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ITAA & ASTD Future Trends in e-Learning: Measuring the ROI Ted Hoff Vice President, Learning October 16, 2002 Learning: An Imperative for IBM The Imperative –The IBM strategy demands innovation, intellectual capital, and integration across complex solutions and practices. –IBM has learning in its DNA. –The business leaders expect learning to drive performance, with measurable business results. The Opportunity and Challenge –IBM's global and strategic complexity demands the most advanced approaches in learning. –We can leverage our own capabilities to seize the opportunity. Future Trends in e-Learning An expectation of measurable returns on cost-efficiency and in driving business results. Learning design focused on understanding which medium and capability will enable what precise learning objective. Creativity will increasingly separate great learning initiatives from those not worth the time. Personalized prescriptive learning paths are now essential. Every step in the learning process will need to be measured. Learning: An Imperative for IBM Efficiency –$395 million saved in 2001 through the use of e-Learning. –43% of learning hours delivered through e-Learning. Learning Effectiveness –e-Learning enables blended design to drive measurable actions, new ideas and business results through learning. –e-Learning provides the foundation for day-to-day workbased learning through communities, networks and mentors. IBM Strategic Learning Planning Customer Needs, Market Dynamics, and IBM Value Proposition The IBM Human Resource Strategy Leadership Talent Climate Performance IBM Strategies and Goals Critical Business Performance Objectives Organizational Capabilities Required The IBM Learning Strategy Driving Performance Through Learning The IBM 4 Tier Learning Design Model Learning Method(s) Delivery Form Technology Tier 4: Experience Experience--Based Learning -Face-to-face On-site TM When to Use GET TOGETHER Learning Labs, Mentoring, Role Playing, Coaching, Case Studies Tier 3: Collaborative Learning Higher Level Alignment, Action Planning, Decision-Making Collaborative Web WORK WITH PEERS Live Virtual Classroom, e -Labs, Collaborative Sessions, Live Virtual Conferences, Virtual Teaming Tier 2: Interactive Learning Shared Analysis, Problem-Solving, & Networked Learning Interactive TRY IT, PLAY IT, EXPERIENCE IT CBT/WBT Modules, Simulations Interactive Games Tier 1: Performance Support and Reference READ IT, SEE IT, HEAR IT Web Lectures, Web Books, Job Aids, Videos, On -line Help, EPSS, QuickViews , Webcasts CD-Rom, Web, Handheld Procedural Understanding & Application/Practice Information CD-Rom, Web, Handheld, Satellite Conceptual Awareness & Understanding Pervasive Learning Systems: Edvisor - Personalized, prescriptive learning paths Customized for each learning initiative, business unit, specific IBM group and IBM individual Enables high learning effectiveness for blended-design and eLearning initiatives Immerses the IBMer in the key issues, motivates and guides the learning, fosters on-line collaboration and organizational readiness to change Next generation system will be integrated into the IBM Dynamic workplace A sophisticated, "online intelligent agent" - innovation in learner engagement and learning management IBM Confidential Example: Role of the Manager@IBM Initiative Engage Managers & Executives in the Dialogue Web Based Learning In-Person Learning Labs Reinforce Commitments & Actions ManagerJam Sustaining the Dialogue Manager ActionNet Extensive executive involvement Cutting-edge blended design Teams participate, set shared commitments Personalized coaching for managers Ongoing dialogue to drive true transformation Measuring the Transformation & Business Results Initiative Deployment plan and actuals by business and geography Participation in web-based dialogues Action plans committed and pursued Enablers/disablers to success Participant satisfaction and perceived value Transformation of the Role of the Manager@IBM Changes in employee pulse survey results among both managers and employees In-depth survey samples to measure linkages among climate, employee opinion and performance Manager/participant reporting on their use of the concepts in changing their own behavior Business Results In-depth (sample survey) business case reviews to assess the quantifiable return on these randomly chosen action plans Improvement against the critical business performance objectives Implementation Strategies and Practices Suggestions Begin with an understanding of what companies have actually implemented and what is possible. Target a high learning priority and a particular population (such as Management Development). Consider buying proven approaches and systems and outsourcing services. Ensure that the learning initiative is fully integrated with other HR and IT strategies and practices. See measurements as a strategic friend.