Audio Learning at Capital One:Integrating New Learning Technology through Early

Adoption

Ted ForbesDirector, Capital One University

LearnShare WebinarSeptember 2005

2Capital One Confidential September 2005

Hypothesis: “Audio Learning is an untapped resource”

eLearning

Library Resources

Classroom Instruction

AudioLearning

1000+ eLearning and other online offerings

300+ instructor-led courses

Over 3,000 internal and external learning resources, including research assistance

A flexible, blended learning channel that could provide educational, productivity and intangible benefits

3Capital One Confidential September 2005

IntangiblesProductivityEducational

Our business case was built around three expected benefits

• Increase opportunities to learn (i.e. while traveling, at home)

•Offer a new communications channel to leaders and managers

•Learn anywhere, anytime

•Utilize blended learning to augment classroom course materials

•Download audio books and periodicals (i.e. HBR articles, Wall Street Journal, etc.)

•Access existing corporate communications channels (i.e. Capital One News Digest)

•Listen to senior leader presentations and town hall meetings

• Reinforce our commitment to invest in associates and their development

• “First to market” status in adopting audio learning

• Reinforce our image as a “cutting edge” company

• Continue our tradition of using technology in innovative ways

•8 hours of net learning gains via audio learning is valued at $520 (avg. Tier 6 hourly salary)

•$390 per unit cost (fully loaded)

• If an associate uses audio learning for 8 hours, we achieve full return on our investment

•8 hours of net learning gains via audio learning is valued at $520 (avg. Tier 6 hourly salary)

•$390 per unit cost (fully loaded)

• If an associate uses audio learning for 8 hours, we achieve full return on our investment

4Capital One Confidential September 2005

Apple iPod

In late 2004, we asked 30 “technology mavens” from around the company to test three popular and widely available devices

•Low cost•Ease of use•Technologically manageable•Fun factor•Partner willing to co-brand•Highest sound quality•No monthly service fee•20GB minimum memory

•Single purpose device

•Data security concerns

Palm Treo 600

•Required a number of add-ons

– Additional monthly fees (phone + wireless fee)

– Additional SD Memory Card (1GB)

– Special adapters needed to listen to audio

– additional mp3 software

• Integrated device includes phone, PDA, digital camera, and audio

•Security available in January 2005

•Users liked the integration

HP iPAQ

•Required some add-ons– SD Memory Card

(1GB)– Headphones

•User feedback uneven

• Includes PDA•Security available in

January 2005•Built-in voice recorder

What

They L

iked

What

They

Found C

halle

ngin

g

5Capital One Confidential September 2005

Communications &Marketing Plan

(ongoing)

Content Integration and Broad Rollout

(June – December 2005)

Early Adopters(April – May 2005)

After the initial test, we planned to roll out audio in phases, supported by an evolving communications plan

•Early Adopters identified through Business Unit Learningteam

– COAF (Difficult Conversations)

– US Card Operations

– GFS (Finance College)

– Leadership Development Program (LDP)

•Programs were linked to initiatives within respective businesses

•Participants provided feedback through forums/focus groups

•Participants were asked to become “Change Champions” and advocates for Audio Learning

•Management & Leadership– Executive Speaker Series– Leading with Presence

•Diversity– Networks– English as 2nd Language

•Competencies

– Change Management for Change Practitioners

– Difficult Conversations

– Flawless Consulting

– The Seven Habits of Highly Effective People

•Other– Book Clubs– Understanding Earnings

Call

• Phase One (Q1 2005)– Internal communications to

all associates via My One Place and Manager News detailing phased rollout approach

• Phase Two (Q2 2005)– External coverage targeted

at national and training publications

– Internal comm continues

• Phase Three (Q3/Q4 2005)– Internal and External

communication telling the story

– Public speaking; awards entries; case studies

– Partnership with Media Relations, Brand and HR Comm

6Capital One Confidential September 2005

To support early adopters, we developed a special intranet site

• Audio LearningDescribes program

• Getting StartedFeatures and instructions

• CurriculumContent descriptions for Audio Learning courses

• Pilot ResultsDetailed metrics

• MusicYour music options

• HelpHow to get support

7Capital One Confidential September 2005

Early Adoption introduced Audio Learning content to 250 associates and leveraged support from business leaders and vendors

Finance College

• Capital One Earnings Call

• Wisdom of the CEO

Leadership & Management

COU DevelopmentAgenda

HRC/HRD Development

Agenda

Leading with Presence

• Storytelling that Moves People Harvard Business Review

• Full Steam Ahead

• Difficult Conversations

• Wisdom of the CEO

• Difficult Conversations

• Difficult Conv. Follow up Messages (Custom work)

• Earnings Call

• Harvard Business Review

US Card

• Nickel and Dimed

• Capital One Q1 Earnings Call

Human Resources

College New Hire Program

Diversity Leader-ship team

• Execution

• How to think like Leonardo DaVinci

• The 21 Irrefutable Laws of Leadership

• Synchronicity: The Inner Path of Leadership

Leadership Development

Program

Understanding Earnings Calls

Corporate Riskand Capital Need

• When Genius Failed

• The Dance of Change

• The New Mainstream Executive Summary

Recommended by The Ariel

Group

Recommendations from UVA Darden

Professors

Pre-work required by

Finance dept. SME teacher

Required pre-reading per

LOBVice President

8Capital One Confidential September 2005

Feedback we received from Early Adopters supported the relevance and viability of the channel

• “The Difficult Conversations book was great! I have been meaning to read it for a while but never had time. The iPod allowed me to listen to it in my car and as I walk around the campus from building to building. I use lessons from the book each day as I deal with clients, peers, and family.”

• “I listen to business related books and knowledge I gained implicitly helps me make better decisions.”

• “Reinforced learnings from a recent class and helped me apply them quicker. Also, allowed me to leverage down time in driving to McLean.”

• “The book, Difficult Conversations is part of my management development program and I have been able to reference its concepts in the learning team I lead. I have also used some key topics to help modify the way I deal with my boss and my direct reports.”

• “I have practiced a lot of the techniques I heard role modeled.”

• “Made participation in class more effective.”

• “I have a better understanding of business risks and when I do analysis, I try to incorporate some potential risks that I didn’t think about before.”

• “I think this is a great resource as one can utilize it . . . at home, when our eyes our tired from the day’s work, but the brain still works efficiently.”

9Capital One Confidential September 2005

Early Adopter data also gave us confidence and grounded support for the broader rollout phase

The channel waseasy to use

• 76% successfully able to use iPod in conjunction with their home computer

• 95% found navigation easy

• 80% found content easy to access

• The largest percentage of content downloads fall into the Career Development category; Music is the secondary largest category

We increasedproductivity and time

spent on learning

• 95% agreed that audio learning was a worthwhile investment of their time

• 60% increased their net time spent learning

• 65% saved time over traditional learning channels

• 1/3 of participants saw an increase in productivity due to the channel

We expandedthe opportunities for

Learning

• 75% of participants indicated audio content was relevant

• 75% indicated audio learning raised awareness of new learning opportunities

• 79% of participants were able to apply the knowledge gained

• 95% of participants sampling content related to a COU course indicated it reinforced and offered insights beyond the classroom experience

The “Tipping Point”• 98% would recommend audio learning channel to others

• 58% indicated that audio learning increased their job satisfaction

10Capital One Confidential September 2005

We are now in the broader roll out phase and actively integrating into our overall blended learning strategy

Capital OneSpecific Content

•Quarterly Earnings Calls

•Leader as Teachers series

– EVP, Corp. Reputation

– EVP, HR

– EVP, COAF

•Narrated synopses of previous LAT sessions

•Listening Recommendations from Sr. Leaders

•Diversity Forums

•Women’s Leadership Forum (e.g. Geraldine Ferraro)

Business UnitContent

•US Card College New Hires

– Prework and monthly follow ups

•Capital One Healthcare Finance

– Sales Training

•Project Management Forum

•Competency Development Agenda

•Site Leadership Team Events

•Credit College

•Finance College

Third-party supplierContent

•Harvard Business School Publishing

– Faculty Seminar Series

– Author Conferences

•PodCasting is exploding on the scene and we are providing a set of pre-screened links

•Vendors are reaching out to us seeking to create partnerships

11Capital One Confidential September 2005

Capital One’s Audio Learning Program at a glance

• Apple iPods are used as the listening device on which audio learning content is stored and used

• www.audible.com is where all content is housed via a customized, password protected landing page

• Associates are allowed to keep the iPod while employed with Capital One, just like cell phones, laptops, Blackberries, etc.

• All applications and content must be loaded on to associates’ home computers

• If an associate doesn’t have a home computer, they receive a “loaner” preloaded with audio content specific to the course for which they are registered

• COU’s library also loans out iPods with content

• As of September 1, we have 1300+ units in the field, and expect to have 3000 by year end

12Capital One Confidential September 2005

What questions do you have?