moocs@work working group session 2
DESCRIPTION
TRANSCRIPT
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Learning Cafe Call
MOOCs in
Corporate
Training
23 July 2013
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.
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Agenda
• Update and sharing MOOCs learner experiences. – 10 mins
• Discussion - Futures Scenarios for MOOCs for Workplace Learning John Forrest - 15 mins
• Discussion - Business Case for MOOCs at Workplace Sian Hartnett - 15 mins
• Discussion - Impact on current state Learning Processes/ Framework Jeevan Joshi - 15 min
• Call to Action – 5 mins
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3
Lee Kirby
Working Group Advisory Group
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MOOCs for Employees Update
• MOOCs Update • MOOCs visibility is growing
• Media
• Learner/ consumer -
• Either you know about
MOOCs or your don’t.
Academic world knows
• Course are generally Uni
based MOOCs or short paid
courses on Technology/Start
Ups
• Other topics and models are
emerging
4
Web site – moocsatwork.com
@moocsatwork
LinkedIn Open Group
Moocs for Workplace
Learning
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MOOCs at Work Framework
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Proof of Concept
Agree on approach across the
participating
organisations
Get a small group(2-3) of employees to
undertake MOOCs for
personal development
Consolidate learner and
organisational experience
Develop a framework for
using MOOCs for employee training
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Environmental Scan
• Business Case Focus &
Assumptions?
– Experimentation
– Tactical project within an existing L&D
Program / Strategy
– Strategic as part of a L&D
Transformation
MOOCs Future
Workplace L&D
Future
?
Learners
L&D Professionals
Managers
Businesses
+ Political, Economic,
Social, Technological,
Environmental, Legislative
Considerations
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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)
• 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?
• How do these disruptive differences influence the environment and how are they influenced by the environment?
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A Future Influenced By the Past?
• Historical Content Examples?
• Software
• Music
• Books, articles and papers
• Movies
• …
• Historical Service Examples?
• Recruitment
• Product Sourcing
• Travel Agents
• …
Inevitable trends:
• Lower distribution costs
• Global accessibility
• More productive development
• Global sourcing
• Economies of scale for development
and maintenance
• Specialisation & intermediary costs
are more visible, require clearer ROI
to justify
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Scenario Drivers
• Key decisions
• In general, what are the costs and benefits of
MOOCs over existing alternatives (if there
are any)?
• Are MOOCs available for your workplace
learning requirements?
• If so, how will they be made available and
managed in the workplace?
• What will be the roles of the intermediaries
between the MOOCs and Learners and the
business?
• Who will play these roles?
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Five Scenarios
13
#1 MOOCs Not
Ready
#2 Raise the Draw
Bridge
#3 Learners Not
Ready
#4 MOOCs Take
Over
#5 Adopt, Adapt and
Evolve
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Scenario #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 – most workplaces have narrower, higher
quality, professional level requirements
• Continue to evolve in-house L&D maturity, use
technology, outsource some content delivery and
development but keep business control
1
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Scenario #2 – Raise the Draw Bridge
• MOOCs are viable
• The L&D practice community feels threatened by the
consumerisation of learning
• L&D professionals try to apply existing training course
management / development mind-set to MOOCs
• L&D professionals are dis-intermediated as business
managers & HR allow Learners to go direct to MOOC
providers
• L&D budgets are redirected to business managers
and HR for discretionary spend
• With lower budgets, L&D function struggles to
demonstrate any measurable outcomes
2
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Scenario #3 – Learners Not Ready (L-
Plates) • MOOCs are viable
• Learners do not have discipline, skills and motivation
to self-drive
• As a result, L&D professionals are still heavily
involved as intermediaries between MOOCs and
Learners
• L&D professionals spend more time managing MOOC
sources than they would managing own content
creation
• Management overheads offset low cost of MOOCs
3
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Scenario #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
• Workplace management relies upon professional
development bodies to be responsible for L&D
• HR provides incentives / requirements for Learners to
be accredited by external bodies
• Learners receive most structured training through
professional association, union etc..
• L&D professionals migrate away from the business
and into professional development organisations
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Scenario #5 – 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
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Impact Challenges
• Short-form scenario challenges to Learning Café members around these themes
• Encourage scenario based decision making and consideration of enablers and constraints on possible future directions
• Open for group to share perspectives
• For example: • 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?
• Are there policies which determine whether this initiative is within business guidelines?
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BUILDING THE MOOC
BUSINESS CASE
Some considerations for L&D Professionals...
Sian Hartnett
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Yes?
Do you really need one?
Can you adopt without
a business case?
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If a business case is required...
Organisational Context
• Business environment?
• Current & emerging opportunities?
• Rate of change in customer needs?
• Competition?
• Watch out for hidden costs for adoption e.g. flipping!
Organisational Priorities
• Is the organisation focused on learning as a priority?
• Product leadership?
• Operational excellence?
• Customer intimacy?
• Do they view bridging capability gaps as a current business priority?
Organisational “Culture”
• Valued learning events: “internal” or “external”?
• Willingness to allocate resources e.g. SMEs, time, etc.?
• Approach to risk (in learning provision)?
• Employee engagement to learning?
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Some key questions to ask
Structure
• Current / upcoming organisational focus
• Do employees have the capabilities to turn MOOC learning into value for the organisation?
• Do employees have the time, space, tools, etc. to engage with the MOOC “way of learning”?
• Infrastructure and access to required technology?
Process
• Does the organisation have defined job roles?
• Do employees acknowledge impact of “external forces” on the organisation that might require a focus on learning / skill development?
• What processes (and the related costs!) will be required to integrate MOOCs into the existing training offered?
• Who “owns” the training function – do you have the power to change the current approach?
• How will MOOCs be integrated into existing processes e.g. performance reviews, KPIs?
Culture
• Do the business “stakeholders” have the authority to request the integration of MOOCs?
• How will MOOCs be integrated into existing processes e.g. performance reviews, KPIs?
• Possible barriers e.g. political?
• Are employees / leaders encouraged to leave their “comfort zones”?
• Who “enjoys promotions”?
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Possible business case “buckets”
Creating a continuous learning
culture
Creating a new direction / facet for
performance management
Improving options for talent
management for individuals / teams
Improving bench strength
Developing a wider global mindset
Driving talent mobility
Increasing offering within a recruitment
model – “unique people strategies”
Providing wider options for employee
engagement
...
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MOOCs at Work Framework
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MOOCs for employee learning
Impact – Where & How
27
Employee
Capability
Gaps
Organisational
Gaps
Individual
Gaps
Gaps
Plugged
Custom
Training
workshops
Online
Learning
Coaching
L&D Organised
Internal
Knowledge
Bases
Performance
Support
Not
L&D Organised
Internal Driven Learning External
Generic
vendor
courses
Further formal
education e.g.
degrees
MOOCs
Formal
Less
Structured
Informal
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MOOCs to Learner Approaches
28
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
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Learning Process Impact
29
Requirements
Gathering
(LNA, TNA etc)
Learning
Design &
Development
Learning
Implementation
Evaluation
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Call to Action
30
Follow MOOCs at work
• LinkedIn Groups
• Follow on Twitter - @moocsatwork
• Sign up at
Identify your area of interest
Cost
Usually free – Certificate - $70
Commercial MOOCS - $60
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Levels of Engagement with MOOCs
31
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Learning Modes Impact
32
Face to Face
Online & Blended Informal
Unstruct
ured
LMS Mobile Social Know Mgt
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Business Drivers & View
33
Learning Strategy & Governance
Learning Planning and Budgeting
Business
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Capabilities and Skills
34
Capability & Skills
Learning
Professional
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Questions to Discuss
• One of the challenges the working group has raised is what part
does L&D get to play in MOOCs for Learning. The answer may turn
out to be very different to what we do now.
• Currently MOOCs are predominantly available for certain topics ie
IT, Management, Science which only meet part of organisational
needs.