From the outside, corporate training appears to be something of a paradox. On one hand, it is becoming ever more necessary for companies to provide training, especially for recent college graduates: according to a Gallup survey, only 11% of business leaders believe that college graduates are adequately prepared to succeed in the workplace. Corporate training is also a huge factor in company success—a 2000 analysis by Laurie J. Bassie found that investing $1,500 per employee per year leads to 24% higher profit margins and a more than 200% increase in revenue per employee. On the other, research suggests that as much as 90% of what is learned during training is lost in a short period of time.
Given these data, it’s obvious that training is one of the key drivers for companies’ success. But the data also suggest that many organizations aren’t doing it as well as they could be, which means they are likely not achieving anywhere close to the level of success indicated in Bassie’s analysis.
I’ve written before about various ways massive open online courses (MOOCs) can improve upon traditional training, for example by better meeting the needs of today’s corporate learners and by making elearning more interesting, more interactive, and more relevant. This article addresses three common problems found in training and discusses how MOOCs provide solutions to these problems.
By Bryant Nielson, Managing Director On July 17, 2014 NO COMMENTS
So far in this series, we have looked at ways massive open online courses (MOOCs) have led educators and trainers to rethink how content is delivered and the role of social media in the corporate classroom. This article focuses on a topic that has historically been an albatross around the neck of training and development: assessment.
Assessment in corporate training is complicated by a couple of factors. First, there is a widespread misconception that exposure to information equals learning. The result has been an overabundance of objective testing methods that assess information recall but little else. This practice is probably responsible for the fact that employees retain only about 10 to 15 percent of what they learn in training sessions—information is easily forgotten; only when we apply that information does it become knowledge. The second complicating factor is even more troubling: many organizations don’t assess employee learning at all. In an interview with the Wall Street Journal last year, corporate training researcher Eduardo Salas noted that one of the biggest mistakes businesses make in training is failing to evaluate employee learning. If they do, he says, “they usually stop at the first level of evaluation—the reaction data. Companies think that if there is a positive reaction to the training, people will learn. But what we know is that the correlation is very week between reaction to training and actual learning.”
By Bryant Nielson, Managing Director On June 26, 2014 NO COMMENTS
Over the course of the past year on this blog, I’ve described several ways MOOCs are already changing training and development. These digital learning environments and the technology-enabled learning tools that power them are making training more engaging, more relevant, and as a result, more effective. In particular, MOOCs have three main advantages over traditional instructor-led training:
- They allow training departments to easily unbundle content so that employees have access to the information they need when they need it.
- They help foster peer learning and the development of personal learning networks within, and even between, organizations.
- They allow organizations to track and mine training data on a large scale to improve training results, discover relationships between variables, customize training programs, and predict training effectiveness.
By Bryant Nielson, Managing Director On April 30, 2014 NO COMMENTS
If you were asked to name the top three current trends in business in general, my guess is that “social” would make the list. To say that social media has flipped the business world on its head isn’t an understatement—from product development to marketing to customer relations and beyond, tools like Facebook and Twitter have completely changed how companies function. But social media platforms are just technologies that have enabled a more fundamental transformation, and not just in business: today communication, collaboration, and social interaction take center stage in our lives, in our work, and in our learning.
We’ve all heard that most of learning is informal, and much of informal learning is social (coaching/mentoring, talking in the break room, chatting online, etc.). Estimates about how much of workplace learning happens in this way range from 70 up to a whopping 95 percent. A 2010 survey by The CARA Group found that corporate leaders and trainers recognize the importance of informal learning and the role social media plays in it. They found that:
By Bryant Nielson, Managing Director On March 27, 2014 NO COMMENTS
Massive open online courses (MOOCs) like the ones offered by Coursera, edX, and Udacity have been around for about two years now, and over the past year or so, I have written about how they have evolved and the impact they have had on corporate training. Now, after several ups and downs, MOOCs are starting to find their place, and it turns out that place is much larger than could have been anticipated: MOOCs aren’t just disrupting how training is delivered; they are changing how companies interact with their employees and others on a much grander scale.
As organizations continue to expand their use of new digital learning environments, we can identify some MOOC megatrends that are starting to shape up. I’ve touched on many of these trends before, but over the course of the next several weeks, we’ll look at each of these trends in turn, defining them, describing where we are in the process, and identifying challenges in their adoption. The goal for this series is to provide a complete picture of the place of MOOCs in training departments and in organizations as a whole.
By Bryant Nielson, Managing Director On November 4, 2013 NO COMMENTS
So you are ready to design your own massive open online course (MOOC) and you want to incorporate social media. How should you go about it? What tools should you use? When the first MOOCs hit the net, the only real option was blogs. Then Coursera, Udacity, and edX popularized discussion boards, similar to what is used in non-MOOC elearning. Since then, social learning tools have exploded onto the market. At a minimum, most MOOCs today use discussion boards, blogs, and microblogs, and many have some kind of dedicated social network.
Training MOOCs are by nature different than academic MOOCs. One difference that affects the use of social media is the potential audience and the type of content. Organizations need to decide whether to make their MOOCs truly open and host them publicly on the Internet or whether to restrict part or all of the courses to authorized users. The deciding factor may be the amount of proprietary or competitive information included in the course content. For example, a business etiquette course may be hosted on the Internet, while a sales training course may be run on a private intranet. Different social media tools are available depending on whether or not the training will be made public.
By Bryant Nielson, Managing Director On October 28, 2013 NO COMMENTS
Over the past few months, we have explored the social component of massive open online courses (MOOCs) from several angles. We have examined the role of peer learning in organizations and the importance of creating personal learning networks. We have also reviewed the major technology-enabled learning tools that MOOCs use to support social interaction. In this article and the next, we will put it all together by looking at why businesses should use social media in their training and development programs and various practical ways to implement peer learning through social media in corporate MOOCs.
Many organizations are wary of social media, mainly because of a lack of control and the fear that social networking on the job will quickly devolve into “social notworking.” This fear is probably largely unfounded—companies were also suspicious about email and the Internet, but there is little doubt (and a lot of empirical research) that these innovations have improved, not harmed, productivity. In today’s environment, businesses that do not adopt new technologies are setting themselves up for failure. According to a 2012 Capgemini report, digital leaders—defined as those companies that use new technologies such as social media, mobile technologies, and analytics—are 26 percent more profitable than their competitors and generate both more revenue and higher market valuation ratios.