E-Learning und Lernarchitekturen

E-Learning und Lernarchitekturen
8. Juni 2012 „Tagung Personalentwicklung“
Quadriga Forum, Berlin
Dr. Daniel Stoller-Schai
Head eLearning Services, UBS AG

Wo sind Sie hier?

© Dr. Daniel Stoller-Schai | 08.06.2012 2

Inhalt
1.  Strategische Personalentwicklung 20 Minuten
–  Workshop-Aufgabe 1 / Input 1
2.  Lernarchitekturen
20 Minuten
–  Workshop-Aufgabe 2 / Input 2/3
3.  E-Learning: Implementierung /
Umsetzung / Integration von E-Learning
Tools in die strategische 40 Minuten
Personalentwicklung
4.  Zusammenfassung und Ausblick
10 Minuten


Lernziel
Fragen, die beantwortet werden sollen
• Wie nutzt man eLearning für die strategische Personalentwicklung?
• Wie kann man mit eLearning flexibel auf die Bedürfnisse von Lernenden,
bezw. Unternehmen reagieren?

Layer 1 1.01 off-the-shelf eTutorial
Self Learning (web based trainings) 1.02 eLibrary
1.03 eBooks
1.04 customized eTutorial
1.05 eLecture
1.06 eSimulation (Behavior)
1.07 eSimulation (Application)
1.08 Edu-Marketing
1.09 Vignette / Expert clip
1.10 Learning Portal
Layer 2 2.01 off-the-shelf eClassroom
Collaborative Learning 2.02 customized eClassroom
Layer 3 3.01 Learning Communities
Social Learning 3.02 other social learning formats
Layer 4 4.01 Pre-Test (Prerequisite for courses)
Testing 4.02 Self-Appraisal (Gap Analysis)
4.03 Assessment (Certification)


Inhalt
20 Minuten
Personalentwicklung
10 Minuten


Aufgabe 1
•  Wie sieht bei Ihnen strategische
Personalentwicklung aus?

Gruppenarbeit an
den Tischen, 10 Min.,
Arbeitsblatt 1


Fallbeispiel UBS
•  Business University – „Center of
Fallbeispiel
Excellence (CoE) Talent“

Input 1


Our joint aspiration – UBS Business University: C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot

Knowledge drives Performance

“ The mandate
Essentially, it is about one thing – we must do
everything better than our competitors. To do that,
we will support you with the "UBS Business UBS Business University
Courses

University“[ …] We are depending on having the
t  Sales &
Advisory
t  Products &
Finance

most competent people on all levels.
t  Legal &
Compliance
t  Risk
t  General

”
Learning

Oswald Grübel, October 2009

The mission Top priorities for 2010
♦  Put strategy into practice and build a ♦  Fix leadership and managerial know-how, with
leadership culture specific focus on MDs
♦  Increase business and professional ♦  Fix knowledge for business critical functions,
skills with specific focus on client facing staff
♦  Build knowledge and competencies in
legal, compliance, and risk management
Launched in January 2010

C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot

Where we are located
Mix of virtual and physical learning campuses
The UBS Business University is organized globally and can virtually be accessed anywhere in all
regions.
As a global organization with different learning facilities in various regions, the UBS Business
University will leverage existing properties around the globe and with a range of applied learning
methodologies and training centers of the bank.

9 Major physical training
EMEA One Broadgate, facilities plus several
London
Stamford, CT smaller in-house facilities
Switzerland

Weehawken, NJ
Americas New York
Wolfsberg, Hong Kong, IFC
Ermatingen Seepark, Thun

Altstetten, Zurich APAC Command House,
Singapore


Transformation of learning purpose and organization
From a fragmented to an integrated approach

from… to …
Learning at UBS
Leadership
UBS Business University
WMA WM&SB CC IB GLAM
Institute
Legal & Legal & Legal & Legal & Legal & Integration
Compliance Compliance Compliance Compliance Compliance

Risk Risk Risk Risk Risk Reputation
Leadership Finance & Risk
Finance Finance Finance Finance Finance
Truth
Business Business Business Business Faculty Faculty Business Faculty
Education Education Education Education
Global Global Global Global Global Execution
Technology Technology Technology Technology Technology Clarity
General General General General General General
Learning Learning Learning Learning Learning Learning
Talent Talent
Programs Programs
Talent Programs Performance
Leadership Leadership Leadership Leadership Learning Operations
Management Management Management Management
Development Development Development Development
Executive Executive Executive Executive
Development Development Development Development
Org. Org. Org. Org.
Effectiveness Effectiveness Effectiveness Effectiveness

UBS Business University covers all learning under one roof.


General Learning Pathway
Induction Foundation Enhancement Specialization
Manageme
Leadership

Transformational Management
Accelerate your Essential Management Skills*
Skills* Leading UBS
and

nt

management Q3
transition forward
Managing Now!* Leading Now!*

M M M Presentation Skills
Professional Development

Advanced Presentation Skills
Express: Presenting with Impact
Difficult Conversations
Fundamental Communication Skills
and Conflict
Express: Fundamentals of Communication
New Joiner Navigator (Intranet-Application)

Express: Difficult Discussions
Managing Time & Priorities

Express: Effective Meetings
Express: Influencing Skills
New UBS (eLecture)

Business Writing Skills
Welcome Day

Project Management Project Mgmt Adv. Q3
Q3
Personal Effectiveness E-learning
& Sales Compliance
Advisory Risk, Legal

Introduction to Legal & Compliance Online Training
Operational Risk
and

Code of Conduct
(Mid-June 2010)

Commitment to the UBS Client Experience

Selection of Financial Selection of Financial
Products &

Understanding our Business Q3
Finance

Markets Education Markets Education
elements elements
Introduction to Financial
Banking Today Markets / Selected Intuition Modules Product Training
(CH only) (CH only)
Selected Fundamentals of Finance modules

*for line managers only
Legend: Classroom WBT M Mandatory Q3 Available in Q3


UBS Business University – Underlying guiding principles
Guiding Principles
♦ Our training is leader-led, senior management sponsors programs and is actively involved in
design and delivery, GEB members endorse and own leadership offering
♦ Delivery by subject matter experts (SMEs) and Key Talents drives credibility, ensures
relevance of content and offers valuable development opportunities ('learning by teaching')
♦ Internal and external experts drive innovation & enhance access to specific know-how
♦ We design and deliver learning in a structured way – focusing on impact and results
♦ We systematically review professional and managerial skills and steer enrollment and
nomination for training
♦ Our training is based on knowledge and capabilities' requirements for specific business and
leadership roles, approved by divisional ECs and GEB
♦ Utilize technology to extend accessibility and enhance quality
♦ Establish standardized assessment, design, delivery, measurement

How we do training impacts outcome


Business Needs Drive Learning Priorities
Business Aligned Corporate University

The choice of Top Priorities 2012
clients
worldwide •  Fix and enhance advisory &
sales skills, focus on cross
The #1 global divisional offering, especially UBS Business University
bank for HNW/ Client Leadership As an organization committed to learning, we want
UHNW clients Experience programs (CLE) to be the choice of talent — worldwide

The choice of •  Deliver targeted business
clients in offerings for basic banking
Switzerland skills, products & finance
A top tier bank in knowledge and certification
every growth •  Leadership development:
region support business Leadership Professional Advisory & Finance &
A leading client- transformation programs, fix Development Development Sales Risk; Legal &
focused basic leadership skills & Talent Compliance
investment bank •  Use technology in Programs
Economically innovative ways to increase
profitable in every learner engagement Learning Operations
business we (eLearning), accessible on
operate demand
Achieving the mid-
term target in-line Generating measurable business impact
with market
expectations


Learning Strategy with eLearning as an integral part of Learning in 2011
UBS Learning relies on optimized methodologies mix…

Yesterday Today Tomorrow

Work
Work Work =
Work
Learning
Learning Learning

eLearning classroom eLearning classroom eLearning classroom

The eLearning methodologies allow to: 2011 eLearning Offering
•  Scalability •  UBS specific content
•  Flexibility •  Fundamentals of Finance
•  Accessibility - 24/7 •  Legal & Compliance trainings
•  Efficiency
•  Understanding our business
•  WMA eLearning modules
•  Non UBS specific content
•  Financial Markets Education library (FME)
•  General learning modules

…supporting the merging of workplace and 'learn space'

Social Media verändert die Art und Weise, wie wir miteinander C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot

kommunizieren und interagieren

© Dr. Daniel Stoller-Schai | 08.06.2012 Source: http://socialprofitformulareviews.org/wp-content/uploads/2010/07/social-profit-landscape.png 15

Social Media verändert die Art und Weise, wie Finanzgeschäfte C:Program FilesUBSPresTemplatesPresPrintOnScreen.pot

getätigt werden

http://www.banking4tomorrow.com/ http://bit.ly/w8qbHb


Social Media verändert die Art und Weise, wie Finanzgeschäfte

getätigt werden


Inhalt
20 Minuten
Personalentwicklung
10 Minuten


Hintergrund
•  70/20/10 Rule
Hintergrund
•  Learning Architectures

Input 2


Literatur
Michael M. Lombardo (Author), Robert W. Eichinger:
Career Architect Development Planner (The
Leadership Architect Suite), Lominger Limited, 3rd
edition edition (2000). -> Creative Leadership
Institute (www.ccl.org)

Clive Shepherd: The new learning architect.
Onlignement, lulu.com, 2011.


70/20/10 Rule

http://www.edge-coaching.com/#/development-philosophy/4560779790


70/20/10 Rule

http://strategic-hcm.blogspot.ch/2011/11/reviewing-70-20-10-at-hci-learning-and.html


Learning Architecture
“A ‚learning architecture‘ is an organization’s unique map of agreed-upon
learning needs, learning strategies and delivery strategies for all of its training.
This gives designers, trainers and managers a clear view of what types of
problems the organization will solve, how they will solve them, what tools they
need and which approaches the organization will take.
It deliberately limits the organization’s options by deciding how and where the
training organization will focus its efforts – and it builds upon the organization’s
culture and history of learning.”
(Quelle: http://www.bersin.com/Lexicon/Details.aspx?id=12877)


Learning Architecture

(Wissensresourcen) (Lernresourcen)

(Lernbegleitung) (Gemeinschaften)

(Reflexion, Verstärkung) (Anwendung, Ausprobieren)
Quelle: Line Communications 2011 / Übersetzung DSS


Aufgabe 2
•  Ist 70/20/10 bei Ihnen ein Thema?
•  Welches sind die Komponenten Ihrer
„Lernarchitektur“?

Gruppenarbeit an
Arbeitsblatt 2


Fallbeispiel UBS
•  Learning Design
Fallbeispiel
•  Blended Learning

Input 3



4. Learning Design – an example
We consult, propose and develop blended learning solution for achieving
the highest learning impact
Course #1 – Correspondence & Communication
with the Public Course #2 – Risk Management

Module #1 Module #1

Overview OJT Overview OJT
Review, Transfer
eTutorial / eTest eSimulation

eClassroom

DocWeb / Knowledge Bank

Learning Communities on UBS Connections

OJT: On the job training


Learning Design Model
High Impact Learning Standards
Knowledge acquisition Knowledge consolidation / sharing Knowledge transfer / application
Start session (Orientation / Introduce the team / Communicate goals and

Closing session (Evaluation, Outlook, next steps, introduce to Alumni
Learning Methods (1:1; 1:M) Learning Methods (N:M) Learning Methods (1:1; 1:M)
Self Learning Open Space Self Learning
Online Teaching Workshops Online Teaching
Discussion
Team competitions
expectations etc.)

Learn on your own Learn collaboratively Learn on your own Learn collaboratively
etc.

Network etc.)
Content Content on Content Content on Content Content on Content Content on
online paper online paper online paper online paper

Support / Coaching Support / Coaching
Testing / Self Assessments Testing / Self Assessments
Before Face-to-Face Face-to-Face After Face-to-Face
Organizational conditions for Self Organizational conditions for Face-to- Organizational conditions for Self
Learning and Online Teaching Face learning Learning and Online Teaching
Learning Communities / Communities of Practice
(Self-) Learning Center (MyCampus + Portals)



High-Level Global Learning Operating Model

CoE Talent Global Learning Delivery
Activities

Strategic Program
Management / Facilitation Measurement/
Analysis & Analysis Concept Design Development
and Evaluation
Planning Roll-out / Administration

Talent Development Partner
CoE CC Specialist
Roles

Portfolio Engineer Learning Design Specialist
Learning Delivery Specialist
Learning Coordinator
•  Strategic •  Needs Analysis •  Development •  Learning design activities •  Learning Specialist •  Measurement &
Learning Needs set-up Existing Evaluation
•  Program Program
Analysis •  E-Learning development •  Learning Coordinator
Analysis Program
•  Options
under
•  Conceptual Ready &
•  Budget
Responsibilities

•  Task Analysis design •  Content development Approved consideration:
ownership
New
•  Audience Programs
•  Yearly
strategic •  Service
Analysis
planning process Program
Management
Ready &
•  Request Approved •  Learning SD
management Maintain
Content
Process •  HR
Analytics &
•  Governance (e.g. Reporting
new service
requests)
Governance


Learning Design (ILT & eLearning)
We provide the following products and services to our clients:
Process step 1
1.01 Needs, task, objectives, and audience analyses
Analysis

1.02 Curriculum and Conceptual design assessments
1.03 eLearning design assessments (Does this make sense?/ Is this
state of the art?
Process step 2
2.01 Develop blended learning design
Development

2.02 Develop instructional materials
Process step 3
3.01. Design and develop learning impact measurement strategies
Measurement

3.02 Execute transfer and learning impact measurements
Process step 4
4.01 Maintain instructional materials
Maintenance and Evaluation
4.02 Evaluate learning programs (Project evaluation, Return on
Education etc.)

Example page for a detailed design document for a course

within the WM Master curriculum


Inhalt
20 Minuten
Personalentwicklung
10 Minuten


Aufgabe 3
•  Was machen Sie im Bereich E-
Learning?

Gruppenarbeit an
Arbeitsblatt3


Fallbeispiel UBS
•  eLearning Services
Fallbeispiel

Input 4



MyCampus: Infrastructure 2008
Message Text

35



Educational Figures: Production 2011
Participants
•  119'242 Face-to-face Classroom participants (= ca. 1.8 Classroom activities / year)
•  389'658 eLearning participants (ca. 6 eLearning activities / year)

eLearning Services Switzerland

•  666 E-Tests, > 10'000 implemented questions in d, en, fr, it, etc.
•  574 eLectures (rapid eLearning Module)

•  285 eTutorials (customized Web based trainings)

•  1000 Skillsoft modules (off-the-shelf web based trainings)
•  266 Supported eClassrooms

Ratio: Classroom training: eLearning = ca. 1:4


Products and Services: eLearning Design & Development
We provide the following products and services to our clients:
1.03 eBooks
1.05 eLecture
1.08 Edu-Marketing


Off-the-shelf content | e.g. Skillsoft
Peer Relationships at Work



Customized content | Tutorials
Leading UBS forward



Customized content | eLecture
Introducing Core Cycle 2010/2011



Customized content | eLecture
Produktionssetup

Powerpoint/Script

Stimmaufzeichnung
Profi-Sprecher Fertiges eLecture

Video, Quiz, Umfrage, Animationen


Customized content | Educational Simulation
Branch Manager Coaching



Customized content | Software Simulation
GlobIS Campus

43



Customized content | Edu-Marketing
Workplace for the future



Customized content | Vignettes, Expert Clips
Communication Styles



eClassroom
Learning Partner Insight – L&T Development



eClassroom
Klassische Konferenzen (Beispiel Phonak)



eClassroom
Hybride Konferenzen (Beispiel Phonak)
BAA-Konferenz in England mit 500
Teilnehmern (Fragen über Mikrofon)

Virtuelles Publikum mit 100 Teilnehmern
(Fragen über Chat)

Teresa Ching präsentiert
von Australien



eClassroom
Virtuelle Konferenzen (Beispiel Phonak)



eClassroom
Beispiel für eine “recorded session” (Beispiel Phonak)



eClassroom
Kund/innen aus der ganezn Welt nehmen daran teil (Beispiel Phonak)

Malaysia

Aufzeichnungen zuhören in Australien Indonesien


Zusammenarbeit in 3D-Welten



Kundenberatertraining



Trainingsfälle durchspielen



Publikum gibt Feedback



Trainee in der Rolles der Kundenberaterin



Emotion-Panel



Was ist «UBS Connections»?



Was ist «UBS Connections»?
•  What is Connections?
–  Connections is an important tool for businesses,
supporting businesses, helping employees share
expertise, brainstorm across organizational and
geographic boundaries, manage projects and
build professional networks.

•  Why is Connections important?
–  Connections helps you to find the people and
information you need now and provides a forum
for you to ask questions and give answers. It’s a
place where you can have conversations about
the business topics that matter to you most and
make powerful connections with others anytime,
and from anywhere.
–  Why is this important? Connections collaboration
makes you more productive, and helps us to solve
problems, innovate and reach our business goals.



Welche Community-Typen gibt es?



Was ist eine Learning Community?

•  „Eine Learning Community ist eine Gemeinschaft von Personen, die ein gemeinsames
Lerninteresse oder ein gemeinsamer Lernauftrag verbindet. Gemeinsame Lernziele
werden durch kollaboratives Handeln und gemeinsame Reflexion erreicht. Eine Learning
Community in einem Unternehmen ist immer in einem Arbeitskontext situiert, wird durch
internetgestützte Groupware-Software ermöglicht und ist damit eine wesentliche
Komponente von Workplace Learning.“
•  Learning Communities haben im Vergleich zu anderen Communityformen einen kürzeren
Lebenszyklus, dafür aber einen stärkeren thematischen Fokus und einer höheren
Aktivitätsrate. Für den Ausbildungsbereich sind sie quasi das „missing link“ zwischen
Lernen und Arbeit und damit eine wichtige Komponente bei der Umsetzung von
arbeitsplatzbezogenem Lernen.

(Quelle: StB09, S. 5)



Die Anfänge



Ein 8-Schritte Programm zum Aufbau von Learning Communities

Initiierung Start Betrieb

1.  Information 6.  Pre-Launch 8.  Unterhalt
(Maintenance)
2.  Startveranstaltung 7.  Launch
und Reporting
3.  Vorbereitung

4.  Setup / Design

5.  Training



Testing | eTesting, Assessments and Knowledge Checks
Risk & Compliance Skills Review

64


Inhalt
20 Minuten
Personalentwicklung
10 Minuten


Ausblick: eLearning
1.  eLearning wird sozialer, synchroner, mobiler. Klassischer Experten-gesteuerter Web-based training

Ansatz wird durch Anwender-gesteuerter Social Learning Ansatz erweitert.

2.  Transfer von Face-to-Face (F2F)-Verhaltensweisen in den virtuellen Raum als Ausgangsbasis, um
neue Lern-, Kommunikations- und Kollaborationsformen zu entwickeln.

3.  Weiterentwicklung Online-Didaktik: Es ist noch vieles zu tun nach 2000 Jahren F2F-Lernen.

4.  Rapid eLearning – Wir brauchen didaktisch bessere eLearning Autorensysteme.

5.  Zunahme von „On demand learning“ („Google style learning“ / „5 minutes learning“): Instant

Lernen vs. Verstehen und Bewerten des Kontextes.

6.  Interaktion mit virtuellen Personen: pädagogische Avatare, Intelligente Assistenten (Bsp. Siri ->

iPhone 4S).

7.  Lernen mit Simulationen und Spielen (Gamification).


Was wird uns beschäftigen?


Wie künftige Mitarbeiter heute lernen

http://www.cyp.ch/home/
http://www.itreseller.ch/Artikel/art_details.cfm?aid=69458 http://www.cyp.ch/bildungskonzept/bildungskonzept/


Lernziel erreicht?
Fragen, die beantwortet werden sollen
• Wie nutzt man eLearning für die strategische Personalentwicklung?
• Wie kann man mit eLearning flexibel auf die Bedürfnisse von Lernenden,
bezw. Unternehmen reagieren?

1.03 eBooks
1.05 eLecture
1.08 Edu-Marketing


Kontakt
Dr. Daniel Stoller-Schai
Head eLearning Services
UBS AG | Corporate Center | HR Service Delivery
Max-Högger-Strasse 81
8090 Zürich
+41 44 238 88 51
daniel.stoller-schai@ubs.com

Twitter: http://twitter.com/#!/stollerschai
Xing: https://www.xing.com/profile/Daniel_StollerSchai
Scribd: http://www.scribd.com/dstoller
Slideshare: http://www.slideshare.net/dstoller/


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