Chief Learning Officer - July 2008 - (Page 55) FIGURE 1: USE OF LEARNING-DELIVERY MODALITIES Classroom Synchronous e-learning Asynchronous e-learning Portable technology Formal on-the-job 5.2% 7.0% Satellite video 1.3% 3.0% Other 3.1% 6.0% 5.3% 6.0% 18.7% 118.0% 9.3% 9.0% 17.7% 15.0% 39.5% 36.0% Text-based 2008 2007 FIGURE 4: DRIVERS OF MODALITY BY DELIVERY METHOD DELIVERY METHOD Classroombased ILT Synchronous e-learning TOP DRIVER • Most appropriate method • Most appropriate method for real-time interaction • Most appropriate method OTHER DRIVERS • Value of studentinstructor interaction • Cost savings over classroom • Value of studentinstructor interaction • Cost savings over e-learning classroom • Time schedule flexibility with self-paced format • Portability of content valuable to students • Network connectivity not always possible • OJT is needed to reinforce other forms of training • Culture advocates mentoring/coaching FIGURE 2: DRIVER OF CONTENT-DELIVERY MODALITY Determined by available content Entirely instructor-prescribed Mostly instructor-prescribed Mostly student choice 9% 4% 60% 17% Entirely student’s choice 2% Don’t offer blend 8% Asynchronous e-learning FIGURE 3: LEARNING GROWTH INDEX Asynchronous e-learning Synchronous e-learning Portable technology Formal on-the-job training Satellite video broadcast Classroom-based ILT Text-based training Portable technologies • Most appropriate method Formal on-the-job training (OJT) -40% -20% 0% 20% 40% 60% 80% • The skills to be acquired need regular coaching Asynchronous E-Learning Continues to Grow In results similar to 2007, IDC’s learning growth index in Figure 3 shows the greatest change in the delivery mix during the next 12 to 18 months will continue to come in increased adoption of e-learning. Both asynchronous and synchronous e-learning continue to show increased use. Additionally, the interest in portable media is waning. In 2007, portable media was expected to grow quickly, primarily driven by the perceived need for disconnected learning. In 2008, however, the expected growth has declined as a result of an increased focus on the appropriateness of delivery modality. CLOs are not finding sufficient sources of compelling portable media to meet content requirements. Matching the Message to the Medium Enterprises increasingly are aligning content and delivery modality. In 2007, each delivery modality had its unique rationale: ILT was appropriate, synchronous e-learning was a cost savings over ILT, asynchronous e-learning was flexible, portable methods were, well, portable. This year, except for on-the-job training (OJT), the primary driver for use of each delivery modality was that it was the most appropriate method for the content (Figure 4). Even for OJT, CLOs believe coaching is the most appropriate method of delivery. This shift reflects that CLOs are letting the content dictate the delivery options. In some cases this Chief Learning Officer • July 2008 • www.clomedia.com 55 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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