Elearning! - December 2007/January 2008 - (Page 28)

learningleaders OPERATIONAL EXCELLENCE Judge: Josh Bersin “These programs are fantastic examples of what we mean by ‘high-impact learning,’” says Bersin. “Each winner developed a program to address a significant operational issue. The programs were based on comprehensive analyses of the associated business problems and specific learner needs. All were accompanied with strong change management, high levels of innovation and business-based metrics. And finally, all programs achieved demonstrable business results.” Rockwell Collins: The Life Cycle Value Stream Program is a complex initiative designed to instill core company values and teach the company’s business model and key practices to audiences throughout the corporation. This is an excellent example of using learning to strengthen the company culture, foster competitive advantages and increase customer value. Few companies of this size (20,000 employees) have the discipline, commitment and executive support to tackle such a program. Wachovia: Its new-hire program for tellers is a 28-hour interactive course that covers all aspects of a teller’s job. Its main objectives are to ensure proper job fit, reduce turnover, increase speed to competency and maintain excellent customer service. The learning objectives are clear, the feedback is meaningful and direct, the simulations are realistic and engaging. In pilots, turnover within the first 90 days was 3.6 percent lower, accompanied by a significant increase in sales credits and reduction in policy violations. SAP: This company has software developers in six different countries. It developed a six-part curriculum on managing virtual project teams to help project leaders learn how to effectively manage such cross-cultural teams. To appeal to software developers and minimize cultural sensitivities, the curriculum uses an overarching narrative about the imaginary planet Orth, which has challenges similar to those on Earth. The company calculated that the program added approximately $2 million in value. Extra Space Storage: Designed to teach sales representatives how to sell renter protection insurance, the Customer Protection Plan sales program is an excellent example of how learning can directly impact business. This simple, low-cost, blended program drove insurance revenue up 140 percent. Weekly e-mail updates, training at sales meetings, well-executed marketing, public recognition of top performers and a continual focus on the key program metrics contributed to its success. LEADERSHIP DEVELOPMENT EXCELLENCE Judge: Kim Lamoureux “Both category winners exemplify the six best practices found by our research to have significant business impact,” says Lamoureux. “These include engagement of senior executives, the identification of specific leadership competencies, targeting multiple levels of leadership and aligning initiatives to business challenges and strategy.” Trinity Health: The fourth largest Catholic health system in the United States employs more than 44,000. Its Leadership Series was developed to help bring two organizational cultures together after a merger and to build a strong leadership pipeline. Courses run from 8 to 24 months and include participants from all disciplines in order to encourage cross-organizational networking. Learning action plans are tied to business challenges, such as reducing missed dosages and protecting blood cultures from contamination. Business Development Bank of Canada: In 2003, about 50 percent of new first-level managers at this company had been working for less than three years in the organization. Its Transitional Leadership Program targets promising employees who want to move into a firstlevel management position within the next two years. Participants make a year-long commitment to the program. TECHNOLOGY EXCELLENCE Judge: Chris Howard “This year’s winner offers the industry a best-practice blueprint for LMS consolidation,” says Howard. “The project was based on a detailed business analysis and relied on a strong partnership with IT. In addition to saving money, the project transformed learning at CA and simplified the work life of every employee.” CA, Inc.: CA’s implementation of an enterprise-wide LMS, which replaced nine different legacy systems, is an example of how to do a complex implementation right. Now in use by all 17,000 employees, the solution will be rolled out to customers next year. Integrated with the LMS are technologies for collaboration “rooms,” podcasting, virtual labs and classrooms. Financial analyses project a reduction in capital expenses of 57 percent by next year, plus a 57 percent reduction in cost per learner. 28 December 2007 / January 2008 Elearning!

Table of Contents Feed for the Digital Edition of Elearning! - December 2007/January 2008

Elearning! - December 2007/January 2008 Contents Editor’s Note News Google Tops List Learning Hours Increase Web 2.0 Whitepaper Available Listing World-Class Learners Kick Your Career in High Gear Trendline Best of Elearning! Awards Happy Birthday to Us Virtual Worlds for Learning Learning Leaders: Innovation, Excellence Learning Leaders Case Studies The Business Case of E-learning The Business Case for E-learning Case Study: Adecco Case Study: GlaxoSmithKline Case Study: Williams Scotsman New Products Collaboration Tools Content Pop Quiz Last Word

Elearning! - December 2007/January 2008

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