Chief Learning Officer - April 2008 - (Page 55) nization analyzed the access, usage and effectiveness of learning delivered over the mobile devices and, in the process, established standards for future mobile courses. Sixty-one percent of the eligible population participated, and the results were remarkable. They delivered the training with no degradation to learning effectiveness. In addition, they: • Achieved a 1.21 percent increase in average competency score to the control groups. • Obtained a more timely completion of compliance training, including a 12 percent higher completion rate at the 45-day milestone. • Demonstrated shorter time to completion of courses taken on mobile devices with no loss of comprehension, including an average of 45 percent less time in training, with some completing the training in 80 percent less time. Jill Schildkraut-Katz, an investment banking managing director, said now there is no excuse not to take training, as “during a standard business day, there is no excess time to devote to learning when we are focused on being responsive to our clients. This tool grants you the ability to complete the training whenever you have free time — at an airport waiting for a delayed plane, on the weekend, etc. I was a captive audience. It was easy to use and facilitated my ability to complete all of the required learning at a time that was convenient for me.” Clearly, Merrill Lynch was onto something: development programs delivered in a way people wanted with results a learning department could showcase at an executive level. Getting Started The learning team started with a simple concept. Every BlackBerry owner has the brick-smashing game preloaded onto their devices. This game has earned a cult following among professionals obsessed with showing off their high scores. The game, called BrickBreaker: 1. Transfers knowledge of how to do something (destroy bricks using a paddle and a ball). Chief Learning Officer • April 2008 • www.clomedia.com 55 http://www.clomedia.com
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