Chief Learning Officer - May 2006 - (Page 38)

CO0506.qxd 4/18/06 1:33 PM Page 38 productivity Business Drivers for Real-Time David Austin From the front line to the boardroom, there is a CLOs to look differently at how they support their company's workers. Most are relevant to every business, and understanding growing awareness among managers that these drivers can help facilitate the internal discussion around real-time learning requirements with the CLO's team and man- significant productivity gains remain to be agement peers. They include: requirements to increase produc- made in the area of human capital. Specifically, tivity, the pace of change in business, corporate consolidation, the emergence of generation Y; and increased business complexity. there is an increased focus by businesses to improve the quality of their workforce as well R e q u i r e m e n t s to Increase Productivity According to Morgan Stanley Chief Economist Stephen Roach, as provide them with the training, access to U.S. productivity is the holy grail of the global economy. infor mation and decision support that allows Productivity improvement is an endless mantra of most large enterprises, including government organizations. Companies them to execute higher-value tasks with greater previously made significant investments in technologies such as ERP, supply chain and CRM. Those investments provided effi- precision, quality and speed. Although tradi- ciencies associated with automation and data flow. They then tional approaches to learning have made some realized there were huge productivity gains from investment in their human capital. These investments manifested themselves impact on productivity and quality, the impact in a variety of technologies and initiatives, including learning has arguably reached a plateau. management and knowledge management. As investments in these more human-oriented technologies mature, the continued The concept of real-time or just-in-time learning, relative to drive for productivity will push CLOs to examine new ways of other learning regimens, is quite new. The definition of what making a direct and immediate impact on day-to-day operations. constitutes real-time learning still suffers from some ambiguity. The CLO's mindset will need to shift from development of To many, real-time learning is about the method of delivery and employees to their enablement. Existing technology platforms the notion that training courses can be delivered instanta- designed to administer courses and curricula are simply not suit- neously. Others believe there is a fundamental shift taking place ed to real-time delivery of information in the context of the in the way businesses operate, and real-time learning is a natu- employee's role. Those CLOs who embrace emerging methods ral response to this shift. The current paradigm of learning, rep- and content for just-in-time delivery to tomorrow's informa- resented by a linear progression from the brick-and-mortar class- tion worker will have significant impact on worker productivity. room to the virtual classroom, no longer meets the needs of today's dynamic enterprise. Real-time learning can be defined as The Pace of Change in Business more than just a single instance of training and testing conve- Commercial and government enterprises are required to respond May 2006 niently delivered. Chief learning officers must consider that the rapidly to changes in their business driven by customers, compe- next evolution in enterprise learning is a live, real-time operat- tition, the global nature of business and compressed product life ing environment that provides the right speed and flow of infor- I I Chief Learning Officer cycles. This dynamic environment requires the workforce to have mation support to employees as they perform their jobs and not access to new tools and best practices and to learn new ways of just when in training mode. Real-time learning is about provid- doing business more rapidly than ever. Current methods for learn- ing a productivity platform for employees by connecting them ing content development and delivery lag behind the needs of the to the strategy, tactics, policies and procedures they need to information worker. Taking the time to create new courseware or accomplish increasingly complex tasks at the precise moment curricula in response to changes and then distributing them using they need it. Simply put, real-time learning is about connecting standard LMS technologies is too slow. Information workers will the know-how to the how-to. require access to task-level information that supports their per- formance. This will drive CLOs to think differently about how Business Drivers There are several key business drivers influencing the need for they respond to the demands of the workforce. 38

Table of Contents for the Digital Edition of Chief Learning Officer - May 2006

Editor's Note
Table of Contents
Letters to the Editor
Take Five
Selling Up, Selling Down
Guest Editorial
Learning Solutions
Robbins-Gioia University
Deloitte & Touche USA
CLO Profile
Washington Gas
Case Study
Human Capital
Health Care Service Corp.
Blue Cross and Blue Shield of Florida
Business Intelligence
In Conclusion
Advertiser's Index
Editorial Resources

Chief Learning Officer - May 2006