What's Your LMSs Status? Online Learning Conference 2014
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Has your LMS become irrelevant in your greater learning strategy? Are you employees finding it difficult to use? Do administrators find it old and stodgy or want to get rid of it altogether? Take a look at this presentation (originally prepared for Training Magazine's Online Learning Conference in Chicago on September 23, 2014) for some insight into why you may want to keep your LMS around and how you might be able to transform it into a more useful and usable piece of technology in your portfolio. Please contact me if you have any questions.
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What's Your LMSs Status? Online Learning Conference 2014
- 1. What is your LMSs Status? Brandon Williams | Associate | The Educe Group Online Learning Conference 2014 Learning M. System
- 2. Brandon D. Williams Functional and Strategic Consulting – Focal points: • Internal Social Collaboration Platforms and Strategy • Recruiting, Learning, and Performance Management Systems Session Information: – Feel free to ask questions along the way • I love being interrupted
- 3. Informal Polls to Start… Who here uses a learning management system? Who here uses informal or collaborative technology within their organization? Are they integrated into a larger talent management suite? *either together or in combination with Performance* 3
- 4. The Big Picture: A Reminder • “You’ve lost…that…learn-ing feel-ing…” – Do we understand the importance of learning or have we been wrapped up in buzzwords and trends? – Do our sponsors “get it”? • The purpose: Utilize these systems to empower, enable, develop potential of our people – Not just another IT project, not just business goals – It behooves us to align our systems properly 4
- 5. The Social Networking Barrage 5 10/6/12 www.soravjain.com
- 6. The Social Networking Barrage 6
- 7. Where’s the LMS in all this? 7 ?
- 8. LMS: Registration & Tracking 8
- 9. LMS Statistics 9 $380M $754M 2004 2009 CLO Magazine, August 2009 1.9B 2013 Bersin by Deloitte, December 2012
- 10. LMS Statistics Translation: LMSs aren’t going anywhere 1 0 $380M $754M 2004 2009 CLO Magazine, August 2009 1.9B 2013 Bersin by Deloitte, December 2012 Translation: LMSs aren’t going anywhere
- 11. Common 1 1 Complaints
- 12. Web Based Training Virtual Classroom Reference Document Instructor-led Training Podcast/Video
- 13. LMS: Catalog Set Up • How is your catalog structured? • Does it allow learners to find training that will build targeted skills and competencies? 13 Cornerstone “Subjects” Saba “Categories”
- 14. The LMS as a Knowledge Base
- 15. LMS 2.0: Catalog Set Up 15 How is your catalog structured? Does it allow learners to find training that will build targeted skills and competencies? Saba “Categories” Expert Search Featured Categories/Content Grouping by content type and user generated tags
- 16. LMS 2.0: Catalog Set Up 16 Grouping by content type and user generated tags
- 17. Evolution of LMS 1 7 Registration and Tracking Curricula / Blended Learning Web Based Training Development Plans/Skills and Competencies Collaborative Capabilities and Mobile for BYOD Talent Management Extended Enterprise
- 19. LMS and Web 2.0 today 1 9
- 20. Metrics in a 2.0+ World • Focus: – Less on utilization metrics – More on the impact skill and training has on employee and organizational performance • Which metrics are more important for your business? Traditional Business Metrics Traditional Learning Metrics Revenue Hours of Learning Delivered Profit Margins Participant Seat Time Order Volume % of Passing Exam Scores Customer Satisfaction Unit cost for learning developed Defects Participant Satisfaction Ratings 20 Source: “Begin With the Business in Mind,” Matt Donovan, CLO Magazine, January 2012
- 21. Why adopt Web 2.0 for learning? • Improve knowledge sharing • Foster learning • Provide more informal learning opportunities • Improving communication • Finding resources more easily • Boosting collaboration • Building organizational relationships 2 1 I4cp/ASTD study sponsored by Booz Allen Hamilton
- 22. Why adopt Web 2.0 for learning? 2 2 Basics Leading edge Future state IBM Institute for Business Value November, 2012 Captures new ideas from anyone Identify specific opportunities where new ideas could add value to the business Develop processes for collecting internal and external innovations on an ongoing basis Mine social interactions to identify future innovation needs and trends Use internal communities to innovate Build platform where internal communities can come together to share insights Provide resources to moderate communities with the greatest strategic value Identify potential community involvement based on social contributions Enable more structured innovation Conduct ideation events involving employees from across the business Extend innovation events to the larger stakeholder population Embed innovation events and social data into the ongoing product development process
- 23. The Evolution of Work • From hierarchies to a more flattened structure • From fixed working hours to flexible working hours • From hoarded information to shared information • From on-premise to the cloud • From email as primary form of communication to being a secondary form of communication • From siloed and fragmented to connected and engaged 2 3 The Collaborative Organization: A Strategic Guide to Solving Your Internal Business Challenges Using Emerging Social and Collaborative Tools
- 24. Future of LMS: Integrated Talent Management 1) Increase peer-to-peer learning. 2) Encourage the development of talent ecosystems. “Companies are not making the headway they need to ensure that they have adequate talent — managerial, technical, and functional — in their people pipeline. Many are either ‘hit-or-miss’ in their people-management practices — or have identified their priorities but aren’t translating plans into action.” 2 Mind the (Skills) Gap, Harvard Business Review Creating People Advantage – BCG/WFPMA
- 25. Learning 2 5 Strategy
- 26. Possible Scenarios 2 6 Registration and Tracking Knowledge Base Portal to Learning Collaboration Talent Management
- 27. Baby Boomer Gen X Twitter? Tweeter Part-time Millenial At the office by 7am Remote Don’t call before 10
- 28. Baby Boomer Gen X Twitter? Tweeter Part-time Millenial At the office by 7am Remote Don’t call before 10
- 29. Where does our knowledge reside? And how do we get it to the people who need it?
- 32. Overall Learning Strategy 3 2 Virtual Classroom Knowledge Base/Repository Chat and Discussion Skills and Competencies LMS User-generated Talent content Mobile Learning Integration
- 33. How quickly can we react to change?
- 34. What do we need to be prepared for? New Client New Product New Partner Employee on Leave Employee Leaving
- 35. How do we know it’s working?
- 37. Thank you for your interest! 37 Contact Us Brandon Williams Email: bwilliams@educegroup.com Phone: 301.760.3005 Twitter: @bdotw Additional information and white papers can be found at: www.educegroup.com
Notas do Editor
- Social networks for individuals (around the world) Source - http://socialmediatoday.com/node/195917 Fun site-evolving map of social networks http://thenextweb.com/facebook/2013/01/02/world-map-of-top-social-networks-shows-just-five-left-facebook-dominates-127-out-of-137-countries/
- Social networks for businesses
- So I’ll say this UP FRONT to be clear – I agree with Dave. I’ve been working almost exclusively for the past 2 years with organizations implementing so called social LMSs and they ALWAYS start with core LMS capabilities with expansions into collaboration – this is different from 4 – 8 years ago when we were all just talking about harnessing the power of informal collaboration within LMSs
- http://www.wkrg.com/story/26381671/bersin-by-deloitte-anticipates-global-spending-on-learning-management-systems-to-grow-21-percent-to-more-than-25-billion-in-2014 Oracle-Taleo ($1.9bn), SAP-SuccessFactors ($3.4bn), IBM-Kenexa ($1.3bn). That’s right. Three acquisitions of single LMS providers totalling roughly three-and-a-half times the market’s total forecast global value. Clearly the money men reckon the future of the LMS is not merely secure, it’s golden bright. http://donaldhtaylor.wordpress.com/2013/03/18/does-the-lms-have-a-future/
- What are some complaints you’ve heard from your users? It’s critical to have the “voice of customer” as a part of any LMS structure. Blue – learner (INTERFACE) Grey – Admin SIMPLY IMPLEMENTING ANOTHER MAY NOT HELP
- How is your catalog structured? Does it allow learners to find training that will build targeted skills and competencies?
- YOUR OWN content, content you’d otherwise find with colleagues or on GOOGLE (only industry specific), learning that otherwise would be pushed to you, collab etc.
- Tracking and Registration – admins only, track ILT, reporting butts in seats, # of training hours Web Based Training – self service ?= gamification? Mobilization?
- Workplace agility starts with understanding how knowledge is captured and accessed in the organization. Go through matrix of structured to unstructured and formal to informal Where does learning take place? How do employees get the information they need to do their jobs better?
- Social Networking – can provide it but can’t make people use it LMS – can determine it’s future - Driving its future as well as it adoption – role of the learning organization, incredible opportunity for learning organizations to show connection to bottom line objectives – instead of ROI, it’s Impact on Business
- https://www.mckinseyquarterly.com/Making_internal_collaboration_work_An_interview_with_Don_Tapscott_3052
- https://www.mckinseyquarterly.com/Six_social-media_skills_every_leader_needs_3056
- Jacob Morgan, AUTHOR http://www.forbes.com/sites/jacobmorgan/2013/09/10/the-evolution-of-work/ 1) From hierarchies to a more flattened structure 2) From fixed working hours to flexible working hours 3) From hoarded information to shared information 5) From on-premise to the cloud 6) From email as primary form of communication to being a secondary form of communication 7) From siloed and fragmented to connected and engaged
- How are you tracking your pipeline? Performance software/processes… but how are you tracking people developing into that pipeline through specific initiatives? How are you benchmarking/measuring their progress (especially poignant if you only have one-sided yearly reviews.) Increase peer-to-peer learning. Just a few years ago, gaining new skills meant enrolling in night school or leaving a job to obtain an expensive graduate degree. Time and cost constraints limited these options. Fortunately, new technologies and services deliver education flexibly, giving America new opportunities with “Education 2.0.” A diverse array of educational resources allow people to upgrade their skills, whether with a refresher on linear algebra through Khan Academy, mastering the basics of coding with CodeAcademy or pursuing actual course credit from an online institution. Learning is no longer relegated to specific hours or a brick-and-mortar location. Teaching itself can also be crowdsourced. Peer-to-peer learning platforms like Skillshare, School of Everything and TeachersPayTeachers trust that often the best person to teach a lesson is someone who just mastered it. Encourage the development of talent ecosystems. When planning training, companies should embrace this axiom and consider their whole ecosystem - not just their full-time staff - and offer training to partners. http://blogs.hbr.org/2012/09/mind-the-skills-gap/
- Let’s take a quick look at a case study…
- Quick intro of Educe and what we do Here’s a snapshot of our team - different generations - different work locations - different schedules Our challenge – working effectively + productively
- As we continued to grow, the question we started asking ourselves was where does our knowledge reside? - important for getting the right information during engagements - started asking ourselves about how we would onboard new hires
- Each of these methods relies on two groups: knowledge seekers and experts. The knowledge seekers either proactively use organizational resources to find the knowledge they need (pull), or are provided information the organization determines should be distributed (push).
- Recognized that everyone could be a contributor at some level, on some topic
- Related to performance support, how do we support our organization during times of change?
- Use social LMS as vehicle to quickly disseminate information, updates, etc. Doc management allows for smooth transitions. Business continuity, fast ramp up for new team
- We approached this as a workplace solution effort. Increased system usage – both volume and adoption We have consistent processes where we did not before – performance, recruiting Time to deployment for new hires on decrease