Chief Learning Officer - August 2008 - (Page 44)

nization’s ability to compete in an increasingly global market. The use of podcasting as a training medium presents an excellent option to address many of the geographic, logistic and speed-to-market realities of today’s learning and business landscape. Another approach for facilitating the awareness might be to inform your stakeholders of the inevitability of podcasts as a training option. As the technology becomes more commonplace in the larger environment, it seems natural that the training world will follow. Forrester reported that in 2006, just 700,000 households in the United States used podcasting. This approach. This knowledge may well be the catalyst in creating a desire in those to whom this is important. Knowledge The third building block you must help the stakeholders through is the knowledge of how to change. This can be accomplished by sharing stories of the success from other organizations. Here are some examples: Herbalife, maker of nutritional supplements, is creating podcast training programs for its distributors around the globe. The company already has given away more than 1 million iPods to its employees. While the technical mechanics of creating a podcast are easy, it’s more difﬁcult to help stakeholders see the vision, understand the value proposition, buy in to the concept of podcasting and take ownership in the process. number is expected to grow to 12.3 million by 2010. Providing your stakeholders with this data and making individuals in your organization aware of these issues links the implementation of podcasting to a business imperative and changes podcasting from a “nice to do” to a business necessity. Desire The next building block you as the training manager must facilitate is to create a desire for the stakeholders to participate in the implementation of podcasting. This can be accomplished in a couple of ways. The ﬁrst is to appeal to a natural human desire. Most individuals have a desire, and some would even say a need, to be recognized by the organization for their contributions. Because podcasting lowers the cost of delivering training, anyone participating in a successful implementation can take credit for helping the organization save money. Knowing that they will receive recognition for this effort may be enough to create the appropriate desire for some individuals. A second approach to create a desire for this change may be to appeal to the organizational desire to attract, maintain and develop staff. If you have done a good job in the awareness stage, stakeholders will understand the impact that the Millennial generation will have on the workforce. They also should understand that developing Millennials will require a different 44 Chief Learning Ofﬁcer • August 2008 • www.clomedia.com IBM has been using podcasting to deliver information to its employees internally and is now publishing real-time updates for its investors, so they can keep up with IBM’s take on the future and direction of business and IT. The new series, titled: “IBM and the Future of ” kicks off with a podcast on the future of driving (http://www.ibm.com/investor/viewpoint/ podcast/05-08-05-1.phtml). Michael Walker, the manager of learning services administration at the Richmond, Va.-based Capital One University, felt his associates were so busy they didn’t have time during working hours into get to the classroom. In this regard, audio learning seemed to make perfect sense as workers could listen to course materials on their iPods while they worked out at the gym or on CDs they burned for their car on the drive home. Knowing about how these organizations changed may help you predict how the stakeholders in your company may change. Ability Helping stakeholders achieve the ability to implement the new skills and behaviors associated with podcasting can easily be accomplished by having the stakeholders create their own podcasts. What makes podcasting so attractive to so many people is the ease with which one can create a podcast. This ease of use is especially attractive to training professionals who are under constant pressure to deliver new content to support the rapidly changing work envi- http://www.ibm.com/investor/viewpoint/podcast/05-08-05-1.phtml http://www.ibm.com/investor/viewpoint/podcast/05-08-05-1.phtml 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

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