Chief Learning Officer - August 2008 - (Page 43)

Change Management 101 Wikipedia deﬁnes change management as a “structured approach to transitioning individuals, teams and organizations from a current state to a desired state.” When implementing podcasting, the state that you must transition the interested parties from is one of resistance to either the podcasting approach or the podcast technology. For the implementation to be successful, your stakeholders must be moved to a state of acceptance, or at least a state of neutrality. The role of the training manager therefore is to predict or assess what the reactions to this new approach will be and to develop a change program that will provide support as the stakeholders go through the process of accepting this change. One approach that can be used to facilitate this process is the ADKAR model. This approach for managing change is based on the following ﬁve stages or building blocks: 1. Awareness of why the change is needed. 2. Desire to support and participate in the change. 3. Knowledge of how to change. 4. Ability to implement new skills and behaviors. 5. Reinforcement to sustain the change. Let’s see how this change management model can be applied to the implementation of podcasting. Awareness The purpose of the awareness stage is to help individuals understand why the change in approach is necessary. For podcast implementation, this can be accomplished by linking the need to provide additional training options with the ability of the organization to attract and maintain talented employees. The leaders of most organizations are aware there will be a mass exodus of baby boomers during the next ﬁve years. These retiring boomers are rapidly being replaced by the Millennial generation, those born between 1979 and 1990. Research substantiates that these new entrants into the workforce have different expectations of work and learning. Morley Safer of “60 Minutes” reported that this new breed of American worker will “attack everything that you (the manager) hold sacred.” Marian Salzman, an ad agency executive at J. Walter Thompson who has been tracking Millennials since they entered the workforce, stated that, “Today’s manager must be half shrink and half diplomat.” Educating, training and developing Millennials poses an equal if not more difﬁcult challenge to the industry. The same expectations that apply to how Millennials believe they should be managed also apply to their expectations of how they should be trained and developed. Richard Sweeny, the university librarian at New Jersey Institute of Technology, has found in his research on Millennials that: • Thirty percent of the population is considered auditory learners (versus 65 percent who are visual and 5 percent who are tactile). • They want options and customization in every aspect of their lives. • These students “hate to waste time and want to learn quickly.” • They rarely read instructions and love to learn by doing and interacting. • They love to be mobile. • They were raised on computers and adapt faster to new technologies than any generation before them. Since this generation will soon make up the majority of the workforce, providing learning alternatives that maintain their interest and result in faster on-boarding, improved performance and longer tenures is imperative. Not meeting the needs of these new workers will make it difﬁcult to attract and retain the best and the brightest. This potential reality in turn affects any orgaChief Learning Ofﬁcer • August 2008 • www.clomedia.com 43 http://www.clomedia.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer - August 2008

Chief Learning Officer - August 2008 Editor's Letter Contents Connections Business Impact Trends Best Practices Effectiveness High-Octane Leadership Development Leadership and Personality CLO Profile Discussion Groups: Harvesting Value from Real-World Experiences Kimpton 2.0: Discussion on the Web Learning Olympics: Development Through Competition Bypassing the Obstacles to Change Listen Up: A How-To-Guide for Podcasting University of Toyota: A Success Story in Podcast Implementation What Stinks About Webinars? Webinars for Learning Professionals Case Study Business Intelligence Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - August 2008

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.