LearningNow: performance support – Imogen Casebourne

Editor's Notes

• #2: Supporting learning with technology for an international audienceTraditionally via e-learning – introducing two e-learning examples – FCO & DFIDCan also now be done via mobile learningWhat we understand by the term by mobile learningWhat we will cover in today’s sessionBenefits (more access, immediate access) and challenges (multiplicity of devices and operating systems)Research results – what works best and for whom
• #3: Often people don’t need formal training and can learn on the job, and in those cases where formal training is needed, there is still a need for support when making the move from the classroom or the training session to putting what has been learnt into practice in the workplace
• #4: In these tough economic times, a powerful way for learning and development to ensure their place at the top table of their organisation is to offer convincing evidence that training programmes are delivering behavioural change and that the behavioural change correlates with positive organisational impact such as cost savings or increased sales – what the Kirkpatrick partners refer to as the ‘chain of evidence’. But too many training departments don’t undertake level 3 and 4 evaluation, and those that do often find that training, which may be very successful in itself, isn’t being applied back in the workplace, often because of lack of support.In a March 2011 survey conducted by ESI International, more than 3,000 government and commercial training-related managers assessed three key phases in the application and transfer of learning: pre-training strategies, post-training reinforcement, and rewards or incentives used to motivate employees. Overall, the study found several weak areas in the on-the-job application of learning, including manager support, trainee preparation, incentives, and an overall formal design and measurement process. Sixty percent of those surveyed did not have a systematic approach to preparing a trainee to transfer, or apply, learning on the job. Nearly 60 percent stated the “possibility of more responsibility,” followed closely by an impact on their HR/performance review, as specific trainee motivators. Only 20 percent indicated financial rewards or other incentives as motivators. Sixty-three percent said managers formally endorse the program, while only 23 percent of managers hold more formal pre- and post-training discussions. The study revealed striking contradictions regarding how well organizations think they transfer learning and the proof required to back up their estimate of on-the-job application. While two-thirds of respondents estimated they apply more than 25 percent of training knowledge on the job, nearly 60 percent admitted the primary method for proving or measuring this estimate is either anecdotal feedback or “simply a guess.” Organizations often fail to establish success criteria or identify expectations for learning engagements. This is a key pre-training strategy to measure trainee performance against agreed upon standards. When it comes to post-learning tools and programs, survey responses show employees leveraging an expanding array of tactics to recall information, including post-course discussions with a manager or team leader, on-the-job tools, informal support through social networks or online forums, and communities such as peer groups. In order to facilitate the transfer of learning, trainees must have the time, resources and responsibility to apply learning; trainees must have manager support; and the instruction approach must simulate the actual work environment
• #6: Spaced learning + spaced practice
• #9: And another thing that we can be doing as learning and development teams where software isn’t involved, we can be developing custom performance support portals.
• #11: This was created for a large multinational. It was a global portal which helped people working on large complex projects. One section concentrated on teh project management steps needed – who to invite to meetings at each stage of teh project, what each team member should prepare, and the expected output of the meeting.It also offered assistance with creation of the needed documents with templates and examplesUsers could upload their own examples, bookmark the most useful elements of the portal, rate existing material, and find other people around the world who were working on similar projects whom they could ask for support.
• #13: And another thing that we can be doing as learning and development teams is integrating our resources directly into existing software.
• #14: Experian helps businesses to manage credit risk, prevent fraud, target marketing offers and automate decision making. As a global organisation, they identified a need to centralise information around their products and capabilities, with the intention of improving customer service and increasing sales. In partnership with a video production company and a digital agency, Experian commissioned Epic to create a custom portal and content. ‘Discover Experian’ helps everyone at the company to understand who they are (in the eyes of the client), how to identify client needs, and which products best align to client requirements. There are over 200 Experian products, falling under 12 different capabilities, so this was no small task.The ‘Discover More’ portal structures training in a non-linear fashion and is designed to evolve over time. The platform is a SharePoint portal that has been customised by Epic, pulling together content from various sources, with e-learning that is maintainable by Experian. By centralising all content, sharing knowledge and streamlining process, this portal has is helping to facilitate cross-selling and improved sales of Experian’s products and services around the globe.
• #15: Of course, if you don’t work at a desk with a PC, it has historically been challenging to access performance support via technology. However, smartphones are a game changer when it comes to delivering performance support to those on the move. We should definitely be planning to deliver our performance support via mobile devices so learners can easily access it at time of need, wherever they are.
• #16: Talking to colleagues or managers is a great way of learning and something we should be encouraging fostering – but it can also be expensive. It can be expensive if experienced staff members start to spend a great deal of time explaining the same things to different colleagues. This is something that Gloria Gery has referred to as the hidden costs of training and development.
• #17: How many times do you reach for a mobile of tablet device to check something that previously you would have argued about – you say – I will google it – you use a 70 type approach
• #21: So one of the things we can be doing as learning and development teams is to commission and create learning resources as well as, or instead of full-scale courses. Let me show you some examples.
• #22: Many different types of resourcesHere are just a few
• #23: Dictionary.com – a free resource available to people to download for free, so they can look up meanings and spellings wherever they are – without having to carry a heavy dictionary around!REME – actually designed for the Nintendo DS – provided a mobile diagnostic/ workflow which gave immediate advice and solutions to mechanics in the fieldHow to use LinkedIn to get a job – videos helping use a systemFAQs/ASK THE EXPERT – example needed.
• #26: So hopefully that has given you some food for thought about what you could be doing today, but I would also like to take a moment to talk about what you could be doing tomorrow.
• #27: A lot of the performance support we have been looking at is pull-based – that is to say that it relies on the user searching for support at the moment of need, but we are excited by the future of performance support – which can be contextual and push based – it can anticipate the moment of need, or prompt learners as they go about their tasks.Mobile devices can pop related up reminders based on GPS or your calendar.
• #28: And the new Tin Can standard has the potential to power this type of initiative, by helping track what others have found useful at this point, or what you yourself have done in the past.
• #29: Devices such as Google glasses surely have huge potential to be used for performance support
• #30: As do thenew generation of smart watches which have been garnering recent media attention.