Learning 101 Session 430 November 7, 2011. 2 Learning 101.

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  • Slide 1
  • Learning 101 Session 430 November 7, 2011
  • Slide 2
  • 2 Learning 101
  • Slide 3
  • 3 Learning 101 - Introductions Peter Jones Director, Global Learning & Organizational Development Bristol Myers Squibb Ilene Haber Director, Communications & Creative Services University of Farmers Farmers Insurance Group http://www.youtube.com/watch?v=1tQm61fcGE4
  • Slide 4
  • 4 What are your objectives?
  • Slide 5
  • 5 Agenda Learning Models Learning Roles Learning Decisions Q & A
  • Slide 6
  • 6 Learning and Development
  • Slide 7
  • 7 How Real Corporate Learning Occurs Bersin & Associates Research High Impact Learning Organization 2008
  • Slide 8
  • 8 Why is Learning Important? Learning can: Build effective training programs that can directly impact business results Plan and conduct leadership development programs that ensure that their companies have the leaders they need to build the business over time Build and contribute to knowledge sharing practices
  • Slide 9
  • 9 ADDIE Model Analysis Define problem, audience, environment, solution Design Solution strategy, delivery method, storyboards, prototype Development Build solution Implementation Test, communication plan, rollout Evaluation Determine solution effectiveness Evaluate & Improve EIDDA
  • Slide 10
  • 10 The Farmers Model
  • Slide 11
  • 11 Stakeholder Management Implementation Learning Expertise& Consulting Estimating Contracting Resource Management Project Management Performance Consulting Understand Business Context Learning Recommendation Strategic Partnering Linking Human Performance to Business Goals Information gathering Gap Analysis (KSB) Task Analysis Job Analysis Needs Analysis Conclusions / Recommendations Validation of Design Detailed Design Document Implementation Materials Design Evaluation Materials Design High Level Design Detailed DesignDevelopment Development Process / Review & Approval Develop Solution Develop Implementation Materials Develop Evaluation Materials Evaluation L1-L4 Stakeholder Alignment Pilot / Solution Delivery Plateau Admin Program Admin Learning Solution Evaluation Data Collection Learning Solution Evaluation Data Analysis Quantitative / Qualitative Conclusions Performance Assessment Conclusions & Recommendations Performance Analysis Design & Development Approach Instructional Strategy Implementation Strategy / Plan Evaluation Strategy / Plan Learning Solution Analysis, Design & Development Learning Solution Delivery and Metrics Efficiency Effectiveness Feedback on Outcomes Next Step Recommendations Lessons Learned & Client Satisfaction Client Request / Intake Training Needs Analysis BMS Global Learning Model
  • Slide 12
  • 12 Learning and Development Roles LearningCoordinator Learning Project Mgr Manager of Learning Mgrs LearningAnalyst PerformanceConsultant Chief Learning Officer Instructional Designer Learning Manager
  • Slide 13
  • 13 Learning Decisions Business Alignment / Learning Governance Learning Systems (LMS, LCMS, Mobile, Video, etc) Outsourcing Partnerships with Learning Service Providers Build Buy or Repurpose Learning Delivery Mix Learning Scorecard (Metrics)
  • Slide 14
  • 14 Learning Governance Models De Centralized Business units (BU) own and operate independent learning teams Each learning team manages their own budgets, metrics, resources, learning systems and 3rd party vendors Increases organizational redundancy / Decreases bureaucracy Centralized Control over all aspects of Learning through a single centralized learning organization reporting to CLO Accountability for enterprise-wide budget, metrics, resources, systems and 3rd party vendors Reduces redundancy / Increases bureaucracy Federated Centralized learning organization develops enterprise programs, sets standards, and manages enterprise learning systems Business Units responsible for local learning strategy alignment / development as well as learning delivery for BU specific functional learning
  • Slide 15
  • 15 Poll Question
  • Slide 16
  • 16 The Learning Architecture
  • Slide 17
  • 17 Learning Systems, Tools, & Technology Learning Management System (LMS) Examples: SumTotal, Saba, SuccessFactors Learning Content Management System (LCMS) Examples: Outstart Evolution, Outstart Force Ten Rapid Development Examples: Articulate Studio, Adobe Presenter Simulations Examples: Adobe Captivate, Outstart SoftSim, Assessment Examples: Questionmark Perception Emerging Technologies / Web 2.0 Learning Examples: Podcasts, Wikis, Blogs, Social Networking, Mobile Devices, Video
  • Slide 18
  • 18 Learning Outsourcing Models
  • Slide 19
  • 19 Elliott Masies Learning Consortium Learning Consortium The Learning CONSORTIUM is a collaborative of 2,500 learning professionals representing 242 global organizations focused on improving the effectiveness of learning and training. It is composed of learning resources, invitations to benchmark, common work projects and exclusive access to Elliott Masie's research and development activity. Content Focus Areas Learning Strategy & Management Video for Learning Social Learning & Collaboration Leadership Development Talent Management/Human Capital Innovative Technology for Learning e-Learning Mobile Learning Measurement/Analytics of Learning Performance Support Globalizing Learning Classroom Learning & Innovation Learning Systems http://consortiumcontact.com/
  • Slide 20
  • 20 Web Resources American Society for Training & Development - www.astd.org International Society for Performance Improvement - www.ispi.org The MASIE Center - www.masie.com Masie Learning Wiki - www.learningwiki.com
  • Slide 21
  • 21 Bookshelf Graphics for Learning - Ruth Colvin Clark Learning Rants, Raves, and Reflections - Edited by Elliot Masie E-Learning: - Marc J. Rosenberg The Pfeiffer Annual: Training - Elaine Biech And visit the ASTD bookstore while you are here
  • Slide 22
  • Q & A