Connecting learning objectives with business objectives, Kasper Spiro’s DevLearn session

Not easily done in elearning – track & trace – have pre-assessment and have post-assessment to properly measure ROI
Where are we in elearning – the web is an important thing
social & mobile changes the expectations; the learner expects to be more in control
The control devs had in 90s is gone, the learner is now in charge
ROI looms on the horizon; elearning designers are moving around it because it isn’t easily measured
Jay Cross – “smart learning,” performance support & non-lms learning
Formal learning always needs to be part of your palette, it doesn’t go away, but it needs to be better
Not elearning courses, but experiences
Giving someone an ebook and then making them take a test is not elearning
A course needs to listen to you and give you suggestions on what to do
Hate page progress; like giving you the keys to the car before getting your license
Track progress based on experiences
Use objectives to establish what progress you made or didn’t make
Cathy Moore – Action Mapping; start with the business goal not with learning
What do people need to do in order to achieve that business goal?
Training is about what you need to do not what you need to know
Only put information in if it’s necessary to perform the task – the less the better
Create a real-world activity, not a course
Need Action Mapping Plus – Need a support for your instructional design
Better inform the learner on goals and progress
Identifying business goals involves connecting the training dept to the business
Create less courses with significant effect instead of more courses with unclear effect
If compliance courses can take less time, it will have greater ROI
Action principle: Creating learning objectives is not about what people know, but what they need to do
Determine what they are currently able to do to establish a baseline
Even if it’s just a questionnaire to get information on learners
There’s a palette of different solutions, and combination thereof – wiki, elearning, live training, etc
Design a curriculum, not necessarily a single course
Set measurable goals and allocate a budget for each intervention
A real learning experience requires money; you can get this money if you demonstrate ROI
When designing the course, the client is the manager on the business side; if there is no problem owner, there should be no course
Translate the objectives into activities; get SMEs involved
Use a didactical structure – objectives translated into questions (cases)
Keep the business informed; easygenerator is on a 2 week agile structure, progress is shown to the CEO after 2 weeks; if it doesn’t work, the max lost time is 2 weeks
Don’t wait 7 months before presenting progress. If it’s good enough after 1 month, just release it
Evaluate with the problem owner to determine if it solved the issue
Progress not based on viewed pages but on questions/cases understood
Connect the information to the questions, not to the objectives
Don’t start by writing content, start by asking how do you determine that the learner is successful and able to do the job?
Personalize the course; could be as simple as “Did you understand this info?” If no, goes to additional, more simple information
If you get a question wrong, give study advice; go read this thing in order to improve
Show where to go, but let the learner have ultimate control
YOu can report on learning objectives in SCORM, depending on LMS
LMSs are one of the worst things that have happened to us, they’re a “prison”
With Tin Can, the experience is no longer confined to the LMS
To prove business value, invest in proper reporting; to capture information on people’s improvement
If the manager can’t see it, the manager can’t judge it
Failure is valuable, but make sure you only make the error once
Evaluate each course with the problem owner; how did you fill the gap?
kasperspiro.com

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Posted on October 31, 2012, in Instructional Design, Life and tagged , , . Bookmark the permalink. Leave a comment.

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