Delivering Learning to a Dispersed and Virtual Workforce | Webinar 03.26.2015

?What is your biggest

challenge with training

your employees?

?How prepared are your

managers to lead

virtual employees?

WHAT YOU SHOULD BE ABLE TO TAKE-AWAY:

A

How to develop learning strategies that address the specific and

unique needs of a virtual workforce.

Identify the challenges and strategies associated with manager

support of training and development initiatives of virtual

employees.

Ability to identify the specific training challenges some specific

virtual tools can help solve.

PER YEAR

A typical business would save

$11,000 per person

The telecommuters would

save between

$2,000 and $7,000

REMOTE EMPLOYEES

LOG AN AVERAGE OF

4 hours more per week

According to Gallup’s 2013 State of the America

Workplace Report:

ARE MORE ENGAGED.

32% COMPARED TO 28% OF

ON-SITE EMPLOYEES.

National productivity would increase

by $334 billion to $467 billion a year

through telecommuting.

SOURCES: GALLUP AND GLOBAL WORKPLACE ANALYTICS

In today’s business environment, organizations

must adapt quickly or die. Gaining competitive

advantage in a global environment means

continually reshaping the organization to

maximize strengths, address threats, and increase

speed. The use of virtual teams has become a

common way of doing this.

SOURCE: Mastering Virtual Teams: Strategies, Tools and Techniques That Succeed

by Deborah Duarte and Nancy Snyder

“

A virtual team or workforce is an

interdependent group of individuals

who predominantly use technology to

communicate, collaborate, share

information and coordinate their

efforts in order to accomplish a

common work-related objective.

Who is a virtual employee?

WHAT’S THE ROLE OF HR AND

LEARNING LEADERS?

Develop a learning strategy

Develop the skills and

competencies of your

managers

Understand your strategy,

challenges and opportunities

Acquire and implement

the necessary technology

and tools

ORGANIZATIONAL OPPORTUNITIES

Leverage talent

Enable organizations to

adapt more quickly

Increase the diversity of

perspectives

Decrease travel and mandatory

relocation

Drive down operating costs

Improve engagement and

productivity

MANAGEMENT CHALLENGES

Out-of-site, out-of-mind

Employee development

and training

Basic supervision

Loss of spontaneous

communication

Logistics

Teams and complex work

assignments

LEARNING AND DEVELOPMENT

CHALLENGES

Technology

Support

Strategy

Culture

THE % OF KNOWLEDGE IN YOUR

BRAIN NEEDED TO DO YOUR JOB

1986 – 75% 1997 – 15-20% 2006 – 8-10%

Source: Robert Kelly, Carnegie-Mellon University

Traditional approaches

won’t work…

No classroom is large enough.

No individual is smart enough.

No response time is fast enough.

No intervention is complete enough.

No program lasts long enough.

No solution is global enough.

…

A

CONTEXTUAL:

Role, location

INFORMAL:

Everyday, ad hoc

SOCIAL:

Discussion, recommendations

TIMELY:

Just in time, moment of need

MOBILE:

Anywhere, anytime

CONCISE:

Short videos, quick updates

DEVELOPING A LEARNING STRATEGY

2%

10%

43%

45%

Less than annually

Annually

Monthly

Weekly

CONTINUOUS LEARNING

SOURCE: Brandon-Hall Group

How often would you

expect your individual

contributor population,

on average, to need to

connect with learning

resources to effectively

perform their job?

An information rich world

requires everyone to be

continuous learners.…remember the 6%...

DEVELOPING YOUR MANAGERS AND

SETTING EXPECTATIONS

A

Roles and responsibilities

Formal and informal communication

Project and task coordination

Collaboration

Relationship and trust building

Performance management

MANAGER COMPETENCIES AND SKILLS

Coaching Skills

Technology Literacy

Emotional Intelligence

Relationship Building

Effective Listening

COMMON

CONFLICTS

• Uneven knowledge dissemination.

• Mistrust

• Misinterpretation

• Relaxed inhibitions.

• Reaching consensus is more difficult.

• Longer to make decisions.

TECHNOLOGY AND TOOLS

A

Learning technology

Social learning and networking

Video web conferencing

Performance management

Recognition

Resources and access

USING THE RIGHT TOOLS FOR

THE TASK

Instant Message (IM):

Short conversation,

confirmations, quick requests

Video Conferencing:

Collaboration and

complex conversations

Virtual room:

Discussion groups, staff meetings,

cultural norms and values

Short Video:

Quick updates, refresher training,

micro learning, knowledge

sharing

Job Aids and Briefs:

How-to, static content,

references and data

Enterprise Social Network:

Knowledge sharing, networking,

connect with SME’s

LEARNER EXPECTATIONS

CONTENT CHARACTERISTICS

Easy to use - intuitiveLearning experience

fits to delivery mode

Content is accessible

no matter what device

I’m using

Content is accessible

in any location or

work environment

Easy to find and easy

to shareEngaging

• Delivery looks

familiar to me and

there is video to

watch

• Content is

personalized to fit

my needs

• Mobile – must

have, it’s not an

option

• I choose when and

how to access

content

• Social – shareable

with friends and

colleagues and I

can comment

• Short, relevant

video

SOURCE: http://www.smashingmagazine.com/2009/10/09/iphone-app-design-trends/

http://mashable.com/2011/01/26/mobile-app-design-trends/

LEARNER REQUIREMENTS

MOBILE DESIGN CONSIDERATIONS

Easy to use - intuitiveLearning experience

fits to delivery mode

Content is accessible

no matter what device

I’m using

Content is accessible

in any location or

work environment

Easy to find and easy

to shareEngaging

• Mirror native

environment UI’s

• Lists, layers, and big

buttons

• Responsive web

design,

• Apps versus HTML5

• "Human interface

guidelines"

• Bookmarking

• Location web

accessible

• Cloud storage

accessible

• Online and offline

access options

• Cataloging and

searching

capabilities

• Forward, e-mail,

tweet, etc.

• Colors, textures,

patterns, shadows

• Configurable

visuals versus

simplicity

SOURCE: http://www.smashingmagazine.com/2009/10/09/iphone-app-design-trends/

http://mashable.com/2011/01/26/mobile-app-design-trends/

ADULT LEARNING SHORT-FORM VIDEO

Adults are internally motivated and

self-directed

Self-directed, access as needed and when

needed

Adults bring life experiences and

knowledge to learning experiences

Interaction with others when a social

component is available

Adults are goal oriented Goals promoted through short, timely bursts

of relevant content

Adults are relevancy oriented Easier to be relevant when content is short

and targeted

Adults are practical Little to no workflow disruption

Adult learners like to be respected Employees manage and control pace and

timing of their own learning

ENTERPRISE SOCIAL NETWORKS

Platform

Community

Content

Build networks with peers

Ask and answer questions

Share and find valuable

information posted by peers

Find and connect with experts

Access relevant learning

content

Build an internal “brand” and

reputation

KEY TAKE-AWAYS:

A

Training a virtual workforce, while challenging, is a necessary

organizational competency in today’s learning environment.

An important component of a successful training program for a

virtual workforce is trained and skilled managers.

The effective use of technology tools is essential to successful

employee develop of a virtual workforce.

THOUSANDS OF COURSES .

UNLIMITED ACCESS www.bizlibrary.com/free-trial

FREE 30-day Trialno risk, no obligation

Jessica Petry

Sr. Marketing Specialist

[email protected]

@JessLPetry

@BizLibrary

Chris Osborn

Vice President of Marketing

[email protected]

@chrisosbornstl

#BIZWEBINAR