Chief Learning Officer - July 2008 - (Page 50) CASE STUDY Proctor & Gamble: Break Up the Content With Surgical Learning BY WILLIAM MARTIN As technology evolves, employees need more training, more often. Surgical learning at Proctor & Gamble provides a means to train these employees quickly on focused, applicable topics. uring the past two decades, the frequency, magnitude and speed of change in organizations have increased dramatically. Technology, globalization and organizational transformations force companies and their employees to learn and utilize new skills, business models, organizational designs and software at an ever-increasing pace to remain competitive. This presents a dilemma for most organizations. Employees require more training, more often and in an environment in which dealing with the very changes they need training on limits the amount of time they are available for training. “Surgical learning” presents one solution to this paradox. By empowering authors at local levels in the organization to develop and implement short, targeted lessons, maximum productivity is achieved. Surgical learnDATA POINT ing is a way to capitalize on the waves In 2007, the number of change flowing through the company of Proctor & Gamble rather than fall victim to them. employees downloading Rapid Learn WBT Technology Is Changing Rapidly courses exceeded The rate of technology change is increas50,000 per month. ing in frequency, magnitude and speed and will continue to do so in the future. Software life cycles have shortened and new products arrive in the market making existing ones obsolete. Technology skills continuously are evolving, as new software offers previously unavailable capabilities for the end user. Similarly, organizational change is increasing and will continue to do so. Companies constantly are seeking optimum designs to compete in today’s D ever-changing global world. For many organizations, globalization, increased competition and new business models have caused them to reconsider everything about their designs. The evaluation of the company’s success in the marketplace may result in outsourcing, downsizing, centralizing, decentralizing, acquiring, divesting and/or reorganizing. Additionally, globalization has changed work schedules, making it possible for an employee to work 24 hours a day, seven days a week. As a result, many employees are taking more work home and on vacation. The result is a workaholic culture in which work-life balance and employee health is significantly impacted, and many companies are providing worklife balance programs to help employees cope. Effects on Employees Employees are expected to keep current and productive. As software life cycles shorten, new technologies emerge, the organization is in flux and the workday lengthens — and this has become an increasingly daunting task. Employees are dealing with multiple simultaneous changes on a daily basis. The pressure to learn fast is significant, and the individual who learns the fastest wins. However, traditional classroom and Web-based training (WBT) development processes cannot meet the current pace of change. They are too slow, too costly and too ineffective. Companies must train large populations of their workforces rapidly in order to maintain effectiveness, and traditional methods no longer can meet this challenge. With the quick turnover in product design and software, employees require more training, more often 50 Chief Learning Officer • July 2008 • www.clomedia.com http://www.clomedia.com
Table of Contents Feed for the Digital Edition of Chief Learning Officer - July 2008 Chief Learning Officer - July 2008 Contents Imperatives Selling Up, Selling Down Strategies Take Five A Customer-Driven Approach to Molding Tomorrow’s Leaders The Home Depot: Accelerated Leadership CLO Profile Birth of a Salesman: Selling Learning to Solve Business Issues Selling Learning’s Potential at Siemens Transform Corporate Learning With a User Network Wiki Training Increases Productivity for RMC Vanguard Mortgage Lessons From the Feds: Mapping Learning to Strategic Initiatives Department of Labor Centralizes Content Synchronous and Asynchronous: What’s in a Name? Coping With Cultural Barriers to E-Learning The Manager’s Responsibility for Employee Learning Case Study Business Intelligence In Conclusion Chief Learning Officer - July 2008 Chief Learning Officer - July 2008 - (Page Intro) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page Cover1) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page Cover2) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 3) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 4) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 5) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 6) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 7) Chief Learning Officer - July 2008 - Contents (Page 8) Chief Learning Officer - July 2008 - Contents (Page 9) Chief Learning Officer - July 2008 - Contents (Page 10) Chief Learning Officer - July 2008 - Contents (Page 11) Chief Learning Officer - July 2008 - Imperatives (Page 12) Chief Learning Officer - July 2008 - Imperatives (Page 13) Chief Learning Officer - July 2008 - Selling Up, Selling Down (Page 14) Chief Learning Officer - July 2008 - Selling Up, Selling Down (Page 15) Chief Learning Officer - July 2008 - Strategies (Page 16) Chief Learning Officer - July 2008 - Strategies (Page 17) Chief Learning Officer - July 2008 - Take Five (Page 18) Chief Learning Officer - July 2008 - Take Five (Page 19) Chief Learning Officer - July 2008 - A Customer-Driven Approach to Molding Tomorrow’s Leaders (Page 20) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 21) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 22) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 23) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 24) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 25) Chief Learning Officer - July 2008 - CLO Profile (Page 26) Chief Learning Officer - July 2008 - CLO Profile (Page 27) Chief Learning Officer - July 2008 - CLO Profile (Page 28) Chief Learning Officer - July 2008 - CLO Profile (Page 29) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 30) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 31) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 32) Chief Learning Officer - July 2008 - Selling Learning’s Potential at Siemens (Page 33) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 34) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 35) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 36) Chief Learning Officer - July 2008 - Wiki Training Increases Productivity for RMC Vanguard Mortgage (Page 37) Chief Learning Officer - July 2008 - Lessons From the Feds: Mapping Learning to Strategic Initiatives (Page 38) Chief Learning Officer - July 2008 - Lessons From the Feds: Mapping Learning to Strategic Initiatives (Page 39) Chief Learning Officer - July 2008 - Department of Labor Centralizes Content (Page 40) Chief Learning Officer - July 2008 - Department of Labor Centralizes Content (Page 41) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 42) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 43) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 44) Chief Learning Officer - July 2008 - Coping With Cultural Barriers to E-Learning (Page 45) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 46) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 47) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 48) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 49) Chief Learning Officer - July 2008 - Case Study (Page 50) Chief Learning Officer - July 2008 - Case Study (Page 51) Chief Learning Officer - July 2008 - Case Study (Page 52) Chief Learning Officer - July 2008 - Case Study (Page 53) Chief Learning Officer - July 2008 - Business Intelligence (Page 54) Chief Learning Officer - July 2008 - Business Intelligence (Page 55) Chief Learning Officer - July 2008 - Business Intelligence (Page 56) Chief Learning Officer - July 2008 - Business Intelligence (Page 57) Chief Learning Officer - July 2008 - In Conclusion (Page 58) Chief Learning Officer - July 2008 - In Conclusion (Page Cover3) Chief Learning Officer - July 2008 - In Conclusion (Page Cover4)
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