Managing informal learning - why projects fail, what successful projects have in common

Sally Ann Moore Managing Director of iLearning Forum Paris For: Enterprise Ireland, Dublin July 2010

Presentation Outline

Fundamental assumptions about training in companies

What has not worked and why What we have learned from successful

eLearning and informal learning projects

Integrating work and informal learning Measuring the benefits of eLearning in

companies

Investment in Learning today is for increased work performance

Knowledge is not competence

“Use it or lose it”The need to integrate work andlearning

Use of IT and the Internet is vital for“training at the speed of change”

What’s not working in eLearning

25% of users abandoned training after registration

75% participated actively at the beginning

85% did not complete the course

Many major investments in technology-based learning have not been used as planned:

Why it’s not working

If technology delivery was not the problem, and

If content was not the problem, and

If absence of human teachers was not the problem...

So what are the critical success factors?

Learning goals must be defined

Progress to goal must be measured

Selection targeted and gap analysisensures success

Human intervention is essential

Management attention is equally important

Effort analysis provides a clue

“I can do”

“I know”

“I can adaptand apply”

Most organizationsneed this level

Effort

Time0%

5%

15%

100%

Co

mp

e ten

cy a

t w

ork

Most classroomtraining stops

here

Addressing the real effort

Performance at Work

Time0%

5%

15%

100%

Eff

ort

in

Le a

rnin

g

1. Define work &required standard

4. Coach and track to goal, informal Learning

3. Teach “I know” & “I can do”

2. Identify gapsand needs

Work Analysis - Systemic View

INPUTS Value-adding Transformation Activities

ActivityProfiles

Skills,Knowledge &

Behaviors

ShareholderExpectations,

Purpose

OUTPUTSKey

PerformanceIndicators

Separating Work and Worker

Acc

ount

abilit

y

Atte

ntio

n to

Det

ail

Con

cern

for P

eopl

e

Con

trolle

d R

espo

nse

Cos

t Sen

sitiv

ity

Cre

ativ

ity

Cus

tom

er F

ocus

Inte

rper

sona

l Sen

sitiv

ity

Res

ults

Orie

ntat

ion

… Act

ive

List

enin

g

Bui

ldin

g C

redi

bility

Con

cept

ual T

hink

ing

Gai

ning

Com

mitm

ent

Man

agin

g G

roup

Dyn

amic

s

Non

-writ

ten

Com

mun

icat

ion

… Kno

w h

ow to

do

an o

n-lin

e pr

esen

tatio

n

Kno

w h

ow to

stru

ctur

e a

pres

enta

tion

Kno

w h

ow to

cre

ate

a pr

esen

tatio

n

Per

sona

l Exp

ertis

e (s

ubje

ct a

rea)

…

Activities Behaviors Skills Knowledge

Give presentations - to specialists or end users x x x x x x x x x x x x x x - to managers x x x x x x x x x x x x x x x x - to board level managers x x x x x x x x x x x x x x

Resolve Customer Dissatisfaction - - -

Matrix of Activities & Competencies

Activities Behaviors Skills Knowledge

An Integrated solution

Company Missionand Objectives

Development &Learning Solutions

Warehouse

MeasurePerformance

WorkAnalysis

GenericActivity linked

to List

Dictionaryof

Competencies

ActivityProfiles

CompetenceAssessment

DevelopmentPlan

Informal Learning

Informal Learning

Performance Measures

Balanced Business Scorecard (David Norton)

1. Shareholder Value (€)2. Innovation Rate3. Customer Perception4. Business Process

Improvement

Training strategy retention rates