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E-Learning Strategies for Business – A SHRM Seminar, Bill Robinson
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Partner in Robinson Faris Jones HR SHRM Trainer Previously Positions and companies Head of L&D Cornell University AECOM Alshaya
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The evolving virtual and electronic learning platforms are revolutionising Learning & Development. This session will discuss how e-Learning supports an agile workforce while building employee competencies that have tangible business outcomes. Low cost training methods coupled with higher quality learner experiences are increasing job performance to the point of creating a competitive advantage for those organizations leading the way. Specific examples will relate to blended learning models, continual education credits for professionals and case studies from Skill Soft, E-Cornell and online academic degrees.
Transcript of E-Learning Strategies for Business – A SHRM Seminar, Bill Robinson
Partner in RobinsonFaris Jones HR
SHRM Trainer
Previously Positionsand companies Headof L&D
Cornell University AECOM Alshaya
What is e-Learning and its utilisationGap Analysis ADDIE L&D gap analysis Business StrategyWhy e-Learning e-Learning options Evaluation 2014 conclusions
Senior Managershow me the Money‘wants the return’.How quickly canyou deliver areturn?
I cannot release mystaff for trainingand development
Budget cuts
e-Learning is comes in many variations and often acombination of the following:
Purely online - no face-to-face meetings Blended Learning - combination of online and face-to-face Synchronous : chat; videoconferencing; teleconferencing Asynchronous :email; weblogs; forums Instructor-led group Self-study Self-study with subject matter expert Web-based Computer-based (CD-ROM) Video/audio tape
Masters Programs on line Leadership and professional qualification
preparation and certification. E.g. Skill Soft,eCornell and many others.
Downloads for ipad and PCs practice exams for re-certification.
Mandatory training: code of conduct, ethics, anticorruption bribery, health and safety on-boarding.
Testing: ability tests, personality profiling used forselection or gap analysis. SHL, Saville, Cubiks,16PF, Strength scope and many others
1. Gather data.
2. DetermineNeeds
3. Propose solutions.4. Calculate cost.
5. Implement
Assessment Design Development
ImplementationEvaluation
Systematic development process used tocreate employee learning that aligns withstrategic goals
Examines KEY SKILLS andAbility(KSAs) needed asorganizations and jobschange.
Compares job requirementswith employee knowledge andskills.
Focuses on individualemployees and how theyperform.
Organizational
Task
Individual
Is Your Organization aLearning Organization?
Are opportunities forcontinuous learning provided?
Do employees at all levelsreflect a positive attitudetowards learning?
Does everyone acceptresponsibility for being alearner?
Learning is a continuous,lifelong journey.
Program is delivered to the audience.Most visible step in the ADDIE process.Primary tasks are:
Senior Managers preferthe traditionalapproach pen paperand class room.
Staff want classroomcertification
Solutions
Utilise pilot programsand road showdemonstratingcapabilities.
Get senior Managers touse the system.
Demonstratecompetitor or industryleaders utilisation.
Investments in learning impact businessperformance and staff expect a tailored trainingprogram and expect a leading edge approach
Technology enabled learning is essential tocompete
The workplace and talent pool are rapidlychanging Staff are technologically astute andexpect on going development
Staff and Managers need flexible approaches
The world has changed; there is no more“business-as-usual” due to the economic strainof the past few years.
According to the McKinsey Global Institute, therewill be a severe gap in talent due to the 360million workers who will retire from the globallabor force by 2030. Other training approachesare needed.
This leaves you with talent gaps and the need fora skilled workforce that only comes with a solidlearning program.
The Middle East and global work place is facingan unprecedented talent imperative. Are youprepared?”
During this turningpoint, learninginvestments have beenproven to accelerateperformance.
Learning fuelsadaptability andinnovation.
Learning improvesengagement andretention.
Learning is simplygood for business.
Learning supports an agile workforce.
Learning addresses talent shortages.
Learning is the building block between askilled workforce and positive businessoutcomes.
Organizations with strong learning culturessignificantly outperform their peers:
Organizations with strong learning culturessignificantly outperform their peers:
Different types of data
Subjective: Opinion/Qualitative
Objective: factual/data/Quantitative
Individuals need towant to learn
Take responsibilityfor their own learning
Clear objectives Appropriate learning
methods Have realistic
expectations Realistic time scales
Online combinedwith follow upclassroom
Lunch and learnsBrown bag training
Short sharplearning anddiscussions
Was it successful. What was the
impact on thebusiness.
Was everything onthe course relevantand effective.
Did the benefitsoutweigh the costsshort and long term
Ethics code ofconduct, Enron,Banking crisis
Extra TerritorialLaws on Briberycorruption
EmploymentPractices
Masters Skill Soft, E Cornell Continuing
Educational Credits Professional
Development Credits Cost Effective Time friendly Easier to track and
report
Highest level of learning
Evaluation
Synthesis
Analysis
Application
Comprehension
Knowledge
Lowest level of learning
