Transcript Taking e-Learning to the Streets - IPMA-HR

Taking e-Learning to the Streets
Innovation in Human Resources
Presented by:
E. Renee Brandon - MA, MBA, SPHR
Training Manager
City of Columbus (Ohio)
Department of Human Resources
Citywide Training and Development
Center of Excellence (CTDCE)
What we will cover
Organizational Background
Serving Internal and External Customers
The Application
Our Approach
Project Status
Lessons Learned & Recommendations
Next Steps
Questions and Answers
Organizational Background
Who Are We?
Who Are We?…The City
Eight-county region
28 cities and villages with 4,000+ population
Metropolitan area spans 4,000 square miles
1.75 million people in the region
Annual growth of 1.1%
Second-fastest major metropolitan statistical
area (MSA) growth in the Midwest
Driving Ohio’s population growth
26 colleges and universities
Home to 14 Fortune 1,000
headquarters
Who Are We?…Local Government
Vision: To be the best city in the nation in which to
live, work, and raise a family.
Mission
Principles of Progress
Goals
Education
Peak Performance
Dept. of HR Mission
CTDCE’s Mission
CTDCE’s Vision
CTDCE’s Values
CTDCE’s Goals
Who Are We?…CTDCE
Executive Order #03-01
Designates CTDCE as the initial and central point of
contact for all training products and services
Broker of training and schedules training activities for the
City
Service provider for the public
4 FTE (Manager/2 Coordinators/1 Office Assistant)
HS and College Interns/AARP OTJ Trainees
Internal and External Customers
City of Columbus Employees &
The Enterprise Customer
The Enterprise
General Public
Central Ohio population – Columbus is the 16th
largest city in the United States
754,885 residents.
CTDCE Enterprise customers may include any of
these residents over the age of 18
Individuals interested in personal and professional
development
Direct relationship with the local WDE entity &
Grant recipient
The Employees
+/- 9,500 employees
14 Departments
143 Buildings (estimated)
3 shifts
Field and office
Frontline, management and elected/appointed
officials
The Application
Let’s Be Innovative
The Problem
3 Problems = 1 Solution (sort of!) 
Internal Customer - Employee
Doing more with an increasingly reduced workforce
Limited time to attend offsite training
External Customer – The Public
Workforce Development Needs - Preparation for
job/career attainment or upward mobility
The Solution
E-Learning
Refresher Courses
Career Development, Exploration and Preparation
The Solution continued
Refresher Training e-Learning Topics
Sexual Harassment Awareness
Workplace Violence Prevention
Diversity
Health/Wellness/Safety
Ethics
Employee Work Rules and Policies
To increase annual refresher, compliance, and
mandatory training completion rates to >75% via
the implementation and utilization of e-Learning.
To reduce documented infractions
by at least 5% due to increased
awareness
The Solution continued
Career Exploration and Preparation e-Learning Topics
Career Development
Resume Writing
Interviewing Skills
Moving from a Job to a Career
Building Your Business Acumen
To assist in the personal and professional
development of unemployed learning participants to
the extent of minimally increasing confidence
(intangible -goal of 100% success rate) and at
maximum obtaining gainful employment (tangible goal of 30% to 50% success rate) due to increased
awareness and the implementation and utilization
of e-Learning.
Our Approach
Adult Learning Principles &
e-Learning Best Practices
Adult Learning Principles
Malcolm Knowles – Andragogy
Benjamin Bloom – Bloom’s Taxonomy
Sivasailam Thiagarajan – Experiential Learning Theory
Albert Bandura – Social Learning Theory
Carl Rogers - Experiential Learning Theory
Jerome Bruner – Constructivist Theory
Robert Mager – Criterion Referenced Instruction
Robert Gagne - Conditions of Learning
e-Learning Best Practices
Meaningful skills
Keep Lean and Light
Emotional Engagement
Connected Concepts
Elaborated Examples
Pragmatic Practice
Refined Reflection
Clark N. Quinn, Ph.D.
e-Learning Best Practices
Identify e-Learning needs in the broadest possible sense,
including tracking, analytics, collaboration, and other
important organizational constructs.
Define what AICC or SCORM compliance means for your
organization.
Institute a formal process for collecting and documenting
needs.
Select learning that’s appropriate for delivery by e-Learning.
Align e-Learning initiatives with current business issues.
Use business metrics to help evaluate and validate e-Learning
priorities.
Involve the many stakeholders and
internal constituencies to achieve buy-in.
e-Learning Best Practices
View platform decisions as long-term investments
understanding the TOC (total cost of ownership).
Emphasize the value-add elements of the platform to drive
acceptance.
Start with the minimum standard appropriate for the situation
and work upwards based on requirements.
Practice a bandwidth stingy; no plug-in approach unless the
parameters of the initiative call for otherwise.
In line with a no-plug-in philosophy, consider easier-to-use
authoring tools that do not require a lot of programming
knowledge and support rapid content development.
e-Learning Best Practices
Actively lead and manage the process.
Practice strong process management techniques and
document along the way.
Partner with internal and external vendors.
Develop a suitable skills base for e-Learning.
Define a set of company standards regarding the look and feel
of screen displays.
Use a disciplined planning approach to design that includes
paper prototyping, outlines and storyboards.
Consequential interactions should happen within the “5
minute 3 screen” rule.
Program developers should work in teams, never alone.
Perform extensive user testing.
ADDIE – Analysis - F2F
The e-learning course curriculum has been designed following
the A.D.D.I.E. instructional design methodology ensuring that
each course has experienced due diligence in the following
categories:
Analysis
Design
Develop
Implement and
Evaluate
Project Status
Are We There Yet?
Status of Project
In Pilot Phase of project
Starting with HR Professionals and Executive leadership
Waiting for internal technology team to update LMS
Lessons Learned and
Recommendations
Ooops!...Uh Oh!...I Didn’t Know
Ooops!
Software is a little “BUGGY” = some REWORK
“I thought I saved it”
Spent too much time in the Analysis Phase (F2F)
Uh-Oh!
Loss of 1 FTE
Established service provider contacts changed
unexpectedly
Slow response time - internal & external technical
support
Unplanned competing priorities/non-value adds
Metamorphosis of SME buy-in
Upgrade of LMS
I Didn’t Know
The magnitude of the e-learning software
capabilities
Available resources
The Wins
Renewed ENERGY because of this Grant Opportunity
Green initiative
Shortened training time
Increased transfer of learning
More learner accountability
Increased ROI
Increased visibility of CTDCE
Vision attainment
Consistency of topic delivery
Improved record keeping
REACH more learners
Next Steps
What’s Left and What’s Next?
What’s Left?
Launch via LMS
Evaluation , Metrics and ROI
White Papers and
Best Practices – Internal/External
What’s Next?
Training Needs Assessment (internal/external)
Identification of future e-Learning for internal and
external
Partnering with external government agencies,
universities, and non-profits
Questions and Answers
What Questions Do You Have?
Questions….Answers