科技在许多层面改变了我们的生活,这里先从实际的故事来观察学习与培训方式的变化,指出当今人力发展地图上的重要方向,例如社会学习、非正式学习、效能支持、移动学习,接著探讨高管应如何管理与掌握多元样貌的学习行为,去对齐趋近组织目标。利用数据作决策在商业竞争中胜出,人力发展也应该如此。Experience API (xAPI) 就是为这目的而产生的新学习标準。目前 xAPI 实施案最多落在两大类需求: 整合跨系统的历程数据、加强销售绩效。
Technologies have changed many aspects of our society, the landscape of learning and development has been changed a lot. What are important directions on the map? What are social learning, informal learning, performance support & mobile learning and their impacts? With such paradigm shifts, you can’t manage what you don’t measure. Many business competitions are won by data-driven solutions and decisions, so shall talent development management. That led to the introduction of Experience API (xAPI).
3. Technology is evolving very fast and segmented
Mobile first! (Mobile Learning: http://classroom-aid.com/mlearnings/)
Simulations, AR, location-based learning, wearables, IoT ...
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9. Informal Learning Example -1
Sara Lee: a survey of sales and marketing representatives and
representatives of management and the HR departments at
Sara Lee showed that the most important method of
workplace learning among this group was on-the-job
experience and networking. Training programs actually rated
fairly low.
10. Informal Learning Example - 2
Google Ireland: an employee found a way to tag employee
skills in order to locate networking and mentoring
opportunities.
11. Informal Learning Example - 3
U.S. Army built a robust discussion forum for Army
commanders and found that it significantly supported
leadership and sharing. Because of their success, the Army
has expanded these forums for other Army jobs.
Note: Supporting informal learning requires us to assume new
roles, including managing organizational knowledge and
coaching. A command-and-control attitude could be a
dangerous approach.
12. Xerox Story -
Community Mind
Explicit knowledge (know-what)
Tacit knowledge (know-how)
by John Seely Brown - A PARC
veteran of 23 years and its director for
a decade, has relentlessly explored the
techniques of innovation. In particular,
he has focused on how individuals and
institutions really change.
JSB was an early leader in encouraging
research organizations to pay as much
attention to the behavior of complex
systems as to the movement of atoms
and bits - to recognize, as the title of his
book -- The Social Life of Information.
Read more: The informal channels of an
organization
14. A New Approach to Performance Development
Turbomachinery Solutions unit of GE Oil & Gas, provides solutions and services to upstream and mid-
stream customers in seven vertical markets. We have 7,000 employees across three P&Ls, 11 functions, 12
regions, and 15 product lines.
A smartphone app to provide continuous dialogue, accepts voice and text inputs,
attached documents, even handwritten notes. The aim is to facilitate more
frequent conversations between managers and employees and among teams.
● Management: shifting from “command and control” to “empower and inspire”
● Team: a collaboration room where teams could engage and develop new ways
of working across teams to optimize the overall results.
A fivefold productivity increase in the past 12 months.
GE is now rolling it out throughout the company, and it will replace our legacy
Employee Management System (EMS) by the end of 2016.
Source: HBR - GE’s Real-Time Performance Development
15. Half-life of Knowledge are Shrinking
“The “half-life of knowledge” is the time
span from when knowledge is gained to
when it becomes obsolete. Half of what
is known today was not known 10 years
ago. The amount of knowledge in the
world has doubled in the past 10 years
and is doubling every 18 months
according to the American Society of
Training and Documentation (ASTD).
To combat the shrinking half-life of
knowledge, organizations have been
forced to develop new methods of
deploying instruction.”
17. Networks & Performance Support
Experiential, social learning should become part of every worker’s daily activities.
To facilitate this, think of resources and connections instead of courses.
18. Cascading levels of Performance Support
Source: “What We Got Here Is … an EPSS”
24. ‘Reclaiming the Art of Teaching’ (Lupton 2013)
-- Mandy Lupton, Queensland University of Technology
25.
26. Highlights
● Connectivism - tools connect our brains
○ The community mind(brain) is the real expert. (know-what + know-how)
○ The health of the learning ecology of the organization depends on
effective nurturing of information flow. (connect people, content = KM)
○ Show/share your work, so dots can be connected.
○ Informal learning is on the rise.
○ Think more of networks and on-demand resources, not only courses.
● Mobile learning - tools extend/enhance our brains
○ Trends: mobiles, BYOD, BYOA….
○ Performance support
○ Embedded learning in works
● You can’t manage what you don’t measure
27. You can’t manage what you don’t measure.
Study found: The more companies characterized themselves
as data-driven, the better they performed on objective
measures of financial and operational results. In particular,
companies in the top third of their industry in the use of
data-driven decision making were, on average, 5% more
productive and 6% more profitable than their competitors.
(from MIT Center for Digital Business, McKinsey’s business
technology office, Wharton Business School)
Harvard Business Review: Big Data: The Management Revolution
28. Strength in Numbers: How Does Data-Driven
Decisionmaking Affect Firm Performance?
Abstract:
We examine whether firms that emphasize decision making based on data and business analytics (“data
driven decision making” or DDD) show higher performance. Using detailed survey data on the
business practices and information technology investments of 179 large publicly
traded firms, we find that firms that adopt DDD have output and productivity
that is 5-6% higher than what would be expected given their other investments and information
technology usage. Furthermore, the relationship between DDD and performance also appears in other
performance measures such as asset utilization, return on equity and market value.
Citation:
Brynjolfsson, Erik and Hitt, Lorin M. and Kim, Heekyung Hellen, Strength in Numbers: How Does Data-
Driven Decisionmaking Affect Firm Performance? (April 22, 2011). Available at SSRN: http://ssrn.
com/abstract=1819486 or http://dx.doi.org/10.2139/ssrn.1819486
29. New Roles of Executives and HR
They should be asking “What do the data
say?”
They’ll be valued not for their HiPPO-style
answers but because they know what
questions to ask.
Companies succeed in the big data era not
simply because they have more or better
data, but because they have leadership
teams that set clear goals, define what
success looks like, and ask the right
questions. Big data’s power does not erase
the need for vision or human insight.
30. What Great Managers Do Differently
Average managers play checkers, while great managers
play chess.
31. What Great Managers Do Differently
They discover what is unique about each person and then
capitalize on it. Train each person, tailor to his learning styles.
Building employees’ strengths is a far more effective
approach than a fixation on weaknesses.
-- Quotes from Harvard Business Review, and research report from Gallup (a
survey of 80,000 managers, and in-depth studies of a few top performers)
Citation:
What Great Managers Do
State of the American Manager
32. Moneyball: The Art of Winning an Unfair Game
Analytics enabled the Oakland Athletics to
assemble a competitive team, despite
paying the 3rd-lowest salaries.
● Beane led Oakland to win 103 games that year,
including an amazing 20-game winning streak.
● But the story didn’t end there. Never be afraid to
consider the opinions, knowledge and experience of
people, both inside and outside of your business, to
help clarify the data.
33. xAPI as a L&D tool
xAPI is a L&D tool… but it can track not only learning activities but also work flow,
events, social interactions etc. We can measure learning outcomes as well as
performance outcomes. Enterprises can put outputs of the elements of the
learning ecosystem (starting from LMS) into the business intelligence ecosystem.
34. We Want to Know...
● how learning impacts business results
● the correlation between L&D efforts and organizational
key indexes.
● how well the training improve employers’ performance
in workspace.
● What’s the best next step for the learner?
● How do we help people learn? improve the content?
● What are the habits of really effective employees?
35. xAPI Recording All Events
openclipart.org
Instructors, Peers, Experts….
Contents: Courses, Books,
Web pages, Games, AR ….Activities (making, exercises,
researching, online, offline ….)
Learner
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36. Course Webpage Game Simulator
Coaching
Social
Learning
Project
Mobile
Apps
LRS Learning data
is sent to LRS
Other
activities
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38. 2 Popular Use Cases of xAPI
Systems integration
Organizations using xAPI to integrate data from multiple LMSs are translating
proprietary methods of reporting to xAPI as a common format.
Sales enablement
● Traditional classroom training with observational data (even self-reporting)
● e-learning courseware for salespeople
● developing job aids and other forms of performance support using xAPI
● Use xAPI within their CRM systems to translate lead generation, time-to-
close, and other streams of activity—all in an effort to gain a better sense of
the relationship between changes in training and changes in performance.
Read more: What Does xAPI Adoption Look Like?