Somewhere in the Middle: Using technology to help employees learn and do things differently in the offline and online worlds
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This document discusses Chevron's efforts to transition some employee training from traditional in-person formats to online learning solutions. It notes challenges like a globally dispersed workforce and decreasing early career employees. Chevron developed an online program for its HES practitioners learning journey that reduced costs by $920,000 annually compared to the previous offline version. Feedback indicated that the flexibility of online learning was appreciated but that some opportunities remain, like incorporating more discussion. The document promotes a blended learning approach combining formal, informal and social learning activities.
Somewhere in the Middle: Using technology to help employees learn and do things differently in the offline and online worlds
- 1. 1© 2017 Chevron. All rights reserved.© 2017 Chevron. All rights reserved. Somewhere in the middle: Using technology to help employees learn and do things differently in the offline and online worlds TICe Presentation | v1.5 | 9/12/17
- 2. 2© 2017 Chevron. All rights reserved. Poll Select the phrase that best describes the current state of your organization with regards to online learning solutions: 1. Currently designing, developing and/or delivering online learning solutions 2. Exploring opportunities to design, develop and/or deliver online learning solutions 3. No plans (that you are aware of) for online delivery of learning solutions
- 3. 3© 2017 Chevron. All rights reserved. Session outline • Business drivers & challenges • Journey learning solution • Economic & learning value • Online learning solution • Lessons learned
- 4. 4© 2017 Chevron. All rights reserved. A leading international energy company 2nd largest oil and gas company headquartered in the United States 50,000+ employees worldwide 2.6 million barrels of oil-equivalent net production 1.8 million barrels per day refining capacity Source: Chevron 2015 Supplement to the Annual Report and Corporate Fact Sheet
- 5. 5© 2017 Chevron. All rights reserved. Learning challenges • Current business environment • Globally dispersed audience • Continued learning for mid-career employees • Decreasing early career population • Dominance of formal learning
- 6. 6© 2017 Chevron. All rights reserved. Traditional corporate learning One size… does not fit all!
- 7. 7© 2017 Chevron. All rights reserved. Blended learning Blended learning is the use of two or more distinct methods of learning. This may include combinations such as: • Formal, informal, and social learning activities • Traditional classroom instruction with online instruction • Online instruction with access to a facilitator or subject matter expert (SME) • Guided experiences with a mentor and video instruction • Self-paced activities and real-time instruction
- 8. 8© 2017 Chevron. All rights reserved. Utilizing the FIS model as a learning strategy • The Formal, Informal and Social* (FIS) learning model acts as a framework to think about how different learning activities are categorized and applied to learning design • Each category has a clear definition that contributes to a common understanding of terminology and purpose of individual learning deliverables • Some researchers suggest that large companies should work towards spending learning dollars equally across all three categories *Based on Don Pontefract’s work described in Flat Army (2016) Formal Informal Social
- 9. 9© 2017 Chevron. All rights reserved. FIS learning deliverables (examples) Classrooms Conferences e-learning Virtual classrooms Performance reviews Rotations Forums Game-based learning Mentoring Coaching Shadowing Guided experiences Articles, case studies Books, journals Websites and podcasts Videos and webinars Yammer and Wikis Conversations Blogs Game-based learning Skype for business Learning communities Learning pairs Learning cohorts Formal Informal Social
- 10. 10© 2017 Chevron. All rights reserved. HES practitioners learning journey
- 11. 11© 2017 Chevron. All rights reserved. Doing things differently Areas of opportunity: • Reducing time in class • Reducing cost • Accelerating time to application
- 12. 12© 2017 Chevron. All rights reserved.
- 13. 13© 2017 Chevron. All rights reserved.
- 14. 14© 2017 Chevron. All rights reserved.
- 15. 15© 2017 Chevron. All rights reserved. Economic value Offline program $22,500 – $34,000 per participant depending on if local or international Online program $1,500 per participant Return on investment: Program cost reduction of ~ $920,000/annually from previous offline/face-to-face version
- 16. 16© 2017 Chevron. All rights reserved. Learning value Scrap learning potential 80%
- 17. 17© 2017 Chevron. All rights reserved. Neuroscience-based solution supporting information recall: spaced learning
- 18. 18© 2017 Chevron. All rights reserved. ETL Online digital platform
- 19. 19© 2017 Chevron. All rights reserved. What is ETL Online? ETL Online: • Aims to deliver self and semi-self paced classes • Provides an alternative to SharePoint and is designed to supplement the LMS • Learning events are accessible via the LMS
- 20. 20© 2017 Chevron. All rights reserved. Redesigning traditional courses FE Technical Overview #1 (TO1) Traditional ILT • 5 days: traditional classroom instruction (lecture and exercises) • Horizon’s core course; awareness-level • Focused on technical aspects of each main component of the petrochemical value chain Online scheduled offering • 2 weeks: a combination of independent and team activities and facilitated discussions via WebEx Training Center • Ensured right level of technical content; applicable to FEs • Leverages existing videos and resources; created an infographic, scavenger hunt, and a few short videos to fill in the gaps
- 21. 21© 2017 Chevron. All rights reserved. Online class example
- 22. 22© 2017 Chevron. All rights reserved. FE and the value chain feedback What participants liked • Not needing to travel • Having the flexibility to complete course deliverables around regular job activities instead of being out of the office for a week • High quality videos and having access to them after the course Opportunities and lessons learned • Add a third WebEx; incorporate more discussion • Continue to communicate expectations to supervisors and ensure participants block off time to do self-paced assignments between sessions • Ensure the right people take the course • Shift culture from “check-the-box” mentality to learning mindset
- 23. 2017 VIRTUAL CONFERENCE #TICEVIRTUAL Questions? Somewhere in the Middle: Using technology to help employees learn and do things differently in the offline and online worlds Mark Veary Manager, Technical Learning Solutions & Design Chevron Corporation