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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.