Blog

I was having a conversation with someone yesterday afternoon about how the number of software vendors offering wikis, blogs, discussions boards, rapid elearning, etc. was enormous and that there would certainly come a time when things would begin to consolidate and major players would begin to emerge.  This will prevent organizations from having to cobble together these elements and the pain and inefficiencies associated with cobbling.

An ‘ERP of Learning’ is sure to be on the horizon was the synopsis of our talk - then I saw a press release from OutStart today [note - this is not my prediction that this is the 'Learning ERP'...just an indication that it's a comin'] detailing the merger of OutStart and Eedo.

As Chief Learning Officers become more prevalent and powerful and as the trends in learning continue to incorporate elements of informal learning (i.e. communities of practice) and others suitable for knowledge workers it will be an exciting time to watch as the various software offerings in the learning space make moves to secure their future or their fate - there are certainly demands in the market for this functionality and a sole source vendor to provide it doesn’t exist yet.

CLO Media posted a recent executive briefing where they provide four things that CEOs and Chief Learning Officers [CLOs] should be considering when operating their business.  I agree with the categories listed in the article but they are quite high level (it is a ‘briefing’ for a reason I suppose) and allow the reader to determine how each would be executed.

For a CEO or CLO that is planning to ramp up efforts in these areas it provides an opportunity to do things a bit more progressively in implementation - examples provided as they relate to the four CLO suggestions…

1. Develop strategically with purpose: one of the snippets from this section is “have a clear definition of a desired future” - in today’s rapidly changing world it’s difficult to have a static vision of a future that will be the basis for processes and decisions implemented now; utilizing the process of scenario planning is a way to identify multiple futures (scenarios) and then determine the common denominators threaded throughout.  These common elements can then be used by the CLO to begin looking at high-level competencies that would be valuable regardless of which future the organization ends up living.
2. Focus on core competencies first: I would describe core competencies as those that will not be changing in the foreseeable future.  Competency development initiatives are often centered around the current state of the organization, market, product portfolio, etc.  All of those factors (plus many others) can change quickly and having competencies that will prevail through all conditions are what I would truly consider ‘core.’  Referring back to #1, scenario planning is a great way to plan for the competencies that will be crucial in many different settings.
3. Target opportunities intentionally instead of reacting to problems: reacting to problems often results in Band-Aid solutions that may mask symptoms for a few days, weeks or even years before they come back to haunt the original target or manifest themselves in a new way in a different part of the organization.  [A classic example is a company with lagging sales that launches a large price cut promotion and due to the diminished revenue from the price cut is unable to meet the demand generated by the promotion and now faces quality and customer service issues.]  An effective and progressive way of addressing this is by viewing the organization as a system - an interdependent collection of pieces where action in one area will result in consequences [good or bad] in another.  This approach is known as systems thinking and has yielded impressive results for organizations around the world - utilizing it provides a way to identify opportunities to tweak operations and model potential outcomes that would otherwise be left to chance.
4. Embrace change: harnessing incremental change and having a progressive approach to change management are certainly crucial but often challenging.  People are often creatures of habit and start to like that with which they become familiar.  So changing that can be difficult.  Utilizing a social network analysis is a powerful tool that provides an organizational x-ray showing how information is transferred around the network that comprises an organization.  Information from a network analysis can be used to identify people in the organization that are sought out most often - the influencers.  Utilizing these individuals in change management results in a much more targeted effort to managing change than the traditional shotgun approach.

As I mentioned above, the tenets offered in the original briefing by CLO Media are valid ones and their high-level descriptions leave the interpretation of implementation to the reader.  Each of the topics listed offers an opportunity to do something a little more progressive and effective than the norm, to embrace our transition to a knowledge society teeming with fluid, dynamic learning organizations in which tools and tactics from yesteryear will be rendered obsolete.

94% of human resources professionals do not feel their personnel are adequately prepared to meet their companies’ future goals according to the State of the Global Talent Nation.  That number was 86% in 2007 and 64% in 2006…so it’s moving in the wrong direction.  The study was conducted by Softscape and discussed in CLO (Chief Learning Officer) Magazine.  A copy of the report is available by request through Softscape’s site.

The report looks at a variety of areas relating to human capital management.  I grabbed the following notable quotes that IMO reinforce the sense of urgency for reform in how learning and development is executed by most organizations:

1. Many HR professionals (35%) indicate that the majority of their employees have complex multi-function roles. This is also driving the need for more real-time employee development.
2. Most HR professionals (81%) say the lack of regular employee development opportunities is impacting overall employee retention.
3. Strategic HR functions are becoming more integrated and increasingly outsourced (41%). This includes functions for performance, compensation, succession, learning, and recruiting.

My thoughts…

#1  In an age of “complex multi-function roles” things change fast and formal training can’t carry the entire load.  With the pace that many organizations run and adapt, content is often obsolete upon receipt if it’s produced and distributed within the traditional timeline. 

This supports my belief that a change in how we define learning and development is needed before we can make significant strides in improving them.  First and foremost I see the two (learning and development) as two separate strategies with different definitions and distinct methodologies for executing successfully.

In the age of the knowledge worker, learning is more about providing easy access to necessary information than it is presenting content and hoping that it sticks around until the time it’s needed.  This is accomplished through incorporating social network analyses, communities of practice, a learning supply chain that can quickly distribute content on-demand (i.e. rapid elearning + SME), etc. into a diversified learning portfolio.  These more informal approaches better mimic how today’s workforce gets what they need - through their network and at the moment they need it. 

Development defined below…

#2  Development is long-term changes in mindset and/or behavior.  Many companies fall short of acheiving true development in their workforce because their tools consist of workshops and not much else.  Some companies tack on a personality assessment (i.e. DiSC, MBTI) but usually without any direct connection to how that information can be applied.  For true development to occur people must be given the opportunity to play with concepts, make decisions according to their new learning…they have to see the impact of their decisions and actions in order to drive new behavior.

Development programs rooted in action learning contain the elements needed for lasting change but they’re rare.  For the organizations that do leverage the power of action learning, they are not only exposing their teams to the best type of development possible, they’re also grooming leaders to perform at their best within the unique conditions of that organization and none other.

It’s these types of projects where participants feel real value and development - and therefore are more inclined to stick around.  If they feel the development they’re getting at your organization is better than what they would get elsewhere, you have a powerful retention tool.

#3  Another item mentioned in the report was the rise in learning outsourcing.  I take this as a sign that organizations are more and more seeing learning and development as strategic imperatives for success.  Expectations of learning and development have changed to the degree that traditional, formal training programs are no longer adequate on their own. 

Of course I’m biased but I do believe deeply that partnering with an external organization that is an expert in a service that isn’t your core function is a good idea in many scenarios.  This includes payroll, benefits, IT and of course…learning and development.  Outsourcing allows an organization to focus on their strengths while leveraging the core strengths of experts in fields that support their operation. 

Finally… 

The great news is that we’re watching an industry evolve.  Learning and development programs will look drastically different in just 10 years.  As workers that grew up on Facebook and MySpace enter the workforce they’ll have unique demands as we transition even further into becoming a knowledge workforce.     But we’re not there yet.

When I read that 94% of HR professionals felt they’re workforce wasn’t prepared to meet the company’s goals I was shocked at how high the number truly had gotten but, ultimately, wasn’t phased for too long.  We’re addressing 21st century challenges with a 20th century method and it’s not a fair fight.  The pace of business isn’t predicted to slow or revert anytime soon so guess who gets to adapt?

Check out a real-time Digg Swarm. 

This is a fascinating view of the chaotic rhythm of a crowd seeking the information it wants.  It’s messy, it’s unpredictable and it’s reality.  And it’s precisely the reason that formal training programs account for (at most) only 20% of how people get the information they need to do their job. 

 If you’re not familiar with Digg it’s a website that allows its users to select (digg) things that they find interesting on the net.  Those nuggets are read and rated by other Digg users and this determines how popular an item is.  This results in a community that relies on the recommendations of the greater whole to select content for the individual.  It’s an effective system at weeding through the reams of information the Internet spews daily.

Watch as people ‘hop’ from article to article on a journey to their chosen destination at the speed that’s right for them.  You’re seeing self-directed learning in its purest form.  How effective would training classes be for these folks?  They’re obviously accustomed to getting the info they want when they want it, is a classroom the best venue for them to get info regarding their job?

With the social network craze and the ‘we are smarter than me’ philosophies we’re hearing about quite often, the way in which we gather, share, find and use information has permanently changed.  Most of us are now full-fledged knowledge workers whether we think so or not and the toolboxes of training and development departments need to reflect the shift. 

Communities of Practice, Web 2.0, and the myriad other learning and development terms that are in heavy rotation are evidence that some progressive approaches need to be thrown into the traditional mix.  Classroom training isn’t dead - it will always serve a unique niche in the learning portfolio - I think it will just diminish to the point that it matches it’s impact on participants (<20%).

 Embracing informal learning in organizations will become a necessity in just a few years due to us becoming a knowledge society.  There are tons of articles out there that will tell you so - if you happen to run across one, Digg it!

Here’s an interesting video with some Googlers talking about knowledge and the economic impact: 

[youtube]http://youtube.com/watch?v=h8XDceL8jd0[/youtube]

Professionally my circles encompass both the competencies traditionally linked with a CLO (i.e. strategy, outsourcing, etc.) and the world of progressive learning & development (i.e. communities of practice, action learning, etc.). 

Given all of the research and data out there showing the impact of the more informal approach to learning it’s ironic to me that these two worlds rarely overlap…but they don’t.

That was reinforced yesterday when Trainingoutsourcing.com announced the “2007 - Top 20 Companies in the Training Outsourcing Industry.”  When you look down the list they are mainly software-based training content providers.  This is no fault of trainingoutsourcing.com - they are clear on the metrics that it takes to make the list.  I’m wondering about the buyers.  If 80% of learning comes from the informal side of the house, where are the outsourcing purchases associated with it?

Granted, it is the ‘training’ outsourcing industry and not ‘learning’ outsourcing but that should just be semantics in 2007.  It seems that, regardless of the data that shows what’s effective, people want something tangible.  The components of informal learning are a little grayer, a little messier, tougher to predict and certainly more difficult to price appropriately.  It is possible though.  I know because I’ve done it. 

Oh well - forgive the rant because this is actually one of the things that I enjoy about being in the field that offers the more progressive approaches to something.  It’s not an easy sell and I like that.  I feel like we are the little guy (looking at the list linked above I’d say that’s an appropriate feeling) and there’re many mindsets to be changed before our wares are in the mainstream…and I wouldn’t have it any other way.

CLO Media has just released their 2007 Business Intelligence Report.  In the Executive Summary they include ‘Trends in Informal Learning’ and report the following:

“Compared to formal workplace learning, informal learning tends to be unplanned and unstructured. Because informal learning can take a variety of forms, it is difficult to define and even harder to measure.  While the BIB reports that on average 58 percent of the learning occurring in their organizations is informal, fully 36 percent place that figure at 70 percent or more. However, only 20 percent of the BIB actually tracks informal learning in their organizations. Given this low number, it is not surprising that only 8 percent of organizations have a comprehensive strategy in place to manage informal learning.”   The report did go on to say that more than half of the organizations surveyed “expect informal learning to receive increased support” while 14% expect to receive a “significant increase in support” for informal learning. 

I see this as progress and great news.  Embracing informal learning is a major mindset shift for organizations that have been going the formal/traditional route for so long and it won’t happen overnight. 

Beyond the mental shift that needs to happen, significant investments have been made in processes, procedures and systems that are more aligned with formal/traditional learning.  It simply isn’t feasible to abandon what is currently in place for something new - I’m sure many will take a cautious, phased approach to integrating more informal learning into their learning portfolio.

For those of us in the field the shift can’t happen fast enough but as a business owner I understand the cultural and financial questions that must be vetted before supporting what many consider to be a radical approach.

I’m a day late on April’s Big Question from LCB but here are my thoughts to the following question:

ILT and Off-the-Shelf Vendors - What Should they Do?

In the age of Google, informal learning, mobile learning, social networking and the countless other areas that are being explored as avenues for learning, what does the future hold for those in the business of instructor-led training (ILT) and off-the-shelf courseware?

The diversifying portfolio being utilized at progressive organizations presents a wealth of options and an infinite number of combinations that can be used by a learning professional. 

If I were the owner of a company that solely provided instructor-led training and/or off-the-shelf coursework the quick answer would be to diversify my offerings to match what learning professionals are using in the market.  But - there is still risk associated in diversification, namely in lack of focus for my internal organization as well as brand confusion in the marketplace.  Plus it’s too easy to write…

There will always be a market for face-to-face training and mass produced content and I would make it my goal to determine the right business model for these services to be successful. 

The first step in doing so would be to determine which scenarios in the quickly changing field of learning would continue to sustain ILT and off-the-shelf material.  What unique features or benefits do ILT and off-the-shelf coursework provide?

ILT:  real-time access to an expert; face-to-face collaboration with peers; etc.

Off-the-shelf coursework: can provide superior delivery for content that won’t change often; can be used to provide content to large populations; etc.

What situations would benefit from these unique characteristics?

How about new-hire orientation programs where you want to impress new-hires with content that won’t change often and establish connections with their new peers?  ILT and off-the-shelf material may be a fit.  How about certification courses that leverage the same or similar information year after year?  The off-the-shelf model could be the answer.

After completing this analysis I would look for opportunities to re-brand my company as one that excelled in these niches (i.e. new-hire orientation, certification, etc.)

Additionally, I would seek out strategic partnerships with other organizations that offered complementary services (i.e. communities of practice) and present that package to the market. 

Although ILT and off-the-shelf are known not to contribute to the majority of how people learn in the corporate world, they are still viable modes of instruction and therefore will remain as something that organizations will seek to purchase.  Therefore there will continue to be a market for these services - it will just take savvy strategic planning to position a company to win in the new market.

Orbital RPM was part of a recent IT outsourcing project in the role of Global Change Management.  As part of that project we conducted a stakeholder analysis to determine the extent to which key stakeholders were engaged and informed on the areas of the project that interested them.

The ongoing communication plan at the time included activities such as a monthly newsletter, a weekly email from the project lead (an outsourcer), posts to an internal portal page, multiple Power Points and a large variety of other communication vehicles.

The results from the stakeholder analysis were very clear.  There were essentially two audiences in the organization; a) the general end-users to whom the change in outsourcers meant very little save for some basic process changes and b) the IT workforce or those that serve as a liason between their department (i.e. Finance, HR, etc.) and IT whose jobs were significantly altered (or eliminated) by the move.

The above mentioned communication vehicles were mandated by the organization but were useful only to the general end-user audience.  The IT audience was requesting very project specific information - the kind that can not be bottled and distributed in the form of emails or newsletters.  Rather they needed regular interaction with key project team members so that they could ask questions, discuss potential solutions and just stay updated on the project overall.

Specific recommendations were made to the client to address the IT group of the stakeholders such as reinstating a weekly status meeting where different team members presented each week and anyone could attend, Executives working from various locations and walking the halls with free time, and project leads hosting weekly global conference calls where any of their team across the globe could join in to ask questions or just listen. 

None of our suggestions were taken.  We muddled through the laborious effort of creating static communications while many opportunities for rich, informal communication passed by.  And, the informal route would have consumed far fewer resources.

What projects are occuring in your organization where an audience could benefit from a less structured approach to communication surrounding the project?  Most people will appreciate less email and less copies of a rarely read company newsletter.  Make it so that people can get the information they need when they need it.

I am a proud Alumni of the University of Florida.  Monday night the Gators beat Ohio State to win the National Championship in basketball just a few months after they beat Ohio State to win the National Championship in football. 

Even better, the Gators won the basketball tournament last year as well.  One of the announcers Monday night explained what Billy Donovan (Florida’s head coach) had done in the months leading up to last night’s victory while in the shadow of last year’s win…

He talked to others that had done it too.  Bill Bellichick of the New England Patriots was a common confidante along with Rick Pitino - both of which have secured their back-to-back wins. 

Stellar coaches are not the only ones that can benefit from this tactic because this is how all people learn.  What opportunities are there in your organization to put people in contact with others that have been through what they are going through, that have solved the challenges they are facing or that are utilizing a similar strategy? 

This can be in the form of a full-blown community of practice or a simple introduction among peers that may just last through lunch. 

Leave it to me to find a parallel between this great acheivement in sports and informal learning but hey…it’s what I do.