social learning - mining the untapped knowledge

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Social Learning — Mining the Untapped Knowledge

Speaker: Bill DochertyVice President, Product ManagementSumTotal Systems

Moderator: Kellye WhitneyManaging Editor

Chief Learning Officer magazine

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Kellye WhitneyManaging EditorChief Learning Officer magazine


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Bill DochertyVice President, Product Management SumTotal Systems


Bill Docherty

Vice President, Product Management

August 21, 2012

Social LearningMining the Untapped Knowledge

- April 11, 2023 – PROPRIETARY AND CONFIDENTIAL

Agenda

■ Social & Mobile Learning Value Proposition

■ Manufacturing Training

■ Healthcare Training

■ Retail Training

■ Sales Readiness

■ How Can I Get Started?

■ Q&A


■ Analytics – identify the value of initiatives on business performance

■ Mobile – deliver critical business information to mobile/remote users

■ Social – leverage the expertise within and outside your company

Analytics Mobile Social


Mining The Untapped Knowledge

■ For many organizations, some of the most valuable information and experience is locked in the heads of employees

■ Opportunity is to mine that knowledge to the benefit of the rest of the organization

Not easy – need to sift through a great deal of dirty rocks…

to find that valuable gem


Social Learning – What’s The Value?

■ Social learning & collaboration is not just about individuals communicating

■ Opportunity is to leverage those interactions for the benefit of the rest of the organization

■ Further extract value of talent management investment – transition from “task tool” to “information destination”

I am sitting here – how do I collaborate with and learn from…

A colleague way over here in a meaningful way that is captured and benefits the rest of the organization?


Formal Training Vs Social Learning

Formal Training•Developed by

professionals•Modules lasting hours•Delivered by experts•Pushed and scheduled•Rigid and controlled

Social Learning•Developed by anyone•Segments lasting minutes•Delivered by anyone•Pulled and real-time•Dynamic and ad hoc

Not a Replacement – It’s Additive


Key Social Learning Capabilities

■ Activity Rating: Learning activities can be rated by completed users and provide their review of the activity

■ Activity Communities: Create communities around a learning activity to share additional information related to the activity

■ Topic-based Communities: Promote informal learning by creating communities around a topic and security controls to determine which users have access


Key Social Learning Capabilities

■ Federated Search: Fast and easy access to data – be it structured content (learning activities) or user-generated content (discussions, documents etc). Provide users a “one stop shop”

■ Make social info easy to access: expose summary community information to users clearly so it is constantly visible


Social Learning & Collaboration

Globally-distributed food services company

■ Business Problem■ Globally distributed workforce

without a central system for the sharing of best practices

■ Example■ Creating pizza in China – one

manager found a way to reduce the use of mozzarella and cut cost of pizza production by 10%

■ Had no easy way to share this with peers

■ Desired Solution■ A central set of communities of

practice to share best practices■ Available worldwide and around

the clock

Medical Association

Business Problem The value of their offering is

limited by “canned” content provided by the association. Constant requests by customers to allow users to share content/expertise

Example Offering “informal” learning and

information can improve the stickiness of their site

Will become an information destination and not just for learning

Desired Solution Communities of practice Document/content sharing


Mobile Learning – Value Question

■ Many organizations believe there is value in a mobile solution

■ Challenge is to quantify the business benefit to the organization


Who is saying what about mobile….

Bersin – Predictions for 2012


Industry

• Nurses and doctors with limited access to computer

• High volume of HIPPA, JCAHO and OSHA compliance training

• Growing use of tablet devices• On-the-job training and

evaluations

• Highly mobile workforce of Brokers and Agents where revenue generation is paramount

• High volume of SEC, FINRA and CFTC compliance training

• Rapidly changing product and market info

Healthcare Financial Services

• Line workers and field sales with limited access to computer

• High volume of OSHA and ISO training

• On-the-job training and evaluations

• Pressure from channel to deliver latest information rapidly

Manufacturing & High Tech

• Sales team with need to show multimedia content to physicians while onsite

• Rapidly changing product and market info

• High volume of compliance training required by the FDA

Life Sciences

• Retail store workers with limited access to computer

• Store Operations struggling with delivering training in low bandwidth environments


• High % of young workers

Retail

• Mining, drill rig workers and airline personnel with limited access to computer

• High volume of safety and compliance training from OSHA and FAA


Energy & Transportation

Industry Challenges


Polling Slide – What is the biggest barrier to implementing a social learning solution within your organization today?

■ Insufficient budget to implement solution

■ Concerns about security/legality of content

■ No perceived need

■ Organizational culture

■ Inability to make strong business case


Agenda

■ Mobile & Social Learning Value Proposition



■ Retail Training

■ Sales Readiness


■ Q&A


Manufacturing - Learning Challenges

■ Several of the top challenges in training manufacturing personnel can be addressed via NextGen learning

■ Inability to rapidly deliver and track compliance, safety and process information updates can have disastrous effects

Issue Global Metrics

Lack of formal education & technology experience

Less than half of manufacturing personnel have any post-high school education and have limited technology skills

Ability to distribute important safety and process information updates

Less than 40% of manufacturing organizations can distribute and track access to critical information updates in less than 24 hours

Inability to share best practices

Allow management and instructors to share best practices and reinforce those practices in floor personnel

Limited access to technology

Limited computers accessible from manufacturing floor creates a “training” bottleneck


Manufacturing – NextGen Learning Value

■ Ability to push safety, compliance and process updates to large populations quickly and track access

■ Ensure that manufacturing best practices are shared effectively

■ Expand the pool of users that can be trained – bypass limited computer assets

■ Provide technical and skills training to personnel at a time that is convenient to their schedule – investment in self-paced individual development

NextGen

Learning

Process Changes

Expand Reach Beyond Limited

Computer Assets

Increase Compliance Rates

Rapid Knowledge Assessments

Investment in Individual

Development

Best practices sharing

Safety Procedure Updates


Agenda




■ Retail Training

■ Sales Readiness


■ Q&A


Healthcare - Learning Challenges

■ Several of the top ten challenges facing healthcare workers can be positively impacted by leveraging NextGen learning

■ Challenges are even more acute in developing countries where infrastructure for online learning is limited

Issue Survey Metrics

Lack of advancement opportunities

Less than 50% of survey respondents indicated their organization offered employee development programs

Lack of mentoring Only 37% felt that their organization offered opportunities to mentor others


Only half of employees felt that their organization provided enough technology-based training

Lack of training Just over 50% felt that they had access to job focused training and only 40% had access to cross training opportunitiesCareer Builder's Turnoverx: How to Cure the Retention Problems

Ailing Your Health Care Organization - 2010


Healthcare – NextGen Learning Value

■ Access to current best practices, regulations and policies is key

■ Optimizing compliance rates

■ Ability to quickly and easily assess the knowledge of the user base and remediate to benefit patient outcomes

■ Mobile learning initiatives can be easily tied to continuing education tracking to optimize that process

Mobile

Learning

Best Practices Documents

Regulatory Courses & Docs

Increase Compliance Rates

Rapid Knowledge Assessments

Ease Continuing Education

Enhance Mobility

Policies & Procedures


Polling Slide – If you have a social learning platform or strategy in place today how would you rate the level of business value that is provided?

■ High Value

■ Some Value

■ Neutral

■ Low Value

■ No Value


Agenda




■ Retail Training

■ Sales Readiness


■ Q&A


Retail - Learning Challenges

■ Many of the most significant training challenges facing retail organizations can be positively impacted by leveraging NextGen learning

Issue Global Metrics

Limited training investment and opportunities

The average retail company spends less than $100/year on training for each employee

Younger generation of employees with different learning expectations

Average age of employees in retail organization is lower than other industries and these users have grown up with mobile & social technology


Limited computers accessible in retail establishment and significant bandwidth constraints

Obarski, A. (2006). Training Retail Employees. The Sideroad


Retail – NextGen Learning Value

■ Increase “off-the-clock” learning opportunities cost effectively – can assist in reducing turnover

■ Rapidly push out new product information from multiple vendors and track access

■ Engage younger generation employees with mobile & social learning

■ Leverage the bandwidth of mobile carriers to deliver content – alleviates need to use valuable and limited bandwidth in the store

Mobile

Learning

Increase Engagement

Bandwidth Optimization

Improve Brand Awareness

Customer Service Updates

Track Access to Stream of Informal

Content

Individual Development to

Reduce Turnover

New Product Information


Agenda




■ Retail Training

■ Sales Readiness


■ Q&A


Sales Readiness – Key To Success

■ Most senior executives indicate that their biggest business challenge is how to effectively manage change across their organizations while keeping the revenue chart trending up

■ Sales readiness has evolved from a revenue-generating tool used by individual salespeople to a management platform and philosophy directing enterprise growth

■ Ensuring that your sales team is product knowledgeable and has access to product information resources at the point/time of need can be the single biggest influencer of sales success


Sales Readiness – Sanity Check

■ Consistency: Can you ensure standards in sales messaging and execution, and have a repeatable management operating rhythm?

■ Market Responsiveness: Can you accelerate the learning curve for new revenue streams and rapidly ramp up new hires, streamline acquisitions and educate partners in a manner suited to the seller and the situation?

■ Individual Empowerment: Can your people take ownership of developing, locating and customizing customer-facing sales assets and engage with strategic selling resources in a brand-driven, initiative-focused manner?

■ Rapid Mobilization: Is your sales team ready for collaboration and execution anytime, anywhere?


Typical Sales Readiness Challenges

Product information rapidly changing and developing formal eLearning not practical in all cases

Great deal of sales readiness material provided in document-based format and access to this information is not tracked

Sales using outdated information and not representing products correctly or setting incorrect expectations with customers

Critical information access not always possible and not easy to locate – lack of responsiveness to customer

Potential for significant lost revenue in incorrect expectation setting and invalid pricing

Field sales personnel not aware of or do not have access to most up to date product information

Sales team is highly mobile and does not have access to corporate information stores for periods of time

Changes to product availability and pricing not being provided to sales in a timely manner and access tracked


Typical Sales Scenario

■ Marie is a new salesperson for Acme Medical Device Company – she has been with the company only about 6 months

■ Marie is getting ready to meet with an existing physician customer to review the company’s new line of products

■ Marie had spent time briefing herself on the key new product facts and messages the night before the meeting

■ After Marie provides his standard product overview the physician, Dr. Jones, has some clarifying questions

Marie, what are the key results of the efficacy study on this new blood thinner product?

I know that we conducted an in-depth study but I don’t recollect the results. Let me get back to you on that


■ All this amounts to a near certain lost sales opportunity, due to■ Inability to respond to product questions in a timely manner

■ Incorrect product information or availability being conveyed

OK, thanks. When is that product going to be released? I need availability by end of November or will have to find an alternative solution

Our current target release date is end of December. Let me confirm that date however

NOTE: In fact the latest product briefing indicated the release date had been moved up to OctoberDo you know if the

new product will be compatible with your red blood cell testing device?

I can find that out. Just give me a few minutes to get my laptop booted up and check out the product compatibility matrix

You will need to get back to me on that question. I need to run to another appointment


SumTotal Mobile – Different Outcome

■ Just prior to the meeting, Marie could have accessed latest product information and formal training on her smartphone

■ While in the meeting, Marie could have accessed latest product info very quickly on her smartphone to answer customer questions

■ The product, training or marketing teams could easily access reports to determine which sales representatives have been accessing which content


Polling Slide – What is the key driver behind your implementation of or interest in implementing a social learning solution?

■ Demand/expectations across our entire employee base

■ Demand/expectations from our younger generation employees

■ Driven by senior management

■ Concerns about falling behind competition

■ Just a general feeling we should be “doing something different”


Agenda




■ Retail Training

■ Sales Readiness


■ Q&A


Mobile & Social – Getting Started

■ Identify a particular business initiative that will benefit from mobile & social learning – get a quick win

■ Identify content that is most conducive to mobile delivery

■ Determine how you will incent people to contribute content to the social communities

Key Mobile Capabilities

Offline delivery of SCORM 1.2 content

Ability to deliver/track document-based content

Multi-language support

Manager approvals for course registrations

■ Identify vendors that can provide a turnkey solution with existing mobile & social learning experience


Free Learning ResourcesVisit us at http://www.sumtotalsystems.com

Whitepapers

■ 5 Tips on Effective Social Learning

■ The 7 Cs of Social Learning: How Social Learning Technologies Can Meet Today’s Business Challenges

■ Building a Business Case for Mobile Learning

■ HR Field Guide: 5 Tips to Effective Mobile Learning

■ Next Generation Learning In Practice

http://www.sumtotalsystems.com/


Polling Slide – Where do you gauge the current demand for mobile learning amongst users?

■ Users are actively seeking/asking about mobile learning

■ There is interest but not at a level to justify implementing a solution

■ Very little demand for access to mobile learning

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Questions & Answers

Bill DochertyVice President, Product Management SumTotal Systems

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