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Showing posts with label Learning at Work. Show all posts
Showing posts with label Learning at Work. Show all posts

Monday, August 09, 2010

In Good Company: Thanks Zaid Learn and Everyone Create a Personnel Learning Network

This weekend I got a nice little piece of news when Zaid Ali Alsagoff sent me an email letting me know I had been named on his list of his "TOP 10 LEARNING SITES FOR PERSONAL LEARNING" now this is an honor because Zaid does some amazing work on this blog, especially in terms of visuals.

I am flattered to be included as the list includes the TED Talks(see an inspiring one below), Tony Karrer's eLearningLearning, Jane Hart and Stephen Downes among others.

But the point Zaid is making is that there are thousands of learning opportunities available for free on the web and many educators don't take advantage of those opportunities. He is encouraging everyone to create their own Top Ten List that helps them become better at their subject matter, with web skills or any area in which they desire. I could not agree more.

The web is a wonderful educational tool and, to be honest, the list of 10 is just the tip of the iceberg, there are wonderful, wonderful resource available all over the web that educators, trainers and developers need leverage.

In fact, Christy Tucker in a posting Instructional Design and E-Learning Blogs has listed over a dozen but the point is not to merely copy or mimic what others are doing, instead, create your own Personal Learning List and actively use it to learn!




Of course, I always have my younger son to keep my feet on the ground, he told me the other day, "you are not funny and your jokes are lame." Nothing can top that:)

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Thursday, July 08, 2010

Formal Learning All the Way...Baby

There has been a lot of talk about formal vs. informal learning in the educational blogosphere and when it comes right down to it, formal learning is the most effective. Here's why.

Recently, I was touring a nuclear power plant training facility and had a chance to see the room where operators are trained. It is an EXACT replica of the actual operations room in the real plant right down to the same ambient sounds.

When I visited the Johns Hopkins Simulation Center, we ran a simulation involving a patient heart attack. The actions taken by myself and others occurred in a simulated hospital room using the same equipment found in any hospital room. When pilots train, they use a flight simulator that acts and reacts just like a real aircraft complete with hydraulic movements to simulate actual responses of the plane.

When lives are on the line, the learning process is studied, calculated and formalized to a degree of realism as close to 100% as possible. In these life and death training situations, the actions of the individuals involved in the training are timed and measured against objective standards. If you don't administer oxygen within the prescribed time frame in the simulation, you know about it as you watch a recorded version of your actions as an instructor provides feedback. The fidelity between the environment in which the performance is required and the environment in which it is trained and practiced is extremely high.

The processes have been formalized, in knowledge work, many of the processes are formalized. We like to think knowledge workers spend all day "problem-solving" but in reality they spend all day finding out what procedure should be followed in what situation. Sales people have procedures for overcoming objections, managers have procedures for dealing with a crisis or an upset customer, insurance agents have procedures for handling claims, instructional designers have procedures for creating role-plays or teaching concepts vs. facts.

Formal feedback loops, reflective learning opportunities, established standards, prescribed activities are all critical to the success of the learner in the nuclear power plants, hospitals and while flying planes. The training is all formalized. Learning and expected behaviors are not left to chance, actions are parsed, best practices studied, conclusions drawn from data and the experience of experts. This is because the difference between a radioactive disaster and successfully creating electricity is formal learning events and authentic practice.

So, if you want a highly trained individual capable of performing his or her job to the highest standard, you need formal learning conducted in an authentic learning environment.

Anything less is not as effective and the performance will not be guaranteed. Without formal training if someone does something right, it is most likely by chance. Do we really expect a person to effectively sell product in a retail environment without authentic formal instruction? Do we expect a customer service employee to provide excellent customer service and use the computer system to look up critical information when the training is delivered in a classroom environment which is an environment nothing like the actual environment in which they are asked to perform. We are kidding ourselves if we think we can avoid formal learning events and we are kidding ourselves if our learning events are not as authentic as we can possibly make them. The higher the fidelity, the better the performance in the actual situation.

Do we expect college students in a economics class to understand entrepreneurship without ever having run a business? Do we expect managers or leaders to effectively operate in a crisis situation when they've only read about the five steps needed to operate in a crisis? Or discussed it in a chat room?

If you want effective, mistake free results, only formal learning events conducted in an environment as authentic as possible provide the desired level of performance and outcomes. Everything else is a compromise. Realistic, formal learning events make a difference.

If I want assurances of outcomes, I want someone formally trained.

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Wednesday, December 02, 2009

New Sustainability Education and Learning Web Site Launched


Learn about sustainability issues
 at the Sustainability Institute.

A major issue within organizations today is sustainability. The ability to do the right thing in terms of the environment and in terms of conservation of energy, natural resources and our planet.

In an effort to increase awareness and learning in the area of sustainability, Kaplan-Eduneering in conjunction with Seventh Generation just launched the Sustainability Institute. A site that provides information on basic sustainability concepts and techniques. The site has many good resources that can be explored.

Check out the site and, especially, the short video demonstration that shows how you can learn quick, targeted pieces of information in a short period of time.

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Monday, November 23, 2009

Training Industry Statistics

Here are some interesting statistics from TRAINING.

  • 2009 U.S. Training Expenditures (including payroll and spending on external products and services) was $52.2 billion (a 7% decrease from last year)

  • 41% of organizations plan on purchasing online learning tools and systems in the next year.

  • Payroll was $32.9 billion, about a $1 billion dollar overall loss from 2008.

  • 47% of organizations surveyed reported a decrease in training budgets this year.

  • Companies spent $1,036 per learner this year ($1,075 in 2008).

  • Small companies (10-999 employees) spent about 33 hours of training per employee in 2009.

  • Midsized (1,000 to 9,999 employees) spent about 29 hours of training per employee in 2009.

  • Large (10,000 or more employees) spent about 33 hours of training per employee in 2009.

  • 1.5% of companies are using social networking or mobile training methods.

  • 47% of training hours are delivered by a stand-and-deliver instructor in a classroom setting.

  • 18.5% use online or computer-based technologies for their training delivery.

  • $306,178 was the average expenditure for training outsourcing

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Monday, October 26, 2009

Selling to Techies and Visionaries

This posting relates to my posting Technology Adoption Continuum: Types of Adopters. Read that posting first or this one may not make sense.


The techies and the visionaries are early adopters of new technologies (like virtual worlds) within organizations. Both the techies and the visionaries like the idea of a brand new technology even if their reasons are slightly different—techies want to explore it while visionaries want to exploit it.

New learning technologies appeal to both groups precisely because they are new and few other organizations are deploying them on a wide spread basis. When selling the use of new learning technologies to these two groups, stress the newness of using the technology for business and distance education applications.

Specifically when selling to techies, let them know the software specifications, the hardware capabilities and the technology behind them. Stress the newness of the technology and the innovative uses of the new learning technology. When selling to visionaries, let them know that it provides an advantage to themselves and their organization. Show them how the the new learning technology will provide a competitive advantage over others. Sell the “advantage” of the idea and the newness of the technology.

Unfortunately, the newness of innovative technologies for learning is exactly what the pragmatists, conservatives and skeptics dislike. These individuals, many of them are organizational decision makers, are not interested in pushing the envelope in either business or educational practices and especially not with technological features. They want a solution that is more in line with the status quo. They want the “tried and true” approach and wonder what’s wrong with classroom instruction.

Know your stakeholders so you can position the technology appropriately.
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Friday, October 23, 2009

Technology Adoption Continuum: Types of Adopters

if you are trying to implement technology into your organization, you need to know who you are dealing with when you speak to the stakeholders. Here are some insights.

In any organizational system, there are five types of individuals on what is called the "technology adoption continuum."

On one end of the continuum are the technology enthusiasts who embrace, almost blindly, any new technology just because its new. On the opposite end are skeptics who reject any use of new technology in a corporate, academic or government setting just because its new technology.

In between there are technology visionaries, pragmatists, and conservatives. Each one is more hesitant to adopt technology than the last.

Technology Enthusiasts. These are the hardcore techies of the organization. These folks love technology because it is technology. Technology enthusiasts will be the first to embrace a new technology. They enjoy and are fundamentally committed to any new technology. They like to fiddle with various types of technology and want to be the first ones to explore new software tools. They ask the questions, “Is it cool and does it do neat stuff.” And “What are the specs of this software?”

Visionaries. While the techies might not be interested in the business or educational advantages of new learning technologies, the visionaries are only interested in the business or educational advantage. They are not interested in technology for technology’s sake. They want to know how this new technology is going to position the organization ahead of competitors or how it will help students learn more effectively and be more engaged.Visionaries ask the question, “How can I use this new technology to my advantage before the competition gets a hold of it?”

Pragmatists. This group typically deliberates for sometime before adopting new technology. This group wants the “proof” that the new technology is better than existing educational tools or other traditional methods. They want the whitepapers, the research basis, and the facts before proceeding. They want to know that the new technology is being used by hundreds of other organizations before they will adopt it themselves. While deliberate and demanding of proof, the pragmatists do not want to be the last group to adopt a new technology. If they see something is working and it seems to make sense, they will move to adopt.The pragmatists ask the question, “Does this really work?” And “We aren’t the first to do this, right?”

Conservatives. Even less eager to embrace innovation are the conservatives. These individuals are extremely slow to adopt new technology as business and educational tools and are extremely cautious toward new technologies in general. Whereas the pragmatists wanted to know that the new learning technology is being used by hundreds of others, the conservatives want to know that they are being used by millions of others. This group is hard to please and a little cynical about new technologies. Members of this group will not adopt the use of new technologies for learning until the techies, visionaries and pragmatists have all done so. Conservatives want assurances that the use of new technologies is more or less like the use of older technologies—just better.Conservatives ask the question, “What’s the matter with doing this the traditional way, it has worked for years, and I don’t understand why we need to change methods?”

Skeptics. Skeptics will never think that the new learning technology is appropriate for learning. They delight in challenging the hype and claims of the advantages. “This is childish.” “Yes, it might be "fun" but it doesn’t teach.” “Where is the evidence that this new technology is better than instructor-led classroom teaching?” Skeptics will continually ask “innocent” questions in an attempt to undermine the implementation of new technologies. Fortunately, there are usually only a few skeptics within any particular organization. Unfortunately, they do tend to be highly vocal and attempt to persuade the pragmatists and the conservatives to become skeptics. The point of reference for skeptics is the past. Skeptics will tell you, “This will never work; it’s a fad.”

Understanding the location of the stakeholders on this technology adoption continuum will help you to craft your "message" to those who you are trying to convince to adopt a new technology alike a virtual world, mobile learning or serious games for learning.

The source for this information comes from two books on the topic.



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Tuesday, August 25, 2009

How Much for that E-Learning in the Window?

One of the biggest obstacles companies encounter when looking for e-learning is the question...how much does it cost? That question has been around for ages and never seems to have a satisfactory answer. Most e-learning vendors are a little evasive when it comes to answering that question.

As a case in point, check out this posting called Does anyone know how to price e-learning?

Here is another story on the price of e-learning called The Cost of E-Learning

When it comes to LMS pricing, the answers are even less forthcoming.

Enter a vendor who is laying the pricing issue right on the table. A company called Intellum provides a wonderful pricing matrix on their site. And the matrix is visual so instead of having to wonder what a "medium level of interactivity" actually means. You can click on sample screen shots and see what you can get for $10,000 or $20,000 or even up to $40,000. The concept of open samples and pricing is wonderful for clients.

Click on image to see examples arranged by price.


They do the same for their LMS pricing structure.

You know the LMS price from the beginning.


Love the concept. Check out the site and the software, you'll have a really good idea of what you are purchasing and what you can get for your dollar...such a novel approach to custom course development and LMS pricing...amazing.

UPDATE: Here is a link from OnPoint Digital to their advertised pricing structure. They've been letting customers use an interactive Excel-based model right off their main web sites to allow customers and prospects to quickly determine the 1 to 3 year price for any solution we offer for many years. Check out a link to their pricing.

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Tuesday, August 18, 2009

How Long Does It Take to Develop One Hour of E-Learning-Updated for 2009


Ever wonder how long it takes to design and develop one hour of e-Learning? Lots of people have wondered and there are a few resources on the topic:

Here is a good one by Bryan Chapman
How long does it take to create learning?

Here are survey results from The eLearning Guild
The e-learning Development Time Ratio Survey

And here is my attempt at a measurement from 2003.
How Long Does it Take?


And now, I have partnered with Robyn DeFelice of DishingDesign and we have updated the article for 2009.

Time to Develop One Hour of Training Perhaps the most interesting part of the article is the comparison of 2003 and 2009 numbers. If nothing else, check out the chart.

For example: in 2003, the low estimate for developing One Hour of Instructor-led, Web-based training delivery (using software such as Centra, Adobe Connect, or WebEx-two-way live audio with PowerPoint)was 30 hours and the high estimate was 80 hours. In 2009, the low estimate is 49 and 89...both higher. Is it taking us longer to develop e-learning than it did six years ago??

Additionally, I know a number of people don't agree that the measure of "one hour of e-learning" is even valid...if not, then what measure do we use? How do we speak to stakeholder if we can't give an estimate...?

What do you think, I'd love to have your feedback on "one hour of e-learning development time."

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Tuesday, February 03, 2009

What Learning Professionals Can Learn From the Steelers



Having grown up in the Pittsburgh area during the Steelers first run at four Super Bowls, I am a born and breed Steeler's fan. Loved seeing the team get number six!

So why are the Steelers so successful and what can Learning and Development professionals learn from the Steelers.

First, one of the things that Ben Roethlisberger said to his team in the final minutes of the game when he walked on the field and got into the huddle hoping to to march down the field was "...it’s now or never, I told the guys all the film study you put in doesn’t matter unless you do it now.

The lesson is that all the training and practice and studying doesn't really matter unless you can deliver. We Learning and Development professionals need to put much more emphasis on job performance than on having exciting e-learning or fun activities in the classroom. In the final analysis, it is performance that matters, nothing else. Instruction means nothing if the learners can't perform.

Second, when asked “What was the call on the last play of the game?” Roethlisberger responded half-jokingly. “Drop back. Scramble right. Scramble left. Find someone open.”

The lesson is that Learning and Development Professionals have limits in what we can do. We can design the material as effectively as possible, we can cross all the t's and dot the i's but in the end, it comes down to the learner's willingness to apply the learning to their situation. Their willingness to perform and, at time, their ability to improvisationally apply the lessons learned to the situation.

At some point, the learner is responsible for his or her own learning. We can't train every possible contingency, we can't train for everything, in the end the learners need to want to learn and apply their knowledge to their situation. We can only take so much credit...or blame. The rest has to go the learner who needs to figure out how to apply what we provide to them to their unique situations. Just like Ben.

Third, the Steeler Franchise is successful and consistent. The team has been around for thirty years and only had three head coaches. But have won six Super Bowl. When other, less successful franchises are switching coaches every two or three years.

The lesson, consistent focus provides success. Often learning professionals jump on the latest fad without keeping the underlying fundamentals of good instructional strategies and effective instructional design. Focusing on a consistent application of instructional design methods provides success. The technology may change but the strategies for providing learning opportunities have not changed. We must always apply the right instructional strategies no matter the available technology. If you do instructional design correctly, the learning will be consistent and successful.

So, there is a quick look at what the Steelers can teach instructional designers from a fan of both. What other lessons do you think the Steelers can teach instructional designers?
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Tuesday, January 27, 2009

Learning Statistics

Here are some interesting statistics about learning. Of course, the data was collected before the great finanical meltdown but still interesting data

According to ASTD, an organization of professional learning and development practiioners:
ASTD estimates that U.S. organizations spent $134.39 billion on employee learning and development in 2007. This amount reflects direct learning expenditures such as the learning function’s staff salaries, administrative learning costs, and non-salary delivery costs (including outsourced activities). Nearly two-thirds of the U.S. total ($83.62 billion) was spent on the internal learning function, such as staff salaries and internal development costs. The remainder ($50.77 billion) was allocated to external services such as workshops, vendors and external events. These types of informative statistics appear in ASTD’s annual State of the Industry report.

According to a report issued by US Department of Education titled Distance Education at Degree-Granting Postsecondary Institutions: 2006–07, the following is true of education in postsecondary schools.

During the 2006–07 academic year, two-thirds (66 percent) of 2-year and 4-year Title IV degree granting postsecondary institutions reported offering online, hybrid/blended online, or other distance education courses for any level or audience. Sixty-five percent of the institutions reported college-level credit-granting distance education courses, and 23 percent of the institutions reported noncredit distance education courses.

Sixty-one percent of 2-year and 4-year institutions reported offering online courses, 35 percent reported hybrid/blended courses, and 26 percent reported other types of college-level credit-granting distance education courses in 2006–07. Among institutions that offered online courses, 62 percent reported that 100 percent of the instruction in those courses must be online.


According to an article titled Investing in eLearning Proves to be Lucrative, in India the market is large.
Even thought the Internet penetration is 4% in India, still the e-learning market size is $27 million or Rs 105 crore. It is projected to grow to $280 million or Rs 1,092 crore by 2012, according to an education sector report by the reputed brokerage firm CLSA Asia Pacific markets.

Says Vijay K Thadani, co-founder and CEO, NIIT Ltd, “In 1983, when we started offering e-learning material, we were using own network to deliver the material—so it was largely computer-based training at the time.” Currently, NIIT services 5,00,000 students in 32 countries and 750 centres. It has a library of 3,500 courses.

Additionally, the May 2008 article reports:
the current e-learning global market size is over $20 billion (Rs 78,000 crore)—grown ten-fold since 2000). E-learning market is expected to surpass $52.6 billion (Rs 2,05,000 crore) by 2010. Online tutoring is a $4 billion (Rs 15,600 crore) industry and is growing at a rate of 10%-15% per annum.


If you have any more up-to-date links on the growth of elearning or even its non-growth, please post.
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Tuesday, November 18, 2008

Seed Company Finds Growth with Online Learning

According to an article in the Wall Street Journal, Golden Harvest Seeds, Inc. was frustrated with its sales-training program for 250 employees and 2,000 independent crop-seed dealers.

Costs were rising, it was hard to find good trainers and in addition, the sessions took valuable time out of workers’ days. So the company hired a vendor to produce and post online videos for teaching sales reps how to sell Golden Harvest seeds.

The results indicated that not only were employees watching the videos, mostly on Saturdays or Monday mornings but sales increased as a result of the online training. The training has contributed to setting records in new customer acquisitions and new dealer recruitments.

In fact, in the first full year of the online training, the company’s revenue jumped 14% or about $30 million.

Check out the article for yourself...Firms Go Online to Train Employees

The article also discusses how small business are using e-learning. The image below describing how small business use different training delivery methods accompanies the article.

As you can see, e-learning is right up there with print-based learning materials. In this economy with large corporations laying off employees, you may want to consider designing e-learning for small companies (if you are a content developer.)


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Friday, September 12, 2008

Thoughts on Innovation...

Here are some interesting lectures on the concept of innovation. A couple are long but all are worth a listen. Many people mis-use the term "innovation" and it sometimes looses meaning when so many claim to be innovative. I think these three videos put the concept on innovation in the right position.







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Saturday, September 06, 2008

Social Networking Not Corporate Enough for Your Company?

If you think that social networking is just a fad or is only good for social things like what album you like or what what book you are reading...but is not appropriate for work...think again.

Some of the most sophisticated information analysis, exchange and monitoring agencies are using social networking software to make their information gathering process stronger and more meaningful. According to the article CIA, FBI push 'Facebook for spies' at the CIA, FBI and the National Security Agency bosses are encouraging their staffs to use a new social-networking site designed for the super-secret world of spying to exchange information. The social networking application is called A-Space.

As the article states:
The goal of A-Space, like intelligence analysis in general, is to protect the United States by assessing all the information available to the spy agencies. Missing key data can have enormous implications, such as an FBI agent who sent an e-mail before September 11, 2001, warning of people learning to fly airplanes but not learning to land them.

"There was the question, 'Was that a dot that failed to connect?' Well that person did this via e-mail," Wertheimer said. "A-Space is the kind of place where you can log that observation and know that your fellow analysts can see that."

Now imagine what "dots" in your organization are never connected? What new product is under development in your R&D department that would fit the exact need expressed by a customer just a few days ago? What new sales technique was just used to land the big account that is similar to 40% of your prospective clients? What new training method or other new piece of information is currently lost in your organization because they are lost in an email?

Social networking is a powerful learning and collaboration tool...not just something to do "socially." As a learning and development professional or any other professional, strongly consider creating a social network within your organization. It will collectively raise the ability of the entire organization to "connect the dots."

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Monday, August 25, 2008

Instructional Design Clients...Gotta Love'm

I have so totally been the vendor guy in this video...



Shout out to Mike Qaissaunee at Frequently Asked Q who had this video on this blog. Great find Mike!!

I think it was originally posted at Communication Nation: The Process#links (trying to cite the right heritage of postings.)__

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Tuesday, August 19, 2008

Brain-Based Learning that has Gone Too Far!


This is an older article but is still kinda scary. Read the full article at Brain in a Dish Flies Plane

A University of Florida scientist has created a living "brain" of cultured rat cells that now controls an F-22 fighter jet flight simulator.

Scientists say the research could lead to tiny, brain-controlled prosthetic devices and unmanned airplanes flown by living computers.

...scientists placed an electrode grid at the bottom of a glass dish and then covered the grid with rat neurons. The cells initially resembled individual grains of sand in liquid, but they soon extended microscopic lines toward each other, gradually forming a neural network — a brain — that DeMarse says is a "living computational device."

The brain can learn, just as a human brain learns, he said. When the system is first engaged, the neurons don't know how to control the airplane; they don't have any experience.

[At first the brain doesn't know how to fly the airplane] but over time,stimulations modify the network's response such that the neurons slowly (over the course of 15 minutes) learn to control the aircraft. The end result is a neural network that can fly the plane to produce relatively stable straight and level flight."

This brain-controlled plane may sound like science fiction, but it is grounded in work that has been taking place for more than a decade. A breakthrough occurred in 1993, when a team of scientists created a Hybrot, which is short for "hybrid robot."

The robot consisted of hardware, computer software, rat neurons, and incubators for those neurons. The computer, programmed to respond to the neuron impulses, controlled

Ok, so can we grow a brain to create good e-learning?

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Sunday, May 18, 2008

Work at Learning, Learning at Work: Create a Learning Portfolio


Once again I am participating in the The Working/Learning blog carnival. This carnival has one broad theme: work at learning; learning at work. The idea is for many blogs to createin posts that relate to how individuals can go about their own learning, and how learning happens in the workplace. This week it is being hosted by Rupa at One Stop Resource for Instructional Designing.

Check out Rupa's posting for the carnival.

Here are my thoughts for this month.

Learning at work is both accidental and purposeful. Often a person will learn from a co-worker, a boss or even a client. Sometimes they will learn what "not-to-do" as well as what they should be doing. Sometimes learning will be from an email the you were accidently copied on or from over hearing a discussion in the hallway.

Other times a person will establish a goal of learning something, "I am going to learn how they calculate the budget for my department" or "I am going to learn how to write a better proposal." These types of learning events are not typically scheduled in advance or are even on a person's radar until the moment of need arises and then they spring into action.

Other times there is a long term learning goal, "I am going to learn to be a project manager and then position myself so I can become a project manager." These types of purposeful learning goals are long-term and planned in advance.

As you think about learning at work it is important to create both short and long term goals as well as allowing accidental learning to influence what you are doing. The more types of learning you can include in your "Learning Portfolio" the better off you will be in the long run and the more you will learn at work.

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