employer choice - a threat or opportunity?

www.towardsmaturity.org© Towards Maturity Community Interest Company

Employer choice - a threat or opportunity?

Next Generation Learning Conference5th March 2009

Laura OvertonDirector, Towards Maturity

[email protected]

http://www.towardsmaturity.org/

mailto:[email protected]


Businesses aredemanding

Morefrom learning for

Less



The squeeze is on for learning providers

Both in-house and external

• Less

I want more!!

Flexibility, accessibility, speed, quality, choice, relevance, bite sized …..

But with Less

Cost, time, carbon footprint, disruption, inconvenience…..

And if I don’t get it from you …….



Employer choice Threat or opportunity?

• Lessons from business – how are ‘internal’ learning providers responding?

– Alignment with Business

– Adapting our delivery approach

– Tangible benefits – adding value

• What does this look like in practice?



Aligning learning and business

Supporting services ( finance, HR, Training)

Supplier Customer

ProcureDesign/

Develop/Make

Move/distribute

Promote

Fulfil

Support

•Event driven •Formal

•Programmes•Reactive

•Cost centre•Focus on skill

•Non core



Traditional cycles of supply and demand

The conspiracy of convenience

Charles Jennings,Thomson Reuters

The Business Manager :

‘I want a training course

The Training Department:

‘What course do you want?’

What are you trying to do?

How can we work together to address this?



Shifting approaches to learning…….

• 80% of learning now informal, 20% formal

• What percentage of the knowledge you need to do your job is stored in your mind?

• 1986: 75%• 1997: 15-20%• 2004: estimated 8 -10% Robert Kelley,Carnegie-Mellon University

• Unlimited access to information• Implications for Learning and Development

– Shorten lifecycles, improve efficiency, moving from knowledge to performance



More for less needsnew learning approaches

• E-learning adoption

– 57% companies using e-learning– Of those not using it at present,

another 27% plan to do so over the next year as a key part of training delivery* (cipd)

• Surge in new media .– eg with director training videos,

discussion forums, social networking sites all doubled in last year ( **CMI, Oct 08)

• Rise of awareness of informal learning

– Account for up to 60- 80% of total learning for learners ***

– 70:20:10 model of learning at work


What is driving e-learning investment at work?

2 - Building the Business Case


Supporting services ( finance, HR, Training)

Supplier Customer

ProcureDesign/

Develop/Make

Move/distribute

Promote

Fulfil

Support

complianceNew Product launch

Software rolloutSales & customer service

Training becomes performance driven, core element of business


E-a

ppro

ach

Automate

Transform

Nature of problemWell defined

Complex

Improving efficiency of existinglearning delivery resulting in

•Cost & time saving•Increased flexibility•Increased accessibility

New solutions for traditional skills challenges that result in improved:

•Motivation,•Speed•Personal relevance:

New approaches to talent management, recruitment and retention resulting in:

•Simplified processes for career choice and progression•Increased engagement •Professionalisation

New models of organisational learning that connect content, expertise with individuals resulting in improved:

•Organisational agility•Innovation

Technology enabled opportunity in the workplace


E-a

ppro

ach

Automate

Transform

Nature of problemWell defined Complex

Improving efficiency of existinglearning delivery:

Eg •Rollout of LMS•Compliance training•Online courses access and blended learning for existing programmes

New solutions for traditional skills challenges. Examples:

•Informal learning•On the job support•Rapid application (Sharing expertise faster)•Mobile

Becoming the employer of choice:Improving choice and careerProgression

Eg•Competency management•Transforming assessment and qualification•CPD

New models of organisational learning that connect content, expertise examples::

•Web 2.0 – connection and communication •Integration of knowledge management and learning

Examples of learning transformation


How do businesses go about achieving this?


Content Delivery ( formal and informal)Support and reflection

Management and Administration


0% 20% 40% 60% 80% 100%

Mobile devices

Virtual Worlds e.g. Second Life

Games and complex simulations

Video on demand

Podcasting

Simplify access/ Improved search …

Rapid application development

Virtual classroom

Video conferencing

Online books/job aids

Simple screen simulations

Electronic-based learning …

Web resources pages and web …

Used

Planned

Tools to support content delivery(n=262)

3 – Trends in Technology and services


Learner support and reflection (n=262)


0% 20% 40% 60% 80%

e-portfolio

moderated chat

Blogs by tutors or learners

EPSS

unmoderated chat

wikis

E-tutor support to learners

Communities of practice

Online collaboration …

Online access to experts

Used

Planned


Tools to support administration and management (n=262)



•Strands collectively intertwine•All contribute to impact•Involving stakeholders at all stages

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

EnsuringEngagement

DemonstratingValue


Building the blend

Use tools that help Interaction

• Eg wikis & blogs, virtual conferencing, social software, moderated & un-moderated chat

Provide workplace support

• Eg Mentors, manager as coaches, appraisal

Support Learners on the job• Job related

assignments• Electronic job aids• Reference Books• Printed job aids• Online reference• Followed by support in

person or via e-mail

In the workplace, mature organisations are more likely to

Building Capability


What does this look like in practice?


Employer choice – threat or

opportunity?


New standards for excellence

Business alignment – Innovation - Responsiveness

Combined with …


New approaches to learning


New Opportunities for growth


Reflectionand

Questions


Additional resourceswww.TowardsMaturity.org

Additional research:•*CIPD Annual training survey 08•CMI – Learning at work- e-learning evolution or revolution? Oct 08•Tangible benefits of e-learning- JISC & ALT report

The following case studies may also provide insights highlighting the model at work:

•Cable&wireless – outlining the shift from traditional e-learning delivery to a new responsive system aligned to business need•Hibernia College and Pfizer - A new approach to an online masters•Care UK – improving retention through innovative qualifications

Excellence Gateway - Www.excellence.qia.org.uk

Employer engagement E-Learning Case studies Generator

www.nextgenerationlearning.org/work

Driving Business Benefits

Research in the recession

employer choice - a threat or opportunity?

Education

blended learning

total learning

model of learning

elearning investment

informal learning account

internal learning providers

generation learning

new approaches