Increasing eLearning Acceptance In Your Organization
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Read this presentation to know: - How to assess learning culture of your organization - Linking learning content to talent management - How to know about the acceptance of eLearning in your organization - Checklist when managing and implementing eLearning Visit www.24x7learning.com/resources.html To download the presentation Or Write to vinita.tyagi@24x7learning.com if you want a copy of this presentation Connect to Us: Facebook: facebook.com/24x7LearningIndia Twitter: twitter.com/24x7learning LinkedIn: lnkd.in/6qD2pY
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Increasing eLearning Acceptance In Your Organization
- 1. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. > © 2013, Copyright, 24x7 Learning Private Limited. Presented by Nidhi Khanna L&D Consultant – 24x7 Learning Increasing eLearning Acceptance in your Organization nidhi.khanna@24x7learning.com 1
- 2. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Today we will talk about How to assess learning culture of your organization How to increase acceptance of eLearning in your organization Linking Learning Content to Talent Management Checklist when managing and implementing eLearning New Trends in Training and Development 2
- 3. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. What do we stand for We help the corporates leverage technology enabled learning to achieve positive business impact 3
- 4. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Top 100 emerging companies in Asia – Red Herring 2006 Top 10 emerging companies in India – Business Today 2007 Listed among NASSCOM’s 100 IT Innovators Winner Deloitte Technology Fast 50 India and Fast 500 Asia 2007, 2008, 2009 Invited by Bureau of India Standards to help setup India eLearning Standards The Journey so far PC Quest Best Implementation Award 2008 & 2009 Highest Performance and Moderate Financial Capability ~ SE1B CRISIL rating 4
- 5. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Learning Solutions • 24x7 LearnTrak(Learning Management System) • Custom eLearning • Off the shelf courses (IT, Oil & Gas, Steel, BFSI, Telecom, Pharma, Business skills) • Books 24x7 (eBooks on Finance, IT, Business & Engineering) • 50Lessons (Over 1200 digital business lessons featuring more than 250 recognized global business leaders) 5
- 6. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. What is Culture? 6 Organizational culture is the personality of the organisation, ‘The way we do things and what we see around us'
- 7. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. 7 Culture is seen through…. Behavior Group norms Formal Philosophy Espoused values Embedded skills Climate Rules of the Game Habits
- 8. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Why is culture important? 8
- 9. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. How to assess Organizational Culture? Strategize at retreat, business planning session, or at staff meetings Conduct focus groups with employees or customers Give the quiz to managers and business leaders Give yourself a quiz
- 10. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. What is a learning organization’s culture? 10
- 11. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Self directed---Key Questions to assess your Organizational Learning Culture? *Adapted from High-Impact Learning Organizations authored by David Mallon Q.1 In our organization leaders constantly emphasize on the benefits of learning. They lead by example by investing in their own personal development Q2. We regularly help employees create their "own career development plans" in our organization as a formal process Q.3. We have awards to encourage "innovative ideas" or "best cost-cutting idea" and other process improvement suggestions Q.4. We routinely indulge in internal discussions on "internal spending on training vs. benefits realized" and take time to analyze the impact of our training interventions Q.5. We actively encourage "internal job postings" and try to hire from within to fill job openings Q.6. We have a Learning Management System that allows people to monitor their formal training programs and self- subscribe to eLearning courses or request approval to attend training programs Q.7. We have an internal portal to encourage people to "freely exchange information and know-how" on topics of mutual interest Q.8. We routinely "talk to" or "poll" the learners on whether they found the training content to be beneficial 11
- 12. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. How to increase acceptance of eLearning in your organization 1. Integrate e-learning into training strategy of your organization’s 2. Appropriate leadership throughout the organization to support e-learning 3. Organizational support systems in place to sustain the adoption of e- learning 4. Technology capable of delivering e-learning predictably and effectively 5. Prepare individual learners distance learning 6. Have an overall Change Management plan in place to transition your organization to e-learning 12
- 13. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. 13 Linking Learning Content to Talent Management: The Key to Accelerating Workforce Performance
- 14. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Learning Growth Model *Adapted from Skillsoft 14
- 15. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Progressing through the LGM – helpful tips Stages 1 and 2 • Connect with the business • Buy more and build less • Establish consistent level 1 and 2 evaluation procedures • Define formal learning responsibilities Stage 3 • Report success in business terms • Increase your stakeholder relationships & alignment efforts • Focus on competency management & start small • Define formal learning responsibilities • Blend more often • Advance the evaluation strategy Stages 4 and 5 • Integrate learning into human capital management functions • Leverage enabling technologies • Expand the reach
- 16. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Organizational indicators Stage 1 Supplement Stage 2 Target Stage 3 Strategic Business Unit Willingness Acceptance Activist Executive Support Willingness Understanding Believer Learner Perceptions Independent Events Connects Learning to Job Performance Tool Learner Acceptance Interest Utilization Commitment 16
- 17. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Organizational indicators 17 Stage 1 Supplement Stage 2 Target Stage 3 Strategic Instructor and Staff Roles Limited Exposure Acquired Skills Increased Application Project Mgmt Requirements Low Moderate High Success Criteria Acceptance Application Strategic Use Report Types Quantity Quality Business Fit
- 18. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. 18 Linking Learning Content to Talent Management
- 19. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Examples of content to support different talent management areas 19
- 20. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Checklist when managing and implementing eLearning 20
- 21. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Stage1 Supplement (Initiate Learning) Stage 2 Target (Manage Learning) Stage 3 Strategic (Align Learning) Stage 4 Systematic (Integrate Learning) Stage 5 Optimize (Enterprise Learning) Checklist •Learning Goals •Business Drivers •Business case •L & D Goals •L & D Role •Typical Resources •Blended Design •Marketing Goals •Typical Services •Learner Usage •Learner Evaluation •Threshold to next stage
- 22. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. Case study ArcelorMittal eLearning saves the day as economic downturn slashes budgets 22
- 23. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. eLearning saves the day as economic downturn slashes budgets About ArcelorMittal ArcelorMittal is the world’s leading steel and mining company, with operations in more than 60 countries. Originally two separate companies, Arcelor and Mittal Steel merged in 2006 to form the world’s largest steel and mining company. Challenge • Provide an effective learning programme with reduced resources and budgets. • Grow internal talent and build leadership expertise, to succeed in an economic downturn. • Roll out a new learning solution in a limited time frame, to maximise ROI. Solution • Provide tailored eLearning and development programmes via eLearning to engage staff professionally and personally. • A Business Skills courseware library was rolled out globally giving access to more than 2,000 eLearning courses in a variety of languages. • HR Academy portal launched to allow staff to learn new skills, practice scenarios and ask questions Results • Initiatives to encourage take-up of eLearning tools resulted in a three-fold increase in staff participation across the globe. • 94 per cent of employees now meet their personal learning objectives through using eLearning resource 23
- 24. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. New Trends in Training and Development for 2013 • Increasing Accountability • Training in the Cloud • Training Becomes Reactive • Learner analytics • The evolving role of L&D 24
- 25. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. 24x7 learning team consults on the following aspects Planning Alignment Blending & Integration Motivation & support for Learners Internal Communication, Launch (content, plan) Review ongoing 25
- 26. www.24x7learning.com © 2013, Copyright, 24x7 Learning Private Limited. contactus@24x7learning.com www.24x7learning.com www.learntrak.net 24x7 Learning Pvt. Ltd lnkd.in/6qD2pY twitter.com/24x7learning facebook.com/24x7LearningIndia Ulsoor Lakefront, Bangalore,India Phone: +91 80 4069 9100 27
Notas del editor
- Evidence shows that organisations who have strong cultures are capable of increasing revenue,profitability and shareholder value. Likewise organisations with weak cultures find it difficult tochange and adapt to market demands. Many ex-monopolies in the public sector for examplestruggled to respond to changing consumer patterns. In the early 1990s IBM recognised that itneeded to fundamentally change its culture and self belief that it was invincible in themarketplace. Its then somewhat arrogant culture had prevented it from recognising the rise indemand for personal computers and it was in danger of failure as a company.With the growing increase in globalisation, organisations face far more competition than everbefore. Having a strong culture which supports and underpins an organisation's brandproposition helps businesses create and maintain competitive advantage - witnessorganisations such as Sony, Disney and Orange.Increasingly business leaders are recognising that the concept of organisational culture isparticularly important when it comes to managing organisation-wide change. If change is to bedeep seated and long lasting within an organisation, it needs to happen at a cultural level. Thechallenge for many organisations is how to change existing cultures as culture is rooted deep inthe unconscious but represented in behaviour and practice.
- Talent Management has grown significantly in recent years as more and more organizations have recognized the value of aligning workforce planning with business strategy. But talent management strategies and systems can only go so far in assuring the readiness of the workforce to meet ever-changing market needs. A strategy for learning must be linked to talent management to truly accelerate andtransform organizational performance.
- Learning Growth Model was developed to assist our customers in planning for what lies ahead for their organizations. While there is no guaranteed way to become successful with this approach, each organization must look at its history, competitive environment, skill base, technology, mission and culture and then develop an appropriate learning structure and style. Doing so, we must understand that the process does not end because change never ends. The need for learning will always exist if performance is being improved.
- Before the journey begins, it is helpful for the learning professional to know where to take the first steps. There are some basic techniques that can be applied to support a transition from stage to stage. During Stages 1 and 2 Connect with the business A learning strategy must be in tune with the corporate strategy. Brush up on your business acumen and proactively seek to understand the business issues that the learning initiatives should support. Build relationships on the front line of your organization so you are perceived as a credible business partner. Evangelize how learning can impact business results when it is properly aligned and supported. Buy more and build less Seek out more Software as a Service (SaaS) partners and off-the-shelf content providers. Leverage technology that automates your existing programs and procedures so you can increase learning’s reach and frequency. An example would be to identify what classroom courses could be delivered via virtual classroom technologies. Utilize those virtual classroom technologies to record attendance and quiz results. Identify if any classroom offerings can be blended with other technology-based components to reduce time in the classroom, provide reinforcement and make the resources more readily available. Establish consistent level 1 and 2 evaluation procedures Gain experience in evaluating learning programs by using Dr. Donald Kirkpatrick’s Level 1 (reaction) and Level 2 (learning). This methodology will help in preparing to evaluate at higher Kirkpatrick levels (application to the job, business impact and ROI). Measurement practices and skills need to be well established in the early stages. Define formal learning responsibilities A program will not be effective and deliver to expectations if it does not have dedicated attention from the learning team. Rolling out a program is only the beginning. Formally identify which learning professionals will have ongoing responsibility for each aspect of program management – strategy, alignment, marketing, evaluation, results reporting, deployment and other important components. During Stage 3 Report success in business terms The business is focused on increasing its return on investment, and you should be too. In order to take a “place at the table” and be considered a core function of the business, learning results need to be reported in business terms, not training terms. The number of learners who participated in a program is not as relevant in this arena. Rather, results should be reported in such forms as performance gains, decreases in turnover, increases in revenue, budget reductions and customer satisfaction. Increase your stakeholder relationships and alignment efforts Use the early efforts of business partnerships to cast a wider net for impact. With the experience and credibility gained during the first two stages, communicate successes to new stakeholders and expand into additional areas of the business. The business value of your success will provide a required proof of concept to those who need to see practical, business outcomes. Focus on competency management and start small With a solid understanding of what performance needs are required to achieve business aims, you can initiate competency management efforts with a specific job family or role such as sales, customer service or leadership. Competency management practices include defining the competencies, identifying the required levels of proficiency, measuring the existence of those competencies within the target populations, and implementing remediation to close skill gaps. While organizations do elect to apply software to support this process, it is certainly not an absolute requirement. Blend more often While in stage 2 you should have started building basic blends (e.g. e-learning prior to a classroom event). During this stage you will need to create solid blended learning programs. The breakthrough point in this stage is marked by an increase in the application and complexity of blended learning approaches. Advance the evaluation strategy With a well-established foundation of Kirkpatrick Level 1 and Level 2 evaluations, institute regular evaluations at Level 3 (application of skills and knowledge to the job). Report upward on how the learning programs are influencing and improving job performance. Communicate testimonials within the organization to encourage interest and awareness among populations you have yet to reach. During Stages 4 and 5 Integrate learning into human capital management functions Organizations at the advanced stages have often integrated learning with such functions as performance management, on-boarding, succession planning, compensation and talent management. In stage 4, you will pay particular attention to how you can play a role in this integration. Leverage enabling technologies Firms take advantage of a wide variety of helpful tools to communicate back to the business in relevant terms. This often expands the reach of learning programs and enables the integration with human capital functions. Authoring environments, analytics tools, Web 2.0 capabilities, virtual mediums, advanced blended learning structures, learning management systems, content management systems, customization, and personalization tools are frequently a part of the learning infrastructure. While the number of tools may increase dramatically, it is important to ensure they are not introduced for their own sake, but rather because they are woven into the business process and contribute to results. Expand the reach Continue to look within your organization to address the needs of new learners. Also consider developing learning services for your supplier partners and customers. Frequently, firms implement the internal learning practices with the extended enterprise to further accelerate business outcomes.
- Organizational Indicators This matrix provides likely indicators of organizational support and involvement for the first three learning stages. You can use this matrix to evaluate your organization’s current position and address those areas that need additional attention.
- In recent years, the focus of talent management discussionshas shifted from impending talent shortages to concernsabout the here-and-now. The mass retirement of babyboomers has not materialized, but apprehension aboutproductivity and competitiveness has come to the fore. Withsmaller workforces, organizations have had to acceleratedevelopment of new hires and cross-train experiencedworkers to cover more needs. Job markets remain tight forcritical skills such as IT, and sourcing talent abroad has alsobecome increasingly competitive.It is not surprising then that many companies have continuedor even accelerated their pursuit of talent managementstrategies. Only a systematic approach to the alignment ofhuman capital with the business needs can ensure the futureviability of an organization. Because no matter how brilliantyour business plan is, if you don’t have the workforce tosupport it, you’re not going to achieve your intended businessresults.A robust talent strategy covers the lifecycle of an employee,but what many companies quickly come to realize is justhow important learning is to virtually every phase of thetalent management cycle. Acquisition, engagement, development,leadership, retention: all have strong links into thelearning function. Talent management software may help tostreamline processes and automate time-consuming activitieslike performance reviews, but automation in and of itselfdoes not necessarily improve organizational performance.Only learning changes behavior.ASTD recently reported that in organizations with anintegrated talent management strategy, the learning functionserves as a partner or facilitator to every talent managementfunction but one — compensation and rewards.Think of the many ways learning is intertwined with talentmanagement at just about every part of the cycle:AcquisitionSmart companies develop an “employment brand” that’sattractive to the strongest candidates in the job market.Often these top performers are motivated by the availabilityof learning opportunities, as these ensure that their skillskeep pace with market demands. Learning signifies acommitment to the employee’s personal growth.EngagementResearch shows that the most productive employees are theones who have the highest level of engagement with theirjobs and the culture of their organizations. In most companiesthe process of developing engagement starts with an onboardingprogram that helps new employees understand thebasics: what the rules are, where their desk is, and necessaryprocesses such as how to put in a time-off request. But incompanies that truly value engagement, on-boarding oftengoes much further, with programs designed to introducecompany values and a continuous learning process tailoredto the employee’s job role.DevelopmentEmployee development is an obvious fit for learning, but tooptimize development across the organization, there needsto be a link between job roles and learning. This is wheremany companies start, by defining job roles and a system ofcompetencies for their key positions that are then mapped toavailable learning resources. When jobs have specific,well-defined expectations, and managers regularly communicatewith individuals about where they stand in relation tothose expectations, then learning can be provisioned in aprecise way. This inevitably drives much higher demand forlearning on a wide range of topics. It also reveals the businessvalue of learning, by linking it to employee performance.RetentionLearning can impact retention in a number of ways. One isthat learning can provide a meaningful benefit that will keep key employees engaged. SkillSoft conducted a world wide study of employee attitudes towards training and found that 30-40%didn’t feel their companies did a good enough job of providing learning to help them progress in their careers. This was evenmore pronounced in areas such as IT, where the greatest potential for attrition exists. Providing access to learning contentaligned to employee carer development goals, such as preparation for IT certifications or leadership resources, can helpincrease engagement. Companies that demonstrate to their employees that they are valued for their future contributions aswell as their current roles will fare better in competitive talent markets.Learning can also impact retention by reducing the negative causes of attrition. The number one reason that employees leaveorganizations is a poor relationship with the direct supervisor. This has been documented in research so many times that it’s become a cliché: people don’t leave companies, they leave managers. And yet many companies don’t provide comprehensivemanagement/leadership training, or the training that is provided is so limited in scope that only a few “high potentials” will everbenefit from it.
- Companies that provide a wealth of learning opportunities, to employees at all levels, experience the greatest uplift to theirtalent strategies. e-Learning, simulations, rich media modules, virtual classes and online books are a few of the ways thatcompanies can deliver scalable learning programs into the flow of work, creating minimal disruption and maximum productivity.And when these activities are aligned with human capital strategy, the benefits are virtually unlimited.
- Innovative training technologies are nothing new. Almost all major companies utilize some form of online learning module, and even top business schools offer remote training opportunities that employers can utilize (usually for a healthy fee). But now that those technologies are in place and very familiar, the time has come to iterate and improve upon them. In the coming year, expect several new training and development solutions, as well as many smaller improvements to those you already use every day. Increasing AccountabilityAlmost every Training & Development coordinator knows the look: the employee slumped down in his or her chair, eyes glazed over, clicking rapidly through whatever online learning module they’re being forced to read (or not read, as the case may be). In 2013, expect several new web-based solutions for keeping employees accountable for actually participating in training modules. This new focus on accountability is a welcome development for employers, especially within emergency services like police, fire fighters, and paramedics.Training in the CloudThe trend of employees working remotely has exploded in recent years, but training resources have failed to keep up. In 2013, look for a number of new cloud-based remote training solutions to emerge. A few pioneering companies have already released systems that allow training managers to import all their classroom resources onto cloud-based platforms and enabling remote users to sign on when their schedules allow.Greater Focus on MobileThe modern workplace is rarely sedentary, especially for managers. Most managers spend much of their working days away from their desks and on their feet. Expect training needs to adapt to this increasingly pervasive work style in 2013 by enabling greater access to T&D resources from mobile platforms. This will allow managers and trainers to check user progress and engagement, and potentially even respond to trainee questions from a mobile device.Training Becomes ReactiveNew challenges arrive at breakneck speed in the modern workplace, and with them come needs for new skills and knowledge. There may simply be no time for building a new training deck, mounting a new e-learning module, or even booking a conference room for an afternoon learning session. Instead, training managers will have to think on their feet and respond quickly to new challenges. Look for groundbreaking solutions in this space — aided largely by the mobile developments I described above — during 2013.All told, 2013 is set to bring a host of long-awaited solutions to the corporate training space. This will be the year that you finally put away the clicker and the laser pointer and begin relying on mobile, cloud-based technologies to make your training faster, smarter, and more agile than ever before.Learner analyticsOur use of technology means we are creating data all the time. The question is: what can we do with this data that is useful for learning teams? This will emerge over the coming months as organisations figure out what their data tells them. It will be a big challenge though, as Josh Bersin told HR Tech Europe delegates that 56% of HR professionals feel their data analytics are poor. The prize however is to be able to tailor learning interventions based on what learner analytics tell you i.e. activities carried out, not what the happy sheet tells you.- See more at: http://blog.lumesse.com/2012/11/10-key-learning-trends-for-2013.html#sthash.dzc8TSKG.dpufThe evolving role of L&DTake stock of the nine trends we have listed above and then reflect on what this means for the learning professional. The conclusion would seem to be that the role of the learning professional is also changing, and changing fast. With an expertise in how people learn, the L&D pro will also have a deeper understanding of what tools would work best to support particular learners and how that would be measured. Rather than being deliverers of training, learning professionals become learning facilitators.Learning has a critical part to play in agile business. It will support the development of individuals and of the organisation as a whole and so will need to be an agile function itself.