e-Learning in the Workplace
This page provides links to reports and articles looking at e-learning within the corporate environment. These articles in fact cover a broad view of e-learning, i.e. corporate communications, knowledge management, etc.
Articles in date order, most recent first.
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DHT Training
The National Certificate for Licence Holders (NCPLH) The elearning course is for anyone who needs to study for the qualification to apply for the licence to sell or authorise the sale of alcohol in England and Wales or Scotland (SPCLH)
Added: 15 February 2008
Reviewer’s Note:
RFID4U
RFID4U, a world leader in RFID learning solutions offers you free basic RFID and RFID DOD/UID self paced online courses
Added: 15 February 2008
Reviewer’s Note:
6 Steps - E-Learning Resource
“This e-learning resource developed by eMedit Ltd for the NHS Workforce Projects is a guidance and educational resource for managers who have responsibility for developing workforce plans. This resource is split into six principle sections with associated activities and is mapped to the NHS KSF.”
Added: 14 November 2006
Reviewer’s Note:
A certificate of completion can be accessed when the course is complete. The course can be accessed free.
Strengthening business processes through rapid user adoption and workflow learning
“Workflow learning describes the process through which individual users of enterprise software learn how their roles, functions and use of enterprise technology contribute to the execution of larger business processes. This white paper examines the importance of workflow learning and identifies the components of an effective enterprise software training platform to strengthen business processes and enable organizations to keep their competitive edge.” OnDemand Software
Added: 14 June 2006
Reviewer’s Note:
Workflow learning shows A/R managers and other users of enterprise software systems how their activities affect organizational performance.
Enterprise 2.0: The Dawn of emergent collaboration
“There is is a new wave of business communication tools including blogs, wikis and group messaging software - which the author has dubbed, collectively, Enterprise 2.0 - that allow for more spontaneous, knowledge-based collaboration. These new tools, the author contends, may well supplant other communication and knowledge management systems with their superior ability to capture tacit knowledge, best practices and relevant experiences from throughout a company and make them readily available to more users.” Andrew P McAfee, MIT Sloan Management Review, Spring 2006
Added: 14 April 2006
Reviewer’s Note:
You can purchase the full PDF for $6.50
What’s wrong with finance training
“Like most companies, General Mills Inc. didn’t always devote the resources to employee training that it should have. “There was always some training, but it was haphazard, not consistent or actionable,” says Lisa Kline, director of finance and supply chain at the $11.2 billion food company. “People didn’t learn skills or techniques; they just got information.” Randy Meyers, CFO magazine, 15 February 2006
Added: 17 February 2006
Reviewer’s Note:
Some short case studies of finance training and some expert views
Learning at work: strategies for widening adult participation in learning below Level 2 via the workplace
“This report details the findings of a scoping study into initiatives, methods and approaches designed to encourage a widening adult participation in learning via the workplace below Level 2. The focus of this study is on approaches and initiatives aimed at widening participation in learning via the workplace among adults in employment.” R Bates, Will Hunt, Jim Hillage, LSDA, 2005
Added: 22 November 2005
Reviewer’s Note:
Available as PDF to download from LDSA wbsite
Generic e-learning research viewpoint
“Research viewpoint from Elearnity regarding research into use of generic e-learning in major corporates in the UK.”
Added: 14 November 2005
Reviewer’s Note:
Article available as a PDF
The winds of e-learning change
“E-learning groups are definitely trying to navigate some choppy waters at the moment; with some common issues and common decisions being made about their future. This article is about the organisational challenges we see affecting e-learning groups, and the forces that are causing those challenges; the winds of change for e-learning.” David Wilson, Elearnity, 3 October 2005
Added: 14 November 2005
Reviewer’s Note:
Article available as a PDF
The four stages of e-learning: a maturity model
“This research report, based on the results of 526 interviews with North American training and HR managers, reviews the corporate e-learning market in detail. It identifies a maturity model for e-learning: the three stages that organizations go through. For each stage, the study gives the reader guidelines for their implementations and where they are likely to be headed. It then describes the “fourth stage” - the coming new approaches which we believe are coming next.” October 2005, From SkillSoft
Added: 20 October 2005
Reviewer’s Note:
The source of research for this paper was a broad-based survey for training managers in the spring of 2005, along with interviews with 12 different companies about training and e-learning strategies.
Obstacles to small business usage of elearning in Europe
“Currently 80 million EU citizens are low-skilled. By 2010 it is estimated that half of all additional new jobs on the labour market will require tertiary education and almost 40% upper secondary level. Logically, the job prospects for the low skilled will decline. So we are currently confronted with the situation where half the EU workforce (some 100 people) require upskilling. This in my view cannot take place in the back to the classroom scenario, Learning and upskilling must be integrated in the workplace.” Colin McCullough, webpronews, 2 August 2005
Added: 2 August 2005
Reviewer’s Note:
Colin concludes: “I am afraid that my article raises more questions that provides answers to the issues of elearning in SME’s. But if such issues are not addressed at all levels - European, national and regional, the promise of elearning as a driver of economic growth and performance in Europe could easily turn into a myth.”
Effective corporate IT training: Bursting the e-learning bubble
“In the more than half a decade of e-learning availability, one thing has become clear: the Internet is not a good platform for teaching. Ronald Van Liew, ITworld.com, 3 June 2005
Added: 4 June 2005
Reviewer’s Note:
Ronald argues that “until the day arrives that e-learning provides an equally rich, personally-interactive experience, the ability to gain true competence in IT training will remain firmly entrenched in the classroom”.
Interview with Marc Rosenberg
“Last fall I interviewed e-learning expert Marc Rosenberg at an eLearning Guild event where he was speaking. Here’s his advice on how to manage e-learning successfully in your organization.” Ryann Ellis, Learning Circuits, March 2005
Added: 18 May 2005
Reviewer’s Note:
Dr. Marc J. Rosenberg is a management consultant, educator, and leading expert in the world of training, organizational learning, e-learning, knowledge management, and performance improvement.
E-Learning in non-profits and associations
“The 2004 Nonprofit and Association E-learning Survey provides the most complete data to date on mission-based organizations’ use of e-learning technologies. In August and September 2004, 697 individuals responded to the survey, offering a number of importan tinsights into how nonprofits and associations are developing and using e-learning. Thank you to our survey respondents for their help in conducting this research.” Isoph
Added: 3 May 2005
Reviewer’s Note:
Some of the key findings: Widespread use of e-learning; self-paced e-learning most common; convenience, access and cost-effectiveness key benefits; staff time biggest barrier; mix of internal and external development
Exploring e-learning myths
“e-Learning came to forefront for taking the traditional classroom training model and applying technology advancements to create new ways to learn. However, each advancement in e-Learning has also resulted in new obstacles. This continual struggle has helped spawn some popular e-Learning myths that deserve exploration. Understanding these myths can help companies realize the business value of e-Learning while avoiding some of the pitfalls surrounding it. Since three is a mystical number, let’s explore three popular e-Learning myths.” Kimberley Wood, Learning & Training Innovations Magazine, 21 April 2005
Added: 23 April 2005
Reviewer’s Note:
Three myths are: 1) Standards make tracking learning easy; 2) Analytics will Drive Increased Training Investment; 3) Implementing e-Learning is Difficult and Expensive
Workflow learning gets real
“Ask workers where they learned how to do their jobs, and 80 percent of the time the answer is “at work.” Most learning takes place on the job, outside the purview of formal learning. When we do conduct formal training, 80 percent of it is wasted effort: Workshops progress at the pace of the slowest participant, content is dated, the learner needs little of what’s being delivered, the method of delivery is not tuned to the needs of the individual worker, motivation is absent, or timing is off. The half-life of newly learned material is three days; if learners don’t use it immediately, they lose it.” Jay Cross and Tony O’Driscoll, Training Magazine, March 2005
Added: 27 March 2005
Reviewer’s Note:
As the writers summarise “It all adds up to … An era of real-time enterprise that will set the 80/20 rule on its head. Changes afoot in commerce, information technology, network interoperability, and how work is organized will wring much (though never all) of the slack out of work. After decades of job stress, frustration, wasted effort, and disengagement, we have an opportunity to rewrite all the rules.
What keeps you up at night
“It has 672 contributions that will give you a global perspective of what your colleagues are facing as their daily challenges. These have been sorted and categorized into 12 chapters. for your easy reading.” The Masie Center, March 2005
Added: 25 March 2005
Reviewer’s Note:
The 88 page book is downloaded or viewable as a PDF file.
Can Interest in Distance Training be Sustained in Corporate Organizations
“Business and industry has adopted distance learning in its many forms for flexibility in scheduling, uniformity of training, and economic advantages. There is little reason to question its viability except for one fact. When budgets are tight, training is an easy target if it does not promote competitive advantage or the bottom line. With alternatives to training such as outsourcing, the question is again raised whether training programs, even distance training programs, can be sustained.” Zane L Berge and Adrian A Kendrick, International Journal of Instructional Technology and Distance Learning, February 2005
Added: 23 February 2005
Reviewer’s Note:
“The purpose of this article is to analyze various obstacles that stifle interest in sustaining distance training in corporate organizations. The secondary purpose is to develop some possible solutions that can be used by organizations to implement and maintain distance training programs.
Rapid E-learning: A growing trend
“Rapid e-learning is a hot topic among many workplace learning and development practitioners. In a study of Fortune 500 companies conducted by Larstan Business Reports, 85 percent said they planned to expand the role of e-learning. More important, over 80 percent of respondents said that rapid e-learning strategies would make a significant contribution to the training initiatives in their companies.” Dianne Archibald, Learning Circuits Magazine, January 2005
Added: 18 January 2005
Reviewer’s Note:
The usefulness of rapid e-learning to workplace learning
Learning without lessons: supporting learning in small businesses
“This report presents the main findings, conclusions and recommendations from a study of informal and unstructured learning in small firms. The research found a wide range of formal and informal learning of different types taking place in the firms participating in the study. Many interviewees talked about the value of prior experience equipping them to do their jobs and the phrases ‘trial and error’ and ‘learning by mistakes’ were mentioned frequently. There was also a preference for individual coaching and mentoring, rather than for more structured learning leading to national qualifications.” LSDA (Learning & Skills Development Agency), October 2004
Added: 11 November 2004
Reviewer’s Note:
“An important message from the research for colleges and training providers is that, becausemany SMEs now occupy increasingly specialised markets, there is a narrowing band of generic training needs. A broadening band of specific needs are not being catered for.”
Embedding e-learning in large companies
“This study surveyed the opinions and facts relating to 503 large companies who are using or planning to use e-learning. More companies (30%) perceive the changing of attitudes as the greatest achievement of e-learning, although doing more learning at less cost is perceived as an additional success by 26% of respondents. All companies who are current users estimate that the proportion of internal training delivered by e-learning will grow (on average, from 15% to 29% of all training delivered.” A report on research commissioned by learndirect and undertaken by HI Europe & Howard Hills Associates.
Added: 9 November 2004
Reviewer’s Note:
Available Summary (PDF), Full report (PDF) and assessment tool
Improv Education
“The first wave of e-learning brochures invariably touted the benefits of focusing on the learner. Schools and classes had always been organized for the convenience of the faculty-one size fits all. In the e-era, learners received personalized instruction-just what they needed, just when they needed it. It was “learner-centric.” Jay Cross, Chief Learning Officer Magazine, October 2004
Added: 3 October 2004
Reviewer’s Note:
“When workers are actors, and customers the audience, CLOs must be more than drama coaches. They must prepare cast members to be agile, spontaneous and innovative. They must coax the audience into playing its part. CLOs must focus on optimizing the process of workers and customers performing together. The play’s the thing. The show must go on. After all, life is not a dress rehearsal.”
No more courses
“The off-the-shelf courseware-based content market peaked in 2001, roughly a year after the dot-com meltdown began … Courses will always be with us, but they are fading … In a zero-latency environment, the learn-first, apply-later model doesn’t work. Courses may have been the correct unit of learning for schools, but courses were not designed for use at work. Business requires something more responsive: small bites of learning, knowledge or advice on the pot.” Jay Cross, Workflow Institute Blog, 10 September 2004
Added: 10 September 2004
Reviewer’s Note:
Jay’s conclusion “Learning’s customers will demand what traditional training has failed to deliver: relevant, on-time, on-demand learning and knowledge.” Exactly!
Making time to learn
“Those of us who are active in the field of professional development - whether a buyer or creator of training programs, a classroom facilitator, or a learner - are all aware that the critical impediment to learning is time - or lack thereof. ” Sara Cummins, LTI, 8 September 2004
Added: 10 September 2004
Reviewer’s Note:
“Tying professional development to company, unit, and individual goals, targeting training offerings, creating performance support modules, and offering “blended” lunch and learn events - all can help tailor your training to the needs of busy employees and help them find the time to learn.”
701 eLearning tips
“Thanks to The MASIE Center’s TRENDS readers and e-Learning Consortium Members, over 1000 e-Learning tips were received, analyzed, and categorized. These tips are from senior managers and training professionals from major corporations around the world. We have edited and compiled 141 pages and 14 chapters covering the ABC’s of getting started to global implementation strategies. We hope you enjoy this free digital book!” Masie Center, Summer 2004
Added: 27 July 2004
Reviewer’s Note:
Complete book is available for free as a 13 Mb PDF
Best Practices in eLearning
“This report provides more than 40 best practices in eLearning based on recent Learning-on-Demand (LoD) program research and SRI Consulting Business Intelligence (SRIC-BI) consulting work. The practices come from research and consulting projects across multiple industries, including financial services, life sciences, automobiles, and oil and gas. The report is particularly useful for companies looking to improve their eLearning and learning implementations but is also useful for learning developers and vendors that need to improve the efficiency and effectiveness of their customers’ learning operations.” Rob Edmonds, Learning on Demand, SRI Consulting, May 2004
Added: 6 July 2004
Reviewer’s Note:
The Executive Summary provides a good overview with a very useful table summarising Best Practices. The full report is available to sponsoring clients only
E-Learning for short attention spans
“On-demand training increases productivity by keeping employees on the job while they learn. Plus, advanced users offer tips on short-segment content that keeps students engaged.”
Added: 29 June 2004
Reviewer’s Note:
“On-demand training is the latest trend in e-learning. Companies using e-learning technologies have found that long lectures don’t cut it online. Short, targeted learning segments with simulation or how-to scenarios let employees take classes when they have time or when they need the help. It’s far less disruptive than taking a week-long seminar.”
12 steps to successful e-learning
“Introducing the concept of life-long learning is a massive undertaking for most organisations. It needs a major shift in culture, requiring commitment, careful implementation and ongoing support to be successful. George Eybers, chairman of Skills2learn, says there are 12 basic steps to ensuring the success of an e-learning implementation.” George Eybers, themanager.org, 1 June 2004
Added: 18 June 2004
Reviewer’s Note:
A summary of the traditional step-by-step approach to implementing e-learning
Learning from disappointment
“Learning solutions are routinely implemented with the promise of delivering results. Too often, the results are disappointing. While the factors creating the lack of success are varied, they can usually be grouped into 10 familiar categories.” Jack J Philips, Chief Learning Officer Magazine, June 2004
Added: 17 June 2004
Reviewer’s Note:
“These 10 issues may be familiar, as they represent critical issues that must be addressed if learning is to live up to expectations and generate appropriate returns for the investment”
Who knows?
“What would you think of an assembly line where workers didn’t know where to find the parts they were supposed to attach? Absurd, you say. Heads would roll. Yet for knowledge workers, this is routine. Consider a knowledge worker stymied by a lack of information-hardly an uncommon situation. In fact, in many professions, knowledge workers spend a third of their time looking for answers and helping their colleagues do the same.” Jay Cross, Internet Time Group, June 2004
Added: 15 June 2004
Reviewer’s Note:
The need for social networks in organisations
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Adapt or die: The strategic role of learning in the on-demand enterprise
“As IBM examines the impact of Internet technologies on the future of the enterprise and the work they carry out, it envisions the development of the On-Demand Era in which business models are componentized around value rather than function, technologies are autonomic (they heal themselves), and socially enabled, networked organizations anticipate market needs ahead of time.” Tony O’Driscoll, Paula Briki, Learning Circuits, May 2004
Added: 8 May 2004
Reviewer’s Note:
Tony and Paula (from IBM) outline the strategic role learning will play in the on-demand enterprise of the future.
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Why training spending levels don’t matter anymore
“I argue that training expenditure should no longer be used for providing a value comparison without looking at other effectiveness metrics.” Nick van Dam, Chief Learning Officer Magazine, April 2004
Added: 22 April 2004
Reviewer’s Note:
“The E-Learning Adoption Continuum presents criteria for each phase of adoption.”
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Customised training around need and motivation is e-learning’s key
“Now that we all know the basics, customising your training program is the key to getting more out of existing information technology investments. But as the saying goes: available, cheap, effective - choose any two. It’s time to be careful out there.” Eric Wilson, The Sydney Morning Herald, 16 March 2004
Added: 16 March 2004
Reviewer’s Note:
Conclusion: “The mode of training isn’t nearly as important as the way it’s been customised to the individual’s need and motivation. If companies aren’t willing to spend good money consulting on how this might be achieved, their IT training investment will most likely be wasted”
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e-Performance at work: eFollow up
“Most experts agree that altering behaviors requires consistency. When you set expectations, clarify benefits, provide milestones, check progress regularly, and recognize blunders, people are more likely to achieve their goals. We contend that the failure of many performance interventions is due in part to a lack of appropriate follow-up strategies. Even when employees approach performance initiatives with enthusiasm, work load increases and old priorities resurface-and so do old patterns and old behaviors. But if training and performance practitioners could automate follow-up strategies, perhaps our initiatives would be more successful.” Tony Karrer And Elizabeth Gardner, Learning Circuits, March 2004
Added: 7 March 2004
Reviewer’s Note:
“Here’s a look at some organizations that use technology to assist managers and training practitioners with follow-up tasks.”
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The problems with training (and what to do about it)
“For a few years I worked with Vanessa Longacre planning training sessions and educational events at Microsoft. We covered topics such as project management, leadership, design and usability, and used every training format, from large 500 person events, to lectures, to small group workshops, to anything else we could think of. We learned tons of stuff along the way and being teacherly in spirit, we’d like to share some of that with you. Please note: this essay is more about larger training sessions than about how to actually teach something.” Scott Berkun (with Vanessa Longacre) UIWEB.com, February 2004
Added: 4 March 2004
Reviewer’s Note:
A good summary of the issues and some solutions
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The perfect (performance) storm: Two items you must have on your 2004 agenda
“Business pressures and the looming skilled-worker shortage are combining to produce a coming storm of opportunities for ePerformance. Go beyond what we are now doing in e-Learning to find out how to add value and gain leverage by dealing with these opportunities, beginning this year.” Tony Karrer, eLearning Developers Journal, 9 February 2004
Added: 11 February 2004
Reviewer’s Note:
You will need to register with the eLearning Guild to access this article
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E-Performance at work: self-service action and development planning
“The challenge for most organizations is that the use of technology to drive human performance is relatively new and not well understood. To gain insight on the sort of e-performance solutions that practitioners are using, TechEmpower spoke with some 150 people from nearly 50 companies. We found numerous and varied examples of e-performance, but there was little consistency in the descriptions of similar solutions. In general, it was difficult to know what worked–and what did not. It soon became clear, though, that most success stories involved quick, targeted implementations, such as self-service action and development planning.” Tony Karrer and Elizabeth Gardner, Learning Circuits, January 2004
Added: 7 February 2004
Reviewer’s Note:
“Here are four case studies that illustrate a variety of approaches that may help you identify options and your own quick wins.”
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Training
“A good rule of thumb is that only 30% of your technology spending should go to hardware and software, and a full 70% should go to training and support. Training is essential to an effective use of technology in your organization; without it staff will waste substantial time and money. It should be an integral part of your technology plan, and of your budget.” techsoup
Added: 30 January 2004
Reviewer’s Note:
Some excellent general resources about training that are very pertinent for the discussion of e-learning
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Outfitting education: Making learning in fashion
“Providing good training programs and reference materials people appreciate is like building a good wardrobe. You have to have clothing appropriate to many different kinds of weather conditions and a variety of situations. And if you are like most trainers, you want your training materials and programs, just like your wardrobe, to be reasonably attractive, or at least presentable, to the public. We often get questions from training directors and training administrators about why people don’t attend the training they offer or why the abandon rates for their online courses are so high. Just as only a trusted friend, or a couple of brutal television hosts, will tell you the truth about your wardrobe, it’s hard to find honest feedback on your training programs. This article is a tongue-in-cheek take on training and e-learning topics and why they often go wrong.” Eve Drinis and Amy Corrigan, Chief Learning Officer Magazine, January 2004
Added: 22 January 2004
Reviewer’s Note:
Eve and Amy have got it right again. The key to it all, as I keep banging on about, is appropriateness
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Creating an environment for ongoing learning
“A newly hired employee asks her manager a question. The harried manager replies that the classroom training or Web-based course will provide the answer. The worker feels disappointed and frustrated; the manager has missed an opportunity. He’s sent a message to the employee that learning begins and ends with training. From then on, she may ignore other chances for vital formal or informal learning. This is how workers start expecting learning to flow over them and stop taking a self-directed approach. But training departments can play a critical role not only in helping new hires become productive quickly, but also in building a culture in which learning is viewed as an ongoing process and employees take responsibility for their own learning and development. Here’s how.” Michele B Medved, Learning Circuits, December 2003
Added: 21 December 2003
Reviewer’s Note:
“The ideas suggested in this article can help cultivate a learning culture and encourage workers to take an active role in their own learning. Keep in mind that your job is never done. Learning is a lifelong process and the fruits of your labor are in the journey, not the destination.”
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e-Performance essentials
“Businesses are under pressure to prove performance. However, line of business managers and workplace learning and performance professionals tend to rely on the same tools and techniques that they’ve been using for years. Opportunities and easy wins are frequently overlooked. What can we do when a fast turn-around is required but typical interventions take time to implement?” Tony Karrer and Elizabeth Gardner, Learning Circuits, December 2003
Added: 21 December 2003
Reviewer’s Note:
ePerformance = Improving individual performance by leveraging technology
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Managing education to maximise impact
“Many years of evaluating many training initiatives in many different companies has made one fact very clear: Sometimes training works very well to help achieve business results, and sometimes (unfortunately many times) it does not. It is also becoming clearer that the difference in whether business value is achieved is not in the training programs and resources themselves. The difference is in how the company manages its training programs and processes.” Robert O Brinkerhoff and Glenn Jackson, Chief Learning Officer Magazine, October 2003
Added: 31 October 2003
Reviewer’s Note:
“The new paradigm for human resource development requires us to view training as an inseparable part of performance improvement and management.”
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Online education in the corporate context
“We have all heard the rhetoric about how online education is changing the face of education by training workers for the fast-moving global economy of the new millennium with cutting-edge programs. Nevertheless, an accurate understanding of the online paradigm and how it can work to the advantage of a company and its employees is hard to come by. It is difficult to separate the hype from the reality in assessing the benefits of online learning. There is a lot of noise, both from proponents and critics of online learning, though both sides take as axiomatic the notion that we are in the midst of a “revolution.” Brian Mueller, Chief Learning Officer Magazine, October 2003
Added: 24 October 2003
Reviewer’s Note:
Summary - “Online education and training is not a revolution in the fundamental aim of education; it is simply an attempt to realize that aim more effectively”
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Informal Learning: A sound investment
“Informal learning is effective because it is personal. The individual calls the shots. The learner is responsible. It’s real. How different from formal learning, which is imposed by someone else. Workers are pulled to informal learning; formal learning is pushed at them.” Jay Cross, Chief Learning Officer, October 2003
Added: 22 October 2003
Reviewer’s Note:
Some great suggestions and recommendations
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Have we gone too far with JIT training?
“Many skeptics have equated the ’90s promise of JIT training with the ’80s promise of a paperless office. Both have proven an age-old principle in education that effective outcomes are not about having the right tools and technology, but are about the implementation and utilization of those tools.” Bob Mosher, Chief Learning Officer Magazine, September 2003
Added: 10 October 2003
Reviewer’s Note:
“JIT can be a reality, but we need to bring it back to some basic training principles”
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Technology to enhance the learning experience
“It is rare to pick up a training industry magazine without seeing multiple references to e-learning or other types of technology. It can be challenging to decipher exactly what each tool has to offer and how you can match the right technology with a given learning objective. Without a good match, technology can cause confusion for a learner and can impede learning, essentially causing more problems than solutions. However, when technology is aligned well with specific learning outcomes in mind, it can be a great enabler of learning.” Bonni Frazee, Chief Learning Officer magazine, July 2003
Added: 10 July 2003
Reviewer’s Note:
An overview of the different types of “e-learning” and what it means for the workplace
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Organisational learning is no accident
“Organizational learning isn’t easy. There’s no perfect solution. Despite the many reasons why learning is hard for individuals and even harder for organizations, it’s just a behavior that can become a habit. Develop the learning habit.” HNS Working Knowledge
Added: 22 May 2003
Reviewer’s Note:
Includes a list of steps to make learning easier
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Informal learning - the other 80%
“This paper addresses how organizations, particularly business organizations, can get more done. Workers who know more get more accomplished. People who are well connected make greater contributions than those who are not. Employees and partners with more capacity to learn are more versatile in adapting to future conditions. The people who create the most value are those who know the right people, the right stuff, and the right things to do.” Jay Cross, Internet Time Group, 8 May 2003
Added: 11 May 2003
Reviewer’s Note:
The subject of informal learning is very close to my heart, and here Jay Cross articulates the case for far more consideration of supporting informal learning within an organisation
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The Hitchhiker’s Guide to E-Learning
“Before starting any type of e-learning initiative, it’s important to know your intended audience. Understanding your users is the most important step in the e-learning development process: If users are not satisfied with the final e-learning course, the course will not be effective, utilized or even purchased. How does one learn about users? The answer is simple: Talk with them. Conduct site visits with a representative sample of your intended user audience and learn about the users, their education needs and work environments.” Alan Davis, Trainjng Magazine, April 2003
Added: 3 April 2003
Reviewer’s Note:
Some good points, however, the author concentrates on producing courses - e-learning provides far more opportunities than just the formal course
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Making E-Learning more than “pixie dust”
“An e-learning program can be a cost-effective alternative to classroom training, but it also can be a huge waste of time and money if it’s not implemented correctly. Three organizations show how to do it right.”
Added: 20 March 2003
Reviewer’s Note:
This feature from Workforce magazine contains a number of interesting articles
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Learning in the large enterprise: Centralised vs decentralised
“The debate over the centralization versus decentralization of operations within a large enterprise is a never-ending one. It is an age-old battle of standardization versus autonomy, corporate efficiency versus local effectiveness and pressure on costs and resources versus accommodation of specific local needs. A popular theory states that organizations vacillate between a strong centralization philosophy and a strong decentralization philosophy in roughly three-year cycles.” Joe Ellis and Todd Maudlin, Chief Learning Officer Magazine, March 2003
Added: 9 March 2003
Reviewer’s Note:
Conclusion - “The most effective enterprise learning management and human capital development system is the right combination of both.”
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Find an answer in e-learning
“Flying employees out of town for week-long training seminars is a luxury many companies can ill afford these days. To give employees and customers the education they need in a more affordable way, many companies have begun using e-learning tools to supplement, if not replace outright, many aspects of traditional classroom instruction.” Penny Lunt, Transform Magazine, February 2003
Added: 31 January 2003
Reviewer’s Note:
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Apples and oranges
“Currently, there’s a fundamental split between e-learning for HR and e-learning for individual business units.” Jay Cross, Learning Circuits, January 2003
Added: 24 January 2003
Reviewer’s Note:
Here Jay Cross explains the important difference between e-learning for HR and for the business units. These two areas are often confused which makes for a muddy e-learning situation.
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Forging a high performance supply chain through e-learning
“Using e-learning to improve employee performance can significantly enhance your supply chain. Web-based learning and collaboration tools improve retention, lower costs, minimize training time, and improve information exchange.” Michael G Mikurak and David Y Smith, Accenture
Added: 20 January 2003
Reviewer’s Note:
An Accenture white paper available on the Line 56 website
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Putting the “e” in corporate training
“E-learning systems are getting smarter, but enterprises aren’t waiting for graduation day to implement these cost-cutting lessons.” Phyllis Klees, intelligentKM, January 2003
Added: 11 January 2003
Reviewer’s Note:
A two-page article providing an overview of e-learning issues within organisatons
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Organisational assessments: aligning learning with strategic directions
“It is a challenge to train toward future states rather than to current practices. Training efforts are being stretched in many organizations to meet the current demands of developing proficient employees in the jobs that exist today. Moreover, organizations are looking to training to prepare the next generation of leaders to replace the great number of managers who are expected to retire during the next decade. The strategic directions themselves are changing rapidly to meet new demands and cope with new challenges.” Barbara O Lewis, Chief Learning Officer Magazine, January 2003
Added: 11 January 2003
Reviewer’s Note:
“Learning is improved through immediate opportunities to practice new competencies, and the organization receives immediate value from the training.”
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