GAC Borderless Learning

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Transcript of GAC Borderless Learning

  • 1. Borderless LearningInnovating the ROI Damien ODonoghue General Manager GAC Corporate Academy
  • 2. What happens if we spend money on training our people and they leave? What happens if we dont and they stay?2
  • 3. Overview 1. 2. 3. Corporate e-Learning Return on Learning and learning investment Organisations without (ROI) boundaries (CLO) is the key to can deliver success establish the effective culture of learning learning outcome3
  • 4. PART 1 Corporate LearningOrganisations
  • 5. The Learning Organisation Learning is seen as a strategic enabler to growth Competition is based on being able to learn and adapt quicker than rivals People challenged to continuously expand and create Collaboration and innovation nurtured for competitive advantage5
  • 6. Training ---> Learning TRAINING LEARNING Skills development Behaviour change and skill development Externally applied Internally accepted Short term skill uplift Long term change Equips for known challenges Equips for ambiguous future Primarily structured Primarily organic Doing Understanding A lead measure A lag measure6
  • 7. Evolution of Corporate Learning 2008+ Collaborative, Talent-Driven Learning Formalize informal learning Collaboration and Talent Management by design 1995-today Blended and informal Learning Mixing all forms of media with informal learning Learning On-Demand and Integrated Programs 1998-2004 The e-Learning Era Put materials online, information vs. instruction Web-Based courseware, virtual classroom, and Learner-Facing LMS 1980s-1990s Traditional and Computer-Assisted Training Instructor and Computer-Based (CBT) Automated Training Management Systems7
  • 8. The early adopters lead the way: McDonalds Motorola Hamburger University University8
  • 9. Why Corporate Learning Organisations? Strategic alignment (L&D + corporate strategy) Central transmission station for corporate culture Drive culture of measurement in all L&D activities Increase employee involvement and collaboration Develops appropriate pedagogy Employer branding and alignment with HR9
  • 10. NOW Growth of Corporate Learning Organisations is estimated to be 200% faster than the vocational and academic sectors. Source: Corporate University Exchange10
  • 11. PART 2 Emergence of e-Learning andLearning without Boundaries
  • 12. A Quick Survey: e-Learning vs- classroom education e-Learning is: 1. less-effective than classroom education. 2. an effective substitute for classroom education. 3. superior to classroom education.12
  • 13. Todays students are no longer the people our educational system was designed to teach 13Mark Prensky 2001, Digital Natives, Digitial Immigrants.
  • 14. Cost effectiveness of e-Learning vs- face to face corporate learning Travel costs eliminated Eliminates facilities and equipment Does not take participants out of work environment Enables out of hours learning Reduced instructor salaries Eliminates printing costs14
  • 15. Social constructivism Puts learners at the centre of learning Views learning as a social process Says knowledge is socially constructed Believes in the importance of learning by doing15
  • 16. SMART pedagogy in course design Specific Measurable Action-based Relevant Time-specific16
  • 17. Limitations of off-the-shelf e-Learning Poor pedagogy and user-engagement Competes with abundant internet information Unduly prescriptive Expensive Lack context No social engagement17
  • 18. Generation Y Never memorise something that you can look up18 Albert Einstein
  • 19. Blending technology and social constructivism Teaching vs- Facilitation, Student vs- Participant Social engagement and learning from each other Building connections, establishing communities Moodle an open source learning management system.19
  • 20. PART 3 Innovating Return on Investment
  • 21. Possible benefits of corporate learning and development Improves employee performance Enhances company profits Saves money Improves a companys competitive edge. Increases worker productivity. Saves supervisory and administrative time and costs Improves customer satisfaction Improves employee satisfaction and retention22
  • 22. So what should we measure to find out how we are doing?23
  • 23. How we measure ROI depends on how the company VALUES the learning programme24
  • 24. The Value Continuum in Corporate Learning In general there are three points on the value continuum: Corporate learning as a publicity exercise Corporate learning brokering training Corporate learning as a strategic enabler25
  • 25. Costs of Corporate Learning Potential cost models: 1. Corporate overhead 2. Cost distribution 3. 100% Cost recovery 4. Profit centre26
  • 26. GCAs ROI measurements GAC Strategic Objectives for GCA: Learning organisation Skillful and motivated people Measurement through: CSF5: We must have motivated and trained personnel. KPI: Number of training hours (target vs actual) Employee Engagement Survey measuring perception of GAC people about progress towards these objectives27
  • 27. GAC Annual Employee Engagement Survey28
  • 28. GCA ROI Calculation If the following conditions are met: Full cost recovery, and EES measures >= target, and Training Hours >= target, then: ROI is +ve29
  • 30. Corporate Learning Organisations e-Learning and learning without boundaries Return on Investment31
  • 31. Moving from awareness, to knowledge, to skill View from the Wading in shallow Swimming with shore aka water aka the fish aka Deep