Corporate Learning Trends Ethics and Compliance from the ...€¦ · Knowledge and Solutions Leader, Education Corporate Learning Trends Ethics and Compliance from the Employee Perspective

1

Compliance and Ethics Institute, September 2010

Marsha H. Ershaghi, CCEP

Knowledge and Solutions Leader, Education

Corporate Learning Trends

Ethics and Compliance from the Employee Perspective

New Corporate Learning Landscape

• Corporate Learning undergoing a transformation

• Convergence of generations in the workforce, evolving at such a rapid

speed.

• Layers of expertise, tenure across generations:

– baby boomers still working, probably retiring at a later stage in life

– Gen-Xers

– Millennials, the newer, younger generations in the workforce

– Three generations working actively hand-in-hand, going after similar

positions or roles, and being evaluated not so much on tenure anymore

but on their skills and ability to communicate and collaborate, leveraging

so many of the new tools that are out there.

2

What Enables Good Learning?

Discussion ● Practice & Application ● Collaboration ● Evaluation

3

How do you Enable Learning?

• How do learners learn?

• Why do learners learn?

• How do you make sure that learning sticks?

• Three core learning styles:

– Auditory

– Visual

– Kinesthetic

Learners gravitate towards learning styles that fit their comfort, style.

3

Know Your Audience

5

Generation Effect

A new generation has entered the workforce

Gen Y or Millennials (1980-2000)

• Technology has transformed how this generation works, collaborates, seeks

knowledge.

• Expect immediate feedback with interactions

• Seek stimulation & engagement

• Expect integrated media (streaming video, epistemic gaming)

• Expect organization to address different learning styles

• Expect brief & succinct learning, short attention span

• Seek to be a part of the learning experience

– Self Directed or

– Peer to Peer (social collaboration)

• Desire to self-manage learning

*Gen Y seek leaders to coach rather than manage

4

Planning for your Future Workforce

Prepare:

• In 5 years, Millenials (born 1977-1997) will make up 47% of the workforce

• Millenials lead with communicating, seek to share knowledge with various social

media tools.

• Expect these tools to be available and accessible in workplace learning

Implications:

• Simulations and games could take on a whole new level of interactivity

• Technical training can be done virtually without expensive labs

• Leadership and management conferences can become networking events

designed around finding knowledge content built on a pre-event profile

Changing Landscape

What are your employees seeking?

• Formation of online communities and networks

• Co-creation of knowledge and content

• Collaborative learning

• Full participation (vs passive)

New Behaviors:

• Open communication (inspires creativity)

• Employees seek freedom to share ideas

• Flatter organizations, less hierarchy

• Management facilitates and coaches, doesn’t ‘rule’

5

Recognizing Generational Preferences

• Traditionalist & Boomers: – believe experience comes with age and tenure

– loyalty to company

– stronger deference to hierarchy

• Boomers – find too much feedback annoying or insulting

– find it uncomfortable to facilitate dialogue or promote knowledge sharing.

• Gen X & Y seek equal respect, regardless of age or experience – greater loyalty to individuals than companies – which means they are more

likely to seek employment elsewhere if the organizational culture & access to knowledge is strained or limited.

– Gen Y, in particular, is constantly trying to connect, engage, dialogue.

Traditionalists (1927-1945) Boomers (1946-1964) GenX (1968-1982) GenY (1980-2002)

Data from Tolbize, A. (2008), “Generational Differences in the Workplace, University of Minnesota.

Today’s Learner is the New Consumer

New Frontiers of Learning Tools:

– Mobile

– Virtual Worlds

– 3-D Simulation

– Serious Games

– Multi-player

– Social Collaboration

• Today’s Learners seek to be ‘Edu-tained

Blend of analysis

Critical thinking

An element of entertainment

Immediate feedback

Practical application

Personal relevance

6

Should you Go Mobile?

• By 2013, mobile workers will number 1.2 Billion* = 35% of the workforce

worldwide.

• Considerations for developing a mobile learning strategy:

– Audience analysis

– Integrate mobile learning strategically and cost effectively

– Optimize content and learning design to make mobile learning easy and

intuitive

Refresher messages

Reinforcement

Offer resources & tools (FAQs, Top 10s)

Raising awareness

– Measure, analyze and report on your results to assess impact

*(source IDC, April 2009)

Does this speak to you?

7

Social Media

Fundamental Shift in How we Communicate

Types of Social Networks

• Video

• Audio (podcasts)

• Photo

• Event-based

• Collaborative Tools

• Wikis

• Email

• SMS

• Micro blogs

• Personal Social Networks

8

Social Media

Harnessing the Collective Intelligence of Others

• Enables learning and entertainment to ‘mash up’

• Promotes concept of ‘supporting the tribe’, community

• Attractiveness of social media tools

– Forum of diverse angles

– Points of view on same issue

– Learn through observation

– Safe to ‘engage’ or ‘disengage’

• Impact:

– Quick adoption

– Frequent and regular contact

– Learn faster

– Innovate and build knowledge faster

– Share knowledge faster

– Engage with peers, business, customers Technologically expanding platforms

Why are organizations using Social Learning?

• Top Reasons for using Social Learning:

– Provides opportunities to share knowledge & experience of colleagues (90.7%)

– Social ‘momentum’ motivates learners in the learning process (48%)

• Types of Social Learning activities*:

– Collaborative documents (wikis, blogs) for learning (77.5%)

– Internal social networks / media for learning (67.3%) (e.g. Yammer)

– Classroom-based collaboration or group learning (44.5%)

(*source: The Masie Center)

9

How Collaboration is Used….

Source: eLearning magazine & allcollaboration.com

Ethical Dilemmas,

Scenario-Based

Cases

Tomorrow is Here

Employees Seek a Multidimensional Approach

…with Choices

Personalized learning solutions

Dilemmas that speak to employees’ hearts and minds

Situational learning that promotes problem solving

Tools and resources that support knowledge construction

Interactive channels that offer on-demand, dynamic and interactive

platforms to build learning