Engaging learners beyond the classroom
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Encouraging and fostering learner collaboration beyond formal training and learning
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Engaging learners beyond the classroom
- 1. Engaging Learners Beyond the Classroom Collaborating to Learn : Learning to Collaborate Sonia Wadhwa & Arun Prakash InfoPro Learning, Inc.
- 2. 1 Who are Learners 2 MWuhltyim Eendgiaag Weorkflow 3 Engagement: Structure 4 Platforms for Engagement 5 Challenges in Engagement
- 3. Who is a Learner? • Adult • Literate • Professional • Adept at managing his / her learning and growth - ? How do we treat the learner when we are in a “classroom” (teacher) mode?
- 4. How do we treat the learner when we are in a “classroom” (teacher) mode? • Force them to learn • Track the learning • Evaluate the impact of learning • Try to engage learners - ? What exactly is an engaged learner?
- 5. What exactly is an engaged learner? Contributive Active Interested Involved Sharing Knowledge Sharing Ideas Connected Asking Questions Participative
- 6. Why Engage? Why Collaborate to Engage? Think about how often you connect with someone to: • Find information • Get answers to questions • Seek guidance • Share ideas • Get second opinions The reality is that: • There is too much information for us to mange it all by ourselves • Information from people we trust is richer •We all need to connect and feel connected Because this is the way we have learned and worked…
- 7. The New Workscape Need for engagement… Work is increasingly collaborative • Specialization • Optimization • Just in time information Need for streamlined information base •Collective common repository •Organic expert base Changing nature of work •Anytime, anywhere •Faster, smarter, better “Today more than 85% of a typical S&P’s 500 company’s market value is a result of its intangible assets. For many of these companies, a bulk of these intangible assets is its people. It is no longer what you own that counts, but what you know…” Craig Symons (Forrestor Research)
- 8. Engagement: Does it need a structure?
- 9. Engagement: Why structure? Formal Processes and Systems Dispersed and Virtual Teams Diverse, Global Workforce Formal Hierarchies Networked Organizations A structure that connects formal & informal learning, without compromising on the quality of engagement…
- 10. Are you ready for a structured engagement? • Does your company promote a culture of open sharing and decentralized decision making? • Does your L&D department recommend on-the-job employee development? • Do you have a significant number of millennials generation (and outgoing baby-boomers)? • Does your industry demand constant innovation and experimentation? • Most importantly – what is the senior management’s conviction?
- 11. What can you “expect” from an Engagement / Collaborative system? • “Corporate Hierarchy” based communications to “Quality of Thought” based communication • Extension of formal training • Connects the knowledge from formal training with real-life situations • Knowledge that is contextual and relevant to the organization
- 12. More “expectations”… User generated Content Self policing, not anarchy Moderated for Compliance Connects with Formal Learning Methods Real-time engagement with Experts Structured, searchable organizational repository Measurable Outcomes Creates a social structure for engagement wherein technology puts power into communities, not institutions
- 13. Applying Collaboration Creating engagement parameters Establishing communities • Expert panel(s) •Mentors/ Thought Leaders • Participants/ Learners • Closed user groups • Focused Communities/ Forums Fostering communication • Posting content (text, audio, video, weblinks, documents) • Chats • Blogs • Screen-sharing/ Online Meetings • Tagging • User feedback (Rate, Like, Comment) • User recommendations • Asking Questions Administering •Management Recommendations • Expert answers • Content Moderation • Incentivizing Contributors Analytics • Quality of Content (based on Accreditations by Peers/ Mentors) • User Participation (# of Posts, Questions and Rating) • Thought Leadership Score •Organizational Engagement Score • Areas of Expertise
- 14. Challenges Arghh…. Sounds great….. But achieving this Ain’t
- 15. The Brave New Connected World What do you think are the key challenges towards implementing a collaborative system in the workplace?
- 16. Challenges Organizational Risks •Lack of readiness to move to a non hierarchical framework •Transparency issues •Lack of sponsorship-both financial and moral •Hesitation in intra-organizational sharing •Usage / adoption Technical Risks •Platform does not support internal rubrics and systems •Security concerns •Privacy issues •Compliance / regulatory concerns Economic Risks •Lack of organizational sponsorship •Cost of engagement Measurability •Lack of analytics expertise and/or resources •Unreliable data • Inconsistent analytical approaches Other Risks •Anarchic data without moderation •Lack of visible mentors •Perceived loss of employee productivity The bump before the freeway…
- 17. Mitigating the Challenges Making engagement a reality… • Do not be in a hurry…consider a phased approach • Identify the departments or businesses that are good candidates • Take IT into confidence • Let momentum build up naturally • While you govern subtly…
- 18. Case Studies Creating Organizational Value with Engagement Need Collaboration Method and How it Worked Learner Benefit Organizational Benefit Developing Leadership Cohort learning in which a team of people came together for a sustained learning experience beyond courses and sessions Sustained relationships with learning partners and senior leaders Meaningful networking and long-term loyalty Sharing among companies in a consortium Platform for continued sharing of creative ideas beyond “brainstorming” sessions Leveraging across geographies “Idea” repository
- 19. Case Studies Creating Organizational Value with Engagement Need Engagement Method and How it Worked Learner Benefit Organizational Benefit New Product Launches Used by teams to collaborate during development of new products Critical and creative thinking Faster and superior product ideas Maximizing use of large talent pool Communities of practice in which internal and external scientific brains coordinate to exchange knowledge and practices around shared interests Access to specialized, often tacit, knowledge Effective way of engaging special interest groups that minimizes risk and variance with diversity of talent pool. Creation of organic knowledge repositories.
- 20. What not to “expect” • Replacement for formal / traditional learning • Overnight culture change • Quantification similar to “formal” training
- 21. GNOSIS Tap Into Knowledge; Derive Wisdom http://www.infoprolearning.com/gnosis
- 22. Enterprise 2.0 The vision for future
Notas del editor
- Many of us have been in a learning / training role for several years in our careers. Let’s take a moment to reflect on who our learners have been, esp in the context of a corporate setup. A typical learner is an adult, has a certain level of education, is a professional concerned about his or her professional growth and the need to learn to maintain or grow in their job. But, how do we treat our learners? Let’s see…
- We force them to learn…for example, in Elearning programs, sometimes we go as far as not letting them move to the next screen before they listen to the complete audio. We also track their learning…by tracking what all slides they have seen, how much time they have spent, etc. It’s important to evaluate the impact of learning of course…so we give them tests and quizzes to see how much they have learnt.
- Some words to describe an engaged learner…on other words, a “Collaborative” learner
- An engaged learner is collaborative…but what makes them collaborative?
- While we have all been engaging for years, the current workscape makes this engagement even more relevant.
- Engagement beyond the classroom or offices is as old a concept as learning and teaching itself. Such an engagement is for the most part an informal process. The challenge, however, lies in giving this engagement a structure that allows people to collaborate and connect productively, thereby bridging the gap between formal and informal learning.
- What makes it so important to have a structure around something that we have been doing for so many years? Most organizations have dispersed and virtual teams…the workforce is becoming more and more diverse and global. As a result, companies are creating formal processes and systems to enable these diverse set of people to work with each other. On the other hand, company structures are changing from formal hierarchies to networked organizations. All of these factors combined together make it imperative to have a structure around how all these people collaborate with each other.
- When you try to implement a new strategy that counters the corporate culture—the corporate culture will push back and almost always win. This type of challenge is often identified when leaders and employees say, “We’ve never done it that way.” This attitude represents a fear of something new. Cultures may be more resistant to adoption if they are less technologically-dependent, or if the organizations are more hierarchical. Demographics, such as generational differences, may also play a role in this dynamic. “These systems compromise classified or private information. Social media is effective, but primarily for socializing, which could lead to lawsuits (e.g., sexual harassment).”
- Basically state conditions conducive to collaboration in a disperse, diverse, virtual corporate environment.
- Web2.0 is often taken to be built up of technology components, however is it important that we first attempt to look at it within the discourse of learning and engagement. Web 2.0 technology, with its social paradigm, provides the tools to create collaborative learning platforms. This can serve as a vehicle for learners to share further insights, get their questions answered, and connect with their peers and mentors to further enhance learning based on real-life experiences. Web 2.0 allows for social computing, and creates a social structure for engagement wherein technology puts power into communities, not institutions.
- Organizational risks: Cultures may be more resistant to adoption if they are less technologically-dependent, or if the organizations are more hierarchical. Demographics, such as generational differences, may also play a role in this dynamic.
- A client in the logistics space for whom we created some leadership development programs are implementing a system that connects the people taking these programs in the form of a team that has a means to sustain the learning in the programs beyond just the courses administered thru the LMS. Another client in the advertising space has made a very unique use of an engagement platform wherein they are using it to conduct brainstorming sessions on creative ideas for adverts. As they are a consortium of geographically dispersed advertising companies that work together, they are using features that allow some ideas to be shared by all companies and employees across all locations; whereas some idea communities are restricted to only one particular company. Overall, the idea is to also create a huge repository that can be cross-leveraged.
- A client that is into development of medical devices has started using a system for collaboration during development of new product ideas or design changes to existing products. They have created communities focused on specific products and people from different departments – product development, design, marketing, sales all are contributing to ideas. The intangible benefit seen is faster ideas…superiority is somewhat ambiguous to measure as of now…trying to link it to product changes and recalls later. Another client – a pharma company – is implementing a system to engage their large talent pool – both internal and external. The aim is to create knowledge repositories by tapping into their large talent pool.
- A social learning model will not replace traditional formal learning. Companies will still need to create, deliver, manage, and report on certification and compliance initiatives. Physical classrooms, virtual classrooms, and web-based training (WBT) will all still be appropriate vehicles for content delivery, and instructional designers will still need to determine which approach to use. Once you implement a system, do not expect the culture to change next Monday…people will continue to collaborate and engage the way they have been used to…it will take a lot of management support, conviction from the learning team, from entities like HR to ensure that the collaboration actually happens to create a tangible benefit for the organization. Also, it may not be fair to expect quantification or measurement of collaboration similar to formal training…for instance, the way we have been used to tracking learning parameters thru LMSs.