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Borderless LearningInnovating the ROI
Damien O’DonoghueGeneral Manager
GAC Corporate Academywww.gacacademy.com
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What happens if we spend money on training our people and they leave?
What happens if we don’t and they stay?
Overview
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1.CorporateLearning
Organisations(CLO)
establish the culture oflearning
3. Return on
investment (ROI)
is the key to success
2. e-Learning
and learning without
boundariescan deliver
effective learning outcome
PART 1 –Corporate Learning Organisations
The Learning Organisation
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• Learning is seen as a strategic enabler to growth• Competition is based on being able to learn and adapt
quicker than rivals• People challenged to continuously expand and create• Collaboration and innovation nurtured for competitive
advantage
Training ---> Learning
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TRAINING
Skills developmentExternally appliedShort term skill upliftEquips for known challengesPrimarily structured‘Doing’A “lead” measure
LEARNING
Behaviour change and skill developmentInternally acceptedLong term changeEquips for ambiguous futurePrimarily organic‘Understanding’A “lag” measure
Evolution of Corporate Learning
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Collaborative, Talent-Driven LearningFormalize informal learning
Collaboration and Talent Management by design
2008+…
Blended and informal LearningMixing all forms of media with informal learning
Learning On-Demand and Integrated Programs
1995-today
1998-2004
1980s-1990s
The e-Learning EraPut materials online, information vs. instruction
Web-Based courseware, virtual classroom, and Learner-Facing LMS
Traditional and Computer-Assisted TrainingInstructor and Computer-Based (CBT)
Automated Training Management Systems
The early adopters lead the way:
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McDonalds Hamburger University
Motorola University
Why Corporate Learning Organisations?
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Strategic alignment (L&D + corporate strategy)
Central transmission station for corporate culture
Drive culture of measurement in all L&D activities
Increase employee involvement and collaboration
Develops appropriate pedagogy
Employer branding and alignment with HR
NOW
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Growth of Corporate Learning Organisations is estimated to be 200% faster than the
vocational and academic sectors.
Source: Corporate University Exchange
PART 2 –Emergence of e-Learning and Learning without Boundaries
12
A Quick Survey:e-Learning –vs- classroom education
e-Learning is:
1. less-effective than classroom education.
2. an effective substitute for classroom education.
3. superior to classroom education.
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“Today’s students are no longer the people our educational system was designed to teach”
Mark Prensky 2001, “Digital Natives, Digitial Immigrants”.
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Cost effectiveness of e-Learning –vs- face to face corporate learning
• Travel costs eliminated• Eliminates facilities and equipment• Does not take participants out of work environment• Enables out of hours learning• Reduced instructor salaries• Eliminates printing costs
Social constructivism
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• Puts learners at the centre of learning
• Views learning as a social process• Says knowledge is socially
constructed• Believes in the importance of
learning by doing
SMART pedagogy in course design
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Specific
Measurable
Action-based
Relevant
Time-specific
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Limitations of “off-the-shelf” e-Learning
• Poor pedagogy and user-engagement• Competes with abundant internet information• Unduly prescriptive• Expensive• Lack context• No social engagement
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Generation Y
“Never memorise something that you can look up” Albert Einstein
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Blending technology and social constructivism
• Teaching –vs- Facilitation, Student –vs- Participant • Social engagement and learning from each other• Building connections, establishing communities• Moodle – an open source learning management
system.
PART 3 –Innovating Return on Investment
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Possible benefits of corporate learning and development• Improves employee performance• Enhances company profits• Saves money• Improves a company's competitive edge.• Increases worker productivity.• Saves supervisory and administrative time and costs• Improves customer satisfaction• Improves employee satisfaction and retention
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So what should we measure to
find out how we are doing?
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How we measure ROI depends on how the company
VALUES the learning programme
The Value Continuum in Corporate Learning
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In general there are three points on the value continuum:Corporate learning as a publicity exerciseCorporate learning brokering trainingCorporate learning as a strategic enabler
Costs of Corporate Learning
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Potential cost models:1. Corporate overhead2. Cost distribution3. 100% Cost recovery 4. Profit centre
GCA’s ROI measurements
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GAC Strategic Objectives for GCA:• Learning organisation• Skillful and motivated people
Measurement through:• CSF5: We must have motivated and trained personnel.• KPI: Number of training hours (target vs actual)• Employee Engagement Survey measuring perception of
GAC people about progress towards these objectives
GAC Annual Employee Engagement Survey
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• If the following conditions are met:– Full cost recovery, and– EES measures >= target, and – Training Hours >= target, then:
• ROI is +ve
GCA ROI Calculation
CONCLUSION
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Corporate Learning Organisations
e-Learning and learning without boundaries
Return on Investment
Moving from awareness, to knowledge, to skill
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Wading in shallow water aka
“Shallow Dive”
Swimming with the fish aka “Deep
Dive”
View from the shore aka
“Shoreline”
I have basic knowledge; enough to answer to high-
level questions or refer people to others
I’m teaching others and/or applying knowledge in
customer situation
I’m kept informed
Moving from awareness, to knowledge, to skill
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How a corporation values its learning and development
programs directly influences how it is run.
Kirkpatrick’s Learning and Training Evaluation Theory
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Level 1:Reaction
To what degree participants react favourably to the learning event
Level 2:Learning
To what degree participants acquire the intended knowledge, skills, and attitudes based on their participation in the learning event.
Level 3:Behaviour
To what degree participants apply what they learned during training when they are back on the job.
Level 4:Results
To what degree targeted outcomes occur as a result of the learning event and subsequent reinforcement
Source: Training on Trial: How Workplace Learning Must Reinvent Itself to Remain Relevant – James D. Kirkpatrick
Traditional ROI Measurements
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Value of CLO
Objectives
Measuring Results/ ROI
Public Relations/ Brokering TrainingUsually tangible objectives like:• Create an awareness of the company as
committed to learning and development• Meeting the specific learning needs of
various departments
Transactional measurement of ROI like:• Number of participants• Number of training hours• Awareness surveys• Improvement in specific measures like
reduced HSSE incidents
Evolving ROI Measurements
37
Value of CLO
Objectives
Strategic EnablerBoth tangible and intangible objectives like:• Build a learning organisation culture• Establishing communities of common
practice • Promoting transference of knowledge• Involvement in developing corporate
strategy• Facilitating the implementation of
corporate strategy
Evolving ROI Measurements (cont.)
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Transactional measures:
Measuring Results/ ROI
As discussed previously
PLUS
Strategic measures such as:• How effectively knowledge is being transferred
throughout the organisation• How are learning pathways being developed• How are customer relations being improved• How is the learning organisation playing a role
in the future development of the strategic plan
• How all this is translating into a more profitable and productive organisation