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The document discusses three challenges facing learning and development (L&D) functions: 1) adapting to the current economic climate, 2) meeting the needs of new users and work styles, and 3) demonstrating their value and effectiveness rather than relying on outdated models. It provides examples of how L&D is often stuck in the past and outlines opportunities for L&D to change their model by delivering appropriate learning that meets needs, showing their value through evaluation, and becoming integral partners for their organizations' future success. The key message is that L&D must innovate and collaborate rather than remain complacent in order to remain relevant and avoid potential cuts.
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- A manager’s role in employee retention and training ROI
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Before an organization takes the leap into microlearning, it’s important to understand the fundamentals first. To be successful, microlearning must be applied in the right way – from the beginning – to achieve sustained results.
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An understanding of the fundamentals of microlearning – the truth about what it is, and what it is not
A framework for creating an effective microlearning strategy that gets results
Real-world examples of how global organizations have used microlearning to achieve significant business objectives
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- 1. Why standing still wont work anymore a time of challenge or opportunity? Tim Hunnybun
- 2. 2010
- 3. Challenge 1The ‘current economic climate’
- 5. Challenge 2The ‘new user’ v the ‘old user’
- 6. Challenge 2The ‘new work’ v the ‘old work’
- 7. What percentage of the knowledge you need to do your job is stored in your own mind? Robert Kelley, Carnegie-Mellon University, longitudinal study with knowledge workers
- 8. What percentage of the knowledge you need to do your job is stored in your own mind? Robert Kelley, Carnegie-Mellon University, longitudinal study with knowledge workers
- 9. What percentage of the knowledge you need to do your job is stored in your own mind? Robert Kelley, Carnegie-Mellon University, longitudinal study with knowledge workers
- 10. What percentage of the knowledge you need to do your job is stored in your own mind? Robert Kelley, Carnegie-Mellon University, longitudinal study with knowledge workers
- 13. ?
- 14. ...and let’s not forget
- 15. Challenge 3Has L&D lost the plot?
- 16. Threats to your ability to capitalise on economic recovery Source: Capita report “Learning to change”
- 17. Do you believe your L&D function can deliver the necessary training for recovery? Source: Capita report “Learning to change”
- 18. Do you feel that L&D strategy and delivery are aligned to operational strategy? Source: Capita report “Learning to change”
- 19. “The inescapable conclusion is that L&D has been stuck in a ‘business as usual’ mindset through changing economic conditions - a problem recognised by almost two fifths of senior managers.” Source: Capita report “Learning to change”
- 21. is totally addicted to face-to-face delivery
- 22. Has its own portfolio of courses that are run year after year
- 23. Never has the budget or time to work outside its pet programmes
- 24. Believes what it teaches is the right way, regardless of what the broader community is saying
- 25. Defends the need to maintain an in-house residential centre despite exceeding costs
- 26. Will not cut the length of programmes
- 27. Refuses to reduce long lead times for new programmes
- 28. Boasts that its happy sheets reveal 75% of participants thought their courses were good or very good
- 29. is openly contemptuous of any programme developed outside the training department Source: Nigel Paine, former head of learning at the BBC Indicators for a learning operation in difficulty
- 31. Opportunity 1Change the model
- 35. Get Inspired
- 37. What is the Value? What is the need? Did it deliver?
- 38. Value
- 39. Value = Costs and Benefit (very simplified! - google Allan Bellinger for a proper explanation)
- 40. For example... YES! Should we run a £5,000 project to train 200 staff in email management? Value = 200 x £75.74 = £15,147 ROI = 3:1
- 41. Need
- 43. Assessment
- 45. What is the Value? What is the need? Did it deliver?
- 46. Opportunity 3Become part of the future
- 48. Deliver what the university needs Know their goals, their pressures and support them Find out why people don’t interact with you Provide the service of choice Don’t be precious Talk their language
- 50. Delivering good training isn’t good enough Look at this as an opportunity to change Don’t allow anyone to see you as a service (that can be cut!) Remember ALL of your customers Collaborate! Innovate!!
- 51. Thank you and enjoy the day! timhunnybun@profilerlive.com Twitter: @timhunnybun