Five Considerations for "We-Learning" |
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 "We-learning" – the concept that organizations have a knowledge and experience which should be shared and incorporated into learning experiences – will require a transformation of the roles, responsibilities, technologies, and culture of modern learning organizations. Below is a short summary of Josh Bersin’s recent blog posting, "From E-Learning to We-Learning":
- We-learning shifts focus from traditional learning to new disciplines. Build roles and skill sets for facilitators, knowledge managers, and drivers of new collaborative initiatives. Focus will shift from media design and content development to community management, tagging, and information architecture.
- We-learning will not replace formal training. Instructional design, formal training courses, and instructor-led classes aren’t going to become extinct. In fact, we-learning will extend and enhance traditional training.
- We-learning will spawn new tools and platforms. We-learning will require new tools to manage, track, and facilitate people working together online. Companies such as Google, Microsoft, Citrix, and Cisco are among the development leaders.
- We-learning will change learning behavior. We need to rethink where, how, and when people learn. Social learning has few boundaries – it can take place in person, by email, or via portable devices.
- Culture and leadership will need to change, too. In order to be effective, your company must continually demonstrate to employees that it values organizational and individual learning.
These and other important considerations are detailed in High-Impact Learning Practices, a comprehensive industry study written to help you prepare and move to modern learning. Our upcoming webinar, The Disciplines of the Modern Enterprise Learning Function, on October 27, 2:00 p.m. ET, will provide a discussion of essential disciplines, how they’re best applied, and real-world examples of how to put them into action.
Additionally, tune into the webinar recording for Metrics for the Modern CLO, hosted by Josh Bersin, which set a new record for CLO Magazine with more than 1,300 attendees.
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| Hyatt Transforms Corporate Learning |
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The recent 33-page case study, Extending the Reach of the Learning Organization: Classic Residence by Hyatt Markets Online University to Geographically Dispersed Employees, is an excellent example of how major changes in corporate learning can be accomplished efficiently and practically. The case study details Hyatt’s move from multiple, decentralized, and uncoordinated training groups to a federated shared services model. At the same time, the company implemented an LMS and developed state-of-the-art online university.
The transformation’s centerpiece was the creation of E-Campus, an online university hosted on an enterprise LMS. E-Campus has learning portals aligned to each of the company’s major functional areas: food and beverage, resident care, housekeeping and engineering, and sales and marketing. Four thousand employees worldwide now have 24x7 access to learning plans, course catalogues, assignments, learning history, and other resources. A major goal for the transformation was to address the learning needs of a very diverse audience – from corporate executives with grad degrees to frontline staff and employees speaking English as a second language. Hyatt invested in an online executive library, as well as resources from Harvard Business School. The company also established a relationship with Rosetta Stone to support managers who wanted to learn a second language or employees needing to improve their English.
Through the use of shared services, the company now leverages learning-related technology enterprise-wide with a staff of two learning professionals. The team develops content that can be delivered in multiple ways – through instructor-led classes, self-paced e-learning modules, multi-lingual job-aids, and one-on-one individual coaching.
This case study includes examples of the marketing campaign developed for E-Campus – a key factor in its successful adoption. Hyatt’s transformation has significantly expanded learning opportunities throughout the company, while reducing training costs. Download this case study today and put some of the best practices to work for you.
Members: Download today.
Non-members: For a limited time, this case study is available at no cost.
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| In the News |
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 Elearning!
September 2009
Learning Leaders: Boosting Sales Performance
By Linda Galloway
Read about how Cisco and CA, both winners last year in Bersin & Associates Learning Leaders Program, implemented coaching and e-learning programs with a big impact on sales. Click here to read the article.
 Leadership Excellence
October 2009
Experiential Learning
By Kim Lamoureux
Lamoureux writes about the importance of experiential learning as a key element in leadership development strategy and program design, and offers three types to try in your organization. Click here to read the article.
Chief Learning Officer
October 2009
The Checklist for Modern Enterprise Learning
By Josh Bersin
In his latest Best Practices column, Josh Bersin writes about how you can increase the power of learning within your company by modernizing your organization. Click here to read the article.
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| New Research Highlights |
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 Extending the Reach of the Learning Organization: Classic Residence by Hyatt Markets Online University to Geographically Dispersed Employees
This report details the process that a hospitality business used to maximize training efficiency.
Members: Download today.
Non-members: For a limited time, this case study is available at no cost.
Action Learning Facilitates Business Growth: A Look inside Cisco's Progressive Executive Development Approach
Cisco’s innovative process for developing executives while simultaneously building business growth.
Members: Download today.
Providing Learning at the Speed of the Business: Using an Integrated Rapid e-Learning Development and Virtual Classroom Platform
In this report, we look at a promising new technology strategy for helping a learning organization improve both its timeliness and learning content efficiency – using an integrated rapid e-learning development tool and virtual classroom platform; and we profile one such solution, Adobe Acrobat Connect Pro.
Members: Download today.
Enabling Social Learning: Technology Strategies for Social and Collaborative Learning
This report provides actionable guidance to organizations looking for a technology platform to support social learning.
Members: Download today.
Sourcing On-Demand Learning: Using Digital Content Libraries to Jump Start Your Informal Learning Strategy
In this report, we highlight an effective source on-demand informal learning content, one that provides companies with quick access to high-quality content and in formats fit for rapid consumption - the digital content library.
Members: Download today.
Join our research community to access these reports
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| Talent Management Newsletter |
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 Bersin & Associates' Talent Management newsletter highlights research on: leadership development, performance management, competency management, recruiting, succession planning and the evolution of integrated talent management systems. In each newsletter you will find actionable research you can immediately apply. Subscribe today!
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| Analyst Corner |
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The Importance of Learning Culture: New Survey
David Mallon
Senior Analyst
According to our research, a strong learning culture is the single greatest predictor of the business impact of learning programs and processes. However, fewer than 20% of our research members feel they have a strong and consistent culture of learning throughout their organizations.
Why the discrepancy?
The major reason is that building a learning culture is tough and fraught with obstacles.
Learning must be continually supported, facilitated, and reinforced at all organizational levels. Management – from first-line supervisors to CEOs – must repeatedly promote learning and reinforce its value. Employees must have a variety of learning resources and opportunities available to them when needed. (Note: These don’t have to be costly options – established mentors, processes for job shadowing, and expert lists all count.) Finally, cultures take time to build and often even more time to change.
The development and ongoing cultivation of learning culture must be top of mind for every learning organization. Organizations with excellent learning cultures likely have a business plan for learning, a CLO and steering committee, strong expertise in e-learning programs, and excellent integration between learning and performance management.
To learn more about learning cultures – the practices, behaviors, and norms that have the greatest effect on organizational learning – we are conducting a research program which will provide our members with guidance for measuring the current state of organizational learning culture, identifying strengths and areas for improvement, and highlighting actionable best practices for raising the profile of learning within the organization.
We are looking for a wide range of input. The survey is designed for any learning or HR professional with a stake in corporate learning and performance, as well as for business leaders with an interest in organizational culture.
The online survey includes 25 questions and will take no more than 20 minutes of your time. Participants will receive an executive summary of the final report, as well as a complimentary case study on learning culture. Join this important research program today and watch for research, webinars, and other resources related to this topic.
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