The Strategic Value of Custom Learning Solutions June 20, 2011
Presenters Tom Gram  Senior Director, Learning Services Global Knowledge  Dixie Seucharan Learning Consultant,  Service Ca...
Global Knowledge Learning Services  Identify, profile, develop, and manage talent. Identify needs, prepare learning strate...
Agenda  <ul><li>What is custom learning?  </li></ul><ul><li>Why it ’s important to your organization’s success </li></ul><...
What is Custom Learning?  <ul><li>Learning built to meet your organization’s unique knowledge and skill needs </li></ul><u...
How much organizational learning is  custom developed?  Custom Programs 50% “ Off-the-shelf” Programs 50%
The  “Winning Approach” Custom  Off-the-shelf  Operational  Strategic  30% 20% 40% 10% Highest ROI Projects
6 Practices for improving the strategic value of custom learning  <ul><li>(Really) link learning to business needs </li></...
1. (Really) link learning to business needs Business goals are your friend.  Use them to support your decisions not to res...
Business goals and their Learning Implications <ul><li>Gain Market share  </li></ul><ul><li>Enterprise systems </li></ul><...
2. Target signature skills that differentiate your organization Know your business critical processes, knowledge, and core...
3. Design for impact We have the knowledge it takes to design effective learning programs.    Set design standards that pr...
Design backwards  Business  Goal  Practice Activities  Content  Make content and subject matter your  last decision , not ...
4. Get Informal The majority of  learning  taking place in your organization right now  is   informal <ul><li>Communities ...
5. Innovate with technology  Be creative in how you use technology to support learning.   It offers more than what comes o...
Technologies that emphasize practice and collaboration  <ul><li>Business and technical simulations  </li></ul><ul><li>Virt...
6. Use partners strategically  External partners can add strategic value to your programs that you may not have thought of...
7. Measure Success (Bonus Practice!)  Evaluation must be part of the part of the plan, not an afterthought.  Keep it simpl...
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The strategic value of custom learning solutions

  1. 1. The Strategic Value of Custom Learning Solutions June 20, 2011
  2. 2. Presenters Tom Gram Senior Director, Learning Services Global Knowledge Dixie Seucharan Learning Consultant, Service Canada College Leslie Jefford Associate Director, Enterprise Learning Bell Canada
  3. 3. Global Knowledge Learning Services Identify, profile, develop, and manage talent. Identify needs, prepare learning strategies, develop learning architectures and roadmaps, and measure success. Adapt our standard programs to meet your unique needs, from simple modifications to complex re-designs to conversions to e-Learning. Your content and your objectives, developed by our team of professional learning designers. e-Learning, content conversion, Learning 2.0, and blended-learning solutions
  4. 4. Agenda <ul><li>What is custom learning? </li></ul><ul><li>Why it ’s important to your organization’s success </li></ul><ul><li>6 ways to improve the value of your custom learning efforts </li></ul><ul><li>Q&A </li></ul>
  5. 5. What is Custom Learning? <ul><li>Learning built to meet your organization’s unique knowledge and skill needs </li></ul><ul><li>Your program, your way, to your specifications </li></ul>ILT eLearning Mobile Informal
  6. 6. How much organizational learning is custom developed? Custom Programs 50% “ Off-the-shelf” Programs 50%
  7. 7. The “Winning Approach” Custom Off-the-shelf Operational Strategic 30% 20% 40% 10% Highest ROI Projects
  8. 8. 6 Practices for improving the strategic value of custom learning <ul><li>(Really) link learning to business needs </li></ul><ul><li>Target competencies that differentiate your organization </li></ul><ul><li>Design for impact </li></ul><ul><li>Get informal </li></ul><ul><li>Innovate with technology </li></ul><ul><li>Use partners strategically </li></ul>
  9. 9. 1. (Really) link learning to business needs Business goals are your friend. Use them to support your decisions not to respond to low value ad-hoc requests. Prepare proactive annual learning plans with your customers to  jointly addressing business needs
  10. 10. Business goals and their Learning Implications <ul><li>Gain Market share </li></ul><ul><li>Enterprise systems </li></ul><ul><li>New product roll-outs </li></ul><ul><li>Compliance and Regulation </li></ul><ul><li>Quality/productivity </li></ul><ul><li>Channel development </li></ul><ul><li>Employee engagement </li></ul>Business Goals Learning Implications
  11. 11. 2. Target signature skills that differentiate your organization Know your business critical processes, knowledge, and core competencies Identify pivotal processes, jobs, and roles. Target learning initiatives squarely at developing the signature skills and behaviours that make your organization stand out
  12. 12. 3. Design for impact We have the knowledge it takes to design effective learning programs.   Set design standards that produce high impact learning and stick to them.
  13. 13. Design backwards Business Goal Practice Activities Content Make content and subject matter your last decision , not your first Custom learning programs too often start with “content” or subject matter–a sure fire way to produce bloated, dull and low value programs Behaviour
  14. 14. 4. Get Informal The majority of learning taking place in your organization right now is informal <ul><li>Communities of practice </li></ul><ul><li>Action Learning </li></ul><ul><li>Job assignments </li></ul><ul><li>Performance support systems </li></ul><ul><li>Collaborative learning </li></ul><ul><li>Learning 2.0 </li></ul>
  15. 15. 5. Innovate with technology Be creative in how you use technology to support learning.  It offers more than what comes out of the box. Use technology as a tool to innovate rather than institutionalize processes that don ’t create value
  16. 16. Technologies that emphasize practice and collaboration <ul><li>Business and technical simulations </li></ul><ul><li>Virtual learning environments </li></ul><ul><ul><li>Immersive learning </li></ul></ul><ul><ul><li>Augmented reality </li></ul></ul><ul><li>Social Media </li></ul><ul><ul><li>Communities of Practice </li></ul></ul><ul><ul><li>Social learning add on ’s </li></ul></ul><ul><ul><li>Informal learning </li></ul></ul><ul><li>“ Serious” Games </li></ul>
  17. 17. 6. Use partners strategically External partners can add strategic value to your programs that you may not have thought of. <ul><li>Consulting </li></ul><ul><li>Analysis </li></ul><ul><li>Knowledge transfer </li></ul><ul><li>Professional development </li></ul><ul><li>Standards development </li></ul><ul><li>Define roles </li></ul><ul><li>Encourage knowledge sharing </li></ul><ul><li>Establish a collaborative project workspace </li></ul><ul><li>Merge processes to develop a seamless flow for working together </li></ul>
  18. 18. 7. Measure Success (Bonus Practice!) Evaluation must be part of the part of the plan, not an afterthought. Keep it simple. Use existing business measures as much as possible Yes, there are alternatives to Kirkpatrick <ul><li>Don ’ t measure everything  </li></ul><ul><li>Find out what ’ s important to the business and make that your measurement focus.  </li></ul><ul><li>If the business is poor at measuring results, you have yet another opportunity to add value </li></ul>
  19. 19. Questions

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