It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
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THE CORPORATE UNIVERSITY:
A MODEL FOR CONTINUOUS LEARNING
John Constantine
Senior VP, Learning & Talent Solutions - Orchestrall
Michelle A. Youngers
Co-founder & Board Director, ScienceMedia
CFO & COO, Posiba, Inc.
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LEARNING OBJECTIVES
◊ Identify and discuss the strategic drivers for an end to end
employee training environment:
▪ Characteristics of a successful model
◊ Assess the needed capabilities shift and related emerging roles
within L&D.
◊ Determine new learning methods and supporting technologies to
enable continuous learning.
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AGENDA
Introductions (15 min)
Presentations (35 min)
A vision for the full-service Corporate University
Applications of New Model, Learning Theories and Technologies
Case Studies
Break Out (20 min)
Where this model does well, and not so well
Interactive Discussion (20 min)
What is Happening In Your Company Today?
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THE CORPORATE UNIVERSITY
Definition
A corporate university is any educational entity that is a strategic tool designed to assist its parent
organization in achieving its goals by conducting activities that foster individual and organizational
learning and knowledge.
Key elements:
• Broad relative framework that provides base knowledge of customer, competitors, best practices and industry trends
• Provides for core competencies to be transferred from both within and without the organization
• Integration of corporate-wide initiatives and common culture
• Provides career development to help retain (and recruit) talent
• Continuous learning focused on innovation and process improvement to drive change
Platform Technologies & Support/Administrative Services
Recruit Onboard Educate Credential Develop Manage Lead
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Global Human Capital Trends
Evolving business needs
Changing employee landscape
• Global, highly connected
• Millennial becoming a major force
• Older workers highly engaged, valuable
contributors
• Technology-savvy
Impact of technology and social media
Human Capital Challenges (Ranked)
Leadership
Retention and engagement
Reskilling HR
Talent acquisition and access
Global workforce capabilities
New issue:
• The overwhelmed employee
STRATEGIC DRIVERS FOR CHANGE
Source: Global Human Capital Trends 2014: Engaging the 21st Century Workforce, Deloitte
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CHARACTERISTICS OF A SUCCESSFUL MODEL
Coordinated and Centralized
Senior Leadership support, identified roles (CLO, etc.)
Content, Access and Sustainability
Allow for skill development to keep pace with business changes
Competencies transferred from experts to learners (sources both inside and outside the
company)
Adoption of Leading Edge Learning
Learning methods that allow for continuous learning
Tools that enable anytime, anywhere learning
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Just in Time Learning
• Sprints
• Contests
• Subscriptions
• Assessments
Early Employee Life Cycle
• Hire (candidate sourcing)
• Train - Onboard
• Inspire (video coach)
• Champion
OrchestrallConnect 3D
• 3D Meetings
• Office Hours
• Train
• Poster Sessions
• Town Halls
Consortia
• Asia Training Consortium
• Global Training Consortium
• www.trainingconsortium.asi
a
LMS
• Learning Tracked
• Learning Reported
LCMS
• Micro-Learning Library
• Media Assets
• Course Assembly
Courseware
• GcP/GmP
• Life Sciences
• Quality
• Business Acumen
• Compliance
• Training ROI
Services
• Custom Courseware
• Strategy Consultation
ELEMENTS OF A UNIVERSITY PLATFORM
E-LEARNING
CENTRIC
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THE CHANGING L&D ENVIRONMENT
Traditional Approach
Delivering training
Focus on effectiveness of learning methods
• Content Design / Development
• Delivery and Facilitation
• Learning Technology Management
• Knowledge Management
The course is the basic building block
Continuous Learning Approach
Delivering capabilities with a focus on the
learner
• Training Delivery
• Learning Technologies
• Instructional Design
• Content Development
Focus on innovation and process improvement
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THE CONTINUOUS LEARNING IDEAL
Exchange “Push” with “Pull” Learning
Employees become more engaged – they can direct learning
Online and mobile platforms provide anytime access
Learning is part of the everyday work experience, not an “event”
Focus on How Learners Learn!
Context-based experiences for new knowledge
Technology has transformed work environments
Increased collaboration and expertise sharing
Balance technology with simplification
New Human Capital issues – the overwhelmed employee
Source: Reimagining L&D Capabilities to Drive Continuous Learning, Bersin by Deloitte / Dani Johnson, March 2015
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CONTINUOUS LEARNING: EMERGING TRENDS
Microlearning
Small, digestible content bursts
Learner-driven
Benefits just-in-time performance support
Increases knowledge retention with repetition
Flexible for both “push” and “pull” learning
Portable and reusable, therefore cost-effective
Impactful Microlearning requires standardized
design and instructional-based elements.
http://www.l-ten.org/page/June2016microlearn
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CONTINUOUS LEARNING: EMERGING TRENDS
Accessible Delivery Systems
Anytime, anywhere access to drive performance
support
Content in easily digestible formats
LMS limited to compliance-based training
Off the Shelf Content
Resources for non-proprietary learning content are
abundant!
Provides external subject matter expertise
Faster, cheaper, more efficient for updates
Learner Experience
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Break Out Session
In small groups discuss:
Where does this model do well, and not so well?
What are the greatest hurdles for change?
How are new methodologies being used to support continuous learning?
Which new roles are emerging in L&D organizations?
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EMERGING L&D ROLES
Business Consultant
Build strong relationships with the
business line and become trusted
partners for achieving business
results
Identify specific gaps that are
negatively impacting the business
and recommend actions to fill them
Look holistically at the business and
recommend actions that may or
may not include a learning element
Alignment Role
Content Curator
Aggregate most useful
information (both internal and
external) into one location and
organize it so that it can easily
be found
Contextualize gathered
information by tagging, ordering,
commenting, adding background
information, and rating content
Maintain information and
learning assets so that they
remain relevant and up to date
Effectiveness Role
Source: Reimagining L&D Capabilities to Drive Continuous Learning, Bersin by Deloitte / Dani Johnson, March 2015
User Experience Designer
Design and Functionality –focus
on the type of experience that
the learner will have with the
application through both
interaction and visual design
Goals versus Tasks - look at an
application holistically and
incorporate the appropriate
interactions, animations, visual
aspects, and flow to appeal to
the learners
Effectiveness Role
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RESOURCES
Global Human Capital Trends 2014: Engaging the 21st-century Workforce
http://www.deloitte.com/hcdashboard (Updated for 2017)
Reimagining L&D Capabilities to Drive Continuous Learning, Bersin by Deloitte / Dani
Johnson, March 2015
https://www.bersin.com/Practice/Detail.aspx?id=18352
Microlearning Article:
http://www.l-ten.org/page/June2016microlearn
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