MOOCs for Employee Learning – Practitioners View – Online Forum
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The document discusses the integration of MOOCs (massively open online courses) as a prominent option for employee learning, emphasizing their cost-effectiveness and potential benefits. It highlights the need for L&D and HR professionals to proactively explore MOOCs in their learning strategies and outlines various future scenarios regarding their adoption in the workplace. Additionally, it outlines the structure of upcoming events, discussions, and frameworks for leveraging MOOCs effectively.
MOOCs for Employee Learning – Practitioners View – Online Forum
- 1. Learning Cafe Call MOOCs @Work 8 October 2013 Online Trends Forum MOOCs (Massively Open Online Courses) can be a mainstream employee learning option. It offers cost effective learning with the benefits far outweighing the challenges. L&D/HR need to be proactive in exploring and including MOOCs in learning strategies. 1
- 2. Welcome 180+ Registrations from 75 organisations 2 3M Australia AIPE Allestis AMP ANZ ATO Aust Red Cross Blood Service Australian Learning Group Australian Public Service Commission Bendigo and Adelaide Bank IntoLearning Canberra Institute of Technology CBA Certitude Charles Schwab City West Water Coca Cola Amatil Cochlear Cornerstone OnDemand CS&HISC CUB Deloite Consulting Deloitte Tax Learning Deloitte Touche Tohmatsu Limited DSDBI Gazal Headspace HR Consultant and Collaborative Coach Hunter New England Health Hurix Systems Infosys Limited Inland Revenue Innovation Factory Singapore iNS Career Management IP Australia JM Family Enterpises, Inc. King & Wood Mallesons Learning Plan Lend lease McGrathNicol MCI Ministry for the Environment MK education NAB Newcastle Permanent Panduit Parramatta City Council Philips Electronics Presence of IT Purple Learning PwC QBE RBS RMIT University Shift Matters Simbound Sinclair Knight Merz Skillsoft South WestTAFE Suncorp SunGard K-12 Education SW Tafe TAFE NSW TAFE SA Telstra The Retreat York TP3 Transport for NSW University of Sydney University of Tasmania Upside Learning UTS Vantage Path Westpac Group YourSigma Next webinar MOOCs for Workplace Learning – The Mechanics •Building a business case •Case study •ADDIE of MOOCs •How much can it & will it disrupt current corporate training business. Register - http://bit.ly/moocsatwork2 Annual round up Looking back at 2013. What is coming in 2014 Register http://bit.ly/lcafe2013 12 Dec 7 Nov
- 3. Agenda • About MOOCS at Work & Learning Cafe • Jeevan Joshi, Learning Café – 12 mins • Future Scenarios • John Forrest, Impact Challenges & Allestis -13 mins • Using MOOCs at NBNCo • Tim Drinkall, General Manager- Enterprise Training NBN Co Limited - 15 mins • Discussion – MOOCs at Work • Moderated by Michelle Ockers, National Supply Chain Technical Capability Manager - 15 mins • Q&A - 5 mins 3
- 4. Your responses 4 Sample size 172, No responses have been excluded
- 5. Communityofexperiencedlearning& performanceprofessions Building L&D Capability Integrate Learning, Performance & Knowledge Encouraging new thinking and innovation Practitioners Forum Blog Magazine Webinar Discussions UnConference Sydney Melbourne Twitter Linkedin Facebook Coffee Catch Ups Capability Building Workshops Personalised and Flexible When you want it. How you want it 5
- 6. Learning Café UnConference 2014 • A professional development event with a difference – 20 Feb 2014, Sydney. Focus on Performance Effective Learning Developing our profession Leveraging Technology Synthesis & Integration Streams No exhibitions or stalls. Limited seats – 160 95% wanted to come back next year. Innovative structure Contemporary topics and trends Theme – Learning to be Agile – Lessons from disruptors
- 8. Working Group • Anish Lalchandani- Standard Chartered Bank • Chris Bessell-Browne – Qantas College • Colleen Lai-– McGrathNicol • Craig Bingham-Royal Australasian College of Physicians • David Le Page-Director- 3timesP Pty Ltd • Jasmine Malki- Holding Redlich • Jeevan Joshi – Learning Café • Jenni Reid– Suncorp • John Forrest – Allestis & Extreme Impacts • Kirsty Smith – Qantas • Lee Kirby – The Australian Red Cross Blood Service • Lisa Henderson – QBE • Michelle Ockers- Coca-Cola Amatil • Nicola Atkinson – Ashurst • Ryan Tracey - AMP • Scott Raymond- L&H Group • Sian Hartnett – KPMG ASPAC • Siobhan Singh- The Australian Red Cross Blood Service • Sunder Ramachandran- Jardine Lloyd Thompson • Susan Naylor- The Australian Red Cross Blood Service 8 • Tim Drinkall-GM – Enterprise Training – NBNCo • Peter Hall- Head of L&D – Australia and Asia Pacific – QBE Insurance • Michael Eichler-Head of Leadership Development & Learning (Direct Insurance)- IAG • Julie Catanach-Executive Manager Learning, Organisational Design and Development – Suncorp Advisory Group MOOCs (Massively Open Online Courses) can be a mainstream employee learning option. It offers cost effective learning with the benefits far outweighing the challenges. L&D/HR need to be proactive in exploring and including MOOCs in learning strategies. The Call
- 9. MOOCs@Work (www.moocsatwork.com) 9 Discovery • Formation of Working Group • Undertake MOOC Conceptualisation • Develop framework • Collect data on experiences – Impact Challenges • Think about each aspect of framework i.e. evaluation • Face to face session. • MOOCS Roadmap for L&D Dissemination • Webinar to update community on progress • Develop white paper & blogs • Release at UnConference. • Spread the word in conferences and forums. Oct Nov & Dec Feb Jun Jul Aug Sep Oct Oct Nov
- 10. MOOCs at Work Framework
- 11. MOOCs to Learner Approaches 11 DIY Facilitated Organised Laissez faire Learners search for MOOCs on internet Complete Reporting in LMS Learners go to a portal set up by L&D Complete Learners go to a portal or recommendations pushed by LMS Share with internal community Complete Share with internal community Learners gets personalised recommendation & supported by L&D Self Report Self Report Self Report L&D Report
- 12. MOOC Maps for Roles & Professions http://bit.ly/lcafemoocs 12
- 14. MOOC Specific Focus • Assuming Massive, Open, Online Courses are, by definition, ‘en mass’ – beyond the company context • What are the key disruptive differences of MOOCs • Inexpensive (economies of scale change L&D business models) • Wide variety of content (growing ever wider) • Easily accessible and more immediate availability (towards ‘on demand’) • Difficult to assure quality (is it easy now?) • Learning goals and evidence not subject to business scrutiny or alignment (are they now?) • No (business) control over audience make-up • Interaction with broader audience, work shared openly • Is it about control? • Is this a threat to current bespoke, custom, closed approaches which have struggled to deliver measurable results?
- 15. Scenario Drivers - Key decisions Who will play these roles? What will be the roles of the intermediaries between the MOOCs and Learners and the business? How do you see your current considerations? Experimentation Tactical projects within an existing L&D Program / Strategy Strategic as part of a L&D Transformation If so, how will they be made available and managed? Are MOOCs available for your workplace learning requirements? What are the costs and benefits of MOOCs over existing alternatives (if there are any)?
- 16. Five Scenarios 16 #1 MOOCs Not Ready #2 L&D Raise the Draw Bridge #3 Learners Not Ready #4 MOOCs Take Over #5 L&D Adopt, Adapt and Evolve
- 17. #1 – MOOCs Not Ready • MOOCs do not now (and are not likely in the next 3 years to) offer a viable alternative to existing course solutions • Over-hyped, unrealistic, can’t deliver • MOOCs go for lowest common denominator mass markets – Workplaces have narrower, higher quality requirements • Continue to evolve in-house L&D maturity, use technology, outsource some content delivery and development but keep business control • MOOCs are viable but L&D • L&D apply existing training management / mind-set to MOOCs • L&D professionals are dis- intermediated as managers allow Learners to go direct to MOOC providers • L&D budgets are redirected to business managers for discretionary spend • With lower budgets, L&D function struggles to demonstrate any measurable outcomes #2 – L&D Raise the Draw Bridge
- 18. #3 – Learners Not Ready (L-Plates) • MOOCs are viable but Learners do not have discipline, skills and motivation to self-drive • L&D professionals are still heavily involved as intermediaries. • L&D spend more time managing MOOC than they would managing own content creation • Management overheads offset low cost of MOOCs #4 – MOOCs Take Over Guild Halls • MOOCs are viable • Rise of an alternate intermediary, displacing business L&D • Professional associations drive standardisation and endorse MOOC catalogues • Learners receive most structured training through professional association, union etc.. • L&D professionals migrate away from the business and into professional development organisations
- 19. #5 – L&D Adopt, Adapt and Evolve • MOOCs are viable • L&D professionals identify a value adding facilitation and curation roles • Provide governance and quality assurance over portfolios of largely Learner self-service MOOC offerings • Business L&D focuses on the high value, low volume opportunities for specialist intervention • Business view MOOCs as one of the outsourced products/services enabled and managed by the business L&D function
- 20. Impact Challenges • Short-form scenario based decision making ‘challenges’ to Learning Café members which explore a context from different role perspectives • Encourage scenario based decision making and consideration of enablers and constraints on possible future directions • Open for group to share thoughts and experiences
- 21. Scenario Based Study Program 9/10/2013 Impact Challenges 21 CONTEXT MOOCs (Massively Open Online Courses) can be a mainstream employee learning option. You are playing the role of an L&D Manager You learn from a contact in HR that a business unit manager has funded MOOC enrolments for their staff out of the unit’s operating budget and allowed a few hours of week study time. The same unit manager recently refused to contribute a share of their budget to an integrated corporate training program. What do you do? What policies, if any, can determine whether the unit manager’s initiative is within business guidelines? Focus Role: L&D Practitioner Impact Roles: Manager, Business Scenarios: #4 MOOCs Take Over Situation
- 22. This document sets out NBN Co’s proposals in respect of certain aspects of the National Broadband Network. The contents of this document represent NBN Co’s current position on the subject matter of this document. The contents of this document should not be relied upon by our stakeholders (or any other persons) as representing NBN Co’s final position on the subject matter of this document,except where stated otherwise. NBN Co’s position on the subject matter of this document may also be impacted by legislative and regulatory developments in respect of the National Broadband Network. All prices shown in this document are exclusive of GST. Commercial in confidence | © NBN Co 2012 Mapping, Using and Growing MOOC’s at NBN Tim Drinkall Sept 2013 Version #
- 23. Commercial in confidence | © NBN Co 2012 Page 239-Oct-13 Version # Enterprise Training at NBNCo Capability Development Personal Development Project Demands • Technical • Systems • HSE • Corporate • Network • L&D Policy • Beyond Benchmark • Alternate Role/Job Family • Talent, Succession and Critical Roles • Capability Framework • Gap Assessment • Bring to Benchmark • Job Family Specific • Organisational, Leadership and Technical Capabilities
- 24. Commercial in confidence | © NBN Co 2012 Page 249-Oct-13 Version # Enterprise Training at NBNCo Capability Development Personal Development Project Demands • L&D Policy • Beyond Benchmark • Alternate Role/Job Family • Talent, Succession and Critical Roles • Capability Framework • Gap Assessment • Bring to Benchmark • Job Family Specific • Organisational, Leadership and Technical Capabilities Gap Assessments •Individual Assessments •Leaders Assessment •Demand Capture Learning Audit •70:20:10 •Seminars/Conference •Formal Training (Int/Ext) •Leadership Prog (Int/Ext) •Methodology/Theory •MOOCs Commercial, Demand Schedule and LMS •Justifiable Spend •Annual Budget •Allocation of $$ •Vendor Management
- 25. Commercial in confidence | © NBN Co 2012 Page 259-Oct-13 Capability Framework
- 26. Commercial in confidence | © NBN Co 2012 Page 269-Oct-13 Learning Audit 1. With further investigation, MOOC’s will figure prominently within our 10% educate. 2. Opportunity to expose our leaders to others outside NBNCo for new ideas and methodologies 3. Greatly assist with retention of Talent and individual development 4. Launched via new LMS
- 27. PANEL DISCUSSION Your comments, questions and opinions are welcome via the chat box.
- 28. IS MOOCS FOR EMPLOYEE LEARNING IS A GOOD IDEA ? 28
- 29. DO YOU THINK THE CALL IS OPTIMISTIC ? WILL IT EVENTUATE ? 29
- 30. HOW SHOULD ORGANIZATIONS DEPLOY MOOCS FOR EMPLOYEE LEARNING ? 30
- 31. WHAT ARE THE CHALLENGES IDENTIFIED BY THE WORKING GROUP SO FAR ? 31
- 33. www.learningcafe.com.au learningcafemag http://bit.ly/lcafefb blogs learning conversations free resources workshops UnConference 2014 Sydney Melbourne Webinar recording, ebooks, L&D frameworks Building Effective Employee Social Networks 33 Open source initiatives