how L&D and HR leaders can use the Towards Maturity Benchmark to gather the evidence needed to show business leaders what's working and highlight opportunities to develop, using the Towards Maturity Model as a framework for constant strategy innovation.
Benefitting business – applying the librarian’s skillset 3 april01LAICDG
Presentation by Sarah Lyons, Digital Librarian at Novartis, for the Information Skills for the Future event, organised by the Career Development Group of the Library Association of Ireland on April 2nd 2015
Everyone in corporate learning is talking about MOOCs - massive, open, online courses - right now. But while there's a lot of curiosity among L&D professionals, there is not much understanding of what, exactly, MOOCs are and how they do (and don't) work for workforce training.
This presentation summarizes and analyzes what MOOCs really mean for enterprise L&D:
• What makes MOOCs different from other forms of online learning;
• How MOOCs have (and haven't) evolved to meet the needs of enterprise L&D; and
• Critical lessons learned by leading organizations already using MOOCs.
The Importance of User Skills Related to Enterprise System Implementation, R...ANCILE Solutions, Inc.
Focus on what really matters when implementing software - the people. IDC research highlights the dependence on user adoption, skills, proficiency, and self-enablement. Presented at ASUG Annual Conference 2015.
CSUN 2011: How to Eat an Elephant: Tackling Web Accessibility in a Large Corp...Elle Waters
Wednesday, March 16, 2011, San Diego
Humana's Accessibility team relays the challenges they faced instituting web accessibility across a Fortune 100 company. The team will share successes and lessons learned.
Lisa Barnett
Humana
Wes Dillon
Deque Systems
Preety Kumar
Deque Systems, Inc
Sharron Rush
Knowbility, Inc.
Elle Waters
Humana
An Insider's Look at Udemy for Business Product WebinarUdemy for Business
60% of employees think their companies don’t offer adequate opportunities for them to develop professionally.
See first-hand how Udemy for Business partners with high-performing companies like PayPal, Lyft, Booking.com, Adidas, and Pinterest to fuel a culture of learning and elevate the perception of L&D.
- 2,500+ of the top rated, freshest courses for professional development
- Social learning tools that extend the role and impact of L&D
- Reporting that delivers actionable insights for effective learning
- Mobile technology to learn on the go
- 24/7 customer success dedicated to supporting your company every step of the way
KMrt - Sept 2012 - setting up a virtual community2012_publishLyn Murnane
presentation given at the VIC KMrt in Sept 2012 to provide an overview of how we set up our internal community and to gain feedback on where to go next
Knowledge Management is first and foremost a willingness and desire of people within the organisation to help each other make things better. If this desire is not truly there, all that your process and technology-related investments will lead to, are expensive and embarrassing white elephants.
Metadata Matters – Collaboration, Search, and Information Governance at Brail...Concept Searching, Inc
Brailsford & Dunlavey has earned a reputation as a premier national program management firm, overseeing billions of dollars in new construction and renovation projects. It offers comprehensive services, ranging from planning through implementation, and manages all areas of risk, and maintains constant control of budget, schedule, and quality.
Brailsford & Dunlavey’s goal was to update its SharePoint 2010 intranet, to refresh an out-of-the-box design and to improve usability and collaboration. The existing intranet lacked a clear governance structure, effective information architecture, and mobile accessibility. With nearly 70,000 documents and more than 8,000 list items on its intranet, and another 200,000 on its client portal, the firm needed a way to make intranet content significantly more accessible to employees across several national offices.
The redeveloped and redesigned intranet was implemented with responsive design, to encourage the highly mobile workforce to access the site from anywhere. The intranet’s new, intuitive design reflects the look and feel of Brailsford & Dunlavey’s public facing website, and the refreshed information architecture has provided a clear path to find important information.
Join Brailsford & Dunlavey and Concept Searching to:
• Discover what was done from a technology perspective
• Understand how all the firm’s documents were tagged and classified
• Find out how long the project took
• Hear about challenges and lessons learned
• Learn what the benefits have been
• Watch a demo and see the intranet in action
Success in economic development hinges on documented results. Through this presentation, you will understand how economic development organizations use technology today and how to prioritize technology investments within your organization to drive and measure long-term impact.
The Human Factor: Five Tips for Creating the Quintessential Hybrid IT Profess...BMC Software
Douglas Smith, a certified Organizational Development (OD) Practitioner, demonstrates how HCSC has applied OD principles to its Infrastructure department, bridging the gap between IT and the business. He shares five tips for creating a hybrid IT professional, someone who can interact seamlessly with both the business and IT. If you’ve been charged with helping your team reach its full potential, this presentation is not to be missed.
Have you been tasked to write a LMS RFP for your organization? Are you also looking specifically at Moodle or Totara for your LMS of choice? Creating an LMS RFP can be a time-consuming task, especially when you don’t have a template to work from. Join James Nicolson, LMS Solutions Engineer, for a live webinar that will cover the need-to-know tips for writing an LMS RFP specifically for Moodle.
You will learn about:
- Specific technical details so that your Moodle/Totara deployment meets your project requirements
- Compatibility and standard requirements for the most popular Moodle plugins
- Hosting requirements for a secure cloud hosting environment
- Frequently asked questions from leading companies who have deployed Moodle LMS
- Implementation tips from leading organizations including: YMCA, Kodak Alaris & Rutgers University
The success of implementing technology and dealing business changes across the enterprise has never been more critical to a company’s market relevance, financial growth and employee productivity. As companies grow in either size, service and product offerings or complexity, the increased demand to deliver consistent high quality support becomes more and more challenging. Knowledge Management (KM) has the power to transform the way services are delivered and experienced by both the valued customer and the productive employee as business is conducted on a daily basis. Organizations continuing to struggle with measuring sustainable business benefits from implementing technology and business change will benefit greatly from the industry lessons learned from successful KM implementations. Peter McGarahan, a support industry analyst and expert, will share his experiences and thought leadership on successfully implementing KM to support and enable technology and business change across the enterprise. Peter will provide lessons learned and recommended practices from his Service Delivery and Knowledge Management (KM) consulting experience that will change your perspective on how to do Knowledge right! Attendees will gain valuable insights into the following aspects of the topic:
• How Service leaders can best position and leverage knowledge for any technology and business change
• How to best approach planning for your next enterprise technology and business rollout with the end-result in mind
• Assessing your organizational maturity, identifying and addressing the gaps in performance to deliver a consistently better customer experience for customers and employees
• Introducing Knowledge-Centered Support (KCS) best practices into your service and support environment to address resolving issues, answering questions and fulfilling requests
Pluto7 - Tableau Webinar on enabling Organization to be Data Driven in 201...Manju Devadas
Big Data and BI initiatives needs a holistic strategy and execution. The content walks through how an organization became data driven in less than 6 months with Tableau, Alteryx, Splunk and traditional BI enabled by Pluto7 ( www.pluto7.com )
[NOTE: To learn more and watch a recording of this webinar, visit: https://www.watershedlrs.com/webinar-how-to-build-a-learning-tech-stack]
If you want to build and scale your learning programs for the future, you must start with a solid technology foundation. It's easy to get excited about the desired end product, and gloss over the most important details—the blueprint. To help you plan for a good program foundation, Watershed and Training Orchestra cover the needs of a good program blueprint.
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
Making Workflow Automation Personal: The Next Step in Digital Transformation...Michael Oryszak
True digital transformation requires more than incremental improvements and goes beyond individual projects or processes. To become true digital masters, organizations need to think differently and work to enable their members to rethink everything they do in order to identify opportunities for automation. By addressing the capabilities for enhancing workflow automation as a personalized technology capability, organizations can take a giant leap forward and feed and innovation cycle without any limits. This session will help re-frame the primary focus from large, centralized processes to enhancing individual and team collaborators that can drive their own process automation using a variety of commonly available no-code solutions. We will dive into techniques to educate and grow the organization’s capabilities and also review some of the commonly supported models for measuring the results and ROI.
London School of Hygiene - Maximising self-service success and user engagementTOPdesk
Since launching in January 2017, the self-service portal at the London School of Hygiene has been a remarkable success. As the portal becomes the main place to report issues or request services at LSHTM they continuously promote self-service and engage with their diverse user community. Daniela and Carolina will be sharing their success story and hints and tips on how they are achieving over 75% entry via the self-service portal.
Process-Centric Governance and Information ArchitectureSimon Rawson
All content is produced by processes, intended for the support or consumption of other processes. This is a premise I have propounded for over a decade. I have challenged thousands of people over nearly a decade to disprove this statement and offered $100 to anyone who can find an example which proves otherwise. I still have that $100 tucked away.
This presentation shows a high level process-centric information architecture, and tools to map processes and associate the content inputs and outputs. It shows examples of governance structures for ECM/KM projects, and the topics a governance strategy/plan should cover.
Finally, lessons learned about the common characteristics of highly successful ECM/KM projects are described.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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.
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.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
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.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
1. KM Journey v10
Lyn Murnane, Manager CoE – Knowledge Management
Analytics and Insights, Australia Division ANZ
2. What are we going to chat about?
• About Me
• Some relevant KM stuff
• 3 organisations, 4 examples
• Overview
• Challenges
• Outcomes
• Measures
• Where might you start?
4. I have worked here:
• ANZ: March 2014 to present
• Manager CoE, Knowledge Management, Analytics & Insights
• IDP Education: October 2011 – March 2014
• Knowledge Manager
• Telstra: Jan- Sept 2011
• Manager, Knowledge Management
• FastTrack Software: Jul – Dec 2010
• Knowledge Manager
• Medibank Private: May 2008 – June 2010
• KM Business Consultant
• FastTrack Software: August 2005 – May 2008
• Enterprise Support Lead
• IT Trainer
5. How I learn
• Networking
• KMrt
• KMlf
• MBIT @ RMIT 2008-2011
• Conferences
• Learning Assembly 2014,
presented 2015
• KM Australia 2014, presenting
2015
• Continuous Learning
• Coursera.org (2014)
• Gamification
• On Strategy: What Managers can learn
from Philosophy
• Udemy
• Atlassian software suite and
• Agile methodologies
5
6. Roles and tasks
6
• IT Training & support
• Technical Writing
• KM Systems
• Instructional Design
• E-learning development
• User feedback
• Knowledge Manager
• KM Business Consultant
• Stakeholder
engagement
• Collaboration with SMEs
• Social networks
• Blog - genverbosity
• Twitter - @boffin66
• Networking
• Communities of Practice
• KMrt
• KMLF
8. What skills does a Knowledge Manager
need?
• Customer / User Orientation
• Leadership
• Analytical Thinking and Decisive
Judgment
• Communications
• Facilitate sharing & collaboration
• Teamwork
• Learning and knowledge sharing
8
9. 9
Some data • The average office worker spends 28 hours a week – or nearly 1500
hours a year - writing emails, searching for information and
attempting to "collaborate" internally, according to a new report.
• A 2012 global report by McKinsey Global Institute, the research arm of
management consultancy McKinsey & Company, argues wide adoption
of social media technologies by businesses could cut down some of
the time-wasting involved in emailing and improve worker productivity
by 20 to 25 per cent.
• http://www.smh.com.au/it-pro/business-it/workers-spend-61-per-cent-of-their-day-lost-in-email-and-information-20120730-23957.html
• 19.8 per cent of business time – the equivalent of one day per working
week – is wasted by employees searching for information to do their
job effectively, according to research released today by Interact.
• http://www.it-analysis.com/services/outsourcing/news_release.php?rel=38149
• And sometimes I do remember to reference!
13. Medibank Private - OVERVIEW
13
• Market share in PHI Australia
• 29%
• Number of people covered
• 3.8 million
• Total Revenue
• $5.9 billion
• Total benefits paid
• $4.6 billion (84.8% of
contributions)
• No. of customer transactions inbound
• 3 million calls
PRIVATE HEALTH INSURANCE:
• Highly government
regulated – and the
regulations change
frequently
• Extremely complicated – for
staff as well as customers
• Customers often don’t
really understand their
cover until they claim
• PHI is a high use insurance
compared to other
insurances
http://www.medibank.com.au/Client/Documents/Pdfs/MPL_Annual_Report_2013.pdf
14. overview
• Medibank’s culture – the approach to
change
• “Empowerment for the Ground crew”
• “We don’t need a McKinsey or a
Boston Consulting to tell us how to
improve the business – we’ve got over
1200 ‘ground crew’ staff who know
exactly where the real gaps are to be
addressed in the business,” George
Savvides – MD.
14
“We embrace change better when we do it ourselves “
15. challenges
Access to
knowledge
Intranet – 1400
files, out of date,
inconsistent, poor
search, slow.
Many sources of
information: Lotus
Notes, shared drive
(40,000 files), local
info, Circulars
Help desk calls -
20,000 internal staff
helpdesk calls per
month
Communication to
frontline staff
ineffective –
Circulars, Manuals,
Guides, many
emails, 400 page
policy documents
Customers
Unhappy, Given
Inconsistent
information
Staff Retention,
Feedback from exit
interviews - staff
leaving because not
Access to knowledge was confusing, inaccurate and inconsistent.
16. Changes – Where to start?
• Pilot
• Assess what are the biggest pain
points
• Deliver a pilot / small version of a
knowledge base
• Include frequently asked questions
and used materials
• Assess outcomes
• Measured how
• Average handling times
• Staff turnover / retention
• Helpdesk calls
• Ex gratia payment savings
16
18. And Medibank’s KB was born
• Max and Molly – 2 different KB instances
• Max was for customer facing processes
• Molly for corporate processes and support
• Both named by staff in a competition
• Buy-in through user participation in content from
previous processes
• Sold using branded gadgets, stress balls, umbrellas etc
18
21. Cost / Benefits
• Ongoing Costs without
change
• Training – new starters
• $12.5Keach / 30% turnover
• Staff Help Desks
• 20,000 calls to 2 helpdesks.
• Call Handling Time
• Ex Gratia Payments
• Cost MPL $500,000 in FY03.
Consistent, complete and
accurate information in a
central repository has the
ability to reduce this cost.
• Ongoing Costs –after pilot
• On-going costs 6 staff and support.
• Benefit realisation within three
months.
• All Handling Time - The Pilot Program
statistics demonstrated a reduction of
6.3% in Call Handling Time.
22. What worked?
• Ongoing support
• Feedback mechanism was and still is the most popular
feature
• Content
• Write it for the audience
• Write if for how they think about it
• Avoid jargon
• Team
• Built by staff for staff
• Frontline engagement - focus groups (personas), super
user group
• Competitions, surveys, road shows
• Brand – identity , stickers, soft balls, umbrellas
• quick reference guides / materials
• Tool
• good search, no complexity
• met requirements
• easy to use
22
23. Lessons learnt
• Resistance
• Business experts & Management
engagement
• Approval process
• subject matter experts took three
times longer than expected
• Training
• self-paced workbook didn’t work
well for call centre / retail
environment
24. Measures - reports
• Users
• Measure no. of times
users access certain
items in KB
• Ensure participation
by enforcing access
to news items
• Content Audit
• Review 6 monthly with SMEs 24
26. Telstra – overview - 2011
• Telstra had more than 10 ‘official’ KM systems
• 100’s of unofficial tools including spreadsheets, personalised
web pages, databases etc
• Know How – an intranet based process and sales information
tool that supports 14,000 users – onshore, offshore and
industry partners.
• Know How's key focus is support of personal customers
• Included some support for Telstra Business (Small Business)
26
27. KnowHow - challenges
• Observations
• content / information verbose and not user friendly
• marketing materials copy and pasted into web
pages
• No collaboration
• Feedback loop was sporadic and not transparent
• No Governance, archiving or expiry of content
unless requested
27
28. Changes
• User Feedback forums
• What does KnowHow sound like / its
character
• Understanding what works and what
doesn’t
• What’s missing?
• Suggestions for inclusions
• Getting engagement / buy-in
• Assessment of value of outsourced
publishing
28
29. Outcomes
• Insourced team – 6 internal staff
employed
• Governance model
• Audit process
• Expiry process
• Writing style guide
• Publishing style
• New content management system
should have automated some of
these processes
29
30. measures
• Successes
• Know How team won a business
innovation award in 2012
• http://www.cio.com.au/mediareleases/15187/telstra-tops-bi-awards/
30
31. Other -Telstra Bigger picture
31
• Project to create a company wide
KM strategy
• Aims to create a single source of
truth
• High level governance model
• Has leadership support and cross
business unit endorsement
• Project currently being scoped and
mapped
• Identifying measures of success
33. IDP Education - overview
• Education placements – market leader.
• Placements in AU, US, CA, UK & NZ
• IDP Education also manages and part-owns the
IELTS test
• the leading test of English language proficiency for
study and migration.
• IDP is 50% owned by IDP Education Limited, a
company owned by 38 Australian universities, and
50% owned by SEEK.
• Operates in 27 countries – 500 counsellors
(Student Recruitment)
33
34. Overview - OSCAR - 2010
• Overseas Student Central Advice Resource
• CRM implemented to manage the end to end student
application process
34
Student
Enquiry
Best match
course
Application
Management
Visa
Assistance
Offer from
Uni
Needed data about all providers (unis) and their courses
35. Challenges
IDP Knowledge - OSCAR
• 136,000 knowledge base pages
• 99% data collected about universities and their programs
from publicly available information
• 1600 manual knowledge articles
• Provided by local staff, or from Uni
• Location based Visa information
• Presentations from universities
• Links to Uni sites & videos
• Info about scholarships & application requirements
35
36. challenges
• KB sold as matching tool
• Confused about how / why
• Visibility of content
• Issues with accessibility & control of information
• Search
• How to return relevant results from so much
content
• Navigation
• Where to find the content
36
37. changes
• 2nd project to add more functions and fix issues
• Support desk produced a tag line
• We needed to give OSCAR some life (a persona)
• Character and tagline born
37
39. 39
measures
OSCAR Connect Measures - last 90 days Result % Result Target Total Last week
a. Decrease number of staff not yet participating
in OSCAR Connect
b. increase adoption
Active Users 208 38% 70% of licences 550 210
Creators (have posted) 48 23% 24% of active users 50
Commentors 74 36% 33% of active users 77
Inactive 342 62% 30% of licences 340
KB Reporting
useddefault
keywordreport
tocoverall
Current Measures 24-Jun 1-Jul 8-Jul 15-Jul
KB Logins (Adoption Report) 6038 5532 6239 8201
Keyword Searches (Counsellors) 899 978 1401
Weekly '0' Results 128 101 111
Answers Viewed (Counsellors) 1644 1396 1573 1848
Matching Sessions 1453 1566 1714 1307
OSCAR Connect Views 511 364 136 143
OSCAR Connect Posts 44 33 16 6
OSCAR Connect Comments 216 97 35 28
OSCAR Connect Active Users 87 70 50 49
AnswersViewed (Counsellors)
971
1115
757
839
1012
733
1116
1021
1090
1100
1250
905
1008
1683
1602
1457
1426
1400
1465
1997
2023
2109
1857
2060
1582
2290
2521
2470
2820
2487
2763
2373
2357
2332
2215
2224
2817
2997
2904
2864
2794
2658
2553
2243
2835
14-Oct
21-Oct
28-Oct
4-Nov
11-Nov
18-Nov
25-Nov
2-Dec
9-Dec
16-Dec
23-Dec
30-Dec
6-Jan
13-Jan
20-Jan
27-Jan
3-Feb
10-Feb
17-Feb
24-Feb
3-Mar
10-Mar
17-Mar
24-Mar
31-Mar
7-Apr
14-Apr
21-Apr
28-Apr
5-May
12-May
19-May
26-May
2-Jun
9-Jun
16-Jun
23-Jun
30-Jun
7-Jul
14-Jul
21-Jul
28-Jul
4-Aug
11-Aug
18-Aug
All UsersKeyword Search vs '0' Results Keyword Searches (Counsellors)
Weekly '0' Results
40. Gamification at IDP??
• What??
40
Gamification:
The use of game elements and game-
design techniques in non-game
contexts
“For the Win” Kevin Werbach, Dan Hunter
Wharton Digital Press - 2012
http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using-
gamification-in-mr-as-a-complimentary-tool/
Some gamification examples you may recognise
• PBL
• Points
• Badges
• Leaderboards
• Examples of extrinsic motivation
• Not intrinsic so may well prove to be
unsustainable
41. OSCAR Community
• More engagement
• Ideas for improvements / additions
• Discussion of issues
• Share info
41
42. How we got some game
• Treasure Hunt
• Ask a question in community site
• Users search in KB
• Answer via KB feedback (v1)
• Answer via community site (v2)
• Impact is increased visibility ongoing
42
43. 43
Community Reputation • Depending on points accumulated, a different
‘bling’ icon is displayed next to a user’s name
By viewing the change in Member numbers, I could see
who had changed from ‘lurker’ to participant.
Last week, I had 310 Members and only 1 new
user so 7 people felt ‘moved’ enough to
comment this week.
46. IELTS
Test Centre
Test Centre
University accepts results
Employer accepts results
IELTS Test Centre
IELTS results are accepted by more
than 8000 organisations in more
than 135 countries.
IELTS results are accepted by more
than 3000 institutions and programs
in the US.
The IDP IELTS test centre network
offers IELTS in more than 200
locations globally.
Example Sites
IELTS
46
More than two million IELTS tests were taken in the past 12 months.
IELTS is available in more than 130 countries.
There are more than 900 IELTS test locations worldwide.
The IDP IELTS test centre network offers IELTS in more than 200 locations globally.
IELTS is available up to four times per month, 48 times per year.
IELTS results are available after 13 calendar days.
IELTS test is jointly owned by IDP Australia,
Cambridge and British Council globally.
IELTS in Australia is wholly owned by IDP
47. Overview - Project IELTS
• CRM for Central
• Disparate record management
• Centralise
• Agile project
• High level Reqs – Week 1 December 2012
• Build – Week 2 -3 December 2012
• Showcase – January 2013
• Pilot launched February 2013
47
48. Challenge - A Knowledge base?
• Support and queries managed by central team via email
• How to give test centres the power to help themselves
• Why should some wait overnight or over weekend for
response?
48
49. changes
• Assess Issues / pain points
• Assess FAQs from enquiry inbox
• Assess common issues and requests from Regional Managers
• Assess common audit issues
• Build content around these main pain points
• Ask network what they need?
• Ask them if they wish to participate in testing, feedback and naming
• ‘iKnow’ is born
49
50. 50
Outcome
• KB launched 27 June 2013
• Feedback positive
• 400 answers and growing
• Participation from all sites not
just head office
And hey, I won an award!
51. Where might you start?
Looking at KM in your organisation
51
52. ideas
• Start small
• Pilot
• User interaction
• Understanding gaps and
pain points
52
53. In Closing
• “Anyone in the organization who
is not directly accountable for
making a profit should be
involved in creating and
distributing knowledge that the
company can use to make a
profit”
• Sir John Browne – CEO of BP
• http://www.ikmagazine.com/xq/asp/sid.0/articleid.750C40CD-3510-
47CA-9827-
5403ADCE1D93/eTitle.Greater_than_the_sum_of_its_parts_Knowledg
e_Management_in_British_Petroleum/qx/display.htm
53