You're allowed 3 things you can change or influence. Mine are:

1: Detach Learning from HR
2: Put learning in the innovation space
3: Remove the LMS


UPDATE: I would like to point out, just in case it wasn't clear, that the views expressed in this post are my own, with my own reasoning and justification and in no way represent the views, intentions, justifications or opinions of the company I work for.

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OK. If I was CLO I would:

1: Make sure the LMS was used where it added benefit
2: Heavily promote the Manager Tools podcasts, forums and conferences - both as a way of developing better management, but also as an illustration for a highly effective learning model
3: Forbid the use of buzzwords without definitions, eg. blended learning, elearning, informal learning, mobile learning.

1. Greater flexible learning opportunities for everyone
2. Better use of technology (including LMS) to HELP and ASSIST the learner not overwhelm or overpower them
3. Recognise and reward learning innovation
1. Promote ownership of learning; support learners to make their own choices

2. Stop the blanket blocking web sites without consideration

3. Recruit people that value learning and development

Ooh, this is a tough one! I would definitely go along with Andy's #1. L&D and HR have taken different paths and to keep L&D within the HR remit is a mismatch. So that leaves me with two more. Trouble is, I reckon Alan has just about hit the nail on the head with his three. Hmm. Okay...

1. Detach L&D from HR and align it to the business goals
2. Promote and reward ownership of learning (get it built into KPIs for individuals and line managers all the way to the top)
3. Remove the blanket ban on social networking sites and start developing resources that show how these can be used for learning... and for business
1. Remove "Networking" as an objective of learning events. Networking is too important to get second billing.
2. Invest more in enabling teams to learn informally.
3. Make business winners responsible for the detail in learning.
If I was a CLO (I did this when I was a Training Manager) I would:
1. Stop all learning activities for next year
2. Send my Learning consultants to see their clients in Q3
3. Re-commision learning activities for next year afresh - prioritised by the value they add to the business
My Top Three (this could have been 10+ easily)

1. Remove 'Happy Sheet' evaluation forms from all formal programmes unless they're acted upon as part of an evaluation strategy.
2. Change all 'Trainers' into 'Learning Consultants'
3. Only run L&D initiatives unless it can add value to the bottom line of the organisation
I would:

1. Destroy all existing training materials in the organisation (bonfire of the vanities).

2. Create a learning and development group/unit staffed by people from the organisation who have real training experience and an understanding of the business needs.

3. Commission these people to carry out a TNA and from that develop new and relevant training for the organisation. Their remit would emphasise the innovation, practicality and creativity of content, design and delivery.

1. Think CAMPAIGNs not COURSES - work to join up Communications, Learning and Performance Support activities so that they effect real changes in behaviour and productivity - too often these are not aligned and the result is confusion.

2. Become LEARNERCENTRIC not DATACENTRIC - Work closely with CTO and IT department to invest in technology infrastructure and policies that allow free flow of digital learning and communication beyond the usual silos, and embed learning support as a key design priority for all new systems/process development going forward. If ain't easy to use, it won't be used (cf LMS).

3. LESS LEARNING MORE OFTEN - break away from single training events that are mostly forgotten once back in the workplace. Instead focus on repeated follow through so that staff have every opportunity to put new knowledge and skills into practice.
Great topic Andy!

1. Detach Learning from HR and move it out to the business units

2. Manage and reward the L&D people based on business results.

3. Accept that some of what we do is about supporting learning and some is about delivering training. Both are worthwhile and beneficial when done right.

I think detaching learning from HR is key but I think you also need to
get managers to buy into a cultural shift that promotes learning and reflection throughout the organisation
Get into knowledge management
But then I would say that wouldn't I

Hi Steve,

Great question. You're forcing me to clarify my thoughts. The issues are basically that they can drive the wrong sorts of behaviours. It's all around reporting and evaluation and measurement. With an LMS we can easily see how many training days, how many completions, what scores people got etc.

That makes us (Learning People) feel like we're doing a good job. And it looks great to management: "This eLearning course got 700 completions and the average pass make was 95%. The staff really know their stuff!".

However, as I'm sure you know, this actually tells us nothing about what people have learnt. At best it tells us lots of people did it and their short term memory is pretty good.

The other issue (and then I'll come on to what I think they should be) is that they use educational concepts. Curricula and courses etc. That puts Learning back into school days. I'm in a corporate environment and if I talk about school concepts users behave like school kids (I know - generalisation). However, we all know about informal learning and 70:20:10, we all know that the majority of learning that happens isn't formal. An LMS isn't managing that - but it looks to outsiders like it is.

Essentially most LMS implementations are Formal Learning Administration Systems.

But for power to go into our organisations we need something else. Sure, we need a content management system and a scheduling system. We also need some reporting, particularly for statutory requirements to prove it's happened. But you can get all that from a decent Content Management System (think Joomla or Wordpress). For measurement we need to be looking at behaviour change. Does this learning intervention drive a change in behaviour? Did that pep talk work? Is that cheat sheet helping? Did the community project enthuse staff?

You can't report on that from stats - you need management to properly manage.

So that's kind of it (and apologies for the long post and rambling a bit): LMS's can drive us to being complacent and stop us focusing on our real job - which is to help our users perform to the best of their ability for the good of the organisation.



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