Training Industry Quarterly - Fall 2011 - (Page 19)

THE FOCUS IS NOW ON THE LEARNING G ITSELF AND HOW WE CAN ENABLE, EXTEND AND ENHANCE IT better reflected their actual work processes and environment. The reaction was overwhelmingly positive and according to the program evaluation, the program goals were met, if not exceeded. Seagate, a leader in the data storage industry, during a time of reorganization realized leadership development was more important than ever and yet there were real business challenges to its current instructor-led model (i.e., limited leadership and participant availability, costs, drop in employee engagement and morale). So, Seagate launched a 6-module customized version of Harvard Business Publishing’s (HBP) Leadership Direct program, Maximizing Business Results, that included: a virtual learning environment allowing teams to work across geographies; HBP faculty and authors, and experts to moderate and facilitate live virtual sessions, and participate in online and realtime Q&A; Seagate business leaders in comoderating, coaching and support roles to reinforce the concept of leader-as-teacher; participant-centered learning which combines the case-study method of instruction with online discussion, offline self-study and virtual team activities; an action learning project; and an online learner portal. What previously took participants 160 hours in large chunks away from work, was now delivered in 48 hours of modularized, ”bite-size” two hour per week chunks spread over six months aligned with their work. The Kirkpatrick Level 2 and 3 evaluation data confirm the program is making an impact and anecdotal Level 4 data points to delivering significant business results. In addition, historically, participants are reporting improved skills and increased knowledge in amounts up to 93 percent. “We all tend to get infatuated with the new delivery vehicles, sometimes at the expense of the basics of development. First, define the business problem and learning objectives. Then, select delivery modalities that fit best,” said Dr. Maria Wayne, senior director of global learning and performance at Seagate Technology. Radioshack, a leading national retailer of innovative mobile and technology products, services and accessories, understands a critical component of its ongoing success hinges on its ability to excel in the “people” part of its business. A new robust training and coaching approach, combined with an overarching performance management process, is being implemented to ensure it achieves top results. The “Shack Track” provides structured and prioritized content in phases managed in the learning center. Each phase contains store manager-led activities, associate workbooks, e-courses, job aids, managers guides and checklists, associate knowledge assessments, and a skills evaluation conducted by the store manager. And, to reinforce the skills and knowledge developed in the training, their “Coach Approach” is geared to coaching for on-the-job performance based on store standards to provide a nonnegotiable foundation for performance. The early results are pointing to increase associate speed to proficiency with heavy emphasis on sales, increased internal promotions to management and reduced turnover. “I like to compare designing a comprehensive training program to building a house. You have many tools in the tool belt to accomplish the job. The key is picking the right tool for the job. In the past, we had fewer tools at our disposal, so by default many times we just did instructor-led, on-the-job or videobased training because it was what we had available. Now with access to e-learning, robust intranets, social media and increasing bandwidth speeds, there are many more tools for us to leverage,” said Mike Van Lente, director of learning and development at RadioShack Corporation. E-Learning = Effective-Learning As all of these examples demonstrate, it may well be time now to redefine the ‘e’ in e-learning. The focus is no longer solely on the technologies that make the delivery of learning more efficient. The focus is now on the learning itself and how we can enable, extend and enhance it to produce better results. And therefore, it’s time we no longer define e-learning as “electronic-learning,” we should define it as “effective-learning.” Lance Dublin is CEO and Chief Solution Architect of Dublin Consulting. E-mail Lance. Takeaways • Using technologies to enable, enhance and extend the learning process is not a new phenomenon. • e-Learning was initially focused on increasing learning efficiency by lowering costs and increasing access through formal synchronous and a-synchronous electronic solutions. • Organizations are increasingly focusing on learning effectiveness by applying an expanded set of solutions that enable, extend and enhance learning through formal, informal and social learning technologies and approaches. • It’s time we no longer define e-learning simply as “electronic-learning.” We should define it as “effective-learning.” Training Industry Quarterly, Fall 2011 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ 19 http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Fall 2011

Training Industry Quarterly - Fall 2011
From Where I Sit: Back to the Basics
Table of Contents
Ad Index
The Learning GPS
Work that Stretches: The Best Teacher
The Promise and Peril of Social Enterprise
Technical Training: How is it Different?
Companies Press 'Play' on Training Games
Redefining the 'e' in e-Learning
Essential Components for Effectively Training a Global Workforce
Five m-Learning Considerations for Your Talent Management Strategy
Instructional Design: Learning Meets Technology
Improving Training: Thinking Like a Game Developer
Casebook: Pfizer: Moving Product Sales Training Online
Why is Mobile Learning Not More Popular?
Tweet Suite
Company News
Closing Arguments: The Three T's

Training Industry Quarterly - Fall 2011

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