Chief Learning Officer - July 2008 - (Page 53) online training. But along with managing the basics of learning, Michigan LearnPort was meant to bring the best of social networking software and knowledge exchange to one easy-to-use, accessible spot. So Michigan LearnPort personnel sought an LMS that would underpin an online community in which educators could exchange ideas to help one another. “We needed to deliver training to tens of thousands of users, but we also wanted to foster collaboration,” Myers said. “We had to have a system that was intuitive. Not all users are experts with e-learning or online collaboration.” After months of evaluating vendors, Meridian’s LMS was chosen for the MVU project. With the LMS in place, Michigan LearnPort has a record of each teacher’s development plan. It also links PD to school goals and offers access to training. Teachers can create transcripts to show they are complying with NCLB. And Michigan LearnPort offers online forums for teachers to join after completing PD. “The collaborative features of our LMS, which we call ‘community rooms,’ were ideal for helping us reinforce the PD that teachers undertake,” Myers said. “Our Michigan LearnPort community rooms are built around discussion threads, a resident e-mail tool and calendaring functionality.” A Community of Learning According to Michigan LearnPort, since launching the new LMS in July 2007, users of the PD portal have built more than 134 community rooms. More than 100 online courses are available free to all Michigan teachers via the Internet. And Michigan LearnPort makes it possible for them to create and use a community room as part of an online course. By January 2008, about six months after the launch, Michigan LearnPort had served almost 30,000 users. “It’s amazing to see the proliferation of community rooms that educators have built in the six months since we relaunched Michigan LearnPort: We’ve gone from zero to 134,” said Elizabeth Elliott, project manager at Michigan LearnPort. “Anyone who visits Michigan LearnPort can use our LMS to create a community room. The size of the rooms range from two people to an entire school district.” According to Michigan LearnPort, educators at opposite ends of the state now can connect through community rooms. For soon-to-be credentialed teachers who often are new college graduates, the community rooms are proving a favorite. When teachers visit Michigan LearnPort, they will see the range of community rooms, as well as a feature for creating them. The social networking features of the LMS, coupled with its traditional training features, have the potential to improve the way teachers seek PD and the ways they collaborate. Before relaunching Michigan LearnPort, Myers said, teachers who wanted to collaborate would have to coordinate schedules, find e-mail addresses for colleagues and set up conference calls at the mercy of everyone’s calendars. Now, educators can connect and learn when they have the time. “If you calculate what it costs to chase people for training, compensate instructors and pay for courses and classroom space,” Myers said, “then there’s no question we’ve saved Michigan educators time and money, while improving their skills.” For example, one Michigan school district tapped Michigan LearnPort for an online course to meet Occupational Safety and Health Administration (OSHA) requirements. The district pegged its savings at $11 per employee. If the 150,000 school employees across the state were to take this hour-long, online OSHA course in place of face-to-face OSHA training, the potential savings would be more than $1.6 million, or equal to the approximate cost of operating Michigan LearnPort for one year. Going forward, Myers and his team hope to make online learning a widely accepted alternative to the traditional models of PD that Michigan educators rely on. Early success with Michigan LearnPort is helping Myers’ team make a case. CLO Bill Perry is managing partner of March 24 Media LLC. He can be reached at editor@clomedia.com. DATA POINT Since launching the new Michigan LearnPort LMS in July 2007, users of the portal have built more than 134 community rooms, and more than 100 online courses are now available for free to all Michigan teachers. Chief Learning Officer • July 2008 • www.clomedia.com 53 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)
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.