Ran into Clark Quinn, then Dave Ferguson and Joan.
Joan noticed that it didn't seem like stuff had "changed" all that much. I would argue that acceptance of the bleeding edge that we have been discussing since at least 2007 is getting greater. We still have to sell these ideas to our clients - who have the notion that "training" = a day in a classroom and multiple choice assessments.
Unlike a few years ago, I now have at least a few clients who are interested in more robust scenario-based training and game-style instructional design.
I see that as a win.
(Oh yeah - small win - found the floor outlet. 50 points!!!!)
Presentation: Optimizing Your Return on Social Learning Capital
Presenters: Mr. Cedric Coco and Dr. Tammara Combs
What hearing and seeing C-suite
- Social / secular activities and tactics bleeding into workforce.
- Shift from authority-managed to community-managed content
How do you optimize your investments?
Business Perspectives - preparing the organization for "social"
- Push in investments in technology past 5-6, next 10-15
- How do you convince technology-based investments are good ones
- CEOs and CIOs not agree.
+ Knowledge Transfer?
- Majority agreed - HR (esp Learning function) has been spending $$ on tech. No idea what the return is on these investments.
- Measure effectiveness - tough to measure Learning and Development space.
Performance Inhibitors - what might you be doing to cause your workforce to fail?
- Monitor - don't police
+ Play a facilitation role
+ Community will NOT respond to being policed
- Provide feedback - don't criticize
+ When start criticizing and quantifying feedback, the community will stop providing feedback to you.
+ Communicate in a collaborative trade
-Exert GENTLE control - how do you go about building trust?
Knowledge moving from organization-owned to community-owned.
- More respect knowledge generated from peers than knowledge demonstrated from org.
- ADDIE, ISD etc all based on authoritative source and this knowledge is inflicted on the "unknowing"
Are we prepared to make the shift?
Whenever deploy something now - handbook of rules.
- Usually more rules than content
- Be very selective and gentle in "guardrails" you set
- Allow workforce to evolve and optimize
- Be clear and communicate the "guardrails" (and why)
Build trust and inclusiveness.
What technology has done = make whatever is going to happen happen faster.
Align to the Role
- Job Description
- Incentive Comp/Rewards
- (Hiring Profiles)
Lots of things we do - getting workforce to be / behave different
- We don't often look at the overall design of the actual job
- When didn't get what they wanted, you are training someone how to work that conflicts with the way the job is actually executed.
We put in technology tools to serve and help customer.
- We train them how to use.
- But training may only be 40 hours vs. the other 2040 hours of the year, which is when behaviors actually set.
Originally - eLearning driven by scale and cost. Now - scale and effectiveness.
- This is a big shift.
At end of day - technology way to deploy something
Looking at the job itself is really important
- Activites, governance, incentives, etc
- Gotta make sure all aligned
- When peers not successful - because training and/or tools not align to the job. Job not aligned to reality.
(Importance of the systems AROUND the training. Major major important point. Something that continues to be neglected in our rush to "check the box")
Understand what motivates people to act the way they do - Behavior, NOT technology
- Organizational Design / Effectiveness
- Technology has always been around / changing / evolve.
The constant - changing behavior. Support or radically change.
- Sometimes we forget this.
- Technology has to be applicable to workforce and the jobs (physical role) exists.
+ there could be a YEARS lag between the technology and actually being able to use it.
The intersection - business + social.
- Change of CLO role. Internal fight in organization (esp C-suite) - who is responsible for Knowledge Management / Transfer?
+ CIOs - many feel that since tech-based, they are responsible for it. Noticeable over past 3-5 years.
+ Over 90% CLO - Org Psych, Org Design, etc. By 2006 - less than 20%. Most now 50% engineering and tech or 50% line of business leaders.
-- Exec mgmt, largest set of unmanaged assets are people.
-- No real reports on return on productivity.
+ Marketing - can measure media impression (butts in seats). But exec level, no one actually cares. What actually happens in the field? Did you increase productivity?
- Big phenomenon - measurement and showing ROI on productivity.
Start and Epidemic (Malcom Gladwell 2000 - Tipping Point)
- Learning Strategy + Social Tactics = Realization
- Best to combine solid learning model/strategy (adopt ONE) and social tactics. The tactics need to support strategy.
Marketers always trying to train us to change our behavior.
Gladwell - 3 rules
- Law of the few - just give me a few cool people who share through their social connections
- Stickiness Factor - message making an impact
- Power of Context - humans more sensitive to their environment than they seem
Word of mouth - a piece of extraordinary news travels a long distance in a short amount of time.
- Esp important with social
Promote social roles - can't assign these roles but exist in every community. These are the few.
- Connector - connects people to each other
- Maven - connects people through sharing knowledge. They are the ones that validate your training programs. They are doing it only doing it to keep people "safe"
- Salesman - Uses knowledge to engage and persuade.
We have been social since the beginning of time. We just now have the technologies to be social across time and space.
- Our cycle times have gotten shorter.
Trends in Social Marketing - learn from those who teach in small snippets
- Learn from those who change our behavior.
- Why video works so well - Can show a lot of info in a short period of time.
+ 60% of volume online video
- People in organization are consuming lots of video
- Most 3 minutes or less.
- Leverage technologies they are already using.
Requirements (guardrails) important.
- Also define the outcomes
By the end of 2009, Dell had generated 6.5 mil in sales from Twitter alone.
- Why is your organization blocking social media again?
(Had to stop to deal with a work emergency. Love multitasking)
Content is critical
- Decide on content strategy for company (buy or create)
- Will live somewhere
- Need relevant results in search. Build search mechanism
- Where they are getting to it.
- Good model: Community generates, the content team edits
Invite Critical Mass / Create scale
- Get the "right" people to the thing you are deploying.
- Sometimes, want everybody.
- Right people to right content
- Groupon / Living Social - bringing online back to offline (focus on local commerce)
+ Living Social - invite others, get the deal for change. Generating lots of $$ using peer pressure
Bloomburg - The Online Reviewing Mafia
What is the right mix of online > offline > online
Questions to consider
- How do you create training programs?
+ Why not start with the community first?
- Would you consider designing a course where part of the content is up to the community to design?
- What % of your content is community derived?
- Think about how trainnig would be run if it were done through the "social marketing" perspective? What would you do differently?
- If you gave your training budget to the community, what would they do with it?
Lowes asked this to their people. What would you do with the training budget?
- Came back with - would use the training budget to fix the SYSTEM. T
- (A good way to determine whether training is the thing really needed. Would love to see folks do THIS more often since our clients keep wanting to do "training" for an issue that is systemic)
- Monitor; don't police
- Provide feedback; don't criticize
- Exert gentle control
- Align to role
Learning strategy + social tactics = ROSLC (return on social learning capital)
Training has to align with what people are doing day-to-day.
- Need to go backwards to organizational design.
- Those day-to-day are HUGE. Redesign the job from an employee perspective.
Marketing is a training function
- Should report to training department since training = change behavior. So is marketing.
- $1 training: $9 marketing
"In times of change, learners inherit the Earth...while the learned find themselves beautifully equipped to deal with a world that no longer exists" - Eric Hoffer
Most orgs trying to readjust business plans for wave of growth next 10-15 years.
- Downturn forcing people to readjust business strategy, even the successful ones
70% now L&D on Leadership training right now (vs. 30% before)
We have generated and created a pool of leaders who have managed in growth economy (last 70 years with minor cycles)
- Where do we find all the leaders who need to manage over next 40 years in flat or down cycle?
- Show sponsors and contributors what their interaction looks like
- Sponsors ROI
- Community - enable them to learn from the analytics of the crowd.
Cluster programs - given what I am deploying, I need to see X effect on organization.
- What do we need to see in the indicators.
Take the business intelligence engines and add variable for people interventions.
- Put together the correlation between programs and financials etc.
Training groups - don't be afraid to STOP stuff. Every program has a shelf life.
- Strongly monitor
- They (Lowes) monitor customer satisfaction and sales. (Again - what do you want to measure.)
Important for community to see how THEY are behaving.